The juncture of data arriving and humans deciding

At its core, digitization has four simple aims.

• Produce accurate timely and verifiable data in a consistent manner
• Disseminate data as effortlessly, making it available in real-time
• Support decision-making to glean insights from data to add and extract value at the point of transaction
• Analyse historical and real-time data to uncover competitive insight that advantage back into your decision-making process

Smart-attuned organizations understand their existence and advantage as a result of better decisions being made more often, both large and small, front line and executive level that occur on a monthly, daily, and hourly time frame. The fluidity, accuracy, and timeliness of data are critical to whether sustainable competitive advantage accrues or not; however, the data is not the decision. That decision-making moment lies squarely in the purview of the individual and the team. No amount of AI will replace commercial decision-making where judgment, nuance, and balance are required.

The unintended consequence of digitizing both physical and financial supply chain processes is that the newly digitized section of the track exacerbates and shines a searching spotlight on the manual non-digitized processes. You can argue the benefits of digitizing your supply chain process and demonstrable improvement in decision-making benefits, however, you must also acknowledge the non-digitized section of the track stands out in stark relief as a weak link.t is the place where all the benefits of accrued digitalization come to a grinding halt as you drop down gears into a manual process to make your decision.

Nowhere is there a better example of the need for digital decision-generating tools than in today’s treasury and procurement departments.

Across multiple divisions within global corporate structures digitization of process and decision-making is forging ahead daily and it is no longer acceptable or helpful for Treasury or procurement to produce feedback generated from an Excel spreadsheet as to the present view of payment term analysis and calculation. It's dead-on-arrival data. It contains minimal insights to exploit and the process is painstakingly created from manual scratch every time new “insights” are demanded.

It is redundant, it is not helpful, and cannot possibly build up a compendium of accessible historical data to interpolate trends and behaviors. It does not enhance reputation and relevance and is the weak link in the entire process.

Ada powered by Calculum is used by leading organizations to analyze and optimize their payment terms and working capital metrics. It leverages multiple digital-data sources allowing treasury and procurement to anticipate, refine and make available real-time insights into their suppliers and customer base as well as the most appropriate position to take on term negotiations at any moment in time.

As the entire supply chain digitizes and accelerates decision-making, combined with the rapidity of more immediate commercial transactions, a matching rapidity and insight view on the financial supply chain and term optimization is becoming mandatory. Excel-delivered term optimization strategies will simply not suffice.