Every week the same question on every material: buy now, or wait. Procurement Intelligence answers it with your own consumption history and live market prices, shows the reasoning, and hands the decision to a buyer who signs it.
Most plants buy on last month's average, a supplier's phone call, and the memory of whoever has been in the role longest. That works until the band moves fifteen percent in a quarter.
A single expected price tells you nothing about the downside. You need the range you're actually exposed to, and the odds attached to it.
By the time the monthly review lands, the window closed. Buying calls are weekly problems being answered on a monthly clock.
Ask why 400 tonnes were bought in March and you get a story, not a record. Audit season turns into archaeology.
No new ERP, no rip-and-replace. It reads what you already have and returns a decision your buyer can sign.
Purchase and consumption history, inventory, open POs, lead times, and market price series. Files or a scheduled export, both work.
Weekly demand per material and plant, plus a P10/P50/P90 price band. It states the range honestly instead of pretending to one number.
Quantity, timing, supplier split, and the drivers behind them. A buyer approves, or overrides with a reason. Both are recorded.
Every material resolves to exactly one, with the quantity and the timing attached. Ambiguity is what your team already has.
Cover is short or the band is climbing. Commit the volume this week.
Cover holds and the band favours patience. Do nothing, deliberately.
Take part of the volume now, leave the rest exposed to a softer band.
Same volume, rebalanced, so one supplier never owns your line.
Flagged for the memo when a longer lock beats spot exposure.
No system should place an order on your behalf, and this one can't. Every recommendation waits for a named approver, keeps the reasoning that produced it, and stores the override when a human disagrees. Twelve months later you can still answer "why did we buy that".
Drivers are recorded as data. The same inputs give the same call, every run.
Nothing moves without a buyer or approver on the record.
Disagreements are captured with a reason and reviewed against outcomes.
Every material that needs a call this week, ranked by what it costs to get wrong. Approve or override in one place.
Cover dropping below floor, a band breaking out of range, a supplier quietly taking over a line. Raised before it's expensive.
Recommended versus actual, priced. At the end of a pilot you have a number, not an impression.
One page for the CPO: what moved, what was bought, what was deliberately not bought, and why.
Viewer, buyer, approver, admin. Approval rights are enforced server-side, not by hiding a button.
Material by plant, with its own cover floors, lead times, and supplier share caps.
Cost follows how many materials and plants you put under management, and how deep the history goes. We size that with you before anything is signed. Pilots start on a single category.
A pilot runs on your own history. At the end you see what the system would have recommended, what your team actually did, and the gap between them in rupees.