tailieunhanh - Ebook Cost reduction and control best practices (2nd edition): Part 2

(BQ) Part 2 book "Cost reduction and control best practices" has contents: Accounts payable costs, credit and collections costs, purchasing costs, inventory costs, export costs, outsourcing, outsourcing, consultants' costs, business tax costs. | Chapter 8 Accounts Payable Costs BEST PRACTICES TACTICS IN ACCOUNTS PAYABLE DEPARTMENTS The tactics that managers in the accounting function use to streamline payables processing now vary sharply with company size. This is a key finding in an IOMA survey in which respondents identified “the most successful changes implemented in the payable department.” Altogether, IOMA asked roughly 500 participants to identify up to five changes that yielded a “success” in payables. Interestingly, respondents at all five employment levels in the survey cited one tactic—improve accounts payable (AP) systems and procedures—as their most successful change. In this annual survey, which IOMA began in 1995, this broad-brush tactic has always topped the charts. Size Matters At the same time, this survey shows that the “success” managers in accounting have with these 21 change options vary with company employment levels. For example: • • • New technology: of respondents at companies with 5,000 or more employees had “success” when they used new technology to increase productivity. This is exactly twice the success ranking at companies with fewer than 200 employees. In the 12-month period of this survey, larger companies invested more heavily in improving payables technology. Procurement cards (P-cards): of large-company respondents had success in this 12-month period when they began a P-card program or found ways to increase usage of an existing program. This is more than twice the percentage () of small-company respondents that had success with the P-card. P-cards may still be underused at small companies. Staff management: Managers in accounting at the largest and smallest respondents have very different approaches to staff management. At companies with less than 200 employees, of respondents had success by “assuming more responsibility themselves.” This is more than twice the success rate at large respondents. Although their staffs may be small, .