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By CJ Brennan, Audit & Assurance Partner, Deloitte & Touche LLP; Shreyas Rao, Audit & Assurance Managing Director, Deloitte & Touche LLP; Bezhan Tayebi, Senior Manager, Deloitte & Touche LLP
Realizing you have unapplied credits on your vendor account statements might seem like a minor accounting nuisance—just another disruption to your financial reports and cash flow tracking. But these credits can become much bigger headaches than most companies expect.
Unapplied credits—and their causes—can strain vendor relationships and force tough staffing decisions. They may also lead to significant financial loss. For Fortune 500 companies and other large corporations, the impact can be staggering. One Deloitte technology client, for example, identified $27 million in unapplied credits across its vendors.
With so much at stake, it’s not surprising that interest is growing in cash preservation services. In this blog, we’ll take a closer look at these services—the benefits, enabling technology, and processes behind them.
Unapplied credits are amounts already recorded on vendors’ books but not yet paid out to customer accounts payable departments, negatively affecting company cash positions. These credits can remain on vendors’ ledgers for months or years.
During the pandemic, many vendors, concerned about cash shortages, began holding onto credits to maximize their own cash flow. Many now use this approach as a standard practice. Unless specifically requested, these credits can be delayed indefinitely.
Unapplied credits represent a major opportunity to recover large sums and improve cash flow. Yet companies often overlook them because they aren’t aware of the scale of the problem. Clues that you might have unapplied credit issues include moderate-to-high vendor spending, large and frequent invoice volumes, and belonging to industries or business categories at high risk for unapplied credits.
Organizations like Deloitte can help companies develop cash preservation programs that expedite recovery, improve cash and credit management, and create self-funding opportunities. These programs can be implemented with minimal disruption because they usually don’t require you to enact audit clauses.
Cash preservation programs, led by internal audit, may help companies identify cash-saving opportunities and support cash flow optimization. They can help internal audit—often seen as a cost center—shift its lens, retain staff, and demonstrate strategic value.
The transformation of cash preservation programs by AI and RPA has streamlined cash collection automation. With this technology, service providers can help large companies managing thousands of third parties automate identifying, communicating, and collecting these delayed receivables.
Previously, this was a manual process handled in small batches, say 50 requests at a time, and required significant staff hours to complete. Now, AI and RPA enable organizations to process up to 10,000 vendor requests at once, dramatically improving efficiency.
“As companies focus on cash flow optimization goals for stability and growth, cash preservation programs, led by internal audit, may help companies identify cash-saving opportunities. They can help internal audit—often seen as a cost center—shift its lens, retain staff, and demonstrate strategic value.”
The cash preservation process typically involves:
Cash preservation services offer clear benefits: faster payment of millions in credits, improved vendor relationships, more predictable cash flow, and self-funding programs. Consider the real-world outcomes in these Deloitte client case studies:
Deloitte can advise companies in developing cash preservation programs to help unlock the hidden cash flow of unapplied credits. To learn more, contact your Deloitte representative. And don’t hesitate to reach out to us directly for more information.
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
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