Manage customer commitments, stock availability and collections across repeat business.
A contract distributor needs to keep customer agreements aligned with purchasing, fulfilment and cash. The sales team negotiates prices and delivery commitments, while buyers and warehouse teams work through changing supply. Enterprise ERP specifies a shared flow from the accepted offer to delivery and collection, with the commercial history available when a customer calls.
Carry accepted prices and terms into the appropriate contract cycle. Each cycle selects an order-led or direct-invoice route and keeps its source identity. The same commitment cannot create a duplicate order and invoice through separate schedules. Amendments preserve the version the customer accepted and identify which future deliveries they affect.
Distinguish available stock from quantities reserved for other orders, held for inspection or past their permitted date. Warehouse selection follows an agreed fulfilment policy. A nearby warehouse is not automatically the right source when stock eligibility, company ownership or customer terms differ.
Consider outstanding balances and other unshipped commitments when approving a new order. Reserve approved exposure together with the release decision so simultaneous orders cannot each consume the same remaining allowance. Lifting a hold and authorizing an exception to the credit limit remain separate decisions.
Route every purchase order to an independent eligible approver, including a blanket arrangement prepared by a Buyer. Match bills against accepted quantities and retain partial allocations. A later receipt or price amendment provides evidence for review instead of silently changing a bill that was already approved.
Show applied and unapplied receipts, agreed discounts and remaining customer balances together. Receiving cash records it once; allocating that receipt later does not post it again. Statement reconciliation establishes settlement, while uncertain payment outcomes remain visible for investigation.
Control supplier commitments
Keep repeat business consistent · Promise from usable supply · Review the full credit position · Keep collections clear
Same records, same gates. The configuration changes how the process runs for this team.
Controller: Approve Bills with BillItems.MatchStatus exceptions above an eligible cost-centre manager limit or outside policy, never if preparer/material editor
Controller: Release PaymentRuns and PaymentInstructions within own converted PaymentReleaseLimit, excluding preparer and every bill approver in the run
Employee: Approve Requisitions as assigned cost-centre manager within POApprovalLimit and Bills as assigned cost-centre manager within BillApprovalLimit, excluding own preparation/material editing
Employee: Confirm ServiceAcceptances as authorised requester without gaining PO/bill approval rights
Finance Clerk: Manage draft Bills, BillItems, BillMatchAllocations, Invoices, InvoiceItems, PaymentsReceived, PaymentApplications, PaymentsMade, PaymentAllocations, PaymentRuns, PaymentInstructions, CreditApplications and Refunds
Finance Clerk: Post eligible fully matched Bills under an independently activated automatic-match policy with no unresolved exception
Approval conditions.
Visible to: Buyer, Quality Inspector, Warehouse Operator. Visibility does not establish approval authority.
Approval conditions.
Works owned customers, contacts, leads and opportunities and prepares quotes and orders.
Owns commercial masters, customer contracts and the approved sales pipeline within entity authority.
Owns supplier purchasing and independent purchase decisions within authority, without receiving or approving their own order.
Handles physical goods in the assigned warehouse under accepted ownership and exact-stock claims.
Captures and reconciles finance transactions, prepares payments and performs only the narrow routine settlement actions allowed by policy.
Owns financial policy, independent finance decisions, reconciliation, the close and consolidation.
Match obligations to accepted work, control payment release and reconcile cash, credits and foreign-currency settlements.
Connect the sales conversation to reviewed prices, customer commitments and the orders finance and operations fulfil.
Control commitments, receipt quality and stock availability from the first requisition through delivery and returns.
Set the entities, financial rules and approval boundaries that keep commercial, operating and employee records consistent.
Reconcile operating activity, review adjustments and produce a locked financial close with traceable group reporting.
Connect employee changes, approved leave and time to a reviewed payroll run with clear settlement and correction history.
Plan the remaining demand, release a stable production plan and trace accepted output back to its material, time and quality checks.
Thirteen weeks from reconciled bank balance at the stated opening timestamp; open invoice collections, unreserved bills, reserved payment instructions, approved unpaid operational payroll and tax obligations form mutually exclusive source buckets, with currency/date assumptions and uncertainty shown; Parallel payroll and duplicated bill/run obligations excluded.
Approved PO commitment, net accepted receipt/service value and posted bill/credit spend shown as separate populations; cumulative matched quantities prevent duplicate full-PO spend, price variance uses equivalent quantity/UOM/currency, on-time acceptance compares original promise and quality rejection uses inspected population with no-history coverage shown.
Document-currency net outstanding as of the cutoff from cash, discounts, write-offs, withholding and posted credit allocations, translated on a retained report basis; unapplied cash/credits shown separately, with due-date aging and disputes/holds, never counted as paid cash.
Yes. Plan a phase around a defined entity and process, with clear ownership of the work that remains in other tools. Reconcile the opening position, integrations and handoffs before launch; retire the old tool for that scope after its outstanding work is accounted for.
Related questionThe design supports entity-specific functional currencies and accounting calendars. Group reporting needs explicit period mappings, translation policies and ownership methods. A locked consolidation retains those choices and its source amounts so a later change cannot silently rewrite the result.
Related questionThe accepted offer carries its approved prices, discounts and revision into the order. Invoice allocations retain the source quantities and net amounts so conversion cannot apply a discount again. A contract billing cycle selects an order-led or direct-invoice route and retains that identity to prevent duplicate billing.
Related questionEvery purchase order needs an eligible approver who did not prepare it. The Buyer or Controller acts within the specified authority. A Controller releases a payment run within their limit and independently of its preparer and included bill approvers. Delegation requires the necessary role and never removes those independence rules.
Related questionAccess to individual pay, national IDs and employee bank details is restricted. Sales roles do not receive it, and administrative access does not override the restriction. Finance review can use payroll totals and reconciliation evidence; authorized HR and payroll roles retain the detailed access needed for their work.
Related questionYes, through a planned and reconciled migration. Preserve source identifiers and partial processing history so an already received, shipped, billed or paid amount cannot be processed again. Opening stock, ledger, asset, leave and payroll balances need controlled imports with clear posting boundaries.
Related questionAssistants can prepare drafts, propose matches and collect evidence within their assigned access. Required human approvals stay with the accountable role. They cannot bypass document review, payment release, credit controls or sensitive employee access.
Related questionManage customer commitments, stock availability and collections across repeat business.
Carry customer commitments into production and understand the margin on delivered work.
Give each company operational control and the group a consistent financial view.
Move from separate accounting, sales and people tools with a controlled transition.
