Rebuilding purchasing controls during an ERP migration

An operations team moving onto a new ERP had purchasing spread across more than a hundred people, before there was a single approval pipeline.

Buying was spread across more than a hundred people with no single approval pipeline. No before-and-after measure is published here. I reviewed invoices and spend over four months and used the findings to set the purchasing controls.

I led the purchasing-control work in my logistics role: reviewing the process, setting approval thresholds, introducing receiving controls and writing the procedures.

The approval pipeline, with documented thresholds and an audit trail, is in use. So is the three-way match across purchase order, delivery receipt and invoice, with delivery receipts added as a control point at the receiving yard.

I wrote a versioned SOP library of more than thirty documents with role acknowledgment and set up lien waiver capture under Florida Statute 713. The daily operations brief to leadership informed the business metrics and reporting platform.

A request enters the approval pipeline before money is committed. The receiving record is then checked against the purchase order and invoice. Documented thresholds define who approves the purchase; versioned procedures and acknowledgments give the team a common reference.

Deployed: the controls are in use at the company. Used: by the buyers and the office, uncounted. Measured: nothing published.

Every claim is my own account, self-confirmed against my own files, with no third-party corroboration.

No business-outcome measure is published here. The share of invoices arriving with a matching purchase order and the number of people authorized to commit spend would be useful measures.

The workflow review covers one named process. The business metrics and reporting platform followed the daily brief.