Accounts Payable Automation Unlocking Value b2b Ecommerce

8/13/2019 Accounts Payable Automation Unlocking Value b2b Ecommerce

1/16

ACCOUNTSPAYABLEAUTOMATION UNLOCKING

VALUEIN

B2B

ECOMMERCE

Authors Name:

Vinodh Ravishankar (Senior Business Analyst)

Pradyumna Deshpande (Senior Consultant)

Banking Domain Team

WIPROTECHNOL


2/16

2|www.wipro.com/industryresearch

AccountsPayableAutomationUnlockingValueInB2BeCommerce

WIPROTECHNOL

TABLEOFCONTENTS

THEOPTIMIZATIONIMPERATIVEINB2BPAYMENTS

COSTDRIVERSINAMANUALCHECKBASEDPROCURETOPAYCYCLE

THEEB2B

PAYMENTS

ADOPTION

WAVE

PROSPECTIVEHEGEMONYOFCOMMERCIALCARDSINELECTRONIC

B2BPAYMENTS

OFFERINGSINTHEMARKET

EIPPTHECRUCIALMISSINGPIECEOFTHEPUZZLEFOR

FINANCIALINSTITUTIONS.

SYSTEMINTEGRATIONSERVICESFORACCOUNTS

PAYABLEAUTOMATION

ACCOUNTSPAYABLE

BUSINESS

PROCESS

OUTSOURCING

..

WIPROASTRATEGICPARTNERFORAPAUTOMATION..

ABOUTWIPROTECHNOLOGIESANDWCIR.


3/16



THEOPTIMIZATION

IMPERATIVE

IN

B2B

PAYMENTS

Businesshousesofdifferentsizeshaveevolved inthemarketplaceandthenumberofB2Btransaction

betweentradingentitiesisontherise.B2Btransactionshavegrowninvolumefrom8billionin2002to10

billion in 2009. At an estimated cumulative average growth rate of close to 20%, the numberwould

possiblyhitthe14billionmark in2012.Whatbecomesapparentfromthesenumbersistheseriousness

withwhichorganizationswouldhavetoviewtheinefficienciesintheB2Bpaymentprocess.

Courtesy:AberdeenGroupThemostefficientorganizationswhichhavecompletelyautomatedtheirB2Bpaymentprocessesspend

anaverageof$1.50pertransactionwhich isat least$57 lesserthanwhatanorganizationspendsona

traditionalcheckbasedB2Btransaction.About74percentoftodaysB2Bpaymentsaremadebypaper

checks,leavingplentyofroomforimprovedefficienciesWhenoneputstheproblemintheperspectiveof

trillionsindollarsavingsatanindustrylevel,thecostbenefitscaleisevidentlytiltedtowardsweedingout

orat

aminimum,

reducing

the

cost

contributors

in

the

more

expensive

B2B

payment

process.

WIPROTECHNOL


4/16



COSTDRIVERS

IN

A

MANUAL

CHECK

BASED

PROCURE

TO

PAY

CYCLE

ADMINISTRATIVEOVERHEADOverheads

associated

with

effecting

the

procure

to

pay

cycle

are

comparatively

higher

in

manual

transactions than in B2B transactions that are eenabled. Contributors to cost are not confined to

processes within an organization but also in communications between trading partners. Intrafirm

communicationbetweendifferententitiesintheprocurementandaccountingdepartmentsofthebuyer,

sales,distributionandaccountingdepartmentsoftheseller,generationofamultitudeofdocumentsfor

contractualandbillingpurposesandinterfirmcommunicationbetweenbuyerandsellerareallimportant

driversofcostinthemanualB2Bpaymentprocess. Manualdataentryandcheckprocessinghastipped

theprobabilityoferrorsinmanualpaymentprocessingonthehigherendofthescale.Thecostandtime

spentonnonvalueaddingactivitiesinvolvedwitherrorcorrectionareformidable.

PAPERUSAGE

The volume of documentation that has to flow through the cycle to supplement information is

humongous.Rightfrominvoicegenerationtopaymentfulfillment,thedifferentbusinessentitiesinvolved

inthetransactioncreateandexchangeawidearrayofdocuments includingrequisitionforms, invoices,

approvaldocuments,checksandenvelopes.

WIPROTECHNOL


5/16



WIPROTECHNOL

HUMANRESOURCE

Anegativecorrelationbetween thedegreeofautomation inapaymentsprocessand staffing levels to

support theprocessexplainswhycostofhumanresources isan importantdriver.WithtraditionalB2B

payment methods, processes are seldom optimized and streamlined, resulting in an overlapping

workforceperformingredundantandsuperfluousfunctions.The impactofthiscostdriver isevenmore

whenviewedintheperspectiveofhighvolume lowvalueB2Btransactionswheretheheadcounthasto

beincreasedtosupportvolumes.

LOGISTICS

Adirectimpactofthehighvolumeofdocumentationthatflowsthroughthemanualcycleistheincreased

costof

logistics.

Costs

involved

with

moving

documents

between

trading

partners,

financial

institutions

andthirdpartyserviceproviders inthechainaresignificantwithtraditionalB2Bpaymentmethods.The

problem intensifies when invoice clarifications are sought, checks get returned and paperbased

notificationsgetlostintransit.

PROCURETOPAYCYCLETIME

CheckbasedB2Bpaymentprocessestakeapainfullylongtimeforfulfillmentoftenspanningweeks.More

thecycletimeoftheprocess,greateristhequantumoffundsthatarelockedin.Thishasadirectimpact

on the available working capital and the kind of accounting visibility to available funds that an

organization would desire. An increased procuretopay cycle time adversely affects the ability of a

business

to

take

right

decisions

on

capital

allocation

and

engenders

a

huge

opportunity

cost.

Cash

forecastingchallenges translate into lost investmentopportunities in greenfield stars in thebusiness

portfolio

COSTOFFRAUD

AnestimatedUS$20billionislostduetopapercheckfraud.Nearly94percentoforganizationsthatare

affectedbypaymentrelatedfraudsarevictimsofcheckfraud.Alackofimmediatepaymentverification

methodsandaccurateinvoicedatamatchingcreatesalotofexposuretocheckfraudrelatedlossesinthe

manualprocess.Organizationsworkingwithcheckbasedpaymentsystemsmaintainalargestockofpre

printedchecksraisingtheriskoftheftrelatedlosses.

REGULATIONAND

COMPLIANCE

Theneed tocomplywith tighterandnewerregulations in thecurrenteconomicmacroenvironment is

compelling.Pervasivemanualprocessesinordercreationandfulfillment,payment,accountspayableand

accountsreceivablefunctionscanonlyincreasetheriskofnoncompliance.Organizationshavebroughtin

greaterfocusonregulatorycompliancetopreempthugecostsassociatedwithnoncompliance.Acasein

pointwouldbethecostofcomplyingwithregulationslaidoutintheSarbanesOxleyActcertainlyhigh

foranorganizationrelyingonpaperbasedpaymentsystems.


6/16



THEEB2BPAYMENTSADOPTIONWAVE

A shift in the mindset of organizations to move away from traditional B2B payment methods is

perceivable.ArecentsurveyconductedbytheAssociationforFinancialProfessionalspegsthepercentage

of organizations that would eenable their B2B payments process in the next one year at 43%. The

motivation for most organizations seems to be the direct impact on cost reduction, improved

transparencywithcashflowsandstraightthroughprocessingtoaccountingsystems.

Billion dollar firms with high volumes of payments are swiftly falling into the fold of converting to

electronicpayments. Thebenefits accruing outof this conversion is independent oforganization size.

Despitethis fact,themammoths inthebusiness landscapearemore likelytoconvert followedbymid

market firms and small business. Larger corporations are better geared formoving to electronic B2B

paymentsowing

to

the

sheer

size

of

their

IT

establishment

and

abetter

network

with

trading

entities

whicharealreadyeenabledwiththeirEIPPsystems.Withthecurrenttrend,acheckusagereductionto

60%by2010iswhatorganizationsarerunningtowards.

Courtesy:CelentandNACHANottobeleftbehind,smallandmediumenterpriseshavealsobeguntoseetheadvantagesofmovingto

electronicpaymentplatforms.The inertiaoftheseorganizationshasbeenreducedbytheavailabilityof

newer technology solutionswhich can be tailored to individual organizational needs. This factor has

broughtin

the

flexibility

aspect

that

is

desired

by

smaller

businesses.

Organizations

that

are

hesitant

to

taketheplungewouldfailtotapintoafuturecustomerbasethatistunedintoanelectronicB2Bpayment

mode.

Intermsofgeography,thedevelopedcountrieshavecaughtupwellwithelectronicpaymentmethods,

with thepacebeing relativelyslow in theUS.EuropeandCanadahavebeen front runners in the race

markedbyearlyadoption.Anevidenceofthisisa95%penetrationofnoncashtransactionsinGermany,

NetherlandsandSwitzerlandasearlyas1999.Comparedwithdatafromthesameyear,UShasbeena

WIPROTECHNOL


7/16



slow adopter with figures of 40%. Notwithstanding the slow start, recent surveys have shown that

financialinstitutions

and

their

corporate

customers

in

the

US

have

begun

to

realize

the

value

in

eenabled

B2Bpayments.USshoresareseeingfreneticactivityinmigrationtoeenabledpaymentplatforms.

AbroadbasedadoptionofelectronicB2Bpaymentsdoesnotstopwithamindsetshift.Atwopronged

strategy forchanges inprocessand technology iswhatwill takeorganizationscloser to theirefficiency

goals. The environment for a technology change has beenmade conducive by IT solution providers

offeringahostofservicestosuittheneedofeverybusiness.

PROSPECTIVE HEGEMONY OF COMMERCIAL CARDS IN

ELECTRONICB2BPAYMENTS

Buyers and suppliers looking for efficiencies in their accounts payable process have turned towards

ElectronicFundsTransferandmorespecifically,usingtheACHchannel.Thisiscertainlyamovecloserto

thecostreductionagendasinceACHpaymentseliminateamajorityofcostlyresourcesthatareinvolved

in checkbased payments. Enabling a batch processing of ACH payments with Electronic Invoice

PresentmentandPayment(EIPP)makesthepropositionmoreattractive.DespitetheadvocatedbenefitsofACHpayments,outsidethefundstransfermechanism,theprocessof

sharing account numbers and routing information is predominantly manual. Evidently, there is an

optimizationpotentialhigherupinthevaluechain.AdiscouragerofwidespreadadoptionofACH

WIPROTECHNOL


8/16



WIPROTECHNOL

paymentsis

an

open

gap

for

potential

fraud.

ACH

payments

require

suppliers

to

provide

buyers

with

sensitive bank account information, making them vulnerable. For buyers to bettermanage working

capital, transparentspendvisibility isessential.This isagainachallengewithACHpaymentssince they

carryminisculeornoremittancedata.

CommercialcardssuchasPcardsofferalleviationtopainpointsintheACHpaymentmethod.Withcards,

payment gateways preclude the need for trading entities to share bank account information. Rich

remittancedataandatightintegrationwiththeaccountspayablesystemengenderdetailedinvoicelevel

spendreportingthat issoveryimportantforthetreasurygroup.ThefloatbenefitinACHpayments is

retained and enhancedwith commercial cards since issuers present amonthly statement for billing.

Organizationshavebegun to see the value in commercial cardpayments and are extending theiruse

beyond

high

volume,

low

value

procurement

to

big

ticket

procurements

as

well.


9/16



OFFERINGS

IN

THE

MARKET

WIPROTECHNOL


10/16



EIPPTHECRUCIALMISSINGPIECEOFTHEPUZZLEFORFINANCIAL

INSTITUTIONS

Buying organizationswhich can flex their financialmuscle have channeled large amounts of available

funds into the development of ElectronicData Interchange (EDI) systems to stay connectedwith the

supplierbank network. For smaller organizationswhich transact heavily using commercial cards, , in

additiontothecostinvolvedinbuildingtheinfrastructure,thereistheburdenofcostofcompliancewith

PaymentCardIndustry(PCI)securitynorms.

Banksandacquirerswhichhavestrongfinancialrelationshipswiththesetradingorganizationshavebeen

abletosatiatetheirpaymentneedseffectivelythankstotheirextensivesettlementnetworks.Whenit

comes to theupstream requirementsof invoice/purchaseorderpresentment,validation,approvaland

paymentrelease, financial institutionshavebeenshopping inthemarket forEIPPvendors.Thestory is

notverydifferentwiththirdpartypaymentprocessorseither. AllianceslikeBankofAmericaBottomline

TechnologiesPaymode,USBankPowertrack,JPMorganChaseOrdertopayandAmericanExpress

S2S,standtestimonyforthisfact.

WIPROTECHNOL


11/16



WIPROTECHNOL

Whilemost

such

strategic

partnerships

are

aggressively

promoting

packaged

solutions

in

the

accounts

payablesspace,therace isfarfromover.Largemultinationalcorporations,publicsector,globalFIsand

mediumandsmallenterprisesrepresentadiversecustomerbasewithequallydiverseAPrequirements

drivenbyindustryspecific,geographyspecificaswellastechnologyinfrastructurerelatedpeculiarities.

Our forecast is thatelectronicB2Bpayments andAPautomationbusinesswill continue toexperience

heightenedactivityoverthenextfewyears.Moreso,becauseofthefactthatbankswanttooffermore

integratedcashmanagementservicestotheircorporateandSMEcustomersandEIPP isagoodtoolto

gain visibility into theircashflows.Froma top linegrowthperspective, this information isof strategic

importtobanksinimprovingtheeffectivenessoftheirproductdevelopment,customersegmentationand

targeting exercise. Banks can structure and create new products which can help buyers fund their

payments

if

they

are

low

on

cash

flows

and

offer

investment

products

in

situations

of

excess

cash

flow.

THELUREFORFINANCIALINSTITUTIONS

ItisexpectedthatInitiativesliketheSingleEuroPaymentsArea(SEPA)willresultinareductionofcross

borderpaymentfeeswithintheEuroZone.Paymentinstrumentsliketheletterofcreditarebeing

replacedwithopenaccounttradingininternationaltrades.Giventhisbusinesslandscape,transaction

basedrevenuesfromcorporatepaymentservicesarebeingdrivendownbyanincreasedinterconnectivity

ofpaymentsystemsanddevelopmentslikeSWIFTinthepaymentsarena.Profitmarginsaregetting

thinnerandcorporatepaymentsarebecomingcommoditized.Financialinstitutionscanengageinaprice

warbutitwouldnotgivethemasustainableedge.Theyneedtoembarkonadifferentiationstrategyand

takevaluedeliverytothenextlevel.

Gaininginsightsintovaluableinformationallacrossthepaymentschainiscrucialtothedevelopmentofa

differentiatedservicingstrategy.Intodaysworld,financialinstitutionshavevisibilitylimitedjustto

paymentsmadeandreceived.Inordertoleverageuntappedopportunities,financialinstitutionsneedto

stayengagedincorporatetransactionsasearlyintheprocessaspossible.Atightintegrationbetween

bankingapplicationsandcorporateaccountspayable,accountsreceivableandtreasurymanagement

servicesgivesthemtheuniqueadvantageofgainingvisibilityintotheclientsfinancialpositionatevery

stageinthefinancialsupplychain.Gearedwiththisinformation,financialinstitutionscanstructure

productsandservicestosuitaclientsneedatdifferentstagesofabusinesstransaction.Theyhavea

biggercrosssellingopportunitywithabetterriskassessment.Bystretchingtheirpresenceacrossthe

supplychainoftheircustomer,financialinstituionswillbeabletodeepentherelationshipwithbetter

retentionandrepeatbusinessaspositivefallouts.


12/16



CASHMANAGEMENT

Abroadengagementoffinancialinstitutionsinthefinancialsupplychainenablesthemtohaverealtime

understandingofthecorporatecashposition.Thisinformationisinvaluableforfinancialinstitutionsto

quantifyanddemonstratethecostofidlecashtotheircustomers.Itwouldsetupastrongplatformto

provideSweepAccountserviceswherebyexcessidlefundsearninterest.Goingbeyondtherealmof

overnightmarkets

and

intraday

investments,

financial

institutions

are

better

placed

to

offer

investment

managementservicestomeetacorporatesmediumandlongterminvestmentgoals.

WIPROTECHNOL


13/16



WIPROTECHNOL

Fundsconsolidation

is

astrong

value

proposition

when

targeted

at

corporates

with

anational

or

global

footprint.Financialinstitutionsthatarecontinuouslyawareofthetime,volume,valueandstatusof

paymentshaveanevenmorecompellingstorytotaketheirCashConcentrationServicestotheirclients.

Sellingorganizationsthatarepartofthetradingnetworkprovideawealthofopportunitiesforfinancial

institutionstopositiontheircollections,costmanagementandriskmanagementservices.

TRADEFINANCE

Financialinstitutionsthatdeliverendtoendservicesinalargetradingnetworklendthemselves

conducivetostrengtheningtheirlendingbasedrevenuestream. Ifbuyingorganizationsareilliquidinthe

shortterm,theywouldseevalueinstructuredlendingproductswithlongercreditterms. An

insightinto

the

buyer

supplier

supply

chain

would

enable

financial

institutions

to

provide

payables

discountingservicestosuppliersthatlookatreducingtheircostofcapitalandinturnpassonthebenefit

tothebuyer.Invoicefactoringandforfaitingareothertradefinanceservicesthatwouldfinddemandwith

suppliersinneedofshorttermliquidity,atdifferentstagesintheordertopaycycle.

AnintegratedAPautomationsolutionhasthetheabilitytolinkpurchaseorderandinvoicedatatoatrade

financeinstrument.Thisprovidesastrongerbasisforextendingcreditatahigherpercentageofthetrade

valueoratabetterrateofinterest.Italsoimprovesthequalityoftradeinstrumentadvisory,inspection

andguaranteeservicesofferedbyfinancialinstitutions.

BUSINESSINTELLIGENCE

Thecorporatequestforintelligenceontheirtraderelatedfinancescanbebestsatisfiedbyfinancial

institutionsthatrenderservicesallalongthefinancialsupplychain.Realtimeinformationoncash

positionsandfloatimprovethequalityofcashforecasting,zerobalanceaccountingandinterest

reallocationservicesprovidedbyfinancialinstitutions. Businessanalyticsanddecisionsupportsolutions

becomeanattractivepropositionforthetargetwhenthebasisforsuchsolutionsisinformationthatis

gatheredacrossthespectrumfromordergenerationtosupplierreceiptoffunds.

Therehasneverbeenabettertimeinthemarketforfinancialinstitutionstoentertheaccountspayable

automationspace.Thosethatpursueawaitandwatchstrategywillmissoutonthefirstmover

advantageandinthelongrunalionsshareinthemarket.Thosethattakeanimmediateplungewillnot

onlyenjoyanewrevenuesource,butwillalsobeheraldedasinnovators.


14/16



WIPROTECHNOL

SYSTEM INTEGRATION SERVICES FOR ACCOUNTS PAYABLE

AUTOMATION

Asbanks,acquirers,3rdpartypaymentprocessors,paymentnetworks,independentserviceprovidersand

EIPPvendorsevolvetheirproductsandservicesthroughstrategicpartnerships,thesuccessoftheirend

toend product offerings quintessentially depend on effective systems integration. Nearreal time

response,robust,highperformanceservicebus,highavailabilityandstateoftheartaudittrailmeeting

desiredtransparency levelsarebecomingtherequisites,ratherthanstandoutfeaturesofan integrated

nextgen AP solution. From the banks perspective, plain simple EIPP solutions are also pass, and

integratedEIPPserviceswithcashmanagementandtradefinanceservices isofmost importance.Given

the fact thatdifferent industrieshave different invoice formats, global and statewide tax regulations

makethe

integration

even

more

complicated.

Adesireforgreatercontrolandagilityhasmotivatedlargerorganizationstomovetowardsacentralized

AP function.Moneymanagement from a centralized location would involve crossborder pooling of

invoices,singlecurrencystatementsandglobaldashboardsalongwiththeabilitytointegratewithmore

thanonefinancialinstitutionindifferentgeographies.AllthiswillneedaninnovativeapproachtoSI.

Wiprosexperience in this fieldextends tovariousmessaging/GroupWareplatforms,BPMenginesand

SOA implementations.We have consistently delivered substantial cost benefits for our customers by

leveraging on innovative delivery models and valueadded initiatives such as Six Sigma and Lean

methodologies,aimedatprovidingcontinuousproductivity improvements.TheSIpracticeofWiproalso

has

extensive

experience

in

managing

complex

programs

in

a

multi

vendor

scenario.

ACCOUNTSPAYABLEBUSINESSPROCESSOUTSOURCING

As the automated AP solutions enabled by electronic B2B payments evolve and mature in the

marketplace, serviceprovidersandcustomersfaceasignificanthurdleinrealizingthecostsavingsworthy

oftheproductsfullpotential.Businessesareinneedofacomparativelysmallerworkforcewithfocused

skills in using and supporting the automated AP solutions as part of the extended but eenabled

operations.Outsourcing theseservices to industryexpertsat lowercosts is increasinglypreferredover

retainingandmaintainingsomeofthelargeworkforcecurrentlydeployedtohandlemanualcheckbased

AP functions.Wipros Business ProcessOutsourcing services optimize business performance to attain

valuecreation.WiproBPOSolutions isa leadingproviderofoffshoreBPOservicestypicallyrequiredfor

using and supporting eenabled business processes such as accounts payables. Our BPO services are

driven by the integrated solution approachwhich provides enhanced value to the customers through

processstandardization,processsimplificationandprocessoptimization.

AmongWiproswiderangeofBPOservices,ourprocurementoutsourcingservicesarethemostrelevant

toAPautomationbusinessandhaveadirectpositiveimpactoncostreductionsthatcustomersseek


15/16



WIPROTECHNOL

throughdeployment

of

AP

solutions.

We

offer

complete

Source

to

Pay

outsourcing

services

to

our

clientsand fulfill theSourcetoContractneedsofourcustomers throughstrategicsourcing,category

management,suppliermanagementandsupplychainstrategy.WealsodeliverProcuretoPayprocess

efficiencies andoperational cost reduction. Finally,weoffer a full suite of ondemandprocurement

solutionsthatintegratewithourclient'scurrentERPsystemandprovidecostcontroltherebyoptimizing

the entire supply chain.Wipro Procurement Outsourcing services offer key benefits to our clients,

includingvalueformoney,SixSigmaenabledprocessestoimproveefficiencyandquality,costreduction

ofmorethan40%throughoffshoreexecution,leverageonITexpertiseacrossdifferentsupplychainand

APplatforms,domainexperienceinB2Bpaymentsindustryandtalentavailability.

WIPRO

A

STRATEGIC

PARTNER

FOR

AP

AUTOMATION

ThroughourIntegratedIT(ApplicationDevelopment&Managementservices)andBPO(BusinessProcess

Operations)servicesandbusinessdomainexpertiseinBankingandFinancialServices,Wiproisinthebest

positiontopartnerwithfinancialInstitutionstoimplementaggressivegotomarketstrategyanddeliver

andpromotetopnotchAPsolutionsatoptimizedcosts.OurintegratedIT,BPOapproachhashelped

organizationssavecostsinexcessof40%inspecificareas.


16/16


ABOUT

WIPRO

TECHNOLOGIES

Wipro is the first PCMM Level 5 and SEI CMMi Level 5 certified IT Services Company globally.Wipro

providescomprehensiveITsolutionsandservices(includingsystemsintegration,ISoutsourcing,package

implementation, software application development and maintenance) and Research & Development

services(hardwareandsoftwaredesign,developmentandimplementation)tocorporationsglobally.

Wipro'suniquevaluepropositionisfurtherdeliveredthroughourpioneeringOffshoreOutsourcingModel

andstringentQualityProcessesofSEIandSixSigma.

ABOUTWIPROCOUNCILFORINDUSTRYRESEARCH

The Wipro Council for Industry Research comprising of domain and technology experts from the

organizationaimstoaddresstheneedsofcustomersbyspecifically lookingat innovativestrategiesthat

will help them gain competitive advantage in themarket. The Council in collaboration with leading

academicinstitutionsandindustrybodiesstudiesmarkettrendstoequiporganizationswithinsightsthat

facilitatetheirITandbusinessstrategies

Formoreinformationpleasevisitwww.wipro.com/industryresearch

REFERENCES

www.nacha.org

www.celent.com

www.afp.com

www.aberdeen.com
http://www.wipro.com/industryresearchhttp://www.wipro.com/industryresearchhttp://www.nacha.org/http://www.nacha.org/http://www.celent.com/http://www.celent.com/http://www.afp.com/http://www.afp.com/http://www.aberdeen.com/http://www.aberdeen.com/http://www.aberdeen.com/http://www.afp.com/http://www.celent.com/http://www.nacha.org/http://www.wipro.com/industryresearch

Date post:	04-Jun-2018
Category:	Documents
Upload:	rodrigo-flores-espina
View:	228 times
Download:	0 times

Accounts Payable Automation Unlocking Value b2b Ecommerce

Documents