Transformation & Consulting
Order to Cash (OTC)
Generating Order-to-Cash Transformation Impact
Order to cash (O2C) processes are often long and complex, and include multiple functional disciplines, such as booking an order with a customer, physical or digital fulfillment, distribution, invoicing, and payment collection. To reimagine O2C, Genpact designs, transforms and runs end-to-end solutions by deploying advanced operating models for companies across the globe.
We have helped organizations increase their cash flow by over $150 million and identify $10 million in revenue leakage. Our comprehensive understanding of Lean practices enables us to plug leaks and strengthen working capital.
At Genpact, we architect the Lean DigitalSM enterprise by combining design-thinking principles, and Lean approaches with digital technologies and analytics, and deep domain expertise. Our approach reimagines O2C organizations across the front, middle and back office to provide end-to-end digital solutions that deliver business outcomes.
O2C transformational redesign delivers positive impact on cash flow
A global biopharmaceutical company wanted an end-to-end order to cash assessment of its European export entities and U.S. operations to help the O2C function become a valuable business partner within the company. A six-week end-to-end assessment created transparency of the entire O2C function and resulted in €1.8 million increased profit annually, and €3.5 million additional cash flow impact.
Global electronics firm reimagines order to cash
Following significant growth, both organically and through acquisitions, this electronics major had a decentralized organizational structure and many business units operating autonomously. The company faced multiple financial challenges from its sub-optimal collections operations, reporting, and strategy that prevented it from operating a best-in-class accounts receivable (AR) function. To address these obstacles, Genpact focused on creating intelligent AR operations that leverage advanced operating models, technology, and analytics. This resulted in five-day reduction of average days’ pay and a significant positive effect on cash flow; bad debt reserve reduced by 30%.