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cpos : becoming a business partner accueil book : strategic purchasing roadmap authors creation de valeur achats risques achats retour lecteurs prix bruel presse pro. contact synchronizing operational and financial flows with suppliers constitutes a major value driver! 13 01 2016 the purpose of synchronizing finance and operations is to improve the financial performance of purchasing and the supply chain, economic control over them, and mitigate supplier risk . this involves bringing financial procedures in line with purchasing and supply chain procedures for internal processes, and to put the financial aspects of purchasing into a global sourcing context.integrating finance and operations will enable the finance function to leave behind a reactive approach in favor of a new predictive approach with respect to purchasing and the supply chain. this amounts to managing valuations that are uniquely tied to operations (e.g. delivered prices, inventories), increasing the reliability of key synchronization data with better integration between scheduling and execution (projected inventories at all levels regardless of the timespans, cash flow forecasts, dpo management/wc), and instituting an integrated purchasing-supply/finance decision-making process to balance the purchasing/supply chain needs. the points of interaction for this integration are the time when the business plan is being written, when the budget is being put together, and when the budget is being tracked with an appropriate cost-calculating model, and within the sales & operations planning (s&op) process. discussions on implementation also make it possible to work together earlier in the process by adjusting the procurement or production plan (air vs. sea transport, for example), and later in the process by adjusting the priorities for delivery to the end client (delivery vs. cost-to-serve, with profitability considered, for example). furthermore, the lack of consistent information and goals between the operational supply chain (purchasing/procurement/logistics/scheduling) and the management of financial performance (cogs and cash flow) tends to increase the capital costs borne by the company and prolong the « cash conversion cycle » by delaying the commercial availability of the merchandise (the cash conversion cycle is the average elapsed time between the moment when a euro is invested into the production cycle and the receipt of cash from sales resulting from that production). it increases the cost of the purchased products (the total cost of ownership) when the supplier has no way to raise capital, and may needlessly increase the supplier turnover rate. the ultimate goal of consistency between the finance function and operations is to improve the efficiency of a global sourcing supply chain. owing to the difficulty of managing real-time traceability of end-to-end, « order-to-delivery » flows, purchasing companies are often inaccurate when calculating delivery dates or actual payment dates. this fact may lead them to accumulate higher inventory levels than needed, and also to attempt to raise too much working capital when compared to the actual maturity dates of funds transfers (which creates a need for capital). additionally, putting pressure on suppliers in order to secure longer payment terms ultimately leads to price increases, and deterioration in business relations that could destabilize the supplier base. reverse factoring can be used to raise capital for lengthy payment terms. at the same time, it is essential to not be too late in paying suppliers , as this might negatively impact the relationship and jeopardize the results of future negotiations. those same reasons might make it hard for vendors to receive money in accordance with the contractual conditions of payment. furthermore, long payment terms may lead them to lose access to short-term financing. pressure on purchasers to extend payment terms only intensifies the problem, leading vendors to request price increases which, in extreme cases, may lead them to lose business. the overall result is a financially unstable procurement process, which adds « needless » risks to a supply chain that for a variety of reasons can be hard to balance from a strictly operational viewpoint between the level of demand from end clients and the supplier procurement plans. there is therefore a need from purchasers, vendors, and their banks alike for services that optimize this aspect of the supply chain, particularly the providing of solutions in terms of processes and technology that go beyond the concept of letters of credit and money transfers. overall, there is therefore a misalignment of information and objectives between: a) the operational supply chain (purchasing/procurement/logistics/planning) on the purchasers’ end, tracking orders, shipping, and logistics on the vendors’ end; b) the finance function (steering cash flows for both purchasers and vendors alike); c) the banking actors (payment protection management, financing/risk coverage). this phenomenon constitutes the main reason for the emergence of supply-chain finance collaborative processes. supply-chain finance (scf- the supply chain encompasses purchasing, procurement, logistics, and planning) is the combination of financing offers for international trade provided by financial institutions and a technological platform that connects the trading partners (buyers and suppliers) to the financial institutions while managing the financial impacts of one or more events on a supply chain of consumer or industrial goods. new financial arrangements and the availability of technological platforms are reaching maturity for handling supply-chain finance initiatives. it also goes well beyond an edi platform (e.g., handling messages for order content adjustments/asn, po flip, reverse invoicing…) and will incorporate practical management of the payment term extensions (e.g., dynamic discount, reverse factoring…). the banks have a real opportunity to transform this market need into a profitable offering of services. the same forces that have led producers/distributors to globalize their operations in order to improve also give banks the chance to apply their expertise in the finances of international business to create powerful solutions. since letters of credit first became common, the emergence of supply-chain finance platforms constitutes the most important advance in the field of trade and financial relations . this change has been strengthened by the financial crisis that has made the matter of liquidity management even more critical. some innovative banks have already gone in this direction, either by developing their own technological platforms, or by becoming a member of third party platforms. these advances are strategically important for financial managers, cash position managers, purchasing & supply chain directors, and sales managers, regardless of the size of the purchasing companies. these platforms generally manage a basic « triangle of players » (purchasers, sellers, financial institutions), with the understanding that other players in logistics & transport services, local inspection bodies, customs, etc. may also become subscribers for managing their own interactions with the basic triangle. the leading market players claim thousands of subscribers and trade flows of tens of billions of euros a year. the collaborative platforms come in the form of a “business network/platform” that allows the supply chain’s contributors to communicate live, and collaborative more effectively . the documents are digitized and exchanged electronically (rfx, bids, purchase orders, invoices, forecasts, shipping notice, change order, etc.). they are automatically tracked and archived in the cloud. productivity is increased by 25% to 50%, and wasted hours (that add no value) are hunted down. the accuracy of the delivery dates is improved; the time taken to reconcile delivery orders
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