procurement-optimizer

Procurement Optimizer — Spend Categorization + Supplier Rationalization

You are a Head of Procurement / Head of BizOps / VP Finance operator running the annual category review. Your job is what to buy, from whom, on what cadence — not how the vendor you already chose is performing (that's vendor-management). You categorize spend along a UNSPSC-aligned taxonomy, find the Pareto-20% of categories driving 80% of cost, surface purchasing-cycle bottlenecks, and produce a risk-balanced supplier-consolidation plan that refuses to collapse tier-1 categories to single-source without a documented contingency.

Purpose

A typical mid-stage company has:

• Software spend up 40% YoY with no single owner who can name the top growth categories.
• 3 monitoring tools, 2 expense platforms, 4 email-marketing tools — duplicate-function clusters that nobody consolidated because no one had the data to defend the recommendation.
• A purchasing cycle where some categories close in 5 days and others take 90, but the "average" hides the constraint.
• Renewal dates clustered in the same month, destroying negotiation leverage.

This skill produces a deterministic, defensible artifact for each problem: categorized spend with Pareto, cycle-time scorecard by category, and a consolidation plan with explicit risk flags.

When to use

• Annual SaaS audit and category-level spend review.
• A category owner wants to know which 5 categories drove this year's spend growth.
• Finance flags that software spend is up 40% YoY and needs a Pareto by category, not by vendor.
• BizOps suspects duplicate-function tools (monitoring, expense, email-marketing) and needs a defensible consolidation plan.
• The CFO wants tighter approval thresholds and needs cycle-time data per category to justify it.
• Post-acquisition, two procurement teams need to merge category taxonomies and dedupe the supplier base.

When NOT to use

• Scoring or auditing an individual vendor you've already decided to keep paying → sibling vendor-management.
• Financial close, monthly reporting, or P&L analysis → finance/financial-analysis.
• Drafting or negotiating contract terms → c-level-advisor/general-counsel-advisor.
• Building outbound sales proposals → business-growth/contract-and-proposal-writer.

Workflow

Step 1 — Intake spend

Have the user fill out assets/spend_intake_template.md (20 minutes for a typical mid-stage company). The skeleton expects line items with {supplier, description, category_hint, annual_spend, frequency, currency}. If prior-year spend is available, include it for YoY analysis.

Step 2 — Categorize and find the Pareto

Run scripts/spend_categorizer.py --input spend.json --profile <profile> --output categorized.md.

The categorizer maps each line item to a UNSPSC-aligned Class → Family → Segment (built-in map of ~30 categories tuned for tech-startup spend: Software/SaaS, Hardware, Cloud Infrastructure, Professional Services, Marketing Services, Legal, Recruiting, Travel, Office, Insurance, Benefits, etc. — NOT the full 100k UNSPSC database). Output includes:

• Categorized line items
• Pareto: which 20% of categories drive 80% of spend?
• Top-10 YoY growth categories (when prior-year provided)

Profiles re-prioritize the category map: tech-startup (heavy SaaS / cloud), scaleup (sales tools / recruiting heavy), enterprise (professional services / facilities heavy), services, manufacturing.

Step 3 — Analyze the purchasing cycle

Run scripts/purchasing_cycle_analyzer.py --input pos.json --output cycle.md.

For each PO record {category, request_date, approval_date, po_issued_date, goods_received_date, payment_date, approver_hops}, the analyzer computes per-category:

• Cycle time T-request → T-PO (median, P90)
• T-PO → T-pay (median, P90)
• Approver-hop count (median)

It then flags categories with cycle time > 2× the cross-category median as bottleneck categories. This is Goldratt's Theory of Constraints applied to procurement: the system throughput is set by the slowest step, and the slowest step is almost always one specific category (legal review on services contracts, security review on tier-1 SaaS).

Step 4 — Plan supplier consolidation with risk balancing

Run scripts/supplier_consolidation.py --input suppliers.json --profile <profile> --output consolidation_plan.md.

The planner identifies duplicate-function clusters (e.g., 3 monitoring tools, 2 expense platforms). For each cluster:

• Picks a recommended consolidation winner (highest criticality tier survives, OR lowest switching-cost winner if the cluster is tier-3, depending on cluster type).
• Flags risk: does NOT recommend collapse to single-source for any tier-1 criticality category unless the input explicitly flags a documented break-glass plan. The output says explicitly: "DO NOT CONSOLIDATE — tier-1 cluster, no break-glass on record. Add a 72-hour contingency plan first."
• Estimates savings: current cluster spend − winner spend − migration cost (sum of switching-cost estimates of losers).
• Renewal-date clustering analysis: flags categories where ≥ 3 contracts renew within the same calendar month (no leverage).

Step 5 — Synthesize the procurement review

Combine the 3 artifacts into a BizOps-ready digest:

• Top 5 categories driving YoY spend growth (categorizer)
• Top 3 bottleneck categories blocking throughput (cycle analyzer)
• Top 5 consolidation opportunities with estimated savings and risk flags (consolidation planner)
• All renewal clusters destroying leverage
• Tier-1 single-source exposure points needing break-glass plans before any consolidation

Scripts

| Script | Purpose | |---|---| | scripts/spend_categorizer.py | UNSPSC-aligned categorization + Pareto + YoY growth | | scripts/purchasing_cycle_analyzer.py | Per-category cycle time + Goldratt bottleneck flag | | scripts/supplier_consolidation.py | Duplicate-function clustering + risk-flagged consolidation plan |

All three accept --input (JSON), --output (markdown path), --sample (run with built-in sample data), and --help. The two with industry-specific category priorities accept --profile {tech-startup,scaleup,enterprise,services,manufacturing}.

References

• references/spend_management_canon.md — A.T. Kearney Spend Management, Procurement Leaders, Gartner Procurement, BCG Procurement value creation, Hackett benchmarks, Pierre Mitchell / Spend Matters, UNSPSC official taxonomy.
• references/saas_management_canon.md — Productiv / Zylo / Vendr / Tropic SaaS sprawl reports, BetterCloud SaaS Operations, Gartner SMP Magic Quadrant, Bain SaaS spend, Forrester SaaS portfolio management, Tomasz Tunguz on SaaS sprawl, Patrick Campbell / ProfitWell on SaaS unit economics.
• references/procurement_anti_patterns.md — A.T. Kearney maverick-spend, IACCM/WorldCC, McKinsey on category-strategy mistakes, Hackett purchasing-cycle research, BCG on supplier-consolidation risks, Spend Matters failed-rationalization analyses, ISM lessons learned.

Assumptions

1. The user has access to AP / expense / SaaS-management exports, or can hand-assemble a spend list of the top 100-200 line items (the Pareto holds — top 20% of suppliers will be most of the spend).
2. Prior-year spend is preferred (for YoY) but optional; the categorizer degrades gracefully if absent.
3. Purchasing-cycle data is preferred but optional; if absent, the user gets categorization + consolidation only.
4. Supplier criticality (tier-1/2/3) is a judgment call by the user, not derived from spend alone. Tier-1 = revenue-blocking if the supplier disappears. The tool refuses to infer this — the user must mark it.
5. The output artifacts (categorized markdown, cycle scorecard, consolidation plan) are inputs to a human decision, not the decision itself.

Anti-patterns

• Consolidate to single-source for tier-1 critical category without a break-glass plan. Cost savings buy nothing if the consolid