Current state and problem
The Douglas perfume retail chain has long struggled with laboriousness and inaccuracies in the process of processing received invoices and the associated large amount of communication.
According to our own analysis, processing received invoices was one of the most laborious internal processes. The entire process of processing received invoices suffered mainly from two ailments: a lot of labor when acquiring data from invoices into the accounting system and poor invoice circulation within the company.
Proposed solution
Papers piled up on the desks of responsible employees, and when a reminder for an unpaid invoice arrived, it was often very difficult to track down the status of the obligation. Determining whether it was possible to pay the invoice and the related communication across the company and with the supplier extended the entire process and employed up to four dozen employees, from store managers and managers to administrative and accounting staff.
Physically approving documents in paper form made it difficult to track where and in what condition the invoice was. This generated unnecessary problems with the maturity of liabilities and tension in relations with suppliers. In addition, the finance department lacked information about the amount of liabilities in the approval process.
The deployment of the iNVOiCE FLOW solution took Douglas 2 months, including testing (learning) operation, during which the artificial intelligence included in the solution "learns" to search for the correct data on invoices, whether they are PDF attachments in emails or scanned paper invoices from the post office. Automatic receipt of documents in a structured form (EDI, ISDOC, IDOC, etc.) is a matter of course. Thanks to this, the operator now manually processes only one invoice out of a hundred received and can devote the saved time to other work.
Resulting changes
“The main motive for choosing iNVOiCE FLOW was that it reliably covers invoice processing as a whole with the entire process chain. Initially, there were concerns about how we would manage the change, but after the first 14 days, key users were enthusiastic about the work savings.“
How we helped
PDF for download
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