Agent skill · business finance · alirezarezvani
procurement-optimizer
Cut spend on software and suppliers: SaaS audit, category spend review, slow purchasing cycles, supplier consolidation. Use whenever the user asks which tools or vendors to cut, where money goes, or why buying takes so long.
Why this skill is useful
Provides a detailed spend categorization script and risk-balanced supplier consolidation plan that the AI wouldn't reliably generate on its own.
What it needs
Requires python installed locally. About 7k tokens when loaded. Last updated 2026-08-05. 23,939 stars on the source repository.
What this skill does
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. …
How to use it
Reference it in AdaL, Claude Code, Cursor or any coding agent — nothing to install:
@skills alirezarezvani/procurement-optimizer--259158