PROFIT DiagnosticOrder to Cash Process
Process Redesign Optimizing Financial
Information & Technology
Process Overview - Introduction
TheOrder to Cash Value Proposition:
Organizations thrive based on their ability to deliver high quality products and services to customers. From the time a customer order is received through the time when each product is produced, shipped and paid for, the organization’s performance is being measured.Customers demand performance from their suppliers and when expected performance levels are not met, payments are withheld and future business opportunities decline.Clearly, the order-to-cash receipt process is most vital to driving customer satisfaction and revenue generation.

Imagine the value of improving customer communications, product quality, and the timeliness of shipments.Customer satisfaction levels would increase, additional orders could be processed, payment delays would reduce. Further, what if the organization was able to proactively supply the customer with the necessary materials and products required without requiring the customer to take actionThe organization could essentially anticipate and meet the customer’s requirements and submit an invoice to the customer without cumbersome procedures, paper-based forms or lengthy phone calls.The resulting positive cash-flow would enable the organization to expand production capabilities or re-invest in other strategic initiatives.

This “vision” for order-to-cash is only one of the many ways that the process can be improved to add value directly to the organization and ultimately to the end-customers that it serves. The value-added to the organization can be measured in improved customer satisfaction levels, increased order volume, reduced returns, diminished credit problems, improved payment cycles and receivables turnover, and decreased error-related re-work. The primary value to organization will relate to dramaticincreases in profitability and cash-flow.