group1_qm

1

GSC INVOICE PROCESSING

Project Report

IIM TIRUCHIRAPPALLI

GROUP 1

RAJAT RAMESH (1401099)

ANIRUDH K M (1401066)

A AAFTAB MANZOOR (1401062)

HARISHANKAR V C (1401076)

AGILA S (1401063)

GSC Invoice Processing

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Executive summary

In this project, we aim to identify the problems that GSC currently faces and analyze them. The

problems have been categorized to facilitate a more effective analysis. We then provide solutions

to improve the efficiency of the process. The concept we have used is DRIVE (Define, Review,

Identify, Verify and Execute) which is a qualitative tool used in analysis. Inside this broader tool,

various statistical analyses have been applied. All the solutions we have proposed are supported

by facts and figures.

A Note on GSC

Global Services Company (GSC) is an organization with 700 employees that offers financial and

human resources to organizations in the private and public sector within India. One of these

services is the payment of Direct Invoices for its clients. A direct invoice is an invoice without a

corresponding purchase order. The reasons for this could include that an employee simply went

to the shop and had an urgent need to purchase something and raising an invoice, was simply

forgotten. In recent months, there have been a lot of overhead costs.

Rakesh Kumar and his team at GSC are concerned about the ever rising overheads in this

process. The process was highly inefficient and required a lot of optimization. He is in need of

solutions to improvise this process and thus reduce the two most important factors which drive

any process, namely- time and cost.

The main task at hand includes the following:

Figure - 1

Investigate this process

1

Analyse the current issues

2

Provide a set of well-argued proposals for short term and long term

3


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It is important to keep in mind the factors afore mentioned steps in analyzing the process, which

is described as follows:

The Process

GSC receives on average between 15000-25000 paper based invoices per month from its diverse

client base. The graph shown below shows the number of invoices per month across the year

2013.

Figure - 2

The entire process can be summarized using the flow diagram shown below. In the first stage,

the invoices arrive for processing. They are then categorized and sorted accordingly. The

validation of the invoices takes place next to check for any errors. The prioritization takes place

next according to the order of processing required. Next, the invoices are checked if they can

actually comply with the process. Now comes the data entry stage where all the required data is

entered by the employees, manually. Again, the invoices are validated and checked for any

15,254 17,234

19,123

23,012 24,012 24,135

17,012 16,590

18,654 16,856

19,852

22,044

-

5,000

10,000

15,000

20,000

25,000

30,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Incoming # of invoices per month

# of invoices


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errors. Finally, the required payment is done. The invoices are archived for any future references

and maintained as records.

Figure - 3

The problems in the current process

Before trying to suggest improvements or come up with innovative processes, it is important to

understand what exactly the drawbacks of the current process are. Some of the major drawbacks

of the process are (also refer appendix):

In the first step, or the arrival of invoices stage, the information which is required for further

processing is handwritten on the invoices. This makes the entire system highly error prone. Also,

this activity leads to the propagation of the errors in the following steps, which creates a ripple

effect. As far as the categorization and sorting is concerned, the process is manually performed,

which is again time consuming as well as error prone. Such a simple task takes as long as one

whole working day which shows the process in poor light.

Next comes the validation stage. Here too, the error rates are as high as 20% and it takes as

long as five days to come back after validation. In the prioritization stage, there is a lot of

wastage of time by looking up into the SLAs (Service Level Agreements) in excel. To add to

this, the admin officers cannot recall all the SLAs. In the compliance stage, GSC Member

ARRIVAL OF INVOICES

CATEGORIZATION

SORTING VALIDATION

PRIORITIZATION

COMPLIANCE

DATA ENTRY

VALIDATION

PAYMENT ARCHIVING


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clarification takes 1 day and the Postal invoice return takes about 5 days. In the data entry stage,

the main problems include sorting 100 invoices takes 20 minutes and the fact that invoices are

only collected twice a day. The main problems in the payment and archiving stages include the

low frequency in payments and the high burden with data entry.

SWOT Analysis

STRENGTHS WEAKNESSES

GSC is an established company.

Solid customer base.

High invoice processing time.

Redundancy in work among various

departments.

Diminishing reputation in the

market.

Errors in the processing of invoices

OPPORTUNITIES THREATS

Reduction in the invoice processing

time by automation.

Demand for invoice processing is

increasing.

Lots of companies have automated

their invoice processing methods.

Vendors might switch companies

for better prospects, which might

lead to potential losses.

In general, when the SWOT analysis was performed, we found the following factors to be

predominant.

The Proposed Process

As we have seen earlier, the GSC invoice processing process is far too inefficient. So, we

decided to implement a unique technique, which is usually used in many companies during

optimization of their operations. The technique is called D.R.I.V.E, which is actually an

acronym for Define, Review, Identify, Verify and lastly, Execute. During our research, we felt

that this process was the answer to all the problems GSC had, in general.


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D.R.I.V.E Process

Define:This step mainly deals with the scope of the problem and the criteria by which

success will be measured and agree the deliverables and success factors

Review:This step includes the current situation analysis, understanding the background,

identifying and collecting information ,including performance, identifying the problem

areas and finally, proposing improvements

Identify:In this step, the improvements or solutions to the problem are suggested and the

required changes are proposed to enable and sustain the improvements. An important

checkpoint here is to keep the feasibility of the entire process in mind.

Verify:Now, it is also important to check that the improvements would actually bring

about benefits that meet the defined success criteria, prioritize and pilot the

improvements.

Execute:The execute step requires one to plan the implementation of the solutions and

improvements, agree and implement them, plan a review, gather feedback and finally,

review.

Now, we would go on and explain how this process could be implemented in this particular case.

Define

In the define stage, it is important to first know about the areas where the real problems exist.

Hence, we list down where exactly the problem lies in the GSC invoice processing.

Turn-aroundtime Not reliable Incorrectly estimated

Discounts could not be applied

Vendors were paidwrong amount

Vendors were paidlate

Staff turnoverincreased to 15% per annum

Many staff are new and often part-time contractors

Risingcosts in the process

Notsure about Profit

Carbon-friendly Service Provision Submission of detailed reports on the

carbonfootprint of their operations


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In general, GSCs process had too many flaws, which can be substantiated by the following

process flow diagram:

Figure - 4

In the process, there were mainly two sides, namely the supplier and the buyer sides. In the

supplier side, the invoices are first created when the sale is made. Next, the invoice is printed

and then posted.

At the buyer side, the invoice is first received and then processed. The processing stage is

performed by opening the invoice and then entering the required details on to the finance system.

Next, the required suppliers are contacted in case of any discrepancies. If any data is found to be

missing or incorrect, the data is entered on to the system. Next, the invoices are authorised and

submitted for payment. Lastly, the invoices are archived for future references, as mentioned

earlier.

Review

The review step includes the analysis of the current situation, thorough understanding of the

background, identification and collection of information and analysis of the areas that cause

problems.

It also means that when a work is in progress, the need to check and verify the process at regular

intervals. If there is a deviation from the standards, the review process highlights the fact that

immediate, corrective action should be taken.


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For GSC, the data needed were collected and analysis tools like Pareto chart, graphs and fish-

bone diagram (Ishikawa) were used for analysis.

Pareto Chart

A Pareto chart was created with the various processes in GSC representing the causes (plotted in

the X-axis) and the processing time (plotted in the Y-axis).

Figure - 5

It was observed that the processing time taken for the two processes, compliance and forward

invoice, alone took up more than 80% of the total processing time taken. Thus, the two

processes, constituting 20% of the total number of processes, were responsible for more than

80% of the processing time involved.

In the case of compliance, invoices were sometimes sent back to the customers for re-entry or

alteration of data. Postal mail was used for sending the invoices to the customers. Even in the

best-case scenario, the process took one day.

0%

20%

40%

60%

80%

100%

120%

0

10

20

30

40

50

60

Time(mins)

% Cumulative Time

80% Marker


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In the case of forward invoice, the reason behind such a high processing time was the fact that

internal mail boxes were cleared only once a day at 4 PM. This created a lot of delay in

processing the invoices.

Therefore, the efficiency of invoice processing can be increased dramatically by focusing on the

improvement of these two processes.

Employee Salary Structure

The categories forward invoice, categorization, data entry, sorting and validation were plotted in

the X-axis and the products of the salary of a single employee and the number of employees for

each of the categories were plotted in the Y-axis.

Figure - 6

It was observed that a lot of costs, in terms of salary given, were incurred in the sorting and

validation category.

Hence, GSC could cut on its costs by focusing on reducing the costs in the above two categories.

Fish Bone Diagram (Ishikawa)

A fish bone diagram is a causal diagram that shows the causes of a specific event. Vendors were

0

50000

100000

150000

200000

250000

300000

350000

400000

Total salary given to the scale

Total salary given to the scale


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paid wrong, high invoice processing time and higher costs were the three major causes for the

low process quality in GSC.

Figure - 7

Vendors were paid wrong amounts due to two sub-factors. There was a lack of proper training

given to employees. Incorrect entry of invoices also led to vendors being paid wrong amounts.

There were a lot of sub-factors contributing to higher invoice processing time. There was

redundancy in the process of sorting invoices. The same process was done by different

employees at different levels. There were also lots of time-delays between processes. Finally,

manual entry of invoices was very time-consuming.

The resources of GSC were not used efficiently. Higher costs incurred by the company were a

direct consequence of improper resource utilisation.

There were also other significant factors which contributed to low process quality. Discounts

were not applied because the discount period got over before the invoice got processed.


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Incidentally, this was a cause which was a consequence of another cause (high invoice

processing time). Also, in certain cases, vendors were paid late. This hurt the reputation of the

company which resulted in the lowering of the process quality.

Identify

In this step, solutions to the problems faced by GSC are suggested. Short term and long term

solutions are proposed separately.

Short Term Solution

As a short term solution, Lean Process Improvement is suggested. Lean is a continuous process

improvement methodology focused on managing processes, and improving them by compressing

time.

Principles of Lean

The five-step thought process for guiding the implementation of lean techniques is given as

follows

1. Specify value from the standpoint of the end customer by product family.

2. Identify all the steps in the value stream for each product family, eliminating whenever

possible those steps that do not create value.

3. Make the value-creating steps occur in tight sequence so the product will flow smoothly

toward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. As value is specified, value streams are identified, wasted steps are removed, and flow

and pull are introduced, begin the process again and continue it until a state of perfection

is reached in which perfect value is created with no waste.


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Figure - 8

The 8 Wastes of Lean Management

There are 8 types of waste usually associated with Lean Management. Each type is explained and

mapped to the GSC. Solutions are also provided to tackle each kind of waste

1) Over-production Producing too much, or producing too soon.

GSC - Internal mail boxes are cleared only once a day at 4 pm. They can be cleared every hour.

2)Transportation Any nonessential transport is waste

GSC - Sending and receiving incomplete invoices from the client via postal mail; can be sent

viaemail

3) Inventory Any more than the minimum to get the job done

GSC - Internal mail boxes are cleared only once a day at 4 pm. They can be cleared every hour.

4) Waiting Idle time due to the imbalance of work contents in a sequential process

GSC Idle time between departments should be avoided.

5) Processing Over processing, unnecessary steps, signatures, reviews

GSC - Re sorting of invoices by some Data Entry officers should be avoided

6) Rework Correcting any errors or doing completion steps not done before

GSC - Incorrect data entry of invoices should be avoided.

7) Motion Any motion that does not add value e.g. re-entering the same information more than

once

GSC - Admin Officer looks up the excel file for SLA arrangements when he does not know it.

8) Intellect Any failure to fully utilize the time and talents of people

GSC - Two supporting admin staff perform the job of only forwarding the invoices from mail

centre to Admin Officers. They can be utilized in other departments.


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Long term Solution

Transition to e-invoicing from manual processing of invoices

The automation of invoice processing would cover every processing step from invoice arrival to

payment, including capture, information extraction, validation, verification, allocation, resolution

and approval workflow, posting, payment approval, and archiving with minimal staffing.

E Invoicing Capabilities

Digitally signed PDF invoice and EDI invoices

Validation in terms of format and content

Verify authenticity of digital signature

Creation of document set which includes result of verification checks and original SAP

business documents

Transmission of document set to ERP for further processing and archiving

Benefits of E Invoicing

Time savings due to automation

Redeployment of personnel into higher value-adding activities

Reduced error rate

Improved data accuracy

Eliminate late fees and incorrectly paid invoices

Constant visibility of invoice processing status

Verify

This is the 4th stage in the qualitative process, DRIVE. This stage helps in understanding the

feasibility of the process proposed, and the authenticity of the promised benefits. Only after

verifying the process and ensuring a near perfect satisfaction can we go about executing any

proposed process. This can be done by comparison with available modes for execution of the

process in terms of parameters like costs, efficiency and so on. Also to bolster the arguments put


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across in favor of the process, we can make use of the success stories of those companies which

are already using the processes and reaping the benefits from the same.

Comparison of e invoice v/s other modes

Now that we have identified e invoicing as a long - term solution an analysis on how it is

efficient than other modes of invoice processing is imperative on the following parameters.

Cost: Compared to other modes such as paper invoice, scanned paper and emailed image

his incurs a little cost in the beginning in terms of development of the software and the

personnel required to operate the same.

Environmental Impact: e invoice is environmental friendly compared to other modes as

it ensures zero paper wastage.

Data Accuracy: Since its fully equipped software accuracy is ensured every time data is

entered and it can be rectified if any error is incurred.

Processing efficiency: This is the fastest and efficient mode of invoice processing when

compared to other modes.

Before proceeding to the execution stage, the following examples will help to substantiate how

e-invoicing indeed is a feasible idea in comparison to other modes to ensure better invoice

processing.

The Fujitsu Story

The challenge

Fujitsu knew there had to be a faster way to process 100000 paper invoices per year. Their slow

paper based AP process made it impossible to negotiate early pay discounts with suppliers,

costing them valuable dollars in suppliers discounts. Procurement embarked on a process

improvement plan with the aim of creating a faster, more efficient invoice process. Fujitsuss

existing invoice model involved manually keying in data and circulating paper invoices around

for coding and approval. In addition to resulting in slow and late payments, low visibility over

the AP process left Fujitsu struggling to measure staff performance and adequately forecast their

cash flow. We needed better visibility of exactly how much cash we had to spend each month

reflects Tax and Treasury Manager, Mark Horton. The company was determining to gain


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transparency and control of their invoice process, and sought out an AP automation solution that

would transform their AP process.

The Answer

Fujitsu sought a SAP certified in house automation solution that sat seamlessly within their

SAP ERP system. The goal was to deliver payment within 14 days of invoice receipt, enabling

Fujitsu to be eligible for early pay discounts.

Results

The following results were achieved by Fujitsu after the implementation of Fujitsu:

Minimal human interaction: 30 40% is processed automatically without human

interaction. Fujitsus process is: Automatically processed into SAP, looks for 3 way

matching, if it has a PO, it will look for goods receiving and if that matches it will go to

be ready to be paid.

High levels of automation: 60 70% is automatically processed in INVOICES without

human verification, because Fujitsu has good master data in SAP, good invoice

definitions and has optimized their invoice templates.

Improved vendor relationships: Suppliers now trust that they will be paid on time, and the

Fujitsu team doesnt need to spend as much time with people chasing their payments. It is

much more pleasant for employees and external parties alike.

Capita Story

The challenge

The lack of adequate controls for visibility of processes, plus the large volumes of paper

movement and storage the process created was unacceptable. Richard Good, SAP Prgramme

Manager a Capita, explains: It was a major task dealing with inbound invoice management and

approvals, and as a result we had a gained a reputation for late payments. The cost per invoice

processed was also high, at around $8, well above the industry standard.


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The Answer

In order to ensure operational excellence and value to clients, as well as to maintain mutually

beneficial relationships with suppliers, Capita sought to lead by example, and improve its own

Business Process. To achieve this, the companys goal was to establish a UK Shared Services

Centre and offshore AP processing to India; implement a new SAP ERP (Enterprise Resource

Planning) system; and automate its manual purchase to pay (P2P) processes.

Benefits

The following benefits were reaped by Capita after implementation:

To cut the cost of processing a single invoice to just over $2 from $8 per invoice a 70%

cost reduction.

Capita have reduced back office staff from 40 in the UK to 20 in India and are saving $1

million pounds per year.

It helps them process more than 400,000 invoices each year.


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Execute

Now that we have identified Automated Invoice Processing as the solution, lets see how the

method can be involved in GSC. GSC currently handles mainly paper invoices. While

considering a solution for the process improvement, the long term needs of the organization also

needs to be considered. Invoice Process Automation can answer both the current and future

requirements of GSC.

Whether arriving in envelopes, by fax, or as email attachments, and no matter what the invoice

design is, incoming invoices can be routed for approval within minutes, using E - processing.

The software handles the data entry and validation so GSC staff only needs to get involved for

issue resolution. Invoice automation jump-starts the purchase-to-pay cycle. Instead of the

Accounts Payable department dealing with overwhelming amounts of paper or electronic files

arriving from various sources, Accounts Payable deals only with the most important thing: the

information.

The new proposed process has only 3 stages, instead of the multiple stages during the manual

processing. They are:

1. Invoice Capture

2. Validation

3. Resolution Workflow

Lets now examine these stages in detail:


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Invoice capture

Figure - 9

Paper invoices are scanned and digitized.

E-invoices (XML, PDF, and EDI) are immediately ready for interpretation, since they are

already in electronic format.

Invoice capture technology reads and interprets all invoice files, regardless of format.


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Data Acquisition from Invoices

Figure - 10

This is a snapshot of how data required is acquired automatically from the scanned paper

invoice / PDF invoice into the invoice processing software. It can be seen that all the relevant

information required for further processing are interpreted by the software and put into their

respective fields.


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Validation

Captured invoice information, including barcodes, stamps, and other supplier-specific

data, is categorized.

The categorized information is validated against available purchase order, goods receipt,

and master data.

Automated checking of sums, supplier data, dates, tax amounts, and more.

Resolution workflow

Figure - 11

Discrepancies and missing information are flagged for user verification.

Exceptions are routed to a workflow for resolution


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Validated invoices continue in the processing workflow.

Images of all invoices and their processing status are readily available throughout

the entire process.

How Accounts Invoice Process Automation helps

Manual keying is eliminated, reducing administrative costs and error rates any incoming invoice

will be automatically captured and sorted by buyer, supplier, country, and invoice type. Relevant

information is extracted, all the way down to the line-item level. Thus, data entry will be faster,

less expensive and more accurate. The automatic matching of invoice data really speeds up the

process and eliminates duplicate payments. Automated matching and posting will be handled in

GSCs ERP system after the invoices are verified, all accounting tasks are a mere click away.

Automatic matching against purchase orders and master data speeds up the process and

eliminates duplicate payments. If there is a complete match between the invoice and a purchase

order, the invoice can be automatically posted for payment. Exceptions and general expense

invoices are routed to a workflow. The organizationsERP system is enhanced by the addition of

a comprehensive, very flexible workflow for manual correction, approval and posting.


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Figure - 12

A complete audit trail keeps track of what has happened to the invoices at every step of the

process, (who did what and when, and any steps pending. Incidentally, the clear overview will

also support improved cost control. Timely and accurate information is always readily available.

Reports and scorecards show costs and times for processing invoices, volume of transactions,

supplier performance and important information. Quick and easy access to financial and

administrative metrics will enable management to make decisions based on the latest

information. This ensures financial integrity, and reduces the risk of invoices getting lost.


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The Accepted Benefits of Invoice Process Automation

Figure - 13

Source: Benefits of Approval Workflow, Paystream Advisors, Inc., 2012

Invoice & Workflow Automation Adoption

Time and Cost Savings

Quicker approval of invoices is routinely cited by companies as the top benefit of automated

workflow, followed by cost. In fact, the impact of data capture and workflow on the efficiencies

of invoice processing can improve processing times as much as 81 percent and decrease costs by

92 percent8. The Accounts Payable Network recently released a benchmark study that also

reveals the general trend over time toward greater efficiencies accredited to automation

technology.

AP automation also drives other time and cost related savings by:


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Increasing full-time equivalent (FTE) efficiency

Capturing early payment discounts

Facilitating dynamic payment terms

Increased Accuracy

Data capture automation eliminates manual keying from the AP process and in doing so,

significantly decreases errors associated with human touch points. A Fortune 500 oil distributor

in the United States, for example, reduced its error rate to .043 percent (virtually non-existent)

after it deployed data capture and automated workflow in AP. Of the companies that have

adopted automation technology.9

58 percent report fewer lost or missing invoices

30 percent report fewer duplicate invoices

In addition, businesses are increasingly aware that automated invoice processing also supports

higher-level business strategies. By generating better quality data, GSC will be able to more

accurately monitor and respond to the full array of activities related to financial accounting and

reporting.

Visibility and Control

In an automated environment for invoice receipt, invoices are immediately scanned or

automatically uploaded into the data capture solution. In complete contrast to a decentralized,

manual process where an invoice can sit on someones desk indefinitely without enterprise-level

knowledge of it, automation provides complete and instant visibility to employees at the front

end of the process. This increased visibility has proven to drive accountability, accuracy and

greater control throughout the Invoice automation process.

Stronger relationships with partners

By bringing GSCs clients on board quickly and cost-effectively and accelerating the exchange

of accurate, trusted information in the formats they require, GSC can improve ties with its

clients.


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Conclusion

GSC has a highly outdated system when it comes to invoice processing. Highly relying on

humans working on the system, the latter has become slow and less productive. Its processing

time and costs incurred are very high which adds to the slow delivery of the invoices. The

suggested solution by the group is to automate the process and go for a lean approach in terms of

cutting down waste with respect to size as well as costs incurred. The solution has been

substantiated by taking cues from those companies which have already moved on to automation

and are successfully processing the invoices in a much faster way. The execution part is

relatively simple counting aside the initial time and costs incurred. So on a concluding note,

when technology is setting milestones almost on a daily basis, it makes complete sense for GSC

to leave behind the outdated human operated system and move to the much faster and efficient

automation system.


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Appendix

Table to show the inefficiency of GSC

Department Salary scale # of employees Process Time required

Mail Centre S3 5 Open mail and categorize 0.5 min / invoice

NA S1 2 Forward invoices to AO 1 day

Admin Department S5 4 Sort invoices per client/per vendor

Attach invoice entry form (IEF)

Manually enter vendor name / client name /

date of arrival at GSC on IEF

Check completeness of invoice and marks

whether inovice complete or no

Incomplete invoices get returned to clien

(about 20%)

Capture SLA agreement details:

1. Knows SLA 2.0 min / invoice

2. Doesnt know SLA 5.0 min / invoice

Marks red stamp on IEF for priority invoices Approximately 10% of invoices are priority

Invoices checked for compliance; if invoice is

non-compliant - sent to: 0.5 min / invoice Approximately 10% of invoices are non-compliant

1. Experienced GSC staff for clarification 1 day

2. Call client directly for req. info. 2.0 min / invoice

3. Returned to client Takes 5 days and process restarts

Data Entry Department S4 6

Collect invoices from AO and check for urgent

invoices

Enter data from invoices in system:

Look up vendor in SAP

1. If vendor present 0.5 min / invoice 95% cases

2. If vendor not present - request for new

vendor master 1.0 min / invoice 5% cases

Sorting invoices 0.2 min / invoice

Data entry 1.0 min / invoice

Master Data Entry Department 1 Receives master creation requests

Urgent cases processed in 1 day

Other cases processed in 5 days

Validation department S6 4 Sorts invoices and prints reports 0.6 min / invoice

Compares details of report to actual invoices if

error found form sent back for data entry 2.0 min / invoice Erroneous invoices returned at end of day

Change status of invoice to validated in SAP 1.0 min / invoice

Payment Department S6 3 Automated process

Employees prepare reports 2.0 min / invoice

1. report sent to clients for success payments

2. GSC accounts deparment

Registry S4 1 Archive paid invoices 5 min / invoice

1.0 min / invoice


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Bibliography

1. http://www.bexcellence.org/-the-use-of-the-acronymn-drive-as-a-quality-managment-

toll.html

2. http://www.adp.com/p2p/pdf/White_Papers/Aberdeen_IRW_Report.pdf

3. http://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html

4. http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html

5. http://www.c4mbd.com/Documents/The_8_Wastes_of_Lean_Management_Aid_Memoir

_A4.pdf

6. http://www.readsoft.com/docs/default-source/reference-library/fujitsu-makes-significant-

savings-by-reducing-invoice-processing-time_RC08

7. http://www.readsoft.com/docs/default-source/reference-library/capita-cuts-over-70-off-

the-cost-of-processing-an-invoice_RC08

8. Pezza, Scott. Invoicing and Workflow: Integrating Process Automation to Enhance

Operational Performance. Boston: Aberdeen Group, Inc. May 2011.

9. Schmidt, David. Automation Solutions for SAP: Solutions for Touchless Accounts

Payable. Charlotte: PayStream Advisors, Inc., Q2 2012.

group1_qm

Documents

process gsc

current process

entire process

number of invoices

payment of direct invoices

order of processing

required data

required payment