Suppliers and purchasing

Catch the supplier problem before it reaches the floor

Purchase order exceptions, supplier performance and the gap between what was promised and what arrived.

What you will be able to see

The numbers you can finally trust

Each one exists in your systems today. None of them is currently something you would bet a decision on.

Purchase order exceptions: Late, short, over-received or priced differently to the order.
Supplier scorecard: On-time and in-full, by supplier, over time.
Lead time: Quoted against actual, so planning uses the real number.
Price variance: Where invoiced price has drifted from agreed price.

What changes

Nothing here is a new metric. It is the one you already care about, made trustworthy.

Why you cannot trust it today

Promises live in email
What a supplier committed to is in a message thread. What arrived is in the system. Nobody compares them until something is already late.
Exceptions are found by accident
A short delivery or a price difference usually surfaces when someone notices a mismatch weeks later, at which point the leverage is gone.
Performance is remembered, not measured
Everyone knows which supplier is unreliable. Almost nobody can show it with a number when it matters in a negotiation.

What we do about it

Read the document and the record
Confirmations and correspondence go into the pipeline alongside the transactional data, so the comparison is possible at all.
Score it continuously
A supplier screen that builds up performance over time, so nobody has to assemble it the night before a review.
Raise exceptions overnight
A scheduled sweep that surfaces the orders outside tolerance while there is still time to act on them.

Up to five source systems are connected within the engagement, which usually covers the purchasing estate. Anything beyond that is priced separately and stated up front.
A workflow can notify and draft. Sending anything on your behalf is a write action and needs your explicit sign-off.

Other measures