Your DSO and your customer risk under control

With our EXPERT BFR consultants, define the best customer credit policy to reduce your DSO and improve your BFR. Identify the solutions and technologies best suited to your environment to optimize your Credit Management process.

Build an effective Credit Management policy

Make informed decisions and implement simple and concrete actions to reduce your payment times and optimize your WCR. Whatever the size of your company, benefit from the operational and tailor-made approach of our timeshare credit managers.

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What is Credit Management ?

Credit Management or the management of receivables consists of evaluating, managing and controlling a company’s outstanding customers , ie invoices to be issued, receivables due and not due.

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Audit and Consulting

Improve your BFR and identify the levers to secure your trade receivables.

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Training

Develop a cash culture and set up tailor-made training integrating your work environment.

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Automate customer reminders, upgrade your receivables management tools.

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Credit Management | Gestion Credit Expert

What is the role of the Credit Manager ?

The Credit Manager is both the pillar and the junction point between all the services related to the company’s order-to-cash cycle. It accelerates the flow of free cash from sales made while preserving business relationships with customers.

In other words, he makes it his mission to minimize the DSO (days sales outstanding or average recovery time) and ensures that the sales concluded by the salespeople translate into cash flow for the company.

Thus, the Credit Management function is now recognized as strategic within successful companies because it increases available cash and contributes to improving their financing and development capabilities.

Reduction of DSO : How does the Credit Manager do it?

To speed up receipts and avoid unpaid customers , the credit manager is involved in the entire sales process of the company, from commercial prospecting to the final payment of invoices.

In collaboration with the commercial and legal departments, he can:

Launch an audit of the situation to identify areas for improvement on the company’s processes, organization and strategy: it can, for example, assess and propose areas for improvement to reduce customer risks and improve debt collection ,
Define or modify the customer credit policy in good understanding with the sales teams: he assesses what are the credit limits to be granted in amount and in terms of time to each of the customers according to their level of risk, the payment methods too,
Help define the general conditions of sale which, if they include key clauses (payment period, late payment penalties, retention of title clause, etc.), can be a good defense against late payments and unpaid invoices ,
Ensure the solvency of customers upstream of contractualization by conducting field surveys or by organizing the monitoring of customers who are not credit insured. If the risk of non-payment is too high for customers, he can also insure the invoices in part or in full. With brokers or directly with insurance companies, he negotiates the rate, amount and cost of credit insurance cover,

Train all the people directly or indirectly associated with the sales process to instil in them a culture of cash,
Ensure proper collection of payments . The credit manager, in connection with the accounting department and the sales administration, can, if he has overdue invoices, decide to set up a follow-up or amicable recovery service and offer when possible new terms of payment. In the event of a dispute and if the dispute is too sensitive, he can organize the legal recovery of unpaid debts. He can decide on legal actions directly or rely on the expertise of a collection company, for example,
Manage all information flows , capture key data in real time and understand them, to anticipate the risks of failure and late payment. To this end, the credit manager can get help from the company’s information systems department to acquire the latest generation software and tools for managing receivables.

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Credit Management - Conseil en optimisation BFR-DSO | Gestion Credit Expert

The Credit Manager improves the BFR

The working capital requirement (WCR) is the difference between, on the one hand, the cash requirement generated by the financing of inventories and trade receivables, and on the other hand, the cash resource linked to supplier debts.

Credit management significantly improves a company’s WCR if it accelerates customer collections by optimizing settlement times and reducing late payments. Thus, cash mismatches decrease.

If a company’s BFR is under control , its risks of filing for bankruptcy are reduced. Its recourse to bank credit and factoring also…

To sum up, the quality of Credit Management determines the profitability of the company, its durability, and therefore in part its ability to develop through its own financial resources.

Credit Management outsourced on a time-share basis with GCE: what interest?

You are now convinced of the interest of Credit Management for your company but its size and its turnover do not allow you to envisage a full-time recruitment?
Our EXPERT BFR consultants support you in a very operational way in the management of your accounts receivable, to secure your turnover, increase cash flow, and help finance your development ambitions.

We help you identify and review everything you can do to reduce your DSO and optimize your BFR.

What we guarantee you:

The implementation of quality Credit Management processes to reduce disputes and therefore debt collection needs.
Operational support : our EXPERT BFR consultants work in project mode, they help your teams to transform your strategic objectives into operational action plans, from the definition of areas for improving the organization of Credit Management to their implementation. work.

A tailor-made solution to manage your accounts receivable: all the actions that we will propose to you will take into account the payment habits in your sector of activity, the specific relationships that you have with each of your customers (seniority and solidity of the relationship, psychology of the manager, etc.) and the level of cash culture of your teams.

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