全普华永道财务管理最佳实践之应付管理-PPT精选

➢ Segregation of duties between supplier set up, voucher processing and payment processing
Process Features
➢ Accounts payable process vouchers: invoices, expense claims, credit notes, debit memos and prepayment requests
£17 90 percentile
Cost drivers
➢ 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
➢ Supplier relations ➢ Creditor control
Information Systems
➢ Interface between Accounts Payable and other related processes
➢ Shared employee and supplier details
PwC175b(1)
Accounts Payable - Measures/Cost drivers
Number of purchase invoices per FTE per annum
15,000
7,000
3,000 or less
90 percentile
Median
10 percentile
Source: statistics taken from Benchmarking database 21 January 2019
Accounts Payable - Trends
From
➢ Separate AP module ➢ Payment by cheque ➢ Manual matching ➢ Performed by finance department
Invoice processing time in days
6 days
16 days
49 days
10 percentile
Median
90 percentile
PwC175b(1)
5
Cost per purchase invoice processed £6
£2
10 percentile Median
➢ Suppliers required to use PO number on all documents and three way match wherever possible
➢ Optimisation of early payment discounts
➢ Payment runs properly authorised
Period end processing and reporting
➢ Single supplier database
➢ Single employee database
➢ Audit trail of changes to supplier payment details
System Features
➢ Purchase invoices transacted via EDI with major suppliers wherever possible
➢ Electronic validation and approval of invoices
➢ Electronic payments
➢ Default payment terms held on supplier file with manual override at P.O. and invoice
➢ Facility to suspend payments
➢ Integration with General Ledger minimises reconciliation adjustments
➢ Transaction processing prevented for closed periods
➢ System validation and approval checksPwຫໍສະໝຸດ 175b(1)Controls
➢ Authorisation rules ➢ System access controls ➢ User procedures ➢ Validation and matching
rules
Best Practice Financial Processes: Accounts Payable
Accounts Payable - Best Practice Objectives
Organisation
2
People
➢ Centralised processing ➢ Outsourcing potential
➢ Management reports run once period is finally closed
PwC175b(1)
4
Accounts Payable - Best practice features
Maintain supplier details
Process vouchers
Process payments
➢ Automatic matching of invoice to order and goods received note (GRN)
➢ Interface with General Ledger, Purchasing, Fixed Assets and Project Accounting
6
To
➢ Integrated systems ➢ Electronic payment ➢ On-line matching ➢ Shared Service Centres or
outsourced services
PwC175b(1)
7
Accounts Payable - Critical Success Factors These are a summary of the key business requirements, which must be met to achieve the objectives.
resolved ➢ Forward payment schedule to cashflow management ➢ Flexible matching criteria
PwC175b(1)
8
Accounts Payable - Appendix 1 : IDEF Process Flow
The diagram below provides a key to the process diagrams used in this document.
➢ Use of workflow software to resolve queries and monitor process
➢ Production of forward payment entry schedules to aid cash flow management
➢ Interface with General Ledger, Fixed Assets, Project Accounting and Cash Management
➢ Consolidated periodic invoicing for high frequency suppliers
➢ All transactions completed before period closed
➢ Reconciliation of Accounts Payable activity and reconciliation with General Ledger control account
➢ Single supplier database ➢ Staff trained in AP process and have clear roles and responsibilities ➢ Payment terms defined and agreed with supplier ➢ 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