Join Esker and IOFM as we review the results of a recent survey. We'll outline the strategies organizations are using to achieve higher KPIs and drive better business outcomes in AP. Sign up today!
Declining local government budgets are driving a need for innovative solutions to reduce operating costs. Establishing a shared services model across departments can improve efficiency and streamline workflows to reduce costs while maintaining public services. Critical elements for successfully implementing a shared services model include utilizing a single portal for requesting and tracking services, eliminating manual forms, and providing mobile access and public portals. A shared services model can improve public satisfaction and it is worth the effort to implement, even without internal IT resources as cloud technologies now provide affordable options.
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
The document discusses the key features and benefits of implementing a shared services organization. It outlines the typical phases of a shared services roadmap including assessing current processes, designing the new organization and processes, building out the shared services center, and deploying the new model. Some ideal processes for shared services are those with economies of scale like payroll, HR, finance, and customer service functions. The challenges of implementation include gaining buy-in, standardizing processes, and having strong leadership. Lessons learned emphasize the importance of executive sponsorship, a comprehensive plan, stakeholder input, change management, and continuous improvement.
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Customer Relationship Managment (CRM) presentation for shared services in the...Chazey Partners
This document discusses customer relationship management (CRM) frameworks for shared services and outsourcing solutions. It provides an overview of the key topics to be covered, which include understanding what a CRM framework is and discussing the 9 critical components of a robust CRM framework. It also discusses how a CRM framework can benefit higher education and why CRM is so important for sustainable success. Finally, it notes that the session will provide examples and help participants design a best practice service partnership agreement.
Declining local government budgets are driving a need for innovative solutions to reduce operating costs. Establishing a shared services model across departments can improve efficiency and streamline workflows to reduce costs while maintaining public services. Critical elements for successfully implementing a shared services model include utilizing a single portal for requesting and tracking services, eliminating manual forms, and providing mobile access and public portals. A shared services model can improve public satisfaction and it is worth the effort to implement, even without internal IT resources as cloud technologies now provide affordable options.
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
The document discusses the key features and benefits of implementing a shared services organization. It outlines the typical phases of a shared services roadmap including assessing current processes, designing the new organization and processes, building out the shared services center, and deploying the new model. Some ideal processes for shared services are those with economies of scale like payroll, HR, finance, and customer service functions. The challenges of implementation include gaining buy-in, standardizing processes, and having strong leadership. Lessons learned emphasize the importance of executive sponsorship, a comprehensive plan, stakeholder input, change management, and continuous improvement.
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Customer Relationship Managment (CRM) presentation for shared services in the...Chazey Partners
This document discusses customer relationship management (CRM) frameworks for shared services and outsourcing solutions. It provides an overview of the key topics to be covered, which include understanding what a CRM framework is and discussing the 9 critical components of a robust CRM framework. It also discusses how a CRM framework can benefit higher education and why CRM is so important for sustainable success. Finally, it notes that the session will provide examples and help participants design a best practice service partnership agreement.
Customizing the Finance Shared Services Model to align with Organization Obje...Kenny Ong
The document discusses CNI Holdings Berhad's journey in customizing its financial shared services model to better align with organizational objectives. It identifies understanding business objectives, aligning the service model framework, and using internal customer indicators as key steps. The service model was aligned based on a 4-wheel framework considering objectives, structure, resources, leadership, and principles to better support the company's strategy of product leadership, customer intimacy, and operational excellence.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
The document outlines 10 keys to effectively implementing a shared service center. It recommends establishing clear objectives and criteria for what processes to include. A phased implementation plan and simplifying complex processes upfront are also advised. Strong governance is needed to prevent unnecessary complexity over time. Performance should be regularly benchmarked and technology platforms chosen that can support the shared services long-term.
Starbucks Mc kinsey 7 s framework modelMd Asif uddin
The document summarizes Starbucks' 7S framework, which analyzes the company's strategy, structure, shared values, skills, style, staff, and systems. Starbucks' strategy focuses on global expansion and providing excellent customer service. Its structure is divided into three divisions based on geography. Starbucks' shared values center around ethical sourcing, environmental stewardship, and community involvement. Its skills involve strong brand awareness and strategic alliances.
The document contains meeting notes from the IQPC 9th Annual Asian Shared Services & Outsourcing for HR Conference that took place in Kuala Lumpur, Malaysia from May 4-5, 2011. Key topics discussed included the objectives and benefits of implementing an HR shared services model, the different levels of centralization on the shared services continuum from centralized HR to outsourcing, and the foundations needed for a successful shared services model such as process reengineering and a common HRMS. Challenges in transforming to a shared services model like managing change and developing new skills were also covered.
This project work contains all the necessary information for class 12 accountancy project
This Project Contains three part. They are as follows.
1. Comprehensive Project
2. Specific - 01(Ratio Analysis)
3. Specific - 02(Cash Flow Statement)
7 Benefits of Choosing Esker Mail ServicesEsker, Inc.
Despite improvements in the management and automation of business processes, 90% of corporate documents still end up on the office printer to be sent via postal mail — representing major losses in productivity, reliability and profitability. Learn how to take the pain out of postal mail with mail services by Esker.
AP Automation: Building a Successful Business CaseEsker, Inc.
It is the responsibility of the AP and Finance Managers to demonstrate how AP automation will not only benefit the AP department, but translate into benefits for the entire organization.
Esker is helping organizations eliminate paper and improve business processes with on-demand document automation solutions.
You're probably thinking, "What's the big deal? My company doesn't spend much on paper." But what most people don't realize is that the cost of buying paper is just the tip of the paper iceberg.
Check out this SlideShare to see Esker's full story--who we are, how it all started, our mission and strategic vision, and the full details of our solutions.
Facilitating a 40% Annual Growth Rate with Order Processing Automation Esker, Inc.
Parts Town, a wholesale distributor of commercial kitchen parts, was processing over 2,000 customer orders per day manually. This led to inefficiencies, errors, and an inability to scale with their 40% annual growth rate. They implemented Esker's cloud-based order processing automation solution to digitize the process. This eliminated manual tasks, accelerated order processing, increased visibility, and allowed them to grow without adding headcount. The solution transformed their operations by providing real-time tracking and enabling better resource allocation based on order volumes.
Streamlining Accounts Payable Processes and Reducing Costs with Cloud-Based A...Esker, Inc.
Orora Ltd. was looking to replace their ineffective AP automation solution and streamline their invoice processing. They implemented Esker's cloud-based AP solution to automate over 220,000 annual invoices in their SAP system. This reduced manual processing and provided improved visibility of invoices. The new solution cut costs and interfaces while improving the user experience and support. Orora has since achieved touchless processing of 85% of invoices and cost reductions through the new system.
Esker Cloud Fax Services allow organizations to avoid hardware costs and maintenance fees while sending faxes from any application through their international network of data centers. Moving fax services to the cloud can offer advantages over traditional fax servers for both large and small organizations. The document provides a checklist to help determine if moving to a cloud fax service is right for an organization based on factors like growing fax volumes, replacement costs, support needs, security, disaster recovery, and strategic priorities.
Top Benefits Order Processing AutomationEsker, Inc.
Automating order processing provides several key benefits: it reduces costs per order and dramatically drops order errors by allowing near 100% accurate data entry; it increases transparency by giving managers and customer service representatives visibility into order status and reports; and it accelerates the processing and handling of orders by eliminating manual data entry tasks and enabling quick automated processing.
New Levels of Efficiency with Accounts Payable AutomationEsker, Inc.
Esker enables the automated processing of purchase order, non-purchase order and freight invoices into the Farmland Food’s existing SAP environment.
A top priority for the company was to increase the
speed, accuracy and visibility of their accounts payable (AP) operations by eliminating outdated manual methods. For example, Farmland had been using a file room to store invoices which made it very challenging to track down documents in a timely fashion. In addition, emailed invoices were not linked to Farmlands SAP® system, creating extra work for staff such as printing the invoice and re-keying it into SAP.
OPTIMIZING THE ENTRY AND ARCHIVING OF CUSTOMER ORDERSEsker, Inc.
Bag Makers, Inc. achieves ROI in three months after leveraging Esker DeliveryWare to automate
every phase of order processing in an SAP® Business One environment.
Following a successful implementation of SAP Business One, Bag Makers, a leading imprinted bag supplier, began looking for ways to improve its internal processes even more. The company first heard of Esker at an ASUG SAP Business One Summit, and, shortly thereafter, selected Esker to automate fax and email order processing.
REDUCING INVOICE COSTS WITH AP AUTOMATION AT A GLOBAL SHARED SERVICES CENTEREsker, Inc.
Malaysia Airlines successfully leveraged Esker’s Account Payable automation solution to automate the processing of over 28,000 monthly invoices. With over 28,000 monthly invoices (increasing at 5% annually), including invoices coming from various overseas locations to company headquarters, the manual invoice process was extremely time-consuming and inefficient. Using Esker’s Accounts Payable solution, Malaysia Airlines’ vendor invoice process is now completely streamlined. When an invoice arrives, the document is entered into the Esker system where it’s imaged and scanned into SAP — all with full visibility and minimal risk for invoice entry errors.
3A Composites partnered with Corevist to develop and launch a business-to-business post-order-entry customer service portal that features real-time integration with SAP. Check out the case study to learn more about the challenge that lead 3A Composites to Corevist and the beneficial outcomes that they experienced.
Accounts Payable Automation: Life Before & After PaperEsker, Inc.
This document summarizes the benefits of automating accounts payable processes described in a presentation by Esker. It outlines how three organizations improved visibility, lowered costs, and increased satisfaction by kicking their paper habit and switching to digital accounts payable automation. The presentation discusses the symptoms of poor AP performance like limited control and long cycles. It then shares customer stories from Albemarle, Farmland, and San Benedetto that demonstrated benefits like less stress, overtime, and risk after implementing Esker's AP automation solutions.
Automating 100% of Customer Invoice DeliveryEsker, Inc.
GECITech was manually processing 700 invoices per month which took three employees a day and a half to complete. They implemented Esker's accounts receivable solution to automate invoice delivery by postal mail, email, and EDI. This reduced processing time to 15 minutes and improved customer service through faster delivery and fewer errors. GECITech plans to further expand electronic document exchange and automate other business processes with Esker.
Esterline: Improving Overall Efficiency and Scalability in Order Processing w...Esker, Inc.
Esterline’s Kirkhill-TA facility in Valencia, CA, successfully leveraged Esker’s Order Processing automation solution to streamline the management of 12,000 annual orders.
MSA: Doubling Order Processing Speed with Esker's Fully Automated and SAP-Int...Esker, Inc.
Exceptional execution by Esker Professional Services and Solutions Support teams set the stage
for MSA’s successful implementation of the Esker DeliveryWare platform
Customizing the Finance Shared Services Model to align with Organization Obje...Kenny Ong
The document discusses CNI Holdings Berhad's journey in customizing its financial shared services model to better align with organizational objectives. It identifies understanding business objectives, aligning the service model framework, and using internal customer indicators as key steps. The service model was aligned based on a 4-wheel framework considering objectives, structure, resources, leadership, and principles to better support the company's strategy of product leadership, customer intimacy, and operational excellence.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
The document outlines 10 keys to effectively implementing a shared service center. It recommends establishing clear objectives and criteria for what processes to include. A phased implementation plan and simplifying complex processes upfront are also advised. Strong governance is needed to prevent unnecessary complexity over time. Performance should be regularly benchmarked and technology platforms chosen that can support the shared services long-term.
Starbucks Mc kinsey 7 s framework modelMd Asif uddin
The document summarizes Starbucks' 7S framework, which analyzes the company's strategy, structure, shared values, skills, style, staff, and systems. Starbucks' strategy focuses on global expansion and providing excellent customer service. Its structure is divided into three divisions based on geography. Starbucks' shared values center around ethical sourcing, environmental stewardship, and community involvement. Its skills involve strong brand awareness and strategic alliances.
The document contains meeting notes from the IQPC 9th Annual Asian Shared Services & Outsourcing for HR Conference that took place in Kuala Lumpur, Malaysia from May 4-5, 2011. Key topics discussed included the objectives and benefits of implementing an HR shared services model, the different levels of centralization on the shared services continuum from centralized HR to outsourcing, and the foundations needed for a successful shared services model such as process reengineering and a common HRMS. Challenges in transforming to a shared services model like managing change and developing new skills were also covered.
This project work contains all the necessary information for class 12 accountancy project
This Project Contains three part. They are as follows.
1. Comprehensive Project
2. Specific - 01(Ratio Analysis)
3. Specific - 02(Cash Flow Statement)
7 Benefits of Choosing Esker Mail ServicesEsker, Inc.
Despite improvements in the management and automation of business processes, 90% of corporate documents still end up on the office printer to be sent via postal mail — representing major losses in productivity, reliability and profitability. Learn how to take the pain out of postal mail with mail services by Esker.
AP Automation: Building a Successful Business CaseEsker, Inc.
It is the responsibility of the AP and Finance Managers to demonstrate how AP automation will not only benefit the AP department, but translate into benefits for the entire organization.
Esker is helping organizations eliminate paper and improve business processes with on-demand document automation solutions.
You're probably thinking, "What's the big deal? My company doesn't spend much on paper." But what most people don't realize is that the cost of buying paper is just the tip of the paper iceberg.
Check out this SlideShare to see Esker's full story--who we are, how it all started, our mission and strategic vision, and the full details of our solutions.
Facilitating a 40% Annual Growth Rate with Order Processing Automation Esker, Inc.
Parts Town, a wholesale distributor of commercial kitchen parts, was processing over 2,000 customer orders per day manually. This led to inefficiencies, errors, and an inability to scale with their 40% annual growth rate. They implemented Esker's cloud-based order processing automation solution to digitize the process. This eliminated manual tasks, accelerated order processing, increased visibility, and allowed them to grow without adding headcount. The solution transformed their operations by providing real-time tracking and enabling better resource allocation based on order volumes.
Streamlining Accounts Payable Processes and Reducing Costs with Cloud-Based A...Esker, Inc.
Orora Ltd. was looking to replace their ineffective AP automation solution and streamline their invoice processing. They implemented Esker's cloud-based AP solution to automate over 220,000 annual invoices in their SAP system. This reduced manual processing and provided improved visibility of invoices. The new solution cut costs and interfaces while improving the user experience and support. Orora has since achieved touchless processing of 85% of invoices and cost reductions through the new system.
Esker Cloud Fax Services allow organizations to avoid hardware costs and maintenance fees while sending faxes from any application through their international network of data centers. Moving fax services to the cloud can offer advantages over traditional fax servers for both large and small organizations. The document provides a checklist to help determine if moving to a cloud fax service is right for an organization based on factors like growing fax volumes, replacement costs, support needs, security, disaster recovery, and strategic priorities.
Top Benefits Order Processing AutomationEsker, Inc.
Automating order processing provides several key benefits: it reduces costs per order and dramatically drops order errors by allowing near 100% accurate data entry; it increases transparency by giving managers and customer service representatives visibility into order status and reports; and it accelerates the processing and handling of orders by eliminating manual data entry tasks and enabling quick automated processing.
New Levels of Efficiency with Accounts Payable AutomationEsker, Inc.
Esker enables the automated processing of purchase order, non-purchase order and freight invoices into the Farmland Food’s existing SAP environment.
A top priority for the company was to increase the
speed, accuracy and visibility of their accounts payable (AP) operations by eliminating outdated manual methods. For example, Farmland had been using a file room to store invoices which made it very challenging to track down documents in a timely fashion. In addition, emailed invoices were not linked to Farmlands SAP® system, creating extra work for staff such as printing the invoice and re-keying it into SAP.
OPTIMIZING THE ENTRY AND ARCHIVING OF CUSTOMER ORDERSEsker, Inc.
Bag Makers, Inc. achieves ROI in three months after leveraging Esker DeliveryWare to automate
every phase of order processing in an SAP® Business One environment.
Following a successful implementation of SAP Business One, Bag Makers, a leading imprinted bag supplier, began looking for ways to improve its internal processes even more. The company first heard of Esker at an ASUG SAP Business One Summit, and, shortly thereafter, selected Esker to automate fax and email order processing.
REDUCING INVOICE COSTS WITH AP AUTOMATION AT A GLOBAL SHARED SERVICES CENTEREsker, Inc.
Malaysia Airlines successfully leveraged Esker’s Account Payable automation solution to automate the processing of over 28,000 monthly invoices. With over 28,000 monthly invoices (increasing at 5% annually), including invoices coming from various overseas locations to company headquarters, the manual invoice process was extremely time-consuming and inefficient. Using Esker’s Accounts Payable solution, Malaysia Airlines’ vendor invoice process is now completely streamlined. When an invoice arrives, the document is entered into the Esker system where it’s imaged and scanned into SAP — all with full visibility and minimal risk for invoice entry errors.
3A Composites partnered with Corevist to develop and launch a business-to-business post-order-entry customer service portal that features real-time integration with SAP. Check out the case study to learn more about the challenge that lead 3A Composites to Corevist and the beneficial outcomes that they experienced.
Accounts Payable Automation: Life Before & After PaperEsker, Inc.
This document summarizes the benefits of automating accounts payable processes described in a presentation by Esker. It outlines how three organizations improved visibility, lowered costs, and increased satisfaction by kicking their paper habit and switching to digital accounts payable automation. The presentation discusses the symptoms of poor AP performance like limited control and long cycles. It then shares customer stories from Albemarle, Farmland, and San Benedetto that demonstrated benefits like less stress, overtime, and risk after implementing Esker's AP automation solutions.
Automating 100% of Customer Invoice DeliveryEsker, Inc.
GECITech was manually processing 700 invoices per month which took three employees a day and a half to complete. They implemented Esker's accounts receivable solution to automate invoice delivery by postal mail, email, and EDI. This reduced processing time to 15 minutes and improved customer service through faster delivery and fewer errors. GECITech plans to further expand electronic document exchange and automate other business processes with Esker.
Esterline: Improving Overall Efficiency and Scalability in Order Processing w...Esker, Inc.
Esterline’s Kirkhill-TA facility in Valencia, CA, successfully leveraged Esker’s Order Processing automation solution to streamline the management of 12,000 annual orders.
MSA: Doubling Order Processing Speed with Esker's Fully Automated and SAP-Int...Esker, Inc.
Exceptional execution by Esker Professional Services and Solutions Support teams set the stage
for MSA’s successful implementation of the Esker DeliveryWare platform
Terumo: Improving Order Management Efficiency with Cloud-Based AutomationEsker, Inc.
Terumo Medical Corporation was struggling to efficiently process the high volume of customer orders it received via fax. The manual process of reviewing and entering faxed orders led to long backlogs and overwhelmed staff. Terumo implemented Esker's cloud-based order automation solution. This allowed Terumo to digitally capture and automatically process faxed orders without any manual data entry. Since using Esker, Terumo has reduced order processing time by 60% and improved scalability while maintaining staffing levels. Esker has also enabled Terumo to eliminate data entry for 575 standard order types through taught automation rules.
The 12 Days of Christmas- What Automation Gave to MeEsker, Inc.
Automation provides numerous benefits to businesses including cost savings by reducing manual labor, errors, and infrastructure costs. It also increases productivity by freeing up staff time, improves accuracy through optical character recognition, and enhances visibility into processes. Additionally, automation delivers better customer satisfaction by resolving issues faster, and flexibility in deployment and global capabilities. It ensures security, allows for integration with various business systems, and provides a single platform solution.
3 Success Factors to Improve KPIs for Accounts Payable Shared ServicesEsker, Inc.
The document discusses 3 key success factors for improving KPIs: 1) Choose appropriate KPIs that are aligned with strategic goals, use quality data, and justify with industry metrics. 2) Ensure effective change management with project success, sponsorship and support from upper management and users. 3) Designate a global service owner responsible for customer satisfaction and owning KPI management through developing service lines and having process owners report to them.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Strategies for Achieving Best-in-Class Results in Accounts Payable Shared Services
1. Strategies for Achieving Best-in-Class
Results in AP Shared Services
Results of a 2013 Study by IOFM
Presented by:
Julie Mai
Esker
Mark Brousseau
Brousseau & Associates
2. Julie Mai
Julie’s 20+ years of experience has included
working with companies in all facets of document
automation — from the early days of faxes moving
from thermal paper to plain paper, to medical
facilities looking to automate medical records, to
companies looking to streamline and automate
order-to-cash and procure-to-pay processes.
Working with Esker the past 5 years, Julie’s
primary focus has been helping customers
“Quit Paper” and move to solutions that add
functionality and visibility to their environment
while decreasing the overall cost of completing
these processes.
3. Mark Brousseau
Mark Brousseau is a noted marketer, analyst,
speaker and writer, with more than 21 years
of experience advising leading providers of
payments and document automation solutions.
Brousseau is President of Brousseau &
Associates, a full-service strategic marketing
and business development firm based in
York, PA. With the largest client base of any
independent firm specializing in the payments
and document automation arenas, Brousseau &
Associates counts among its clients many top
solutions and services providers.
4. About Esker
• Esker helps organizations around the world Quit Paper™
by offering solutions (on-demand or on-premises) to
automate virtually any manual document process.
–
–
–
–
–
–
–
Global headquarters in Lyon, France
In business for 28 years
In “the cloud” for 8 years
290 employees
Distributors in over 50 countries
4,500+ SaaS-based customers
50,000+ SaaS-based users
8. Survey Overview
Key questions to answer:
•
•
•
•
•
•
•
Prevalence of AP shared services?
Level of AP automation in invoice processing?
Primary AP performance metric?
Top improvement initiative for 2013?
Senior management’s perception of AP’s performance?
Improvement strategies used by AP organizations?
What, exactly, are the key trends?
9. Survey Methodology
• Online survey
• Survey presented to thousands of AP professionals
– 118 respondents completed the survey
– 98 respondents answered all of the questions
• 24 questions
– Most could be answered with a single click
• Respondents were given several weeks to take survey
11. About the Respondents
What is your job title or function?
1%
7%
1%
11%
10%
18%
52%
AP Director
AP Supervisor/Manager
AP Operations
Controller
CFO
Purchasing
IT
12. About the Respondents
What is your company’s annual revenue?
9%
> $5 Billion
10%
$3 Billion to $5 Billion
9%
12%
$1 Billion to $3 Billion
$500 Million to $999.9 Million
7%
$100 Million to $499.9 Million
10%
8%
$50 Million to $99.9 Million
$25 Million to $49.9 Million
9%
26%
$10 Million to $24.9 Million
<$10 Million
13. About the Respondents
What is the principal industry of your organization?
1%
2%
0%
2%
2%
12%
2%
4%
14%
4%
5%
11%
9%
8%
19%
7%
Advertising/Entertainment
Construction/Engineering/Mining
Energy/Utility
Financial Services
Government and Non-Profit
Health Care
High Tech/Teleco
Manufacturing (Consumer Goods)
Manufacturing (Industrial Goods)
Pharmaceuticals & Medical Products
Professional Services
Real Estate
Retail Trade
Transportation
Travel and Leisure
Wholesale/Distribution
14. About the Respondents
What is your company’s annual invoice volume?
15%
8%
11%
66%
< 500,000
500,000 - 1,500,000
1,500,001 - 3,000,000
> 3,000,000
15. About the Respondents
Which best describes your AP organization?
8%
13%
Decentralized, reporting
to the business units
12%
Separate, centralized
department
Part of a regional
shared services center
67%
Part of a
global/multiregional
shared service center
16. About the Respondents
Does your AP organization currently operate in a
Shared Services model?
6%
Not operating in Shared
Services model
26%
Preparing to operate in Shared
Services model
63%
Currently operating in Shared
Services model
5%
Mature Shared Services model