A sourcing decision can depend on supplier records, contracts, spend, ownership, performance, compliance evidence, external risk signals and the operational dependency behind the purchase. Procurement teams often have the data, but not one decision-ready view of it.
Ownership, performance, risk, contracts and operational relevance are spread across disconnected records and research.
Teams repeatedly collect evidence across internal systems and external sources before a supplier can be compared or approved.
A supplier can appear replaceable until product, site, material, sub-supplier or operational dependencies are considered.
Obligations, renewals, service levels and commercial terms are often reviewed separately from supplier performance and business impact.
High spend is not always high dependency, while low-spend suppliers can still support critical operations with limited alternatives.
Facthory brings procurement, supplier, contract, spend, operational and trusted market context into durable investigations that teams can review, challenge and reuse.
Find and compare potential suppliers against technical, commercial, geographic, compliance and operational criteria.
Investigate ownership, concentration, external risk, compliance evidence and business dependencies around critical suppliers.
Connect commercial terms, obligations, renewals and service commitments with actual supplier and operational performance.
Analyze suppliers, categories, business units, purchases and cost drivers to surface concentration, duplication and sourcing opportunities.
Identify credible alternatives and compare them against the requirements and dependencies that make substitution operationally viable.
Trace how supplier, material, geography or logistics disruption could affect products, sites, customers and operating commitments.
Procurement recommendations should remain traceable to the requirements, supplier evidence, commercial trade-offs and operational dependencies that shaped the decision.
Keep qualification, performance, ownership, risk and compliance findings connected to their supporting sources.
Compare pricing, spend, contractual terms, obligations and category economics alongside technical and operational criteria.
Show which products, materials, processes, plants or commitments depend on the supplier and what alternatives actually exist.
Preserve stakeholder review, procurement policy, exceptions and approval responsibility around consequential sourcing choices.
Review the single-source component against current spend, contractual commitments, supplier ownership, operational criticality and qualified alternatives, then validate whether the resilience benefit justifies a second source before the next sourcing cycle.
Define the sourcing question, requirements, constraints, business impact and decision criteria.
Bring together supplier, contract, spend, performance, risk, operational and trusted market evidence.
Evaluate suppliers and alternatives across cost, capability, risk, dependency and policy requirements.
Preserve the approved rationale, obligations and review triggers so the decision can be revisited as conditions change.
Identify suppliers, alternatives and relevant evidence around the sourcing requirement.
Suppliers
Alternatives
Capabilities
Evidence
Run supplier research and sourcing work across days or weeks without losing evidence, criteria or unresolved questions.
Let procurement, engineering, finance, operations and risk teams review the same supplier evidence and trade-offs together.
Preserve why a supplier was selected, which alternatives were rejected and what evidence should trigger future reassessment.
Surveyed CPOs identified maintaining active alternative supply sources as the most effective risk-mitigation strategy.
Surveyed CPOs prioritized greater visibility into the supply chain as an effective risk-mitigation strategy.
Surveyed CPOs focused on stronger supplier information sharing and collaboration to mitigate risk.
Facthory can research suppliers, assemble evidence, compare alternatives and surface risks, but procurement policy, supplier approval, contractual commitment and consequential sourcing decisions remain under the appropriate human authority.
Connect suppliers, contracts, materials, operations, dependencies and decisions in a shared operational model.
Bring procurement, ERP, contract, spend and operational evidence into one governed investigation context.
Build and operate governed analytics for supplier, spend, category and operational performance questions.
Run long sourcing and supplier investigations where teams and specialized agents share one persistent context.
Connect governed agent tools and enterprise systems so approved context and capabilities can be used where needed.
Keep supplier approval, sourcing exceptions and consequential commercial commitments under explicit human authority.
