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Course overview

The 20 Lessons

1 of 20 unlocked

01Normalize Messy SaaS Vendor Quotes — Unit Conversion, Hidden Fees, Cross-Platform Verification02Review a SaaS Master Service Agreement for Traps — Auto-Renewal, Price Escalation, Data Portability03Compress a Messy Savings Ledger Into the One Page Your CFO Will Sign04The Price-Increase Counter: Make AI Show You What It Can't Know05SaaS License Audit — Checking Contracts Before Cutting Seats06Build the AI-Adoption ROI Case That Survives the CFO07Compare Three Consulting Bids With AI — The $15K Spread That's Really $75008Commodity-Price Drift Monitor — Make the AI Design the Checklist, Then Bring the Index09Auditing a Services SOW Bundle: Feed, Chain, Report10PO Price-Variance Audit — From Raw Extract to Three Director Actions11Freight Landed Cost — Normalizing Quotes That Cover Different Spans of the Same Trip12Make AI Cross-Reference Three Documents Before You Renew a Supplier13SaaS Consolidation: From Three Overlapping Tools to One Committee-Ready Memo14Build a Supplier Risk Register When Three of Your Data Fields Are Lying15Compare Two Freight Contracts by Making AI Build the Crosswalk16Turn Three Fleet Bids Into One Recommendation Your VP Can Sign17Build a Weighted Vendor Ranking from Three Data Sources18From Three Incompatible Equipment Proposals to One Number Your Capital Committee Can Approve19Merge Three Catalogs Without Deleting the One Part Someone's Safety Depends On20Turn Three Maintenance Bids Into One Five-Year Cost of Ownership
All lessons
Course overview

The 20 Lessons

1 of 20 unlocked

01Normalize Messy SaaS Vendor Quotes — Unit Conversion, Hidden Fees, Cross-Platform Verification02Review a SaaS Master Service Agreement for Traps — Auto-Renewal, Price Escalation, Data Portability03Compress a Messy Savings Ledger Into the One Page Your CFO Will Sign04The Price-Increase Counter: Make AI Show You What It Can't Know05SaaS License Audit — Checking Contracts Before Cutting Seats06Build the AI-Adoption ROI Case That Survives the CFO07Compare Three Consulting Bids With AI — The $15K Spread That's Really $75008Commodity-Price Drift Monitor — Make the AI Design the Checklist, Then Bring the Index09Auditing a Services SOW Bundle: Feed, Chain, Report10PO Price-Variance Audit — From Raw Extract to Three Director Actions11Freight Landed Cost — Normalizing Quotes That Cover Different Spans of the Same Trip12Make AI Cross-Reference Three Documents Before You Renew a Supplier13SaaS Consolidation: From Three Overlapping Tools to One Committee-Ready Memo14Build a Supplier Risk Register When Three of Your Data Fields Are Lying15Compare Two Freight Contracts by Making AI Build the Crosswalk16Turn Three Fleet Bids Into One Recommendation Your VP Can Sign17Build a Weighted Vendor Ranking from Three Data Sources18From Three Incompatible Equipment Proposals to One Number Your Capital Committee Can Approve19Merge Three Catalogs Without Deleting the One Part Someone's Safety Depends On20Turn Three Maintenance Bids Into One Five-Year Cost of Ownership

Lesson 03 of 20

Compress a Messy Savings Ledger Into the One Page Your CFO Will Sign

Internal Reporting & Value-Proof · Cross-category

Synthetic case data — evidence from real ChatGPT, Claude, Gemini and Copilot runs.


Copy-paste the Kestrel Manufacturing Q2 case data into any AI tool to follow along. The file contains the five negotiation outcomes as the team submitted them, plus a P&L excerpt showing two contract renewals the team did not report (chemical solvents and temp staffing).


It's 10:14 on a Thursday morning. You open your laptop to five emails from your team, each one declaring victory.

Lisa in Packaging: "Clean switch. $272K savings." Derek in Direct Materials: "$616K. Biggest win of the quarter." Maria in Services: "$96K." Your own ERP renewal note: "$24K saved." Derek again, for MRO: "$57K."

You add the numbers. The total crosses a million dollars. Keith, your VP, is already asking for the summary slide.

But the CFO's email is sitting at the top of your inbox: "I need the savings report by 4pm. The board pre-read goes out at 5. Last quarter I pulled your numbers from the deck because I couldn't verify them. That can't happen again."

She pulled it. Thirty minutes before the board meeting. The savings line said one thing. The P&L said another. When your predecessor tried to explain the gap, the answer was "well, it depends on how you count it." That is the moment Rachel Dumont stopped treating procurement as a reliable source.

You have until 4pm. Not to find more savings — your team already found plenty. Your job is narrower and harder: turn five bragging emails into one page a CFO can put in front of a board and defend line by line.


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