Which option—Accrue at Period End or Accrue at Receipt—works best for you?

A key policy decision during implementing Oracle Fusion for Receipt Accounting for Expense category PO lines is choosing between “Accrue at Receipt” or “Accrue at Period End”. In our Managed Service journey, we have seen many clients facing issues because of uninformed decisions regarding Accrue at Receipt or Period end resulting in piling up of expense accruals, inaccurate expense booking etc.

Making well-informed decisions is essential and relies on a thorough understanding of the business and expert guidance. A wrong decision here can impact the functioning of the business process and result in inaccurate financial reporting. For instance, a company misreporting just 3% on a $10 million expense budget could be presenting $300,000 in errors in a financial statement.

A wrong decision can impact the organization in following ways –

The key differences of these two Accrual concepts are as below –

  • Accrue at receipt (also known as perpetual accrual) – The Accounting entry for expense and accrual is recorded when you create Receipt in Oracle. When you create accounting for the invoice, the accrual is reversed, and the accounts payable liability is recorded.

For Inventory category PO Lines, “Accrue at Receipt” option is selected by default.

  • Accrue at period end – No accounting entry is made when a Receipt is created in Oracle for items or services and the expense is recorded only when the invoice is booked. There is no major dependency on receipt creation for booking the expense. We need to run the “Create Period End Accruals” process to create accrual journal entries for all uninvoiced receipts. The entries are automatically reversed in the next period.

Accounting entries in different scenarios:

 

Events Accrue at Receipt Accrue at Period End
PO Creation No Entry No Entry
Receipt Creation Receiving (Dr)

Accrual (Cr)

No Entry
Expense booking (Put Away) Expense (Dr)

Receiving (Cr)

No Entry
Invoice booking Accrual (Dr)

Liability (Cr)

Expense (Dr)

Liability (Cr)

Period End Accrual

(For Uninvoiced Receipts)

No Entry Expense (Dr)

Accrual (Cr)

 

Difference between Accrue at Receipt vs Period End:

 

Metrics Accrue at Receipt Accrue at Period End
Expense Accrual On Receipt Creation On Invoice Booking
Separate Accrual at month end Not Required At Month End for Uninvoiced Receipt
Inflow of Expense to Project On Receipt Accounting On Invoice Accounting
Inflow of Expense to Fixed Assets Possible on Receipt Accounting Only on Invoice Accounting
Accrual Write Off Required Not Required
Invoice Price Variance (Difference between Purchase & Invoice) Invoice Price Variance generated during invoice processing Charged directly to expense instead of Invoice Price Variance
Non-Recoverable Tax variance tracking in case of rate change Tax Variance generated during invoice processing Charged directly to tax instead of Tax Variance
Using Multi-Period Accounting (MPA) MPA not possible to be used MPA can be used for these lines
Reconciliation Report for Uninvoiced Receipt Accrual Reconciliation Report Uninvoiced Receipt Accrual Report
Budget release in case of Encumbrance accounting Funds released on Receipt creation Funds released on Invoice creation

 

In the Accrue at Receipt method, timely booking of receipts is crucial for recognizing expenses. If the organization lacks personnel to perform real-time receiving, it can disrupt the expense booking process. We have observed that organizations choosing the Accrue at Receipt option for expense items often face delays in expense recognition due to delays in creating receipts.

For example, one of the entities was following a Cost-Plus model for raising the invoices to customer from Projects Contract. But there was no dedicated user who would record the receipts resulting in inadequate costs being reported.

Key factors to consider before deciding Accrue at Receipt vs Accrue at Period End Option:

The decision needs to be taken based on the nature of the business processes and the different types of expenses. The following are the key parameters to be considered –

 

Metrics Accrue at Receipt Accrue at Period End
Company has requirement to book the expenses once goods/services are received in Oracle.

X

Company has business SOP in place for doing the receiving for all different type of goods/services.

X

Company has decentralized operations and services are received at different places. It is difficult to have users perform the receiving at different places.

X

 

 

Company does not have designated team/reasonable team size to perform the receiving within the system.

X

 

 

Company has requirement to accurately update Project Forecasts on monthly basis based on Project Cost.

X

Company has requirement of Fixed Assets to be capitalised based on accurate date placed in service i.e. receipt date.

X

 

Based on above considerations, the client should determine the business process that they need to follow considering available resources and then take a decision whether they want to go for Accrue at Receipt or Accrue at Period End.

Accrual Flexibility in Oracle – Receipt or Period End:

  1. For Expense category PO Lines, the client will have an option on the Manage Common Options for Payables and Procurement page to be set as Accrue at receipt or period end.
  2. However, the default value of Accrue at Receipt or Period end can be changed at the PO Line Schedule level based on specific requirement for that PO Line.

For example, if client has selected Accrue at receipt at the setup level but for a PO Line of Insurance expense, the user needs to have the multiperiod accounting to be created, then the user can change to Accrue at Period end for this PO Line.

Best Practices when using Period end accrual:

  1. At the end of accounting period, you must run “Create Uninvoiced Receipt Accrual” process after closing the Accounts Payable period and transferring all the Accounts Payable invoices to Cost Management, and before you close the General Ledger period.
  2. Run the Create Un invoiced Receipts Accruals process in the Report accrual run mode to review the entries before it gets posted. The report helps you to understand the details about the Uninvoiced purchase order receipts for which accruals will be created. After analysis of the report and making required updates, the process should be run in final mode.
  3. Auto Reversal of the receipt accrual entries should be set.

Best Practices when using Accrue at Receipt:

  1. In case of Accrue at Receipt, PO line should not have Invoice Match option as “Order” and Match Approval level as “2-way”. As in such case, the receipt creation might be missed and expense would be charged only if the receipt is booked, resulting in under-reporting of expenses.
  2. Accrual Reconciliation Report should be run on periodic basis and open entries should be analysed.
  3. Accrual Aging and Receiving Inspection account should be reconciled and analysed at regular intervals. Timely Accrual write-off should be done for the open Purchase orders where the Invoices are not received for the Receipts created or vice versa.

Implementing ERP with Downstream Applications: Strategies for Decommissioning  Introduction 

Introduction 

In today’s fast-changing business world, firms use ERP systems. They aim to improve operations and data management. ERP systems integrate many business processes into a unified system. This streamlines data handling and oversight. But integrating ERP systems with downstream apps presents big opportunities and challenges. Downstream apps interact with or depend on the ERP. This blog covers the need for integration, its challenges, and ways to decommission redundant downstream apps. 

Overview of ERP and Downstream Applications 

Enterprise Resource Planning (ERP) systems are platforms. They manage and automate core business functions. These include finance, HR, supply chain, and customer relationships. ERP systems centralize data. They provide a single source of truth for processes.  

Specialized tools downstream interact with the ERP system. These can include CRM software, supply chain systems, or industry apps. These apps serve specific functions that the ERP system may not address completely. 

Importance of Integrating ERP with Downstream Applications for Data Management 

Integrating ERP systems with downstream applications is vital for effective data management. Seamless integration allows data to flow between systems. It reduces redundancy and improves accuracy. This integration helps decision-making, boosts efficiency, and ensures consistency across business units. 

Challenges and Impacts 

Data consistency and accuracy 

  • Challenge: Keeping data updated in all systems can be difficult. Discrepancies in data formats, structures, or real-time updates can lead to inaccuracies. 
  • Impact: Inconsistent data can result in erroneous reporting, financial discrepancies, and operational inefficiencies. 

Complexity of Integration 

  • Challenge: Integrating ERP systems with many downstream apps is complex. It involves mapping data fields, aligning formats, and managing different schemas. 
  • Impact: High complexity can cause delays, high demand of time, and a need for tech experts. 

Real-Time Data Processing 

  • Challenge: It’s tough to sync real-time data between ERP and downstream apps, especially with large data volumes. 
  • Impact: Delays in data sync can cause outdated info. This affects decisions and efficiency. 

User Training and Adoption 

  • Challenge: Train users to use the new integrated systems and workflows. 
  • Impact: Poor training can lead to user errors, resistance to change, and a less effective system. 

 

Case Study where ERP Compared with other system 

  • HCM (Human Capital Management) and CRM (Customer Relationship Management)  

Used When: To manage your workforce and customers. Ideal for businesses that prioritize employee growth and customer engagement. This includes service-oriented companies.  

Benefits: Improved HR and customer processes raise employee and customer satisfaction. 

  • SCM, FIN, and CX  

Used When: You need to manage supply chains, financial operations, and improve customer experience. This is common in manufacturing and retail. There, delivery and finances are critical.  

Benefits: Optimized supply chains cut costs. Strong finances ensure sustainability. Better CX boosts brand loyalty. 

  • HCM, CRM, SCM, FIN, and CX Combined  

Used When: Your organization needs a unified approach across all functions. It’s vital for large firms in competitive markets to have cohesive strategies.  

Benefits: A unified system boosts communication and data sharing. It aligns strategies across departments, increasing efficiency and growth. 

            By assessing your business needs and goals, you can find the best mix of these systems for peak performance. 

Before implementing an ERP system, check what functions existing systems can manage. We can group this analysis into three types: doable, tweakable, and non-doable cases. 

  1. Doable Cases

These are functions that other systems can handle, with little change. Examples:

  • Inventory Management: Many standalone systems can track stock, manage reorders, and provide reports. 
  • Customer Relationship Management (CRM): CRM systems can manage customer interactions and sales pipelines. They do this without an ERP. 
  • Accounting and Financial Management: Good accounting software can handle financial tasks and reports. 

Implication: In these cases, organizations may keep existing systems. They already meet operational needs efficiently. 

  1. Tweakable Cases

Other systems can perform these functions. But, they need customization or integration to match the ERP’s capabilities. Examples:

  • Human Resources Management: HR software can manage employee records and payroll. But, it may need customization to fit the organization’s processes. It should also work with other systems, like finance and inventory. 
  • Supply Chain Management: Existing systems may support logistics. But, they may need extra setup to ensure full tracking and reporting across the supply chain. 
  • Project Management: Project management tools can track tasks and timelines. But, integrating financial data from accounting software may need custom solutions. 

Implication: Organizations may invest in customization to improve efficiency. But, it may raise costs and complexity. 

  1. Non-Doable Cases

These are functions that existing systems can’t manage. They are limited by tech or poor integration. Examples:

  • Comprehensive Reporting: Some systems can generate reports. But, they often can’t pull data from multiple sources. So, they can’t create insights across departments. 
  • Regulatory Compliance: Many standalone systems are not integrated. They can’t automate compliance processes. This makes it hard to manage documentation and reporting. 
  • Integrated Workflow Management: Standalone systems may not support the ERP’s end-to-end workflow. This can cause gaps in communication and efficiency. 

Implication: For these cases, an ERP system may be vital. No other solution can fully replicate its required functions. It is key for efficiency and compliance. 

Objective and key Steps for Decommissioning Downstream Applications 

Phase 1: Assessment and Identification 

  1. Identify Low-Value Applications
  • Objective: Identify applications that are non-essential or of little value to the organization. 

Key Steps 

Compile a List of Downstream Applications  Conduct a Value Assessment  Prioritize Applications 
  1. Evaluate Integration Feasibility
  • Objective: Assess the applications’ integration with the ERP and other systems. This will help us understand the complexity of decommissioning. 

Key Steps 

Map Integration Points  Review Integration Contracts and SLAs  Develop a Decommissioning Strategy 

  

Phase 2: Planning and Communication 

  1. Develop a Decommissioning Plan
  • Objective: Create a detailed plan for decommissioning the identified applications. 

Key Steps 

Define Objectives and Scope  Create a Timeline  Assign Responsibilities and Identify Resources 
  1. Communicate with Stakeholders
  • Objective: Inform all relevant parties about the decommissioning process and their roles. 

Key Steps 

Develop Communication Plan  Conduct Briefings  Provide Training and Support 

  

Phase 3: Execution and Migration 

  1. Migrate Data and Processes
  • Objective: Transfer or archive data and adjust processes to ensure continuity after decommissioning. 

Key Steps 

Data Migration  Process Transition  Test Data and Processes 

 

Conclusion 

In today’s fast-changing business world, we must link ERP systems with downstream apps. This optimizes data management and boosts efficiency. This integration improves data accuracy and reduces redundancy. It streamlines business processes. The result is better decision-making and higher performance. But, the integration process has challenges. These include data consistency, system complexity, and real-time processing issues. Effective decommissioning of redundant downstream apps needs a phased approach. Start with assessment and identification. Then, plan and communicate in detail. Finally, execute and migrate. By addressing these aspects, organizations can ensure a smooth transition. Their systems will then be efficient, accurate, and aligned with business goals. 

Call To Action 

To maximize the benefits of ERP integration with downstream apps, organizations must be strategic. Start by checking your downstream apps for redundancy and low value. Next, assess the feasibility of integrating these apps with your ERP system. This will help you understand the complexities involved. Make a detailed decommissioning plan. Communicate well with all stakeholders. This will ensure a smooth transition. Execute the migration with precision. It is vital to ensure data integrity and process continuity. These steps will help your organization. They will streamline operations, improve data accuracy, and boost efficiency. Begin your decommissioning process today. It will optimize your ERP integration and improve business outcomes. 

 

Cloud ERP & Pricing Strategies

In the world of Enterprise Cloud Technologies, there are two main pillars: Product Development and Technology Consulting. Each comes with its own unique pricing strategies that shape the way businesses operate. Let’s break them down.

Product Pricing

Flat Rate Pricing: This is like a nostalgic trip back to the early days of software. You pay once for a specific set of features, and that’s that. If demand for your software explodes, well, sorry—you won’t see those extra profits rolling in. A classic example is Parallels, which offers a “one-time purchase” option. You get what you pay for, and that’s the version you live with. Future updates? Those are not part of the deal, unless you want to pay again. Think of it like buying a car—what you drive off the lot is what you’re stuck with, no matter how many new features the next model has.

Pay-As-You-Go: This is where things get interesting, especially in cloud-heavy environments like Oracle Cloud Infrastructure. You pay based on how much you use, whether it’s transactions processed, memory consumed, or tokens spent. It’s like having a pay-per-view movie marathon—you only pay for what you watch, but if you end up watching all the movies, make sure your bill doesn’t look like a mortgage payment! This is where services like Orbrick’s SAGE help to optimize usage by analyzing license consumption and usage patterns.

User-Based/Seat-based Pricing: This one scales based on how many people in your organization will actually use the software. You’ll see this in tools like Microsoft and Oracle Enterprise applications, where you can buy individual or business plans depending on how many seats you need. I often deal with Enterprise Performance Management systems, where my clients are highly specialized teams—like FP&A or Risk Management, with maybe 30 users per department. They usually go for an enterprise plan for 100 users, covering 60 actual users, some IT and admin accounts, a couple of testing logins, and some room to grow. Of course, some organizations will try to “economize” by sharing logins, but as product creators, they know all the tricks to prevent that from happening (or at least make it super annoying).

Hosted Employee Pricing: This model is not just for HR systems (though it fits well there). It’s designed for scenarios where the number of users is not the main cost driver—instead, it’s the number of entities or records being managed. Take an HR system as an example: you might have only 40 HR team members logging in, but the system is tracking data for 5,000 employees. Hosted employee pricing means you’re paying for the number of employees being managed, not the number of users logging in. This model works in other areas, too, like customer management platforms, where you might be tracking thousands of customer records but only have a handful of active users. The bigger your database, the bigger your bill.

Land and Expand: The bait-and-switch of the pricing world. You start with a low entry price to lure the customer in, and then once they’re hooked, you start selling them more. Think of it like offering someone a free sample at the grocery store, and then walking them through the entire frozen food aisle. Before they know it, their cart is full. This strategy creates deeper relationships and plenty of cross-selling and upselling opportunities. If done with the right intent, this could also be a great way for both product and service firms to showcase their quality and build trust before more work is taken on.

Captive Pricing: Here’s the trick—you offer a low base price for the core product, but the necessary add-ons are where you make your money. It’s like buying a printer for cheap, only to discover that the ink costs more than the printer itself. The customer is locked into your ecosystem, and suddenly, the line from Sholay, “ab tera kya hoga Kaliya?”, starts making a lot of sense. They’re your captive audience now, and every future purchase flows back to you. Think printers that only work with expensive ink cartridges that are sold only by the printer manufacturer!

Sliding Down the Demand Curve: This strategy capitalizes on early adopters. When your product first hits the market, you price it high. Over time, as newer versions come out, the price drops, making the older version more affordable to a broader audience. It’s like when the first edition of Harry Potter came out—people paid top dollar for those copies, but as time went on, paperback editions were everywhere, and suddenly, that once-exclusive price tag looked a lot more approachable. This is also known as Price Skimming.

License Subscription-Based: Pay per license on a periodic basis.

Service Pricing

Time and Material: This one’s all about billing for every hour worked. Simple and transparent, it’s perfect when the scope of work is as fluid as your coffee consumption. If the client needs flexibility, this model allows them to adjust as they go.

Cost-Plus Pricing: It’s as straightforward as it sounds. Take your costs, add a 15% markup, and call it a day. No frills, no surprises—just good old-fashioned math.

Fixed Scope Offering: When the project’s boundaries are well-defined, you go with a fixed price. Any changes along the way are handled through change control, and yes, they come with extra costs. It’s like ordering a set meal at a restaurant—if you suddenly decide you want extra fries, don’t be surprised when you see them on the bill.

And now here’s where things get creative. Orbrick Consulting has some unique, well thought out pricing strategies which are not designed to extract the most consumer surplus. They are tailored to their customers’ needs and also show Orbrick’s confidence in their consulting quality.

At-Risk Pricing: This is where the real gamble happens. You agree on specific KPIs at the start, and payment only comes if those KPIs are hit. If not, no dice. It’s like agreeing to pay your personal trainer only if you lose those 10 pounds—no results, no payment.

Pay If You’re Pleased: A portion of the payment is held back until the client is truly happy with the service. It’s the ultimate satisfaction guarantee, but you better believe you’re working hard to keep that client smiling.

Subscription-Based Consulting: Clients pay a monthly subscription for a team of consultants, and the exact nature of the work is flexible within a pre-agreed scope. It’s like signing up for Netflix—you pay a flat rate, and what you watch is up to you.

When it comes to pricing in Enterprise Cloud Technologies, it’s not just a business decision—it’s an art form. Ultimately, each customer is on a unique journey and firms need to work with customers to reach a pricing arrangement that works best for that journey.

No matter how you slice it, if you can’t make your offering irresistible, you can at least make the price entertaining!