High performing companies have world-class, order-to-cash processes. Minimizing costs and maximizing profits are fundamental to business success – yet relatively few enterprises consider their order-to-cash process a strategic priority when it comes to improving the bottom line. Many times, the order-to-cash process is neglected despite its strategic importance and the increased use of shareholder value performance measurement techniques. More broadly, it is a more efficient way to think about linkages and how these linkages work within an organization.

Managing the sales order process means ensuring orders are delivered on time, payment is collected quickly, and revenue recognition conditions are met. For large companies this involves thousands of transactions a day. Last-minute orders, incorrect changes to master data, and inappropriate returns can result in thousands of dollars in lost revenues. Even small mistakes, such as over-extended credit and incorrectly recorded receivables can add up and cause serious concern when financial statements are reviewed. Identifying and eliminating mistakes is the challenge.

Thomas Group uses a holistic, business-process based approach to manage and focus resources and activities of an organization to optimize overall performance across the organization’s value chain. It is based upon an inclusive, end-to-end, integrated view of all related activities, consideration of all process stakeholders including suppliers and customers. Thomas Group provides rules-based order-to-cash processing which optimizes workflow to reduce costly errors, decrease receivables and DSOs, increase collections, and enhance customer experience. Additionally, automating the order-to-cash process can create millions of dollars in savings by lowering the number of touch points involved at each step of the process.