For Esker, building a human-centric and sustainable business has been the objective ever since we started the company 39 years ago. And today we still ask ourselves how we can encourage others to also embrace this vision for their organisations.

Some vacation reading took me to the Maslow Hierarchy of Needs, and this theory seemed quite fitting not just on a personal level, but also for a business. According to Maslow, what motivates humans to act is the goal of fulfilling five levels of needs: physiological, safety, social, esteem and self-actualisation. The lower-level needs must be satisfied before the higher-level needs can be pursued.

An organisation’s needs can be categorised into a similar ranking: The source-to pay (S2P) and order-to-cash (O2C) processes involve the flow of information and money between a company and its customers and suppliers. These processes are, in fact, the foundation of business operations, as they cover the entire cycle of procurement and sales: from sourcing suppliers and placing orders to delivering goods or services and collecting payments. Automating these processes improves efficiency, accuracy, speed and customer satisfaction. These advantages, in turn, flow into all business relationships, including buyers, suppliers, customers and employees.

Using the Maslow Hierarchy of Needs as a template, we can trace the five motivational levels to a business, too:

Physiological needs for humans consist of food, water, and shelter. For a business, these are cash, liquidity and solvency. Automating the S2P and O2C processes, especially with AI-powered solutions, can help a business meet these needs by making these processes faster, more efficient and accurate. This means fewer errors and delays, and lowered costs by getting paid and paying others faster. Automation can also help a business monitor and manage its cashflow better, so it always has enough money to operate and grow.

Safety needs include security, stability and protection. By improving the quality and consistency of S2P and O2C processes with automation, businesses can reduce the exposure to disruptions, disputes and fraud. Automation solutions build a reliable supply chain, ensuring compliance with rules and regulations, and mitigating risks through consistent decision-making, reliable predictions and accurate data insights.

Social needs generally describe a sense of belonging, acceptance and affiliation. At Esker, we place a lot of attention on exactly this factor: When a business takes care and ownership of the needs of others in their business ecosystem, it creates what we call positive-sum growth. It means that no business can for the long run operate at the expense of anyone or anything else, be it its employees, suppliers or the planet. Automation can help a business meet this standard by enhancing the communication and collaboration with all stakeholders. Not only does this translate into improved customer satisfaction and increased customer loyalty, but also better relationships with suppliers and stronger employee engagement.

Esteem needs refer to the feelings of being recognised, respected and having a sense of achievement. Speeding up business processes and improving their quality ensures better profitability, which gives a company a competitive edge, the ability to convey a strong performance, and engage in sustainable growth. Additionally, these outcomes will positively impact the brand image and reputation of a company, which attracts and retains more customers and talent while reassuring suppliers.

Self-actualisation needs include personal growth and the fulfilment of one’s potential. A clear vision, a strong company culture, and a focus on making a positive impact in the world will inevitably result in a business environment that creates true value to all of society. Automation can help a business meet these needs by freeing up time and resources for strategic planning, value creation, and social responsibility. Aligning the S2P and O2C processes with the company’s mission, vision and values means investing in a stronger ability to focus, inspire creativity, and perform sustainably and with agility.

Since businesses are made up of humans, it’s no wonder that these two compare so easily. And just like in those outdoor survival tv shows where the contestants first build a shelter, forage or hunt for food, and then increasingly turn their attention to improvements or artistic pursuits, an organisation should take care to cover the basics before thinking about expansion or vanity projects. Automating the S2P and O2C processes not only satisfies the basic operational requirements but also creates value and meaning for themselves and their stakeholders in a dynamic and competitive environment.

To find out more about positive-sum growth and how we integrate it into our solutions and daily life, visit www.esker.co.uk

Emmanuel Olivier

Emmanuel has been with Esker for 25 years. As WW Chief Operating Officer, he leads Esker’s operations worldwide, covering sales, marketing and consulting activities. He also supervises Esker’s finances and is in charge of its financial communication and investor relations.

Esker UK

Unlocking Positive-Sum Growth with AI-Driven Business Solutions for P2P & O2C Cycles

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1. Speed Up Invoice Processing
Automating your cash collection process begins with accelerating invoice processing. Using cutting-edge technology enables quick and accurate invoice creation, approval, and distribution. By reducing manual intervention, you can minimise errors and ensure that invoices reach your customers promptly, facilitating faster payment turnaround.

2. Enhance Payment Visibility
Visibility into your payment process is essential for effective cash collection. The ability to provide real-time tracking and reporting features, allowing you to monitor payment statuses and identify any bottlenecks is crucial. This transparency empowers your team to take proactive measures, improving overall cash flow management.

3. Implement Secure Payment Gateways
Security is paramount when it comes to financial transactions. Ensure secure payment gateways, safeguarding your organisation and customers from potential threats. With encrypted payment channels and compliance with industry standards, you can instill trust and confidence in your payment processes.

4. Minimise Manual Data Entry
Eliminate the time-consuming and error-prone task of manual data entry. Automation tools can seamlessly integrate with your existing systems, reducing the need for manual intervention. This not only increases accuracy but also frees up valuable resources, allowing your team to focus on more strategic tasks.

5. Personalise Customer Communication
Effective communication is key to successful cash collection. Esker empowers you to personalise and automate customer communication, sending tailored reminders and updates. This not only improves customer relationships but also encourages timely payments.

In conclusion, embracing automation in your cash collection process is a strategic move to consider for the new year. By focusing on these five key areas, you can enhance efficiency, reduce errors, and ultimately boost your organisation’s cash flow. Make 2024 the year of streamlined processes and increased success .

Ready to embark on this journey towards a more efficient cash collection process? Contact Esker today to learn more about our cutting-edge automation solutions, and how they can benefit your organisation.

Sam Townsend

Sam is Head of Marketing for Esker Northern Europe and has been part of the Esker family since 2003.

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Enhanced Efficiency and Speed
In the fast paced world of supply chain, time is money. Customer Service automation streamlines routine tasks, such as order processing, tracking, and issue resolution, significantly reducing response times. This efficiency not only improves customer satisfaction but also contributes to the overall speed and agility of the supply chain.

24/7 Accessibility: Automation doesn’t sleep.
By implementing B2B customer service automation, supply chain leaders can ensure that their customers have access to support around the clock. This 24/7 accessibility is crucial for global supply chains, where partners may be operating in different time zones. It enhances the overall reliability of the supply chain and fosters a sense of trust among B2B customers.

Data-Driven Decision Making
Customer Service automation generates a wealth of data that can be leveraged for strategic decision making. Supply chain leaders can analyse customer interactions, identify patterns, and gain valuable insights into areas that may need improvement. This data driven approach allows for continuous optimisation of the supply chain, leading to more informed and effective decision making.

Scalability and Flexibility
As supply chain operations grow, the demand for customer service also increases. Automation provides scalability, allowing supply chain leaders to handle a growing volume of customer interactions without a proportional increase in resources. This flexibility is particularly valuable during peak seasons or periods of rapid expansion, ensuring that customer service levels remain consistent.

Cost Savings
Traditional customer service models often require a significant investment in human resources. B2B customer service automation can lead to substantial cost savings by automating routine tasks, reducing the need for a large customer service team. This cost-effectiveness allows supply chain leaders to allocate resources strategically, investing in areas that directly contribute to the overall efficiency and success of the supply chain.

In summary, B2B customer service automation is not just a technological trend; it’s a strategic imperative for supply chain leaders looking to stay competitive in today’s dynamic business environment. By embracing automation, leaders can elevate their customer service, enhance operational efficiency, and position their supply chains for sustained success in the digital age. It’s time to automate and streamline the path to excellence in B2B customer service.

Upnesh Grewal

As Marketing Coordinator for Esker UK, Upnesh manages Esker UK's marketing campaigns and events for O2C solutions. She has been part of the Esker family since 2022.

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In the intricate tapestry of modern business processes, Procure-to-Pay (P2P) and Source-to-Pay (S2P) stand as pivotal threads, weaving efficiency and transparency into the fabric of procurement strategies. While these terms might sound similar, they denote distinct stages in the procurement lifecycle, each bearing unique characteristics and challenges. In this comprehensive exploration, we delve deep into the realms of Procure-to-Pay and Source-to-Pay, unraveling the intricate differences that set them apart.

As Esker quickly identified the benefit of moving towards a more strategic outlook of procurement, the acquisition plan to bring in Market Dojo’s eSourcing cloud solution was brought in to address the need for structured and digitised processes in procurement. Designed by procurement professionals, Market Dojo’s unique on-demand solution enables users to centralise information, negotiate the best value for goods and services, and select the right suppliers — all without requiring a complex and costly implementation process.

So let’s take a look at what sets both P2P and S2P apart.

Procure-to-Pay (P2P)

Procure-to-Pay encapsulates the entire procurement process, spanning from the initial requisition of goods or services to the final payment. It’s a systematic approach that organisations employ to streamline and automate their procurement activities, ensuring seamless coordination between various departments and stakeholders. The P2P process typically encompasses the following stages:

1. Requisitioning:
The process commences with a requisition, where internal stakeholders identify the need for goods or services. This requisition is then submitted for approval, ensuring alignment with budgetary constraints and organisational policies.

2. Supplier Identification and Evaluation:
Once the requisition is approved, the procurement team identifies potential suppliers. Rigorous evaluation criteria are applied to assess suppliers’ capabilities, quality, pricing, and reliability, ensuring the selection of the most suitable vendor.

3. Purchase Order (PO) Creation:
Upon selecting the vendor, a purchase order is generated. This document outlines the details of the transaction, including quantity, specifications, pricing, and delivery timelines. The PO serves as a legal contract between the buyer and the supplier.

4. Goods Receipt and Inspection:
Upon delivery, the receiving department inspects the received goods or services to ensure they meet the specified requirements. Any discrepancies are documented and addressed with the supplier.

5. Invoice Verification and Payment:
After successful inspection, the received goods or services are matched with the purchase order and invoice. Once validated, the invoice is processed for payment. Timely payment processing is crucial for maintaining healthy supplier relationships.

Source-to-Pay (S2P)

Source-to-Pay, on the other hand, is a broader strategic approach that encompasses not only the procurement process but also strategic sourcing and supplier management. It represents a comprehensive view of procurement, focusing on optimising costs, mitigating risks, and fostering collaboration with suppliers. The S2P process includes:

1. Strategic Sourcing:
Strategic sourcing involves analysing the organisation’s procurement needs, identifying potential suppliers, and negotiating contracts. The goal is to secure the best terms and conditions, ensuring quality and value for money. Strategic sourcing often involves in-depth market analysis and supplier collaboration to drive innovation and competitiveness.

2. Procurement Execution (P2P):
The procurement execution phase in S2P aligns with the traditional Procure-to-Pay process, encompassing requisitioning, supplier identification, purchase order creation, goods receipt, invoice verification, and payment processing.

3. Supplier Performance Management:
S2P places significant emphasis on evaluating and managing supplier performance. Key performance indicators (KPIs) are established to measure suppliers’ quality, delivery timeliness, responsiveness, and adherence to contractual terms. Supplier feedback mechanisms are implemented to foster continuous improvement.

4. Contract Management:
Effective contract management is essential in S2P. Contracts are meticulously drafted, detailing all terms and conditions. Continuous monitoring ensures compliance and facilitates renegotiation or termination if necessary. A well-managed contract landscape enhances transparency and reduces legal and financial risks.

5. Spend Analysis and Optimisation:
S2P incorporates spend analysis tools to scrutinise procurement expenditures. By identifying patterns and opportunities for consolidation, organisations can optimise their spending, negotiate better deals, and enhance overall cost-efficiency.

Key Differences and Significance:

While both Procure-to-Pay and Source-to-Pay involve procurement activities, the primary distinction lies in their scope. P2P focuses on the operational aspects of procurement, emphasising transactional efficiency and accuracy. S2P, on the other hand, adopts a strategic perspective, integrating procurement with sourcing, supplier management, and cost optimisation strategies. S2P provides a holistic view of the procurement lifecycle, enabling organisations to make informed decisions, mitigate risks, and drive long-term value. This is why Esker has made the move to offer a more strategic solution of the procure to pay cycle to organisations looking to increase their strategic outlook which includes sourcing.

In conclusion, understanding the nuances between Procure-to-Pay and Source-to-Pay is crucial for organisations aiming to enhance their procurement processes. By embracing these methodologies in tandem, businesses can achieve a harmonious balance between operational efficiency and strategic foresight, ultimately fostering sustainable growth and competitiveness in the dynamic global market landscape.

Watch the video below for a brief overview of Esker’s Source-to-Pay suite.

Sam Townsend

Sam is Head of Marketing for Esker Northern Europe and has been part of the Esker family since 2003.

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In the ever-changing landscape of business, characterised by disruptions like supply chain challenges, inflation, and economic uncertainty, finance leaders find themselves grappling with a daunting reality. What keeps them awake at night are not transitory obstacles, but a “new normal” that demands adaptability and innovative strategies.

In the face of these trials, one fundamental human trait comes to the forefront: hope. This isn’t just wishful thinking; it’s a beacon that guides us toward a better future, however faint that vision may be. Hope acts as a catalyst, motivating us to set goals and chart a path towards progress. As we implement these goals step by step, we witness small successes that fuel our determination and spur us to establish new milestones.

Doing Nothing is Not An Option

The Cost of Inaction:
The consequences of maintaining the status quo are stark. When Finance teams cling to traditional practices, a sequence of adverse outcomes unfolds: difficulties in collections, heightened credit risks, talent attrition, and mounting customer frustration. Collectively, these factors lead to dwindling profit margins. To flourish amidst these challenges, proactive measures, strategic shifts, and an embrace of change are essential.

Navigating the New Normal:
Adapting to the “new normal” necessitates a multi-faceted approach. A key aspect is optimising operations to curtail and mitigate credit risk. This entails streamlining the invoice-to-cash (I2C) process and establishing robust collections mechanisms. Notably, involving various departments such as Sales, Finance, and Logistics amplifies the impact. Faced with market indicators, businesses are turning to automation solutions that enhance credit risk assessment and cash collections processes. The push for these solutions, which bridge the gap between internal silos (such as multiple ERPs and CRMs) and external connections (AP/customers and regulatory portals), is evident.

Addressing Labour Market Challenges:
In the current labour landscape, securing qualified talent for roles laden with repetitive, manual tasks is a growing struggle. Read on for five pivotal tips aimed at empowering AR managers to evaluate their firm’s cash collections process and prepare for impending uncertainties.

Adapting to the New Normal: 5 Tips to Light Up Your AR Process

1. Reinforce Your Credit Risk Management:
A recent European Payment report underscores that late payments hinder growth for 41% of businesses interviewed, while 26% state that late payments imperil their very survival. Continuously assessing customer credit risk empowers dynamic adjustments to the collections process and informs broader business decisions. This entails simplifying customer onboarding processes and staying attuned to risk statuses via alerts and regular assessments.

2. Be Pragmatic with Payment Collection:
With global analyses revealing that 43% of invoices are paid late, and 7% of invoice balances are entirely written off, a pragmatic approach to collections is imperative. Aligning strategies with fact-based, measured figures enables flexibility in response to shifting customer circumstances or receivables situations. Key factors include monitoring customer credit risk status, payment behaviours, and the adaptability of collections procedures.

3. Connect Your AR Team to the Business Environment:
Prioritising consistent cash flow requires a cross-departmental collaboration that demands the right infrastructure. Ensuring alignment necessitates connecting all information flows—from internal teams involved in the I2C process to external stakeholders such as credit bureaus, insurers, and the broader business ecosystem. This fosters seamless collaboration and enhances internal visibility.

4. Pay Attention to Details: Small Things Matter:
While small discrepancies might seem trivial, their cumulative impact can be substantial. Recognising that habits can take root, it’s crucial to proactively address minor issues, particularly in the context of market volatility and inflation. This includes tracking invalid deductions, carefully managing small receivables amounts, and observing payment trends.

5. Keep Your Staff Happy:
Undoubtedly, employees are a company’s most valuable asset. To foster employee satisfaction and retention, provide tools that optimise visibility, efficiency, and morale. By removing disorganisation and monotonous tasks, businesses can better attract and retain talent, fostering a positive feedback loop that reduces turnover and underscores the company’s core mission.

Hope for a Resilient Future

As the world shifts into the digital age, it’s clear that antiquated methods—like relying on spreadsheets and phone calls—are inadequate. Just as we’ve left behind hourglasses in favour of digital timekeeping, embracing modern tools is paramount for efficient cash collections. Strategic investments in digital infrastructure, particularly AI-boosted I2C automation solutions, enable businesses to navigate evolving landscapes with agility. In a landscape of uncertainty, it’s those willing to innovate, adapt, and invest in the right tools who will thrive. So, despite the challenges that lie ahead, embracing hope and implementing solid steps will help illuminate the path toward a resilient future.

Esker’s Accounts Receivable solution suite is ideal for AR leaders wanting to accelerate cash collection and revenue recognition. Powered by Esker Synergy AI, it can be easily scaled to optimise and connect each step of the invoice-to-cash (I2C) process — improving overall efficiency, visibility and collaboration. The result is not only reduced DSO, but an enhanced experience for every user.
Contact us today and request a demo!

Claire Barker

As Marketing Specialist for Esker UK, Claire is responsible for generating leads for Esker's business process solutions specifically within the area of Accounts Receivable through a variety of marketing channels. She has been part of the Esker family since 2019.

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Customer Service automation should not look like this…

It should look like this!…

What are the driving forces of automation?
Quite simply, they are customers’ preferences and expectations. In today’s digital age, customers do not want to wait, they expect instant help with their issues 24/7. They also expect nothing less than a personalised and specific approach, and mostly through messaging. Most cases will involve the use of bots and automated messages but what automation really enables is freeing up time of Customer Service Representatives (CSRs) to respond to enquiries a lot quicker. Today’s Customer Service teams must master the human element while meeting the expectations of their customer base.

These days, customers flat out expect more throughout their entire journey. Live chat, social media and mobile functionality are all channels that enhance Customer Experience (CX) and boost advocacy. If only you had the time and resources for it …

There are two ways to serve customers: proactively or reactively. Customers prefer the former — CSRs who can respond to email enquiries quickly and accurately, and always know why, when and where orders are being processed.

This is all fine in an ideal world but how are they supposed to do this if they simply don’t have the time and need to spend their time carrying out repetitive, tedious tasks day in, day out. AUTOMATION is the answer! Who wouldn’t want to improve quality of data, increase flexibility, increase consistency and identify process improvement opportunities faster?

Not only does automation radically reduce the amount of unfulfilling day-to-day tasks for CSRs, it opens the door for new career-pathing opportunities by necessarily redefining some positions. What’s more, customisable dashboards make it a cinch for managers to better identify top-performing CSRs by tracking metrics tied to individual performance.

Enter Esker…
Esker’s Customer Service solution suite automates routine tasks associated with managing customer requests, orders and claims so the CS team can perform more fulfilling tasks that directly impact your customers and company, while weeding out the root causes of failure in Customer Service processes such as:

Customer Enquiry Management

Acting as a digital assistant for the shared inbox, automation within the customer enquiry management process frees up your Customer Service team to address enquiries faster and improve CX by fixing issues such as:

• Lost or deleted emails
• Limited collaboration
• Lack of clarity & context when addressing customer enquiries Wasted time & talent by forcing staff to search & sort through shared inbox
• Cost impact of low productivity, higher turnover & customer dissatisfaction

Order Management

By enabling all incoming customer orders (fax, email, phone, website, portals, EDI, etc.) to be managed in a single, centralised solution, automation creates a value-added ripple effect, addressing common pains like:

• Order processing errors & slowdowns (leading to high DSO & sluggish cashflow)
• Lower levels of team collaboration, productivity & overall morale
• Narrow range of analytics, reporting & audit trail capabilities
• Excess paper, postage, transport & physical archiving expenses
• Increase in disputes & dissatisfied customers

Customer Claims Management

Another important duty of Customer Service teams is reducing the number of customer claims — something which AI-driven automation solves by addressing common claims management bottlenecks like:

• Inability to analyse claims by type, date or customer
• Limited collaboration with coworkers from multiple departments on the verification, approval of dispute of claims
• No way to automatically post claims as a credit note or to a G/L account in the ERP

Find out more here!

Upnesh Grewal

As Marketing Coordinator for Esker UK, Upnesh manages Esker UK's marketing campaigns and events for O2C solutions. She has been part of the Esker family since 2022.

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Don’t automate a bad process! Learn about the importance of creating a complete and effective process for Accounts Payable BEFORE automation, to achieve AP PERFECTION

I like baking. I’ve been baking cakes for many years, and I know what works well and what doesn’t. For example, I know that if I don’t mix the cake batter correctly, allowing plenty of air to be added, it will result in a flat cake. I know that if I’m not precise with my ingredients, the cake won’t be light and fluffy. And I know that if I don’t take the time to level my cakes before decorating, that they won’t stack evenly. I know that I would need to get my process perfect before writing out a recipe and instructions for someone else to use!

Let’s automate that process and take it from my kitchen to the factory. If the manufacturing process of a cake wasn’t correct, the shop shelves would be full of flat, claggy, wonky cakes. It just wouldn’t be efficient or acceptable. The factory would need to get their recipe and process correct before commencing manufacture to ensure well turned-out, consistent, presentable cakes every time.

Automating Your Accounts Payable Process

It’s the same with automating any process. Let’s take accounts payable (AP). It’s necessary to assess the efficiency of your AP function and create consistent, effective processes before automating to ensure you’re getting the most out of your automation investment.

As organisations across the globe continue to turn to technology to drive greater efficiency and cost savings across accounts payable and other back-office processes, AI-driven automation has proven to be an obvious and powerful tool for achieving exactly that. Automation solutions are being used to combat common AP challenges, such as: long work hours for staff, missed payment deadlines, slow resolution of exceptions, inaccessible information, and frustrated suppliers and stakeholders. However, without properly assessing your current AP practices and process maturity, you could be automating a broken process, which can make things even worse.

It can be a bit like plugging holes – fix one area and then another hole appears. Instead, surely it is better to look at the bigger picture and get the full process right in the first place before applying the icing on the cake; automation?

So, how can you achieve top-performance status in your own AP department? It’s a simple equation:

Evaluating Process Maturity

Process maturity looks at how close a developing process is to being complete and capable of continual improvement. It’s a measure of how well-defined and controlled a company’s processes are. A high level of process maturity shows that a company documents processes well, employees understand and follow procedures, and there is ongoing assessment and improvement. Reaching AP process maturity before automating should be every organisation’s goal to ensure maximum ROI.

What processes have you automated already?
You may have already automated some steps or all steps. To achieve process maturity, you must first work on improving the efficiency of each, ideally through automation.

What is your level of automation?
Next, you must identify your current level of automation and where you can improve.

• Low automation: having automated no more than two steps
• Significant automation: having automated three steps
• End-to-end automation: having automated at least four steps

How consistent is your decision making?
Assessing the consistency in which your business makes decisions is a key piece of evaluating your current AP process maturity. When decisions are made higher up in the organisation in terms of process, consistency and efficiency, it typically leads to much better results at the AP level where the work is actually done.

The importance of process consistency

To become a top-performer, it is essential that AP departments first fix their processes to achieve consistency.

Steps for improving process consistency

1. Get strategic alignment
Define goals, and try to align those goals with those of Finance and Procurement. Consider whether your organisation is investing enough resources to support your well-defined AP goals.

2. Put a governance team in place
Define the capabilities required for an effective process owner, select the best fit for the position and task them with creating, modifying, and enforcing process changes and keeping lines of communication open with frontline staff. Assign people to each step and identify who should be consulted and informed of changes.

3. Visualise your process
Organise your AP processes from beginning to end, starting at the point of purchase and concluding with reconciliation. Give each process a name, sort processes in order, chart the roles involved in each AP step, and detail all the inputs and outputs for each step in the process.

4. Manage change
As you implement the changes, be sure to capture any best practices or lessons learned that emerge and share them with your entire team to celebrate and replicate the good outcomes. Identify training needs for your team to enable them to succeed.

5. Apply what you’ve learned
Top performers are continuously improving their processes. This starts with aligning your process improvement goals with what leadership defines as success. Quantify performance targets, identify and define process measures, then collect data to measure your progress. Finally, compare your results to those of your peers to continuously improve your processes based on the data that you learn.

Don’t automate a bad process! Technology helps, but it can’t fix what’s already broken

Automation can only get you so far. Don’t automate a bad process! A better investment would be to first fix inefficient processes, then determine if your current system is still inadequate. Only then can automation perfection be achieved.

Or perhaps you’ve already achieved top-performance status in your own AP department and are already ready for the benefits that automation can bring?
Watch our AP demo for more information about how Esker’s solution can automate your perfected processes

Or contact us to arrange a one-to-one demo

Amy Rees

As Digital Marketing Administrator at Esker Northern Europe, Amy spends her time working on the website, writing and publishing blogs and social media content, and publishing collateral. She has been part of the Esker family since 2014.

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There’s more to business than the bottom line. That’s why Esker believes in equipping you with technology that creates positive-sum growth. What is it? Just a fancy way of saying that when your company succeeds, it never happens at the expense of any team, individual or enterprise in your business ecosystem — everyone wins!
Read this blog to learn how Aliaxis Latin America (LATAM) achieved exactly this by automating Order Management with Esker.

What is Positive-Sum Growth?

Esker believes that the growth of a company shouldn’t just be the volume of customers or the money made, it should be looked at with a holistic focus where all shareholders are considered. Let’s look at some of these stakeholders:

• Your Employees – removing some mundane tasks and allowing for more value added tasks will boost the morale of your employees over time
• Your Customers – increased efficiency will inevitably ensure your customers are happier which may encourage them to purchase more
• Your Suppliers – changing suppliers will be in some instances an arduous task, so why not keep them happy in the first place. If your Customer Service Representatives (CSR) are able to do their day to day job more effectively, suppliers needs will be met
• The Planet and Community – automation will decrease your carbon footprint and an overall busier company will create more jobs for the surrounding community

Meet Aliaxis

Aliaxis are experts in fluid management solutions, creating sustainable, innovative solutions for water and energy. With this in mind, they’re clearly a forward-thinking company. However, they do still have pain points. They were struggling with order management, dealing with around 460,000 manual orders per year. They knew in order to keep their employees motivated with more value-added tasks that they had to find a way to improve efficiency within their orders.

Specific objectives were:

• To eliminate the time consuming and tedious tasks associated with order management
• Reduce order entry errors, which would contribute to higher costs and lower productivity for employees
• Deliver an improved customer experience through digital order management

Aliaxis was motivated to find a digital solution that would expedite the order management process; it was a very tedious job entering orders manually into their ERP business system.

Enter Esker – We pride ourselves on providing technology that promotes positive-sum growth

Companies worldwide have gained the following benefits with Esker’s Order Management solution:

• Much lower order processing times, as it eliminates the time CSR’s would be using to manually enter details
• CSRs focus on customers to provide better service and potentially increase sales; as we know that personal touch is what brings customers back
• Human error is removed, more orders are processed per CSR to allow business growth without more staff, reducing company costs
• 24/7 control and visibility of team KPIs through user friendly reports and dashboards.

Aliaxis are very happy with the dashboards provided in Esker’s solution. Their large order numbers means that a streamlined situation is ideal for them.

“Thanks to Esker, our customer service personnel have more time to closely monitor orders and provide timely responses to our customers.” Marcela Castillo Ugalde | Regional Business Process Owner, Aliaxis LATAM

Due to the success of the Order Management implementation at Aliaxis, they plan to roll it out to each of the 10 countries in LATAM. The confidence they have in Esker will see them look further into an EDI capability solution too.

Improving and growth may come in different forms, whether that be eliminating mundane tasks where mistakes can often be made, or achieving focus on more meaningful tasks, or to save time and efficiency; it all makes a difference. It has been a ‘win win’ situation for Aliaxis and opened their eyes to more solutions too. Positive-sum growth will permit other subs to grow including a more fulfilled workforce and a happier economic environment.

Sophie Sidhu

Sophie is an Internal Sales Consultant for Esker UK. She has been part of the Esker family since 2022.

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Automating supplier interactions is a win-win for buyers and suppliers. Read this blog to discover why supporting your suppliers via automation through the complex, multi-faceted process of supplier management is a great move.

Having weathered the supply-chain storm of the pandemic, many organisations have harked back to business-as-usual methods of managing their suppliers: manual, lengthy, paper-based processes that cause inefficiencies, delays and errors, putting at risk the continued supply of valuable components and services.

As volatility continues in the global economy, it’s more important than ever to incorporate business resilience and continuity into every department, and procurement – particularly supplier management – is no exception.

Despite its importance, supplier management is all too often an inefficient and manual process, causing delays and increasing costs across the Procure-to-Pay (P2P) cycle. Automating supplier interactions is a win-win for buyers and suppliers – read on to discover why.

What is Supplier Management?

Supplier management is a complex, multi-faceted process that needs carefully piecing together to create a mutually-beneficial relationship based on trust and accountability. This includes consideration of components such as:

• Supplier Information Management (SIM) – capturing, storing and analysing suppliers’ data
• Supplier Relationship Management (SRM) – evaluating each supplier’s goods & services and their contribution to the business
• Supplier Risk Management – identifying, assessing and mitigating threats by vetting and monitoring suppliers
• Supplier Quality Management – monitoring and managing suppliers’ abilities to fulfil needs on time and at quality

Getting all these processes working correctly and efficiently takes time and effort, but the benefits can be seen both in the P2P cycle and to the wider business. From cost savings and quality control, to improved supply chain transparency, increased compliance and mitigated risks, supplier management is truly embedded in the heart of a business.

The value of supplier relationships

Relationships built with suppliers can benefit businesses in more ways than one. Collaborating with suppliers and involving them in the supplier management process helps build longer-lasting, trust-based relationships that can be leveraged in the future.

Making processes easier from the supplier’s side makes your organisation easier to do business with, nurturing a valued relationship that both businesses will want to be a continued part of.

Here’s where automation comes into its own, simplifying processes and making significant decreases in both time spent and processing errors. This includes areas such as:

• Self-service onboarding and registration forms
• Automated reminders and communications
• Automatic verification of supplier details and IBAN
• Supplier portals to check and submit information
• Supplier enquiry management
• Contract management
• Secure and compliant archiving

Internal Business Value

It’s not just the buyer/supplier relationship that benefits from P2P automation; Esker’s customisable solutions mean that stakeholders across the business can benefit from supplier management automation technology.

From AP specialists and Buyers right up to the CFO, an efficient process reduces time and costs for all concerned, and increases visibility right across the process. Customer dashboards allow each stakeholder to set their own KPIs to track what matters most to their department.

Positive Sum Growth

As economic uncertainty and supply chain issues continue (and for who knows how long), modernising supplier management processes should be nearing top of the priority list to ensure business continuity and minimise risk.

By providing suppliers with an easy-to-complete onboarding process, self-service portals, automated communications and expedited enquiry management through automation, their staff will also benefit from time savings and increased efficiency.

Our Customers Support their Suppliers

Automating supplier management and other P2P processes are often driven by internal needs and goals – but Esker customers are proud to bring efficiency gains to their suppliers too.

Hillarys implemented Esker’s Accounts Payable (AP) solution to assist in processing 50,000 invoices a year. Suppliers were key in their requirements list – with a want to automate the processing of both PO and non-PO invoices, and to overhaul a time-consuming and manual supplier enquiries process.
Read the Hillarys Customer Success Story in full here.

Spanish group Domingo Alonso have been an Esker customer since 2018, when they undertook an automation project to reduce process complexity and automate manual tasks.

Supplier management was again at the core of their objectives; amongst other internal business needs they wanted to improve supplier relationships with accurate on-time payments, timely dispute resolution and direct communication via a supplier portal.

The resulting automation solution streamlines the entire AP workflow, from invoice reception to payment. With easy access to invoice status and payment information via the customised portal, suppliers also benefit from the solution.

Read more on Domingo Alonso’s end-to-end AP solution by clicking here.

Jennifer Ball

As Marketing Co-ordinator for Esker UK, Jennifer manages Esker UK's marketing campaigns and events for S2P solutions. She has been part of the Esker family since 2019.

Read more insights from Jennifer Ball

Many accounts receivable and credit managers understand the advantages that Accounts Receivable (AR) automation has to offer. But it’s not as easy as simply selecting a provider and implementing a solution. Before an AR solution can hit the ground running, a critical hurdle must be cleared; getting buy-in from senior management and key stakeholders!

Today’s ever-evolving business landscape demands that executive management focus their attention on streamlining business functions as much as possible. This places greater emphasis on things like cash flow, reporting and analytics, regulatory compliance, and customer retention.

As a result, members of the C-suite have a greater interest in the purchasing of solutions related to financial and administrative functions. It’s the responsibility of AR and credit managers to demonstrate how automation will not only modernise the AR department, but translate into benefits for the entire organisation.

This is where the business case comes in, providing justification for undertaking the project and presenting the benefits, costs and risks of alternative options. Finally, it provides a rationale for the preferred solution.

By building a well-thought-out business case for AR automation, AR and credit managers will dramatically increase their probability of convincing the C-suite of the project’s value and importance and getting the green light to proceed.

But where to start? Read on…

Before you begin building your business case, take time to consider these four key questions and determine your key requirements for AR automation:

Ready to start?

Here are 5 key elements to include in a winning business case:

• An executive summary that concisely delivers the urgency in addressing specific issues, how it will be done, and what benefits will be realised in addition to the costs of inaction.
• A risk assessment, which identifies and mitigates key risks to the business.
• Defined project roles, responsibilities and established accountabilities agreed with each stakeholder. Laying out roles and responsibilities in a Responsibility Assignment Matrix — also known as a RACI matrix — specifically and clearly sets the project up for success.
• A timeline for project execution and implementation.
• Defined benefits and metrics to measure success. Include a cost benefit analysis based on easily defensible assumptions, accurate numbers and includes potential impact on the bottom line. Consider that benefits can encompass more than the ‘hard’ benefits and there are often many ‘indirect’ benefits that are not part of a potential project’s budget.

Soft benefits can be any positive factor that arises from carrying out the project. Whilst sometimes difficult to define, soft benefits can be extremely valuable and indirectly contribute to financial gain i.e. increasing workplace flexibility and improving employee morale contributes to lower attrition and a reduction in recruitment and training costs.

To learn more about how to build a great business case, the stages of strategic value that AR automation can deliver and how (when done well), AR automation impacts the bottom line. Hear more about this, view our recorded webinar.

Or, for more detail you can download the whitepaper to gain valuable insights on constructing a winning business case for AR automation.

Claire Barker

As Marketing Specialist for Esker UK, Claire is responsible for generating leads for Esker's business process solutions specifically within the area of Accounts Receivable through a variety of marketing channels. She has been part of the Esker family since 2019.

Read more insights from Claire Barker