版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進行舉報或認領(lǐng)
文檔簡介
1、Best Practice Financial Processes: Accounts Payable,,,,,,,Accounts PayableObjectives,Organisation,,People,Processes,Controls,Measures,Information Systems,To maximise processing efficiencyTo ensure invoices are proces
2、sed to agreed termsTo ensure payments made only when due and payableTo ensure liabilities are fully recorded and distributed correctlyTo achieve effective balance between extending credit and maintaining good relation
3、s with suppliersTo take full advantage of opportunities to recover VAT,Centralised processingOutsourcing potential,Maintaining supplier detailsProcess vouchersProcess paymentsPeriod end processing and reporting,Auth
4、orisation rulesSystem access controlsUser proceduresValidation and matching rules,,,Speed of processing supplier amendments Invoices processedInvoice processing timeNumber of payments Period end closure time,,Inte
5、rface between Accounts Payable and other related processesShared employee and supplier detailsSystem validation and approval checks,Supplier relationsCreditor control,Accounts Payable - Best Practice Objectives,,,,,,,
6、Accounts Payable - Best practice features,Authorise and set up new suppliers payment detailsMaintain supplier payment detailsSegregation of duties between supplier set up, voucher processing and payment processing,Ac
7、counts payable process vouchers: invoices, expense claims, credit notes, debit memos and prepayment requestsSuppliers required to use PO number on all documents and three way match wherever possibleConsolidated perio
8、dic invoicing for high frequency suppliers,Process Features,Maintain supplier details,Process vouchers,Optimisation of early payment discounts Payment runs properly authorised,Process payments,All transactions complet
9、ed before period closedReconciliation of Accounts Payable activity and reconciliation with General Ledger control accountManagement reports run once period is finally closed,Period end processing and reporting,,,,A
10、ccounts Payable - Best practice features,Single supplier databaseSingle employee databaseAudit trail of changes to supplier payment details,Purchase invoices transacted via EDI with major suppliers wherever possible
11、Electronic validation and approval of invoicesAutomatic matching of invoice to order and goods received note (GRN) Interface with General Ledger, Purchasing, Fixed Assets and Project AccountingUse of workflow soft
12、ware to resolve queries and monitor process,System Features,Maintain supplier details,Process vouchers,Electronic paymentsDefault payment terms held on supplier file with manual override at P.O. and invoice Producti
13、on of forward payment entry schedules to aid cash flow managementInterface with General Ledger, Fixed Assets, Project Accounting and Cash ManagementFacility to suspend payments,Process payments,Integration with Gener
14、al Ledger minimises reconciliation adjustmentsTransaction processing prevented for closed periods,Period end processing and reporting,,,,Accounts Payable - Measures/Cost drivers,Number of invoices received per month
15、Number of suppliersNumber of different terms and conditionsComplexity of authorisation processProportion of invoices automatically matched with PO'sNumber of supplier queries Proportion of invoices received elec
16、tronically Proportion of payments made electronically,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Median,16 days,90 percentile,49 days,90 percentile,Median,10 percentile,Number of
17、purchase invoices per FTE per annum,15,000,7,000,3,000 or less,Cost per purchase invoice processed,,,,,,,,,10 percentile,Median,90 percentile,£2,£6,£17,10 percentile,6 days,Invoice processing time in days,
18、Cost drivers,Source: statistics taken from Benchmarking database 21 January 1997,Accounts Payable - Trends,From,To,,,Separate AP modulePayment by chequeManual matchingPerformed by finance department,Integrated syst
19、emsElectronic paymentOn-line matchingShared Service Centres or outsourced services,Accounts Payable - Critical Success Factors,These are a summary of the key business requirements, which must be met to achieve the
20、objectives.,Single supplier databaseStaff trained in AP process and have clear roles and responsibilitiesPayment terms defined and agreed with supplierEffective communication and feedback mechanisms in place to handle
21、 queriesEstablish and maintain good supplier relationsProcess in place for monitoring the status of invoices and payment schedulesAP calendar in place and communicated to staffAuthorisation levels and payment terms h
22、eld on the systemAutomated workflow to route documents to relevant personnel when problems need to be resolvedForward payment schedule to cashflow managementFlexible matching criteria,Accounts Payable - Appendix 1 : I
23、DEF Process Flow,The diagram below provides a key to the process diagrams used in this document.,Process / activity,Controls,,(i.e.,ProceduresStandardsRequirements for rework),Output,,(i.e.,InformationMaterial),Resour
24、ces,(i.e.,PeopleFunctionsIT systemsMachines),Input,(i.e.,InformationMaterial),,Accounts Payable - Level 0 Context Diagram,Accounts Payable - Level 1 Overview,,Accounts Payable - Notes Maintain Supplier Details,
25、Best Practice FeaturesShared supplier database with Purchasing. Purchasing responsible for approving suppliers (having made the required checks), agreeing terms and conditions and maintaining general and purchasing rela
26、ted 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 contact
27、s. 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 detail
28、s 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.
29、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 o
30、f 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 i
31、s 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.,Accounts Pa
32、yable - Notes Maintain Supplier Details,Internal Control requirementsNew suppliers must be checked and approved by Purchasing in accordance with company policy. Similarly, Purchasing are responsible for processing an
33、y 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 additio
34、n, 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
35、.Key Performance IndicatorsTime taken to process supplier amendments.,Accounts Payable - Notes Process Payments,Best Practice FeaturesUse of electronic banking systems for payments, thus minimising the need for man
36、ual 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.Fac
37、ility 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 administ
38、er, the potential for fraud is greatly increased.,Accounts Payable - Notes Process Payments,Internal Control requirementsPayment processing needs to be tightly controlled and totally segregated from vendor set-up and
39、 invoice processing activities.Key Performance IndicatorsNumber of payments per FTE. Number of overdue payments. Number of payments made too early.,Accounts Payable - Notes Process Payments,Cost DriversThe follo
40、wing 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 paym
41、ent terms.ReportsSummary of payments per run.Payments on hold.Reports on Key Performance Indicators.Overdue unpaid invoices,Accounts Payable - Notes Period end processing and reporting,Best Practice FeaturesAutom
42、atic 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.
43、Internal Control requirementsThe 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 led
44、ger agrees with the output from accounts payable.Key Performance IndicatorsDelivery of information to general ledger on timeTimely delivery of end of period reportsCost DriversVolume of transactionsTime to close pe
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 眾賞文庫僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負責。
- 6. 下載文件中如有侵權(quán)或不適當內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準確性、安全性和完整性, 同時也不承擔用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 214普華永道--財務(wù)管理最佳實踐之總賬
- 211普華永道--財務(wù)管理最佳實踐之項目a
- 210普華永道--財務(wù)管理最佳實踐之現(xiàn)金管理
- 213普華永道--財務(wù)管理最佳實踐之應(yīng)收管理
- 209普華永道--財務(wù)管理最佳實踐之固定資產(chǎn)管理
- 普華永道-財務(wù)管理及內(nèi)控管理建議書
- 財務(wù)管理習題及答案最佳
- 財務(wù)管理習題及答案(最佳)
- 財務(wù)管理習題及答案(最佳)
- 財務(wù)團隊績效管理最佳實踐
- 管理標準之財務(wù)管理標準
- oracle財務(wù)管理系統(tǒng)培訓(xùn)手冊—應(yīng)付模塊(ap)
- 財務(wù)管理習題及答案(最佳)[1]1
- 新時期財務(wù)管理目標的最佳選擇
- 財務(wù)管理(財務(wù)管理)
- 外購礦財務(wù)管理實踐
- 財務(wù)管理之財務(wù)預(yù)算管理制度
- 財務(wù)管理題庫之選擇判斷
- 財務(wù)管理之暫借款管理辦法
- 財務(wù)管理之資金預(yù)算規(guī)定
評論
0/150
提交評論