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1、Best Practice Financial Processes: Accounts Receivable,Account Receivable - Best Practice Objectives,Accounts Receivable Objectives,Organisation,People,Processes,Controls,Measures,Information Systems,To ensure customer payments are received efficiently and effectively for goods/services delivered, w
2、ithin the agreed terms and conditions To manage credit risk efficiently without creating unnecessary delays in the sales cycle To maintain a complete and accurate statement of outstanding debtors To provide complete forecast information to assist the management of short-term cash requirements,Centra
3、lised processing Economies of scale Customer focus,Establish credit levels Issue sales order Issue invoice Monitor credit Collect cash,Procedures manual Authorisation Validation/matching Credit control,Cost per invoice Credit notes percentage Cost per payment received Days debt outstanding,Integrate
4、d with sales system Automatic matching Electronic receipts,Customer relations Legal framework awareness Credit management,Accounts Receivable - Best Practice Features,Process Features,Formal credit checks applied to all new customers within 24 hours using credit bureau Monitor credit status/terms on
5、 regular basis Customer account managers provided with up to date credit status Treasury policy set on late and prompt payments Authority levels clearly defined Credit policies defined and agreed Terms and conditions agreed with customers,Consolidated periodic invoicing for high frequency shipments
6、Bank remittance notices issued with sales invoices to facilitate reconciliation Self billing invoices by high volume customers Consider outsourcing regular invoice/payment eg utilities Regular review of invoice queries and credit notes Reconciliation of AR balances to GL control accounts on a regula
7、r basis,Credit insurance arrangements evaluated periodically Customer account managers responsible for sales and cash collection Constant monitoring of debtor days, daily collection, ageing of debt Customer contact records maintained Outsource cash collection where appropriate Determine and report o
8、n credit targets Monitor overdue debts and take action within agreed policy,Establish credit levels,Issue sales order,Issue invoice,Monitor credit/ collect cash,Sales orders prepared using pricing database with pricing profiles for products and customers No order processed without valid customer PO
9、reference Delivery note acts as invoice for low-frequency shippings,Accounts Receivable - Best Practice Features,Establish credit levels,Issue sales order,Issue invoice,Monitor credit/ collect cash,System Features,Consolidated credit position for group of customers System provides on-line customer p
10、ayment history and terms Use of workflow software to monitor process and help resolve queries Standard credit control reports,Common SOP and AR customer database Invoices automatically generated from SOP and shipment data Self billing invoices automatically matched to customer orders Multi currency
11、invoices Automatic commitment and accruals Automatic reconciliation facilities between integrated SOP AR and GL systems,SOP linked to debtors ledger to ensure customer credit limits not exceeded Sales documents sent via EDI for all major customers Integrated order & billing systems available on line
12、 & hard copy,Payments received electronically where possible Automatic matching of payments to invoices On-line diary facility to monitor calls Automatic flagging and reporting of high risk accounts Automatic dunning letters issued within agreed trading terms Integrated systems to facilitate custome
13、r query handling Forecast cash receipts available for treasury purposes,Accounts Receivable - Trends,From,To,Separate AR module Payment by cheque Complex/variable trading terms Manual matching Performed by Finance department,Integrated systems Electronic payment Common trading terms for all customer
14、s Automatic matching Shared or outsourced services,Accounts Receivable - Measures/Cost Drivers,90 percentile,Median,10 percentile,Number of customer payment received per accounts receivable,FTE per annum,40,300,5,500,700 or less,Accounts receivable cost per sales invoice processed,10 percentile,Medi
15、an,90 percentile,1,3,18,Median,1 day,90 percentile,4 days,10 percentile,1 day,Days to process invoice/credit note (ie, time between receipt of invoice/credit note and entry into the accounting system),Cost drivers,Number of AR receipts Level of multiple receipts Use of direct debiting/standing order
16、s Use of electric funds transfer Level of credit risk associated with customer base Variety in payment terms Degree of foreign currency receipts Level of credit notes,Billing - Measures/Cost Drivers,90 percentile,Median,10 percentile,Number of sales invoices generated per billing FTE per annum,90,00
17、0,11,100,1,600,Billing cost per sales invoice and credit note processed,10 percentile,Median,90 percentile,1,2,22,Median,2 days,90 percentile,15 days,10 percentile,1 day,Days from despatch of goods to preparation of sales invoice,Cost drivers,Number of invoices Number of customers Use of EDI Complex
18、ity of service/goods supplied Variety in terms and conditions Complexity of discounts Degree of foreign currency invoicing Number of complaints Accuracy/level of credit notes,Accounts Receivable - Level 0 Context Diagram,Accounts Receivable - Level 1 Overview,Accounts Receivable Notes Maintain custo
19、mer data,Best Practice Features Send bill to one address only. Where a customer is provided with goods or services at a number of locations, the consolidation in the billing process not only reduces the number of bills to be verified or created but also decreases the potential need to reconcile a nu
20、mber of receivables on individual accounts. Centralise the customer set-up process in order to ensure consistency. Internal control requirements In order to minimise the risk of duplication of the data and the unauthorised set-up of customers, the process should be centrally controlled and operated.
21、 Before any customer is deleted from the system, evidence should be produced that the customer has been inactive for the appropriate period of time and no outstanding balances are present. Approval for deletion is obtained by management authority signature. The changes to customers report is regular
22、ly checked and monitored. System notification of duplicate business and birth registration numbers.,Accounts Receivable Notes Maintain customer data,Cost Drivers Number of customers Number of new customers Number of customer changes Number of required customer standing data fields Possibility of sha
23、ring standing database Overlap between databases Search criteria and standardisation to avoid duplication/redundancy Key Performance Indicators Number of changes and additions carried out in a year per FTE Number of customers in op. database without transactions for 1 year Percentage of changes and
24、additions of total customer base,Accounts Receivable Notes Manage Receivables,Best Practice Features Aged debit balances should be reviewed by management on a regular basis and explanations sought as to why debts have failed to be recovered. Overdue debit balances occur as a result a number of facto
25、rs of sub-optimal performances within the sales department or within the credit control process or AR - info not recorded from bank quickly enough and therefore not processed quickly enough or timing of invoice issue. The root causes need to be addressed and rectified by altering the creditability s
26、tatus of the customer. Automatic flagging and reporting of high risk accounts. Materiality and time limits. Internal control requirements It is essential that debit balances are reviewed regularly and matched with payments promptly in order to avoid the risk of fraud and minimise the chances of bad
27、debt. Computer diary of actions taken. Stops placed on overdue customers. Aged debtor report sent to legal department and functional managers.,Accounts Receivable Notes Manage receivables (Cont),Cost Drivers Number of overdue open items. Number of steps in the dunning procedure. Quality and timing o
28、f the matching process of receipts. Availability of dunning enforcement measures. Tolerance criteria. Payment terms and conditions policy. Key Performance indicators Days outstanding as a percentage of average payment term. Value of overdue invoices as a percentage of outstanding balances. Bad Debt
29、Provision as a per centage of outstanding balances. Process cost/customer payment received. Number of dunning letters as % of total invoices. Write off value as % of (sundry) sales revenue.,Accounts Receivable Notes Process receipts and direct debits,Best practice features Use of an electronic inter
30、face between bank, cashiers and AR treasury Automatic matching of receipts by value and invoice number Internal control requirements Interface control total with bank and cashiers, daily Regular supervisory review of open and unmatched items Documentation of all overdue open items and unmatched rece
31、ipts,Accounts Receivable Notes Process receipts and direct debits,Cost Drivers No. of Receipts for more than one transaction Percentage of downpayments Quality of payment information Number of unmatched payments Number of foreign currency receipts and exchange rate differences Tolerance payment diff
32、erences Number of criteria for automatic matching Key Performance Indicators Monthly and cumulative tolerance difference amounts Percentage of receipts cleared automatically in month Number of manually matched receipts per FTE Number of unmatched receipts older than 1 month,Accounts Receivable Notes
33、 Process amendments,Best Practice Features Single contact point for all queries. Although the query processing can be distributed there are obvious inefficiencies in directing enquiries to a number of contact points. Have access to sufficient data to be able to handle the majority of queries on-line
34、. In this context, the use of image processing allows invoices to be called up on screen quickly and, if necessary, automatically copied to the enquirer through the medium of autofax. Internal control requirements In order to operate an effective helpdesk, staff will require to have access to most p
35、arts of the accounts receivable system. This should be on a read only basis in order to minimise the potential for fraud taking place. Targets set for time to answer queries.,Accounts Receivable Notes Process amendments,Cost Drivers Number and variety of queries received. Availability and flexibilit
36、y of standard screens. Complexity of database for tailor-made queries. Response times of enquiry systems. User-friendliness of enquiry systems. Key Performance Indicators Average time taken to process queries. Percentage of queries answered within targeted time.,Accounts Receivable Notes Process per
37、iod end,Best Practice Features Automatic process requiring minimum or no manual intervention. This is a standard feature of modern Accounts Receivable packages and the only possible problem area could be with the nature of the interface with the general ledger package. Internal control requirements
38、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 receivable. A reconciliation should be carried out between debtor bala
39、nces on GL compared with AR. Check VAT exception report to pick up any late VAT postings. Cost Drivers Volume of monthly period end reports. Quality of day to day controls. Key Performance Indicators Percentage of period end closures within target. Average number of days to produce monthly information.,