The Purchase-to-Pay (P2P) process, also known as Procure-to-Pay, is an integral part of an organisation’s procurement and finance cycle. It encompasses all activities involved in acquiring goods and services from external suppliers and paying for them. This end-to-end process ensures efficient procurement, improved supplier relationships, and streamlined financial operations.

In this blog, we’ll dive into the P2P process, explore its key stages, and define the roles and responsibilities that keep it functioning smoothly.

Key Stages of the Purchase-to-Pay Process

The P2P process is broken into several critical steps:

1. Purchase Requisition
   • A department identifies the need for goods or services and raises a formal request for them.
2. Supplier Selection
   • The procurement team evaluates suppliers, ensuring they meet company standards in terms of cost, quality, and reliability.
3. Purchase Order (PO) Creation
   • Once a supplier is selected, a purchase order is generated. The PO outlines the details of the purchase, including price, quantity, delivery dates, and payment terms.
4. Goods/Services Receipt
   • After the supplier delivers the goods or services, the receiving team verifies the accuracy of the shipment or service rendered against the PO.
5. Invoice Approval and Matching
   • The supplier sends an invoice for payment. This invoice is matched against the purchase order and receipt of goods/services to ensure consistency (known as the 3-way match).
6. Payment Processing
   • Once the invoice is verified, it is approved for payment according to the agreed payment terms.
7. Reporting and Analytics
   • The data collected during the P2P cycle is analysed for insights into spending patterns, supplier performance, and areas for improvement.
     
     

Roles and Responsibilities in the P2P Process

Each stage of the P2P process involves different roles with distinct responsibilities:

1. Requestor

• Who they are: Department heads or team members needing goods or services.
• Responsibilities:
  • Identify and specify the need for goods or services.
  • Raise a purchase requisition, ensuring details such as quantity, quality, and delivery timelines are accurate.
    
    

2. Procurement Team

• Who they are: Procurement officers, buyers, or sourcing specialists.
• Responsibilities:
  • Identify and select qualified suppliers.
  • Negotiate terms with suppliers to achieve cost savings while maintaining quality.
  • Ensure that the goods or services comply with company standards and policies.
  • Create and issue purchase orders (POs) to suppliers.
    
    

3. Suppliers

• Who they are: External vendors or contractors providing goods or services.
• Responsibilities:
  • Supply the requested goods or services as per the terms of the purchase order.
  • Ensure timely and accurate delivery.
  • Provide invoices detailing the costs of goods or services rendered.
    
    

4. Receiving Team

• Who they are: Warehouse staff, inventory managers, or the end-user department.
• Responsibilities:
  • Confirm receipt of goods or services.
  • Check for quality and compliance with the purchase order specifications.
  • Notify the finance or accounts payable team of any discrepancies.
    
    

5. Accounts Payable (AP) Team

• Who they are: Accounts payable officers or finance professionals.
• Responsibilities:
  • Perform the 3-way match: compare the purchase order, invoice, and goods receipt to ensure accuracy.
  • Approve the invoice for payment after ensuring it meets all criteria.
  • Process payment to the supplier according to agreed terms.
  • Maintain records for audits and financial reporting.
    
    

6. Finance/Controller

• Who they are: Finance managers or controllers overseeing expenditure.
• Responsibilities:
  • Monitor and control the overall spend.
  • Ensure compliance with the company’s financial policies and regulations.
  • Provide data for analysis to assess P2P efficiency, supplier performance, and spend optimisation.
    
    

7. IT and System Administrators

• Who they are: IT staff managing procurement software (ERP, P2P solutions).
• Responsibilities:
  • Maintain and update the software tools that support the P2P process.
  • Ensure that the P2P system is functioning efficiently, minimizing downtime and errors.
  • Facilitate system integrations with other departments, such as finance and inventory.
    
    

Why is P2P Important?

A well-structured P2P process offers several key benefits:

• Cost Control: It allows organizations to track spending and optimise procurement costs by selecting the best suppliers and negotiating favourable terms.
• Transparency: The P2P process offers visibility into every step of procurement, making it easier to audit and maintain compliance with financial regulations.
• Efficiency: Automation tools streamline the P2P cycle, reducing manual errors and improving processing times.
• Supplier Relationship Management: By consistently adhering to agreed terms, organisations foster positive relationships with suppliers, leading to better service and terms over time.

If you’d like to learn more about the partners the APA collaborates with, visit this link for detailed information.

Conclusion

The Purchase-to-Pay process is more than just buying goods and paying invoices—it’s a structured approach that ensures efficiency, transparency, and financial control. With distinct roles and responsibilities at each stage, the P2P process helps organizations maintain effective operations, manage costs, and build valuable supplier relationships.

Understanding this structure is essential for any organisation looking to optimise its procurement and payment processes while driving value across the entire supply chain.

In the world of finance, the Accounts Payable (AP) and Procure-to-Pay (P2P) functions have often been seen as back-office operations, vital but undervalued. However, this perception is changing—and it must continue to evolve. Raising the profile of the AP/P2P profession is not only necessary for fostering a deeper understanding of its significance within organisations but also for ensuring that professionals in these roles are recognised for their strategic contributions.

Here, we’ll explore the importance of the AP/P2P function, the reasons for raising its profile, practical steps to elevate its visibility, and key metrics to measure the success of these efforts.

The Importance of the AP/P2P Function

The AP/P2P function is far more than a transactional unit. At its core, it ensures that suppliers are paid on time, maintains strong supplier relationships, and helps manage cash flow, all of which are essential to the smooth functioning of any business. Yet, beyond these tasks, AP/P2P has evolved into a critical component of an organisation’s financial strategy, with a significant influence on liquidity, risk management, and cost control.

In addition to processing payments, AP/P2P teams now play a crucial role in:

• Enhancing operational efficiency: By automating and streamlining workflows, they minimise manual processes, reduce errors, and free up resources for more strategic activities.
• Ensuring compliance: Adherence to internal controls, regulatory requirements, and industry standards falls heavily within AP/P2P, safeguarding the business against fraud and regulatory penalties.
• Contributing to sustainability: P2P’s role in procurement and supplier selection means they can advocate for and implement greener, more sustainable sourcing strategies.

Despite this, AP/P2P is often overlooked, viewed as an administrative necessity rather than a strategic partner. This undervaluation not only hinders professional growth within the field but also limits its potential to contribute at the highest levels of business decision-making.

So Why Raise the Profile of AP/P2P?

1. Strategic Value:

AP/P2P teams hold valuable data and insights that can inform broader financial strategies, such as optimising working capital, identifying cost-saving opportunities, and strengthening supplier negotiations. Raising the profile of AP/P2P means unlocking this data to drive company-wide improvements.

2. Professional Development:

Elevating the status of AP/P2P creates pathways for growth, attracting talent who want to see a clear future for themselves in the profession. With more visibility and recognition, the profession can build a strong network of skilled professionals who are equipped to navigate an increasingly complex business environment.

3. Enhancing Process Improvements:

When AP/P2P is viewed as a strategic function, there is greater support for investing in the technologies and process improvements that allow for better scalability, operational efficiency, and innovation. This ensures that the organisation stays competitive in the fast-paced digital age.

4. Mitigating Risk:

A higher-profile AP/P2P function can lead to a stronger focus on compliance, controls, and risk management. This in turn reduces exposure to fraud, errors, and regulatory breaches, safeguarding the organisation’s reputation and bottom line.

How to Raise the Profile of AP/P2P

1. Promote Success Stories

One of the most effective ways to raise the profile of AP/P2P is by highlighting the tangible successes that these teams achieve. This could involve sharing case studies where AP/P2P optimised cash flow, negotiated better payment terms, or spearheaded a digital transformation project. Publishing these internally (and externally, when appropriate) helps others in the organisation see the value being added by the function.

2. Leverage Technology and Innovation

By adopting cutting-edge technologies such as automation, artificial intelligence (AI), and data analytics, AP/P2P teams can demonstrate their ability to lead in digital transformation. This not only elevates the function’s importance but also positions it as forward-thinking and essential for keeping up with industry trends.

3. Education and Awareness Campaigns

Internally, it’s crucial to provide education about the strategic role of AP/P2P. Holding workshops or presentations that explain the broader impact of this function can help change perceptions. Additionally, cross-departmental collaborations can enhance understanding of how AP/P2P influences overall business outcomes.

4. Showcase Leadership

AP/P2P leaders should actively engage with senior management and the C-suite to communicate the impact their teams are making. Providing regular updates, presenting performance metrics, and participating in strategic discussions will foster greater visibility and understanding of AP/P2P’s contributions.

5. Professional Advocacy

Membership in professional bodies, attending industry conferences, and earning relevant certifications can further raise the profile of both the team and individual professionals within the field. In addition, organisations should encourage AP/P2P professionals to participate in industry discussions and publish thought leadership content.

Metrics to Measure Success

Raising the profile of AP/P2P isn’t a one-time effort, but an ongoing process that requires tracking and refining over time. The following key performance indicators (KPIs) can help measure the success of these efforts:

1. Increased Stakeholder Engagement

Measure the number of meetings or consultations between the AP/P2P team and other departments, especially the finance and procurement teams. More involvement in strategic discussions is a strong indicator that the profile of the team is rising.

2. Internal Satisfaction Surveys

Periodically survey internal stakeholders about their perceptions of the AP/P2P team’s effectiveness and contributions. A steady increase in positive feedback reflects growing recognition of the function’s importance.

3. Recognition and Promotions

Track the frequency of AP/P2P staff being recognised for their work or being promoted within the company. A higher number of promotions, accolades, or professional advancements can signal an increased valuation of the function.

4. Improved Process Efficiency

Metrics such as reduced invoice processing time, lower error rates, and faster supplier payments can be used to demonstrate the functional improvements being made. The more efficient and error-free the AP/P2P process is, the stronger its reputation will be.

5. Adoption of New Technologies

Another indicator of success is the extent to which new technologies (e.g., automation tools, data analytics platforms) are implemented within the AP/P2P function. Greater investment in these tools suggests recognition of the function’s importance and potential.

Conclusion

Raising the profile of the AP/P2P profession is not just a matter of gaining recognition for the work being done—it’s about ensuring that organisations are fully leveraging the strategic insights and efficiencies that AP/P2P teams can provide. By advocating for greater visibility, promoting success stories, and continuously measuring the impact of these efforts, businesses can empower their AP/P2P professionals to drive real value and innovation across the organisation.

It’s time to move beyond seeing AP/P2P as a mere transactional function and recognise it for the strategic powerhouse it truly is.

If you’d like to learn more about the partners the APA collaborates with, visit this link for detailed information.

Fraud is an ever-present risk in transactional finance roles, especially within Accounts Payable (AP), where the sheer volume of transactions and the involvement of external vendors can create vulnerabilities. While technological advancements have provided tools to mitigate fraud, building a strong anti-fraud culture is equally critical. This culture starts with awareness and extends through behaviour, processes, and values embraced by the entire organisation.

Here’s some suggestions on how to create an anti-fraud culture that safeguards your AP function:

1. Leadership Commitment and Tone at the Top

The foundation of an anti-fraud culture begins with leadership. When senior leaders demonstrate a zero-tolerance approach to fraud, employees are more likely to follow suit. It’s essential that management consistently communicates the importance of fraud prevention through training, policies, and setting ethical standards. This also means actively participating in initiatives that promote transparency and integrity.

Key actions include:

• Regularly speaking about fraud prevention in team meetings.
• Leading by example in following AP protocols.
• Encouraging open communication on fraud-related concerns without fear of retaliation.

2. Comprehensive Employee Training

Employees in AP and transactional finance roles are the first line of defence against fraud. A well-informed team is better equipped to spot irregularities and suspicious activities. Comprehensive training programs that are regularly updated can help foster vigilance.

Training should cover:

• Common types of AP fraud, including vendor fraud, invoice fraud, and expense reimbursement schemes.
• Red flags to watch for, such as duplicate payments, sudden changes in vendor details, or unusually large invoice amounts.
• Reporting protocols for suspected fraudulent activities.

Equally important is embedding an understanding of the repercussions of fraud, not just for the business but for the individual, including legal consequences and career impacts.

3. Segregation of Duties

One of the most effective internal controls in preventing fraud is the segregation of duties. No single person should have end-to-end control over any financial process, such as vendor onboarding, invoice approval, and payment processing. Splitting these responsibilities between multiple employees reduces the likelihood of fraud being carried out by an individual or going unnoticed.

In practice:

• One team member handles vendor setup, while another manages invoice approvals.
• Implement system-level restrictions so that no single person can complete an entire process alone.
• Ensure a regular review of these duties to avoid collusion between employees.

4. Automated Fraud Detection Tools

Technology plays a crucial role in identifying potential fraudulent activity early. AP automation tools equipped with artificial intelligence (AI) and machine learning can monitor transactions in real-time, flagging anomalies based on pre-set patterns. For example, they can detect duplicate invoices, payments to unregistered vendors, or invoices that deviate from usual spending trends.

These tools should be paired with:

• Routine audits of vendor lists and transaction histories.
• Alerts for specific fraud risk factors like rapid changes in bank account details or suspicious vendor activity.
• The ability to halt payments until anomalies are investigated.

5. Vendor Management and Onboarding Controls

AP fraud often occurs through external vendors, making it crucial to establish strong vendor onboarding controls. A thorough onboarding process that includes validating vendor credentials and conducting regular vendor audits is essential.

Best practices include:

• Verifying the legitimacy of new vendors before they are added to the system.
• Maintaining an updated and accurate vendor master file.
• Regularly reviewing vendor activity and relationships to ensure there are no conflicts of interest or unusual patterns.

6. Whistleblower and Reporting Mechanisms

An effective anti-fraud culture encourages employees to report suspicious behaviour. Implementing a whistleblower program that ensures confidentiality and protection for those reporting potential fraud can greatly enhance internal fraud detection.

Encourage open communication by:

• Offering multiple channels for employees to report suspicious activity (hotlines, online portals, etc.).
• Clearly outlining the process for reviewing and acting on reports.
• Providing assurance that there will be no retaliation for reporting in good faith.

7. Regular Audits and Continuous Monitoring

Audits play a crucial role in identifying gaps in your anti-fraud processes. Regular internal audits of AP systems, processes, and transactions ensure that controls are functioning effectively and provide an opportunity to spot any unusual patterns or weaknesses.

Continuous monitoring efforts include:

• Conducting surprise audits or random checks.
• Reviewing high-risk transactions, such as large or international payments, with extra scrutiny.
• Analysing expense reports and reimbursement claims for potential abuse.

8. Cultivating an Ethical Work Environment

Lastly, fostering an ethical work environment where integrity is prioritised over shortcuts helps prevent fraud from becoming ingrained in company culture. When employees understand the value of honesty and accountability, they are less likely to engage in fraudulent behaviour and more likely to report it when they see it.

This can be achieved by:

• Embedding ethics and values into the company’s code of conduct.
• Recognising and rewarding employees who uphold these values.
• Creating a sense of shared responsibility for fraud prevention across all departments.

Conclusion

Creating an anti-fraud culture in AP and transactional finance roles is not a one-time initiative but an ongoing process. It requires a commitment from leadership, regular training, effective internal controls, and leveraging technology to build a proactive defence against fraud. When every team member is aware, vigilant, and supported by strong processes and tools, the likelihood of fraud can be dramatically reduced, safeguarding both the department and the wider organisation.

By nurturing this culture, AP teams can move beyond just preventing fraud and position themselves as trusted, strategic assets to the business.

In the fast-paced world of Accounts Payable (AP) and Procure-to-Pay (P2P), leadership isn’t just about managing tasks and processes. It’s about leading people, fostering relationships, and cultivating an environment where your team can thrive. Emotional intelligence is at the heart of this endeavor.

Here are the top 10 tips to enhance your emotional intelligence as a leader in the AP/P2P profession:

1. Self-Awareness: Know Yourself First

Before you can lead others, you need to understand your own emotions, strengths, weaknesses, and triggers. Regular self-reflection can help you stay grounded and avoid reacting impulsively in stressful situations, which are common in the transactional finance environment.

2. Empathy: Understand Your Team’s Perspective

Empathy is crucial for building strong relationships. Take time to listen to your team members, understand their concerns, and see things from their perspective. In AP/P2P, where deadlines are tight and errors can be costly, empathising with the pressures your team faces will help you lead more effectively.

3. Effective Communication: Be Clear and Open

Clear and open communication is the backbone of any successful team. As a leader, ensure that you communicate expectations, feedback, and changes transparently. In AP/P2P, where processes are complex, clear communication can prevent misunderstandings and errors. Always strive to “eliminate ambiguity”.

4. Adaptability: Embrace Change with Positivity

The AP/P2P profession is constantly evolving with new technologies and regulations. A leader with high emotional intelligence can adapt to change with a positive mindset and help their team do the same. Encourage flexibility and be a role model for adaptability.

5. Conflict Resolution: Approach Disagreements Constructively

Conflicts are inevitable in any workplace, but how you handle them matters. Approach conflicts calmly and constructively, focusing on finding solutions rather than assigning blame. In AP/P2P, where collaboration is key, effective conflict resolution can keep your team cohesive and focused.

6. Stress Management: Maintain Your Composure

The high-pressure nature of AP/P2P can lead to stress. Leaders with strong Emotional Intelligence know how to manage their stress and remain composed. Practice stress-relief techniques like mindfulness or deep breathing, and encourage your team to do the same.

7. Motivation: Inspire and Drive Your Team

A motivated team is a productive team. Use your emotional intelligence to tap into what drives each team member. Recognise achievements, provide meaningful feedback, and create a sense of purpose in their work within the AP/P2P process.

8. Relationship Management: Build Strong Connections

Strong professional relationships are built on trust and respect. Adopt a collaborative environment where team members feel valued and supported. In AP/P2P, where teamwork is essential, strong relationships can lead to better collaboration and fewer errors.

9. Decision-Making: Balance Emotions with Logic

Emotionally intelligent leaders can make decisions that balance emotional and logical factors. In the AP/P2P profession, where decisions often involve financial implications, it’s important to remain objective while considering the human impact of your decisions.

10. Continuous Learning: Invest in Your Emotional Growth

Emotional intelligence isn’t static; it can be developed over time. Commit to continuous learning by seeking feedback, attending workshops, and reflecting on your experiences. In the ever-evolving AP/P2P field, ongoing development in Emotional Intelligence will keep you at the forefront of effective leadership.

Conclusion

Incorporating emotional intelligence into your leadership style isn’t just a nice-to-have; it’s a necessity in the AP/P2P profession. By focusing on these 10 tips, you can create a more supportive, productive, and resilient team. Leadership isn’t just about managing processes—it’s about leading people, and emotional intelligence is the key to doing so effectively. 

In the Accounts Payable (AP) and Procure-to-Pay (P2P) profession, statement reconciliations are often seen as a routine task—but their impact is far more profound. They form the backbone of financial accuracy, compliance, and can elevate AP from a transactional to a strategic department. Let’s explore why statement reconciliations are critical and how they can transform AP / P2P operations into a strategic asset.

The Importance of Statement Reconciliations

Statement reconciliations involve comparing the supplier’s statement of account with the records in the AP system. Any discrepancies, like missed invoices or unaccounted payments, are identified and resolved. While this process might seem simple, it carries significant value:

1. Ensuring Financial Accuracy: Reconciliations guarantee that the company’s financial records are up-to-date and accurate. Invoices that may have been missed, duplicated, or incorrectly processed can be identified and rectified, preventing payment errors and mitigating risk.
2. Improving Supplier Relationships: Frequent and consistent reconciliations foster trust with suppliers. Ensuring that payments are made correctly and on time strengthens relationships and enhances collaboration. Suppliers are less likely to raise disputes if they trust the accuracy of your payment processes.
3. Supporting Compliance: From a compliance perspective, reconciliations are key to meeting internal controls, audit requirements, and adhering to regulatory frameworks like SOX (Sarbanes-Oxley). They help ensure the AP department is in alignment with tax and VAT regulations, reducing potential penalties and legal risks.
4. Mitigating Fraud and Duplication Risks: Regular reconciliations make it easier to spot duplicate invoices or unauthorised transactions. This is especially important in large organisations with high volumes of invoices and payments, where discrepancies may slip through unnoticed without rigorous checks.

Statement Reconciliations as a Best Practice in AP

Incorporating statement reconciliations as part of your AP best practices ensures not only accuracy but also operational efficiency:

1. Regular Review and Timing: Reconciliations should be scheduled regularly, aligning with key financial reporting deadlines or payment cycles. Regularity helps detect and resolve issues early, avoiding last-minute fire drills.
2. Automation and Technology Integration: Leveraging automation tools to assist in the reconciliation process can save significant time and effort. Integrated AP systems that pull data from multiple sources, including supplier statements, can automate the reconciliation of transactions, highlighting discrepancies for quick resolution.
3. Establish Clear Reconciliation Protocols: Ensure the AP team follows a standardised process for statement reconciliations, including the steps to investigate discrepancies, document findings, and approve resolution actions. A clear framework minimises the chances of errors and provides consistency across teams.
4. Collaboration Across Departments: Reconciliations should not just be limited to the AP department. Procurement, finance, and even operations teams need visibility, as discrepancies might stem from errors in purchase orders, delivery, or goods receipt processes.

Elevating AP to a Strategic Role Through Reconciliations

Traditionally, AP departments have been viewed as back-office, transactional functions. However, incorporating reconciliations as part of a broader P2P strategy allows AP teams to take on a more strategic role. Here’s how:

1. Data-Driven Insights: Statement reconciliations generate valuable data on payment trends, supplier performance, and process inefficiencies. Analysing this data can provide actionable insights, enabling AP to proactively recommend improvements or negotiate better payment terms with suppliers.
2. Building Financial Resilience: By maintaining accurate financial records, the AP department contributes directly to the company’s working capital management. Efficient reconciliations improve cash flow forecasting and can inform broader financial strategies, positioning AP as a key player in financial decision-making.
3. Aligning with Corporate Goals: A department that supports efficient cash flow, supplier satisfaction, and compliance becomes invaluable to the broader corporate strategy. The data gathered from reconciliations can be shared with leadership to influence high-level decisions, further embedding AP into the company’s strategic framework.
4. Risk Mitigation and Control: AP can act as a control mechanism within the P2P process. By flagging irregularities early, the AP department helps the business avoid financial risk and costly errors. This not only saves money but also strengthens the department’s role as a key safeguard for the company’s financial health.

If you’d like to learn more about the partners the APA collaborates with, visit this link for detailed information.

Conclusion

Statement reconciliations might seem like a fundamental task, but they are crucial to elevating the AP department’s role from transactional to strategic. They ensure financial accuracy, compliance, and foster stronger supplier relationships, while also providing AP teams with data-driven insights to guide the broader P2P strategy.

For AP professionals, embracing statement reconciliations as part of best practices not only improves operational efficiency but also positions the department as a strategic enabler within the business. It’s time to start thinking about reconciliations not just as a checklist task but as a gateway to smarter, more strategic financial management.

In the ever-evolving landscape of Accounts Payable (AP) and Procure-to-Pay (P2P), technological advancements have become the linchpin for efficiency, accuracy, and scalability. As organisations increasingly adopt automation, AI, and other digital tools, the role of leadership in guiding teams through these changes is more critical than ever. Successfully leading teams through technological change involves more than just implementing new systems; it requires a strategic approach that fosters adaptability, resilience, and continuous learning.

Understanding the Impact of Technological Change

Before diving into strategies for leading teams, it’s essential to grasp the impact of technological change on AP/P2P processes. Automation tools streamline tasks such as invoice processing, payment approvals, and vendor management, reducing manual errors and speeding up workflows. AI-driven analytics provide deeper insights into spending patterns, enabling more informed decision-making. However, these changes can also lead to uncertainty among team members, who may fear that automation could replace their roles or find themselves overwhelmed by the learning curve associated with new technologies.

If you’d like to learn more about the partners the APA collaborates with, visit this link for detailed information.

Building a Culture of Adaptability

One of the first steps in leading a team through technological change is cultivating a culture of adaptability. Encourage an environment where continuous improvement and innovation are valued. Leaders should emphasise that technology is a tool to enhance, not replace, human capabilities. By fostering a mindset that sees change as an opportunity for growth, teams are more likely to embrace new technologies with enthusiasm rather than resistance.

Clear Communication and Vision

Effective communication is paramount when navigating technological change. Leaders must clearly articulate the vision behind adopting new technologies—explaining not just the “what” but also the “why.” Sharing the long-term benefits, such as increased efficiency, better data accuracy, and enhanced job satisfaction through the reduction of tedious tasks, can help alleviate concerns and align the team with the organization’s goals.

Regular updates and transparency about the implementation process also help in managing expectations. Leaders should create forums for open dialogue, where team members can voice concerns, ask questions, and provide feedback. This collaborative approach not only eases the transition but also empowers employees by involving them in the change process.

Providing Training and Support

Technological change often requires new skills, and it’s the leader’s responsibility to ensure that the team is well-equipped to handle the transition. Investing in comprehensive training programs tailored to different learning styles can significantly reduce the stress associated with adopting new tools. Offering hands-on workshops, online courses, and one-on-one coaching sessions can cater to varied skill levels within the team.

In addition to training, ongoing support is crucial. Leaders should establish a support system where team members can easily access help when needed, whether through internal experts, a dedicated helpdesk, or external consultants. This not only helps in the immediate transition but also builds long-term confidence in using new technologies.

Recognising and Celebrating Successes

Acknowledging the efforts and successes of the team during the transition can go a long way in maintaining morale and motivation. Celebrate milestones, both big and small, to reinforce the positive aspects of the change. Recognising individual contributions also shows that the leadership values the hard work and adaptability of the team, which in turn fosters a stronger sense of commitment and teamwork.

Continuous Improvement and Feedback Loops

Technological change is not a one-time event but an ongoing process. Leaders should establish continuous improvement and feedback loops to ensure that the technology is meeting its intended goals and that the team is adapting well. Regularly soliciting feedback from team members can provide valuable insights into what’s working and what needs adjustment. This iterative process helps in fine-tuning both the technology and the way it’s integrated into the workflow, ensuring sustained success over time.

Conclusion

Leading teams through technological change in AP and P2P is a complex but rewarding endeavor. By building a culture of adaptability, communicating effectively, providing robust training and support, and recognizing successes, leaders can guide their teams through the transition with confidence and clarity. As technology continues to evolve, so too must the leadership strategies that support it, ensuring that organizations not only keep pace with change but thrive in it.

Over 50% of SMEs within the UK are affected by late payments, costing small firms an estimated £22,000 a year. In an announcement made on Thursday 19th September, the Government have declared an enhanced package of measures, as well as the hotly anticipated, new ‘Fair Payment Code’, in a bid to fight the problem. 

Currently, law states that responsible directors of non-compliant companies who have failed to report on their payment practices could face criminal prosecutions, fines, and even criminal records. The Government have unveiled plans to go one step further, with new legislation expected in the coming weeks that will require all large businesses to include payment reporting in their annual reports, providing transparency on how they are treating small firms. As a result, company boards and international investors will be able to see how firms are operating. 

In addition, plans are to step up enforcement of existing late payment performances, all in a bid to encourage cash flow, as part of Labour’s manifesto to grow the economy. By unlocking growth for 5.5 million firms, the government are hoping for more investment, with more employees hired, a boost to wages and increased export of goods.  

Collaboration between the Business Secretary and the Federation of Small Businesses continues, as new laws and proposals to end bad payment culture, enter consultation. 

Prime Minister Keir Starmer has said: 

“We’re determined to back small businesses by unlocking their barriers to growth, and stamping out late payments is at the heart of this.” 

“After years of delay, we’re bringing forward measures that small businesses have long been calling for to tackle late payments once and for all.” 

In place of the old Prompt Payment Code, the new Fair Payment Code is set to open for signatories later this year, where businesses will be required to prove they have met good payment standards prior to gaining official code status.  

Research published by the Department for Business, in support of the new measures, indicates the impact longer supply chains have on exacerbating payment delays, and smaller firms experiencing more issues with late invoices. A stark imbalance was evident between large and small firms, with the research highlighting administrative errors as a major factor in creating slow payments. A substantial 24% of firms confirmed that incorrectly handled invoices added to the delays. 

The new measures have received support from the likes of Small Business Commissioner, Liz Barclay, and Good Business Pays founder, Terry Corby. 

Liz Barclay stated “We need sustainable, resilient businesses at all levels of the supply chains, to achieve the growth the economy needs. That means paying everyone from the largest supplier to the sole trader quicker, so they have the confidence to invest, improve productivity and grow. Fair payment terms and on time payments are the key.” 

Over the coming months, the Accounts Payable Association (APA) will continue to support the Accounts Payable community and our membership, guiding AP teams to adopt measures in line with the new measures and Fair Payment Code.  

Jamie Radford, APA CEO, issued the following statement:  

“The APA are committed to supporting the government’s initiative to put an end to late payments, which have damaging ramifications on small businesses in the UK. Our organisation recognises the importance of best practice within the entire finance function, and the implications on the UK economy when proper practices are not adhered to.” 

“As well as our Annual Conference in just a few short weeks, the APA will be delivering our annual Accounts Payable Update Courses throughout 2024/25, where we will go into detail about the new Fair Payment Code and government measures. We encourage any Accounts Payable professionals who are worried about the new measures and are seeking guidance on how to achieve compliance, to consider joining us – we will be glad to help.” 

— Ends — 

Read the full statement on gov.uk here: Crack down on late payments in major support package for small businesses – GOV.UK (www.gov.uk) 

The excitement was palpable on Thursday 12^th September as over 130 attendees joined the Accounts Payable Association, live on LinkedIn, for the announcement of this year’s APA Awards shortlist.

The Awards, which celebrates hard-work, perseverance and excellence of professionals within Accounts Payable, is recognised as the benchmark of outstanding achievement.

This year, records were broken as an astounding 341 nominations, documenting the successes of individuals and teams alike, were submitted for consideration. Received from over 70 organisations, and from industries including hospitality, construction, manufacturing, shared services and retail – 2024 represented the greatest number of nominations made to date.

The full list of categories, and those who have been shortlisted can be viewed below:

Categories and Shortlisted Nominees:

Wellbeing for Others Award

• Daniel Leonard – LKQ Group (ECP)
• Gina Ward – Liberty Global
• Rachel Stirling – Halfords
• Afeefa Ahmed – EG Group
• Angie Mitchell – Becketts Foods
• Sam Evans – Amey
• Diane Bamford – Radius
• Bronte Matthews – The Innovation Group
• Carolyn Jones – SSE plc
• Lesley Titley – SSCL
• Ella Everett – Specsavers
• Finance Team – P3 Charities
• Rachel Michaela – National Gas

Employee Engagement Award

• AP Team – Amey
• Guillaume Avrain – Becketts Foods
• Dunelm (soft Furnishings) Ltd
• Judy Hart – Investors in Excellence
• Sarah Wilman – Liberty Global
• Richard Tattersall – Liberty Global
• Dominic North – P3 Charities
• Poundland
• Laura Mason – Radius
• Employee Engagement Network (EEN) – SSCL
• Stacey Leishman – SSE plc
• Sarah Collins – Highwood Group

APA Leadership Award

• Melanie Keane – Direct Table Foods
• Nikki Jeffs – Innospec Inc
• Scott Aldridge – Jersey Electricity
• Matthew Smith – Liberty Global
• Joe Cooper – Liberty Global
• Rachel Michaela – National Gas
• Samantha Foster – Poundland
• Sarah Turner – SSE plc

The Claire Lomas MBE Overcoming Adversity Award

• AP Team – Amey
• AP Team – Calor Gas
• Sarfarez Mohmed – EG Group
• Sunrise OpCo  – Liberty Global
• Nathan Poppleton – National Gas
• Andreas Korovessis – Norton Rose Fulbright
• Accounts Payable Team – Poundland
• Steve Rose – Somerset Council
• Stephen Barnfield – SSCL
• Chloe Howard – SSE plc
• Sally Smith – St Modwen Property Ltd

Rising Star Award

• Cristina Gherghina – Allwyn UK
• Lindsay Baker – Amey
• Dominika Jupowicz – Becketts Foods
• Ben Bridges – Britvic Soft Drinks Ltd
• Sumaiya Patel – EG Group
• Laura Ucelniece – Halfords
• Kenzie Forster – Liberty Global
• Lonela Fratea – LKQ Group (ECP)
• Megan Harvey – National Gas
• Holly Washington – NHS ELFS Business Services
• Peter Sleeth – Poundland
• Erika Fileni – Radius
• Tahmida Begum – Sanctuary Group
• Jasmine Bellamy – Screwfix Ltd
• Kaylee Simpkin – Specsavers
• Olivia Linsey – SSCL
• Mark Murray – SSE plc
• Kelechi Madubuko – Xylem Water Solutions Ltd
• Lauren McClelland – Purepay Retail Ltd
• Chak Tiruttullai – Marriot Hotels Int

Outstanding Contribution Award

• Katarina Mikolaskova – Advanced Innergy Solutions Limited
• David Talbot – Amey
• Angie Mitchell – Becketts Foods
• Megan Duncan – Bourne Leisure
• Melanie Keane – Direct Table Foods
• Dawn Reeves – EG Group
• Sarah Collins – Highwood Group Ltd
• Vicki Davis – Liberty Global
• Toni Trudgill – Liberty Global
• Caroline Santos – Nandos
• Ira Wilson – National Gas
• Usman Razaq – Radius
• Samantha Cole – SSCL
• Stacey Leishman – SSE plc
• Leigh Kyle – SSE plc
• Marta Barzyczak – Xylem Water Solutions Ltd
• Nandini Balakumar – British Heart Foundation
• Karolina Tur – Freightliner Group Ltd

Significant Team Achievement Award

• Accounts Payable Team – Amey
• AP & AR Accounts – Becketts Foods
• AP Team – Breedon Group plc
• AP Team – CTD Tiles
• Retail AP GFR Team – Halfords
• Accounts Payable Team – Homeserve Membership Ltd
• Procure to Pay Team – J Murphy & Sons
• Finance Team – National Gas
• AP Team – Poundland
• Purchase Ledger Team – Radius
• AP Interfaces Team – SSCL
• Payables Team – SSE
• Finance Team – Kingfisher Insurance Services Ltd
• Payment Operations Team – Liberty Global

Digital Transformation Award

• Amey
• ELFS Business Services
• InterDigital, Inc.
• Liberty Global
• P3 Charities
• Radius
• SSCL
• SSE plc
• Awaze

APA Award for Excellence

• SSE plc
• LKQ Group (ECP)
• New Balance
• Tarmac
• NHS Wales
• NHS NI

Shared Service Centre Team of the Year

• Amey
• EG Group
• Freightliner Group
• INFOSYS
• Liberty Global
• National Gas
• RSK Group Ltd

Public Sector Team of the Year

• ELFS Business Services
• SSCL
• BSO SSC – NHS NI
• NHS Wales
• London Borough of Waltham Forest
• HCA Healthcare
• University of Liverpool
• UCLAN (University of Central Lancs)
• University Hospital Birmingham

AP Manager of the Year

• Joe Sellwood – Amey
• Angie Mitchell – Becketts Foods
• Chloe Jones – Breedon Group
• Ramun Sidhu – Britvic Soft Drinks
• Yvonne Rimmer – CTD Tiles
• Jordan Ward – Edinburgh Airport
• Carrie Thompson – ELFS Business Services
• Mandy Wilson – Interdigital
• Becky Kirkbright – Liberty Global
• Nicola Stevenson – Nandos
• Jasmine Dhesi – National Gas
• Heather Yates – New Balance
• Neil Christie – Ocado
• Jacqui Harris – P3 Charities
• Jordan Davies – SSCL
• Kevin Robertson – SSE plc
• Shirell Tutton – The Innovation Group

AP Team of the Year

• Advanced Innergy Solutions
• Becketts Foods
• Breedon Group
• Dunelm (Soft Furnishings) Ltd
• Highwood Group Ltd
• Homeserve Membership Limited
• P3 Charities
• Poundland
• Purepay Retail Ltd
• Radius
• Yorkshire Water
• Survitec Group Ltd
• SSE

The awards ceremony is set to take place on 15^th October at the National Motorcycle Museum, Solihull, following the APA Conference 2024. This year’s event promises to be an evening of celebration and recognition, with live music and ITV’s weatherman Des Coleman as compere and entertainer, adding to the excitement.

For more information about the APA Conference and Awards, or to secure your ticket to attend, click the button below!

As part of the Accounts Payable Association’s ongoing work to support the Accounts Payable Industry, we are pleased to announce our latest initiative, the APA Rising Star Scholarship. 

The APA strive to provide opportunities for Accounts Payable Professionals to not only build their network within our inclusive community, but to also develop their skills and expertise with a full range of courses and industry-recognised qualifications. 

The APA Rising Star scholarship is a unique opportunity for one, well-deserving individual, to be enrolled onto an APA Technician Qualification at no expense to themselves or employer. In support of our community, the APA will fund the winner of the AP Rising Star award to undergo the industry-recognised Qualification. 

The Rising Star Award is one of 12 trophies to be presented at the APA Awards Gala Dinner on 15th October 2024, which will see over 300 AP professionals come together in celebration of the best and brightest within the industry. 

There is still time to nominate either yourself, or a colleague, for the Rising Star Award, as well as all other award categories, with the deadline to do so on 31st August 2024. 

Find out more about the nomination process and how you can join the celebration on 15th October.

Do you ever feel like your Accounts Payable (AP) department operates on an island, disconnected from the rest of the procurement process?

You’re not alone.

Silos between AP and Procure-to-Pay (P2P) are a common roadblock in many organisations. This can lead to inefficiencies, delays, and frustration on both sides.

But what if there was a better way? By fostering collaboration and breaking down those silos, AP and P2P can work together seamlessly to create a more efficient and streamlined process.

In this article, we’ll explore some helpful strategies to achieve this synergy: