Procurement software is sold to companies with a procurement department. I wanted to know what the same problem looks like in a small business, where the person who needs the thing, the person who approves it and the person who pays are three hats worn by two people.

So I built the chain and nothing else:

need → source → compare → award → order → receive → match → pay

Then I kept going, because the chain is the easy part and the domain is where the money sits.

What it covers

• Suppliers, with a compliance record per supplier — the certificates and declarations that get asked for once a year and are always missing on the day.
• Requisitions with approvals, and requester links: a non-member can raise a request from a token and follow it without an account. The duplicate guard exists because the same request arrives twice from two directions more often than anyone expects.
• RFQs with a comparison view and a weighted evaluation. The cheapest bid is a decision that needs defending later, so the scoring is written down rather than remembered.
• Quotes with line bands and minimum order quantities, because suppliers sell in ranges.
• Contracts, with prices enforced on purchase order lines and a renewal and notice calendar. This is the part that quietly costs the most: a contract that auto-renews because nobody remembered the notice window.
• Purchase orders, invoices, payments and payment runs, with a three-way match between what was ordered, what arrived and what was billed.
• An accounting CSV, because the accountant is a person with a system that predates this one.

One company. Invite-only accounts with buyer, approver and finance roles. SQLite, EUR only. Each cut removes a settings screen a five-person business should not have to configure.

What it works against

The assumption that procurement needs a platform before it needs a sequence. And the assumption that the approval trail exists for compliance: it exists so that a year later somebody can answer “why did we buy this, from them, at that price” without scheduling a meeting.

Where it stands

A proof of concept that covers the domain and does not cover the polish. What it established is that the sequence and the role model are right, and that most of the value sits in the contract calendar and the price enforcement rather than in the ordering screens everyone demonstrates. Whether it becomes a product is a question I have not answered.