The digitalisation of the Order to Cash (O2C) process is widely seen today as a given. ERP, CRM, AI: the tools are available, and the promises are clear. Yet in practice, the results often fall short. Behind the appearance of modernisation, many companies still face the same issues: unpaid invoices, lack of visibility on receivables, operational overload, and lack of coordination between teams.
This article explores what IT tools actually bring to cash management. More importantly, it highlights the conditions that determine their true effectiveness. Technology alone does not drive performance. It all depends on how it is used.
ERP: A Necessary Infrastructure, Not a Guarantee
A well-configured ERP helps structure data, automate tasks and stabilise transactional processes. It serves as the backbone of the O2C cycle. However, simply having an ERP does not mean the process is under control.
In my consulting work, I frequently observe the following:
- Key steps such as invoice generation or due date tracking are only partially automated or not automated at all
- KPIs like DSO, ageing balance and payment promises are available but underused or hard to extract
- Workflow configurations are rigid and disconnected from actual business operations, creating hidden bottlenecks
On top of this, there is often a limited understanding of so-called “historic” clients. Their payment behaviour, strategic value and financial evolution are rarely analysed in depth. These accounts are often handled by habit, without evaluating their impact on cash flow. This leads to a fragmented view of receivables performance, especially from a commercial standpoint. Early warning signs go unnoticed, recurring delays are underestimated, and there is very little collaboration between finance and sales.
This lack of analysis can result in unexpected payment defaults and sometimes reveals a client’s structural fragility too late. These blind spots explain why issues often surface when the company has already lost room to act.
ERP systems bring structure, but if processes are not redesigned in advance, they can also introduce rigidity. It is not the tool that creates fluidity but the clarity of operational rules.
CRM: A Relationship Tool Often Overlooked by Finance
CRM systems are usually seen as sales or marketing tools. However, when properly integrated into the O2C cycle, they become essential for understanding customer behaviour.
In reality, few finance teams cross-reference their data with CRM insights. As a result, credit and collection decisions are often based only on payment history. Subtler indicators from the field, such as changes in customer attitude, repeated delays or unresolved disputes, are left out.
Combining CRM data with financial KPIs makes it possible to:
- Detect deteriorating client relationships before they show up in the numbers
- Segment clients more effectively based on behaviour and strategic importance
- Tailor dunning and negotiation efforts based on client profile
For example, if a strategic client's payment terms start to stretch, early and coordinated action with the sales team can prevent escalation. This approach helps preserve the relationship and protect long-term cash flow.
Artificial Intelligence: Toward Faster and More Targeted Actions
Artificial intelligence might still seem out of reach for many mid-sized companies. In fact, it is already integrated into several O2C solutions with measurable results.
Where teams usually spend time manually prioritising tasks, a well-trained AI model can:
- Process thousands of ageing balance lines in a matter of seconds
- Identify risky client profiles based on both objective criteria and behavioural patterns
- Recommend action plans tailored to each client’s payment history
However, AI only performs well when the underlying data is reliable and well-structured. This is why it is essential to stabilise the ERP and CRM foundations before introducing predictive analysis tools.
The aim is not to replace human input but to strengthen decision-making. Time saved on repetitive tasks can then be reinvested into high-value actions.
Conclusion
ERP, CRM and AI can significantly improve cash management, but only if they are aligned with clear business logic, shared processes and strong governance.
The real question is not whether your company has the right tools, but whether those tools actually help you manage cash with accuracy, speed and foresight.
Order to Cash and IT: The Winning Combination ?