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The company distributes food and beverage products to restaurants and retailers across the US Southeast. $28 million in annual revenue, 85 employees. They did not have a technology problem. They had a people-doing-computer-work problem.
Three members of the operations team were spending between 60 and 70 percent of their time processing purchase orders. Receiving them by email, manually entering data into NetSuite, checking inventory, sending confirmations to suppliers. Each PO took about 25 minutes from arrival to completion. They were processing 90 to 100 POs per week.
That works out to roughly 40 hours per week of manual data entry. At a loaded cost of $35/hour, that is $1,400 per week, or $72,800 per year, for work that is almost entirely mechanical.
It also worked out to an 8.3% error rate. One in twelve POs had a data entry mistake — wrong quantity, wrong SKU, wrong delivery date. Each error took an average of 45 minutes to find and fix, usually after a supplier had already acted on the wrong information.
What the process actually looked like
Before we built anything, we spent two days mapping the process end to end. This matters more than people expect. Automation that skips the mapping step tends to automate the happy path and fall apart on everything else.
The POs arrived in three formats: structured PDFs from larger customers, semi-structured Excel attachments from mid-size accounts, and plain-text emails from smaller buyers who typed their orders directly. Each format needed different extraction logic.
Once extracted, the data had to be validated against the current product catalog (prices change, items go out of stock), checked against the customer’s credit limit, and formatted for NetSuite’s import structure. Then a confirmation email went to the supplier and an internal Slack notification fired to the ops team.
Exceptions — unrecognized SKUs, orders over credit limit, format errors — needed to go to a human. The automation needed to know what it did not know.
What we built
The solution runs on n8n, self-hosted on the client’s infrastructure. No third-party platform sees their order data.
An email monitor watches the PO inbox. When a new message arrives, it classifies the attachment type and routes it to the appropriate parser — PDF, Excel, or plain text. Each parser uses a combination of regex and a small LLM call to extract the structured fields. Extraction confidence scores flag low-confidence items for human review before they go anywhere near NetSuite.
The validated data hits a two-step check: catalog validation (product exists, price within 5% of current rate) and credit check via a NetSuite API call. If both pass, the PO goes straight into NetSuite, supplier confirmation fires, Slack gets a summary. Total time: under 4 minutes from email arrival.
If anything fails validation, the PO lands in a review queue with the specific failure flagged. The ops team sees exactly what needs their attention and why. They are no longer processing orders — they are reviewing exceptions.
Numbers after 90 days
Processing time: average 25 minutes per PO reduced to 4 minutes automated + 8 minutes human review for exceptions. Exceptions account for about 12% of orders.
Error rate: 8.3% down to 0.4%. Most remaining errors are in the exception category, caught by validation before entry.
Staff time: the three operations people now spend about 90 minutes per day on PO-related work, down from 5-6 hours. Two of them moved into client-facing roles. The company did not reduce headcount — they redirected it.
Annual labor savings: $127,000, accounting for the time still spent on exception review and system monitoring.
The implementation cost $8,400. Break-even was at week 7.
What surprised us
The hardest part was not the technical work. It was getting the ops team comfortable handing off a process they had been doing manually for years. There is a real trust gap between «I know this order is correct because I typed it» and «the system says it is correct.» We spent a month running the automation in parallel with the manual process before turning off manual entry entirely. That parallel period caught three edge cases we had not anticipated and built confidence with the team.
I was skeptical. I have seen too many IT projects that solve the demo problem and create three real ones. This one actually did what they said it would, and the exceptions workflow means we still feel like we have control over what goes into the system.
If your team is spending a meaningful portion of their week on work that a computer could do, here is how we approach automation projects — including a free process audit before any commitment.
