End-to-end outcomes · one chain
OI-RTR-0269 — 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. more
State
Stalled
The chain had room left in the week and did not move. more
Chain cycle
3.6 d
Wall clock, first stage start to last stage end
Of which waiting
2.4 d
67% of the chain was queue, not work
Cost to serve
$47.09
4 touches over 3 stages
A person intervened
1×
At one stage, marked below
Match confidence
0.64
Mixed
What this chain is, and how sure we are it is one chain
Identity, counterparty and the correlation key
The unit
Coalridge Systems
India · Asia Pacific · NGN
Started Thu, Aug 13, 23:33, ended Mon, Aug 17, 13:25.
How the stages were joined
Mixed · 0.64
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 · 2.4 d waiting · 28.4 h in work
01Requisition raised
CG-S2P-003501Purchase requisitions2p-suiteProcurementS2P
The chain starts here. more
In work
2.6 h
Touches
0
Handling
touchless
Join
Origin
On the document
$822
Handoff wait before this stage: 5.6 h — nothing was being done to the requisition for that time.
02Order placed
CG-S2P-004240Purchase ordererp-mmProcurementS2P
The document crosses from s2p-suite into erp-mm, where no reference survives. more
In work
1.3 h
Touches
0
Handling
touchless
Join
Inferred 0.64
On the document
$52,364
Handoff wait before this stage: 2.2 d — nothing was being done to the requisition for that time.
03Receipt posted a person intervened
CG-S2P-002768Goods receipterp-mmSupply ChainS2PCamille Rousseau
Both documents live in erp-mm, so the system reference carries across and the link is keyed.
In work
24.6 h
Touches
4
Handling
manual
Join
Keyed 1.00
On the document
$10,868
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 $52,364 against this chain.
Where a person intervened
1 of 3 stages were not touchless
Receipt posted
manual
Camille Rousseau · Supply Chain · Source-to-Pay · 4 touches over 24.6 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
2.4 d
67% of elapsed time
In work
28.4 h
33% 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 2.2 d before receipt posted.
Cost to serve, $47.09
4 touches at 11 minutes of loaded time each$42.53
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. more
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 82nd 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.