Compleat ROI is measured by more cash in the bank
ROI calculations have lost credibility with many finance directors through misuse and over commitment /under delivery.
The Compleat ROI is a little different, as it should be based on the amount of cash in the bank that would not have been there without the ability of the organisation to take compleat spend control.
Additional Cash
Reduction of spend through improved purchasing controls on suppliers and budget control,
Appropriate purchasing terms and conditions of supply including payment terms
Accurate receipting and management of short supply, damaged goods and poor services
Accurate pricing of purchase invoices against delivered goods and services
Improved prices and payment terms through supplier consolidation
Productivity savings through automation of purchasing process
Reduction of transaction cost through automation and productivity gains
Cash and corporate liquidity will be stretched over the coming 12 - 36 months as revenue and margins are squeezed, debtors take longer to pay, the increasing risk of bad debt (and the insurance cost of protecting against it) and suppliers shortening credit terms should they feel at risk.
Retain cash through total budget and spend control
Automation of purchase invoice approval processes
Reduction of need to use alternate suppliers due to late payment / accounts on stop
Up to 60% reduction in the cost per transaction in the purchase to pay cycle
The ability to increase productivity, maximise the effective use of cash and take complete control of corporate spend delivers rapid ROI – putting additional cash in the bank.
However, if the ability to control corporate liquidity through Compleat Spend Control and manage cash averts disaster, then the value of Compleat Spend Control will be priceless.
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