Set the targets in writing before you build. For a deployment like this we model three: month-end close time down 30-35%, because spend categorization and supplier allocation happen in real time instead of a month-end scramble; up to 40 hours a month of manual invoice validation and exception reporting handed back to Finance & Accounting for higher-value analysis; and emergency sourcing premiums cut because supplier warnings arrive before the line stops, not after. These are stated planning assumptions, not promised outcomes - Weeks 1-3 of the engagement establish your actual baseline and the targets get sized to it.
The compounding is modeled for months 4-12 post-deployment. In the first 60 days, the target is measurable reductions in spend variance and the first wave of supplier performance issues flagged. By month 6, the goal is 3-5 major supplier contracts renegotiated from consolidated spend data instead of fragmented plant-level purchasing - the assumption we model is 8-12% cost reduction on high-volume categories, and your negotiating leverage determines the real number. By month 12, the modeled cumulative effect of supplier consolidation, duplicate-SKU elimination, and prevented quality-driven rework reaches 18-22% of annual procurement spend - pressure-test that against your own numbers before you believe it. The reconciliation hours Finance & Accounting gets back go to work that actually moves margin: cost modeling, supplier risk assessment, and the next process worth automating.