Five roles to hand over, not fifty buttons to learn.

Issuer, number, dates, net, VAT, total and up to sixty detail lines.

Confirmed dates and prices carried onto the order, instead of being re-keyed from the supplier's PDF.

Clauses that affect invoicing, payment terms and year-end rebate tiers, each with its source text quoted.

The customer's pack becomes the list of items to put out to tender, as a draft.

Receipts extracted from a CSV, an Excel file or a PDF, whatever format the bank uses.

A voice note, a dictation, a spreadsheet or free text becomes a draft purchase request or tender.

The manufacturer's documentation creates the catalogue record — description, part number, classification.

Breaks a tender pack into priceable items and notes the requirements and the risks — enough to decide whether to bid.

Price by median over past quotes and the catalogue, with the number of comparable lines and the quotes cited. Reproducible and defensible.

On items with no precedent only, labelled as such, never added into the priced total and always counted as “to be priced”.

Compares replies on price and lead time, but also year-end rebates, penalty and indexation clauses, payment terms and the history of disputes.

The internal trading relationship crossed with external credit standing — insolvency proceedings under way are flagged explicitly, and the summary ends with continue, monitor or heightened watch.

Any price difference above 5% is raised by computation, independently of the model, which only writes the readable summary.

The lines that do not tally surface with the amount of the difference.

Statement transactions are matched to open customer invoices and stay “to be checked” until confirmed.

The trend over several months, item by item — a price creeping up 12% with nobody having decided anything is invisible on a single order.

Each area reports its KPIs into a section, on a single page.

Causes are shown only if the indicator really is degraded — otherwise the page becomes a wall of alerts nobody reads any more.

Revenue, purchases, margin, receivables, arrears, payables and working capital requirement, month by month.

An order counts as met if the receipt falls within two days of the confirmed date — a logistics tolerance, not punctuality to the hour.

The supplier sees how they are being judged before their contract comes up; the customer sees what was delivered to them. An assessment done to you becomes something to discuss.

Invoices received as attachments are captured, read and created with the status “to be checked”. Nobody downloads or renames anything.

24 h, 48 h, 72 h after sending. Beyond that the order moves to dispute and the team is told — a silent supplier gets discovered before the delivery goes missing, not after.

72 h then 24 h before the deadline, to every invited supplier who has not yet replied.

First chase 48 h after the due date, then every 72 h until the invoice is settled — working days only; a Sunday chaser does not get you paid faster.

An “we should also sort out the UPS in rack 2” slipped into a report comes back out as a job to schedule, separate from the one being written up.

Any movement that takes a bin or a vehicle below its reorder point creates the purchase request, and a daily pass acts as a safety net.

Alerts at 90, 60 and 30 days. An expired certification means a technician who cannot go out that same morning.

Roadworthiness test and insurance, alerts at 30 and 5 days.

A weekly digest to the operations manager: average score, response rate and the detail of critical reviews.

Management, engineering, operations, purchasing, HR, sales, assets, accounting, requests — each on its own quantified scope.

Two cross-cutting analyses, alongside the board summary.

The follow-ups proposed are split into PDCA and by time horizon, with a link to the record cited.

Word, PowerPoint and Excel ready to circulate at a board meeting, with no reformatting.

Eighteen customisable scopes: the twelve reports, the three levels of job report, the style of campaigns, tender-pack analysis and the technical submission. What you can do in-house, what you subcontract, the items you never price, your certifications, the wording your main clients impose — a model has no way of guessing any of it.

A report stays subject to the permissions of its area — reading, export and deletion. The HR report only opens with HR access.

Speech is transcribed with the speakers separated, then laid out: decisions, actions with an owner and a due date, key points.

Compact for a callout, detailed for the customer, decision-focused for management — risks, costs and priorities.

The report proposes what comes next — quote, invoice or another job — and opens the matching screen.

A few seconds of speech fill in a form field, with the result shown live.

Written from the real references pulled out of the database, never from an invented job site.

Written from the quantities ordered and received, the invoicing discrepancies and the photos taken on site — the document goes to the supplier instead of staying a spoken conversation.

Jobs, absence, approvals pending and certifications about to expire, in a few lines in the morning.

Proposes campaigns, writes the messages, tailors them to each recipient — without ever choosing the target, which comes from verifiable queries.

The invitation goes to the supplier's own space, where the request joins their orders, their invoices and their non-conformities — one place instead of an email thread.