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Ineffective order-to-cash processing make DSO levels soar and performance levels plummet. The older outstanding receivables become the more difficult they are to collect. The resulting ebb in cash flow decreases profitability and shakes shareholder confidence. Leading edge technology, service delivery models, and best practice can renew high performance hopes.
This paper examines the order-to-cash process, the symptoms of an inefficient process, and benefits that can be achieved from improving the process. It also identifies best practices related to processes, technologies, performance measurement, and service delivery models.
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