Give every location a clear way to buy services, supplies and equipment.
A services business with many locations needs local teams to get work done without losing visibility of purchasing commitments. Procurement connects requests for cleaning, IT, marketing, equipment and professional services with the agreements and reviewers that govern them. Start with the locations and purchase types that share a clear process, then expand after the team has rehearsed its approvals and receiving paths.
Map each location to its department, cost center and eligible reviewers. Regional and central tiers can follow the relevant amount and category. Missing classification or an absent approval owner becomes visible before a request moves into ordering.
Capture the service requirement, quantity basis, delivery dates, account and project reference. Use an eligible desk receipt to confirm accepted work against the order. Agree milestone or partial-acceptance handling during setup so invoice matching has meaningful evidence.
Raise the next software or service purchase with its required date, scope and current terms. The Buyer can review the supplier agreement and the necessary authority before issuing another commitment. A catalog entry is not an automatic renewal instruction.
Use maintained items and reviewed agreement rates for office supplies, uniforms or hardware. Assess punchout with participating suppliers and validate returned carts. Blanket releases consume the same remaining approval and agreement capacity as the orders they create.
Collect responses to a common agency or consulting brief and retain the award reason. Supplier selection stays separate from spending approval, including when the RFQ began without a requisition.
Review requisition cycle time by department and priority. Escalate overdue steps to an eligible reviewer, preserve delegation history and keep partially delivered orders on the follow-up list until the remaining obligation is resolved.
Compare open purchases across locations, suppliers and categories. Approved amendments and cancellations update the same commitment. Reconcile the budgeting and accounts payable connections so local activity remains visible at the agreed reporting cutoff.
Route local needs to the right owner
Describe the service being bought · Prepare for renewals · Make repeat buying easier · Keep central visibility of commitment
Compare larger engagements
See where purchasing waits
Same records, same gates. The configuration changes how the process runs for this team.
Visible to: Approver, Controller, Procurement Manager. Visibility does not establish approval authority.
A hand-raised PO with no requisition, award or release may use an effective independently authorised Buyer-limit exception, within the full limit and all category, RFQ and pricing constraints.
Site manager as Requester, Regional director as Approver, Central Buyer, Receiving Clerk where needed, And Controller are configured as roles at rollout; the spec has no matrix column for them yet.
Owns supplier decisions, signed agreements, rate activation, price exceptions, sourcing review and published performance.
Choose qualified suppliers and give purchasing teams a catalog with the information needed to order.
Keep purchasing authority, supplier terms, revisions and receipt progress together from draft order through close.
Apply negotiated prices, control agreement commitments and prepare renewals before approved capacity or contract terms run out.
Route purchase requests to the right people and preserve the approved amount, scope and version through sourcing.
Compare supplier quotes on a consistent scope, record the award decision and carry the selected offer into purchasing.
Confirm what was accepted, keep outstanding deliveries in view and give accounts payable the evidence needed to match.
Review delivery, quality and price evidence separately, then use published scorecards to inform sourcing decisions.
Outstanding delivery value QtyOpen × UnitPrice on issued POLineItems, by Department, CostCenter, Category and Supplier. This is distinct from full retained CurrentCommitment and agreement Spent, which include fulfilled portions; reconcile both measures to the labelled budgeting feed.
POLineItems with OffContract set, and lines that needed PriceOverrideApproved, grouped by Supplier, Buyer and the recorded OffContractReason or PriceOverrideReason; where the policy is being routed around and why.
Per RFQs: days from IssuedAt to AwardedAt, supplier response rate (Responded over invited), awarded price against the requisition estimate, and the share of awards with RecommendationOverridden, listed with their AwardReason.
Click Start now, then use Proto to configure Procurement for your business. Set up your workflows, import your data and invite your team.
Related questionProcurement covers requests, sourcing, orders, amendments and receipts. The configured connection sends the approved order and receipt evidence to accounts payable, which owns invoice matching, adjudication and payment. Returned mismatches become work for the Buyer to resolve.
Related questionRules use department, cost center, category, amount and tier to identify an eligible person. Department heads and budget owners come from maintained records; executive and committee tiers need explicit assignments. Submitted content is frozen, and the approval retains the policy and document scope reviewed. A change that exceeds that authority requires another decision.
Related questionAn eligible order can use a prior spend approval within its remaining amount and scope. Conversion does not erase that authority, and splitting a request does not multiply it. An RFQ award alone grants no approval to spend. Eligible hand-raised orders may use the configured Buyer limit; other orders and exceptions follow their required review.
Related questionAccess follows the role and record. Requester and Viewer roles cannot see protected contract prices or quoted totals. Approvers receive the information permitted for their assigned decisions without access to restricted contract-rate fields. An agent has the same access boundary as its configured role.
Related questionThe Buyer collects responses against the same RFQ scope and compares the configured price, lead-time and quality measures. The quality input is based on accepted performance history; delivery performance is reported separately. The Buyer records the award reason, and the resulting order must still have valid spending authority.
Related questionA Receiving Clerk can record dock receipts at locations without warehouse management. Requesters confirm eligible desk receipts for their own purchases. At managed locations, the warehouse connection supplies the agreed receipt evidence. Partial deliveries keep the remaining quantity visible, and a shipment notice alone does not prove receipt.
Related questionDuring implementation, configure portal or EDI participation with each supplier. Supplier access is limited to its own permitted invitations, responses, orders and supporting records. Acknowledgments identify the order revision; qualification evidence waits for the assigned internal review.
Related questionSuspension prevents new or increased commitments while allowing authorized fulfillment of previously issued orders. A block holds issue and fulfillment posting until the designated review resolves it; arrivals can still be recorded for quarantine or dispute. Controlled reductions, cancellations and returns retain their evidence. Configure and rehearse these paths before launch.
Related questionThere is no per-user fee for ordinary manual work. Prepaid credits cover metered operations, with model and Proto charges described separately. Implementation is priced to the agreed scope. The pricing page contains the full rates and account terms.
Related questionKeep maintenance, tooling and indirect purchasing moving across your plants.
Connect hospital and clinic purchasing with your agreements, reviewers and receiving teams.
Keep sourcing decisions, purchase approvals and supplier evidence connected to your contract work.
Give every location a clear way to buy services, supplies and equipment.
