Every step of the process has a screen that says what is sitting in it.
Nine dashboards, one for each step from request to payment, all built the same way. Each opens on what is waiting rather than everything ever recorded, and every figure is a filter you can click.
One strip shows the entire process, and every step opens what is in it.
The home screen carries the request-to-payment cycle end to end with a live count against each step. The counts are not decoration: a step showing seven waiting opens the screen filtered to exactly those seven.
- Every stepRequest, approve, source, evaluate, award, contract, order, receive, pay — each one a screen, not a report
- Your steps litThe stages belonging to your role are highlighted, so somebody on their first day sees the whole process and their own place in it
- Counts that go somewhereEach number links to that dashboard's own filtered view, so the figure on the strip and the rows on the screen are the same set
- Fold it awayAfter fifteen years you do not need the map every morning — collapse it once and it stays collapsed, for you
Stage tabs, figures that filter, and the same controls on all nine screens.
Every dashboard is built identically, so the second one you open needs no explanation. A row of figures, a row of stage tabs with counts, then the filters, then the list.
- Stage tabsDraft, awaiting approval, in sourcing, ordered, complete — the real stages of that record, each with a count
- Figures that filterClick a figure to drop into the stage it counts, rather than reading a number and going to find it
- Cut it your waySearch, year, category, department, business unit and value — plus division, supplier, owner and currency behind one more click
- Honest at scaleCounts and filters are computed in the database over your whole entitled set, never over the page on screen. A count taken from one page would look exactly as right as a correct one
What is overdue, what falls due this week, and which discount is about to lapse.
Accounts payable opens on the exceptions, because those are the only invoices anybody has to act on. Beside them sits the aging: how the open ledger stands against the dates you agreed to pay.
- AgingNot yet due, 1–30, 31–60, 61–90 and 90+ days past due — click a band to see what is in it
- Due dates you can checkEvery due date carries the terms it came from, so a supplier who disagrees is answered from the record rather than from memory
- Discounts before they lapseInvoices still inside an early-payment window, and what taking them would save
- A dispute is not a late paymentA disputed invoice never enters the aging — a disagreement about whether an invoice is payable is not a payment you missed
Where no terms were agreed, Atlas shows no due date — and says so.
Terms come from the supplier's record, your organisation's standard, or the due date on an electronic invoice. Where none exists the invoice carries no due date, and the screen counts it so somebody sets one.
- Most specific winsThe supplier's own stated due date beats terms agreed with them, which beat your standard terms
- Nothing is assumedStandard terms ship blank. A default of thirty days would put a payment deadline — carrying interest, and in some sectors statutory penalties — on every invoice, on a number nobody chose
- The gap is visibleInvoices with no terms are counted, not quietly left undated
- Suppliers see it tooThe same due date appears in the supplier portal, so “when will I be paid?” stops being an email
How every supplier is doing, computed from what the system already recorded.
The performance screen used to list scorecards somebody typed at a review. It now carries the measured half beside them: deliveries against agreed dates, returns that were their fault, invoices that matched the order, invitations answered.
- Nobody's opinionEvery rate is computed from records already in the system; nobody keys any of it
- Measured beside reviewedEvidence next to judgement, because a supplier review needs both
- Only against dates they agreedAn order with no agreed delivery date counts as not measurable rather than being scored against an invented one
- New is not badA supplier with too little history has no score rather than a zero, and sorts last rather than bottom
