{"id":999979790,"date":"2026-01-16T22:54:55","date_gmt":"2026-01-16T15:54:55","guid":{"rendered":"https:\/\/bizzi.vn\/?p=999979790"},"modified":"2026-06-08T10:30:07","modified_gmt":"2026-06-08T03:30:07","slug":"what-is-accounts-payable","status":"publish","type":"post","link":"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/","title":{"rendered":"What is accounts payable accounting? A guide to the professional practices and daily tasks of an accounts payable accountant."},"content":{"rendered":"<p>Accountant <a href=\"https:\/\/bizzi.vn\/cong-no-la-gi-khai-niem-phan-loai-tam-quan-trong-va-cach-quan-ly-hieu-qua\/\">debt<\/a> Accounts payable is not simply a business concept; it plays a particularly important role in enterprises. Today, accounts payable accounting is no longer limited to recording receivables and payables or reconciling balances periodically. In the context of rapidly growing businesses, complex sales and purchasing models, and increasingly demanding financial management requirements, accounts payable has become the intersection point between accounting, cash flow, and management decision-making.<\/p>\n<p><span style=\"font-weight: 400;\">This article will thoroughly analyze the inner workings of accounts payable accounting, along with concepts such as AR\/AP processes, reconciliation, 3-way matching, KPI DSO\/DPO\/CCC, provision 2293, and automation. <a href=\"https:\/\/bizzi.vn\/quan-ly-cong-no-la-gi-giai-phap-quan-ly-cong-no-hieu-qua-cho-doanh-nghiep\/\">Accounts receivable management.<\/a><\/span><\/p>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_80 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Index<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_la_gi_trong_doanh_nghiep_va_quan_ly_ARAP_theo_%E2%80%9Cvong_dong_tien%E2%80%9D_nhu_the_nao\" >What is accounts payable\/receivable accounting in a business, and how is AR\/AP managed according to the &quot;cash flow cycle&quot;?\u00a0<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Quan_ly_ARAP_theo_%E2%80%9Cvong_dong_tien%E2%80%9D_la_gi\" >What is AR\/AP management based on the \u201ccash flow cycle\u201d?<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_khac_gi_ke_toan_thanh_toan_va_ke_toan_tong_hop\" >How does accounts payable differ from accounts payable and general accounting?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Phan_biet_su_khac_nhau_theo_ban_chat\" >Distinguish the differences based on their nature.<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Phan_biet_su_hac_nhau_trong_quy_trinh_van_hanh\" >Distinguish the differences in operating procedures.<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_ARAP\" >Accounts Payable\/Amounts Accounts Payable (AR\/AP)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_thanh_toan\" >Payment accounting<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_tong_hop_GL\" >General Accountant (GL)<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Chung_tu_nao_bat_buoc_de_ghi_nhan_va_doi_chieu_cong_no_dung\" >What documents are required to properly record and reconcile accounts payable?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Checklist_chung_tu_AR_%E2%80%93_Phai_thu_khach_hang\" >AR Document Checklist \u2013 Accounts Receivable<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Checklist_chung_tu_AP_%E2%80%93_Phai_tra_nha_cung_cap\" >AP Document Checklist \u2013 Accounts Payable to Suppliers<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_gan_voi_nhung_tai_khoan_nao_131_331_141_138_338_136_va_khi_nao_lien_quan_2293\" >Which accounts (131, 331, 141, 138, 338, 136) are associated with accounts payable and when is account 2293 related?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Khi_nao_lien_quan_den_2293_%E2%80%93_du_phong_phai_thu_kho_doi\" >When does it relate to account 2293 \u2013 provision for doubtful receivables?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Quy_trinh_ke_toan_cong_no_phai_thu_AR_tu_ghi_nhan_den_thu_hoi_no_dien_ra_theo_nhung_buoc_nao\" >What are the steps involved in the accounts receivable (AR) accounting process, from recording to collecting the debt?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#1_Giai_doan_1_%E2%80%93_Phat_sinh_nghia_vu_phai_thu_Recognition\" >1. Phase 1 \u2013 Recognition of Accounts Receivable<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#2_Giai_doan_2_%E2%80%93_Theo_doi_va_doi_chieu_Monitoring_Reconciliation\" >2. Phase 2 \u2013 Monitoring &amp; Reconciliation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#3_Giai_doan_3_%E2%80%93_Nhac_no_va_thu_hoi_Collection\" >3. Phase 3 \u2013 Debt Reminder and Collection (Collection)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#4_Giai_doan_4_%E2%80%93_Danh_gia_rui_ro_va_lap_du_phong\" >4. Phase 4 \u2013 Risk Assessment and Contingency Planning<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#5_Giai_doan_5_%E2%80%93_Bao_cao_phan_tich\" >5. Phase 5 \u2013 Reporting &amp; Analysis<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Bao_cao_tuoi_no_Aging_la_gi_va_cach_doc_Aging_de_ra_quyet_dinh_thu_hoi\" >What is an Aging report and how to read Aging to make debt collection decisions?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Cach_doc_AR_Aging_de_ra_quyet_dinh_thu_hoi\" >How to read AR Aging to make recall decisions.<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-22\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#DSO_Days_Sales_Outstanding_la_gi_va_cach_giam_DSO_ma_khong_anh_huong_quan_he_khach_hang\" >What is DSO (Days Sales Outstanding) and how can you reduce DSO without affecting customer relationships?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-23\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Quy_trinh_ke_toan_cong_no_phai_tra_AP_tu_tiep_nhan_hoa_don_den_thanh_toan_an_toan_gom_nhung_diem_kiem_soat_nao\" >What are the control points involved in the accounts payable (AP) accounting process, from invoice receipt to secure payment?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-24\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#1_Tiep_nhan_hoa_don_Invoice_Receipt\" >1. Invoice Receipt<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-25\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#2_Phe_duyet_thanh_toan_Approval\" >2. Payment Approval<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-26\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#3_Thuc_hien_thanh_toan_Payment_Execution\" >3. Payment Execution<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-27\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#4_Theo_doi_va_doi_chieu_Monitoring_Reconciliation\" >4. Monitoring &amp; Reconciliation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-28\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#5_Bao_cao_va_phan_tich_Reporting_KPI\" >5. Reporting and Analysis (Reporting &amp; KPI)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-29\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#6_Diem_luu_y_quan_trong_cho_kiem_soat\" >6. Key points to note for control<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-30\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#3-way_matching_PO%E2%80%93GR%E2%80%93Invoice_la_gi_va_giup_giam_rui_ro_thanh_toan_sai_trong_AP_nhu_the_nao\" >What is 3-way matching (PO\u2013GR\u2013Invoice) and how does it help reduce the risk of incorrect payments in APs?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-31\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Thanh_phan_3-way_matching\" >3-way matching components<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-32\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Loi_ich_giam_rui_ro_thanh_toan_cua_3-way_matching\" >The benefits of 3-way matching in reducing payment risk.<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-33\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Quy_trinh_phe_duyet_thanh_toan_da_cap_Approval_Workflow_nen_thiet_ke_the_nao_de_toi_uu_dong_tien\" >How should a multi-level payment approval process (Approval Workflow) be designed to optimize cash flow?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-34\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Thiet_ke_Approval_Workflow_theo_4_lop_kiem_soat\" >Design Approval Workflow using 4 layers of control<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-35\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Lop_1_%E2%80%93_Kiem_soat_tu_dong_Automation_First\" >Level 1 \u2013 Automation First<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-36\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Lop_2_%E2%80%93_Phe_duyet_theo_NGUONG_TIEN_Threshold-based\" >Level 2 \u2013 Threshold-based approval<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-37\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Lop_3_%E2%80%93_Phe_duyet_theo_LOAI_CHI_PHI\" >Level 3 \u2013 Approval by EXPENSE TYPE<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-38\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Lop_4_%E2%80%93_Kiem_soat_THOI_DIEM_thanh_toan_Payment_Timing_Control\" >Level 4 \u2013 Payment Timing Control<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-39\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Doi_chieu_cong_no_la_gi_va_khi_lech_cong_no_thi_truy_nguyen_nguyen_nhan_theo_thu_tu_nao\" >What is accounts receivable reconciliation, and in what order should the causes of discrepancies be traced?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-40\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#1_Doi_chieu_cong_no_la_gi_Co_may_loai_doi_chieu_cong_no\" >1. What is accounts receivable reconciliation? How many types of accounts receivable reconciliation are there?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-41\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Khi_lech_cong_no_%E2%80%93_truy_nguyen_nguyen_nhan_theo_THU_TU_NAO\" >When there is a discrepancy in accounts payable \u2013 in WHAT ORDER should the causes be traced?<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-42\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Buoc_1_%E2%80%93_Kiem_tra_SO_DU_DAU_KY\" >Step 1 \u2013 Check the BEGINNING BALANCE<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-43\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Buoc_2_%E2%80%93_Doi_chieu_CHUNG_TU_GOC\" >Step 2 \u2013 Compare with ORIGINAL DOCUMENTS<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-44\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Buoc_3_%E2%80%93_Kiem_tra_HACH_TOAN\" >Step 3 \u2013 Check the ACCOUNTING<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-45\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Buoc_4_%E2%80%93_Kiem_tra_THANH_TOAN\" >Step 4 \u2013 Verify PAYMENT<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-46\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Buoc_5_%E2%80%93_Kiem_tra_CAC_KHOAN_DIEU_CHINH\" >Step 5 \u2013 Check the ADJUSTMENTS<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-47\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Buoc_6_%E2%80%93_Doi_chieu_BIEN_BAN_VA_XAC_NHAN\" >Step 6 \u2013 Compare the Minutes and Confirm<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-48\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#No_qua_han_anh_huong_chi_phi_von_Cost_of_Capital_va_loi_nhuan_rong_nhu_the_nao\" >How does overdue debt affect the cost of capital and net profit?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-49\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#1_No_qua_han_lam_TANG_chi_phi_von_nhu_the_nao\" >1. How does overdue debt INCREASE the cost of capital?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-50\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#2_No_qua_han_an_mon_loi_nhuan_rong_nhu_the_nao\" >2. How does overdue debt erode net profit?<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-51\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Trich_lap_du_phong_no_phai_thu_kho_doi_TK_2293_lien_quan_gi_den_ke_toan_cong_no_va_quan_tri_rui_ro\" >How is the provision for doubtful receivables (Account 2293) related to accounts payable and risk management?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-52\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#TK_2293_lien_quan_gi_den_ke_toan_cong_no\" >What is the connection between account 2293 and accounts payable?<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-53\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#1_Aging_%E2%80%93_muc_do_qua_han\" >(1) Aging \u2013 degree of expiration<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-54\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#2_Lich_su_thanh_toan\" >(2) Payment history<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-55\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#3_Tinh_trang_tranh_chap\" >(3) Dispute status<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-56\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#TK_2293_trong_quan_tri_rui_ro_doanh_nghiep\" >Account 2293 in corporate risk management<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-57\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Quan_ly_cong_no_bang_Excel_khac_gi_ERPAutomated_Tool_ve_rui_ro_hieu_suat_va_ROI\" >How does managing accounts receivable using Excel differ from ERP\/Automated Tools in terms of risk, performance, and ROI?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-58\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Lam_sao_dua_du_lieu_cong_no_Actual_vao_Forecast_dong_tien_theo_thoi_gian_thuc_goc_nhin_FP_ACFO\" >How can I integrate Accounts Receivable\/Amounts Data into Real-Time Cash Flow Forecasts (FP&amp;A\/CFO Perspective)?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-59\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Bang_so_sanh_nhanh_Excel_vs_He_thong_tu_dong_hoa_quan_tri_cong_no\" >Quick Comparison Table: Excel vs. Automated Accounts Receivable Management Systems\u00a0<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-60\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Cau_hoi_thuong_gap_ve_%E2%80%9Cke_toan_cong_no_la_gi%E2%80%9D\" >Frequently Asked Questions about &quot;What is accounts payable?&quot;<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-61\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_co_phai_la_ke_toan_noi_bo_khong\" >Is accounts payable accounting the same as internal accounting?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-62\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_khac_gi_cong_no_phai_thu_va_cong_no_phai_tra\" >How does accounts receivable differ from accounts payable?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-63\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#DSO_bao_nhieu_la_tot_va_doanh_nghiep_nen_theo_doi_DSO_theo_cach_nao\" >What is a good DSO (Demand for Sales) value, and how should businesses track DSO?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-64\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#3-way_matching_tu_dong_khac_gi_doi_chieu_thu_cong_bang_mat\" >How does automatic 3-way matching differ from manual visual matching?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-65\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Khi_lech_cong_no_uu_tien_kiem_tra_gi_truoc_de_xu_ly_nhanh\" >When there is a discrepancy in accounts payable, what should be prioritized for quick resolution?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-66\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Vi_sao_can_du_phong_phai_thu_kho_doi_2293_va_du_lieu_nao_ho_tro_danh_gia\" >Why is it necessary to make provisions for doubtful receivables (2293) and what data supports the assessment?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-67\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Doanh_nghiep_nen_tu_dong_hoa_cong_no_khi_nao_de_co_ROI\" >When should businesses automate accounts receivable to maximize ROI?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-68\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Bizzi_ho_tro_ke_toan_cong_no_theo_lo_trinh_nao_de_giam_sai_sot_va_tang_toc_xu_ly\" >What roadmap does Bizzi follow to support accounts receivable accountants in reducing errors and speeding up processing?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-69\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ke_toan_cong_no_can_nhung_bao_cao_nao_de_CFO_theo_doi_hang_tuanhang_thang\" >What reports does accounts payable need for the CFO to monitor on a weekly\/monthly basis?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-70\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Cong_no_lien_quan_gi_den_du_bao_dong_tien_va_Plan_vs_Actual\" >How are liabilities related to cash flow forecasting and Plan vs. Actual?<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-71\" href=\"https:\/\/bizzi.vn\/en\/what-is-accounts-payable\/#Ket_luan\" >Conclude<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_la_gi_trong_doanh_nghiep_va_quan_ly_ARAP_theo_%E2%80%9Cvong_dong_tien%E2%80%9D_nhu_the_nao\"><\/span><b>What is accounts payable\/receivable accounting in a business, and how is AR\/AP managed according to the &quot;cash flow cycle&quot;?\u00a0<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><strong>Accounts receivable accounting <\/strong>Accounts receivable (AR) and accounts payable (AP) are functions responsible for tracking, recording, reconciling, and controlling accounts receivable (AR) and accounts payable (AP) arising from a company&#039;s buying and selling activities. More than just &quot;debit and credit,&quot; accounts receivable directly determines the speed of cash flow turnover and the level of financial risk.<\/p>\n<p><span style=\"font-weight: 400;\">From a CFO&#039;s perspective, accounts payable is <\/span><b>the intersection of revenue, expenses, and cash flow<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Quan_ly_ARAP_theo_%E2%80%9Cvong_dong_tien%E2%80%9D_la_gi\"><\/span><b>What is AR\/AP management based on the \u201ccash flow cycle\u201d?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">AR and AP determine how quickly money comes in and how early or late money goes out.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">CFOs don&#039;t look at AR or AP in isolation, but rather at the Cash Conversion Cycle (CCC):<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">CCC=DSO+DIO\u2212DPO\\text{CCC} = \\text{DSO} + \\text{DIO} \u2013 \\text{DPO}CCC=DSO+DIO\u2212DPO<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">In there:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DSO (Days Sales Outstanding): number of days to collect payment from customers.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DPO (Days Payable Outstanding): the number of days to pay the supplier.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DIO: Inventory Turnover Ratio (if applicable)<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">How can a CFO achieve success with proper AR\/AP management?<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Unleash working capital without needing to borrow more.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Improve Free Cash Flow<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Making more precise decisions regarding selling prices and payment terms.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Proactively plan your spending and revenue for the period.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Many businesses report profits but lack cash flow because their operational and administrative expenses (AR\/AP) are managed haphazardly, not following a cash flow cycle.<\/span><\/p>\n<figure id=\"attachment_999979791\" aria-describedby=\"caption-attachment-999979791\" style=\"width: 1200px\" class=\"wp-caption aligncenter\"><img fetchpriority=\"high\" decoding=\"async\" class=\"wp-image-999979791 size-full\" src=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi.webp\" alt=\"What is public accounting?\" width=\"1200\" height=\"573\" title=\"\" srcset=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi.webp 1200w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-300x143.webp 300w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-1024x489.webp 1024w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-768x367.webp 768w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-18x9.webp 18w\" sizes=\"(max-width: 1200px) 100vw, 1200px\" \/><figcaption id=\"caption-attachment-999979791\" class=\"wp-caption-text\">Accounts payable is the intersection of revenue, expenses, and cash flow.<\/figcaption><\/figure>\n<h2><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_khac_gi_ke_toan_thanh_toan_va_ke_toan_tong_hop\"><\/span><b>How does accounts payable differ from accounts payable and general accounting?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Accounts payable accountants focus on managing accounts payable balances and changes by account (AR\/AP), while accounts payable accountants focus on processing payments\/receipts according to approvals, and general accountants are responsible for compiling journal entries, preparing reports, and controlling overall accounting data.<\/p>\n<p>This is a common misconception in practice, especially in expanding businesses. From an accounting standards perspective and the CFO&#039;s viewpoint, these three roles are distinctly different in nature, objectives, and management risks.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"Phan_biet_su_khac_nhau_theo_ban_chat\"><\/span><b>Distinguish the differences based on their nature.<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<table>\n<tbody>\n<tr>\n<td><b>Location<\/b><\/td>\n<td><b>Nature of the job<\/b><\/td>\n<td><b>The questions they answered<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>Accounts Payable\/Amounts Accounts Payable (AR\/AP)<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Manage <\/span><i><span style=\"font-weight: 400;\">obligations and rights to collect and pay<\/span><\/i><\/td>\n<td><span style=\"font-weight: 400;\">Who owes me money? Whom do I owe money to? For how long? Is there any risk involved?<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Payment accounting<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Execution <\/span><i><span style=\"font-weight: 400;\">Cash inflow\/outflow<\/span><\/i><\/td>\n<td><span style=\"font-weight: 400;\">Is it permissible to spend the money? How much should it be spent? When should it be spent?<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>General Accountant (GL)<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Standardization &amp; Reflection <\/span><i><span style=\"font-weight: 400;\">overall financial situation<\/span><\/i><\/td>\n<td><span style=\"font-weight: 400;\">Are the data accurate, complete, and consistent enough to be included in the report?<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3><span class=\"ez-toc-section\" id=\"Phan_biet_su_hac_nhau_trong_quy_trinh_van_hanh\"><\/span><b>Distinguish the differences in operating procedures.<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<h3><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_ARAP\"><\/span><b>Accounts Payable Accountant<a href=\"https:\/\/bizzi.vn\/account-receivable-ar-la-gi-quan-ly-hieu-qua-khoan-phai-thu-de-toi-uu-chi-phi-doanh-nghiep\/\">AR<\/a>\/AP)<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Focus:<\/b><span style=\"font-weight: 400;\"> payment and collection obligations<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Record AR\/AP data based on invoices and contracts.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Tracking debt aging<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reconcile accounts payable with customers\/suppliers.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Detecting overdue and discrepancies in debt.<\/span><\/li>\n<\/ul>\n<p><b>Risks of poor performance<\/b><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DSO increases, DPO gets out of control.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Incorrectly recording accounts payable \u2192 inaccurate cash forecast<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"Ke_toan_thanh_toan\"><\/span><b>Payment accounting<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Focus:<\/b><span style=\"font-weight: 400;\"> Actual cash inflows\/outflows<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check payment records<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Make a money transfer.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Track statements, UNC, bank<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Ensure the right people, in the right numbers, at the right time.<\/span><\/li>\n<\/ul>\n<p><b>Risks of poor performance<\/b><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Duplicate, incorrect, or early payments<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Internal fraud occurs if there is a lack of control.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"Ke_toan_tong_hop_GL\"><\/span><b>General Accountant (GL)<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Focus:<\/b><span style=\"font-weight: 400;\"> Accuracy, completeness, and reporting standards<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">End-of-period accounting<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Cost allocation, depreciation<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Compare AR\/AP \u2013 Cash \u2013 Expense<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Prepare financial statements<\/span><\/li>\n<\/ul>\n<p><b>Risks of poor performance<\/b><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Incorrect reporting, audit issue<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Frequent adjustments, slow closing of accounts.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">In short, a business only manages its finances well when <\/span><b>These three roles are separate, coordinate seamlessly, and are supported by an automated data and control system.<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Chung_tu_nao_bat_buoc_de_ghi_nhan_va_doi_chieu_cong_no_dung\"><\/span><b>What documents are required to properly record and reconcile accounts payable?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">To accurately record and reconcile accounts payable and control risks, accountants cannot rely solely on invoices. Accurate accounts payable must be based on a minimum set of supporting documents to verify the obligations, the time of recording, and the actual cash flow, while also tracing discrepancies during reconciliation.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Below is a checklist of required documents according to AR\/AP standards, written in a practical way for operations and control.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Checklist_chung_tu_AR_%E2%80%93_Phai_thu_khach_hang\"><\/span><strong>AR Document Checklist \u2013 Accounts Receivable<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Sales contract\/PO: Defines the terms, including price, quantity, and payment terms.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Sales invoice: The basis for recording revenue and accounts receivable.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Delivery\/Service Acceptance Record: Proof that obligations have been fulfilled.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Statement of Account: Reconciling the Account Balance (AR) between the two parties.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment receipts (UNC, bank statement, receipt): Basis for offsetting accounts payable.<\/span><\/li>\n<\/ul>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">No acceptance\/delivery \u2192 AR could be &quot;fictitious debt&quot;<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"Checklist_chung_tu_AP_%E2%80%93_Phai_tra_nha_cung_cap\"><\/span><strong>AP Document Checklist \u2013 Accounts Payable to Suppliers<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Purchase Order \/ Purchase Contract: Legal basis for payment obligations.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">GR \/ Acceptance Report \/ Goods Receipt - Goods Issued: Confirmation of receipt of goods\/services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Supplier invoices: Basis for recording expenses and AP.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment request: Internal control before disbursement.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment vouchers (UNC, bank statement): Confirmation of payment.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reconciliation record of supplier accounts payable (periodically): Trace discrepancies, avoid fictitious AP balances.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">In short, for accounts payable to be accurate, they must be based on documentation; and for documentation to be secure, it must be complete and verifiable.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_gan_voi_nhung_tai_khoan_nao_131_331_141_138_338_136_va_khi_nao_lien_quan_2293\"><\/span><b>Which accounts (131, 331, 141, 138, 338, 136) are associated with accounts payable and when is account 2293 related?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Accounts payable accountants primarily track <\/span><b>Account 131 (receivables)<\/b><span style=\"font-weight: 400;\"> and <\/span><b>Account 331 (payable)<\/b><span style=\"font-weight: 400;\">, also related to advances, other receivables\/payables (141, 138, 338, 136). When recovery risk increases, consideration is needed. <\/span><b>Provision for doubtful receivables (2293)<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Account<\/b><\/td>\n<td><b>Type<\/b><\/td>\n<td><b>Related to AR\/AP<\/b><\/td>\n<td><b>Notes \/ Examples<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>131 \u2013 Accounts Receivable<\/b><\/td>\n<td><span style=\"font-weight: 400;\">AR<\/span><\/td>\n<td><span style=\"font-weight: 400;\">AR<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Uncollected accounts receivable. For example: sales invoices have been issued, but payment has not yet been received.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>141 \u2013 Advances to buyers\/customers<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Advance<\/span><\/td>\n<td><span style=\"font-weight: 400;\">AR (advance payment)<\/span><\/td>\n<td><span style=\"font-weight: 400;\">The customer paid in advance, but no sales invoice has been issued yet. When the invoice is issued, the amount will be offset against account 131.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>136 \u2013 Other receivables<\/b><\/td>\n<td><span style=\"font-weight: 400;\">AR<\/span><\/td>\n<td><span style=\"font-weight: 400;\">AR<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Non-sales liabilities: employee advances, internal loans, other receivables.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>331 \u2013 Payable to vendors\/suppliers<\/b><\/td>\n<td><span style=\"font-weight: 400;\">AP<\/span><\/td>\n<td><span style=\"font-weight: 400;\"> AP<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Unpaid accounts payable. For example: receiving a supplier&#039;s invoice but not yet making the payment.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>338 \u2013 Other payables<\/b><\/td>\n<td><span style=\"font-weight: 400;\">AP<\/span><\/td>\n<td><span style=\"font-weight: 400;\">AP<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Non-purchase liabilities: payable for insurance, taxes, internal expenses.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>3388 \u2013 Advance payment received from the seller<\/b><\/td>\n<td><span style=\"font-weight: 400;\">AP advance<\/span><\/td>\n<td><span style=\"font-weight: 400;\">AP (advance payment)<\/span><\/td>\n<td><span style=\"font-weight: 400;\">We have received an advance payment from the supplier, but the actual invoice has not yet been paid.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>138 \u2013 Internal\/Subsidiary Liabilities<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Internal AR\/AP<\/span><\/td>\n<td><span style=\"font-weight: 400;\">AR\/AP<\/span><\/td>\n<td><span style=\"font-weight: 400;\">When debts arise between companies\/branches within the same group.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>2293 \u2013 Provision for doubtful receivables<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Preventive<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Not native AR<\/span><\/td>\n<td><span style=\"font-weight: 400;\">When AR (131, 136) is at risk of not being obtained \u2192 make a contingency.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2><span class=\"ez-toc-section\" id=\"Khi_nao_lien_quan_den_2293_%E2%80%93_du_phong_phai_thu_kho_doi\"><\/span><b> When does it relate to account 2293 \u2013 provision for doubtful receivables?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><b>2293<\/b><span style=\"font-weight: 400;\"> This only applies when an AR (Adversity Risk) provision needs to be established.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Only relevant <\/span><b>Accounts Receivable (AR)<\/b><span style=\"font-weight: 400;\">, not applicable to AP.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">When the customer or the recipient of the money <\/span><b>There is a risk of insolvency.<\/b><span style=\"font-weight: 400;\">:<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Overdue AR &gt; 90\u2013180 days<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Debtors with financial problems\/bankruptcy<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Accounting for provisions: recording <\/span><b>Debit provision expense \/ Credit 2293<\/b><\/li>\n<\/ul>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">When the money is recovered \u2192 the provision is reduced: <\/span><b>Debit 2293 \/ Credit 131 or 136<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">In short, correctly linking liabilities to accounts not only helps <\/span><b>accurate report<\/b><span style=\"font-weight: 400;\">, but also <\/span><b>Effectively monitor cash flow and risk.<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<figure id=\"attachment_999979792\" aria-describedby=\"caption-attachment-999979792\" style=\"width: 800px\" class=\"wp-caption aligncenter\"><img decoding=\"async\" class=\"wp-image-999979792 size-full\" src=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-.png\" alt=\"What is public accounting?\" width=\"800\" height=\"600\" title=\"\" srcset=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-.png 800w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi--300x225.png 300w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi--768x576.png 768w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi--16x12.png 16w\" sizes=\"(max-width: 800px) 100vw, 800px\" \/><figcaption id=\"caption-attachment-999979792\" class=\"wp-caption-text\">Accounts payable accountants primarily track account 131 (receivables) and account 331 (payables).<\/figcaption><\/figure>\n<h2><span class=\"ez-toc-section\" id=\"Quy_trinh_ke_toan_cong_no_phai_thu_AR_tu_ghi_nhan_den_thu_hoi_no_dien_ra_theo_nhung_buoc_nao\"><\/span><b>What are the steps involved in the accounts receivable (AR) accounting process, from recording to collecting the debt?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The accounts receivable process begins with recording revenue\/invoices according to payment terms, tracking balances by customer, conducting periodic reconciliation, analyzing aging of debts, and implementing debt reminders\/collections according to a plan, ending with cash reconciliation and closing the accounts receivable.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Below is the accounts receivable (AR) accounting process, from recording to collection, according to modern business operating standards, written from the perspective of a CFO and cash flow controller.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"1_Giai_doan_1_%E2%80%93_Phat_sinh_nghia_vu_phai_thu_Recognition\"><\/span><strong>1. Phase 1 \u2013 Recognition of Accounts Receivable<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Objective: To correctly identify the AR number, establish a clear legal basis, and avoid recording fictitious debts.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Steps:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Sales contract\/order (PO\/Contract)<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Determine the quantity, price, and payment terms.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">The legal basis for recognizing AR.<\/span><span style=\"font-weight: 400;\">\n<p><\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Issue a sales invoice.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Record the debt under account 131 or 136\/141 (if an advance payment is made).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">The basis for accounting for revenue.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Delivery\/Service Acceptance Record (GR\/Acceptance)<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Confirmation of completed obligation \u2192 Valid AR.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<p><span style=\"font-weight: 400;\">CFO&#039;s note:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">If the acceptance step is skipped, AR could be fictitious debt \u2192 DSO becomes &quot;virtualized&quot;.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"2_Giai_doan_2_%E2%80%93_Theo_doi_va_doi_chieu_Monitoring_Reconciliation\"><\/span><strong>2. Phase 2 \u2013 Monitoring &amp; Reconciliation<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Objective: To ensure AR data is always accurate and to detect discrepancies early.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Steps:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Track aging AR<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Classification by overdue date: 0\u201330, 31\u201360, 61\u201390, &gt;90.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reconciling customer accounts receivable (Statement of Account)<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Send\/receive debt confirmations periodically (usually monthly).<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Compare the figures between the client and the internal accounting department.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Error handling<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Check invoices and supporting documents, and correct any recorded errors in the invoice information.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<p><span style=\"font-weight: 400;\">Attention CFOs:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Correct AR \u2192 accurate cash flow forecast<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">A skewed AR increases the risk of DSO (Demand for Sale), and Free Cash Flow is affected.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"3_Giai_doan_3_%E2%80%93_Nhac_no_va_thu_hoi_Collection\"><\/span><strong>3. Phase 3 \u2013 Debt Reminder and Collection (Collection)<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Objective: To ensure that cash is actually deposited into the company on time, reducing the risk of overdue debt.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Steps:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Regular debt reminders<\/span><span style=\"font-weight: 400;\">\n<p><\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Email, phone calls, CRM integrated with AR reporting.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Prioritize customers based on payment risk\/debt size.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Negotiate and adjust if necessary.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Payment extension, discount, advance payment off.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Collect actual payment<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Bank transfer, UNC, cash.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Recorded decreases of 131 \/ 136 \/ 141, and increases in cash \/ bank deposits.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<h3><span class=\"ez-toc-section\" id=\"4_Giai_doan_4_%E2%80%93_Danh_gia_rui_ro_va_lap_du_phong\"><\/span><strong>4. Phase 4 \u2013 Risk Assessment and Contingency Planning<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Objective: AR has the potential to be lost \u2192 record a provision, accurately reflecting profit.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Steps:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Identifying bad debts<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Overdue by more than 90\u2013180 days, the customer is experiencing financial difficulties.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Establish a provision for bad debts.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Debit provision expense \/ Credit 2293.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Recovered \u2192 Adjust provision<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Debit 2293 \/ Credit 131 (or 136).<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<h3><span class=\"ez-toc-section\" id=\"5_Giai_doan_5_%E2%80%93_Bao_cao_phan_tich\"><\/span><strong>5. Phase 5 \u2013 Reporting &amp; Analysis<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Summary of AR \/ aging report \/ DSO report.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">AR analysis by customer, industry group, and term.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Identify high-risk customers early and propose recovery or offsetting plans.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Key CFO KPIs:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DSO (Days Sales Outstanding)<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Overdue loan ratio \/ total AR<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Rate of AR collected on time (%)<\/span><\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"Bao_cao_tuoi_no_Aging_la_gi_va_cach_doc_Aging_de_ra_quyet_dinh_thu_hoi\"><\/span><b>What is an Aging report and how to read Aging to make debt collection decisions?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Besides understanding what accounts receivable is, the aging report is also a concept that needs attention. The aging report categorizes accounts receivable by the number of days due\/overdue, helping businesses prioritize collection, identify risky customers, and forecast cash flow. The value of aging lies in its actions: scheduling debt reminders, resolving disputes, and controlling credit limits.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The objective of the Aging Report is to <\/span><b>Displaying customer debt status helps CFOs and accountants prioritize debt collection, assess cash flow risks, and create provisions for bad debts.<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Cach_doc_AR_Aging_de_ra_quyet_dinh_thu_hoi\"><\/span><b>How to read AR Aging to make recall decisions.<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>2.1 Identifying high-risk customers<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Compare total debt &gt;90 days to total AR<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">If the ratio is &gt;10\u201315% \u2192 cash flow risk warning<\/li>\n<\/ul>\n<p>2.2 Prioritize debt reminders and collection<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Debt overdue for more than 30-60 days: call\/email to remind the debtor.<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Debts over 90 days: require senior management involvement, negotiation, or advance payment offsetting.<\/li>\n<\/ul>\n<p>2.3 Payment History Analysis<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Customers consistently pay late \u2192 adjust payment terms.<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Customers who pay on time may be eligible for credit extension.<\/li>\n<\/ul>\n<p>2.4 Decision to establish provision for bad debts<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Overdue AR or customer with financial risk \u2192 create provision 2293<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Reduce the risk of reporting inflated profits.<\/li>\n<\/ul>\n<p>2.5 AR Grouping for CFOs<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Easy AR collection: 0\u201330 days, on-time collection<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">AR needs monitoring: 31\u201360 days, debt reminders.<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">AR risk: &gt;90 days, create contingency plans &amp; issue warning reports.<\/li>\n<\/ul>\n<figure id=\"attachment_999979793\" aria-describedby=\"caption-attachment-999979793\" style=\"width: 768px\" class=\"wp-caption aligncenter\"><img decoding=\"async\" class=\"wp-image-999979793 size-full\" src=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-1.webp\" alt=\"What is public accounting?\" width=\"768\" height=\"407\" title=\"\" srcset=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-1.webp 768w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-1-300x159.webp 300w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-1-18x10.webp 18w\" sizes=\"(max-width: 768px) 100vw, 768px\" \/><figcaption id=\"caption-attachment-999979793\" class=\"wp-caption-text\">The goal of the Aging Report is to display the status of customer debt, helping CFOs and accountants prioritize debt collection, assess cash flow risks, and create provisions for bad debts.<\/figcaption><\/figure>\n<h2><span class=\"ez-toc-section\" id=\"DSO_Days_Sales_Outstanding_la_gi_va_cach_giam_DSO_ma_khong_anh_huong_quan_he_khach_hang\"><\/span><b>What is DSO (Days Sales Outstanding) and how can you reduce DSO without affecting customer relationships?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\"><a href=\"https:\/\/bizzi.vn\/dso-la-gi\">DSO<\/a> DSO is the average number of days a business takes to collect payments after revenue is recognized; the higher the DSO, the slower the cash flow and the greater the risk of overdue payments. Sustainable reduction of DSO requires disciplined terms and conditions, standardized reconciliation data, and a structured debt reminder process.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">To <\/span><b>Achieve sustainable reduction in DSO (Days Sales Outstanding) without damaging customer relationships.<\/b><span style=\"font-weight: 400;\">The CFO and accountant should focus on... <\/span><b>Process discipline, accurate data, and scripted debt reminders.<\/b><span style=\"font-weight: 400;\">. Specifically:<\/span><\/p>\n<ol>\n<li><span style=\"font-weight: 400;\"> The payment terms were clearly stated from the beginning.<\/span><\/li>\n<\/ol>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Terms and conditions <\/span><b>Number of payment days, payment method, credit limit<\/b><span style=\"font-weight: 400;\"> immediately upon signing the contract.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Recorded in <\/span><b>PO \/ contract<\/b><span style=\"font-weight: 400;\"> and send it back to the customer to avoid disputes later.<\/span><\/li>\n<\/ul>\n<ol start=\"2\">\n<li><span style=\"font-weight: 400;\"> Link AR to standard documents and data.<\/span><\/li>\n<\/ol>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>3-way matching (PO \u2013 GR \u2013 Invoice)<\/b><span style=\"font-weight: 400;\"> This helps reduce invoice disputes.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Ensure <\/span><b>invoices, acceptance certificates, and related documents.<\/b><span style=\"font-weight: 400;\"> Match the components before sending them to the customer.<\/span><\/li>\n<\/ul>\n<ol start=\"3\">\n<li><span style=\"font-weight: 400;\"> Debt collection is done according to a script, without putting pressure on the debtor.<\/span><\/li>\n<\/ol>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Regular debt reminders<\/b><span style=\"font-weight: 400;\"> Based on the overdue date: 0\u201330, 31\u201360, &gt;60.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Content <\/span><b>friendly, professional<\/b><span style=\"font-weight: 400;\">Avoid mentioning things in a way that puts pressure on the listener.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Combine <\/span><b>Email + Phone Calls + CRM Automation<\/b><span style=\"font-weight: 400;\"> To ensure guests receive early notifications.<\/span><\/li>\n<\/ul>\n<ol start=\"4\">\n<li><span style=\"font-weight: 400;\"> Customer segmentation by risk<\/span><\/li>\n<\/ol>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Group <\/span><b>loyal, pay on time<\/b><span style=\"font-weight: 400;\"> \u2192 This could extend credit limits and encourage greater purchases.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Group <\/span><b>late payment or risk<\/b><span style=\"font-weight: 400;\"> \u2192 Remind customers of outstanding debts early, and limit new sales if payment hasn&#039;t been collected.<\/span><\/li>\n<\/ul>\n<ol start=\"5\">\n<li><span style=\"font-weight: 400;\"> Encourage quick payment.<\/span><\/li>\n<\/ol>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Apply <\/span><b>early payment discount<\/b><span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Provide <\/span><b>convenient payment gateway<\/b><span style=\"font-weight: 400;\">: bank transfer, online payment, automation.<\/span><\/li>\n<\/ul>\n<ol start=\"6\">\n<li><span style=\"font-weight: 400;\"> Monitor DSO and make timely adjustments.<\/span><\/li>\n<\/ol>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Monitor <\/span><b>DSO is near real-time.<\/b><span style=\"font-weight: 400;\"> via ERP \/ Bizzi.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Intervene before debts become overdue, instead of waiting until the end of the term to remind the debtor.<\/span><\/li>\n<\/ul>\n<figure id=\"attachment_999979794\" aria-describedby=\"caption-attachment-999979794\" style=\"width: 1200px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-999979794\" src=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2.webp\" alt=\"What is public accounting?\" width=\"1200\" height=\"608\" title=\"\" srcset=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2.webp 1920w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2-300x152.webp 300w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2-1024x519.webp 1024w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2-768x389.webp 768w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2-1536x778.webp 1536w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/ke-toan-cong-no-la-gi-2-18x9.webp 18w\" sizes=\"(max-width: 1200px) 100vw, 1200px\" \/><figcaption id=\"caption-attachment-999979794\" class=\"wp-caption-text\">The higher the DSO (Deposit Account Status), the slower the payments are received, and the greater the risk of overdue payments. Sustainable reduction of DSO requires strict term discipline, accurate reconciliation data, and a structured debt reminder process.<\/figcaption><\/figure>\n<h2><span class=\"ez-toc-section\" id=\"Quy_trinh_ke_toan_cong_no_phai_tra_AP_tu_tiep_nhan_hoa_don_den_thanh_toan_an_toan_gom_nhung_diem_kiem_soat_nao\"><\/span><b>What are the control points involved in the accounts payable (AP) accounting process, from invoice receipt to secure payment?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The accounts payable process begins with receiving invoices and purchase documents, comparing them with purchase orders and confirming receipt of goods\/services, handling exceptions, submitting payment approvals within the credit limit, making payments, and reconciling statements to settle accounts payable correctly and avoid losses.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Below is the accounts payable (AP) accounting process from invoice receipt to payment, focusing on key internal controls to ensure safety, accuracy, and compliance:<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"1_Tiep_nhan_hoa_don_Invoice_Receipt\"><\/span><strong>1. Invoice Receipt<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Target:<span style=\"font-weight: 400;\"> Verify the invoice&#039;s validity before recording the AP.<\/span><\/p>\n<p>Checkpoint:<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check <\/span>The supplier has a valid registered tax code.<span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Compare <\/span>PO \u2013 GR \u2013 Invoice<span style=\"font-weight: 400;\"> (3-way matching):<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\">PO:<span style=\"font-weight: 400;\"> The order was placed with the correct quantity and price.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\">GR \/ Acceptance Report:<span style=\"font-weight: 400;\"> Received the goods\/service.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\">Invoice:<span style=\"font-weight: 400;\"> The data matches both the purchase order (PO) and the gross output (GR).<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Note <\/span>AP only when 3-way is engaged<span style=\"font-weight: 400;\">, to avoid recording incorrect expenses.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"2_Phe_duyet_thanh_toan_Approval\"><\/span><strong>2. Payment Approval<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Target:<span style=\"font-weight: 400;\"> ensure <\/span>Money is disbursed correctly, in compliance with budget and limits.<span style=\"font-weight: 400;\">.<\/span><\/p>\n<p>Checkpoint:<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check <\/span>budget envelope<span style=\"font-weight: 400;\"> \u2192 Expenditures exceeding the budget must be justified and require further approval.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check <\/span>the person who approves has the correct authority<span style=\"font-weight: 400;\"> as prescribed.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Use an electronic approval workflow (ERP\/Bizzi) \u2192 avoid out-of-pocket payments.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"3_Thuc_hien_thanh_toan_Payment_Execution\"><\/span><strong>3. Payment Execution<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Target:<span style=\"font-weight: 400;\"> ensure <\/span>Money is disbursed safely, to the right person, and to the right amount.<span style=\"font-weight: 400;\">.<\/span><\/p>\n<p>Checkpoint:<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment via <\/span>official banking channel<span style=\"font-weight: 400;\">Avoid carrying cash when unnecessary.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Compare the data. <\/span>AP vs Payment<span style=\"font-weight: 400;\"> before review.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Storing payment documents (UNC, statements) \u2192 audit trail.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"4_Theo_doi_va_doi_chieu_Monitoring_Reconciliation\"><\/span><strong>4. Monitoring &amp; Reconciliation<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Target:<span style=\"font-weight: 400;\"> detect deviations, AP hanging, or parasites.<\/span><\/p>\n<p>Checkpoint:<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Compare <\/span>AP aggregation vs. vendor reporting<span style=\"font-weight: 400;\"> periodic.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check <\/span>Advance payment to suppliers \/ prepayment of invoices<span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Warning <\/span>Overdue unpaid invoices<span style=\"font-weight: 400;\">.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"5_Bao_cao_va_phan_tich_Reporting_KPI\"><\/span><strong>5. Reporting and Analysis (Reporting &amp; KPI)<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Target:<span style=\"font-weight: 400;\"> Support the CFO in management. <\/span>Cash outflow, DPO, payment risk<span style=\"font-weight: 400;\">.<\/span><\/p>\n<p>Key KPIs:<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">DPO (Days Payable Outstanding)<span style=\"font-weight: 400;\">: average number of days to pay the supplier<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Invoice exception rate<span style=\"font-weight: 400;\">: rate of incorrect invoices<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">AP aging<span style=\"font-weight: 400;\">: Detects expired AP, frozen AP<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"6_Diem_luu_y_quan_trong_cho_kiem_soat\"><\/span><strong>6. Key points to note for control<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">3-way matching is mandatory.<span style=\"font-weight: 400;\">Preventing misuse of funds and internal fraud.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Budget envelope + approval workflow<span style=\"font-weight: 400;\">: Control overspending.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Sea trail documents<span style=\"font-weight: 400;\">: Meeting audit and legal compliance requirements.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Automation (Bizzi \/ ERP)<span style=\"font-weight: 400;\">: Reduce errors, provide early warning of expired APs.<\/span><\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"3-way_matching_PO%E2%80%93GR%E2%80%93Invoice_la_gi_va_giup_giam_rui_ro_thanh_toan_sai_trong_AP_nhu_the_nao\"><\/span><b>What is 3-way matching (PO\u2013GR\u2013Invoice) and how does it help reduce the risk of incorrect payments in APs?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">3-way matching is a comparison. <\/span><b>Purchase Order (PO)<\/b><span style=\"font-weight: 400;\">, <\/span><b>Confirmation of receipt of goods\/services (GR)<\/b><span style=\"font-weight: 400;\"> and <\/span><b>invoice<\/b><span style=\"font-weight: 400;\"> before payment. When the three pieces of data match, the risk of paying the wrong quantity\/unit price\/item is greatly reduced, and it creates a clear traceability for internal control.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Thanh_phan_3-way_matching\"><\/span><strong>3-way matching components<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>3-way matching (PO\u2013GR\u2013Invoice)<\/b><span style=\"font-weight: 400;\"> To be <\/span><b>core AP control process<\/b><span style=\"font-weight: 400;\"> This aims to ensure that businesses only pay for goods\/services that have actually been purchased, in the correct quantity and value.<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Ingredient<\/b><\/td>\n<td><b>Role<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>PO (Purchase Order)<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Confirm <\/span><b>purchase obligation<\/b><span style=\"font-weight: 400;\">Quantity, price, and payment terms.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>GR \/ Goods Receipt \/ Service Acceptance<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Confirm <\/span><b>Goods\/services have been received<\/b><span style=\"font-weight: 400;\">, in appropriate quantity and quality.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Invoice (Supplier invoice)<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Request <\/span><b>pay<\/b><span style=\"font-weight: 400;\"> NCC&#039;s assessment is based on goods delivered\/services accepted.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3><span class=\"ez-toc-section\" id=\"Loi_ich_giam_rui_ro_thanh_toan_cua_3-way_matching\"><\/span><strong>The benefits of 3-way matching in reducing payment risk.<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">All AP payments only occur when the Purchase Order matches the Gross Order matches the Invoice, helping to reduce errors, fraud, and protect the company&#039;s cash flow.<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Prevent incorrect\/duplicate payments.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Do not record an AP if the invoice exceeds the purchase order quantity or if the goods have not been received.<\/span><span style=\"font-weight: 400;\">\n<p><\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reduce internal fraud.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Employees cannot create fictitious payments without a Purchase Order (PO) and a Gross Receipt (GR).<\/span><span style=\"font-weight: 400;\">\n<p><\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Improve cash flow<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Only disburse funds when the obligation actually arises \u2192 Accurate DPO, reliable cash flow forecast.<\/span><span style=\"font-weight: 400;\">\n<p><\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Support for audit and compliance<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">All payments have a traceable control record \u2192 transparent, auditable.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<figure id=\"attachment_999979779\" aria-describedby=\"caption-attachment-999979779\" style=\"width: 1024px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-999979779 size-full\" src=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/Dau-hieu-rui-ro-hoa-don-la-gi.png\" alt=\"What is public accounting?\" width=\"1024\" height=\"617\" title=\"\" srcset=\"https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/Dau-hieu-rui-ro-hoa-don-la-gi.png 1024w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/Dau-hieu-rui-ro-hoa-don-la-gi-300x181.png 300w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/Dau-hieu-rui-ro-hoa-don-la-gi-768x463.png 768w, https:\/\/bizzi.vn\/wp-content\/uploads\/2026\/01\/Dau-hieu-rui-ro-hoa-don-la-gi-18x12.png 18w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><figcaption id=\"caption-attachment-999979779\" class=\"wp-caption-text\">Intelligent 3-way automatic reconciliation of Invoices \u2013 Purchase Orders \u2013 Warehouse Receipts<\/figcaption><\/figure>\n<h2><span class=\"ez-toc-section\" id=\"Quy_trinh_phe_duyet_thanh_toan_da_cap_Approval_Workflow_nen_thiet_ke_the_nao_de_toi_uu_dong_tien\"><\/span><b>How should a multi-level payment approval process (Approval Workflow) be designed to optimize cash flow?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Approval workflows are mechanisms for granting permissions and approving expenditures based on limits to ensure that spending aligns with the budget, complies with terms and conditions, and is supported by sufficient evidence before payment. A well-designed workflow reduces the risk of fraud, shortens processing time, and optimizes payment schedules according to cash flow.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Below is the actual design framework, suitable for this perspective. <\/span><b>Modern Finance \/ CFO \/ AP<\/b><span style=\"font-weight: 400;\">:<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Thiet_ke_Approval_Workflow_theo_4_lop_kiem_soat\"><\/span><b>Design Approval Workflow using 4 layers of control<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<h3><span class=\"ez-toc-section\" id=\"Lop_1_%E2%80%93_Kiem_soat_tu_dong_Automation_First\"><\/span><b>Level 1 \u2013 Automation First<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Humans should not be used for tasks that machines can do better.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Apply:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">3-way matching (PO \u2013 GR \u2013 Invoice)<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check:<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Unit price<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Quantity<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Tax rate<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Supplier Information<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Payment terms<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">A &quot;clean&quot; invoice automatically passes to the next step.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Invoice discrepancies \u2192 go to exception flow<\/span><\/li>\n<\/ul>\n<p><i><span style=\"font-weight: 400;\">Reduce the number of 30\u201350% invoices requiring manual signature \u2192 shorten payment lead time.<\/span><\/i><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Lop_2_%E2%80%93_Phe_duyet_theo_NGUONG_TIEN_Threshold-based\"><\/span><b>Level 2 \u2013 Threshold-based approval<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>Approval is not based on &quot;job title,&quot; but on value and risk level.<\/b><\/p>\n<p><b>For example:<\/b><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Invoice value<\/b><\/td>\n<td><b>Suggestion flow<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>&lt; 20 million<\/b><\/td>\n<td><b>AP Manager<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>20\u2013100 million<\/b><\/td>\n<td><b>Finance Manager<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>&gt; 100 million<\/b><\/td>\n<td><b>CFO \/ Director<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<ul>\n<li aria-level=\"1\"><b>Small, recurring bills \u2192 go fast<\/b><\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\"><b>Large invoices \u2192 careful review, but with clear SLAs.<\/b><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"Lop_3_%E2%80%93_Phe_duyet_theo_LOAI_CHI_PHI\"><\/span><b>Level 3 \u2013 Approval by EXPENSE TYPE<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Not all expenses require the same number of tiers. The goal of tier 3 is to prevent &quot;extraordinary&quot; expenses from being mixed in with regular expenses.<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><span style=\"font-weight: 400;\">Cost Type<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Suggested route<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Recurring operating costs (rent, logistics)<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Levels 1\u20132<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Marketing\/KOL booking costs<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Add Brand \/ Marketing Head<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">CAPEX<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Finance + CFO<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Payment outside of PO<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Additional levels of control are required.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3><span class=\"ez-toc-section\" id=\"Lop_4_%E2%80%93_Kiem_soat_THOI_DIEM_thanh_toan_Payment_Timing_Control\"><\/span><b>Level 4 \u2013 Payment Timing Control<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">This is the most overlooked aspect of cash flow optimization.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Apply:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Separate approval:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><i><span style=\"font-weight: 400;\">Approved invoice<\/span><\/i><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><i><span style=\"font-weight: 400;\">Approved payment date<\/span><\/i><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">For example:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Valid invoice \u2192 Approved<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">But push the payment date to the due date (D-1 or D0) instead of paying immediately.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">The CFO should only be involved in the payment process, not in every single invoice.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A good workflow doesn&#039;t make money go faster, but it helps it go &quot;at the right time.&quot; If your business shows the following signs, your workflow is backfiring:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DSO\/DPO are fluctuating unusually.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The CFO has to sign too many small invoices.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The invoice is valid, but payment is still made early.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">One supplier complained about the delay, but the money was released early to another supplier.<\/span><\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"Doi_chieu_cong_no_la_gi_va_khi_lech_cong_no_thi_truy_nguyen_nguyen_nhan_theo_thu_tu_nao\"><\/span><b>What is accounts receivable reconciliation, and in what order should the causes of discrepancies be traced?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Accounts receivable reconciliation is the process of matching balances and liabilities between a business and its customers\/suppliers, as well as between internal departments. When discrepancies arise, it&#039;s necessary to trace them in the following order: document \u2192 recording time \u2192 terms \u2192 payment to ensure the correct issue is resolved.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"1_Doi_chieu_cong_no_la_gi_Co_may_loai_doi_chieu_cong_no\"><\/span><span style=\"font-weight: 400;\">1. What is accounts receivable reconciliation? How many types of accounts receivable reconciliation are there?<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Reconciliation of accounts payable is the process of comparing and confirming the balances of accounts payable between:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Internal company records<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> z<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Partner (customer\/supplier)<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Target:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Ensure that accounting data is accurate, complete, and consistent.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Detecting discrepancies, underpayments\/overpayments, incorrect accounting entries.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Avoid risks:<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Pay twice<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Being unfairly asked for money.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Creating fictitious accounts receivable \u2192 inaccurate cash flow and financial statements.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">There are two basic types of accounts receivable reconciliation; here&#039;s a comparison:<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Criteria<\/b><\/td>\n<td><b>Internal reconciliation<\/b><\/td>\n<td><b>Compare with partners<\/b><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Target<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Error detection and correction<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Confirm balance<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Scope<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Sale \u2013 Buy \u2013 Warehouse \u2013 Accounting \u2013 Bank<\/span><\/td>\n<td><span style=\"font-weight: 400;\">DN \u2194 KH\/NCC<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Frequency<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Daily \/ Weekly \/ Monthly<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Month \/ Quarter \/ Year<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Role<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Preventing debt discrepancies<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Finalize accounts receivable<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Legality<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Internal<\/span><\/td>\n<td><span style=\"font-weight: 400;\">High<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3><span class=\"ez-toc-section\" id=\"Khi_lech_cong_no_%E2%80%93_truy_nguyen_nguyen_nhan_theo_THU_TU_NAO\"><\/span><b>When there is a discrepancy in accounts payable \u2013 in WHAT ORDER should the causes be traced?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">This is the most important part. The principle: go from &quot;objective - original&quot; data \u2192 to &quot;internal processing&quot;.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"Buoc_1_%E2%80%93_Kiem_tra_SO_DU_DAU_KY\"><\/span><span style=\"font-weight: 400;\">Step 1 \u2013 Check the BEGINNING BALANCE<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p><span style=\"font-weight: 400;\">The question to be answered is:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Is there a carry-over of the balance from the previous period?<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Are there any outstanding debts that have been pending for a long time?<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">\u00a0Many discrepancies are not new occurrences, but rather errors from previous periods.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"Buoc_2_%E2%80%93_Doi_chieu_CHUNG_TU_GOC\"><\/span><span style=\"font-weight: 400;\">Step 2 \u2013 Compare with ORIGINAL DOCUMENTS<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p><span style=\"font-weight: 400;\">Depending on whether it&#039;s AR or AP:<\/span><\/p>\n<p><span style=\"font-weight: 400;\">AR (receivables):<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Sales invoice<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Receipt<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Bank statement<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">AP (payable):<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Supplier Invoice<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">PO<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">GR \/ Acceptance Report<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">If documentation is missing \u2192 immediately identify the problem.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Buoc_3_%E2%80%93_Kiem_tra_HACH_TOAN\"><\/span><span style=\"font-weight: 400;\">Step 3 \u2013 Check the ACCOUNTING<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Review:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Record shortages\/excesses<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Wrong account<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Incorrect accounting period<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Incorrect debtor<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Common examples:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Supplier A but accounted for under Supplier B<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment has been made, but the reduction in accounts payable has not yet been recorded.<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"Buoc_4_%E2%80%93_Kiem_tra_THANH_TOAN\"><\/span><span style=\"font-weight: 400;\">Step 4 \u2013 Verify PAYMENT<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">So:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment date<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Amount<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Transfer details<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Bank fees (who pays?)<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Common errors:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Bank fees were deducted, but the supplier did not deduct them.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Multiple invoices are combined but recorded on a single invoice.<\/span><\/li>\n<\/ul>\n<h4><span class=\"ez-toc-section\" id=\"Buoc_5_%E2%80%93_Kiem_tra_CAC_KHOAN_DIEU_CHINH\"><\/span><span style=\"font-weight: 400;\">Step 5 \u2013 Check the ADJUSTMENTS<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p><span style=\"font-weight: 400;\">Include:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Trade discount<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Returns \/ Discounts<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Offsetting debts<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Adjusting exchange rates (foreign currency)<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This is a group where everyone can easily interpret it differently.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"Buoc_6_%E2%80%93_Doi_chieu_BIEN_BAN_VA_XAC_NHAN\"><\/span><span style=\"font-weight: 400;\">Step 6 \u2013 Compare the Minutes and Confirm<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Prepare a verification report.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Both parties sign to confirm.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Please specify:<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">The difference<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Reason<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Procedure &amp; Deadline<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"No_qua_han_anh_huong_chi_phi_von_Cost_of_Capital_va_loi_nhuan_rong_nhu_the_nao\"><\/span><b>How does overdue debt affect the cost of capital and net profit?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Overdue debt not only slows cash flow but also increases working capital requirements, forcing businesses to borrow or miss investment opportunities, thereby increasing the cost of capital and eroding net profits. Good debt management is a way to &quot;free up cash&quot;.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">From a CFO\/Corporate Finance perspective, overdue receivables are not just a matter of recovering money; they directly impact Cost of Capital (WACC) and net profit \u2013 even when measured on P&amp;L. <\/span><i><span style=\"font-weight: 400;\">Not immediately visible<\/span><\/i><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"1_No_qua_han_lam_TANG_chi_phi_von_nhu_the_nao\"><\/span><span style=\"font-weight: 400;\">1. How does overdue debt INCREASE the cost of capital?<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">1.1. Increased working capital requirements \u2192 increased cost of debt<\/span><\/p>\n<p><span style=\"font-weight: 400;\">When customers pay late:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Money is stuck in AR.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Businesses still have to pay: Salaries, suppliers, taxes, and operating costs.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">\u00a0Businesses are required to:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Short term loan<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Overdraft<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Use factoring \/ invoice discounting<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Interest expense increases directly.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Simple example:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">AR is overdue by 20 billion.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Short-term loan to cover interest payments 10%\/year<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\">Capital expenditures amount to approximately 2 billion VND per year.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">1.2. Poor credit record \u2192 increased interest rates<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DSO high<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Overdue loan ratio &gt; X%<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The Cash Conversion Cycle is extended.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Bank rating:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">High liquidity risk<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Weak debt management<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Businesses:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Interest rates increased.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reduce your credit limit.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Increased collateral requirements<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">1.3. Increased Cost of Equity Risk<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Investors see:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Unstable cash flow<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Accounting profit \u2260 actual cash<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Expected:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Higher return on investment<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Bigger discounts<\/span><\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"2_No_qua_han_an_mon_loi_nhuan_rong_nhu_the_nao\"><\/span><span style=\"font-weight: 400;\">2. How does overdue debt erode net profit?<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">2.1. Financial costs incurred<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Interest<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Overdraft fees<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Factoring fees<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Decrease in pre-tax profit<\/span><\/p>\n<p><span style=\"font-weight: 400;\">2.2. Provision for doubtful receivables must be made.<\/span><\/p>\n<p>According to accounting standards:<\/p>\n<ul>\n<li aria-level=\"1\">Long overdue debts increase the probability of capital loss.<\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\">Provisions must be set aside.<\/li>\n<\/ul>\n<p>This is a direct blow to P&amp;L. Increased costs \u2013 decreased net profit.<\/p>\n<p><span style=\"font-weight: 400;\">2.3. Increased management and recovery costs<\/span><\/p>\n<ul>\n<li aria-level=\"1\">Debt collection personnel<\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\">Legal<\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\">Disputes<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">2.4. Loss of Profit Opportunity (Opportunity Cost)<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Money is tied up in AR, potential profits are being missed:<\/span><\/p>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">No investment in marketing.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">No expansion of production.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li aria-level=\"1\"><span style=\"font-weight: 400;\">Not taking advantage of supplier discounts.<\/span><\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"Trich_lap_du_phong_no_phai_thu_kho_doi_TK_2293_lien_quan_gi_den_ke_toan_cong_no_va_quan_tri_rui_ro\"><\/span><b>How is the provision for doubtful receivables (Account 2293) related to accounts payable and risk management?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The provision for doubtful receivables (Account 2293) reflects the risk of not recovering accounts receivable and helps businesses present more prudent financial statements. Accounts receivable accountants need to monitor the aging of debts, disputes, and evidence of recovery to support risk assessment and loss control.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Main role:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Attach <\/span><b>debt quality<\/b><span style=\"font-weight: 400;\"> with <\/span><b>quality of profit<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Transform potential risks into opportunities. <\/span><b>managed numbers<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It serves as a bridge between:<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">AR (Accounts Payable Accountant)<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Risk management<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Honest financial statements<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3><span class=\"ez-toc-section\" id=\"TK_2293_lien_quan_gi_den_ke_toan_cong_no\"><\/span><span style=\"font-weight: 400;\">What is the connection between account 2293 and accounts payable?<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Account 2293 is the final result of the debt risk assessment process, not a standalone entry.<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><b>Accounts payable accounting is the &quot;input data source&quot;.<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">No good AR \u2192 no correct 2293. Accounts payable accountant is responsible:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Track details for each customer\/invoice.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Update: Due date, Actual payment, Dispute status<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Generate an accurate aging report.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Account 2293 cannot be calculated subjectively; it depends on the quality of the accounts receivable data.<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><b>Aging + payment history + disputes = risk classification<\/b><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This is the central tenet of debt risk management.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"1_Aging_%E2%80%93_muc_do_qua_han\"><\/span><span style=\"font-weight: 400;\">(1) Aging \u2013 degree of expiration<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<table>\n<tbody>\n<tr>\n<td><span style=\"font-weight: 400;\">Debt group<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Significance of risk<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Not yet overdue<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Low risk<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">1\u201330 days<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Warning<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">31\u201360 days<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Medium risk<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">61\u201390 days<\/span><\/td>\n<td><span style=\"font-weight: 400;\">High risk<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">&gt; 90 days<\/span><\/td>\n<td><span style=\"font-weight: 400;\">There is a possibility of losing capital.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h4><span class=\"ez-toc-section\" id=\"2_Lich_su_thanh_toan\"><\/span><span style=\"font-weight: 400;\">(2) Payment history<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Paying on time but being late 1-2 times \u2192 low risk<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Repeated delays over multiple periods \u2192 systemic risk<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Previous debt write-offs\/restructuring \u2192 very high risk<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Two customers may both be 60 days overdue, but the level of risk could be completely different.<\/span><\/p>\n<h4><span class=\"ez-toc-section\" id=\"3_Tinh_trang_tranh_chap\"><\/span><span style=\"font-weight: 400;\">(3) Dispute status<\/span><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Contract disputes<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Disputes over product quality<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Legal disputes<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Disputed debt = cannot be considered certain to be collected, even if it is not long overdue.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"TK_2293_trong_quan_tri_rui_ro_doanh_nghiep\"><\/span><span style=\"font-weight: 400;\">Account 2293 in corporate risk management<\/span><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reduce the risk of inflated profits.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Revenue is recognized in full.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">But the money didn&#039;t come in.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">The allocation of 2293 helps to:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Profit reflects <\/span><b>probability of collecting money<\/b><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The management made the right decision (expanding\/tightening sales credit).<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Customer risk early warning tool<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Monitor:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Reserve ratio \/ AR<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Loan loss provisioning rates by age group.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">\u00a0Looking at the increase of 2293, you can tell:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The sales credit policy is problematic.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Salespeople are &quot;boosting&quot; sales with risk.<\/span><span style=\"font-weight: 400;\">\n<p><\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Contact directly regarding the cost of capital.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Bad debts increase \u2191 \u2192 risky cash flow increases<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Banks and investors offer bigger discounts.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">2293 indirectly affects WACC, Enterprise Value<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Quan_ly_cong_no_bang_Excel_khac_gi_ERPAutomated_Tool_ve_rui_ro_hieu_suat_va_ROI\"><\/span><b>How does managing accounts receivable using Excel differ from ERP\/Automated Tools in terms of risk, performance, and ROI?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Excel is flexible but prone to versioning errors, lacks permission management and audit trail capabilities, struggles with cross-referencing data from multiple sources, and is time-consuming to handle exceptions. ERP\/automated tools help standardize data, automate reconciliation, control approvals, and measure accounts receivable KPIs to optimize operational ROI.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">From this perspective <\/span><b>CFO \/ Finance Transformation<\/b><span style=\"font-weight: 400;\">, compare <\/span><b>Managing accounts receivable using Excel<\/b><span style=\"font-weight: 400;\"> with <\/span><b>ERP \/ Automated Tool<\/b><span style=\"font-weight: 400;\"> We shouldn&#039;t stop at &quot;convenient or not,&quot; but must answer three core questions: <\/span><b>Where do the risks lie? How do the performance levels differ? And is the ROI truly positive?<\/b><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Excel<\/b><span style=\"font-weight: 400;\">: Manual recording and aggregation tools \u2192 human-dependent<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>ERP \/ Automated Tool<\/b><span style=\"font-weight: 400;\">: control system &amp; data flow \u2192 process dependency<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Because they are fundamentally different, they are completely different in nature. <\/span><b>systemic risk, operational performance, and long-term ROI<\/b><span style=\"font-weight: 400;\">Below is a comparison table based on 5 core criteria:<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Criteria<\/b><\/td>\n<td><b>Excel<\/b><\/td>\n<td><b>ERP \/ Automated<\/b><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Accuracy<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Human dependence<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Rule-based<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Tracing<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Almost none<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Full Audit Trail<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Decentralization<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Weak<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Standard SoD<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Processing speed<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Slow, doesn&#039;t scale.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Fast, real-time<\/span><\/td>\n<\/tr>\n<tr>\n<td><span style=\"font-weight: 400;\">Integration<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Handmade<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Automatic<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><span style=\"font-weight: 400;\">In short, Excel is optimal for record-keeping. ERP\/Automation is optimal for control. When accounts receivable exceed human control capabilities, Excel becomes a risk rather than a solution.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Lam_sao_dua_du_lieu_cong_no_Actual_vao_Forecast_dong_tien_theo_thoi_gian_thuc_goc_nhin_FP_ACFO\"><\/span><b>How can I integrate Accounts Receivable\/Amounts Data into Real-Time Cash Flow Forecasts (FP&amp;A\/CFO Perspective)?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Many businesses <\/span><b>Accounts payable accounting is correct.<\/b><span style=\"font-weight: 400;\">, But <\/span><b>The cash flow forecast is still wrong.<\/b><span style=\"font-weight: 400;\">The reason is because liabilities are reflected. <\/span><b>has arisen<\/b><span style=\"font-weight: 400;\">, and cash flow reflects <\/span><b>When does money actually come in\/go out?<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Integrating actual accounts receivable into real-time forecasts requires standardizing AR\/AP data by subject and terms, reducing reconciliation lag, and synchronizing with cash flow forecasting models. With continuously updated data, CFOs can predict cash shortages and optimize their revenue and expenditure schedules earlier.<\/span><\/p>\n<p><b>So, <\/b><b><i>how<\/i><\/b><b> How to incorporate Actual accounts receivable data into real-time cash flow forecasts? By converting accounts receivable from &quot;recorded&quot; to &quot;projected cash flow based on time and probability&quot;.<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Specifically, FP&amp;A doesn&#039;t use revenue or expenses for forecasting, but starts from... <\/span><b>Actual AR\/AP at the invoice level<\/b><span style=\"font-weight: 400;\">Each open invoice is assigned <\/span><b>Expected Cash Date<\/b><span style=\"font-weight: 400;\"> based on payment terms <\/span><b>and actual past payment behavior<\/b><span style=\"font-weight: 400;\">This date is always updated whenever there are changes (lates, disputes, payment delays).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Then, each debt is linked. <\/span><b>probability of receiving or spending<\/b><span style=\"font-weight: 400;\">, reflecting the level of risk (based on aging, payment history, dispute status).<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> The value of cash flow forecasts is no longer &quot;the total amount of receivables\/payables&quot;, but rather <\/span><b>expected value<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Once all the bills are ready:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 the amount of money remaining open<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 expected cash date<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 probability<\/span><\/p>\n<p><span style=\"font-weight: 400;\">FP&amp;A only requires <\/span><b>Arrange them on a timeline (weeks\/days).<\/b><span style=\"font-weight: 400;\"> To see it right away:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 which cash flow is almost certain?<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Which cash flow is risky?<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 the period of financial hardship before it happens<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Forecast has been updated. <\/span><b>as soon as the actual liabilities change<\/b><span style=\"font-weight: 400;\">No need to wait until the end of the month.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In short, <\/span><b>Integrate actual accounts payable into forecasts by transforming each invoice into a cash flow with a specific timeframe and probability, rather than a static accounting figure.<\/b><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Bang_so_sanh_nhanh_Excel_vs_He_thong_tu_dong_hoa_quan_tri_cong_no\"><\/span><b>Quick Comparison Table: Excel vs. Automated Accounts Receivable Management Systems\u00a0<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Below is a quick comparison table \u2013 concise, easy to insert into articles, and from the perspective of a CFO\/risk management &amp; cash flow manager.<\/span><\/p>\n<table>\n<tbody>\n<tr>\n<td><b>Criteria<\/b><\/td>\n<td><b>Excel<\/b><\/td>\n<td><b>ERP \/ Automated<\/b><\/td>\n<td><b>Chief Financial Officer (CFO) Benefits<\/b><\/td>\n<\/tr>\n<tr>\n<td><b>Audit trail<\/b><\/td>\n<td><span style=\"font-weight: 400;\">There is little or no information available; it&#039;s difficult to know who did the repair and when.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">The log includes all actions, times, and the person who performed them.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Reduce audit risks, increase transparency and compliance.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Decentralization of Rights and Rights (SoD)<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Roles can easily overlap; one person can edit, compare, and report.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Role-based authorization, separation of processes \u2013 approval \u2013 payment<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Reduce fraud, ensure proper internal control.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>3-way matching<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Manual, file-dependent, and human-driven.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Automatically match PO\u2013GR\u2013Invoice according to rules.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Prevent incorrect payments from the start.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Cycle time processing<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Slow, unstable; increases with trading volume.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Fast, stable; scales with automation.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Keep your money in check and optimize your cash flow.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Exception management<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Late detection, fragmented treatment.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Automatic detection, routing, and status monitoring.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Reduce process bottlenecks and avoid payment delays.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>KPI DSO \/ Aging<\/b><\/td>\n<td><span style=\"font-weight: 400;\">The final calculation is prone to discrepancies.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Real-time, drill-down based on invoice.<\/span><\/td>\n<td><span style=\"font-weight: 400;\">The CFO can identify risks before they arise.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Bank\/ERP integration<\/b><\/td>\n<td><span style=\"font-weight: 400;\">Manual input, manual verification<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Direct connection, automatic updates<\/span><\/td>\n<td><span style=\"font-weight: 400;\">End-to-end data, reducing system errors.<\/span><\/td>\n<\/tr>\n<tr>\n<td><b>Risk of duplicate\/incorrect payments<\/b><\/td>\n<td><span style=\"font-weight: 400;\">High error (duplicate file, wrong version)<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Low (rule + system control)<\/span><\/td>\n<td><span style=\"font-weight: 400;\">Protecting cash and profits<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><span style=\"font-weight: 400;\">In short, Excel helps record accounts payable. Automation systems help control risk and cash flow. When the scale of transactions exceeds the capacity of manual control, Excel becomes a point of risk.\u201d<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Cau_hoi_thuong_gap_ve_%E2%80%9Cke_toan_cong_no_la_gi%E2%80%9D\"><\/span><b>Frequently Asked Questions about &quot;What is accounts payable?&quot;<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<h3><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_co_phai_la_ke_toan_noi_bo_khong\"><\/span><b>Is accounts payable accounting the same as internal accounting?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Yes. Accounts receivable and payable (AR) accounting is a part of internal accounting that focuses on managing accounts receivable (AR) and accounts payable (AP) by specific entity (customer, supplier).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The core task of accounts payable accounting is to monitor sub-ledgers, perform reconciliation, and detect early risks related to payments, overdue debts, or data discrepancies.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_khac_gi_cong_no_phai_thu_va_cong_no_phai_tra\"><\/span><b>How does accounts receivable differ from accounts payable?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Yes. Accounts receivable and payable (AR) accounting is a part of internal accounting that focuses on managing accounts receivable (AR) and accounts payable (AP) by specific entity (customer, supplier).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The core task of accounts payable accounting is to monitor sub-ledgers, perform reconciliation, and detect early risks related to payments, overdue debts, or data discrepancies.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"DSO_bao_nhieu_la_tot_va_doanh_nghiep_nen_theo_doi_DSO_theo_cach_nao\"><\/span><b>What is a good DSO (Demand for Sales) value, and how should businesses track DSO?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>There isn&#039;t one &quot;good&quot; DSO figure for every business. DSO depends on the industry, business model, and payment terms.<br \/>\nMore important than absolute value is:<br \/>\n\u2013 Track DSO trends over time<br \/>\n\u2013 Decompose DSO by customer group and aging buckets<\/p>\n<p>This tracking method helps businesses take action to reduce DSO, rather than just looking at a total number.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"3-way_matching_tu_dong_khac_gi_doi_chieu_thu_cong_bang_mat\"><\/span><b>How does automatic 3-way matching differ from manual visual matching?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><b>3-way automatic matching<\/b><span style=\"font-weight: 400;\"> compare <\/span><b>PO \u2013 GR \u2013 Invoice<\/b><span style=\"font-weight: 400;\"> Based on the rule and tolerance threshold, it is possible to:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Instant error detection<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> - Note <\/span><b>audit trail<\/b><span style=\"font-weight: 400;\"> full<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Exception management<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Meanwhile, manual comparison by eye. <\/span><b>human dependence<\/b><span style=\"font-weight: 400;\">, easily overlooked and <\/span><b>no standard tracing<\/b><span style=\"font-weight: 400;\">This increases the risk of incorrect payments.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Khi_lech_cong_no_uu_tien_kiem_tra_gi_truoc_de_xu_ly_nhanh\"><\/span><b>When there is a discrepancy in accounts payable, what should be prioritized for quick resolution?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">To address the root cause quickly and effectively, the following priorities should be followed in order:<\/span><\/p>\n<ol>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Documents: missing, incorrect version, outdated.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Recording time: off-period, early\/late recording<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Terms and conditions: Discounts, offsetting, and adjustments not yet reflected.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Payment: paid but not yet recorded, or recorded twice.<\/span><\/li>\n<\/ol>\n<p><span style=\"font-weight: 400;\">This order helps pinpoint the root cause most quickly, instead of tracing each transaction individually.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Vi_sao_can_du_phong_phai_thu_kho_doi_2293_va_du_lieu_nao_ho_tro_danh_gia\"><\/span><b>Why is it necessary to make provisions for doubtful receivables (2293) and what data supports the assessment?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">The provision for doubtful receivables (2293) reflects the risk of cash recovery and helps the financial statements show conservative, realistic profits.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> To make an accurate assessment and provision, the following data is needed:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Age of debt<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Dispute status<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Recall history<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Documents for reconciliation and debt reminders.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Account 2293 is not just an accounting entry, but the result of debt risk management.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Doanh_nghiep_nen_tu_dong_hoa_cong_no_khi_nao_de_co_ROI\"><\/span><b>When should businesses automate accounts receivable to maximize ROI?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Automation begins to deliver a clear ROI when:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 The number of invoices and partners is increasing rapidly.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 <\/span><b>Cycle time<\/b><span style=\"font-weight: 400;\"> long processing<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Numerous and recurring exceptions.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Discrepancies in accounts payable occur frequently.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Increasing demands for auditing and tracing.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In that case, automation helps. <\/span><b>Reduce errors, speed up processing, and improve financial KPIs.<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Bizzi_ho_tro_ke_toan_cong_no_theo_lo_trinh_nao_de_giam_sai_sot_va_tang_toc_xu_ly\"><\/span><b>What roadmap does Bizzi follow to support accounts receivable accountants in reducing errors and speeding up processing?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">Automation begins to deliver a clear ROI when:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 The number of invoices and partners is increasing rapidly.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 <\/span><b>Cycle time<\/b><span style=\"font-weight: 400;\"> long processing<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Numerous and recurring exceptions.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Discrepancies in accounts payable occur frequently.<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 Increasing demands for auditing and tracing.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In that case, automation helps. <\/span><b>Reduce errors, speed up processing, and improve financial KPIs.<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Ke_toan_cong_no_can_nhung_bao_cao_nao_de_CFO_theo_doi_hang_tuanhang_thang\"><\/span><b>What reports does accounts payable need for the CFO to monitor on a weekly\/monthly basis?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">At a minimum, a CFO needs to:<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> \u2013 <\/span><b>Aging<\/b><span style=\"font-weight: 400;\"> by customer\/supplier<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> - Trend <\/span><b>DSO\/DPO\/CCC<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\"> \u2013 List of major overdue debts<\/span><span style=\"font-weight: 400;\"><br \/>\n<\/span><span style=\"font-weight: 400;\"> - Report <\/span><b>exception AP<\/b><b><br \/>\n<\/b><span style=\"font-weight: 400;\"> \u2013 <\/span><b>Cycle time<\/b><span style=\"font-weight: 400;\"> approval and payment<\/span><\/p>\n<p><span style=\"font-weight: 400;\">These reports help the CFO see... <\/span><b>Cash flow risk before it becomes a problem.<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h3><span class=\"ez-toc-section\" id=\"Cong_no_lien_quan_gi_den_du_bao_dong_tien_va_Plan_vs_Actual\"><\/span><b>How are liabilities related to cash flow forecasting and Plan vs. Actual?<\/b><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><span style=\"font-weight: 400;\">AR\/AP directly influences cash-in and cash-out. When actual accounts receivable data is updated promptly, cash flow forecasts are more accurate, and CFOs can detect discrepancies between Plan and Actual earlier to adjust the collection and expenditure schedule, instead of reacting passively.<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Ket_luan\"><\/span><b>Conclude<\/b><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The above information covers everything related to what accounts receivable accounting is. In general, effective accounts receivable management helps businesses:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Controlling payment risks and overdue debts.<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Improve DSO\/DPO, optimize cash conversion cycle (CCC)<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Improve the accuracy of cash flow forecasts and Plan vs. Actual results.<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Create a reliable data platform that enables CFOs to proactively manage operations, rather than react passively.<\/li>\n<\/ul>\n<p>To achieve that, businesses cannot rely solely on people or disjointed spreadsheets; they need a more holistic approach.<\/p>\n<p>Bizzi doesn&#039;t approach the debt problem as a standalone tool, but rather builds an integrated financial solutions ecosystem that covers the entire debt lifecycle \u2013 from origination, control, reconciliation to cash flow management.<\/p>\n<p>Specifically:<\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Invoice automation and 3-way matching<\/b><span style=\"font-weight: 400;\"> This helps reduce discrepancies right from the input stage, limits the risk of incorrect payments, and creates a transparent audit trail.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Cost management &amp; approval workflow<\/b><span style=\"font-weight: 400;\"> This helps control budgets, terms, and timing of recognition \u2013 factors that directly affect accounts receivable.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Accounts Receivable Management (ARM)<\/b><span style=\"font-weight: 400;\"> With scripted debt reminders, aging tracking, DSO (Demand-Savings) and collection history, businesses can proactively manage cash-in.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Centralized, synchronized data<\/b><span style=\"font-weight: 400;\"> It serves management reporting purposes, helping CFOs see a real-time picture of accounts receivable and cash flow, instead of manually compiling it at the end of the period.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Thanks to this connection, Bizzi not only helps accountants &quot;work faster,&quot; but also helps <\/span><b>smarter financial operations<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The core difference lies not in whether a business uses technology or not, but in... <\/span><b>Is that technology integrated into processes, data, and management objectives?<\/b><span style=\"font-weight: 400;\">To receive personalized solutions tailored specifically to your business, schedule an appointment here: <a href=\"https:\/\/bizzi.vn\/dang-ky-dung-thu\/\">https:\/\/bizzi.vn\/dang-ky-dung-thu\/<\/a><\/span><\/p>","protected":false},"excerpt":{"rendered":"<p>Accounts payable accounting is not simply a concept related to a business operation, but plays a particularly important role\u2026<\/p>","protected":false},"author":56,"featured_media":999979795,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":""},"categories":[372],"tags":[],"class_list":["post-999979790","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-thanh-toan"],"acf":[],"_links":{"self":[{"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/posts\/999979790","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/users\/56"}],"replies":[{"embeddable":true,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/comments?post=999979790"}],"version-history":[{"count":2,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/posts\/999979790\/revisions"}],"predecessor-version":[{"id":999979797,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/posts\/999979790\/revisions\/999979797"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/media\/999979795"}],"wp:attachment":[{"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/media?parent=999979790"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/categories?post=999979790"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bizzi.vn\/en\/wp-json\/wp\/v2\/tags?post=999979790"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}