by Amy Weiss | 7/15/2014

I am a diehard New Yorker. Born in Manhattan, spent my childhood in Brooklyn, and most of the rest of my life in Florida – which as we all know is New York South. I’ll philosophize for hours on why New York pizza is superior to Chicago … whatever that stuff is. I have a defined methodology for eating black-and-white cookies. I know a good egg cream from a mediocre egg cream, and I will fight to the death defending the notion that New York City is the greatest city on Earth. When Konica Minolta said they were holding a press event in New York, I may have wept for joy. 

by Ted Ardelean | 7/3/14

This is the second post in a three-part series about attaining high-performance Accounts Payable. To read the first post of the series, please click here.

Previously, we identified some of the most common challenges associated with the first stage of the accounts payable (AP) process: invoice intake. This stage is typically the most time consuming due to the fact that, according to our studies, roughly 60 to 85 percent of invoices arrive in paper or paper-equivalent format and commonly involve distributed receipt — meaning the invoice is first received by a buyer who then forwards it to the AP department.

by Amy Weiss | 7/1/2014

Recently, I had an interesting conversation regarding the mobile employee with a fellow mobile employee. The person with whom I had the conversation spends a good chunk of his time working without access to any kind of a printer, so we compared notes on how working outside of a corporate office changes your printing habits – a bit of an eye-opener for me. I’d never realized just how much of my workflow was dictated by the fact that I don’t have a fleet of corporate-owned laser printers at my disposal.

A drive down to the AIIM 2014 conference proved that information opportunity really does have a chance to win out over information chaos.

by Ted Ardelean | 4/21/14

This is the first post in a three-part series about attaining high-performance Accounts Payable.

Despite the influx of digital technology, Accounts Payable is a function that often plagues companies large and small. First, invoice intake is extremely disparate, entering the company in many paper and digital formats and going to numerous contacts and departments. Further, it is often a manual process requiring processing paper documents, obtaining approvals, correcting errors and reconciling invoice discrepancies. All of this takes time and reduces the bottom line.

Len FischerThis guest blog was contributed by Lennard Fischer | 4/2/14

Technology is at the heart of many business processes and workflows – it’s often a strategic investment or competitive differentiator. Yet the processes by which businesses acquire and manage technology are themselves at risk. 

This guest blog was contributed by Ray Emirzian | 3/11/14
It’s time for a change. AP managers and controllers everywhere are fed up with inefficiency and are howling from rooftops, raising fists full of paper invoices in protest. Well, not exactly. But perhaps at the next team meeting … .

This guest blog was contributed by Ted Ardelean | 3/4/14
As CFOs and other financial decision-makers examine their business performance in 2013 and revise their business plans for 2014, they may want to take a closer look at their accounts payable (AP) function.  Because AP works in tandem with procurement, receiving and business units, improving this department’s function has the ability to affect a company’s entire procure-to-pay process.

This guest blog was contributed by Mahesh Kumar | 2/20/14
Technology procurement processes in most large organizations are, quite simply, dysfunctional. And this fact has serious ramifications for the business. My most recent post here, Procurement Data by the Numbers, talked about problems with the data within technology Purchase Orders. Here, I will discuss the technology purchases that evade the POs altogether – the growing realm of shadow IT.

This guest blog was contributed by Michael Rich | 2/3/14
In my last blog post, I wrote about the need for MPS providers to move beyond print as a way to drive incremental revenue and create a more sustainable business model. Document workflow is a natural extension of MPS, but it is not always an easy step to take. For many MPS providers, the move to document workflow raises a host of additional questions.