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Digg it UP - Proofs of Delivery and Logistics: Speeding Throughput and Avoiding Pitfalls
Part 1 of Having a Successful BusinessIn this series, it’s important to show that successful people aren’t better than you; they just made better decisions. This section will see if you’re ready to go out build a better future.Have a little fun at work tomorrow with some of your co-workers. Go up to about three to five people and ask them what they plan on achieving in the next ten years.It’s a safe bet that these same people YOU ask for important advice will give you an answer that will be mediocre at best.Not saying these people aren’t going somewhere…but are they going where you want to ultimately end up?Everyone wants the “American Dream” but they want for that bus to pick them up. Here’s a better example. There are two
In both these cases the actual delivery needs to be matched up with the outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until the correct invoice has been raised. This can turn the normal 30-day period into 90
The profession of law is an age-old vocation that is considered to be among the noblest of occupations along with medicine and education. A lot of people aspire to be lawyers as they are seen to be upholders of the law, but also because it is also deemed as a very lucrative job. This is especially true particularly in a subspecialty of the profession which is criminal defense. Because of the emotional, psychological, and moral risks that a criminal defense attorney faces, they are believed to receive a higher than average salary.Criminal DefenseCriminal defense is basically a branch of law that deals with crimes, and it is the job of the criminal defense attorney to represent parties who are accused of crimes to prevent their convi
However life is rarely straightforward, and if problems do arise, order completion times and cash flow will inevitably suffer as a result.
Making the paperwork match
Documents involved typically include delivery notes generated by the product supplier or logistics provider. The Customer takes delivery and confirms the goods are received by signing the delivery note, which becomes a proof of delivery (PoD). When the goods being delivered are accepted customers can also use their own delivery documentation, referred to as Goods Received Notes (GRN).
The key issue is to match the customers’ GRNs and the suppliers’ delivery notes. This ensures that suppliers can raise an accurate and timely invoice for the goods delivered and accepted.
This is vital to the completion of the whole process. Raising an incorrect invoice for goods shipped that may differ from the description of the goods accepted by the customer, will result in payment delay – extended debtor days – and adversely affected cash flow.
Take a typical example. A customer takes an order from his supplier that is then dispatched with the supplier’s delivery note. The customer takes delivery and confirms that the goods have been received by signing the delivery note. This note then becomes a PoD. In this case, the transaction has been straightforward.
However problems arise if the following complications are added to the equation:
• The goods being delivered are discovered to be damaged. The customer will only take delivery of goods in a satisfactory condition, and this is annotated in the PoD.
• The goods being delivered are accepted by the customer, but he uses his own internal delivery documentation or GRN. This needs to be matched against the supplier’s delivery note. The situation is complicated further when the customer uses his own internal product codes, and/or the goods are dispatched in multiple deliveries.
In both these cases the actual delivery needs to be matched up with the outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until the correct invoice has been raised. This can turn the normal 30-day period into 90 d
Imagine sitting in an HR Managers office, a Director of Human Resources discussing a change project gone bad and he tells you, “I’m glad I travel, I hate people coming in to my office.” That actually happened on one project and the guy worked for a big, glamour Company and was in charge of a large division of the outfit. As a partner of mine said when I was relating the story, “He must be the Director of Non-Human Resources.Yet I see it everywhere I go. In the case above the change was major, the moving of the headquarters to another site a world away. The subjects of the change were long tenured employees who loved the company and their jobs. It was being moved just like the recent Halliburton announcement of going from Houston to Dubai to save money on
The key issue is to match the customers’ GRNs and the suppliers’ delivery notes. This ensures that suppliers can raise an accurate and timely invoice for the goods delivered and accepted.
This is vital to the completion of the whole process. Raising an incorrect invoice for goods shipped that may differ from the description of the goods accepted by the customer, will result in payment delay – extended debtor days – and adversely affected cash flow.
Take a typical example. A customer takes an order from his supplier that is then dispatched with the supplier’s delivery note. The customer takes delivery and confirms that the goods have been received by signing the delivery note. This note then becomes a PoD. In this case, the transaction has been straightforward.
However problems arise if the following complications are added to the equation:
• The goods being delivered are discovered to be damaged. The customer will only take delivery of goods in a satisfactory condition, and this is annotated in the PoD.
• The goods being delivered are accepted by the customer, but he uses his own internal delivery documentation or GRN. This needs to be matched against the supplier’s delivery note. The situation is complicated further when the customer uses his own internal product codes, and/or the goods are dispatched in multiple deliveries.
In both these cases the actual delivery needs to be matched up with the outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until the correct invoice has been raised. This can turn the normal 30-day period into 90
Are you interested in having a Great Business? Sure you are and it is not as hard as you think. In fact consider if you will what the customer really wants. They want a friend to sell them a great product and give them terrific service. But as consumers and customers how often do we really get that?Well not so often and when someone or some company gives that to us whether it is a small business or Large Corporation, well we tend to remember it don’t we? Even better we go tell all of our friends and add a “Buzz” or create fresh new word of mouth advertising for that company.Consider yourself one of their many new salesmen and the better the products, service and people at that company are the more “Free” salesmen out p
Take a typical example. A customer takes an order from his supplier that is then dispatched with the supplier’s delivery note. The customer takes delivery and confirms that the goods have been received by signing the delivery note. This note then becomes a PoD. In this case, the transaction has been straightforward.
However problems arise if the following complications are added to the equation:
• The goods being delivered are discovered to be damaged. The customer will only take delivery of goods in a satisfactory condition, and this is annotated in the PoD.
• The goods being delivered are accepted by the customer, but he uses his own internal delivery documentation or GRN. This needs to be matched against the supplier’s delivery note. The situation is complicated further when the customer uses his own internal product codes, and/or the goods are dispatched in multiple deliveries.
In both these cases the actual delivery needs to be matched up with the outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until the correct invoice has been raised. This can turn the normal 30-day period into 90
Regardless of what industry pundits say, opening a medical practice can be both very rewarding and very lucrative. Of course, as with any business, medical offices have their own specific financial challenges. One of the biggest challenges for medical practices of all sizes is adjusting to the long payment cycles of private insurance providers and Medicare/Medicaid. It is not uncommon for bills to insurance companies to take up to 120 days to pay. This slow payment cycle wreaks havoc in the office’s cash flow, forcing the medical office to carry the costs of doing business – paying rent, equipment leases and office staff – while waiting to get paid. This can be prohibitively expensive and prevent the office from growing and hiring additional staff. At its worst,
However problems arise if the following complications are added to the equation:
• The goods being delivered are discovered to be damaged. The customer will only take delivery of goods in a satisfactory condition, and this is annotated in the PoD.
• The goods being delivered are accepted by the customer, but he uses his own internal delivery documentation or GRN. This needs to be matched against the supplier’s delivery note. The situation is complicated further when the customer uses his own internal product codes, and/or the goods are dispatched in multiple deliveries.
In both these cases the actual delivery needs to be matched up with the outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until the correct invoice has been raised. This can turn the normal 30-day period into 90
As increasing numbers of people search for information on the Internet, it becomes more imperative to have a compelling Website to promote and support your meetings.Here is my list of "The Seven Most Important Things You can do Online":1. Identify all your Online MarketsIt's a common mistake to focus your attention on the obvious target audience for your meetings site - the potential attendees.But many other types of visitor may find your site, and it's important to consider whether they're important to you, how you want to engage them, and what outcomes you'd like to achieve with them.Visitors to your meetings Website might include:past / potential attendeessuppliers / vendors / exhibitors / sp
In both these cases the actual delivery needs to be matched up with the outgoing sales invoice. Where there is a disparity, a normal 30-day credit period can drag out into a lengthy debtor cycle in which customers will not pay for goods delivered until the correct invoice has been raised. This can turn the normal 30-day period into 90 days or more.
How a computerised system can make the process trouble free
TokOpen is a program used by a major UK supplier of dairy products. Reduced reliance on physical pieces of paper allows more flexibility and a reduction in delivery problems.
When sales orders are received from customers, despatch notes are printed and automatically captured and uploaded to the company’s TokOpen data centre. Here they are printed from the AS400 Warehouse Management System. A unique folder is automatically created in TokOpen, where the document is stored and indexed by its delivery details.
The ordered goods are delivered either on one vehicle or in multiple deliveries, as applicable. Delivery notes are signed, with handwritten comments inserted if a discrepancy has arisen.
These signed documents are then returned to any one of the company’s 20 depots across the country, where they are scanned by depot staff. At this point the documents are automatically indexed and uploaded to a TokOpen data centre where they are stored alongside the corresponding original despatch note in the appropriate folder. If a discrepancy is indicated on the scanned delivery note, this automatically triggers a warning for a customer service agent distribution to investigate.
If necessary the invoice can be amended before the sales invoice is issued. This has to take place within 72 hours of delivery. All document access, workflow and investigations are performed using a standard Web browser, which ensures that the system can be quickly deployed with minimal administrative overheads.
Where customers’ own GRNs are received, these are scanned and read automatically, matching the delivery line items with corresponding items from the despatch notes. The system is flexible and allows a ‘many to many’ relationship – more than one delivery note relating to more than one GRN for a single customer order.
The process is further complicated because custom
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