BPS / BPI / OPERATIONS AND VALUE
When revenue grows faster than profit, cash and the work behind them
Problems often sit between sales, purchasing, delivery and finance. Start with the actual flow of work and measure the business effect.
Higher sales do not guarantee faster cash collection or consistent margins. Work can stall between functions: an invoice follows delivery too late, a discount is approved without a clear cost view, inventory rises ahead of demand, or every exception returns to the owner.
DHISORA uses Business Process Solution (BPS) as the name for work that connects a business goal to its processes, people, information, decision rights and controls. Business Process Improvement (BPI) is the improvement of existing processes within that work: observe the actual workflow, verify root causes, pilot changes and monitor their effects. A new software purchase need not be the starting point.
If cash is slow to arrive, for example, trace a real order from acceptance to delivery, invoicing and collection. Determine whether credit terms, missing evidence, handoffs, customer disputes or collections explain the delay. Then choose an intervention and measures that fit the confirmed cause.
A useful outcome includes a workflow the team can actually operate, clear ownership, evidence from before and after, and a measurable effect on time, margin, cash or reporting reliability as relevant. Any benefit must be verified against the company’s own baseline.
Questions management brings to the table
Sales grow, cash does not
When does delivery turn into an invoice? Are documents complete and who resolves disputes?
Delivery-to-invoice time · overdue receivables · DSOMore work, less margin
Where did discounting, product mix, purchase cost, freight or rework change?
Gross margin by product · rework costEvery decision waits for the owner
Are approval rights and handoffs clear enough for the team to act?
Approval time · owner escalationsGrowth or IPO is on the horizon
Can the team close accounts and run controls consistently with traceable evidence?
Close days · open control gaps · evidence coverageFollow one customer order
A collection delay can begin long before the collections team becomes involved. Trace the actual work and its information.
- 01Accept the order
- 02Check credit and deliver
- 03Invoice with evidence
- 04Resolve disputes
- 05Collect and reconcile
Measure waiting time, accountability and rework at each handoff, then connect these to receivables and cash received.
How DHISORA approaches the work
- 01
Define the business question
Agree on the intended outcome, process scope and executive decision owner.
- 02
Observe and set a baseline
Interview the team, follow transactions, map current work and measure delays, cost, errors or exceptions.
- 03
Verify the cause
Separate the symptom from its drivers and test data and handoffs before choosing an intervention.
- 04
Pilot the new workflow
Change steps, ownership, approval rights, data or systems where needed while reviewing controls.
- 05
Measure and hand over
Assign a process owner, KPI and review cadence; compare results with the baseline and respond to exceptions.
Evidence before declaring an improvement
Current and future process maps · verified causes · accountable owners · KPI definition and baseline · pilot results and unresolved issues
Measures are examples. Select them based on the actual business and verifiable data. An initial process or IPO review does not certify operating outcomes or filing readiness.Start with one process that concerns you
Share the symptom, its business effect and where the team gets stuck. Begin by deciding what to investigate first.
Start a conversation ↗Visible business symptom → actual cross-functional work → verified cause → changed workflow → measured business result