AI and software for procurement teams, across spend, sourcing, contracts, supplier documents and whether anyone actually bought at the agreed rate.
The negotiation was the easy half. Compliance to the contract is where the saving goes, and almost nobody measures it.
In brief
EigenSpark builds AI systems and the software around them for procurement teams. We join the contract, the purchase order, the invoice and the goods receipt, so realised saving against negotiated saving becomes a number you can open by category and by plant. We read supplier documents, registrations and certificates into a register with their expiry dates. We track Udyam status and vendor tax behaviour, because both now carry a cost. And we compare quotes and tenders on the same basis. Your own committee still awards.
Your systems
Nothing here asks you to replace your ERP or your sourcing platform.
Use cases
Spend and contracts first, then suppliers, then sourcing, then the payment and tax clocks.
Every line classified into your own category tree from the description, the vendor and the account, with the ambiguous ones listed for your team.
Data Engineering & Platforms →Invoices and orders checked against the contracted rate, discount and scope, with every purchase outside the agreement named and valued.
Contract Risk Analyser →The saving you agreed held against the saving that reached the ledger, by category, plant and quarter, with the leak explained per line.
AI & Data Strategy →Prices, escalation clauses, penalties, service levels and renewal dates read into a register, with anything off your standard tagged.
Contract Risk Analyser →Registrations, certificates, insurances and licences read into a register per vendor and chased before any of them lapse.
Document Intelligence Engine →Delivered lead time, quantity accuracy, rejections and document errors scored per vendor and per item, from your own transaction record.
Supply Chain Control Tower →Bids normalised onto the same basis, including freight, taxes and terms, with the differences and the outliers named for the committee.
Document Intelligence Engine →Prices held against your own history, volume and input cost movement, so a quoted increase can be argued with.
AI & Data Strategy →Requisitions checked against the catalogue, the budget and the contract, routed for approval, and turned into orders without retyping.
Agentic AI →Your vendor master classified against Udyam registration, ageing tracked on the right clock per vendor, and the disallowance exposure shown early.
Continuous Compliance Monitor →Supplier filing behaviour tracked against your purchase records, so the vendors costing you input tax credit are known before renewal.
Continuous Compliance Monitor →Every award assembled with its comparison, approvals and reasons in one file, so the decision can be explained a year later.
Continuous Compliance Monitor →How an engagement runs
See the spend properly, automate one control, then hand it over.
Two to three weeks resolving the item and vendor masters, classifying spend into your own category tree, and joining the contract to the order and the invoice. Everything else on this page depends on this.
One control taken end to end: contract price compliance, supplier document expiry, or quote and tender comparison. Small enough to prove in a quarter and measurable in rupees.
Category trees, rate cards, scorecard weights, tolerance rules and approval routes live in a console your own team runs. A new category or supplier does not need us.
Training
Ninety-minute hands-on sessions, run on your own contracts, rate cards and supplier records.
Buyers and category managers
Reading contracts, comparing quotes and drafting against your own categories, so the practice runs on the items you actually buy.
Walk away withA quote comparison and a contract summary for one live category, done in the session.
Procurement analysts
Querying spend directly, classifying it into your own tree, and building the contract compliance checks that used to be a quarterly project.
Walk away withLast year’s spend classified into your own tree, and a monthly price compliance check.
The CPO and tender committees
How to use AI output in an award file, what has to be a person’s judgement, and how to keep a decision explainable a year later.
Walk away withA rule for what AI output may appear in an award file, and how it gets recorded.
Procurement teams usually take Data & Analytics and AI & Machine Learning, with Enterprise Systems for the buying tools. The full catalogue is in Training & Enablement.
The engineering half
Four layers of ordinary engineering. The first one is why most spend analytics projects disappoint.
Category leverage is arithmetic once an item and a vendor mean one thing across plants. Until then, every negotiation is run on a partial picture.
Your ERP and your sourcing platform stay the systems of record. Most of the effort is the contracts, the supplier documents and the portals outside them.
Built for the people who sign the award, with the comparison, the contract and the record in one view, so a decision can be defended later.
Defined once and used everywhere, so the category review and the ledger cannot disagree about what a saving was. Your team runs and owns it.
We also run the training that goes with it: SQL and data engineering, cloud, enterprise systems and cybersecurity, alongside the AI tracks. A category manager who can query their own spend negotiates from evidence.
What we offer procurement teams
Most teams start with spend classification or contract compliance, and use three of the four.
Where a procurement programme starts.
Where a single workflow starts.
AI tracks, and the foundations under them.
Where the specifics change.
The specifics change by sector. See how this lands in PSUs or Manufacturing.
Security and controls
Your committee awards, every flag opens onto its document, and no order is raised by a system.
Comparisons, scores and recommendations go to the people with the authority to award, with the basis visible and the decision recorded with its reason.
A price variance, an expired certificate or an off-contract purchase links back to the contract, the invoice or the certificate it came from.
The system checks, compares and evidences. Raising a purchase order, awarding a tender and releasing a payment stay inside your own approval chain.
Category trees, rate cards, tolerances, scorecard weights and approval routes are managed by your own team. A renegotiated rate does not need a release.
FAQs
No. Your ERP and your sourcing platform stay the systems of record. What is usually missing is the join between the contract, the order, the invoice and the receipt, and the register of supplier documents around it. That join is what makes contract compliance measurable, and it is not what a sourcing platform is for.
With the item and vendor masters and a category tree, which takes two to three weeks. Every spend analytics project that skips it produces a confident category total for the wrong set of items. We keep the evidence for every merge and classification so your team can reverse any of it, and we hand you the list of what was genuinely ambiguous.
Negotiated saving is the rate you agreed. Realised saving is what reached the ledger after people bought outside the contract, change orders went unpriced, scope grew on services and rejections were never recovered. Most procurement functions can report the first and not the second, and the gap between them is usually the largest saving available.
No. It normalises bids onto the same basis, names the outliers, holds a quoted price against your own history and input costs, and assembles the record. The negotiation is a person’s job and the award is your committee’s, and the reason for each decision is recorded so it can be explained a year later.
Because it changes the payment clock and the tax outcome. Under Section 43B(h) an expense is disallowed for the year unless a micro or small supplier is paid within 45 days where there is a written agreement, or 15 days where there is not, and the MSMED Act provides for interest on delay. That makes the vendor master a tax control. We classify it, track the ageing on the right clock per vendor, and show the exposure while you can still act.
Yes, and it has become sharper. Input tax credit now follows the records you accept in IMS, so a supplier who files late or wrongly costs you credit and interest. We track filing behaviour against your own purchase records, so the vendors costing you money are known at renewal, and no longer at year end.
The evidence and record keeping side fits well, because a defensible award file is exactly what your process already requires. Nothing here awards, sanctions or bypasses a tender rule, and delegation of financial authority stays as it is. The PSU specifics, including GeM, are on the PSUs page.
The supplier document and payment clock work pays for itself with one buyer, because a lapsed certificate and a disallowed expense cost the same at any size. The spend and contract compliance work needs enough categories and enough sites for the leak to be worth finding, which in practice means more than one plant or location.
Related
The products this ships as, the function it hands to, and the industries where the rules change.
Prices, obligations and compliance to the contract.
→ ProductSupplier reliability, demand and inventory.
→ FunctionEverything after the order is placed.
→ FunctionThe payment clocks and the credit consequence.
→ IndustryWhere tender rules and delegation set the shape.
→ PillarThe engineering side, for systems buying runs.
→Send the contract or rate card, the invoices for the same period and the purchase orders behind them. We call you within 48 hours and go through how much was bought outside the agreement, what it cost, and what the first automation would be.
Talk to us