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Global Treasury Intelligence
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Organizations must navigate several challenges in order to make informed and balanced accounts payable decisions:
State of the market
Opportunity to bring visibility into an opaque environment
65
%
of executives say “improving working capital efficiency” is the top objective for change
1
of boards say visibility of global relationship risk is more critical now than two years ago and discuss it weekly or monthly
2
Pain points
Solution
Demo
How it works
Benefits
88
• Working capital optimization
• Risk and compliance pressures
• ESG goals and objectives
• Operational efficiency
1. PwC, Working Capital Study 21/22: From recovery to growth in the face of supply chain instability, 2022. 2. Interos proprietary customer research: IT procurement, US and Europe, 2022 *For companies earning greater than $1B in revenue.
Treasurer
Head of procurement and operations
Head of pay strategy and card programs
Explore how Global Treasury Intelligence can provide valuable business insights to key roles within an organization
Card program optimization
Spotlighted use cases
Operational efficiency Risk and compliance
Working capital optimization ESG goals
pay strategy and card programs
Meet Parminder
Parminder is focused on leveraging the benefits of card payments for his organization, but without a clear picture of where payments can be applied, it’s hard to convince other stakeholders of the value of card solutions.
KPI overview
Finance focus
Procurement focus
T&E analysis
+ Add filter
Select time frame
Jan 1, 2022
From
To
Dec 31, 2022
Update
Total spend
Count of invoices
Count of suppliers
Spend with virtual & STP enabled suppliers
$3,174,087,451
81,598
4,482
$639,920,646
Spend by month (value in USD millions)
Total invoices by current payment
Spend by current payment method
MC acceptors
Invoices spend band analysis
Program control
Opportunity sizing
Planning template
EFT
VCA
CHECK
WIRE
$4,51,01,00,472
$1,20,60,12,683
$42,86,02,214
$33,24,53,324
STP enabled
No MC acceptance
Total transactions
412,204
Payments
30,779
Spend with T&E enabled suppliers
$479,940,485
Click highlighted charts for more information
Parminder can not only see how much spend can be moved onto cards, but he’s also able to see how much of it could be moved to advanced solutions, like STP.
$1.4B
$1.2B
$1.0B
$800M
$600M
$400M
$200M
0
Optimize card programs
With Global Treasury Intelligence, Parminder can see everything he needs:
• Complete view of suppliers that accept cards and are set up for Straight Through Processing (STP) • Optimal program parameters to achieve his card program goals
Spend by month (USD millions)
Payment type is not virtual card
Supplier Payment Enablement Type is one of Mastercard Acceptors or Straight Through Processing
With a few simple filters, Parminder can see not only how much spend can be moved on to cards, but also how much of it could be moved to advanced solutions, like Straight Through Processing.
$306m
$118m
$47m
Spend by current payment method (value in USD millions)
Payment type is not VCA
Supplier Payment Enablement Type is MC ACCEPTORS or STP ENABLED
Procurement and operations
Meet Kim
In recent years, Kim has seen her organization’s international supply chain reorganized.
She is struggling to build an organization-wide perspective on spending to spot and stop supply chain risk.
Overview
Spend by geography
Category trend
Global suppliers
Average paid days
51
Number of payment terms
Supplier by payment method
Payment days pattern (number of invoices)
Supplier card acceptance
Spend by organization type
Pay pattern (value in USD millions)
Maverick spend
Pay pattern (value)
Payment days pattern by invoice
Previously, Kim focused on manual processes to identify operational inefficiencies and governance risk with pay timeliness.
With Global Treasury Intelligence, Kim has insight on where to focus improvement to abide by small business pay legislation and improve operations.
Understand spend and supply chain risk
With Global Treasury Intelligence, Kim can see everything she needs:
• Spend by pay pattern and methods to see how and when suppliers are being paid
• Organization spend on and off- contract to identify maverick spend
• ESG ratings across the supplier network
Spend type
Spend by pattern
Spend by pattern (in USD millions)
Previously, Kim hasn't been able to prioritize payment channel opportunities, and focused on manual processes for capturing discounts.
With Global Treasury Intelligence, Kim can streamline her processes, improve efficiency and cut down on pay runs and channels.
Spend type (% of total, in USD millions)
Poor visibility into the supply chain typically means spend leakage and high price variance.
Now, Kim can sort and filter suppliers based on their procurement criteria, work out the impact of spending decisions and develop better category management strategies.
Not contracted
Contracted
Contracted 52%, $1,651
Not contracted 48%, $1,524
Meet Peter
Peter has limited visibility of his payment flows. Having multiple ERP's and entities is making it harder than ever to have a complete picture and optimize his working capital across the global organization.
Payment times
Payment rationalization
Foreign exchange
Trade finance
$6,726,933,720
188,830
5,760
A full payments picture
With Global Treasury Intelligence, Peter can see everything he needs:
• The benefits and drawbacks of changing payment timings and instruments
• All payment flows by size, date, commodity, currency, supplier and payment instrument
• Third-party data, including card acceptance, KYS information and ESG data
Payment days pattern
Pay pattern (supplier)
Count of suppliers by spend band
Pay pattern
treasurer
Peter would typically find it hard to identify the source of volatility in cash flow.
He can now see sources of significant early and late payments that lead to excessive liquidity needs and poorly managed working capital.
Pay pattern, late payments (in USD millions)
With clarity of who and how much is being paid late, he can interrogate further to understand if there are missed discounts, unfavorable terms or operational inefficiencies to address.
Peter is also focused on ESG governance and uses Global Treasury Intelligence to:
• Track the organization's sustainability goals
• Monitor how his organization is supporting small businesses
• Comply with small business pay legislation
Spend by organization type (Small Business)
Here, Peter can see that nearly 50% of the organization's small business payments are being paid late.
Pay pattern by country, late payments (value in USD millions)
Peter can further drill in for insight of late payments by country, providing an opportunity to prioritize operational improvements.
Pay pattern by country (value in USD millions)
Peter sees that nearly half of the invoices for small businesses in Australia are paid in under 30 days, but there’s still work to do to improve the other half.
Conclusion
See more, do more
We’re surrounded by data, but when it comes to decision making, we need to build consensus on what the data is telling us.
By offering full visibility into payments practices, Global Treasury Intelligence helps your organization's stakeholders make informed and collaborative payments decisions across:
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Working capital optimization
Risk and compliance pressures
ESG goals and objectives
Operational efficiency
