Client stories

Evidence from rooms where POs and receipts meet

Comments below reference specific engagements. Voices vary because the work does—some clients leave with sharper debates, not instant agreement.

The cycle map made our approval holds visible in a way the monthly Excel export never did. We still disagree on how aggressive the fix should be, but at least finance and buying argue from the same stage names.

Nattapong S. · Procurement Director, regional manufacturer · Procurement Cycle Diagnostic

Category boards for packaging survived our annual planning day without a scramble for backup tables. The concentration view was blunt about how much we leaned on one converter.

Sirilak W. · Category Manager, consumer goods group · Category Spend Visualization

Lead-time study confirmed what the plant whispered: two suppliers looked fine on average and still caused most of the late lines. The long-tail chart changed our buffer conversation.

Anucha P. · Operations Lead, multi-site distributor · Supplier Lead-Time Study

Quarterly briefings keep the glossary stable. The first one after our diagnostic felt dense; by the third, the steering group knew where to look and asked sharper questions.

Melissa H. · Supply Chain Controller, Thailand HQ · Quarterly Cycle Briefing

Extended project notes

Purchase-to-pay stalls across three Bangkok entities

Procurement Cycle Diagnostic

A diversified group asked System Latticebase to read requisition-to-settlement times after AP complained that invoice exceptions kept rising while buyers insisted POs left on time.

We sampled four categories across three legal entities sharing a Bangkok AP team. Stage timestamps came from status logs and a partial email-approval trail. The map showed approval dwell clustered with traveling cost-center owners, while invoice-match dwell clustered when goods receipts were batch-posted after night shifts. The action brief separated buyer coaching from warehouse posting rules so the steering group could assign owners without blaming a single function.

Critical materials and a thin late-receipt tail

Supplier Lead-Time Study

A plant outside Bangkok needed evidence before adjusting safety stock on two imported materials.

The Supplier Lead-Time Study matched promised dates to first receipts over a fourteen-week window. Medians looked acceptable; a thin tail of lines arriving eight to eighteen days late explained most line-down events. Warehouse gate logs clarified that some “late” stamps were end-of-day batch entries. After stripping those artifacts, one supplier still owned the chronic tail, and buying opened a dual-source conversation with facts both sides accepted.

Talk about your cycle