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Shop - Cash Management the Human Factors

By PHILIPKNIGHT Subscribe to RSS | July 27th 2012 | Views:

Shop good cash management is critical to business success and survival in troubled times a business can depend on the timing of receipts and payments. Very often the most important tasks from day to day cash flow by junior staff administrative roles. So that those employees should be treated with caution. And motivated to perform well. The process often begins with contract administration and at the same time the large contracts are usually managed by senior staff. The main interface with customers in smaller orders and repeat business is often a contract employee. A good writer is to understand the scope of the contract clauses on cash flow and will be alert to a proposed customer payment terms.


Invoice schedule and records. All clauses that represent a departure from normal conditions or be difficult to enforce should be flagged for immediate attention. Many accounts and requests for payment be delayed solely because of lack of information on the invoice that was specified customer from the beginning. Managers have a responsibility to encourage intervention by junior staff if they see something wrong and should not be critical if it delayed the contract award or order placement. It is clear that a commercial decision for a customer to accept the terms of the contract. But the essence is not clear at the outset. Or to comply with the agreed procedures in a moment if the hard money down the line will affect the.


If the company policy to request a written order before the start of work. It should not be undermined if officials were held to intervene to stop the operations staff begin work until it is confirmed. Even in a difficult economic environment (or perhaps because of it) there is no point in carrying out work if you can not be sure and get paid for this work without permission is sin first capital. Because it is such an important interface in contract management staff. Should encourage the development of good relations with customers. And is organized in such a way. Have the same staff with customer transactions on a regular basis. Shop so that they understand theiropposite number. This will make communication easier between them. If problems do arise. Then the relationship may help to identify problems quickly resolve those issues quickly and to avoid stress on the commercial relations between the two organizations. The same goes with credit control and debt collection. Good relations between officers and sales register their opposite numbers should be encouraged. This makes it easier to be proactive and to allow the ratio of the sales ledger clerk to call the customer before the due date to check that no problems with bills and get the amount that has been authorized for payment number that can then be slotted into the cash forecast. Shop there's nothing worse than waiting for a receipt that never arrived and no one knows what the problem is until it's too late.

If you've done a good job for a customer then you deserve to pay for it at the time. If you have not done a good job then you have to say about it right away. Encourage your customers to tell you about any problems or issues that may delay payment as soon as they become aware of them. If you have done a good job. And you still do not get paid at the employee then use this relationship to find out what is happening and. If necessary to implement credit control procedures quickly and decisively if your exposure will increase with each successive bill. Shop be vigilant with regard to personnel changes in any organization because it is simply a misunderstanding can quickly turn into a problem of cash flows that will be difficult to decide if the person dealing with it goes away or replace. Be careful, especially the "temps" to the organization of the bill will become irregular or start falter because it is a sign that money is tight and admin staff are fed up. Designated suppliers, harbor and out without being replaced by permanent staff. On the side payments can not be tempted to delay payments to suppliers. To balance the books in the hope that it is "good" money management. This happens on a regular basis. It offsets inefficiencies in the procurement policies of your money. Shop because then it would be a solution. But it is a continuing problem with the control. And suppliers to charge more for late payment. Or may withhold the supply must come with a health warning. Or in your business health. To your activities breach a wide range of concerns about lead. If you want additional time to pay it more acceptable method would be to agree as part of the delivery package. And then adhere to the agreed terms. If cash is tight. Then it may be tempting to delay payments to smaller suppliers. But you risk a larger follow-up services. If you delay to pay the same amount of total. Also, small suppliers are probably more vulnerable to cash flow problems through late payment. Shop the healthy cash flow is a key responsibility of management and companies that do it best are those who recognize its importance and include the principles of sound money management in their goals and their associated reward system. Bank balances and debtor days and average daily / weekly entries are not only useful for planning and budgetary targets for the company as a whole. But also a good measure of the effectiveness of staff working in departments of finance and contract management. They are easily applied and contribute to a healthy and progressive attitude to cash management that can permeate the entire company is encouraged and supported from above.

PHILIPKNIGHT - About Author:
Shop you (c) the director of finance for an emergency situation or for a specific project that you would benefit from having a business partner with expertise in finance to help you deliver your strategic objectives and the goal? mike has been part of the success. The team of entrepreneurs and high net worth investors have increased their wealth in the purchase and sale of the business. If you'd like sound advice, hands-on assistance or a qualified non-executive partners on your team, then why not get in touch with him for a free, confidential discussion.

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