Purchasing decisions, receipts and invoices need a shared record of what was approved and what actually arrived.
First workflow from A$4,900 ex GST, with 12 months of support for the agreed implementation. Scope and pricing →
Separate request, approval and payment permissions. Preserve the approved supplier, quantities and commercial terms.
Budget exceeded; urgent substitution; partial receipt; mismatched invoice; repeated late supplier.
Uncertain inputs go to an assigned owner with the source, reason and next decision. Failed writes are reconciled before retrying, so a recovered connection does not create a duplicate order, payment or stock movement.
Request-to-PO time; unauthorised spend; receipt mismatches; on-time delivery.
Sample representative work before the build, including difficult cases. Compare the same task mix after launch; include review, exception handling and system upkeep in the time used.
Map the first input, the final accepted result and who can approve it. Agree source systems, read/write access, rules, exception ownership and acceptance checks. Run representative normal, failure and recovery cases before expanding across teams.
Role-based access, separation of preparation and approval, versioned rules, an action history, duplicate protection, reconciliation, alerts and a named recovery owner. Private deployment or customer-controlled infrastructure can be scoped where needed. These are design requirements to validate, not an unsupported promise of perfect source data or regulatory compliance.
Specific answers to help you judge the fit, the information needed and the decisions your team keeps.
We can assess a request form, job system, spreadsheet or procurement application as the starting point. The request needs a stable reference, items, purpose and proposed supplier. Then check the available approval and PO interfaces before deciding whether a custom connection adds value beyond native purchasing features.
Define the budget source, approver and delegation limits for each relevant purchase type. Quantity, supplier or price changes after approval should reopen the affected checks. Requesting, approving and paying are separate permissions; an urgent request should follow an explicit exception path rather than bypass them silently.
Record receipts against individual PO lines, keeping ordered, received, rejected and outstanding quantities separate. A part delivery should not close the whole order. Missing or damaged items can create a supplier follow-up, and invoice readiness should use the receipt evidence and your agreed partial-payment policy.
Use the authorised price and quantity tolerances alongside received quantities and previous postings for that PO. Duplicate checks should consider supplier identity and invoice references, including corrections or credits. An apparent match should not bypass unresolved receipt differences or create another entry after an uncertain accounting response.
Your authorised owner decides whether an exception is permitted and what evidence or limits apply. Record the reason, scope and expiry of that approval, and keep supplier onboarding checks visible. A one-off emergency purchase should not silently make that supplier unrestricted for every future order.
Choose one purchase category and a bounded approval path, then compare proposed requests, POs and receipts with current practice. Test budget overruns, partial receipts, changed suppliers and duplicates. Measure request-to-PO effort and unresolved mismatches, including reviewer time, before expanding the authority or connected systems.
Match supplier invoices against approved purchase orders and actual goods receipts. Apply agreed quantity and price tolerances, check duplicates and assign mismatches before accounting entry.
Finance controller / purchasing managerWorkflow designSee pipeline, exceptions & controls →Automations exist but failures remain buried in email and nobody knows what needs intervention.
Owner / operations directorWorkflow designSee pipeline, exceptions & controls →A regional report is useful only when each site can see and resolve the stock, staffing or service exceptions behind it.
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