212普华永道--财务管理最佳实践之应付管理 (2)

Controls

Measures



Authorisation rules System access controls User procedures Validation and matching rules
Speed of processing supplier amendments Invoices processed Invoice processing time Number of payments Period end closure time

Single supplier database Staff trained in AP process and have clear roles and responsibilities Payment terms defined and agreed with supplier



Cost per purchase invoice processed £6
Invoice processing time in days 6 days 16 days 49 days
10 percentile
Median
90 percentile

Number of invoices received per month Number of suppliers Number of different terms and conditions Complexity of authorisation process Proportion of invoices automatically matched with PO's Number of supplier queries Proportion of invoices received electronically Proportion of payments made electronically

Optimisation of early payment discounts
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All transactions completed before period closed


Payment runs properly authorised


Segregation of duties between supplier set up, voucher processing and payment processing


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Accounts Payable - Best practice features
Maintain supplier details Process vouchers Process payments Period end processing and reporting
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Accounts Payable - Best practice features
Maintain supplier details Process vouchers Process payments Period end processing and reporting
Process Features
Authorise and set up new suppliers payment details Maintain supplier payment details


Accounts payable process vouchers: invoices, expense claims, credit notes, debit memos and prepayment requests Suppliers required to use PO number on all documents and three way match wherever possible Consolidated periodic invoicing for high frequency suppliers



To maximise processing efficiency To ensure invoices are processed to agreed terms To ensure payments made only when due and payable To ensure liabilities are fully recorded and distributed correctly To achieve effective balance between extending credit and maintaining good relations with suppliers To take full advantage of opportunities to recover VAT
Source: statistics taken from Benchmarking database 21 January 1997
PwC175b(1)
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Accounts Payable - Trends
From

To

Separate AP module Payment by cheque Manual matching Performed by finance department
Information Systems


Interface between Accounts Payable and other related processes Shared employee and supplier details System validation and approval checks
Integrated systems Electronic payment On-line matching Shared Service Centres or outsourced services
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Accounts Payable - Critical Success Factors These are a summary of the key business requirements, which must be met to achieve the objectives.

Automatic matching of invoice to order and goods received note (GRN) Interface with General Ledger, Purchasing, Fixed Assets and Project Accounting Use of workflow software to resolve queries and monitor process
Reconciliation of Accounts Payable activity and reconciliation with General Ledger control account
Management reports run once period is finally closed

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Accounts Payable - Appendix 1 : IDEF Process Flow
The diagram below provides a key to the process diagrams used in this document.
Controls (i.e. Procedures Standards Requirements for rework) Input (i.e. Information Material) Process / activity Output (i.e. Information Material)
System Features
Single supplier database Single employee database

Purchase invoices transacted via EDI with major suppliers wherever possible Electronic validation and approval of invoices
Effective communication and feedback mechanisms in place to handle queries
Establish and maintain good supplier relations Process in place for monitoring the status of invoices and payment schedules AP calendar in place and communicated to staff Authorisation levels and payment terms held on the system Automated workflow to route documents to relevant personnel when problems need to be resolved Forward payment schedule to cashflow management Flexible matching criteria

Accounts Payable Objectives


Supplier relations Creditor control
Processes
Maintaining supplier details Process vouchers Process payments Period end processing and reporting

Electronic payments Default payment terms held on supplier file with manual override at P.O. and invoice Production of forward payment entry schedules to aid cash flow management Interface with General Ledger, Fixed Assets, Project Accounting and Cash Management Facility to suspend payments





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Accounts Payable - Measures/Cost drivers
Number of purchase invoices per FTE per annum 15,000 7,000 3,000 or less £2 £17 10 percentile 90 percentile Median 10 percentile 90 percentile Median Cost drivers
Best Practice Financial Processes: Accounts Payable
2
Accounts Payable - Best Practice Objectives
Organisation People

Centralised processing Outsourcing potential



Integration with General Ledger minimises reconciliation adjustments Transaction processing prevented for closed periods


Audit trail of changes to supplier payment details