AP Optimization Blog

Happy Last Year!

2012-01-04T08:40:00.000-08:00

As most corporate personnel start the year with anticipation of the New Year, Financial personnel are starting the process to close the books and prepare financial statements for the Past Year.

The next few weeks will be a constant flow of emails and phone calls attempting to ensure all sales are properly recorded and all liabilities are accurately accrued. Included in the Accounts Payable effort, there will be a scramble to ensure paper invoices floating around in the corporation are sent to financial department.

Adding to the paper nightmare is the fact that many corporations also choose the start of the New Year to implement new policies, guidelines and procedures.

Finally the mantra of the day is “I need this yesterday!” tops off what is already a frustrating stressful scenario.

So what would turn this around to create a true Happy Last Year? Most of the needless inefficient use of valuable resources to shuffle paper could be replaced with leading edge ECM solutions such as provided by Open Text. New procedures, policies and guidelines are available for immediate use to ensure compliance. For example, SAP Document Access enables the elimination of the majority paper shuffle, phone calls and emails by providing immediate access to all unstructured documents and procedures required to properly record sales. Combining SAP Invoice Management with Document Access ensures accurate and timely handling of liabilities by also providing immediate access to policies and procedures as well as supporting documents and by automated problem detection and resolution through business rules and workflow.

Enabling Financial Personnel to quickly and accurate close the books and prepare compliant financial statements without all the frustration of manual paper driven processing goes a long way to move from Happy Last Year to Happy New Year!

See: http://ecohub.sap.com/catalog/?search=open+text#!solution:documentaccess

See: http://ecohub.sap.com/catalog/#!solution:SAPVIM

Do We Know Too Much

2011-11-23T10:01:00.000-08:00

Information Evolution
Last week I attended the Open Text Content World Annual Conference and something I don’t normally specifically think much about hit me right between the eyes…the importance of knowing the right information. Not too many years back, business decisions were mostly based on either a conversation or a written narrative. Information generated internally and information gather externally was extremely limited. While radio greatly expanded verbal communication; television adds the visual. Still information that formulated enterprise content limited effective business decisions. Now we have the computer, networks, web and the cloud. We are adrift in a sea of meta data, searching for information!
Information or Meta Data
What one person has distilled from their vast sea of meta data as information may only be a single data point to another person. If we are not diligent, our decisions may be driven by incorrect, incomplete or irrelevant information. At Content World, there were thousands of individuals sharing information…through direct conversations, social networks and video. Just as these individuals must determine what information is important to them, corporations must undergo the same process.
SAP and Information
ERPs such as SAP provide the ability to break down business information at the most granular meta data level and then provide transactions to compile and visualize the meta data into meaningful business processes such as financial processes. When you combine the SAP structure with the vast unstructured associated documentation, one begins to wonder how any corporation effectively manages the content not to mention accessing the correct information when making financial decisions. I venture that most of us have made a less than good business decision and when confronted we respond with…”I did not know about that” or “when did the procedure change” or “no one told me”…sound familiar?
My Personal Journey
Much of my business journey in the financial world has occurred with not enough information. Now like many of you the pendulum has swung and I have more information than I can possible ever use, so how do I find my way? The answer is Enterprise Content Management. It is relating supporting documentation to financial transactions, it is utilizing business rules that ensure the right information if available to the right person at the right time. Open Text ECM combined with SAP connects the dots so that financial decisions I once made based on very limited information is now based on relevant, timely and fully accessible up to date information. I find myself asking “where have you been all my life”.
Examples
If the CFO reports to the external stakeholders that the company profit has improved this sounds great if you have no other information. If you can quickly determine how it compares with past years, how it compares to competition, are there legal or tax issues or has a merger impacted the results…your decisions may change from great to something else.
Another example is if a vendor bills you and you think the price or quantity delivered is incorrect, you need to know all the information related to the transaction. SAP Invoice Management by Open Text is one example of the financial tools available to optimize the financial process. On the flip side when a customer disputes a billing, similar documentation is required to prove the billing is correct. Having access to the non structured emails, delivery tickets and such combined with a rule driven electronic communication results in an a decision based on all the information, not just a best guess at the time.
So, it appears to me that the problem is not We Know Too Much rather we need to utilize the proper tools like SAP, Open Text ECM, social networks, e-books and yes even person to person conversations that enable us to make effective business decisions.
For more information on SAP and Open Text see… http://www.sap.com/community/ebook/2011_SAP_Opentext/en/index.epx

Are E Invoices Always Correct?

2011-09-07T07:56:00.000-07:00

Over the past year, I have noticed a rebirth of the concept that if the information came from a computer it must be correct. One example is an e invoice. The electronic exchange of meta data between trading partners has been around for a long time but most of these routines such as edi also include varying levels of error detection and collaboration. What I have observed is that some embrace e invoicing as a way to eliminate invoice errors. The reality is that merely changing the output format does nothing to change the source of the invoice meta data. There are several business solutions that include routines to "clean up" the meta data before transferring it to an ERP such as SAP but many of the decisions as to how to resolve the incorrect meta data still must come from the receiver of the invoice. Just detecting the problem and sending the invoice back to the vendor often does not eliminate the problem. For SAP clients, SAP Invoice Management by Open Text, allows the corporation to still receive the e invoice seamlessly but then analyzes the meta data for problems and if detected, a notification is immediately routed to the person with both the knowledge and responsibility to correct the meta data. It also provides a critical component where incorrect electronic meta data is analyzed for trends thereby allowing the corporation to address the root cause. Of no surprise...the root cause is often an issue with the origin of the meta data.

One of the first computer terms I learned was GIGO...garbage in garbage out. Changing only the method of invoice delivery often cause more problems than it solves...but...if done in concert with a solution such as SAP Invoice Management...the rewards can be significant!

See SAP EcoHub for more on SAP Invoice Management

Heard at SAP Sapphire

2011-06-08T08:18:00.000-07:00

I recently attended and presented at the annual SAP Sapphire conference in Orlando. I expected to see strong interest in optimization of back office functions but after years of attending this event, I was amazed to see the high level of interest specifically around invoice process optimization. One personal example…I conducted a micro forum related to SAP Invoice Management where we expected 10 -15 people…the final attendance was 60 people.
In discussions with many of the attendees, I found a significant growth interest related to vendor networks such as provided by Crossgate and dynamic discounting (DD). The adoption of DD will drive corporations to invest in solutions such as SAP Invoice Management to ensure they achieve a high rate of straight through processing. DD will also require invoice exception processing to occur in very few days as opposed to weeks.
I also see the increased adoption of vendor networks driving standardization of invoice meta data content and format; not unlike what edi has driven in the past. This will be slow to evolve but I think will eventually happen.
One topic that caught my attention…Shared Service. While not a new topic, I feel a combination of searching for efficiency gains and control combined with merger and acquisitions has created renewed interest in shared services. The major difference this time around is focus is on utilizing technology and out of the box solutions such as SAP Shared Services Framework & SAP Invoice Management as opposed to prior efforts that focused on moving to less expensive labor pools.

Accounts Payable and Social Networks

2011-05-03T13:47:00.000-07:00

I recently attended a presentation related to how Accounts Payable Departments might utilize social networks. This really got my attention since we at OpenText have long considered social networks as a means to enhance sharing of information ranging from individual contributions through departmental actions to corporate messaging. Open Text provides a tool “Pulse” as part of our ECM solution to assist with information sharing.
By using Pulse, organizations can take advantage of a Facebook-like social media environment within their existing Open Text ECM Suite deployments and move informal communications out of email, thus dramatically reducing dependence on inefficient and slow email chains. Additionally, it offers a way for people to collaborate rapidly in real time, while creating a secure knowledge base for new employees and team members. Pulse is a major step toward enabling customers to capture their organizational memory through the archival of formal and informal user conversations.
So…how can those in the business process around Invoice Processing utilize social networks? While I believe the use is unlimited, I will focus on a few examples.
Individual Information Sharing or what would an Accounts Payable Professional want others to know. By using tools like Facebook, Twitter, Pulse, etc an individual can inform others when they will be out of the office or they may want to share recently achieved Professional certifications. They may want to inform a group such as selected suppliers of upcoming requirement changes. Information might be shared with internal clients on payment activities.
Departmental Information Sharing – The department may want to share internal statistics such as on time payments and discounts earned. They can recognize those process participants that helped to achieve new success with invoice processing. The department may want to announce staffing changes such as retirement, promotions or transfers. They may want to create groups for selected participants such as procurement so they can immediately address resolutions being handled with SAP Invoice Management. For me, I am now able to know if one of my colleagues is traveling to the same event that I may be attending. I can also see when colleagues are on vacation…live vicariously through their adventures…makes my work day a little more pleasant.
Corporate Information Sharing – Your shared service center may want to utilize social networks to introduce policy changes to both internal and external clients. As with the Department, they may want to announce staffing changes. They may desire to communicate real time with internal Accounting Departments related to closing activities such as accruals. The use of the OpenText Pulse would be a great tool to increase the visibility of current policies and regulations. I for one monitor real time changes to travel budgets as well as new presentations that others may have saved to the content server. I don’t have to wait and hope I receive an email telling me about new presentations.
Let me know…how are you using social networks to improve your corporate contribution?
For more information on SAP Invoice Management http://ecohub.sdn.sap.com/irj/ecohub/solutions/SAPVIM
For more information on OpenText Pulsehttp://www.opentext.com/2/global/products/products-collaboration/products-opentext-extended-collaboration.htm

Problem Invoice: Post or Return to Supplier

2011-01-26T11:38:00.000-08:00

I was recent ask by a client when they should send a problem invoice back to the supplier or should they continue to process the invoice.

Variables to Consider

There are several variables that should be considered when making the decision. For this discussion the first variable assumption will be that the corporation has implement SAP as their core system of record. You must also consider if the invoice input channel is paper or electronic. If you are digitizing the paper invoice, you should consider if you want to scan and create an image before returning or return before imaging.

Manual Process

If you process invoices manually, returning the invoice may seem like the simple approach but keep in mind you must keep some record (typically a spreadsheet) that the invoice was received and returned. If you have already received the goods and / or services, you must still ensure proper accounting for the liability regardless of the invoice.

Automated Process

If you have optimized your Accounts Payable processing utilizing a solution such as SAP Invoice Management, the decision shifts to a best practice of processing the invoice to the point of problem detection and review of problem. This optimization allows for fast analysis. Often the invoice is correct and the resolution requires changing the transactional data such as goods receipt. In other situations, it is more relevant to possibly short pay the invoice and if required to issue a debit memorandum.

Audit Consideration

Even if the resolution is to return the invoice to the sender, processing to the failure point and then sending the invoice back creates a strong audit trail related to the original source document. This audit is often needed for disputed payments.

Returning the Invoice

One major consideration with most vendor master files is the correspondence information includes only the contact information required to purchase from the vendor. If you are returning the invoice, it is the vendor Accounts Receivable department that requires notification. The usually prompts the question …“do I have to update thousands of vendor masters”? The answer is typically no. You would only update the vendors that you do the majority of business with and / or those you know have historically sent problem invoices. After that, you utilize reporting metrics to observe when a trend evolves and update the vendor master at that time.

One last decision is whether to include the original paper invoice or an imaging of the original invoice when communication with the supplier that you will not be processing the invoice. If electronic or if OCR is used for paper invoices, sufficient invoice meta data can be included in the notification email. If the meta data has not been captured, then it typically would improve the process by attaching a copy of the invoice. Being able to return an image not only reduces cost but also provides effective control for the Accounts Payable processing.

So…to return or not to return…that is the question…and as with most complicated business processes the answer is “it depends on the circumstance”.

See SAP EcoHub for more information on SAP Invoice Management

Electronic Invoicing…A Dog Chasing the Car

2010-11-29T08:30:00.000-08:00

What is Electronic Invoicing? Just a simple search of the internet provides several answers. What is the correct way to write the term…spell it out or abbreviate with big E or little e? Does this relate to outbound invoices or inbound invoices? Is this just EDI? I ask for your comments based on my observation below…when you hear e-invoice…what comes to mind?
For my comments, I will use e-invoice and assume it relates to inbound invoices and I will assume that SAP is the backend solution. Invoices can be received electronically through several methods. EDI has been around for many years and seemed to have reached its peak. Most major trading partners were EDI enabled. EDI also requires a specific internal skill set to maintain. The maturity of EDI provides a proven electronic methodology but somewhat relegated to large corporations. Both large companies and small to mid size receive invoices through direct loads from vendor website and upload of files sent from Vendors. The direct link to Vendors is common with purchasing cards while files uploads are common with utilities. All of these electronic methods have in common the elimination of mail room activity and manual data entry. Another commonality is that all may still contain errors in the invoice meta data. Some consider fax or email attachment as electronic but both of these typically require first capture of the image and from that point they are handled the same as paper invoices.
There is a current trend to consider electronic invoice presentment and payment (EIPP) to be e-invoicing as provided by vendor networks. These networks accumulate invoices (typically those invoices still received by paper) from multiple Vendors and then submit them to the respective multiple clients…a many to many relationship. While these networks continue to be unique to specific providers, it is assumed they will eventually provide the ability to “roam” similar to cell phone networks.
Regardless of how a corporation receives e-invoices, it is how you process the header and line item meta data that creates significant additional value to e-invoicing. Moving from paper to e-invoice does not eliminate the vendor from providing incorrect meta data. It does not remove the labor required to correct invoice meta data, to route for approval or to report on the overall end to end processing. It does not provide the necessary process control or audit trails. SAP not only provides the vendor network capabilities through their Crossgate solution, they also provide SAP Invoice Management which is designed to work with all forms of e-invoice.
So not unlike the dog chasing the car…it is what you do with it when you catch it that makes the story most interesting.

See SAP EcoHub for more information on SAP Invoice Managment

AP and Cash Flow in EU

2010-10-04T13:18:00.000-07:00

AP and Cash Flow in EU
Paying invoices late is a worldwide issue. Many companies attempt to apply late fees but are not successful in collecting them. Obviously this is important since it directly impacts cash management including corporate borrowing. Apparently smaller vendors have often become a lending institution for larger companies resulting in government action in the European Union.
In the EU, they are working to secure a level playing field and clear-cut rules for all players, to the benefit of Europe's many small and medium-sized companies. This deal means that SMEs will no longer be forced to serve as banks for public enterprises or big companies.
They are working on legislation that will in most cases require payment within 30 days. If not paid in 30 days there will be an 8% surcharge along with a fixed fee of 40 Euros. While this applies to the EU it is fair warning for the rest of the world.
In the UK, many corporations have already accepted the challenge by the government to pay within 10 days yet late payment continues.
It is my opinion that to assure timely payments, corporations will have to optimize their Accounts Payable solutions including document archive, OCR and most certainly business rule driven automated processing. Other options while appealing on the surface typically add more than late fees. These options include quick pay without any analysis or at the most spot analysis. For those corporations utilizing SAP as their system of record, the solution is immediately available. SAP provides Document Archiving, OCR and Invoice Management for full Accounts Payable optimization. These solutions when implemented should allow not only for improved accuracy, lower staffing requirements, elimination of duplicate payments and compliance control, they will also ensure payment within the 30 day window…or better yet 10 days as in the UK.

See SAP EcoHub for more information on SAP Invoice Management.

Paper Invoices Can Be Best Practice

2010-09-27T09:36:00.000-07:00

I am often ask by corporations “what is best practice for invoice receipt…paper, vendor networks, EDI, direct uploads, vendor portal ?”…and the answer is YES. Most corporations rely on multiple invoice input channels. That often prompts the reply…”you included paper as best practice…are you sure?”
While electronic communication has long been best practice for almost every aspect of our businesses, invoices continue to be generated primarily as paper. The obvious negatives related to filing and retrieval of paper is compounded by the variability of the paper. This variability includes where the data is located on the invoice such as purchase order number, the quality of the paper, the quality of the printer, handling during transmittal (folding, staples, getting wet), handling after transmittal (tears, coffee cup rings, more staples) and the addition of meta data such as a time stamp showing date received or hand written notes. But on a good note I am sure that ALL your invoices are in one language and one currency? Add to this the simple task of routing the paper with in a business process (isn’t land mail great!) and you have all the necessary ingredients for making a bad process.
It might be ask that how can this be considered a bad process since paper invoices are currently used by most successful corporations.
It is not how you receive invoices but how you work with them. How you capture and use this business content is what takes you down the path of best practice or bad practice. It is the header and line item meta data that is important in the Accounts Payable processing and not the document itself. The paper is obviously just a mechanism to convey the meta data. Best practice requires that you immediately scan and store the image while linking to the accounts payable posting within the accounting system. The content will be electronically extracted from image, tested and corrected to ensure accuracy and completeness and then automatically posted. The invoice is the result of procurement, which is the component of a larger business transaction that required the purchase. It is necessary to also link the structured AP document to additional structured documents such a purchase order and unstructured information such as contained in emails related to the purchase. It is also a requirement that the AP information be addressed by corporate record retention.
Since best practice in Accounts Payable is more about the content and use of the content than the paper itself; receiving paper invoices can still be a best practice! Many corporations have already taken the best practice initiative of moving to an ERP such as SAP. When the invoice receipt is paper based, SAP provides the best practice solution by offering all the necessary components including Document Archive for scan and storage, Invoice Management for OCR and exception processing and ECM to manage invoices as one component of the enterprise picture.
If you handle the content properly most certainly, those paper invoices can become a best practice.

Rule Based Business Process Optimization

2010-07-23T14:31:00.000-07:00

Replacing Human Touch Point…Not the Human Logic
Too often business improvement is just about automation without optimization. When optimizing a business process one must always ask the question “what value does this step add”? When dealing with the every growing meta data processed in an ERP such as SAP, this question becomes most relevant. The transformation from transactional to process flow requires that you take this evaluation and expand it to “what value does this step add and does it require human intervention”. Expansion of the evaluation criteria provides true optimization. As an example, consider the Accounts Payable portion of the procure to pay (P2P) process flow. Typically in a manual process flow there are numerous touch points that require a human touch point to apply logic to evaluate the invoice meta data and make a decision. These touch points include but are not limited to data capture, filing of paper invoices, evaluation of meta data for completeness and accuracy, account assignment and invoice approval. With a fully optimized accounts payable solution such as offered by SAP with SAP Invoice Management, it is possible to build a rule set that captures much of the human logic required to process an invoice and to apply that logic systematically.
Rule Categories Examples
Completeness – Most business processes are based on processing meta data. In AP, the initial meta data is on the invoice. SAP requires that certain information be provided by the supplier. One option is to have a human look at every invoice to see if all the required information is provided. Just one missing data point can result in non value adding time spent researching and collaborating to fill in the blank. Business rules utilize the human logic captured in code to test that every required field provide some meta data. At this point it may be wrong but at least it is there.
Master Data Validation – Once the meta data capture is complete, business rules compare the input against known values in master data to ensure it is valid. One example would be to ensure the purchase order provided on the invoice is within the SAP number range. If not, automatically route to a predetermine role for resolution.
Compliance (Legal Requirements) – Business rules can also ensure that information legally required or required by corporate rules is included. One example is VAT. Business rules can also ensure proper flow of information such as NFE requirements in Brazil.
Country Specific – Most countries have rules to do business in their specific country such as NFE in Brazil mentioned above or GST / PST in Canada. Human logic encapsulated in a business rule never forgets to ensure the information is there for selected countries but does not bother looking when the invoice is from another country.
Best Practice – Business rules can also ensure best practice such as capturing at least 2 approvals for invoices over a stated dollar level threshold.
Most Common / Most Practical – Business rules can also be made flexible so that while typically enforcing process flows such as the 2 approvals required, given selected variables, rules can deviate if it is more common in a specific company to acquire 3 signatures. If due to lack of staff in a remote location one person orders, received and approves purchases, rules can be set to allow one person to handle the process flow in a practical manner.
Reporting on the Rules
When the business process is initially designed for optimal results and automation is applied such as with SAP Invoice Management, it is critical reporting provides process metrics for human analysis. It may be necessary to adjust the follow due to changing business rules. In addition, automation should never be hidden in the “black box”. It is all too easy for those with fraud on their minds to use automation to their advantage if no one is watching the output…so…when you eliminate the human element during the process…do not eliminate the human element in review of the output. Even if you utilize automated trend analysis to spot trouble points, it always requires that human element to decide if variations are random or “randomly on purpose”.
Don’t Rule out Success…Rule in Success!
Not only does the application of business rules enable improved accuracy in the Accounts Payable process flow, it frees up the Accounts Payable Professional to focus more attention on those value adding task such as cash flow management and vendor relationships. The economy has resulted in cyclical employment levels in back office functions like Accounts Payable. Capturing and automating the human logic where possible, prevents the loss of critical process knowledge during economic downturns.
In my various speaking engagements, I often ask how many things typically go wrong when processing an invoice…the answers normally vary between 5 and 15. SAP Invoice Management applies 47 unique business rules and if you consider many are run twice…once for PO invoices and once for Non PO Invoices…the rules are applied 71 times. Checking an invoice with 47 rules rather than 15 yields significant improvement in the completeness and accuracy of financial data while ensuring compliance. In summary, utilize business rules as an integral component of your business process improves initiatives to drive increased success to your efforts.

How To Communicate Without Saying a Word

2010-07-04T09:49:00.000-07:00

How to Communicate Without Saying a Word
This can be a difficult challenge in the world of Accounts Payable when working to post invoices accurately and quickly. Just accurately and quickly alone is a major task but when you add “quietly”…is it really possible?
Think of all the people involved…Accounts Payable Professionals, Approvers, Corporate Procurement, Field Procurement, Receiving, Contract Management, Master Data Management, Tax Professionals…just to name a few. There are a number of Vendors offering solutions to address the accurate and quick...although in many cases you have to decide…do you want it accurate or quick…one or the other but not both. Yet very few address the quietly issue. Why is this important? For invoices that are received and immediately posted without any human intervention due to issues such as problem resolution or approval, communication is not a critical factor. Yet when that 80/20 rule kicks in where 20% of your invoices result in 80% of the problems, the Accounts Payable Professional must reach out and communicate. They need to communicate with the individuals that have both the knowledge and security authorization to resolve / approve invoices as required by best practice separation of duties. As an example, in an ERP such as SAP this communication is often started by running a report such as MRBR to find invoices blocked for payment. Without a solution that includes “quietly” as a building block, the first communication triggers a barrage of activity including but not limited to emails, phone calls, entries into spreadsheets for follow up, follow up calls, making copies of invoices and pulling contracts.
So how do you add “quietly” to the process flow? You must examine the entire process flow from how you receive the invoice, how you capture the meta data at the header and line item level, how you determine if there is a problem and then who must be involved to resolve / approve. Equally important is anticipate what that person requires to complete the task…such as…access to invoice and related document images, history of others that have worked on the process including their comments, transactional data such as purchase order, goods receipt, prior postings to purchase order and options to resolution / approval.
One excellent example of a “quite” solution is provided by SAP with their SAP Invoice Management and optional OCR.
One last thought…quiet extends to reporting also…you need to anticipate the need for information related to the invoice. While invoice payment status is certainly important you must also anticipate others will want to know trends such as invoices paid without problem and if a problem…what type of problem is most common. Yet a truly quiet process goes beyond the expected reporting…the invoice occurred because of a purchase…the purchase occurred due to a larger business process such as a building project and so on. You must anticipate that others must be able to see the invoice as part of the bigger picture. This bigger picture is ECM. You would expect that a large ERP would anticipate this more holistic requirement and SAP has also done that by providing an ECM solution through it partnership with Open Text that takes the invoice and quietly makes it available as part of the ECM big picture. This allows you to see for example all the invoices from one vendor on one project in one virtual view or to see all the invoices related to the project regardless of vendor. No longer is it required to communicate and ask the Accounts Payable Professional to accumulate all the related information and wait for a response…it is already waiting for you to access immediate and quietly.
So…Accurate…Quick…Quiet…yes it is possible!
See SAP EcoHub for More on AP Optimization

You Never Know What You Never Know

2010-05-09T08:00:00.000-07:00

You Never Know What You Never Know
Fact or Fiction
I have heard it said that “you only know what you know and you never know what you never know”. In Corporate Accounts Payable, this is a dangerous scenario. Below is a sampling of not knowing…
How Much?
It was a Friday afternoon, sun shining and birds singing…everyone was happy at a large CPG company. Everyone knew their products because they were constantly advertised. Just after lunch their major advertising vendor called and wanted to know why they had not been paid the $5,000,000 owed to them. The AP Manager reviewed the account with the CFO and they determined they only owed $500,000. They called the vendor back and told them they did not have the invoices. The Vendor explained they mailed them to several different Division VPs. When the CFO contacted the VPs, they found the VPs had the invoices on their desk. They all had reasons for not having sent the invoices to AP.
What they did not know…$4,500,000 in liabilities past due!
Why it mattered…Vendor will not do more business until paid. They want 50% payment up front. Balance Sheet would have been understated.
Give Me My Car
Business was going great for chemical company. They sales people were happy because the company had recently decided to provide nice company cars. As part of the fleet deal, the CEO was also provided a car. The cars were routinely maintained by the leasing vendor. After a scheduled maintenance appointment, the CEO stopped by to pick up the car. The dispatcher checks the computer and then told the CEO…”No. You can’t pick up the car until your company has paid its bill”. The CEO became very familiar with the Accounts Payable Manager.
What they did not know…each month the Fleet Manager had to approve the invoice. The Manager had gone out on long term disability and the person taking their place was not aware of they had to approve. They thought the invoice was just a copy for their file.
Why it mattered…Vendor was also refusing to return several cars in that time period. Several on the sales team were missing appointments. A very large early payment discount was being lost.
The Log Ride
Much like the long line at the popular log ride at the amusement park on a hot summer day, the Accounts Payable Professional at an energy company had a very long backlog. They had recently gone through a merger and their work had grown significantly…without much additional labor. Overtime became routine and temporary personnel had been brought in. It just so happened that one of the employees “retired” during the merger saw an opportunity to commit fraud through false billings. The situation was compounded in that the invoices from the “factious company” were being handled by a temp with a backlog. Only after a post merger audit was the activity uncovered.
What they did not know…significant payments were being made to factious vendors.
Why it mattered…money was lost and never recovered. Showed others how easy to commit fraud.
Only when the Accounts Payable process is under control will these stories move from real life drama to fiction. Implementation of an automated rule driven process optimization will significantly improve Accounts Payable processing. As the stories above would promote…control receipt of invoice along with movement of meta data from invoice to general ledger, strictly control and monitor invoice approval and invest in efficiency gains so that Accounts Payable Professionals have the time to properly analyze the invoices.

See SAP EcoHub for More on AP Optimization

Accounts Payable Shared Service - Round 2

2010-04-05T08:33:00.000-07:00

Accounts Payable Shared Service - Round 2
In past years, the never ending search to increase corporate productivity led down a path to shared services. It quickly became apparent that one quick win was Accounts Payable. In round 1 many corporations equated shared services with moving the same functions to a less expensive labor pool. Obviously direct labor cost was reduced so this was deemed a success and others joined the movement. As the demand grew, basic economics kicked in…the law of supply and demand. The demand grew for skilled workers. In some areas once thought of as the place to move the tasks, the workers now move every few months due to double digit wage increases. The net result is the people processing your invoices are entry level and about the time they are trained; they are off to another company. When you compound this with the issues around time zones, language and scalability; the winner of round one may not be so clear.
As corporations reexamine their shared service concept, they are often finding that moving the transactional functions back within the corporate walls makes more sense. This is especially true when they take advantage of the process optimization and automation provided by ERP such as SAP Invoice Management by Open Text. The new solutions provide the ability remove non value touch points while replacing critical manual touch points with immediate electronic touch points. This is not to say human logic is eliminated, rather it ensures when required, the right person has the right information at the right time. In addition, AP processes now have a single point of contact. Standard process is the rule rather than the exception.
The winner of round 2 is definitely the corporation that utilizes the strength of an ERP combined with process optimization and automation. Best of class invoices are received and posted immediately without human interaction and those invoices that have an issue are resolved and posted in 1 – 3 days. Cash management is optimal, balance sheets are correct and timely and reporting promotes continual process improvement.
What will determine the winner of round 3…mobile AP functionality, dynamic discounting, ERS, standard invoice format, vendor networks, ?

See SAP EcoHub for More on SAP Invoice Management

Standard Invoices

2010-01-28T15:25:00.000-08:00

Why not require all vendors to submit standard invoices? If you are like me, you can immediately start thinking of reasons this will never work but it has already worked for some. For years trading partners using SAP have utilized edi to send invoices in a predetermined format.
With the continual pressure to reduce cost, many corporations are moving to electronic invoicing but paper still constitutes the majority of invoices. To reduce the cost of processing paper invoices many corporations are implementing OCR solutions such as the optional OCR included with SAP Invoice Management by Open Text. Having a standard format for invoices would significantly enhance the OCR process. Even for those entering invoice meta data manually, standard invoice format would significantly reduce the time per invoice.
With a standard format, it would be expected that the vendor logo be located in one section and header information would always be found in the same place. Typical line item details would also always be consistent in format. The standard may need to be of several variations such as one for services and another for goods. The format should also be international so as to include relevant tax information.
Changing is never easy but a onetime investment in the effort could reap continual rewards in efficiency. While it would not be realistic to expect 100% participation, even if a corporation achieved 50% standard format invoices, major improvement would result.
The continuing pressure on profitability may be just the impetus to facilitate moving an old idea into the mainstream.

See SAP EcoHub for More on AP Optimization

AP and Hot Topics for 2010

2010-01-21T07:23:00.000-08:00

The following are four Accounts Payable “hot topics” I see for 2010…
1) Paper is still with us! It appears that the movement to electronic invoices continues but at a slower pace than might have been expected. Paper invoices are still the most common form of invoice receipt. The good news is that Optical Character Recognition has improved and the focus is now on accuracy in reading the line item information accurately matching to the PO line. There appears to be greater cooperation between suppliers and their customers to ensure the necessary information is available on the invoice required for proper matching. The optional OCR for SAP Invoice Management by Open Text is being adopted by many SAP centric AP departments.
2) Whether driven by the economy or the desire to increase value to the corporate stakeholders, many corporations are moving to a shared service center for Accounts Payable. The concept of moving the functions to a cheaper labor pool and calling it shared services has had mixed results. What has been exposed is that locating AP in a remote geographic location can result in communication issues. Problems go unresolved for longer periods of time. To facilitate world class shared service centers, corporations are implementing enterprise solutions such as SAP Invoice Management by Open Text to provide controlled business processing. Not only are these solutions improving the day to day transactional processing they are generating information to internal and external clients that allow for continual business improvement.
3) Fraud is nothing new to corporations but too often the focus has been on reporting that detects the fraudulent activity after it has been committed. The cost of fraud recovery can be staggering. Many corporations pay out 30% - 50% of their gross revenue back out to suppliers through Accounts Payable. The fraudulent actives around AP are well documented but until recently, prevention was dependant on a human catching the attempt. In 2010, corporations are moving to implement business rule driven solutions that test for activities such as billings from suppliers not in their system. In addition these solutions provide the metrics to highlight trends such as a single vendor continually overbilling.
4) Last but certainly not least…Accounts Payable personnel are being recognized for the Professionals they are. Organizations such as International Accounts Payable Professionals (IAPP) are providing focus on the power of an Accounts Payable Professional. As mentioned above, AP is critical in fraud prevention. In addition, the optimization and automation of the day to day processing has allowed AP to focus on cash management improvements, improvement in accuracy of financial statements through accurate liabilities and proper inventory valuation and providing thorough and timely financial information to stakeholders from Operations to the CEO. It is becoming common for corporations to require a professional certification of all Accounts Payable personnel upon realization that Accounts Payable is a key component in a world class business!

See SAP EcoHub for More on AP Optimization

Should AP Departments Consider OCR?

2009-11-27T22:28:00.000-08:00

Over the past few years Optical Character Recognition (OCR) has always been a topic of discussion with AP Departments looking for process improvement. Over the last year it has become a “hot” topic! Every single client I talk with has decided on implementing OCR or is strongly considering implementing OCR.

Why the recent change?

Corporations are looking to not only automate functionality but as I have stated in past blogs, they are very focused on process optimization by elimination of as many touch points as possible. With high volume invoice processing, data entry has always been not only a bottleneck but also a point of input errors that result in rework. To post paper invoices immediately after scan without human intervention is not possible without OCR.

Another contributing factor is the significant improvement in the accuracy of the invoice capture. A few years prior, unless invoices fit a set of specific patterns or templates, departments spent too much time manually adjusting OCR invoices. Some of the early adopters found the successful hit rate at the invoice level so low the resulting value was marginal or less…resulting in some abandoning the use of their OCR solutions. Today, OCR solutions such as the Optional Optical Character Recognition option for SAP Invoice Management utilize advance capture logic that is much more accurate than templates alone.

The resulting accuracy improvement capturing both header and line item invoice meta data and the corresponding reduction in data entry now make OCR a solution very much worthy of consideration.

See SAP EcoHub for More on AP Optimization

AP Fraud Follow Up

2009-10-19T15:16:00.000-07:00

n a prior blog I made a few comments about the growing problem of fraud. I took part in a webinar sponsored by SAP through IAPP a couple of weeks back and I learned a lot from my co presenters. The focus was on AP Fraud and how SAP Invoice Management by Open Text helps eliminate fraud before it happens. I encourage you to check out the webinar on IAPP and download the associated white paper.

One interesting question during the Q&A session was “has the control mandated by SOX reduced the occurrence of fraud”. The answer was … no! A case can be made that economic pressures may be driving individuals to seek ways to cope with personal financial problems. My observation is that many companies have focused on the control of the individual transaction as opposed the process. SOX section 404 talks about “process control” and not transactional control. I feel it is essential to remove as many non valuing adding human touch points as possible not only to streamline the process but to also remove temptation. For those touch points that remain, utilizing a rule based solution such as SAP Invoice Management by Open Text to involve the right person at the right time with the right information provides the opportunity to tighten controls and ensure compliance.

Another importance aspect of the overall process control is to immediately secure the original invoice source document and access the image during controlled processing. It is not only costly to route around the original or copies of the invoice, it also opens the door for manipulation of the document. Paper invoices should be digitized immediately upon controlled receipt. Immediate scanning secures the source document while reducing the cost to copy and distribute the invoice.

See SAP EcoHub for More on AP Optimization

PO Based Invoice are a Best Practice but are they Most Practical

2009-09-12T14:19:00.000-07:00

Many in the P2P world agree that best practice is to create a purchase order before procuring goods and services…but…is that always the most practical?

If purchase orders are a best practice why do so many corporations pay invoices without purchase orders? It is not uncommon for major international corporations utilizing a strong ERP like SAP to have 50% or more non PO invoices. SAP provides an excellent tool set for the creation and approval of purchase orders. All of the benefits you would expect from a world class solution are there for the taking. So why not demand all invoices be PO based?

From a practical view, there is a point of diminishing return where the cost to create, approve and issue a purchase order is more than the cost of the goods being purchased. You may not want to create a PO to purchase a $5 book but at the same time, why would you purchase $5,000 in services without a purchase order?

In some companies, the purchase order is created only after the services have been rendered and the invoice received. The reason often given is that they don’t know the actual hours until the invoice is received. This scenario seems to only capture the budget reporting benefit of purchase orders. It is not considered practical to create the purchase order up front.

While processing 50% non po invoices is uncommon, I have worked with some companies where there is a corporate mandate that only selected invoices will be paid without a purchase. Tax payment, contributions and legal invoices are some that fit within the non po realm. In some companies as few as 5% of invoices are paid without a purchase order.

Is the acceptance of invoices without a purchase order always more practical or just easier? Most of us have “hated” filling out a purchase request at some point in our jobs. If ordering the $5 book without a purchase order is quick and easy, we tend to make larger purchases without a PO also. This can quickly become the norm. As companies tighten their budgets there seems to be a new commitment in P2P world to fully embrace the best practice of utilizing purchase orders. Is your company demanding the use of purchase orders…if not…should they?

For more on Accounts Payable Automation and Optimization see the SAP EcoHub for SAP Invoice Management by Open Text.

2009-08-11T11:33:00.000-07:00

When Is An Invoice Approval NOT an Approval?

Possibly when the approval is ALWAYS “approved”.

As part of the implementation of SAP Invoice Management by Open Text, we conduct a blue print session to ensure all business requirements are met rather than just automating the current process. During the blue print sessions, the subject of non purchase order invoice approval is often an interesting discussion. Companies that have implemented SAP find that utilization of purchase orders and the associated release strategy has required them to implement a rule driven approval process. They often take advantage to simplify the rules at this point.

But for invoices without a purchase order, it is common to have a complex approval matrix that has developed over time. The matrix is often kept in spreadsheets and with manual interpretation by the Accounts Payable department. The matrix design evolves with input from various sources to fulfill various needs...some of which are not approvals at all.

The use of purchase orders helps with managing budgets, conversely purchasing without a PO can lead to unfavorable departmental budget variances. Departments forget what they have spent only to be surprised when cost reports and budgets are reviewed. One very common method to overcome this loss of visibility is to require all non PO invoices to be approved by departmental management. In this scenario, the invoice is almost always approved. The reality is they are not approving the invoice, rather it serves as an early notification of their spend.

A case can be made that these “always approve” approvals should be eliminated from the approval matrix. Should the Accounts Payable process be slowed for these non approvals…assuming without a pressing reason to be timely in approvals they often sit in the queue of the approver for long periods of time.

Obviously, these individuals need to be aware of their spend to effectively manage their departments but I suggest this information be passed in the form of a report and not an approval.

So next time someone request they be added to the approval…ask the simple question…would you ever not approve?

See SAP EcoHub for More on AP Optimization

Accounts Payable and Economic Stimulus

2009-07-14T05:17:00.000-07:00

It is difficult to go a day without seeing or hearing something about stimulating the economy. The basic tenet of the effort is to get more money flowing in the economy.

Most often this is thought of related to spending, i.e. “buying” or “procuring.” Too often, we do not consider the second part of the procure-to-pay (P2P) equation and that is “paying”. It is well documented that in many situations it is advantageous for a company to extend the Days Payable Outstanding (DPO) in order to increase working capital. While in the short run that is completely logical, one must consider the full economic supply chain.

Late payments to one supplier compounds into late payments to downstream suppliers. In order to compensate, the suppliers must raise prices, eliminate discounts or go out of business in many cases. This narrowing of the available selection of suppliers inevitably causes a trend toward higher prices from the remaining suppliers… hence the law of supply and demand.

Fiscal responsibility to the corporate stakeholders goes beyond the current economic crisis. Corporations and Government that realize the importance of their Accounts Payable (AP) departments have invested in the necessary tools to optimize and automate the payment process.

One example where commitment to AP process optimization has been realized can be found in the England. Government officials pledged to pay suppliers within 10 days. While the typical AP issues have prevented this from becoming the norm, it does demonstrate the governments understanding of how AP impacts the economy.

SAP provides the granularity of information required to fully manage complete P2P transactions. Implementation of SAP Invoice Management brings the power of the individual transactions into a tightly controlled process while providing a comprehensive view into the process from invoice receipt whether electronic or paper (via optical character recognition (OCR)) through to exception resolution.

As companies and government order goods and services, it is essential that payment for these goods and services be managed as a process to keep the stimulus flowing, rather than coming to a stop with the first purchase. Financial management must provide immediate and full visibility and control of the AP process to fully participate in the stimulus so that it ultimately provides the benefit we expect.

So…is AP an undeniable significant component of economic stimulus initiatives around the world? I for one say YES!

See SAP EcoHub for More on AP Optimization

Fraud Prevention in the Accounts Payable Process

2009-06-11T12:04:00.000-07:00

The following statement is taken from the 2008 ACFE Report to the Nation…”According to research conducted by the Association of Certified Fraud Examiners (ACFE), U.S. organizations lose an estimated 7 percent of annual revenues to fraud. Based on the projected U.S. Gross Domestic Product for 2008, this percentage indicates a staggering estimate of losses around $994 billion among organizations, despite increased emphasis on anti-fraud controls and recent legislation to combat fraud.”

The study states that approximately 23% of the fraud cases they reviewed were related to invoices with a medium loss of $100,000 per case. Billing (invoice) was the most common type of fraud.

It is interesting that in their findings; the most common way of detecting fraud was receiving a “tip” (46%) where as internal control only accounted for 23%.

One could conclude that as economic times become more difficult, fraud might increase. Even it this were not true the current trend in fraud, cries out for increases in internal controls, especially related to invoicing. It is not enough to assume the Accounts Payable Analyst just know that it is ok to pay an invoice. Automated business rules must provide the continual detection mechanism and automated workflow must ensure the proper personnel are involved in resolution. For invoices without a purchase order with internal control ensures that the proper personnel are involved in approval and their spend limits are automatically verified. Removal of human touch points removes both the temptation for fraud as well as removing the unknowing participation such as approval of an invoice without having the benefit of the invoice image to review.

One would only need to ask the prior employees of corporations driven to bankruptcy through fraud if it is better to have process control that prevents fraud as compared to having someone finally tipping off the authorities after the fraud has occurred.

See SAP EcoHub for More on AP Optimization

AP Multitasking

2009-06-01T06:04:00.000-07:00

One significant advantage of SAP Invoice Management by Open Text automation is that it reduces or eliminates calls from vendors inquiring about when invoices will be paid. In a manual process, the AP Analyst often receives several calls per day while they are entering and posting invoices.

In reading a recent article on multitasking I was reminded that being interrupted during a routine task such as entering and posting invoices results in significant time loss and leads to errors.

The article point out that workplace studies found it can take up to 15 minutes to return to a deep state of concentration after a distraction. It also mentioned that when our working memory is presented with a new problem, within 15 seconds it will become difficult to recall the prior issue. This is not unlike the stories we hear about how using a cell phone is a major distraction from driving our cars.

If you apply this logic to the world of an Accounts Payable Analyst, you can quickly see how receiving one “where is my money” phone call from a vendor can have a dramatic impact on the number of invoices normally processed around the time of the call.

By ensuring the vendors are paid timely and accurately, the distracting phone calls are reduced if not eliminated. Fewer distractions results in more efficient processing of invoices

See SAP EcoHub for more on AP Optimization

Cost of Saving Paper Invoices

2009-04-28T20:43:00.000-07:00

In a typical business scenario without utilization of document archiving, the original paper invoice is filed for safe keeping. The invoice is subject to retrieval several times over its life span. Since almost every corporate policy will not allow the original invoice to leave the safe confines of Accounting, a copy is made when required. One problem is that often the person requesting the copy then files the copy for their direct access. They may be retrieving the copy on behalf of one or more persons and they may also make and store their personal copy. If you ask each person why they are keeping copies they will tell you they want quick access.

Some of the more common request includes:
o Operations – there may be specifications or details on the invoice that they need related to how to handle, use or store what was purchased. It may be for services and they want a record of when and what vendor performed the services.
o Purchasing – if there was a problem with the invoice, they may want a copy so they can write comments and then keep with paper copy of purchase order.
o Cost Accounting – they may need information related to inventory balance, inventory valuation or to support accruals.
o Tax Department – they often retain copies to support sales tax calculations or to aid in disputes on what is taxable.
o Internal Audit Department – they require invoices for numerous audits.
o External Auditors – as with the Internal Audit Department, external auditors require supporting documentation related to specific audits.

It is not uncommon that in addition to the original, one invoice may be stored 5 – 10 times. If the invoice is multiple pages the time and space required for storage increases significantly.

Any of these copies may be accessed several times during its life span.

To summarize…we have the cost of the actual storage space, the cost of reproduction equipment, the labor cost to file and retrieve. This cost is now compounded when you consider the cost of ensuring proper record retention. When the original invoice is destroyed proper retention management must ensure all of these copies are destroyed.

As the economy drives corporations to search for all possible means to improve bottom line profitability, they have found Accounts Payable a significant area for opportunity. One of the many values derived from optimizing and automating Accounts Payable is that digitizing the invoice through scanning and document management removes the need to make copy on copy. All references by all groups will be through the SAP solution linked to the applicable invoice image.

See SAP EcoHub for more on AP Optimization:

Best Practice for Invoice Receipt

2009-04-05T06:51:00.000-07:00

Question: To ensure best practice invoice processing, should we expect to receive EDI, E Invoice Networks or Paper Invoices?
Answer: YES

For most large corporations, a best practice scenario includes the ability to receive invoices from all sources.

EDI is a common form of invoice receipt for major suppliers delivering high number of invoices for selected goods and / or services. While this technology has been in place for several years it is a proven technology.

E Invoicing Networks or Electronic Invoice Presentment and Payment (EIPP) has been around for several years with some success but recent economic downturn has driven a renewed interest in this as a cost reduction effort. The critical success factor of getting suppliers to subscribe to the networks has significantly improved.

Paper still remains as the primary source for invoice receipt. The utilization of OCR to extract the meta data from the paper invoices has shown dramatic increases as corporations strive for straight through processing similar to that provide by EDI. Most large corporations are have either upgrading their imaging solutions or for those that have not implemented image many ore planning on implementing within the next year.

One important consideration, regardless of the source, invoice meta data often contains exceptions. Where practical, images of the invoice should be linked to the SAP invoice process to facilitate best practice resolution.

With SAP Invoice Management, varying source meta data is not an issue. Visibility of the image during processing and linkage to the invoice document is standard.

So…what is the best source of meta data…ALL!

See SAP EcoHub for more on SAP AP Optimization:

Cash is King!

2009-03-27T14:27:00.000-07:00

More than any time in recent history has the statement “cash is king” more certain! Every day we read of corporations that can’t meet payrolls or pay bills. Even the state of California recently informed their vendors they will be paying late. The inability to pay the bills rolls through out the business chain.

Corporations determine the price for their goods and services based on a model that ensures they have sufficient cash to meet payrolls, replenish inventories and grow their business. In order to shorten the conversion to cash cycle they often offer a discount to customers if they pay early, often 10 days or less.

When payments are rendered at the latest date possible, this generates the least flexibility in the vendor business model. Worse yet, if the payment is at the last moment or even later and the early payment discount is still taken, then the vendor cash flow model is jeopardized.

Given the critical importance to generate adequate cash flow, corporations are now looking beyond the traditional avenues of increasing sales or decreasing cost. Many companies are seeing declines in sales and have already initiated labor reductions.

Companies have found improvements in the non labor spend process to be one of if not the most rewarding scenario.

While it is common to focus on labor reductions in the Accounts Payable process through automation, management of payment terms often generates the greatest reward.

Assume the following scenario:
Sales of $5,000,000,000 with 30% of revenue going to pay for non labor goods and services. If the automation is tempered with process optimization, payment within payment terms is now consistent. The corporation is now enabled to negotiate discounts they previously did not request since they knew meeting short payment cycles were impossible. The payment term to request is typically based on cash management principals that ensure the terms are sufficient so they more than offset interest rates incurred for short term financing. Following this scenario, if this corporation can negotiate 2% payment terms for an additional 5% of the $1,500,000,000 spend they can reduce cash paid to vendors by $1,500,000 per year. This goes straight to the bottom line profit as an increase. Assuming a 10% profit margin on sales, this would in turn offset a decline in sales of $15,000,000. When the economy does turn around these significant savings don’t vanish such as savings from labor reductions. With labor reductions, once business improves, rehires eliminate the prior labor reductions.

The above scenario is based on $5B sales revenue. It is an easy reach to estimate that Open Text current clients would elevate this number 100 times generating profit in excess of $150,000,000 just related to capture of payment terms. Add to this additional savings derived from implementation of optimal automated Accounts Payable processing related to capture not of new discounts but capture of 100% of current payment term discounts, the elimination of duplicate payments and the traditional labor savings…cash really does become KING!

See SAP EcoHub for more on SAP AP Optimization:

Does Procurement Care if Invoices are Paid Late?

2009-03-27T14:25:00.000-07:00

Every day it seems some supplier is going out of business. One obvious reason is due to sales decrease. The decrease coupled with customers paying late result in insufficient cash to pay their payrolls and bills. Another way of looking at this is the cash conversion cycle is too long to sustain day to day operations.

If their cash conversion cycle increases due to late payments, they must find other ways to generate cash in the short term. Internal cost reduction efforts may impact the quality of the goods resulting in problem resolutions for the customer Procurement Department. Another method to generate cash is to raise prices. They may also either lower discounts or shorten payment timing. Once again, this presents Procurement with time consuming negotiations.

Late payments can also result in suppliers withholding shipment of critical goods or services. Since most purchase orders are based on delivery dates required by customer business processes, disruptions in these are normally routed to Procurement for resolution. Following this complete story can also be a laborious task with no favorable resolution to the customer.

In a worse case scenario, the supplier is forced to go out of business. Now Procurement must go through the entire sourcing exercise to find a new supplier. The new supplier may be more expensive, may be in a location that increases delivery cost or may not offer any terms. If the customer becomes know for late payment, the new supplier may demand cash up front before delivery or immediately upon delivery. If this was a single source supplier, entire business process can be impacted until Procurement finds an alternative.

Does Procurement care if invoices are paid late…I think so…what are your thoughts?

See SAP EcoHub for more on SAP AP Optimization:

If You Don't Keep Score Then You Are Only Practicing (SAP Invoice Management)

2009-03-27T14:22:00.000-07:00

Keeping score is a fundamental business requirement. What you chose to monitor will often determine your success. One common pitfall is only measuring secondary key process indicators (KPIs) and not measuring primary KPIs. In baseball, is it more beneficial to know how the secondary KPI of times at bat or to know the primary results of the times at bat such as singles, doubles, triples, home runs, foul balls, strike outs and walks.

If you have implemented or you are considering implementation of the SAP Invoice Management by Open Text solution, you should be aware that this solution will dramatically improve the typical secondary KPIs but also the primary KPI of profit.

For example, measurements utilized in invoice to receipt payment process traditionally include (but not limited to) invoices processed per Accounts Payable processor, cost per invoice and invoices paid on time. While these are very important and should be measured, a case can be maid that they only tell part of the story.

One primary measure of corporate success is profit therefore what is the primary driver behind each of the measure mentioned above. The invoices per processor impacts profit by enabling of cost reduction due to labor savings therefore for every labor dollar saved, the profit increases.
Cost per invoice most often is based on the cost of the Accounting Department labor therefore much of the primary improvement would already be reflected by increasing invoices per processor. In addition to the direct labor savings there are other opportunities to improve the primary profit KPI. Implementation of a fully automated solution that includes OCR, e invoicing and workflow will also increase profit by enabling lower cost of invoice.

Measuring the percent of invoices paid on time impacts the primary profit KPI in several forms. The first is to ensure payment term discounts are captured as determined by cash management. Another impact is the ability to negotiate payment terms that were considered unattainable in the past since invoices could not be process in time to meet payment terms. Another consideration is how paying on time reduces the time spent talking with vendors about why they have not been paid. It is not uncommon for a corporation to have one or two persons with the primary responsibility to answer phones and emails from vendors.

Aside from the direct and significant impact on profit, paying late also impacts another very important area of primary interest, the corporate credit rating.

In summary...while it is very important to know how many times the Accounts Payable comes up to bat…it is even more important to know the results of the “at bat”!

See SAP EcoHub for more on SAP AP Optimization:

Welcome to the AP Optimization Blog

2009-03-27T13:12:00.000-07:00

We all have visions of accounts payable as a bunch guys sitting in a back room somewhere with arms bands and green eyeshades pushing paper around. The point being that AP does it thing and what it does has little impact on the rest of the company. It time to let go of that perspective and take a much broader view of the truly strategic that AP plays in a company's success and profitability.

In this blog, I will be examing the evolving role of AP, particularly in the current economy where companies need to pay close attention to cash outflow and to look for ways to boost profits and lower costs. Here you will read my thoughts and perspective on ways companys can streamline AP operations and make AP a strategic asset and even a competitve advantage.

I have been involved with AP operations in various capacities for longer than I care to admit (read my bio for the full picture), but I am still learning new things every day. That a big reason for this blog. I want your comments and input. We're all in this together.