Procure to Pay
Every pound that leaves — did it leave against something you actually received?
The purchase cycle is where cash exits, and it is the most exposed to both error and manipulation. seg-audit matches purchase order to receipt to bill, and surfaces bills without an order, split POs, and duplicate payments.
Reports in this section
Does what you paid match what you received and what you ordered?
- Purchase orders, quantities and prices
- Actual goods receipts
- Recorded supplier bills
A list of every mismatch (quantity, price, or missing document) with the variance value.
CFO — the first control on spend, and the highest-return one.
How much of your buying happened without a pre-approved order?
- Supplier bills
- Linked purchase orders
- Purchase approvals
A list of bills with no approved order, ranked by value, supplier and user.
Owner — buying without an order means spending without approval.
Is someone splitting one large order into small ones to dodge your approval threshold?
- Purchase orders close in time to the same supplier
- Approved authority thresholds
- Matching items across orders
A list of suspected split orders, the aggregate value, and the threshold that should have applied.
Owner — a common workaround that only analysis reveals.
Did you pay the same bill twice?
- Payments and their link to bills
- Similar amounts, dates and bill numbers
- Duplicate supplier records
A list of duplicate or suspected duplicate payments, with recoverable value.
CFO — immediately recoverable cash, usually covering the cost of the report.
What have you received but not yet been billed for?
- Receipts with no matching bill
- Age of each line since receipt
- Value of received lines
An ageing table of GRNI lines and their value — a real liability not visible in your books.
CFO — a hidden liability distorting both balance sheet and result.
Do you depend on one supplier in a way that threatens operations or weakens negotiation?
- Volume transacted with each supplier
- Their share of total purchases
- Items exclusive to them
Top suppliers and each one’s share, flagging items only one supplier provides.
Owner — concentration is both an operational and a pricing risk.
Does a supplier share an address, phone or bank account with an employee?
- Supplier master records
- Employee records
- Phone, address and bank account matches
A list of matches with transaction value, for manual review.
Owner — the classic indicator of a fictitious supplier.
Are one supplier’s prices rising without justification versus peers or their own history?
- Purchase price per item over time
- Comparative prices across suppliers
- Price changes from the same supplier
A list of items with abnormal price rises, and the estimated value of the difference.
Owner — the difference accumulates silently inside cost.