A lockbox is a bank-operated address to which a company’s customers can send their payments. The primary benefit of lockbox services is increasing speed and efficiency in the accounts receivable process. The bank opens the incoming mail, deposits all received funds into the company's account, and scans the payments and any remittance information. Lockbox accounts reduce the effects of processing float and the overall cost of cash processing, which are major risks associated with cash collections. In combination with electronic transfers of account information or outsourced receivables matching, electronic payments and lockboxes will greatly reduce the level of effort required to register payments in customer accounts. Automated cash mobilization (ACM) also helps reduce the effects of processing float.
One of our leading practices to consider for your accounts payable process is to develop strategic business alliances with suppliers and involve them in developing better ways to process accounts payable.
Is The Treasury Function Ensuring Superior Financial Services for Your Company?
The treasury function at a company bears responsibility for managing financial transactions, safeguarding deposits, earning a return on reserves and obtaining credit. At a minimum, the staff of the treasury function selects and supervises providers of financial services, such as bankers and lenders, who will produce superior results at a fair price. In companies that apply leading practices, the treasury function staff develops relationships with bankers and lenders who provide more than simple banker-to-customer services: the relationships progress into collaborative business partnerships where the bankers help the company manage financial risk and develop the resources worldwide to meet its strategic financial objectives.
Key Performance Measures Improving the Process
An effective business process is built on a set of well-defined and clearly-stated business objectives. These key objectives articulate the ideal performance results that the company expects from that process. To monitor a business process so that it stays focused on reaching the key objectives, the company chooses appropriate performance measures. In fact, careful selection of the performance measures takes a company a long way toward improving a business process. Thus, to build and then continually improve an effective business process, a company establishes:
What Is Channel Effectiveness Risk?
Channel effectiveness risk is the risk that poorly performing or positioned supply chains or distribution channels may threaten a firm's capacity to effectively and efficiently interact with suppliers and inhibits the ability to access current and potential customers and end users.
In recent blog posts, we’ve discussed KPIs for various processes and even gave a concise description of what they are (see Guide to Managing Mergers and Acquisitions KPIs). In this post, we’ll be looking at KPIs again and this time it’s for Accounts Receivable (AR), Credit and Collections and we have a great document on KnowledgeLeader that goes more in-depth.
Few things can be as fraught with stress and complication for top executives and business owners as evaluating mergers and acquisitions. Some mergers are consummated to capitalize on new geographic or demographic markets, expand product offerings, facilitate the acquisition of key employees, boost productivity, reduce competition by absorbing a rival company, or even more long term strategies. Whatever the reason, the process and outcome must be measured to determine if it was successful in meeting business objectives.
Budgeting is a systematic process for:
- Expressing future plans in formal quantitative terms
- Allocating resources to achieve strategic goals
- Monitoring progress toward goals
- Controlling spending
- Predicting cash flow and profits
- Serving as a vehicle for communicating plans in an orderly manner throughout the organization
Most organizations are struggling with a disconnect between financial planning and the planning that goes on in operations/production, which leads to challenges in execution of strategy and errors in planning. This makes it difficult for businesses in general (and CFOs in particular) to deliver predictable results. The goal of integrated business planning (IBP) is to connect these disjointed teams, currently planning in their own silos with limited regard for the business realities of the other teams.
Most organizations continue to invest a significant number of hours every month in a particular set of activities related to calculating, manipulating and validating critical financial reporting data using spreadsheets. Organizations should be asking whether this level of effort represents incremental value to the financial reporting process and whether this actually does needs to be done in spreadsheets.
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