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- 1. Best Practice Financial Processes: Accounts Payable
- 2. Accounts Payable ObjectivesOrganisationPeopleProcessesControlsMeasuresInformation SystemsTo 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 VATCentralised processing Outsourcing potentialMaintaining supplier details Process vouchers Process payments Period end processing and reportingAuthorisation 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 Interface between Accounts Payable and other related processes Shared employee and supplier details System validation and approval checksSupplier relations Creditor controlAccounts Payable - Best Practice Objectives
- 3. Accounts Payable - Measures/Cost driversNumber 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 electronicallyMedian16 days90 percentile49 days90 percentileMedian10 percentileNumber of purchase invoices per FTE per annum15,0007,0003,000 or lessCost per purchase invoice processed10 percentileMedian90 percentile£2£6£1710 percentile6 daysInvoice processing time in daysCost driversSource: statistics taken from Benchmarking database 21 January 1997
- 4. Accounts Payable - TrendsFromToSeparate AP module Payment by cheque Manual matching Performed by finance departmentIntegrated systems Electronic payment On-line matching Shared Service Centres or outsourced services
- 5. Accounts Payable - Critical Success FactorsThese are a summary of the key business requirements, which must be met to achieve the objectives.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 resolved Forward payment schedule to cashflow management Flexible matching criteria
- 6. Accounts Payable - Appendix 1 : IDEF Process FlowThe diagram below provides a key to the process diagrams used in this document.Process / activityControls(i.e. Procedures Standards Requirements for rework) Output(i.e.Information Material)Resources(i.e.People Functions IT systems Machines)Input(i.e.Information Material)
- 7. Accounts Payable - Level 0 Context DiagramGroup / Mgt. teamFixed Asset RegisterPurchasingGeneralLedgerSuppliers /EmployeesFixed Asset detailsSupplier/Employee amendmentsProject expense detailsInvoice / Payment detailsPurchase ordersReconcile paymentsHumanResourcesCash ManagementManagement reportsPaymentsCash requirementsEmployee detailsProjectAccountingAccounts PayableReceipts
- 8. Accounts Payable - Level 1 OverviewVoucher approved for paymentNew period openPayment details ready to post to General LedgerPayment and remittance adviceVoucher : Invoice/expense claim/ Credit note/prepayment requestNotification of changes from supplier or employee Maintain supplier detailsAP 1.1Process vouchersAP 1.2Process paymentsAP 1.3Period end processing and reporting AP 1.4Voucher processing procedures Authorisation rules Matching rules System validation and approval checks Exception handling proceduresAP dept AP system PO system Supplier RequisitionerBatch controls Authorisation rulesReporting guidelines Posting controls Reconciliation procedures Period end timetableAP dept AP system Payment device Authorised personnelAP AP System HRAuthorisation procedures System access controlsUp to date supplier recordsVouchers filedAP dept AP system GL systemManagement ReportsEmployee joiners and leavers detailsMaintenance requestApproved vouchers ready to post to General LedgerVoucher details available on-lne to Fixed Assets and Project AccountingCancelled vouchers reversed out of AP and filedPayment details available on-line to cash managementPayment cancelled
- 9. Accounts Payable - Notes Maintain Supplier Details Best Practice Features Shared supplier database with Purchasing. Purchasing responsible for approving suppliers (having made the required checks), agreeing terms and conditions and maintaining general and purchasing related supplier details on the database, including payment terms. Accounts Payable responsible for maintaining all payment related supplier data, such as bank details, payment method, payee name and address, payment contacts. Shared employee database with Human Resources. Employee details are maintained by Human Resources, but sufficient details must be held and maintained by Accounts Payable, to allow payment of expenses. Employee details required include payment method, bank details, remittance address, payee name and employee cost centre. Accounts Payable should not have access to other confidential employee data. One payment address for each vendor. Where a vendor provides goods or services from a number of locations, the consolidation of the payment process not only reduces the number of payments necessary but also removes the potential need to reconcile a number of individual accounts. Centralise the vendor set-up capability in order to minimise the risk of unauthorised or duplicate vendors being set up more than once. From an audit point of view, the control over vendor set up is also viewed as a critical activity which needs to be tightly controlled. Changes to supplier details are processed expeditiously. If, the vendor is also a customer, details are consistent in both databases.
- 10. Accounts Payable - Notes Maintain Supplier Details Internal Control requirements New suppliers must be checked and approved by Purchasing in accordance with company policy. Similarly, Purchasing are responsible for processing any mergers, acquisitions or deletions. To enable efficient invoice payment processing and ensure segregation of duties, Accounts Payable are responsible for the maintenance of all payment related supplier data. In addition, authorisation for payments within Accounts Payable should be separate from the responsibility of maintaining supplier payment data and processing vouchers. Audit of changes to supplier payment details must be possible. Key Performance Indicators Time taken to process supplier amendments.
- 11. Accounts Payable - Notes Process PaymentsBest Practice Features Use of electronic banking systems for payments, thus minimising the need for manual intervention in the process. Centralisation of the payment processing in order to minimise the risk of making duplicate payments. Payments made no sooner than the due date in order to maximise cash flow benefits. Facility to suspend individual payments. The withholding of payment can be a powerful tool in ensuring that the vendor complies with any requirements asked of it. Avoid payments in cash. Apart from being costly to administer, the potential for fraud is greatly increased.
- 12. Accounts Payable - Notes Process PaymentsInternal Control requirements Payment processing needs to be tightly controlled and totally segregated from vendor set-up and invoice processing activities. Key Performance Indicators Number of payments per FTE. Number of overdue payments. Number of payments made too early.
- 13. Accounts Payable - Notes Process PaymentsCost Drivers The following generate the costs for the processing of payments:- Number of payment runs. Number of manually prepared payments. Number of payment media (cheques, vouchers, diskettes, etc.). Number of foreign payments. Varied payment terms. Reports Summary of payments per run. Payments on hold. Reports on Key Performance Indicators. Overdue unpaid invoices
- 14. Accounts Payable - Notes Period end processing and reportingBest Practice Features Automatic process requiring little or no manual intervention. Posting to GL should be daily. This ensures GL data is up to date and also reduces the time taken for the period end posting as fewer records are being processed. Internal Control requirements The basic requirement is to ensure that the data transmitted to the general ledger is complete and on time. There is a requirement to ensure that the information recorded in the general ledger agrees with the output from accounts payable. Key Performance Indicators Delivery of information to general ledger on time Timely delivery of end of period reports Cost Drivers Volume of transactions Time to close periods Degree of automation in the interface with general ledger
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