I’m in print. At last, it is finished. In July and August 2013 I interviewed a wide range of finance executives to research why they had implemented iPOS for SunSystems and what had motivated their spend control projects. My report is complete and I am in print!
The one thing in common for all the businesses is they use Infor SunSystems as their general ledger and financial accounting system and have implemented iPOS to improve their spend control. For those of you that took part, thank you very much, and heartfelt apologies that I have made you all wait so long to see the results! And be heartened, you are all in good company, your goals and aspirations are the same as others of your ilk. As always, there are a few ahead of the pack in their thinking and vision. And of course a few at the back of the pack working hard to align people, process and systems to reap the benefits you know are in reach now.
The following is the first page of my report. You can download the 2013 Lessons from the iPOS user base report from our resources page.
At a glance – trouble and growth trigger eProcurement
Trouble and growth are the two key business states that compel executives to improve their purchasing function.
Trouble manifests itself differently for the three sets of purchasing stakeholders. For management, it means dirty data, delays in period closing and a lack of procedural control. Trouble for suppliers means experiencing late payment and regularly calling to chase their invoice status. For staff, problems in accounts payable manifest as tedious shortcuts, spreadsheet reconciliations, unforeseen liabilities and chasing paper and approvers around the organisation. A troubled AP function constantly delays and frustrates any chance of a ‘fast close’.
In the trouble-state executives tend not to have a particularly clear or strategic vision. Management wants to tighten the controls on spend and improve auditability of the processes. People addressing the trouble-state are typically fixing the inadequacy of their purchasing processes.
In contrast, growth manifests itself by resource constraint. The current processes are not necessarily flawed but throughput has maxed out; it is not possible to do more with the current people, methods and systems. The issue is scalability. Where growth is the need there appears to be a more considered project underpinned by strategic objectives and a roadmap of improvement. Management initiate growth projects to evolve the practice and improve the performance of the AP function.
Although these business states and problems manifest differently the solution is the same. Both of them trigger the need for an eProcurement system to introduce automation and predictability, accuracy and control. My observation is that projects that started from trouble are becoming more strategic. For many companies the act of addressing the trouble-state has a knock-on effect of triggering broader proactive improvements, and coincidently setting them up for growth.
This is the first page from my recent research white paper called 2013 Lessons from the iPOS user base and you can download the whole document from our resources page here.
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