There is a kind of balance between the work we can save and the new needs: by reducing routine activity, it is possible to create new types of work.
Example: Billing
Take for example the difference between invoice and order: it is present only in the setting, but in reality the two documents contain roughly the same information. Having a system, which generates an invoice starting from the order, allows you to manage the process more quickly and with fewer errors. Until a few years ago, however, when a company bought products, the documents generated by the supplier company's system were 3:
- the order;
- the invoice of the supplier company;
- the delivery note.
It was therefore necessary to carry out checks for each step: order-bill, order-bill, bill-bill. This process was clearly costly, both in terms of time and money, so it was necessary to remove these steps.
In order to remove them, the purchasing company could dictate a condition to the supplier: the order is accepted only if the delivery note is identical to the order. To comply with this constraint, of course, the supplier company must set limits on the management of the order, for example by rejecting subsequent changes to the same. The buyer cuts costs, but the responsibility is then shifted entirely to the supplier company, which must be able to claim this responsibility.
A second solution could be the agreement between buyer and supplier in establishing that the order is open as long as the shipment has not started: only at that point the order cannot be modified and the invoice is issued. This reduces the necessary checks between order and invoice, but it is the warehouse keeper who, at this point, assumes responsibility by confirming to the administrator on the goods received.
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