2 Table of Contents 1 Executive summary 2 Four essential steps when automating invoice processing Step 1 - Audit your current process, set the goals for improvement and start the transformation Step 2 - Selection process: Consider only solutions that support the entire P2P process Step 3 - Aim at a fully electronic AP process and understand invoice automation and invoice to order matching Step 4 - Make a plan to shift to electronic supplier collaboration 3 Introducing an e-procurement solution 4 Conclusions
3 1 Executive summary According to a recent survey 1, 59 percent of accounts payable (AP) heads think that the AP function is becoming more strategic and that improved AP performance has a positive impact on profitability. This survey approached 550 heads of AP around the world and it revealed that inefficiencies of the AP process are costly for companies. The late payment fees are a reality and early payment discounts typically cannot be leveraged. The respondents identified human error, whether by AP or the procurement department, as the biggest cause of AP errors, and invoice scanning / data entry as the most time-consuming and error-prone step in invoice processing. There is a clear need for automation of the finance function s AP processes; to bring in real-time visibility and control; and to remove both payment and accounting errors from the business. Electronic invoices play a key role. They not only move faster than paper-mailed invoices but also provide an audit trail all the way from the initial purchase order placed by the procurement department. This drastically cuts down on the time an AP clerk would spend on both internal and supplier inquiries before being able to process the invoice. And with the rapid processing of their invoices, the suppliers are able to give the valuable early-payment discounts that still so often remain out of the reach to companies. Although a streamlined AP process saves both money and time, it can only take a company to the first stage on its journey towards broader purchase-to-pay (P2P) benefits. The next stage would involve both the finance and procurement functions having a direct impact on companies working capital management and cash forecasting. As long as the procurement and AP departments remain in their separate silos, the invoice processing can never be fully automated and the real-time visibility to outstanding AP liabilities will be just a dream. Hundreds of customer projects have shown Basware how crucial a comprehensive P2P approach is when a finance department wishes to automate its invoice processing. It doesn t mean the whole P2P value chain has to be attacked simultaneously but to ignore AP s role in the larger process is to fail to understand the exponential benefits. This ebook introduces the four essential steps an organization will need to consider before automating its invoice processing and also reveals some of the real-life business benefits that a carefully planned AP process transformation has delivered to Basware customers around the world. We hope that this reading will lead to vivid discussions within finance departments and would encourage them to embrace the comprehensive P2P vision when considering automating their AP processes. 1 Lost in Transaction - A Basware Research Report for Accounts Payable A complimentary copy available for download at /transaction
4 2 Four essential steps when automating invoice processing Step 1 Audit your current process, set the goals for improvement and start the transformation Understanding of the current accounts payable process down to the root causes of the bottlenecks is crucial for its improvement and standardization. Whether an organization is considering to centralize the AP function into a shared service center (SSC) or to launch uniform processes across its subsidiaries in different regions, the new process should be described and the goals should be set in the context of the entire purchase-topay (P2P) process. It is essential to realize early on, the AP s dependency on the other players in the bigger picture all of the units doing purchasing within the organization, not only the procurement department but also all of its suppliers and contract agreements. Process centralization and standardization in conjunction with automation is known to bring the maximum process efficiency. However, centralization can be understood in two different ways as centralization of the AP staff or as centralization of the process ownership. The results of a recent study conducted by Forrester Consulting showed clearly that it is the centralization of the AP responsibility that enables the process improvement and not, as often believed, transplanting of lowcost AP clerks into a shared service center in a low-cost country 2. Once the new P2P process has been described and the goals identified and approved within the organization, the AP department should initiate the change from a manual to an electronic process immediately, and not wait for the other units to change their processes first. According to our experience, the AP automation often serves as a catalyst that helps the other P2P stakeholders to carry out their own process transformation. The Table 1 shows how saving only five minutes per invoice during the AP process can improve efficiency on a monthly and yearly basis. The automation of invoice processing with order/invoice matching and an electronic approval process will normally reduce the invoice cycle time by several days. Annual invoice volume Saved time (minutes per invoice) 100,000 Saved time / man days 1111 Saved time / man month 5 52 Saved time / man year 4 Length of the working day Working days per month Average salary of FTE/year Annual savings potential 2 Finance and Procurement Work Together To Achieve AP Invoice Processing Excellence. A Forrester Consulting Thought Leadership Paper Commissioned by Basware Corporation. April ,5 21 $50,000 $200,000 Table 1 Example of time and cost saved by automating the AP process. The estimate is based on a company that is processing invoices per year with a five minute reduction in processing time per invoice.
5 Step 2 Selection process: Consider only solutions that support the entire P2P process In a nutshell, the targeted invoice automation will enable Accounts Payable to: The solution selection process is crucial to the process transformation in many ways. As a key rule, the selected solution should not be limited to the AP process only but should be flexible enough to enable the entire P2P automation in the future including elements such as electronic catalogue and ordering, and invoice exchange with the suppliers. Do not try to re-invent the wheel when purchasing an electronic invoice processing system. Benefit from fast and low cost implementation and from your peers experience from other companies and countries. Standard packaged applications are widely adopted and are usually the best options, as they contain the built-in best practices and the required legislative compliance. In many companies, the ERP systems play a key role whether we are talking about the AP or the broader P2P process. Multiple ERP systems are commonplace Basware has encountered as many as 75 in one company, making it difficult, if not impossible, to get a single consistent view over the P2P process. Therefore, the integration between the ERPs and the new P2P solution is a prerequisite when trying to build visibility and control across the entire organization.* Bring the ERP master data into the invoice automation system, but also consider integrating the other current and future key systems such as the AP system or a possible e-procurement solution. It is essential that the solution does not make the organization dependent on external resources for the process development. The AP costs can be kept down if the solution is flexible enough to allow continuous process improvement. Finally, to save time and effort when setting up the automated solution, a company should ensure that HR is brought into the process and the established approval hierarchy should be followed. Eliminate all manual handling of the routine invoices and automate the recurring and PObased invoices Automate the workflow and coding for the rest of the invoices (except handling) according to defined business rules and approval policies Automate the invoice processing control and benefit from early discounts and avoid late payments Have an extensive invoice processing audit trail and automated built-in controls available at all times for all users to increase the control and avoid fraud Deliver a new kind of visibility for cash management and forecasting as unrecorded liabilities would be realized in real-time
6 Step 3 Aim at a fully electronic AP process and understand invoice automation and invoice to order matching Invoices should be electronic before being received by AP in order to benefit from automated, errorless data cleansing and entry, and straight-through-processing. Invoice automation is thus more than the scan and capture of the invoice data or an electronic processing workflow. True automation enables AP to manage the invoice processing without any manual user intervention. As the enabler of the best data quality, and thus, best automation, e-invoicing plays an increasingly important role. In fact, the recent Forrester study clearly showed that the companies integrating fully automated e-invoicing with e-procurement have the best chances of achieving AP invoice processing excellence. 3 As mentioned previously, a majority of 550 AP heads think that the invoice scanning is the most time-consuming and error-prone step of their AP process. Companies should, in fact, put in place a clear AP strategy aiming at e-invoice processing only and partner-up with solution providers who enable a smooth shift from scanning to automated e-invoicing. For instance, e-invoicing would make it much easier for a single shared service center to support an entire organization globally. The validation of local suppliers invoices which usually requires language skills, could be automated with a multi-currency, multi-company, invoice automation solution. In the event that the invoice matching against a contract or purchase order fails, easy access by the requisitioner or cost center owner ensures a quick action (approval/rejection) by the person who knows the topic best. Improving automation should be one key goal for any drive to get off paper. Automation includes many aspects of the invoice handling process. Arguably, the starting point has to be invoice data entry. In a paper-based company, invoices are manually entered into the system a more modern company uses OCR technology to perform data capture during the scanning process. An even more forward thinking company will have suppliers submit their invoices electronically these come directly into the system and avoid all sorts of costs, inefficiencies and errors associated with scanning. 3 Finance and Procurement Work Together To Achieve AP Invoice Processing Excellence. A Forrester Consulting Thought Leadership Paper Commissioned by Basware Corporation. April Paperless workflow Invoices/FTE FTE Invoice automation Straight-through processing Invoices/FTE Invoices/FTE FTE Paper-based handling 0% Invoices/FTE FTE % % Continuously increasing savings (%)
7 The data quality of e-invoices ensures the highest possible matching rates which translate into significant efficiencies and cost savings per invoice. Once the invoice data is in the system, automation continues with opportunities for automatching invoices to purchase orders and/or contracts. Obviously, something like invoiceto-order matching requires orders to be in a purchasing system somewhere and for those companies who have a high volume of its total invoices relating to purchase orders, the benefits of automation are equally high. The matching process takes an invoice, tries to associate it with an order, and after finding and successfully matching the data on both documents, copies the coding details from the order. Since the order was already approved and the invoice reflects the PO s expectations, the system can automatically approve the invoice to be transferred to the ERP/financial system for payment according to the payment terms contained in the Master Vendor list. That is the ideal scenario, which is called straight-through-processing (STP). Invoices often do not match purchase orders though, and while STP should be your goal, automation can be a dramatic improvement to exception management within the invoice handling process. Exception management is all about discovering the reason the invoice does not reconcile with the purchase order and requires manual handling. Ideally, the system will still copy the coding data from the PO to the invoice and forward the invoice directly to a specific person depending on the reason for the failed match. The matching process typically involves a validation check to ensure the goods have been received before automation sends the invoice to be paid. This is called a three-way match (invoice PO goods receivals). It is equally possible for there to be additional checks such as a quality inspection or check on contract terms. What s more important than setting multiple checks into the system (the more checks and controls the lower the matching rates) is the control and visibility afforded by matching at line level rather than header level. It s worth looking at the difference between the two. The best way to achieve the additional control and visibility afforded by line-level matching is through e-invoicing. The purchase order details within your ordering system will include line level information and e-invoices come directly into the system and can then be matched line-by-line with one or more purchase orders. The data quality of e-invoices ensures the highest possible matching rates which translate into significant efficiencies and cost savings per invoice. E-invoices are cheaper to receive, cheaper to process, and contribute directly to the highest possible matching rates and cost savings.
8 Step 4 Make a plan to shift to electronic supplier collaboration Ordering and invoicing on paper even with an electronic processing system in place gives room for delivery and invoicing errors. One of the greatest benefits of the automated P2P solutions is that it can include the suppliers as part of the process through contract-based electronic catalogs, electronic ordering and electronic invoicing. For Accounts Payable, this would mean complete automation of the invoice processing with a full audit trail all the way from the actual purchase order. Through an automated solution, AP can actually outsource the most time-consuming routine tasks by offering both the suppliers and the company s employees a self-service invoice entry, viewing and reporting. Additionally, the P2P automation often serves as a means for supplier consolidation and for facilitating category management. For instance, one Basware customer had over 1,500 marketing suppliers alone, accounting for 25 percent of total indirect spend. By introducing the P2P automation, the customer ended up saving 20 percent of that cost. The biggest challenge when shifting from paper to e-invoicing is the activation of the suppliers. This requires a common activation plan from AP and the procurement department, the owner of the supplier agreements, and the main contact persons. The actual supplier activation project, i.e. supplier contacting and introducing the e-invoicing solutions available, can be outsourced to a solution provider; however, the supplier prioritization and the activation targets should come from AP based on the processed invoice volumes (i.e. the biggest invoice volumes should come in as electronic first in order to gain the biggest process improvements). In many cases, the suppliers may already be providing e-invoices but through a different service provider than a company s AP is planning to use. Therefore, it is important to select a solution provider who has interoperability agreements with other e-invoicing service providers, and has an open network to all of its own, and its partners, AP customers and suppliers. In addition, the selected solution provider should have a flexible service offering that would enable the suppliers an immediate and cost-efficient shift to e-invoicing according to their current invoicing volumes. It should also be possible to smoothly increase and automate their e-invoicing once the volumes grow. The supplier integration is clearly a mutual benefit for both Accounts Payable and Procurement. Getting suppliers to support your AP strategy and provide electronic invoices immediately eliminates the errors and timeconsuming inquiries during the invoice processing. The electronically generated invoice data, matching the negotiated contract terms, also enables the company s buyers to better take advantage of the possible on-time and early payment discounts and to eliminate the late payment penalties.
9 Getting suppliers to support your AP strategy and provide electronic invoices immediately eliminates the errors and time-consuming inquiries during the invoice processing.
10 3 Introducing an e-procurement solution Accounts Payable s strategic role within the broader P2P process, especially in terms of the desired real-time spend visibility, is often ignored. It is crucial to realize that invoice handling does not exist in a vacuum but is closely linked to the company s procurement process and practices. The efficient spend management, real-time cash flow estimates and supplier base optimization become possible only with a solution that seamlessly links together the Procurement s purchasing and AP s invoice handling processes. It is only when the cost-reduction opportunities are visible to Procurement that they can be considered when negotiating future supplier agreements. Additionally, it is only when the approved purchase orders are visible to Accounts Payable that they can be reported as committed liabilities, and taken into account in cash flow forecasting. E-Procurement is the logical next step in the purchase-to-pay automation process. Basware procurement solutions offer a reliable way to improve spend compliance and make cost savings throughout the procurement cycle from sourcing and contract management to day-today purchasing and supplier connectivity. Visit us at /resources for access to the number one source for guidance on how to best integrate Finance and Procurement. No sacrifice of flexibility: City of Helsinki purchase orders per month. The city can buy anything from tigers to tubas via the catalog-based e-procurement system and has been able to reduce the capital employed by EUR 2,000,000
11 Conclusions With a majority of survey respondents identifying human error as being the biggest cause of AP errors, and invoice scanning / data entry as the most time-consuming and error-prone step in invoice processing, more companies are embracing e-invoicing in order to streamline the AP process. The longterm benefits are too compelling to ignore. Keeping in mind that although a streamlined AP process saves both money and time, it can only take a company to the first stage within a broader purchase-to-pay maturity curve. It is important for a company to review its entire purchase-to-pay process first, then work towards an integrated e-invoicing solution. It is also essential to realize early on, the AP s dependency on the other players in the bigger picture all of the units doing purchasing within the organization, not only the procurement department but also all of its suppliers and contract agreements. In order to have real-time visibility to outstanding AP liabilities and for invoice processing to be fully automated, the procurement and AP departments must work together on important steps such as supplier activation. Gaining suppliers support of the AP strategy and having them provide electronic invoices immediately eliminates the errors and time-consuming inquiries during the invoice processing. In addition, the solution selection process is crucial to the process transformation in many ways. As a key rule, the selected solution should not be limited to the AP process only but should be flexible enough to enable the entire P2P automation in the future including elements such as electronic catalogue and ordering, and invoice exchange with the suppliers. The selected solution provider should have a flexible service offering that would enable the suppliers an immediate and cost-efficient shift to e-invoicing according to their current invoicing volumes. It should also be possible to smoothly increase and automate their e-invoicing once the volumes grow. The transition from a manual P2P process to a fully electronic process need not be a painful and tedious process. Outsourcing the shift to electronic offers considerable benefits - One being that at the end of the project, the company will have a defined customer integration process that provides a basis for a long-term and self-driven e- invoicing strategy.
12 Invoice Automation Successes Invoice automation has actually improved Finnair s competitive position by providing us with greater operational transparency and responsiveness. It enables a more solid connection with line-of business people across the group and strongly influences, and improves, purchasing decisions. Mervi Mäkelä Director Cash Management Finnair The increased visibility and efficiency that invoice automation provides has made it an attractive solution not only for group countries with high labor costs, but also for those where labor costs are low, such as China and Egypt. Pether Jonsson Group Vice President ABB Invoice automation saves significant time and money, enables enhanced tracking and easy auditing, and provides the accuracy, efficiencies, visibility and control we need. We re even using it to monitor suppliers and look for opportunities to consolidate invoices and capture early payment discounts. Daniel Garuti Vice President and Accounting Supervisor Loomis, Sayles & Company, L.P.
13 Basware is the global leader in purchase-to-pay solutions with more than 1,500 customers and 1,000,000 users in over 50 countries around the world. With Basware, organizations can reduce the cost of buying and paying for goods and services, and gain visibility and control of their entire spending process by automating manual processes, from sourcing, contract management, purchasing and supplier collaboration to invoice automation. Basware solutions and services enable substantial cost reductions across businesses and deliver value by providing compliance and control, as well as fast return on investment. The solutions are distributed and implemented, either on site or as a service, in Europe, the US, and Asia-Pacific through an extensive network of Basware offices and business partners.
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