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.
This 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.
This guest blog was contributed by Ken Neal | 12/9/13
The opportunity for companies to transform their accounts payable function into a best-in-class finance operation is greater than ever, given today’s technology and services for streamlining and automating workflows.
This guest blog was contributed by Tawnya Stone | 12/3/13
When top applicants are competing for an open job, companies look for qualities and strengths that make a particular candidate stand out, something special that person can bring to the company. The same applies to MPS providers and their customers.
by Jim Lyons
Attending October’s DEMO Fall 2013 conference in Silicon Valley left me with a great number of impressions and inspirations. But none surprised me more than the outright vote of confidence regarding the positive role paper/hard copy plays that was voiced by one of the high-tech executives onstage. When it comes to business and personal productivity categories, one of the mobile apps world’s most prominent companies is Evernote, and its CEO, Phil Libin, let the audience know that the digital and hard-copy worlds belong together.
by Raegen Pietrucha
Most discussions about workflow center around the content that’s being generated and how it can best be handled as it funnels through the various processes a company conducts in order to get business done. In other words, the motion of the flow tends to be the focus.