Following the merger of three different businesses and the subsequent founding of ONE, it was essential to consolidate and marry the cultures, knowledge, processes, and systems and innovate the resulting company’s routine and operations.
This was no simple task for this newly formed global shipping leader. In its first years, it became evident that a lack of communication between departments and systems was a great obstacle that would need to be solved in order for ONE to achieve its core values: teamwork, reliability, quality, and customer satisfaction.
As a company that relies on getting shipments to their designated locations on time, a streamlined and efficient accounts payable process plays a critical role in paying vendors on time. However, when it was time to pay their vendors, the process for ONE was anything but streamlined or efficient as processing and approvals ran through three different sub-departments within the finance team.
In addition to this complex workflow, the newly merged process was primarily decentralized, managed manually, and sometimes involved a lengthy paper trail. The finance team implemented controls and used spreadsheets to keep the process on track, but the work became difficult to manage and standardize.