Enterprise spend judgment · fast demo path

Where is the money going, why is it moving, and where should we act?

Business Problem

Budget owners often know the budget but not the full combination of actuals, open commitments, pending invoices, and expected future consumption until overspend is already visible. bp Sphere exposes that combined exposure early, then explains the forecast through evidence, policy, supplier risk, and human judgment.

Deterministic forecast engine Evidence chain: Budget → Contract → PO → Invoice → Goods Receipt → Payment → Forecast Human judgment required

Open Evidence Pack View Evidence Lineage Open Source Viewer Back To Use Case

Enterprise spend

$1.42B

Consolidated across supplier, category, BU, project, and legal entity.

Explain this number -> Enterprise spend = $1.42B

BudgetPlanning Hub FY26

Contracts182 active contracts

POs4,281 open POs

Invoices1,942 pending invoices

Goods receipts873 unbilled receipts

Paymentslast 12 months

Forecast logicdeterministic projection v2.1

Confidence94%

Budget overrun risk

High

Projected YE spend is $14.6M against a $12.0M annual budget.

Explain this number -> Forecast spend = $14.6M

BudgetPlanning Hub FY26

Contracts182 active contracts

POs4,281 open POs

Invoices1,942 pending invoices

Goods receipts873 unbilled receipts

Paymentslast 12 months

Forecast logicdeterministic projection v2.1

Confidence94%

Committed spend

$2.3M

Open PO and contractual obligations.

Explain this number -> Committed spend = $2.3M

BudgetPlanning Hub FY26

Contracts182 active contracts

POs4,281 open POs

Invoices1,942 pending invoices

Goods receipts873 unbilled receipts

Paymentslast 12 months

Forecast logicdeterministic projection v2.1

Confidence96%

Off-contract spend

$1.2M

Maverick and non-contracted spend requiring review.

Explain this number -> Off-contract spend = $1.2M

BudgetPlanning Hub FY26

Contracts182 active contracts

POs4,281 open POs

Invoices1,942 pending invoices

Goods receipts873 unbilled receipts

Paymentslast 12 months

Forecast logicdeterministic projection v2.1

Confidence91%

Savings opportunity

$3.7M

Supplier consolidation, demand aggregation, leakage, discounts, and price variance.

Explain this number -> Savings opportunity = $3.7M

BudgetPlanning Hub FY26

Contracts182 active contracts

POs4,281 open POs

Invoices1,942 pending invoices

Goods receipts873 unbilled receipts

Paymentslast 12 months

Forecast logicdeterministic projection v2.1

Confidence90%

Confidence

94%

Evidence, policy, and forecast confidence.

Explain this number -> Confidence = 94%

BudgetPlanning Hub FY26

Contracts182 active contracts

POs4,281 open POs

Invoices1,942 pending invoices

Goods receipts873 unbilled receipts

Paymentslast 12 months

Forecast logicdeterministic projection v2.1

Confidence94%

Why the Forecast Changed

The $14.6M forecast is the additive result of source-backed drivers. This is the core credibility proof: every dollar in the forecast is tied to actuals, commitments, invoices, planned consumption, or approved savings.

Driver	Impact	Evidence and logic
Current Actuals	+$8.1M	Posted spend from SAP actuals and cost-center ledger activity.
Open PO Commitments	+$2.3M	Approved POs and contractual commitments not yet invoiced.
Pending Invoices	+$1.1M	Received invoices and goods receipts awaiting final realization.
Planned Spend Increase	+$2.0M	Forecast consumption and known project demand from Planning Hub.
Savings Initiatives	-$0.5M	Validated savings already approved for realization.
Total Forecast	$14.6M	Deterministic projection v2.1; sum of drivers, not an AI guess.

Decision Drivers

These are the five questions a procurement or finance leader needs answered before deciding where to intervene.

Budget Risk

$2.6M

Forecast exceeds annual budget after actuals, commitments, and pending invoices are combined.

Commitment Risk

18%

Spend is committed but not yet invoiced, so the ledger understates future exposure.

Supplier Risk

41%

Three critical suppliers drive category concentration and continuity exposure.

Contract Leakage

$1.2M

Spend sits outside preferred agreements or negotiated rates.

Policy Exceptions

Approval bypass and split-purchase patterns require review.

Savings Opportunity Pipeline

The $3.7M opportunity is decomposed into evidence-backed sources so procurement can challenge inflated savings claims.

Opportunity source	Value	Evidence-backed rationale
Supplier consolidation	$1.2M	Three overlapping service suppliers can move to preferred framework agreements.
Demand aggregation	$0.9M	Fragmented category demand can be pooled before next sourcing event.
Contract leakage	$0.8M	Spend outside negotiated rates and preferred agreements.
Early payment discounts	$0.5M	Discount windows available where cash posture supports capture.
Price variance	$0.3M	Unit-rate drift against contract baseline.

Supplier Risk Source Labels

Supplier risk is not a generic score. Each signal is attributed to an external or internal source with refresh posture.

Dun and Bradstreetfed live · financial risk and legal entity watch

EcoVadisdaily refresh · sustainability and compliance posture

Riskmethodslive · operational disruption and supply-chain exposure

Internal supplier riskreal-time · bp performance, incidents, and payment behavior

News intelligenceBloomberg feed · adverse media and sanctions-adjacent signals

Named Agent Activity

Agentic fabric is visible through named agents, timestamps, confidence, and the decision artifact each agent created.