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Spend analysis gives finance teams a clear view of company expenditure by bringing card, invoice, expense, and supplier data together. In this guide, we explain how to analyse spend in six practical steps, uncover savings opportunities, and improve financial control.",[115],{"type":116,"attrs":117},"textStyle",{"color":118},"oklch(0.206 0.005 67.543)",{"type":120,"attrs":121,"content":123},"heading",{"level":122,"textAlign":53},2,[124],{"text":125,"type":58,"marks":126},"Key takeaways",[127],{"type":128},"bold",{"type":130,"content":131},"bullet_list",[132,141,149,157,165],{"type":133,"content":134},"list_item",[135],{"type":51,"attrs":136,"content":138},{"textAlign":53,"key":137},"p-1",[139],{"text":140,"type":58},"Spend analysis only works once you pull card, invoice, and expense data into one cleansed dataset before looking for savings.",{"type":133,"content":142},[143],{"type":51,"attrs":144,"content":146},{"textAlign":53,"key":145},"p-2",[147],{"text":148,"type":58},"Start with a specific goal, such as a category to renegotiate or a compliance gap to close, and choose your data sources accordingly.",{"type":133,"content":150},[151],{"type":51,"attrs":152,"content":154},{"textAlign":53,"key":153},"p-3",[155],{"text":156,"type":58},"Group spend by supplier and category, then add the cost-centre view to reveal the biggest savings opportunities.",{"type":133,"content":158},[159],{"type":51,"attrs":160,"content":162},{"textAlign":53,"key":161},"p-4",[163],{"text":164,"type":58},"Duplicate suppliers and misclassified transactions distort every finding, so cleansing deserves more time than the analysis itself.",{"type":133,"content":166},[167],{"type":51,"attrs":168,"content":170},{"textAlign":53,"key":169},"p-5",[171],{"text":172,"type":58},"Automating capture and categorisation at the point of spend keeps the report current instead of requiring a full rebuild every quarter.",{"type":120,"attrs":174,"content":175},{"level":122,"textAlign":53},[176],{"text":177,"type":58,"marks":178},"What is spend analysis?",[179],{"type":128},{"type":51,"attrs":181,"content":183},{"textAlign":53,"key":182},"p-6",[184],{"text":185,"type":58},"When card, invoice, and expense data sits across separate systems, finance teams cannot reliably see where money goes or which savings opportunities deserve attention.",{"type":51,"attrs":187,"content":189},{"textAlign":53,"key":188},"p-7",[190,192,201],{"text":191,"type":58},"Spend analysis creates that reliable view by collecting, cleansing, classifying, and analysing expenditure. The Chartered Institute of Procurement & Supply defines it in its ",{"text":193,"type":58,"marks":194},"CIPS guidance",[195,200],{"type":196,"attrs":197},"link",{"href":198,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.cips.org/intelligence-hub/finance/spend-analysis","_blank",{"type":128},{"text":202,"type":58}," as:",{"type":204,"content":205},"blockquote",[206],{"type":51,"attrs":207,"content":209},{"textAlign":53,"key":208},"p-8",[210],{"text":211,"type":58,"marks":212},"“The process of collection, classifying and analysing expenditure data,” run on historical spend “to provide answers to questions concerning spend visibility, compliance and control.”",[213],{"type":214},"italic",{"type":51,"attrs":216,"content":218},{"textAlign":53,"key":217},"p-9",[219],{"text":220,"type":58},"For a finance team at a 50-to-1,500-person European company, that data may cover card transactions, supplier invoices, expense claims, and subscriptions across several entities and currencies.",{"type":51,"attrs":222,"content":224},{"textAlign":53,"key":223},"p-10",[225],{"text":226,"type":58},"The output is a spend report you can act on. It identifies contracts to renegotiate and suppliers to consolidate, while also showing purchases that bypassed approval.",{"type":120,"attrs":228,"content":229},{"level":122,"textAlign":53},[230],{"text":231,"type":58,"marks":232},"Why create spend reports?",[233],{"type":128},{"type":51,"attrs":235,"content":236},{"textAlign":53,"key":54},[237],{"text":238,"type":58},"Spend reports turn expenditure data into decisions about supplier contracts and spending that has slipped past policy.",{"type":51,"attrs":240,"content":241},{"textAlign":53,"key":137},[242],{"text":243,"type":58},"Without one, answering the question “Where is our money going right now?” usually requires finance to combine a card statement with an accounts payable export and then compare the result with a budget spreadsheet. By the time the answer is available, several days may have passed.",{"type":51,"attrs":245,"content":246},{"textAlign":53,"key":145},[247,249,256,258,265],{"text":248,"type":58},"Most finance leaders know this gap exists. ",{"text":250,"type":58,"marks":251},"Efficio’s 2025 survey",[252,255],{"type":196,"attrs":253},{"href":254,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.efficioconsulting.com/en-gb/resources/news/the-majority-of-procurement-and-finance-leaders-say-over-25-of-indirect-spend-has-no-financial-oversight/",{"type":128},{"text":257,"type":58}," of 300 chief procurement officers and CFOs across the UK, Germany, the Nordics, and France found that only 19% were fully confident they had an accurate picture of ",{"text":259,"type":58,"marks":260},"indirect spend",[261,264],{"type":196,"attrs":262},{"href":263,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.spendesk.com/blog/direct-indirect-spend/",{"type":128},{"text":266,"type":58},".",{"type":51,"attrs":268,"content":269},{"textAlign":53,"key":153},[270],{"text":271,"type":58},"In the same survey:",{"type":130,"content":273},[274,281],{"type":133,"content":275},[276],{"type":51,"attrs":277,"content":278},{"textAlign":53,"key":161},[279],{"text":280,"type":58},"85% said more than a quarter of indirect spend had no financial oversight.",{"type":133,"content":282},[283],{"type":51,"attrs":284,"content":285},{"textAlign":53,"key":169},[286],{"text":287,"type":58},"93% named maverick spending as a major contributor to cost leakage.",{"type":51,"attrs":289,"content":290},{"textAlign":53,"key":182},[291],{"text":292,"type":58},"If more than a quarter of indirect spend sits outside oversight, the variance analysis in your board pack is built on only part of the picture.",{"type":51,"attrs":294,"content":295},{"textAlign":53,"key":188},[296],{"text":297,"type":58},"A spend report closes the gap by comparing the budget with approved amounts. It also shows what finance paid, bringing together information that would normally live in three separate systems.",{"type":51,"attrs":299,"content":300},{"textAlign":53,"key":208},[301],{"text":302,"type":58},"Beyond visibility, a spend report gives you four practical benefits:",{"type":130,"content":304},[305,316,327,339],{"type":133,"content":306},[307],{"type":51,"attrs":308,"content":309},{"textAlign":53,"key":217},[310,314],{"text":311,"type":58,"marks":312},"A negotiating position:",[313],{"type":128},{"text":315,"type":58}," Knowing your total volume with a supplier across every entity and cost centre is the starting point for a renegotiation.",{"type":133,"content":317},[318],{"type":51,"attrs":319,"content":320},{"textAlign":53,"key":223},[321,325],{"text":322,"type":58,"marks":323},"Earlier warning on compliance:",[324],{"type":128},{"text":326,"type":58}," Off-contract purchases and duplicate payments become visible. Missing approvals surface too, allowing you to treat each issue as a process gap to close before an auditor finds it.",{"type":133,"content":328},[329],{"type":51,"attrs":330,"content":332},{"textAlign":53,"key":331},"p-11",[333,337],{"text":334,"type":58,"marks":335},"A better budget baseline:",[336],{"type":128},{"text":338,"type":58}," Next year’s budget starts from what was actually spent, by category and owner, instead of last year’s plan plus inflation.",{"type":133,"content":340},[341],{"type":51,"attrs":342,"content":344},{"textAlign":53,"key":343},"p-12",[345,349,351,358],{"text":346,"type":58,"marks":347},"Feedback for your controls:",[348],{"type":128},{"text":350,"type":58}," If the same category keeps landing off-contract, the fix belongs in the ",{"text":352,"type":58,"marks":353},"spend management system",[354,357],{"type":196,"attrs":355},{"href":356,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.spendesk.com/en-eu/glossary/spend-management/",{"type":128},{"text":359,"type":58}," at the point of purchase, such as by adding a preferred supplier or setting a card limit.",{"type":120,"attrs":361,"content":362},{"level":122,"textAlign":53},[363],{"text":364,"type":58,"marks":365},"How to do spend analysis in six steps",[366],{"type":128},{"type":51,"attrs":368,"content":370},{"textAlign":53,"key":369},"p-13",[371],{"text":372,"type":58},"Spend analysis runs in six steps:",{"type":374,"attrs":375,"content":378},"ordered_list",{"order":376,"key":377},1,"ol-0",[379,387,395,403,411,419],{"type":133,"content":380},[381],{"type":51,"attrs":382,"content":384},{"textAlign":53,"key":383},"p-14",[385],{"text":386,"type":58},"Set a goal.",{"type":133,"content":388},[389],{"type":51,"attrs":390,"content":392},{"textAlign":53,"key":391},"p-15",[393],{"text":394,"type":58},"Locate your spend data.",{"type":133,"content":396},[397],{"type":51,"attrs":398,"content":400},{"textAlign":53,"key":399},"p-16",[401],{"text":402,"type":58},"Consolidate and cleanse it.",{"type":133,"content":404},[405],{"type":51,"attrs":406,"content":408},{"textAlign":53,"key":407},"p-17",[409],{"text":410,"type":58},"Categorise and group it.",{"type":133,"content":412},[413],{"type":51,"attrs":414,"content":416},{"textAlign":53,"key":415},"p-18",[417],{"text":418,"type":58},"Analyse it against contracts and budget.",{"type":133,"content":420},[421],{"type":51,"attrs":422,"content":424},{"textAlign":53,"key":423},"p-19",[425],{"text":426,"type":58},"Build and share the report.",{"type":51,"attrs":428,"content":430},{"textAlign":53,"key":429},"p-20",[431],{"text":432,"type":58},"The order matters. A goal narrows the data you need, while cleansing is what makes the analysis in step five trustworthy. It also consumes most of the hours on the project.",{"type":120,"attrs":434,"content":436},{"level":435,"textAlign":53},3,[437],{"text":438,"type":58,"marks":439},"Step 1: Set your goals",[440],{"type":128},{"type":51,"attrs":442,"content":444},{"textAlign":53,"key":443},"p-21",[445],{"text":446,"type":58},"Decide the question the analysis must answer before exporting anything. Your goal determines which data you need and how finely you should classify it.",{"type":51,"attrs":448,"content":450},{"textAlign":53,"key":449},"p-22",[451],{"text":452,"type":58},"For example:",{"type":130,"content":454},[455,463],{"type":133,"content":456},[457],{"type":51,"attrs":458,"content":460},{"textAlign":53,"key":459},"p-23",[461],{"text":462,"type":58},"A project to cut software subscription spend needs card and subscription data at supplier level.",{"type":133,"content":464},[465],{"type":51,"attrs":466,"content":468},{"textAlign":53,"key":467},"p-24",[469],{"text":470,"type":58},"A project to prove approval compliance to an auditor needs purchase requests, approvals, and invoices linked together.",{"type":51,"attrs":472,"content":474},{"textAlign":53,"key":473},"p-25",[475],{"text":476,"type":58},"Common goals for mid-market finance teams include:",{"type":130,"content":478},[479,487,495,512,520],{"type":133,"content":480},[481],{"type":51,"attrs":482,"content":484},{"textAlign":53,"key":483},"p-26",[485],{"text":486,"type":58},"Cut spend in one category, such as software, travel, or agencies, by a set percentage.",{"type":133,"content":488},[489],{"type":51,"attrs":490,"content":492},{"textAlign":53,"key":491},"p-27",[493],{"text":494,"type":58},"Reduce supplier count and move volume to preferred suppliers.",{"type":133,"content":496},[497],{"type":51,"attrs":498,"content":500},{"textAlign":53,"key":499},"p-28",[501,503,510],{"text":502,"type":58},"Find spend that bypassed ",{"text":504,"type":58,"marks":505},"purchase orders",[506,509],{"type":196,"attrs":507},{"href":508,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.spendesk.com/blog/p-cards-corporate-purchasing-cards/",{"type":128},{"text":511,"type":58}," or existing contracts.",{"type":133,"content":513},[514],{"type":51,"attrs":515,"content":517},{"textAlign":53,"key":516},"p-29",[518],{"text":519,"type":58},"Rebase next year’s budget on categorised actuals.",{"type":133,"content":521},[522],{"type":51,"attrs":523,"content":525},{"textAlign":53,"key":524},"p-30",[526,528,535],{"text":527,"type":58},"Document who buys what, so ",{"text":529,"type":58,"marks":530},"purchasing and procurement",[531,534],{"type":196,"attrs":532},{"href":533,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.spendesk.com/blog/procurement-vs-purchasing/",{"type":128},{"text":536,"type":58}," responsibilities are clear.",{"type":51,"attrs":538,"content":540},{"textAlign":53,"key":539},"p-31",[541],{"text":542,"type":58},"Every goal needs an attached metric. 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Consolidating six agencies into two may be a six-month project. Both belong in the report, but the owner, deadline, and expected saving will differ.",{"type":120,"attrs":1607,"content":1608},{"level":435,"textAlign":53},[1609],{"text":1610,"type":58,"marks":1611},"Step 6: Build and share your spend report",[1612],{"type":128},{"type":51,"attrs":1614,"content":1616},{"textAlign":53,"key":1615},"p-142",[1617],{"text":1618,"type":58},"A useful spend report fits on a few pages and has four core parts:",{"type":374,"attrs":1620,"content":1622},{"order":376,"key":1621},"ol-3",[1623,1631,1639,1647],{"type":133,"content":1624},[1625],{"type":51,"attrs":1626,"content":1628},{"textAlign":53,"key":1627},"p-143",[1629],{"text":1630,"type":58},"Headline numbers.",{"type":133,"content":1632},[1633],{"type":51,"attrs":1634,"content":1636},{"textAlign":53,"key":1635},"p-144",[1637],{"text":1638,"type":58},"Ranked opportunities with owners.",{"type":133,"content":1640},[1641],{"type":51,"attrs":1642,"content":1644},{"textAlign":53,"key":1643},"p-145",[1645],{"text":1646,"type":58},"Compliance findings.",{"type":133,"content":1648},[1649],{"type":51,"attrs":1650,"content":1652},{"textAlign":53,"key":1651},"p-146",[1653],{"text":1654,"type":58},"Data caveats.",{"type":51,"attrs":1656,"content":1658},{"textAlign":53,"key":1657},"p-147",[1659],{"text":1660,"type":58},"Each part answers a different reader’s question, while the caveats protect the credibility of the other three.",{"type":120,"attrs":1662,"content":1663},{"level":1060,"textAlign":53},[1664],{"text":1665,"type":58,"marks":1666},"Build the report in this order",[1667],{"type":128},{"type":130,"content":1669},[1670,1682,1694,1706,1718],{"type":133,"content":1671},[1672],{"type":51,"attrs":1673,"content":1675},{"textAlign":53,"key":1674},"p-148",[1676,1680],{"text":1677,"type":58,"marks":1678},"Headline view:",[1679],{"type":128},{"text":1681,"type":58}," Total spend by category and entity against budget, with the same period last year alongside.",{"type":133,"content":1683},[1684],{"type":51,"attrs":1685,"content":1687},{"textAlign":53,"key":1686},"p-149",[1688,1692],{"text":1689,"type":58,"marks":1690},"Supplier view:",[1691],{"type":128},{"text":1693,"type":58}," Top suppliers, concentration, and categories with too many suppliers.",{"type":133,"content":1695},[1696],{"type":51,"attrs":1697,"content":1699},{"textAlign":53,"key":1698},"p-150",[1700,1704],{"text":1701,"type":58,"marks":1702},"Opportunities:",[1703],{"type":128},{"text":1705,"type":58}," Each with an estimated value, an owner, and a date, ordered by value against effort.",{"type":133,"content":1707},[1708],{"type":51,"attrs":1709,"content":1711},{"textAlign":53,"key":1710},"p-151",[1712,1716],{"text":1713,"type":58,"marks":1714},"Compliance findings:",[1715],{"type":128},{"text":1717,"type":58}," Off-contract spend and duplicate payments, plus missing approvals, framed as process gaps to close.",{"type":133,"content":1719},[1720],{"type":51,"attrs":1721,"content":1723},{"textAlign":53,"key":1722},"p-152",[1724,1728],{"text":1725,"type":58,"marks":1726},"Caveats:",[1727],{"type":128},{"text":1729,"type":58}," Share of spend left unclassified, currency basis, and any source excluded.",{"type":51,"attrs":1731,"content":1733},{"textAlign":53,"key":1732},"p-153",[1734],{"text":1735,"type":58},"Different readers need different cuts:",{"type":130,"content":1737},[1738,1750,1762],{"type":133,"content":1739},[1740],{"type":51,"attrs":1741,"content":1743},{"textAlign":53,"key":1742},"p-154",[1744,1748],{"text":1745,"type":58,"marks":1746},"The board and CFO",[1747],{"type":128},{"text":1749,"type":58}," need the headline view and the savings target.",{"type":133,"content":1751},[1752],{"type":51,"attrs":1753,"content":1755},{"textAlign":53,"key":1754},"p-155",[1756,1760],{"text":1757,"type":58,"marks":1758},"Budget owners",[1759],{"type":128},{"text":1761,"type":58}," need their own cost centre because they hold the supplier relationships and will conduct the renegotiating.",{"type":133,"content":1763},[1764],{"type":51,"attrs":1765,"content":1767},{"textAlign":53,"key":1766},"p-156",[1768,1772],{"text":1769,"type":58,"marks":1770},"Procurement teams",[1771],{"type":128},{"text":1773,"type":58}," need the supplier view, where they exist.",{"type":51,"attrs":1775,"content":1777},{"textAlign":53,"key":1776},"p-157",[1778],{"text":1779,"type":58},"Send budget owners their slice with the opportunities they own, and put a review date in the calendar. A report without a follow-up date is only a snapshot.",{"type":51,"attrs":1781,"content":1783},{"textAlign":53,"key":1782},"p-158",[1784,1786,1793],{"text":1785,"type":58},"If the categorised actuals feed into ",{"text":1787,"type":58,"marks":1788},"better business budgets",[1789,1792],{"type":196,"attrs":1790},{"href":1791,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.spendesk.com/business-budgeting-software/",{"type":128},{"text":1794,"type":58}," for the next cycle, finance and budget owners can record the savings target as a budget line.",{"type":120,"attrs":1796,"content":1797},{"level":122,"textAlign":53},[1798],{"text":1799,"type":58,"marks":1800},"Spend analysis tips",[1801],{"type":128},{"type":51,"attrs":1803,"content":1805},{"textAlign":53,"key":1804},"p-159",[1806],{"text":1807,"type":58},"Four practices make spend analysis faster and more reliable:",{"type":374,"attrs":1809,"content":1811},{"order":376,"key":1810},"ol-4",[1812,1820,1828,1836],{"type":133,"content":1813},[1814],{"type":51,"attrs":1815,"content":1817},{"textAlign":53,"key":1816},"p-160",[1818],{"text":1819,"type":58},"Build a spend cube.",{"type":133,"content":1821},[1822],{"type":51,"attrs":1823,"content":1825},{"textAlign":53,"key":1824},"p-161",[1826],{"text":1827,"type":58},"Judge suppliers on total cost rather than unit price.",{"type":133,"content":1829},[1830],{"type":51,"attrs":1831,"content":1833},{"textAlign":53,"key":1832},"p-162",[1834],{"text":1835,"type":58},"Route every invoice through one channel.",{"type":133,"content":1837},[1838],{"type":51,"attrs":1839,"content":1841},{"textAlign":53,"key":1840},"p-163",[1842],{"text":1843,"type":58},"Measure your data quality before presenting findings.",{"type":120,"attrs":1845,"content":1846},{"level":435,"textAlign":53},[1847],{"text":1848,"type":58,"marks":1849},"Caliba Group: Try using spend cubes",[1850],{"type":128},{"type":51,"attrs":1852,"content":1854},{"textAlign":53,"key":1853},"p-164",[1855],{"text":1856,"type":58},"A spend cube groups spend by supplier and category, then adds the cost-centre dimension.",{"type":51,"attrs":1858,"content":1860},{"textAlign":53,"key":1859},"p-165",[1861],{"text":1862,"type":58},"Slicing it is one of the fastest ways to find consolidation and compliance opportunities.",{"type":51,"attrs":1864,"content":1866},{"textAlign":53,"key":1865},"p-166",[1867],{"text":1868,"type":58},"One definition attributed to Caliba Group, a Brisbane procurement consultancy founded in 2011, describes it as:",{"type":204,"content":1870},[1871],{"type":51,"attrs":1872,"content":1874},{"textAlign":53,"key":1873},"p-167",[1875],{"text":1876,"type":58,"marks":1877},"“A unique way of taking a look at spend data in three dimensions: by suppliers, by business unit and by category of item or service.”",[1878],{"type":214},{"type":51,"attrs":1880,"content":1882},{"textAlign":53,"key":1881},"p-168",[1883],{"text":1884,"type":58},"Slicing the cube surfaces patterns quickly:",{"type":130,"content":1886},[1887,1895,1903],{"type":133,"content":1888},[1889],{"type":51,"attrs":1890,"content":1892},{"textAlign":53,"key":1891},"p-169",[1893],{"text":1894,"type":58},"A category bought from many suppliers across cost centres points to a consolidation opportunity.",{"type":133,"content":1896},[1897],{"type":51,"attrs":1898,"content":1900},{"textAlign":53,"key":1899},"p-170",[1901],{"text":1902,"type":58},"A cost centre buying a category from a non-preferred supplier points to maverick spend.",{"type":133,"content":1904},[1905],{"type":51,"attrs":1906,"content":1908},{"textAlign":53,"key":1907},"p-171",[1909],{"text":1910,"type":58},"One supplier charging different prices to different entities points to a contract that is not being applied group-wide.",{"type":51,"attrs":1912,"content":1914},{"textAlign":53,"key":1913},"p-172",[1915],{"text":1916,"type":58},"A spend cube only shows money already spent. Open purchase orders and funded projects that suppliers have not yet invoiced sit outside it, so keep committed spend alongside the cube.",{"type":120,"attrs":1918,"content":1919},{"level":435,"textAlign":53},[1920],{"text":1921,"type":58,"marks":1922},"Zycus: Cut bait with poor vendors",[1923],{"type":128},{"type":51,"attrs":1925,"content":1927},{"textAlign":53,"key":1926},"p-173",[1928],{"text":1929,"type":58},"Underperformance usually shows up in total cost long before it appears in a unit price.",{"type":51,"attrs":1931,"content":1933},{"textAlign":53,"key":1932},"p-174",[1934],{"text":1935,"type":58},"A Zycus article, published by the procurement software vendor in April 2019 and last updated in October 2023, warns that vendors may promise the lowest cost while hiding overheads. It argues that a sourcing platform should:",{"type":204,"content":1937},[1938],{"type":51,"attrs":1939,"content":1941},{"textAlign":53,"key":1940},"p-175",[1942],{"text":1943,"type":58,"marks":1944},"“Analyse all your suppliers’ overall performance in the past, set performance benchmarks, forecast savings, and suggest the best performing supplier.”",[1945],{"type":214},{"type":51,"attrs":1947,"content":1949},{"textAlign":53,"key":1948},"p-176",[1950],{"text":1951,"type":58},"For spend analysis, that means adding a total-cost view alongside unit price.",{"type":51,"attrs":1953,"content":1955},{"textAlign":53,"key":1954},"p-177",[1956],{"text":1957,"type":58},"The comparison should include:",{"type":130,"content":1959},[1960,1968,1976,1984,1992],{"type":133,"content":1961},[1962],{"type":51,"attrs":1963,"content":1965},{"textAlign":53,"key":1964},"p-178",[1966],{"text":1967,"type":58},"Late deliveries.",{"type":133,"content":1969},[1970],{"type":51,"attrs":1971,"content":1973},{"textAlign":53,"key":1972},"p-179",[1974],{"text":1975,"type":58},"Rework.",{"type":133,"content":1977},[1978],{"type":51,"attrs":1979,"content":1981},{"textAlign":53,"key":1980},"p-180",[1982],{"text":1983,"type":58},"Credit notes.",{"type":133,"content":1985},[1986],{"type":51,"attrs":1987,"content":1989},{"textAlign":53,"key":1988},"p-181",[1990],{"text":1991,"type":58},"Finance time spent chasing a supplier.",{"type":133,"content":1993},[1994],{"type":51,"attrs":1995,"content":1997},{"textAlign":53,"key":1996},"p-182",[1998],{"text":1999,"type":58},"Other operational costs.",{"type":51,"attrs":2001,"content":2003},{"textAlign":53,"key":2002},"p-183",[2004],{"text":2005,"type":58},"A supplier whose landed cost keeps exceeding its quote is the one to benchmark against alternatives first. Finance can use the cube to calculate how much volume is at stake if the company moves it.",{"type":120,"attrs":2007,"content":2008},{"level":435,"textAlign":53},[2009],{"text":2010,"type":58,"marks":2011},"Tradogram: Designate a single point of entry for invoices",[2012],{"type":128},{"type":51,"attrs":2014,"content":2016},{"textAlign":53,"key":2015},"p-184",[2017],{"text":2018,"type":58},"Route every supplier invoice through one channel and one owner. This makes accounts payable data usable for analysis without requiring a major cleansing project.",{"type":51,"attrs":2020,"content":2022},{"textAlign":53,"key":2021},"p-185",[2023,2030],{"text":2024,"type":58,"marks":2025},"Tradogram’s guidance",[2026,2029],{"type":196,"attrs":2027},{"href":2028,"uuid":53,"anchor":53,"target":199,"linktype":35},"https://www.tradogram.com/blog/how-to-streamline-purchasing-and-accounts-payable-simple-tips",{"type":128},{"text":2031,"type":58},", written by co-founder and COO Majdi Sleimen, makes this its first recommendation:",{"type":204,"content":2033},[2034],{"type":51,"attrs":2035,"content":2037},{"textAlign":53,"key":2036},"p-186",[2038],{"text":2039,"type":58,"marks":2040},"“Designate purchasing roles and a single point of entry for invoices.”",[2041],{"type":214},{"type":51,"attrs":2043,"content":2045},{"textAlign":53,"key":2044},"p-187",[2046],{"text":2047,"type":58},"This approach has several benefits:",{"type":130,"content":2049},[2050,2058,2066,2074,2082],{"type":133,"content":2051},[2052],{"type":51,"attrs":2053,"content":2055},{"textAlign":53,"key":2054},"p-188",[2056],{"text":2057,"type":58},"One designated processing party can reconcile received invoices against purchase orders quickly, speeding up supplier payments.",{"type":133,"content":2059},[2060],{"type":51,"attrs":2061,"content":2063},{"textAlign":53,"key":2062},"p-189",[2064],{"text":2065,"type":58},"Internal control improves when a three-way match is verified before details are passed to accounts payable.",{"type":133,"content":2067},[2068],{"type":51,"attrs":2069,"content":2071},{"textAlign":53,"key":2070},"p-190",[2072],{"text":2073,"type":58},"A single route confirms that the purchasing team placed an order for each invoice the supplier sends, helping guard against fraud.",{"type":133,"content":2075},[2076],{"type":51,"attrs":2077,"content":2079},{"textAlign":53,"key":2078},"p-191",[2080],{"text":2081,"type":58},"Invoices are less likely to sit unprocessed when someone is away.",{"type":133,"content":2083},[2084],{"type":51,"attrs":2085,"content":2087},{"textAlign":53,"key":2086},"p-192",[2088],{"text":2089,"type":58},"Duplicate payment risk is reduced because a supplier cannot have the same invoice entered twice through different routes.",{"type":51,"attrs":2091,"content":2093},{"textAlign":53,"key":2092},"p-193",[2094,2096,2100],{"text":2095,"type":58},"Some companies go further with a ",{"text":2097,"type":58,"marks":2098},"“no PO, no payment”",[2099],{"type":128},{"text":2101,"type":58}," policy.",{"type":51,"attrs":2103,"content":2105},{"textAlign":53,"key":2104},"p-194",[2106],{"text":2107,"type":58},"An invoice that arrives by email and through a supplier portal may also arrive as a paper copy. That creates three records for one payment, leaving the cleansing stage to determine which one is genuine.",{"type":120,"attrs":2109,"content":2110},{"level":435,"textAlign":53},[2111],{"text":2112,"type":58,"marks":2113},"Cloudia: Bad data hurts just as much as no data",[2114],{"type":128},{"type":51,"attrs":2116,"content":2118},{"textAlign":53,"key":2117},"p-195",[2119],{"text":2120,"type":58},"A spend report built on duplicated suppliers and misclassified lines produces confident conclusions that are wrong.",{"type":51,"attrs":2122,"content":2124},{"textAlign":53,"key":2123},"p-196",[2125],{"text":2126,"type":58},"A supplier master that holds the same company under three legal names inflates the apparent number of suppliers serving a category. 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