Suppliers
Match name variants using a stable identifier where available. Retain the original label and matching rule. Similar names alone are not sufficient grounds for merging two companies.
TO UNDERSTAND AND PREPARE
Spend mapping method.
From data to priorities.
Useful spend mapping connects spend with suppliers, users and processing methods. Its purpose is to make choices explainable: which categories to examine, which data to complete and where to start.
Roles, practices and project support
METHOD AND CONTEXT
- Define the scope
- Reconcile
- Segment
Sourcing Force + Buy Made Easy
Map before centralising.
Without a consistent scope and data, small orders remain hidden in spend totals.
Spend mapping identifies one-off flows to bring together in Sourcing Force and priorities for integration with procurement systems.
It helps define the operations for which Buy Made Easy will act as the single supplier.
Inside Sourcing Force
Read your spend map.
The starting point
A spend mapping method built around five decisions.
First define the decision the map should inform. Are you looking for fragmented suppliers, costly processes or poorly classified spend? Set the period, entities and currencies covered. A comparison loses meaning if it mixes amounts excluding and including tax, or financial years of different lengths.
Then gather available exports from finance and procurement. Invoices describe actual spend; orders describe commitments; requests describe needs. Keep these objects separate to avoid counting the same transaction three times. Identify credit notes and cancellations before calculating totals.
Class C purchases are identified through a combination of value, frequency and fragmentation. A low amount alone does not mean a purchase is simple: a critical part may require specific qualification. The map must retain these exceptions.
Information that matters
Check procurement data quality.
Categories
Build a classification that business teams understand. Test it on a sample and keep an unclassified category visible. An unknown value is more useful than an arbitrary assignment.
Traceability
For every transformed line, retain the source and the rule applied. Separate observed data, documented corrections and estimates. This lets you explain a total and revisit an assumption.
A clear workflow
From scope to initial findings.
Information moves between teams. Responsibilities stay clear.
- 01
Define the scope
Record the period, entities, objects and exclusions. Assign an owner to each export.
- 02
Reconcile
Compare totals with the selected accounting source and document scope differences, duplicates and credit notes.
- 03
Segment
Cross-reference categories, suppliers, sites, amounts and frequency. Examine unclassified transactions separately.
- 04
Discuss
Present findings to business owners. Validate exceptions and choose an action supported by sufficiently reliable data.
The client's ERP / S2PSystem of record for rules, approvals, commitments and orders.
A preparation checklist
Prepare to prioritise categories.
| Observation | Question to ask | Useful check |
|---|---|---|
| Many suppliers | Are they interchangeable? | Technical and local constraints |
| Repeated small invoices | How much processing effort? | Time observed in a sample |
| Concentrated spend | What dependency does this create? | Alternatives actually available |
| Unclassified data | What is missing from the source? | Descriptions and owners to consult |
A practical scope
ABC classification in context.
ABC classification groups spend using the criteria and thresholds chosen for your analysis. Document these parameters, then examine transaction volume and criticality. The result guides an assessment; it replaces neither a risk study nor procurement owners' decisions.
Your initial scope
Turn the map into a work plan.
Present each priority with its findings, scope and checks still needed. Supplier concentration may call for dependency analysis; fragmentation may justify examining the administrative workflow. The same chart does not automatically lead to the same action in every company.
For a class C procurement pilot, choose a category with understandable data and identified contacts. Measure a baseline, record changes and repeat the comparison on an equivalent scope. Do not attribute a change in spend to savings if volumes or market prices have changed.
Sourcing Force provides the application workflow; BME delivers the agreed services. The ERP/S2P remains the system of record for rules, approvals, commitments and orders. This method prepares the assessment. The Spend Analysis page separately explains the solution's scope.
Prepare your project
Implementation questions.
Which files should we gather to start spend mapping?
Gather available spend exports with the period, entities, suppliers and amounts. Identify each type of object and the calculation rules before combining sources.
Must every line be classified before presenting an initial map?
You can present initial findings while showing the unclassified share and its limitations. Have business teams check priority categories before deciding on actions.
How can we avoid overstating savings identified through spend mapping?
Distinguish observed spend, potential savings and measured results. Compare consistent periods and volumes, then document changes that affect the outcome.
Your next step
Make room
for the purchases that matter.
Let's discuss your class C purchases and how your organisation works.
Request your free assessment.