LensReading which lens this session carries.

End-to-end outcomes · one chain

OI-RTR-0033 — Req to receipt

One requisition followed from a requisition is raised against a cost center to the goods or service is receipted against the order, across every function and tower it touched. Cycle time, cost and touch count below are measured on the assembled chain — start of the first stage to end of the last — not summed from the segments. An outcome is assembled, not recorded. No source system in this estate stamps a single reference across a purchase requisition, the order raised against it and the receipt that closes it, so the chains on these pages were stitched together after the fact. Where both documents sit in the same source system the chain is keyed and the join is exact. Where it crosses a system boundary the chain is matched on the party, the market, the region and whether the timing is plausible, and it is labeled inferred with its confidence shown. Where the two sides name no party in common the only evidence left is place and timing, and the chain is labeled cohort and confidence is capped low on purpose. A cohort chain is a hypothesis about which documents belong together. Read it as one.

Req to receipt — all chains
State
Closed
Every stage of the service was found and the last one finished inside the sampled week.
Chain cycle
3.6 d
Wall clock, first stage start to last stage end
Of which waiting
3.2 d
89% of the chain was queue, not work
Cost to serve
$25.83
2 touches over 3 stages
A person intervened
1×
At one stage, marked below
Match confidence
0.88
Mixed

What this chain is, and how sure we are it is one chain

Identity, counterparty and the correlation key

The unit
Whitmore Chemicals
Italy · Europe · EUR
Started Mon, Aug 10, 11:09, ended Fri, Aug 14, 01:08.
How the stages were joined
Mixed · 0.88
The chain used more than one matching regime across its stages, so it is only as strong as its weakest join.
A chain is only as sure as its weakest join, so the figure above is the minimum across the 2 joins below, not their average.
How much of the service ran
3 / 3
2 functions · 1 tower
Every stage the service defines was found for this unit.

The chain, stage by stage

3 stages · 3.2 d waiting · 9.1 h in work

01Requisition raised
CG-S2P-002514Purchase requisitions2p-suiteProcurementS2P
The chain starts here. This document is the event the business recognizes as the beginning.
In work
42 min
Touches
0
Handling
touchless
Join
Origin
On the document
$1,462
Handoff wait before this stage: 38.6 h — nothing was being done to the requisition for that time.
02Order placed a person intervened
CG-S2P-003314Purchase ordererp-mmProcurementS2PDiego Fuentes
The document crosses from s2p-suite into erp-mm, where no reference survives. Matched on the trading party, the market, the region, a gap of 38.6 hours against an expected 2 to 40.
In work
6.0 h
Touches
2
Handling
assisted
Join
Inferred 0.88
On the document
$41,387
Handoff wait before this stage: 38.3 h — nothing was being done to the requisition for that time.
03Receipt posted
CG-S2P-003209Goods receipterp-mmSupply ChainS2P
Both documents live in erp-mm, so the system reference carries across and the link is keyed.
In work
2.4 h
Touches
0
Handling
touchless
Join
Keyed 1.00
On the document
$161
The amounts in the right-hand column are what each document carried, and they are deliberately not added up — the same money is written down once at each of the 3 stages this requisition passed through. This service counts value once, at order placed, which puts $41,387 against this chain.

Where a person intervened

1 of 3 stages were not touchless

Order placed
assisted
Diego Fuentes · Procurement · Source-to-Pay · 2 touches over 6.0 h
Across the 96 complete chains of this service the median is 1, so this one sits on the middle. A stage counts here when its handling is assisted or manual; touchless stages are excluded.

What the time and the money went on

The chain decomposed

Waiting
3.2 d
89% of elapsed time
In work
9.1 h
11% of elapsed time
Waiting and work are an exhaustive split of the 3.6 d this chain took — every hour is in one bucket or the other. The longest single wait was 38.6 h before order placed.
Cost to serve, $25.83
2 touches at 11 minutes of loaded time each$21.27
3 stages of inference and system cost$4.56
Cost to serve is modeled from the touches the ledger recorded, not billed from a timesheet. Every touch is priced at 11 minutes of a person at a loaded 58 dollars an hour, and every stage carries 1.10 dollars of system cost and 0.42 dollars of inference. Handoff cost is priced separately: waiting is held at 0.90 dollars an item an hour, rework at 34 minutes, and duplicated data entry at the re-keying minutes recorded against that handoff. Change any of those six rates and every dollar on these pages moves.
No stage on this chain raised an exception.

The same chain for the whole week, as a distribution

96 complete req to receipt chains, 10–16 August 2026

this chain sits at the 83rd percentile
3
17
22
26
17
7
2
1
1
26.8 hten equal bands of chain cycle time6.6 d
Median chain
2.9 d
p25 2.3 d · p75 3.4 d
Slowest tenth
3.9 d
worst seen 6.6 d
Median waiting
2.4 d
82% of the median chain is queue
Median cost
$15.19
p90 $47.09
The mean of 2.9 d sits below the median of 2.9 d, which is why the distribution is drawn rather than reported as an average: the gap between the median and the slowest tenth is 22.1 h, and it is that tail, not the average, that customers of this service actually feel. The commitment is 96 hours; 135 of the chains started early enough to be judged broke it.
The ledger behind these chains is one week, 10 to 16 August 2026, which is 168 hours. A chain that had not finished when the week ended is open, not late: the week simply stopped watching it. A chain whose commitment falls after the end of the week could never have been seen to miss, so its service level reads not measurable rather than holding. Nothing on these pages should be read as a monthly or annual attainment. This chain both started and finished inside that week, so its cycle time is a measurement.