A Leading Construction Products Business Simplifies Project Procurement
About the company
An industrial construction products business buying steel framing, boards, finishes and mechanical, electrical and plumbing items for housing projects. Its procurement team supports dispersed sites through group buying systems it does not control.
- Industry
- Building materials
- Scale
- Dispersed job sites buying under group approval rules
- Scope
- Request intake, specification, negotiation and purchase, inside existing systems
At a glance
Before Proconomy
- Buyers rebuilt every request
- Incomplete specifications survived
- Routine buys took full effort
- Negotiation lived in email
- The stack was fixed
After Proconomy
- Site teams hand over clearer requirements
- Omissions get fixed early
- Buyers get their capacity back
- Decisions can be followed
- Group controls stay in force
Key products
- Intake & orchestration
- Sourcing & RFx
- Autonomous agents
- Integrations
The challenge
Requests passed through several systems before reaching anyone who could act. Buyers still turned planning needs into shopping carts by hand, chased the specifications that arrived incomplete, and negotiated small repeat purchases over email because there was no other way to do it.
The team wanted less repeat work without changing group approvals or the core systems. Both were fixed.
Buyers rebuilt every request
Planning needs were turned into shopping carts by hand, item by item.
Incomplete specifications survived
Missing finishes or terms could pass through several handoffs before anyone noticed.
Routine buys took full effort
Small repeat purchases still needed buyer-led negotiation every time.
Negotiation lived in email
Calls and mail threads scattered offers and the reasoning behind decisions.
The stack was fixed
The group’s existing requisition and ERP processes had to stay.
What the business actually asked for
Five things, inside a stack nobody was allowed to replace.
- Project teams able to state what they need without a buyer translating it.
- Missing specifications and terms caught before approval, not after.
- Routine repeat buys handled without buyer-led negotiation each time.
- Offers and reasons held with the decision rather than in mailboxes.
- Group requisition and ERP processes left exactly as they are.
What we built
Guided intake, completeness prompts before approval, governed negotiation for eligible repeat buys, a negotiation record, and integration into the existing stack.
Guided request intake
Project users enter what they need in structured fields, so the request arrives as a request.
Completeness prompts before approval
Missing specifications and terms surface at the point of entry rather than downstream.
Governed negotiation for eligible buys
Repeat purchases that qualify follow rules and limits the buyer sets, and only those.
A negotiation record
Offers and the reasons for them sit with the sourcing decision.
Integration, not replacement
Data moves through the existing requisition and ERP processes, which keep running as they did.
The result
What changed once it was running.
Site teams hand over clearer requirements
Buyers start from a usable request instead of building one.
Omissions get fixed early
Teams resolve gaps while it is still cheap, not after a supplier has quoted the wrong thing.
Buyers get their capacity back
Routine purchasing consumes less negotiation time, which is the scarce resource here.
Decisions can be followed
Anyone reviewing an award can see the offers and why one was chosen.
Group controls stay in force
Approval rules and core systems remain in use, unchanged.
See this running on your own numbers — fifteen minutes, no slides.
Request a workflow demonstrationThis will sound familiar. If any of these are you.
- Your buyers rebuild every site request as a shopping cart by hand.
- A missing finish or term gets discovered after the supplier has quoted.
- Small repeat purchases take as much buyer time as large ones.
- Any change that touches group approval rules is off the table.
Where this connects
The questions we get asked.
The buyer sets which purchases are eligible, the rules and the limits. Inside those bounds an agent runs the routine back-and-forth; outside them it stops and hands over. The bounds are the product, not the automation.
Repeat buys the team has chosen to make eligible — typically low value, known specification, known supplier. Nothing becomes eligible by itself, and the list is yours to change.
No. That was the condition. Data moves through the existing requisition and ERP processes and group approval rules stay in force exactly as written.
The limits the buyer set, and the record. An agent cannot move outside its bounds, and every offer and reason sits with the decision for review afterwards.
The same problem, at your scale
Every group that runs more than one operating company arrives at the same place: policy that exists on paper, applied differently in every plant, evidenced by whoever happens to remember. Bring us the workflow where that costs you the most, and we will run it against your rules.
Someone from client success replies, not a sales sequence. If we are not a fit we will say so on the first call.
Not ready to talk to anyone?
Fair enough. Both of these work without giving us your email.