Genel Bakış
A large Middle Eastern conglomerate operating across multiple industries relied on a centralized shared services organization to manage finance operations, including accounts payable and accounts receivable. With rapid business expansion and increasing transaction volumes, the SSO faced challenges in scaling operations without adding significant headcount. Invoice bottlenecks, delayed collections, and uneven workload distribution were straining both efficiency and employee capacity.
Executive summary
Scaling finance operations without adding headcount
Faced with rapid growth across multiple subsidiaries, the shared services organization needed to scale its finance operations without adding significant headcount. Leadership lacked transparency into AP and AR performance, resulting in delays, rework, and missed SLAs that strained cash flow and increased employee workload. The team implemented mindzie process intelligence to gain an end to end view of finance operations, pinpoint inefficiencies, and highlight opportunities for system changes and automation.
With mindzie, the SSO uncovered bottlenecks in invoice approvals and collections, identified recurring sources of rework, and monitored SLA compliance in real time. More importantly, analytics revealed where ERP configurations and repetitive tasks could be streamlined, allowing employees to handle more transactions without increasing workload stress. The result was faster cycle times, higher compliance, and a scalable finance function capable of supporting ongoing business growth.
The challenge
Persistent pressure as transaction volumes grew
AP bottlenecks
Invoices from multiple subsidiaries were delayed due to inconsistent approval paths and manual validation requirements.
AR inefficiencies
Collections follow up was inconsistent, leading to high aging balances and missed SLA commitments.
Employee workload pressure
Staff were spending too much time on repetitive corrections and manual tasks, limiting their ability to handle growing volumes.
Limited visibility across subsidiaries
Finance leadership struggled to benchmark performance and identify systemic issues across diverse business units.
Operational highlights
Before and after mindzie
| Metric | Before mindzie | After mindzie | Change |
|---|---|---|---|
| AP cycle time | 16 days | 12 days | -25% |
| AR collections cycle | 26 days | 20 days | -23% |
| Invoice rework | 19% | 13% | -32% |
| SLA compliance | 68% | 82% | +20% |
| Employee workload capacity | Baseline | +18% | +18% |
Why it worked
Visibility, system changes, automation, and workload balance
One view of AP and AR
mindzie provided a unified view of AP and AR processes, enabling comparisons and standardization across business units.
ERP configurations that removed steps
Analytics pinpointed where ERP configurations could be updated to eliminate redundant steps.
Repetitive approvals and rework
Identified repetitive approval tasks and manual rework suitable for automation, reducing time spent on low value activities.
Tasks redistributed on live data
By redistributing tasks based on real time monitoring, the SSO increased each employee’s ability to handle higher transaction volumes.
In their words
“mindzie not only showed us where processes broke down, but also where system changes and automation would unlock more capacity. We can now manage higher volumes with the same team, and our finance operations are more scalable than ever.”
Head of Shared Services
The outcome
By adopting mindzie process intelligence, the Middle Eastern SSO transformed its finance operations into a scalable, efficient backbone for the organization. With faster cycle times, fewer errors, and increased employee capacity, the company achieved growth without increasing headcount. Continuous monitoring, proactive alerts, and data driven system changes ensure that AP and AR remain optimized as business volumes continue to expand.
