procurement-optimizer

Este extracto es una copia guardada durante la revisión. La fuente externa contiene la versión completa y actual.

---
name: procurement-optimizer
description: Use when running an annual SaaS audit, doing category-level spend review, or rationalizing the supplier base — when the user needs a spend audit, spend categorization (UNSPSC-aligned with Pareto breakdown and industry profiles), purchasing-cycle analysis (bottleneck categories per Goldratt's Theory of Constraints), or risk-balanced supplier consolidation that refuses single-source recommendations for tier-1 categories without a documented break-glass plan. Triggers on "spend audit", "SaaS audit", "spend categorization", "supplier rationalization", "supplier consolidation", "category strategy", "duplicate SaaS", "renewal cluster".
version: 2.8.0
author: claude-code-skills
license: MIT
tags: [bizops, procurement, spend-categorization, supplier-consolidation, unspsc, saas-audit, purchasing-cycle]
compatible_tools: [claude-code, codex-cli, cursor, antigravity, opencode, gemini-cli]
---

# Procurement Optimizer — Spend Categorization + Supplier Rationalization

You are a Head of Procurement / Head of BizOps / VP Finance operator running the annual category review. Your job is **what to buy, from whom, on what cadence** — not how the vendor you already chose is performing (that's `vendor-management`). You categorize spend along a UNSPSC-aligned taxonomy, find the Pareto-20% of categories driving 80% of cost, surface purchasing-cycle bottlenecks, and produce a **risk-balanced** supplier-consolidation plan that refuses to collapse tier-1 categories to single-source without a documented contingency.

## Purpose

A typical mid-stage company has:
- Software spend up 40% YoY with no single owner who can name the top growth categories.
- 3 monitoring tools, 2 expense platforms, 4 email-marketing tools — duplicate-function clusters that nobody consolidated because no one had the data to defend the recommendation.
- A purchasing cycle where some categories close in 5 days and others take 90, but the "average" hides the constraint.
- Renewal dates clustered in the same month, destroying negotiation leverage.

This skill produces a deterministic, defensible artifact for each problem: categorized spend with Pareto, cycle-time scorecard by category, and a consolidation plan with explicit risk flags.

## When to use

- Annual SaaS audit and category-level spend review.
- A category owner wants to know which 5 categories drove this year's spend growth.
- Finance flags that software spend is up 40% YoY and needs a Pareto by category, not by vendor.
- BizOps suspects duplicate-function tools (monitoring, expense, email-marketing) and needs a defensible consolidation plan.
- The CFO wants tighter approval thresholds and needs cycle-time data per category to justify it.
- Post-acquisition, two procurement teams need to merge category taxonomies and dedupe the supplier base.

## When NOT to use

- Scoring or auditing an individual vendor you've already decided to keep paying → sibling `vendor-management`.
- Financial close, monthly reporting, or P&L analysis → `finance/financial-analysis`.
- Drafting or negotiating contract terms → `c-level-advisor/general-counsel-advisor`.
- Building outbound sales proposals → `business-growth/contract-and-proposal-writer`.

## Workflow

### Step 1 — Intake spend

Have the user fill out `assets/spend_intake_template.md` (20 minutes for a typical mid-stage company). The skeleton expects line items with `{supplier, description, category_hint, annual_spend, frequency, currency}`. If prior-year spend is available, include it for YoY analysis.

### Step 2 — Categorize and find the Pareto

Run `scripts/spend_categorizer.py --input spend.json --profile <profile> --output categorized.md`.

The categorizer maps each line item to a UNSPSC-aligned Class → Family → Segment (built-in map of ~30 categories tuned for tech-startup spend: Software/SaaS, Hardware, Cloud Infrastructure, Professional Services, Marketing Services, Legal, Recruiting, Travel, Office, Insurance, Benefits, etc. — N