Digital Services · Spend Analytics
Clear spend data for better decisions
We structure procurement data and tail spend, improve the management of key categories, and identify tangible savings opportunities.
Starting point
Fragmented data prevented the Group from seeing its total spend
A corporate group comprising more than ten subsidiaries was working with highly fragmented and inconsistent procurement data.
Individual companies used different source systems and lacked a common data structure. As a result, management did not have a complete view of total Group spend.
- More than ten subsidiaries working with fragmented procurement data
- Different ERP systems used across individual entities
- No common structure, terminology or spend classification
- No complete view of total spend across the corporate group
Assessment scope
From data consolidation to a single Spend Cube
The project set out to organise historical procurement spend and create a centralised analytics tool that would support procurement decisions across the organisation. The work covered four core areas:
Data consolidation
Combining information from multiple independent ERP systems into one consistent dataset.
Data cleansing and standardisation
Removing duplicates, correcting inaccurate values, and standardising item codes and supplier names.
Category taxonomy design
Developing a consistent three-level procurement category tree for the entire corporate group.
Spend Cube implementation
Building a Spend Cube with advanced dimensions including payment terms and CAPEX/OPEX spend classification.
Spend Analytics
- 01
Spend Cube
- Data cleansing for procurement line items and supplier master data
- Development of a category tree tailored to the organisation’s business profile
- Customisation of the Spend Cube view and target capabilities
- A complete view of the organisation’s spend
- Integration with internal data sources and automated Spend Cube refreshes
Outcome
One source of data for procurement decisions across the Group
- Full spend visibility - the analysis exposed fragmented tail spend and inefficiencies across non-production spend.
- Savings opportunities - differences in prices and contracts between subsidiaries revealed immediate areas for standardisation and renegotiation.
- Synergy and scale - recommendations for central agreements enabled the organisation to use the combined purchasing power of the Group.
- Process consistency - terminology and spend classification were standardised across all subsidiaries.
The Spend Cube gave the corporate group a shared, reliable view of spend and a sound basis for procurement decisions across the entire organisation.
Let's talk about what this looks like in your organisation.