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How to Improve Your Cash-Flow: Part 2

In the first part of this blog we talked about the main components of good cash-flow management.

The components were: forecasting your cash-flow, evaluating terms with your trading partners and having a good system to enforce payment discipline from your customers. They are essential to improving your cash-flow and making your balance sheet healthier.

 

Here are three best practices that help you achieve a stronger balance sheet:Cash flow

1. Full Visibility

In order to have full visibility you must be able to see if your invoices have been sent, received, read, queried and resolved. A real-time tracking system allows you to trace all invoices from the moment they’re sent up to the time that payment is received. This means that you can deal with any invoice issues or queries as they arise and speed up the dispute resolution process. Continue Reading…


Posted on February 28, 2013 in Cash Flow Management, Celtrino Express, eBilling by
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Deloitte CFO Survey 2013: UK Outlook

In the Deloitte 2012 CFO survey the main worry highlighted was the break-up of the single Euro-zone currency with disastrous consequences for all; that fear has now subsided somewhat and as a result predictions for 2013 are more optimistic. This is according to the 2013 Deloitte CFO survey, which questioned 112 CFOs of leading UK companies.

Deloitte CFO Survey 2013 graph representing corporate priorities in 2013

Source: Deloitte

Continue Reading…


Posted on February 14, 2013 in Cash Flow Management, CFO, Report, Survey by
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How to Improve Your Cash-Flow: Part 1

Cash-flow problems are the number one reason why businesses fail; so it is vital that companies prioritise their cash-flow management. In this blog we examine the main components of a healthy cash flow management system.

Cash flowThe main issue with cash-flow is that every company is trying to do the same thing and not everyone can succeed.  Companies try and get their receivables in as fast as possible while also delaying their payables in order to keep as much cash on their books.  Somebody loses out in the end and it’s usually the company that has not prioritised cash-flow management.

So what are the main components of a healthy cash-flow management system?

 

Continue Reading…


Posted on February 12, 2013 in Cash Flow Management, Celtrino Express, eBilling by
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Dynamic Discounting / Invoice We Trust

Dynamic Discounting - Invoice We Trust

Regardless of how “good” a business may be, ultimately its fate rests on a solid cash flow. In order to continue trading, every company needs money to come in so that they can purchase raw materials, which can be processed and converted into saleable goods and in turn create more cash.

As harsh economic conditions continue to bite, businesses are delaying payment to their suppliers to moderate their own cash flow, but in doing so jeopardise the viability of the other members of their supply chain. So how does a business encourage its customers to pay on time, or better yet, early?

Continue Reading…


Posted on September 5, 2012 in Accounts Payable, Cash Flow Management, Celtrino Platform, Smart Admin, Supply Chain by
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The Impact of Celtrino Express on Cash Flow

For a successful business, a healthy cash flow is essential. Delayed payments can prove catastrophic, so anything which can be done to prevent late payments becomes a business priority. Here are a few potential payment protractors and how Celtrino Express can help negate them:

Processing issues

Celtrino Express and Cash Flow

Every paper invoice your business sends out needs to be entered manually into your customer’s accounts system. Unfortunately, any process which requires manual intervention introduces the chance for human error to creep in. A typing error can quickly become a payment dispute, which then delays payment. Delayed payments often create cashflow problems which then have a much larger impact on your business.

Continue Reading…


Posted on June 6, 2012 in Cash Flow Management, Celtrino Express, e-Invoicing, eBilling, Electronic Billing by
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5 Ways to Reduce Administration Costs

Despite the turn of the year, 2012 looks set to be another year of austerity and cost reductions. Several well known names from the UK high street have set the tone by reporting less than impressive Q4 results and some are even entering administration.

Here are five suggested ways to reduce operational costs through increased backroom efficiencies.

Administration costs, Smart Admin, e-Invoicing

  1. Adopt e-Invoicing
    By converting to digital invoicing, a business can make immediate savings on staffing, stationary, postage. Factor in slightly less tangible factors such as time and the argument for e-Invoicing is hard to ignore when investing to make greater savings.
  2. Create dynamic pricing and discounting structures
    Offering customers discounts for settling payments early may reduce profits, but a healthy cash flow and balance book is preferable to a sheaf of outstanding invoices. A scale of sliding charges and fees can require intensive intervention to oversee however, so companies introducing such a system should look at implementing our third recommendation simultaneously.
  3. Automate your workflow
    To combat costly human error, introducing automation can speed each step of the payment process by removing the need for manual intervention. The less manual processing that is required, the smaller the margin for error and the less workforce required for accounts payable.
  4. Centralise
    Bring your financial operations into one department. Managing finances across different departments is time consuming, and if time is money, delays in financial processing cost your business. Cut the delays by bringing financial control into a single centralised location and you will recognise associated cost savings.
  5. Digitise your paper
    Your clients may not have an electronic invoicing and payments systems and so they will continue to return physical paperwork. As a result you will need to find a way of capturing this information and getting it into your own accounts system.

Using an electronic invoicing platform like Celtrino’s Smart Admin can help achieve each of these goals and thereby slash costs as a result. Interested? Get in touch to find out more!


Posted on February 22, 2012 in Accounts Payable, Business Process Automation, Cash Flow Management, e-Invoicing by
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Electronic Invoicing – You Have to Go the Whole Hog

Electronic Invoicing – You Have to Go the Whole Hog he flexible nature of electronic invoicing allows for a phased approach, moving a tranche of accounts at a time and creating a hybrid system of physical and electronic accounts paperwork. For the small to medium business, such a system is workable but for the larger enterprise completely impossible.

For any business running physical and electronic invoicing systems in tandem, the overhead of managing such a workflow places a huge additional burden on accounts staff and thereby reduces many of the cost benefits associated with e-Invoicing. The greatest single motivator for migration to electronic invoicing tends to be the promised financial savings of the medium; if these savings are being reduced because of inefficiencies, your business loses out.

Electronic invoicing also provides a way to centralise accounts records, drawing information which would normally be held on a departmental basis into a single repository. Cash flow information can finally be retrieved immediately easing business decisions and allowing for a more agile trading model.

So although the hybrid system may work for a while, the overall goal must be a total switch to electronic invoicing. This goal may be easier to achieve in some industries than others, but with careful planning and by securing the agreement of suppliers and customers, any business can eventually manage total migration.

Unfortunately there will always be a level of resistance to change from certain key suppliers, much of which is caused by ignorance of e-Invoicing and the fact that suppliers also stand to reap benefits from electronic invoicing. Successful supplier on-boarding should therefore be a consideration when choosing a platform for electronic invoicing; if the supplier of your invoicing system can assist, so much the better.

Fortunately Celtrino are masters of outsourcing electronic invoicing services and uniting supply chains for the mutual benefit of all involved. If you need help going the whole hog with your e-Invoicing roll-out, please get in touch – we’re happy to help!


Posted on February 15, 2012 in Cash Flow Management, e-Invoicing, EIPP, Supply Chain Management by
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Deloitte CFO Survey: Cash and Costs and Improving Supply Chain Management Efficiency In 2012

A question that keeps popping up here at Celtrino is what’s going on in the minds of the CFO community and in particular, if CFOs are aware of the cost and cash flow benefits of improving their supply chain management efficiency.

Deloitte’s have just published their CFO Survey which is a quarterly survey of Chief Financial Officers and Group Finance Directors of major UK companies. Now in its 5th year, the survey provides another insight into the thinking of the CFO’s and their intended spend patterns in 2012.

The report returned seven key findings:

  1. The biggest concern for UK CFOs in 2012 is the risk of a break-up of the euro. CFOs attach a 37% probability to one or more members of the Single Currency leaving the euro in 2012.
  2. CFOs are pricing in a UK recession and expect the economy to remain weak for a prolonged period.
  3. 87% of CFOs believe this is a bad time to be taking additional risk onto their balance sheet.
  4. The profits cycle is turning. 70% of CFOs expect corporate margins to decline in 2012.
  5. The major priorities for large corporates in 2012 are reducing costs and increasing cash flow.
  6. Financial stress is affecting the supply of credit to large corporates. Credit availability has deteriorated at the fastest rate since the credit crunch in September 2008.
  7. Despite the risks, CFOs see opportunities to expand market share and acquire assets at discounted valuations.

    Deloitte CFO Survey

    Source: Deloitte

According to the report, “Despite the uncertainties 48% of CFOs think troubled times create new opportunities. One-third see opportunities to acquire undervalued assets; 30% think weaker competition provides a chance to expand market share; 19% believe that a difficult economy gives them a chance to implement overdue changes to their businesses. And some foresee new sources of demand. 12% of CFOs plan to develop new offerings to meet needs created by a difficult macro environment.”

Close on 20% of CFOs envisage the conditions to be favourable to affect transformative change to business processes that are either out-of-date or simply inefficient.  As the supply chain is now such a critical component of a company’s performance and very survival it makes perfect sense for CFOs to examine ways to improve the effectiveness and efficiency of how to manage B2B trading activities.

For those 87% of CFOs that believe this is a bad time to be taking additional risk onto their balance sheet, they should consider improving supply chain management efficiency as it is relatively risk free.

A key note about transforming inefficient supply chains is that it both reduces costs and improves cash flow. That’s a powerful addendum to the Deloitte survey for every CFO to take note of.


Posted on January 4, 2012 in Cash Flow Management, CFO, Supply Chain, Supply Chain Management by
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Electronic Ledger Alignment and Cash Flow Management – via Cloud Computing

The below describes an original, cost effective way to improve your organisation’s cash flow by implementing electronic general ledger accounting software in the cloud.

As always, if you have any questions, feel free to drop us an comment, tweet or e-mail and we’ll be sure to get back to you.

 


Posted on December 8, 2011 in Cash Flow Management, Celtrino Platform, Cloud Computing, Electronic Ledger Alignment, Supply Chain Management by
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Key People in the Supply Chain

The strength of any supply chain is the people involved. There are people on the assembly making goods, other people deliver those goods to customers, and yet more people complete the required administration at each part of the process. By their very presence it is obvious that everyone in the supply chain is vital. However as with any chain, the supply chain is only as strong as weakest link. In the supply chain the weakest link is almost invariably the people.

Often, breaks in the supply chain are accidental or caused by a lack of personal ownership, as with the ‘Dockets in Pockets’ syndrome. Employees regard their responsibilities in isolation, failing to recognise that their casual negligence can have much wider implications for the business as a whole.Chain

Other times supply chains grind to a halt because a key staff member is away on annual leave and the employees operating in their absence lack the required skills or training to complete the job accurately. Tasks are then either left undone or done incorrectly, increasing the time and effort required to rectify the situation. Delays in the supply chain cause delays in payment, reducing cash flow and negatively affecting future transactions.

Occasionally issues can be caused by a disgruntled employee using their knowledge to maliciously damage the chain and their employer’s business. Feeding deliberate misinformation, or obstructing certain key transactions and interactions can have a major impact on a company and the other businesses in their supply chain.

So although everyone is key to the supply chain, they also have the potential to introduce significant problems into the process too. The solution is to automate as many of these links as possible, reducing the chances of introducing operator error into the chain and keeping each transaction moving as smoothly as possible. Using the principles of Business Process Outsourcing and Supply Chain Management, many of these potential people-related problems can be avoided, increasing efficiencies, reducing costs and allowing employees to focus on doing their jobs, rather than on administration.

And although costs savings can be made within a single business, the benefits can be shared up and down the supply chain by implementing a suitable hosted system which can be accessed by them all. Celtrino’s Smart Admin platform provides an interface for businesses at every point in the supply chain through which they can automate many of their transactions.

People will always be key to the supply chain, but there is no harm in investing to reduce manual administration and human error.

 


Posted on November 23, 2011 in BPO, Business Process Outsourcing, Cash Flow Management, Smart Admin, Supply Chain, Supply Chain Management by
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