Function cockpit
Procurement & Source-to-Pay
Compliant intake to touchless invoice, with humans on strategy and risk.
Phase: Phase 3 — Functional orchestration
Make every buying request land on a compliant path, then run sourcing, negotiation, ordering and matching as bounded agent work under sanctions, supplier and payment controls.
Trust score
0
Touchless
0%
Human review
0%
Override rate
0%
Capacity released
25-40% efficiency; touchless invoice best-in-class 52.8%
Accountable human
Chief Procurement Officer
CoS agent: Procurement Chief of Staff
Cost to serve per unit including inference, and where the capacity went
Unit economics
What a unit of Procurement & Source-to-Pay work costs to serve
Cost per unit is stated after inference, not before it. more
Units per week
103,441
Cost to serve / wk
$823K
was $2.6M
Run-rate saving
$90.6M
annualized at current volume
Inference spend / wk
$134K
16% of cost to serve
Capacity released
232.2 FTE
577 → 345 on the work
Cost to serve by sub-function
Before and after, per unit, with the inference component shown separately.
| Sub-function | Units / wk | Cost / unit before | Cost / unit now | Of which inference | Change | Weekly delta |
|---|---|---|---|---|---|---|
| Category Strategy | 52 | $2K | $554 | $141 | -68% | $62K |
| Spend Analytics | 9,105 | $42 | $11 | $1.25 | -73% | $283K |
| Sourcing & RFx | 9,765 | $29 | $10 | $1.87 | -65% | $181K |
| Negotiation & Award | 4,437 | $13 | $5.38 | $0.56 | -58% | $33K |
| Contract Execution | 6,532 | $49 | $19 | $2.92 | -61% | $193K |
| Supplier Onboarding | 14,942 | $31 | $9.88 | $1.59 | -69% | $323K |
| Supplier Performance & Risk | 9,147 | $9.94 | $2.58 | $0.54 | -74% | $67K |
| Requisition & PO | 19,656 | $11 | $3.68 | $0.82 | -65% | $136K |
| Invoice & Three-Way Match | 15,254 | $7.61 | $2.23 | $0.57 | -71% | $82K |
| Payment Interlock | 7,782 | $39 | $12 | $1.84 | -69% | $209K |
| Savings Assurance | 6,769 | $36 | $11 | $1.15 | -71% | $174K |
| Total | 103,441 | $2.6M | $823K | $134K | -68% | $1.7M |
Inference is a variable cost that scales with volume, unlike the headcount it replaced. more
Where the released capacity went
Capacity that is not redeployed is not a saving, it is a rounding error waiting to be re-hired.
Category Strategy
4.7 → 3.7 FTE
Redeployed into customer-facing escalation ownership.
Spend Analytics
23.1 → 14.2 FTE
Redeployed into scenario work and strategy authoring review.
Sourcing & RFx
65.1 → 46.7 FTE
Redeployed into control design and independent testing.
Negotiation & Award
47.4 → 33.3 FTE
Roles held flat; released hours absorbed volume growth rather than headcount reduction.
Contract Execution
59.3 → 32.1 FTE
Redeployed into exception judgment and supplier relationship work.
Supplier Onboarding
89.2 → 62.8 FTE
Roles held flat; released hours absorbed volume growth rather than headcount reduction.
Supplier Performance & Risk
60.8 → 33.7 FTE
Redeployed into agent supervision, calibration and coaching.
Requisition & PO
106.0 → 52.6 FTE
Roles held flat; released hours absorbed volume growth rather than headcount reduction.
Invoice & Three-Way Match
70.1 → 33.0 FTE
Redeployed into scenario work and strategy authoring review.
Payment Interlock
25.5 → 14.7 FTE
Redeployed into scenario work and strategy authoring review.
Savings Assurance
26.0 → 18.2 FTE
Redeployed into exception judgment and supplier relationship work.