Twenty-two processes.
Five loops. Nine decisions.

Continuous

Demand enters as language, a system event, or a pattern the platform detects. Category, specification, contract coverage and budget line are resolved before a second question is asked. In parallel, category position is maintained as a live state rather than assembled into a document every eighteen months.

Event-driven

Sourcing, negotiation, the agreement itself, and the counterparty. This is where the enterprise takes on obligation — and where that obligation has to become machine-evaluable if anything downstream is going to work.

Transactional

Commitment and verification. Receipt is not confirmed by a person; it is evidenced from the systems where work actually happens. What a supplier is owed accrues continuously as the work is done.

Transactional

Matching disappears as a concept. There is nothing to match, because there is a computed position to test against. Payment timing becomes a treasury decision rather than a function of when a supplier got around to billing.

Continuous

Performance derived from settled reality rather than reported by the people being measured. Compliance is not assessed after the fact, because non-compliant settlement cannot occur.

The loops run concurrently, not in sequence. Each is triggered by events in the business rather than by the loop before it, and none hands off to the next — they read and write the same shared state.

An artifact is what a handoff needs, so where there are no handoffs, no artifact is required to carry information between them. The only directed relationship is Loop E writing back into Loop A, so category strategy, supplier position and renewal timing become outputs of settled reality rather than of a planning cycle.