Bifalgorithm post · IntroductionToBusiness OP 8D04gAa · 2026-10-07-36573 · Critical Thinking Case

How did Novartis use technology to improve international invoice processing?

How did Novartis use technology to improve international invoice processing? (IntroductionToBusiness OP 8D04gAa · 2026-10-07-36573 · Critical Thinking Case) —…

Ideas in this flowchart

  • Novartis needed a scalable solution for complex global invoice processing.
  • Novartis operated through more than 600 business units and 360 independent affiliates in 140 countries.
  • Its IT department served 63,000 customers across 200 locations and 25 data centers.
  • Invoices from international suppliers differed in design, language, taxes, and currency.
  • Many invoices became query items requiring manual resolution by accounting staff.
  • Queried invoices delayed payments and made processing extremely costly.
  • Finance personnel spent so much time resolving queries that other work suffered.
  • Novartis required a flexible solution for current and future needs across departments and locations.
  • The solution needed fast, accurate document capture, multilingual support, and compatibility with paper, fax, and electronic data.
  • Project financing required a return on investment within nine months of implementation.
  • Input Accel for Invoices from EMC/Captiva was selected as the solution.
  • The software extracted document data, used intelligent document recognition, and sent relevant information to enterprise and accounts-payable systems.
  • Its specialized server managed workflow output, avoided holdups, and maintained operation when another server went offline.
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How did Novartis use technology to improve international invoice processing?

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IntroductionToBusiness OP 8D04gAa · 2026-10-07-36573

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"Critical Thinking Case Novartis’s Prescription for Invoice Processing What do you do when you have more than 600 business units operating through 360 independent affiliates in 140 countries around the world—processing complex invoices in various languages and currencies? You seek out the best technology solution to make the job easier. At global pharmaceutical giant Novartis, the IT department is a strategic resource, a community of 2,000 people serving 63,000 customers in 200 locations and 25 data centers. Because most of the company’s invoices come from international suppliers, they have differences in design, language, taxes, and currency. Consequently, many ended up as “query items” requiring manual resolution by Novartis accounting staff—which delayed payments and made those invoices extremely costly to process. In fact, finance personnel spent so much of their time resolving queried invoices that other work suffered. A solution was badly needed. To maximize its investment, Novartis needed a flexible solution that would meet its current and future needs and function in other business departments in a variety of geographic locations. It should provide fast, accurate document capture and multi-language support, and should extend to other types of information—such as faxes and electronic data—in addition to paper documents. Finally, in order to obtain financing for the project, return on investment (ROI) was required within nine months of project implementation. Input Accel for Invoices from EMC/Captiva was the answer. The software extracts data from paper documents, applies intelligent document recognition (IDR) technology to convert them to digital images, and sends relevant data to enterprise resource planning, accounts payable (A/P), and other back-end management systems. The specialized Input Accel server manages output by recognizing and avoiding holdups in the workflow process. It also ensures if a server goes offline, others will carry on functioning, thus avoiding 536 Chapter 13 Using Technology to Manage Information This OpenStax book is available for free at http://cnx.org/content/col25734/1.7"

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