p5 Group — Commercial Health Check

Find out exactly where your organisation is losing commercial value

Answer 18 diagnostic questions across the five pillars of commercial performance. You'll see your scores and top opportunities immediately — and a p5 specialist will follow up with your full findings report.

8–10 minutes

Instant pillar scores

Full report from p5

Confidential

About your organisation

We use this to tailor your results and benchmark your performance against comparable organisations.

Your information is confidential and will only be seen by the p5 team.

First name

Last name

Work email

Organisation

Your role

Industry

Annual addressable spend (procurement)

$1M$25M$500M+

Number of active suppliers

101502,000+

Price — Strategic sourcing & cost control

How well does your organisation manage cost before it is committed?

Strategic sourcingCategory managementSpend visibilitySupplier pricing

1How would you describe your current approach to strategic sourcing?

We have no structured sourcing process — purchasing is ad hoc and reactive

High opportunity

We run some sourcing events but they are inconsistent and not category-led

Significant opportunity

We have defined category strategies for major spend areas but execution is inconsistent

Moderate opportunity

We run structured sourcing across most categories with documented strategies and market engagement

Some opportunity

We have a mature category management programme with full market intelligence and continuous optimisation

Optimised

2How visible is your total enterprise spend — who is spending what, with which suppliers, in which categories?

We have very limited visibility — spend data is fragmented across systems

We have some reports but they are incomplete, delayed and hard to interpret

We have reasonable visibility of major categories but tail spend and indirect spend are unclear

We have good spend visibility with regular reporting but some blind spots remain

We have real-time, complete spend visibility across all categories and suppliers

3When supplier prices increase, how does your organisation typically respond?

We generally accept increases without structured challenge or renegotiation

We sometimes push back but have no consistent process or leverage strategy

We have commercial mechanisms in some contracts but not consistently applied

We have structured escalation and renegotiation processes for major categories

We have robust pricing governance, indexation structures and proactive market benchmarking

Process — Procurement execution & efficiency

How efficiently and consistently does procurement operate across your organisation?

Approval workflowsCycle timesAutomationOperating model

4How would you describe your procurement approval and workflow processes?

Manual, email-based approvals with no structured workflow — slow and inconsistent

Some documented processes but they are often bypassed and inconsistently followed

Defined workflows for major purchases but gaps remain in low-value and indirect spend

Structured workflows across most spend with reasonable compliance

Fully automated, system-driven workflows with high compliance and real-time visibility

5What is the typical time from purchase request to approved purchase order in your organisation?

More than 2 weeks — approvals are a consistent bottleneck

1–2 weeks for most purchases

3–7 days for standard purchases

1–3 days with some exceptions

Same day or next day for most purchases through automated workflows

6How clearly defined are roles and accountability within your procurement function?

Unclear — procurement happens across the business with no central ownership or structure

Some structure exists but overlapping responsibilities create confusion and duplication

Reasonable clarity for major functions but gaps in governance and escalation paths

Clear roles and a defined operating model with documented responsibilities

Fully optimised operating model with clear RACI, governance and continuous improvement embedded

Policy — Governance, compliance & risk

How well does your organisation control purchasing behaviour and manage commercial risk?

Maverick spendGovernanceSupplier riskESG compliance

7What proportion of your organisation's spend do you estimate goes through unapproved or off-contract channels?

1Over 40%

225–40%

310–25%

45–10%

5Under 5%

8How effectively is your procurement policy enforced across the organisation?

We have a policy but it is rarely followed — most people buy through preferred channels of convenience

Policy is partially enforced but there are significant gaps and workarounds

Policy is generally followed for major purchases but inconsistent for lower-value spend

Policy is well enforced with monitoring and exceptions escalated appropriately

Policy is embedded into systems and workflows — compliance is the default, not the exception

9How formally does your organisation assess and monitor supplier risk?

We have no formal supplier risk assessment — issues are discovered reactively

We do some risk checks at onboarding but no ongoing monitoring

We monitor critical suppliers but have limited coverage across the supplier base

Structured risk assessment with regular review for most significant suppliers

Continuous, automated supplier risk monitoring with early warning alerts and resilience planning

Performance — Value realisation & supplier accountability

Are the savings and outcomes you negotiate actually being delivered and measured?

Contract complianceSupplier KPIsSavings trackingReporting

10How actively does your organisation manage contracts after they are signed?

Contracts are filed after signing — there is no active contract management

Some monitoring of major contracts but most are unmanaged after execution

Active management of strategic contracts with periodic reviews

Structured contract management with automated renewal alerts and obligation tracking

Full contract lifecycle management — obligations tracked, renewals managed, compliance verified continuously

11How are savings from procurement initiatives tracked and verified?

Savings are not tracked — we identify opportunities but do not verify realisation

We track some savings but the methodology is inconsistent and not verified against actuals

We have a savings tracking process but finance sign-off is inconsistent

Savings are tracked against baselines with finance validation for major initiatives

Rigorous savings methodology, verified by finance, reported to board with full audit trail

12How structured is your supplier performance management?

No formal supplier performance process — issues are addressed reactively when problems escalate

Informal performance discussions with key suppliers but no structured KPI framework

KPIs defined for critical suppliers with periodic reviews

Structured scorecards and regular reviews for most significant suppliers

Comprehensive supplier performance programme with automated tracking, escalation and development plans

Payments — AP efficiency & financial control

How well does your organisation convert procurement into financial outcomes?

AP automationInvoice processingWorking capitalFraud prevention

13How would you describe your accounts payable process?

Largely manual — invoices are processed by hand with significant time spent on data entry and matching

Partially automated but significant manual intervention is still required for exceptions

Reasonable automation for standard invoices with manual handling of complex cases

High automation with low manual touch rates and good exception management

Fully automated end-to-end AP with AI-powered matching, fraud detection and real-time dashboards

14How well does your organisation manage payment timing to optimise working capital?

Payments are processed when invoices arrive — no strategic management of timing

Some awareness of payment terms but no systematic optimisation

Payment terms are managed for major suppliers with some working capital focus

Active working capital management with payment timing aligned to strategy

Dynamic payment optimisation with discount programmes, supply chain finance and real-time cash flow modelling

15How confident are you that your organisation detects duplicate or fraudulent payments before they are made?

1Not at all

2Rarely

3Sometimes

4Usually

5Always

16Any additional context you'd like to share about your commercial challenges? (optional)

17What is your biggest commercial priority right now?

Reducing costs and finding savings quickly

Improving control and governance over purchasing

Automating manual processes and improving efficiency

Getting better visibility of spend and supplier performance

Building a more strategic procurement function

Implementing AI and digital technology into procurement

18What is your timeline for addressing these priorities?

Immediately — we need to act in the next 1–3 months

Short term — we are planning initiatives for the next 3–6 months

Medium term — we are scoping transformation for the next 6–12 months

Exploring — we are in early assessment and not yet committed to a timeline

Your Commercial Health Check Results

Based on your responses across all five pillars of the p5 framework

Overall commercial performance score

0 out of 100

Calculating...

Pillar scores

Radar view — performance across all pillars

Your top priority areas

Recommended p5 programmes

Estimated savings opportunity

These are indicative ranges based on your responses and p5 benchmark data from comparable organisations. Your full report will include a more precise opportunity model.

Get your full findings report from p5

A p5 specialist will review your responses in detail and send you a personalised findings report — including a prioritised improvement roadmap and validated savings model. Typically delivered within 48 hours.

No spam. No sales calls unless you ask. Your information is treated with complete confidentiality.

Results are indicative and based on p5 benchmark data. A p5 specialist will follow up with your detailed findings report. · p5group.com.au