Finance professionals have a major part to play in improving supplier management, if they take the right incremental approach, say Blair Eldridge and Catherine Cremoux of EDS.
Many companies undertook large-scale, enterprise-wide financial
management initiatives during the 1990s. Such programmes typically
addressed a wide range of process areas – purchase-to-pay,
order-to-cash, budgeting and accounting – in multiple geographies.
These projects were complex and needed the support of many
stakeholders. But the return on investment from such initiatives
did not always meet expectations. Even where programme objectives
were met, there was often a prolonged period of cash outflow
before the programme became cash positive.
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