Menu
A multinational pharmaceutical company, managing operations across Europe, Asia, North America and South America, was facing a mounting crisis within its accounts payable (AP) function. After transitioning AP responsibilities back in-house from an offshore partner in India, their UK-based shared service center struggled with significant disarray.
The core issues stemmed from regional inconsistencies in invoice processing, exacerbated by multiple configurations of JD Edwards and a complete lack of standardized procedures. Compounding these problems, the only process documentation available was linked to the offshore partner’s proprietary systems—leaving the internal teams with limited visibility or guidance.
As the AP backlog continued to escalate, concerns mounted about potential audit implications. The absence of strong leadership among AP managers and supervisors only intensified the situation. The company urgently needed a roadmap to restore order, reduce risk and support management with consistent, actionable procedures.
We deployed a seasoned accounts payable subject matter expert (SME) to embed with the client’s team. Through a series of targeted video conference sessions with regional process owners, the consultant captured variances, dependencies and pain points unique to each geography. The goal: define and move toward a unified standard.
Starting with an initial catalog of known processes, we expanded documentation by uncovering previously undocumented workflows through stakeholder interviews. As procedures were formalized, we partnered with management to pinpoint control gaps and integrate best-practice improvements. To reinforce audit readiness, we developed SOX control narratives that cross-referenced control points within the newly standardized procedures, establishing a clear and auditable framework for compliance.
The engagement delivered 40 newly defined Standard Operating Procedures, creating a single source of truth for regional AP practices and embedding controls to support compliance efforts. These documents empowered AP managers and supervisors to lead their teams with greater clarity and consistency.
The immediate benefits were tangible: process inefficiencies were identified and eliminated, enabling “quick win” improvements across the function. These enhancements not only boosted team performance but also led to a sharp reduction in past-due vendor payments—improving relationships and instilling confidence across the business. By restoring structure and implementing sustainable improvements, we positioned the client for long-term success, operational resilience and a stronger audit posture.