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Juno Payments > Articles by: Gordon
26
Sep

Navigating Sales Tax Calculation and Compliance

Case Studies, Sales TaxGordon

Overcoming the complexity of sales tax calculation

For businesses that begin to sell globally or across the U.S., one of the earliest hurdles is the ability to accurately calculate, collect, file, and remit sales and use tax to each tax jurisdiction. 

When Supreme Court struck down a company’s physical presence as a legal ground for requiring sales tax collection in South Dakota v. Wayfair, it introduced the concept of “significant economic nexus.”  As its definition varies from state-to-state, it further complicates the matter of whether tax should be collected, and how much to collect.

If one leverages an ERP for order entry, sales tax can be computed in some of them.  But it would necessitate one to manually define the jurisdiction for every region in which they do business, and program the tax rate associated with each.  Given there are over 11,000 tax jurisdictions in existence, the complexity in maintaining this data forces many to forgo the ability to sell direct and leverage distributors and retailers to handle product sale.

In many instances, selling direct can improve one’s margin, capture otherwise lost sales, and provide complete control over the customer experience.  For high price, complex, custom-made products, they may require specialists to install and configure to ensure proper operations, which further necessitates the ability to sell direct to one’s customers.  Distributors and retailers may not be able to meet this need in many instances.

Since tax calculation is not a business’ core competence in most instances, an alternative is to externalize tax calculation to a third party.  By outsourcing tax calculation and the management of tax exemption certificates, one no longer must define and maintain the latest tax lookup information within the enterprise, tax is always calculated accurately even for international sale. 

The key to success is to minimize impact and project scope, priority must be made to preserve one’s order management workflow.  It is important to understand how tax details can be integrated into existing order entry system and shopping carts, and the effort required. 

Armed with this knowledge, one can greatly reduce the risk and uncertainty associated with direct selling.

 

 

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17
Oct

Top AP Metrics

AP/AR AutomationGordon

Top 8 Ways To Measure The Effectiveness Of Your Accounts Payable Operation

 

Do you have a good measure of the effectiveness of your Account Payable operations?  While there are numerous metrics in use, many are biased towards specific use cases.  To limit the scope of data collection and analysis, we captured a balanced starter set that will help you to assess if your Accounts Payable Operation is working efficiently:

1. Days Payable Outstanding (DPO)

Measuring the time it takes on average to pay a vendor invoice is key in order to analyze your cash flows impact on the Accounts Payable Team.  When comparing the DPO to the Day Sales Outstanding (DSO, the average time it takes to collect an invoice from a customer), this gives insight into the cash flow situation.  The goal usually is to have the ability to influence the DPO being (slightly) higher than the DSO and ensuring to pay vendors slower than receiving the cash from customers.  It also shows the ability to collect early payment discounts.

The most common way to calculate the DPO is this formula: DPO = Accounts Payable / (Cost of Sales / Number Of Days). Usually, this is measured per month or per quarter.

Using this information depends on vendor contracts and the intent around the cash flow.  If the goal is to collect early payment discounts, then the DPO should be low.  If the vendor contracts generally don’t have early payment discounts, the DPO should be i) above the DSO, and ii) around the average payment terms to maintain a good credit scoring.

 

2. Cost per Invoice (CPI)

This measures the total costs for an invoice to be processed and paid, from receipt of the invoice, to entering it into the Accounting/ERP system, to approvals, and finally the processing of the payment.  This information has a relative and an absolute component.  Measuring the improvement of the Accounts Payable Team is shown in a relative reduction of CPI over time.  Comparing this number to benchmarking data in the type of business operated in, shows how the Accounts Payable Operation is doing compared to “Best in Class” operations.

To calculate this, add total costs during the evaluation period for the Accounts Payable Team to the cost for all approvers (time for approving invoices and payments) and divide it by the number of invoices paid during this period of time. This should include the cost for a vendor service desk (Help Desk) and the cost for the payments made (bank fees, cost for printing and mailing checks etc.).

 

3. Invoices Paid Late

Divide the number of all payments made during the evaluation period by the number of invoices paid late (minus a grace period of a few days, in case you’re paying electronically).  This shows the ability to manage cash flow, take early payment discounts, and how the Accounts Payable Team performance influences the credit rating of the company.  Although this information is similar to the DPO, it gives more granular insight, especially when breaking it out into 5- or 10-day buckets or calculating this for particular key vendors.

 

4. Process Time by Process Step

Breaking out the Accounts Payable process into steps helps to identify bottlenecks.  These process steps could be:

  • Time from invoice date to receiving the invoice (invoice receipt date)
  • Time from receiving the invoice to have it processed and ready for approval
  • Time from an invoice being ready for approval to invoice being fully approved
  • Time from invoice being fully approved to invoice paid

This should only be measured for invoices paid during the evaluation period (often week or month).  It shows where the A/P team spends most of their time, as well as the ability to improve particular parts of the A/P process.

 

5. Aging Structure of the Accounts Payable Portfolio

This is usually measured in 30-day increments, with the largest percentage of invoices (number of invoices or value) being in the “Not Due” bucket, and a small percentage being in the 1-30 bucket.  The total percentage of the remaining buckets should be less than the percentage of the 1-30 bucket.

 

6. Invoices That Went into the Exception Process

Calculated by dividing the number of total invoices paid by the number of invoices paid that went into an exception process, measured over the evaluation period.  This shows how compliant vendors are with the invoicing and payment process.  If the percentage of invoices in the exception process is high, this can indicate that the invoicing/payment process is too complex or too manual.

 

7. Invoices processed Per Day Per Accounts Payable Team Member

This shows you the effectiveness of the A/P Team members.  It’s calculated by dividing the invoices processed per day by the number of Accounts Payable Team members.  This should include the team members working on a Help Desk to incorporate exception processes as well.

 

8. Payments to be redone due to error

Calculated by the number of total payments per period divided by the number of payments that had not been successful and had to be processed again.  This indicates the effectiveness of the payment process as well as the quality of the Vendor Master Data.

If you find these metrics are shedding actionable insight into your Account Payable operation, then automating the data capture and reporting should be a priority for effective management.

Lastly, do not forget to incorporate manual errors on top of these metrics.  Human errors are unavoidable but costly, they can be eliminated by automating the human tasks while preserving your current invoice processing flow.

 

 

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1
Oct

Managing Risk

AP/AR AutomationGordon

Managing Your Risk While Transforming Your AP/AR Operation

 

Many companies hesitate to transform their AP/AR operation because their fear of risk and the unknown.  Consequently, they are saddled with high cost, reduced cashflow, higher working capital, and expensive short-term borrowing cost.  Cashflow is such a critical factor in today’s economy, it impacts a large corporations’ valuation and the growth opportunities in the SME segment.

Modernizing your AP/AR operation need not be daunting if you take the right approach.  The following guidelines can help you to mitigate your risk while transforming your AP/AR operations:

  • If your environment is complex, such as having multiple ERPs or financial/accounting systems. You should avoid “boiling the ocean” by breaking down your transformation into small manageable projects instead of all-or-nothing.   Being overwhelmed is the biggest inhibitors for innovation in company of any size, its leads you to analysis-paralysis.  As in science, you can remove uncertainty by experimentation – pick a small, but representative division/product line as a pilot to limit exposure.  It allows you to uncover the unknowns and expose the risk profile.  Instead of listening to sales pitches, you are working with facts specific to your company.   Once you are comfortable with the result, you can then replicate it to other parts of the business.
  • For smaller business, you should look for a solution with pre-build integration to popular accounting/finance packages. This will minimize your integration cost and risk, while delivering a quick implementation.
  • Always consider your fallback plan, if you decide not to continue with the approach and pick a different path, make sure you can revert your AP/AR processing to your current system while charting for a plan B.
  • You should place an extra risk premium for solutions that require you to retire your current systems. If you need to revert back, it is often a nightmare to port back transactions executed after the cut-over.  Don’t’ forget you have a continuous stream of incoming new transactions during this process, you will not have the luxury to spend weeks to study it.
  • With the maturity and security of today’s cloud-based solution, it can deliver AP/AR automation as a service. The thinner you can make it without heavy on-premise investment, the more agile you will become.  This prevents lock-in and can greatly reduce your risk profile.
  • Minimize sunk cost due to up-front platform cost or commitment to a fixed monthly volume. Your business is cyclical, the platform should be able to grow and shrink with your need.  Beware of solutions or infrastructure that charge you by your high-water mark due to their legacy on-premise pricing model.

Light-weight solution that is cloud-based (as long as it meets all security and regulatory requirements) and not require rip-and-replace is key to minimize risk.  If there is no up-front platform cost or long-term contract, and charges by transaction volume, it would essentially provide you the benefit of a try-and-buy, shifting the cost and risk of modernization to the platform provider.

With proper guidelines and the ability to make penalty-free go/no-go decision along the way, we believe you can modernize your AP/AR operations with limited risk exposure.  Thereby allowing you to focus on the future and growing your business.

 

 

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1-888-514-8118

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