First, let us begin with a parable on the harms of an interrupted Order to Cash cycle: It is early morning, dark— the shapeless trunk of a modern car is being filled with two malicious, asymmetrical suitcases. The bags are overweight blocks that interfere with neatness. Breath can be seen in the cold and the numb hands of the driver rub against the metal straps and zippers of his colleague’s luggage. Though finally, finally, after many folds, insults, and mutilations the travel bags take their proper corner in the trunk and there begins the trip to the business conference held this year in a resplendent city near the sea, a well-equipped metropolis nearby—duty by day, bliss by night.
But one hour into the long journey the drowsy cohort in the passenger seat stirs and the driver pulls over. With the car on the shoulder of the highway, the passenger gets out and walks to rear of the vehicle and pulls his bag from the orderly heap and sets it on the side of the road while the driver remains seated, alone, in the front. For a time free people in loud cars soar past on their own uninhibited journeys. But eventually, one stops and the passenger gets in. He rolls down his window in the new car and tells the driver of the old one that he’ll see him at the conference.
While this is a somewhat jocular and strained example, it is a case of spiteful inefficiency—the meeting of the two colleagues at the agreed upon residence, the precise handling of the bags, all done only to be roughly unpacked on the side of the road so that the passenger, following some kind of constraint, can take another car to the same location. They seem like pals, with mutual objectives; riding together would save time, be more convenience. They could have conversations, enjoy the perks of togetherness, get some work done, prepare for their presentation, but for some reason or other the adventure is split up and the driver and passenger are separated.
In the everyday operations that occur at the beginning of the Order to Cash cycle, duplicate, or irrelevant processes, should be among the first inefficiencies to be persecuted and put to death. Routinely, this takes place at the beginning of the O2C cycle. Without an integrated system, the finance team must push the orders received from the sales team through an unshared software program, consult the relevant data and metrics stored on it, and then make a duplicate invoice for the acquisition of the sales request. This last step, this manual data reentry, is the crass holdup.
With Saleforce and Sage Intaact integration, when a sales representative places an order it is there for review by Finance, who, through the computation of data and automated processes controlled by Sage Intaact, can fulfill the request without diverting the order through inflexible outside software programs from which the sales team has been disconnected. Salesforce and Sage Intaact integration constitutes a shared pipeline through which the two branches can more easily pass information back and forth, which both simplifies, and safeguards, the Order to Cash cycle.
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