1、Best Practice Financial Processes: Accounts Payable,天馬行空官方博客： ；QQ:1318241189；QQ群：175569632,Accounts Payable Objectives,Organisation,People,Processes,Controls,Measures,Information Systems,To maximise processing efficiency To ensure invoices are processed to agreed terms To ensure payments made only w

2、hen 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 VAT,Centralised processing Outsourcing potential,Maintaining s

3、upplier details Process vouchers Process payments Period end processing and reporting,Authorisation 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

4、,Interface between Accounts Payable and other related processes Shared employee and supplier details System validation and approval checks,Supplier relations Creditor control,Accounts Payable - Best Practice Objectives,Accounts Payable - Measures/Cost drivers,Number of invoices received per month Nu

5、mber of suppliers Number of different terms and conditions Complexity of authorisation process Proportion of invoices automatically matched with POs Number of supplier queries Proportion of invoices received electronically Proportion of payments made electronically,Median,16 days,90 percentile,49 da

6、ys,90 percentile,Median,10 percentile,Number of 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,Cost drivers,Source: statistics taken from Benchmarking da

7、tabase 21 January 1997,Accounts Payable - Trends,From,To,Separate AP module Payment by cheque Manual matching Performed by finance department,Integrated systems Electronic payment On-line matching Shared Service Centres or outsourced services,Accounts Payable - Critical Success Factors,These are a s

8、ummary 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 queri

9、es 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 pro

10、blems need to be resolved Forward payment schedule to cashflow management Flexible matching criteria,Accounts Payable - Appendix 1 : IDEF Process Flow,The diagram below provides a key to the process diagrams used in this document.,Process / activity,Controls,(i.e.,Procedures Standards Requirements f

11、or rework),Output,(i.e.,Information Material),Resources,(i.e.,People Functions IT systems Machines),Input,(i.e.,Information Material),Accounts Payable - Level 0 Context Diagram,Accounts Payable - Level 1 Overview,Accounts Payable - Notes Maintain Supplier Details,Best Practice Features Shared suppli

12、er 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 paym

13、ent 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 ex

14、penses. 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 o

15、f 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 s

16、et 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.,Accounts

17、 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 proces

18、sing 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. A

19、udit of changes to supplier payment details must be possible. Key Performance Indicators Time taken to process supplier amendments.,Accounts Payable - Notes Process Payments,Best Practice Features Use of electronic banking systems for payments, thus minimising the need for manual intervention in the

20、 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 tha

21、t 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.,Accounts Payable - Notes Process Payments,Internal Control requirements Payment processing needs to be tightly controlled and totally

22、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.,Accounts Payable - Notes Process Payments,Cost Drivers The following generate the costs for the processing of payment

23、s:- 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,Accounts Payable - Notes Period end proces