Procurement Intelligence

Stockouts on orders you already won

Buyers find out too late that a confirmed order can't ship. Supplier lead times aren't in the decision, so the order goes out a week after it should have.

Cash stuck on the shelf

To stay safe, teams buy “just in case”. Overstock and dead stock pile up, money is tied up in the warehouse, and nobody sees its value until year end.

Suggestions nobody can explain

A spreadsheet or a black-box reorder list says “buy 240”, but nobody can say why. The cheapest supplier gets picked, then arrives too late.

Order Now

What to buy today, grouped by supplier, with urgency (Critical / High / Medium / Low), buy-by date, price breaks and minimum order quantities.

“Why this quantity?”

For every line: the sales orders, manufacturing orders and incoming purchase orders behind it, and the formula with the real numbers.

Draft purchase orders

One draft per supplier with the delivery date already set. A guard prevents duplicates. Nothing is validated or sent automatically.

Order Book and BOM explosion

Month-by-month (or week-by-week) projection with the shortfall date per product, plus multi-level component requirements and shortages.

Demand forecast

Simple or weighted moving averages, a seasonal index per month and forecast accuracy (MAPE) replayed on past months.

Reorder policy

Safety stock, reorder point and EOQ per product, with each formula shown. Plan from confirmed orders, from the forecast, or both combined.

Inventory analytics

Health score, ABC, XYZ and the ABC-XYZ matrix, dead stock, slow stock, stock aging per warehouse, stockout risk and overstock value.

Supplier scorecards

On-time delivery %, real vs promised lead time, fill rate and an A–D grade. Optionally plan with a supplier's measured lead time.

Supplier comparison

Every supplier of a product side by side: price at the quantity you buy, lead time and reliability. It recommends the lowest total that still arrives on time.

Open and late purchase orders

Every open order with its stage, % received and due countdown. Late, stuck and undated orders are flagged with value outstanding.

Spend and price changes

Spend by month, supplier (with the 80/20 line) and product vs the previous period, plus purchase price changes and their impact.

Purchase alert report

Six sections: critical purchases, reorder needed, below safety stock, late supplier orders, stockout risk and dead stock. Delivered inside Dolibarr or by e-mail.

Demand due within lead time + buffer − stock − supplier deliveries due in the same window, then the supplier's minimum order quantity and price breaks.

The latest day to order so the goods arrive before they are needed. Critical = the date has already passed; High / Medium / Low by how soon it falls.

Z(service level) × σ(daily demand) × √lead time, from the last 12 complete months of sales.

Average daily demand × lead time + safety stock. Raised to Dolibarr's own stock-alert limit when that is higher, and both values are shown.

√(2 × annual demand × order cost ÷ (unit cost × holding %)). The economic quantity per order.

On hand ÷ (average daily use × lead time). Below 1, stock runs out before a new delivery can arrive.

0–100 from four parts: products not at risk, products not dead stock, stock turnover (6× a year = 100) and products with stock. Grade A+ to F.

ABC ranks products by revenue (80 % / 95 % limits). XYZ measures how steady monthly demand is (steady, variable, erratic). Both feed a 12-cell matrix.

On-time delivery %, average delay, promised vs real (median) lead time and fill rate over 3–24 months, graded A to D.