Procurement, Spend and Supplier Analytics
Learn to compare suppliers on whole cost, find spend that leaks and check that suppliers keep their promises. No coding: you work on the data of Raket Parts, a fictional maker of rocket parts.
You will be able to
- compare suppliers on whole cost, not unit price
- find spend outside purchase orders and possible duplicates
- check supplier duties against payments and deliveries
- classify spend with written rules
Price is not the whole cost
Compare suppliers on whole cost over a period, not on unit price.
Where does spend leak?
Find spend outside purchase orders, approvals above limits and possible duplicates, and size each group separately.
What did we agree, and did it happen?
Keep a dated register of supplier duties and check it against payment and delivery records.
One euro, one category
Classify spend with written rules, sample for errors and tie the spend baseline to the ledger.
What if a supplier lets us down?
Measure supplier concentration, delivery record and exit exposure, and hold risks that need an owner's decision.
Procurement and Spend / Module 1
Price is not the whole cost
A low unit price is tempting. Mira wants to know the whole cost of a supplier, including service failures and a possible exit.
Sections
Procurement and Spend / Module 1 / Free practice
Try it on your own question
Run it in the practice editor
The practice editors have the Raket Parts tables loaded. Type a query or a formula, run it and change it as often as you like. Nothing is marked.
Procurement and Spend / Module 2
Where does spend leak?
Teun suspects spend is slipping past purchase orders. Mira's team checks three kinds of leak and sizes each on its own: no purchase order, over the buyer's limit, and possible duplicates.
This module builds on module 1. If you are new to this, start with module 1.
Sections
Procurement and Spend / Module 2 / Free practice
Try it on your own question
Run it in the practice editor
The practice editors have the Raket Parts tables loaded. Type a query or a formula, run it and change it as often as you like. Nothing is marked.
Procurement and Spend / Module 3
What did we agree, and did it happen?
X-SUP-001 says Raket Parts pays late; Raket Parts says X-SUP-001 delivers late. Mira checks both against the terms and the records, and finds that the terms themselves are not proven.
This module builds on module 2. If you are new to this, start with module 2.
Sections
Procurement and Spend / Module 3 / Free practice
Try it on your own question
Run it in the practice editor
The practice editors have the Raket Parts tables loaded. Type a query or a formula, run it and change it as often as you like. Nothing is marked.
Procurement and Spend / Module 4
One euro, one category
Mira asks how much Raket Parts spends on services. Three people give three answers: by supplier category, by ledger account, by purchase order purpose. Learn to build one baseline everyone can repeat.
This module builds on module 3. If you are new to this, start with module 3.
Sections
Procurement and Spend / Module 4 / Free practice
Try it on your own question
Run it in the practice editor
The practice editors have the Raket Parts tables loaded. Type a query or a formula, run it and change it as often as you like. Nothing is marked.
Procurement and Spend / Module 5
What if a supplier lets us down?
Titanium bar lead times grew through 2025, and every titanium order went to one of the two listed suppliers. Mira asks how dependent Raket Parts is, and on whom.
This module builds on module 4. If you are new to this, start with module 4.
Sections
Procurement and Spend / Module 5 / Free practice
Try it on your own question
Run it in the practice editor
The practice editors have the Raket Parts tables loaded. Type a query or a formula, run it and change it as often as you like. Nothing is marked.
Procurement and Spend / Module 1 / 1.1
1.1 What whole cost includes
Section 1.1 complete
Next: 1.2 Quality and lateness are costs
Procurement and Spend / Module 1 / 1.3
1.3 Currency and terms
Section 1.3 complete
Next: 1.4 A three-year comparison
Procurement and Spend / Module 1 / 1.4
1.4 A three-year comparison
Section 1.4 complete
Next: Module 1 check
Continue to the module check Recap this section Back to module 1
Procurement and Spend / Module 1 / Check
Module 1 check
Module 1 complete
Next: Module 2, Where does spend leak?
Continue to module 2 Try it on your own question Recap module 1 Back to module 1
Procurement and Spend / Module 2 / 2.1
2.1 Spend without a purchase order
Section 2.1 complete
Next: 2.2 Over the buyer's limit
Procurement and Spend / Module 2 / 2.2
2.2 Over the buyer's limit
Section 2.2 complete
Next: 2.3 Possible duplicates
Procurement and Spend / Module 2 / 2.3
2.3 Possible duplicates
Section 2.3 complete
Next: 2.4 Invoiced is not paid
Procurement and Spend / Module 2 / 2.4
2.4 Invoiced is not paid
Section 2.4 complete
Next: Module 2 check
Continue to the module check Recap this section Back to module 2
Procurement and Spend / Module 2 / Check
Module 2 check
Module 2 complete
Next: Module 3, What did we agree, and did it happen?
Continue to module 3 Try it on your own question Recap module 2 Back to module 2
Procurement and Spend / Module 3 / 3.1
3.1 A duties register
Section 3.1 complete
Next: 3.2 Did we pay on time?
Procurement and Spend / Module 3 / 3.2
3.2 Did we pay on time?
Section 3.2 complete
Next: 3.3 Did they deliver on time?
Procurement and Spend / Module 3 / 3.4
3.4 Unproven terms
Section 3.4 complete
Next: Module 3 check
Continue to the module check Recap this section Back to module 3
Procurement and Spend / Module 3 / Check
Module 3 check
Module 3 complete
Next: Module 4, One euro, one category
Continue to module 4 Try it on your own question Recap module 3 Back to module 3
Procurement and Spend / Module 4 / 4.1
4.1 Three answers to one question
Section 4.1 complete
Next: 4.2 Rules, written down
Procurement and Spend / Module 4 / 4.2
4.2 Rules, written down
Section 4.2 complete
Next: 4.3 The catch-all and the sample
Procurement and Spend / Module 4 / 4.3
4.3 The catch-all and the sample
Section 4.3 complete
Next: 4.4 Tie the baseline to the ledger
Procurement and Spend / Module 4 / 4.4
4.4 Tie the baseline to the ledger
Section 4.4 complete
Next: Module 4 check
Continue to the module check Recap this section Back to module 4
Procurement and Spend / Module 4 / Check
Module 4 check
Module 4 complete
Next: Module 5, What if a supplier lets us down?
Continue to module 5 Try it on your own question Recap module 4 Back to module 4
Procurement and Spend / Module 5 / 5.2
5.2 Concentration
Section 5.2 complete
Next: 5.3 Delivery and quality record
Procurement and Spend / Module 5 / 5.3
5.3 Delivery and quality record
Section 5.3 complete
Next: 5.4 Data handling and exit
Procurement and Spend / Module 5 / 5.4
5.4 Data handling and exit
Section 5.4 complete
Next: Module 5 check
Continue to the module check Recap this section Back to module 5
Procurement and Spend / Module 5 / Check
Module 5 check
Module 5 complete
Next: Module 6, coming later
Back to the Path Try it on your own question Recap module 5 Back to module 5
Procurement and Spend / Module 1 / Recap
Recap card
1.1 What whole cost includes
What whole cost includes
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Procurement and Spend / Module 1 / Recap
Recap card
1.2 Quality and lateness are costs
Quality and lateness are costs
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Procurement and Spend / Module 1 / Recap
Recap card
1.3 Currency and terms
Currency and terms
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Procurement and Spend / Module 1 / Recap
Recap card
1.4 A three-year comparison
A three-year comparison
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Procurement and Spend / Module 1 / Recap
Recap card
Module 1: Price is not the whole cost
What whole cost includes
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Quality and lateness are costs
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Currency and terms
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
A three-year comparison
- Whole cost includes more than the invoice.
- Record what repeats and what happens once.
Common mistake
Common mistake. A low price alone does not establish best value.
Procurement and Spend / Module 2 / Recap
Recap card
2.1 Spend without a purchase order
Spend without a purchase order
- 125 invoices, €8,029,970.19, approved without a purchase order.
- Outside the route is not lost.
Common mistake
The mistake. Calling non-PO spend a loss.
Procurement and Spend / Module 2 / Recap
Recap card
2.2 Over the buyer's limit
Over the buyer's limit
- Convert first, then compare with €50,000.
- 26 pound orders above the limit with buyer approval only.
Common mistake
The mistake. Comparing pounds with a euro limit.
Procurement and Spend / Module 2 / Recap
Recap card
2.3 Possible duplicates
Possible duplicates
- A repeated reference is a lead.
- 015-377440: billed twice, paid once.
Common mistake
The mistake. Reporting a loss before checking payments.
Procurement and Spend / Module 2 / Recap
Recap card
2.4 Invoiced is not paid
Invoiced is not paid
- 906 of 978 booked invoices paid; the rest not yet due.
- Each group sized on its own.
Common mistake
The mistake. Adding different leak groups into one loss.
Procurement and Spend / Module 2 / Recap
Recap card
Module 2: Where does spend leak?
Spend without a purchase order
- 125 invoices, €8,029,970.19, approved without a purchase order.
- Outside the route is not lost.
Common mistake
The mistake. Calling non-PO spend a loss.
Over the buyer's limit
- Convert first, then compare with €50,000.
- 26 pound orders above the limit with buyer approval only.
Common mistake
The mistake. Comparing pounds with a euro limit.
Possible duplicates
- A repeated reference is a lead.
- 015-377440: billed twice, paid once.
Common mistake
The mistake. Reporting a loss before checking payments.
Invoiced is not paid
- 906 of 978 booked invoices paid; the rest not yet due.
- Each group sized on its own.
Common mistake
The mistake. Adding different leak groups into one loss.
Procurement and Spend / Module 3 / Recap
Recap card
3.1 A duties register
A duties register
- Each term: source, evidence, owner, date.
- An ERP field is not a signed term.
Common mistake
The mistake. Treating a system field as signed.
Procurement and Spend / Module 3 / Recap
Recap card
3.2 Did we pay on time?
Did we pay on time?
- 606 of 906 paid after the ERP due date.
- Say which terms you measured against.
Common mistake
The mistake. Calling measured lateness a breach.
Procurement and Spend / Module 3 / Recap
Recap card
3.3 Did they deliver on time?
Did they deliver on time?
- 701 of 877 receipts after the promised date.
- Disputed dates stay disputed.
Common mistake
The mistake. Picking the date that suits our side.
Procurement and Spend / Module 3 / Recap
Recap card
3.4 Unproven terms
Unproven terms
- No signed copy: a claim pending the legal contract owner.
- Results are stated against the ERP terms.
Common mistake
The mistake. Replying on terms nobody has checked.
Procurement and Spend / Module 3 / Recap
Recap card
Module 3: What did we agree, and did it happen?
A duties register
- Each term: source, evidence, owner, date.
- An ERP field is not a signed term.
Common mistake
The mistake. Treating a system field as signed.
Did we pay on time?
- 606 of 906 paid after the ERP due date.
- Say which terms you measured against.
Common mistake
The mistake. Calling measured lateness a breach.
Did they deliver on time?
- 701 of 877 receipts after the promised date.
- Disputed dates stay disputed.
Common mistake
The mistake. Picking the date that suits our side.
Unproven terms
- No signed copy: a claim pending the legal contract owner.
- Results are stated against the ERP terms.
Common mistake
The mistake. Replying on terms nobody has checked.
Procurement and Spend / Module 4 / Recap
Recap card
4.1 Three answers to one question
Three answers to one question
- Services: €7,999,970.19 by category, €8,029,970.19 by ledger account.
- Rules first, then one figure.
Common mistake
The mistake. Reading categories from supplier names.
Procurement and Spend / Module 4 / Recap
Recap card
4.2 Rules, written down
Rules, written down
- A rule table maps each supplier category to one spend category.
- One euro, one category.
Common mistake
The mistake. Counting a supplier in two categories.
Procurement and Spend / Module 4 / Recap
Recap card
4.3 The catch-all and the sample
The catch-all and the sample
- SERVICES_GENERAL: €2,105,722.65, 6.3% of spend.
- No evidence, no move: flag it.
Common mistake
The mistake. Guessing a category from country or timing.
Procurement and Spend / Module 4 / Recap
Recap card
4.4 Tie the baseline to the ledger
Tie the baseline to the ledger
- €33,237,959.44 ties to the payables credits to the cent.
- Date every rule change.
Common mistake
The mistake. Comparing years built on different rules.
Procurement and Spend / Module 4 / Recap
Recap card
Module 4: One euro, one category
Three answers to one question
- Services: €7,999,970.19 by category, €8,029,970.19 by ledger account.
- Rules first, then one figure.
Common mistake
The mistake. Reading categories from supplier names.
Rules, written down
- A rule table maps each supplier category to one spend category.
- One euro, one category.
Common mistake
The mistake. Counting a supplier in two categories.
The catch-all and the sample
- SERVICES_GENERAL: €2,105,722.65, 6.3% of spend.
- No evidence, no move: flag it.
Common mistake
The mistake. Guessing a category from country or timing.
Tie the baseline to the ledger
- €33,237,959.44 ties to the payables credits to the cent.
- Date every rule change.
Common mistake
The mistake. Comparing years built on different rules.
Procurement and Spend / Module 5 / Recap
Recap card
5.1 Two suppliers on paper
Two suppliers on paper
- All 81 titanium orders went to X-SUP-001.
- X-SUP-001 takes 36.0% of booked spend.
Common mistake
The mistake. Counting approved suppliers as cover.
Procurement and Spend / Module 5 / Recap
Recap card
5.2 Concentration
Concentration
- Largest supplier's share: titanium 100%, IT services 91.6%.
- Compare shares, not supplier counts.
Common mistake
The mistake. Reading two listed suppliers as no dependence.
Procurement and Spend / Module 5 / Recap
Recap card
5.3 Delivery and quality record
Delivery and quality record
- Lead time 62.4 to 143.4 days; lateness fell late in 2025.
- Report both measures.
Common mistake
The mistake. Closing a risk on one good month.
Procurement and Spend / Module 5 / Recap
Recap card
5.4 Data handling and exit
Data handling and exit
- Unanswered data and exit questions are held.
- The procurement risk owner decides.
Common mistake
The mistake. Letting a price score cancel a risk.
Procurement and Spend / Module 5 / Recap
Recap card
Module 5: What if a supplier lets us down?
Two suppliers on paper
- All 81 titanium orders went to X-SUP-001.
- X-SUP-001 takes 36.0% of booked spend.
Common mistake
The mistake. Counting approved suppliers as cover.
Concentration
- Largest supplier's share: titanium 100%, IT services 91.6%.
- Compare shares, not supplier counts.
Common mistake
The mistake. Reading two listed suppliers as no dependence.
Delivery and quality record
- Lead time 62.4 to 143.4 days; lateness fell late in 2025.
- Report both measures.
Common mistake
The mistake. Closing a risk on one good month.
Data handling and exit
- Unanswered data and exit questions are held.
- The procurement risk owner decides.
Common mistake
The mistake. Letting a price score cancel a risk.