Neil Robertson Jun 10, 2016 10:27:00 AM 4 min read

The difference between finance and budget holders

In most organisations, budget holders are responsible for the purchasing for their department and making the best use of the available budget, whilst finance teams are both responsible and accountable for capturing and accounting activities for that spend.

Finance use ERP and accounting software to manage the process of capturing the relevant invoices, getting them approved, posting them to the ledgers and getting the supplier paid. Once a month they provide the management reports to the budget holder to update them on where they are against budget.

So what are the tools and information available to the budget holder that would be sufficient to make them accountable for their spend? The answer is almost none because the information they would need is locked up in the finance ERP /accounting software.

However, through the implementation of accounts payable automation, this  doesn’t have to be the case. Bridge the gap between finance departments and  budget holders with our guide.

The diligent budget holder addresses this problem with multiple spreadsheets that they maintain to track their spend against the available budget. This is a time consuming activity and always needs reconciliation to the management accounts when they arrive.

The diligent budget holder will also be continually asking information from finance about their suppliers such as: how much they are spending, the status of transactions and payments and even for historic information on the price paid for something historically for reference. At least they will still be asking if finance is capable of responding in a timely manner. If not, they will probably have given up some time ago.

If senior finance management want to make budget holders accountable for their spend management two changes are required.

  • The first is to provide the automation software that delivers the budget holders real time information on every supplier, every transaction (current and historic) including current and projected budget availability. It is unreasonable to hold someone accountable for spend, then keep them in the dark on just about every aspect of that responsibility.
  • The second is to recognise that the current manual purchasing processes may address finance’s requirements, but almost all ERP/ Accounting applications are unfit for purpose to address the budget holder’s requirements.

The benefits of purchasing automation can extend far beyond productivity gains. It represents an opportunity to deliver a single seamless paperless process that puts the organisation on the same digital page for every aspect of purchasing.

It should replace the budget holders spreadsheets to help them plan spend more efficiently and provide finance with oversight of that plan spend a far into the future as the plans exist.

Perhaps most important of all, it should enable finance and budget holders to work much more closely together and develop the organisation’s skills in the effective management of budgets and spend.

The result – purchasing automation ensures that everyone is now both responsible and accountable for their purchasing, because the business has provided the tools to make that possible.

Follow the link below to discover the wealth of business benefits you can enjoy through the automation of accounts payable. It’s time to bridge your teams.


Neil Robertson

Neil has a 39-year track record of building successful direct and channel global software businesses predominately in the financial software market place. Neil Robertson is Executive Chairman of Compleat Software. A 39-year veteran of the financial software marketplace, Neil has a long track record of building disruptive start-ups into successful businesses, including his time as CEO EMEA of Great Plains where he built the business outside of the USA from 1995 - 2001. Compleat is no exception and perhaps the most disruptive of them all.