The Vendor SCF construction can be depicted as:

There are multiple business rationales behind Supply Chain Finance. Why would a corporate want to setup an SCF scheme with its suppliers? The most prominent rationales are:

• Reduction of the need of more traditional trade finance
  The need for individual line of credits and bank guarantees for each trade transaction is removed, making the trade process more efficient.
• Sellers can flexibly and quickly fund short term financing needs
  If working capital or financing is needed, the seller can quickly request for outstanding invoices to be paid out early (minus a fee).
• Sharing the benefits of better credit rating from buyer towards seller
  Because the financing is arranged by the buyer, the seller can enjoy the credit terms that were negotiated between buyer and financier/bank.
• Streamlining the AP process
  By onboarding various vendors into the SCF process, the buyer can enjoy a singular and streamlined payment process for these vendors.
• Strengthening of trade relations
  Because of the benefits of SCF, more competitive terms on the trade agreement itself can be negotiated.

SCF is typically considered a tool to improve the working capital position of a company, specifically to decrease the cash conversion cycle by increasing the payment terms with its suppliers without weakening the supply chain.

Set-up and onboarding

Typically, a set-up and onboarding process consists of the following steps. First a financing for SCF is obtained from, for example, a bank. In addition, an SCF provider must be selected and contracted. Most major banks have their own solutions but there are many third parties, for example fintechs, that provide solutions as well. Consequently, the SCF terms are negotiated, and the suppliers are onboarded to the SCF process. Lastly, your system should of course be able to process/register it. Therefore, the ERP accounts payable module needs to be adjusted, such that the AP positions eligible for SCF are interfaced into the SCF platform. Besides, your ERP system needs to be adjusted to be able to reconcile the SCF reports and bank statements.

Design considerations and Processing SCF in SAP

In the picture below we provide a high-level example of how a basic SCF process can work using basic modules in SAP. Note that, based on the design considerations and capabilities of the SCF provider, the picture may look a bit different. For each of the steps denoted by a number, we provide an explanation below the figure, going a little deeper into some of the possible considerations on which a decision must be made.

1. Invoice and credit note data entry; In the first step, the invoices/credit notes will be entered, typically with payment terms sometime in the future, i.e. 90 days. Once entered and approved, these invoices are now available to the payment program.
2. Payment run: The payment run needs to be engineered such that the invoices that are due in the future (i.e. 90 days from now) will be picked up already in today’s run. Some important considerations in this area are:
   • Payment netting logic: the netting of invoices and credit notes is an important design consideration. Typically, credit notes are due immediate and the SCF invoices are due sometime in the future, i.e. 90 days from now. If one would decide to net a credit note due immediate with an invoice due in 90 days, this would have some adverse impact on working capital. An alternative is to exclude credit notes from being netted with SCF invoices and have them settled separately (i.e. request the vendor to pay it out separately or via a direct debit). Additionally, some SCF providers have certain netting logic embedded in their platform. In this case, the SAP netting logic should be fully disabled and all invoices should be paid out gross. Careful considerations should be taken when trying to reconcile the SCF settled items report as mentioned in step 4 though.
   • Payment run posting: When executing the SAP payment run it is possible to either clear the underlying invoices on payment run date or to leave them open until invoice due date. If the invoices are kept open, they will be cleared once the SCF reporting is imported in SAP (see step 4). This is decision-driven by the accounting team and depends on where the open items should be rolling up in the balance sheet (i.e. payable against the vendor or payable against the SCF supplier).
3. Payment file transfer: At this step, the payment file will be generated and sent to the SCF supplier. The design considerations are dependent on the SCF supplier’s capabilities and should be considered carefully while selecting an appropriate partner.
   • File format: Most often we advise to implement a best practice payment file format like ISO pain.001. This format has a logical structure, is supported out of the box in SAP, while most SCF partners will support it too.
   • Interface technology: The payment files need to be transferred into the SCF platform. This can be done via a multitude of ways; i.e. manual upload, automatically via SWIFT or Host2Host. This decision is often driven internally. Often the existing payment infrastructure can be leveraged for SCF payments as well.
   • Remittance information: By following ISO pain.001 standard, the remittance information that remits which invoices are paid and cleared, can be provided in a structured format, irrespective of the volume of invoices that got cleared. This ensures that the beneficiary exactly knows which invoices were paid under this payment. Alternatively, an unstructured remittance can be provided but this often is limited to 140 characters maximum.
   • Payment status reporting: Some SCF supplier will support some form of payment status reporting to provide immediate feedback on whether the payments were processed correctly. These reports can be imported in SAP; SAP can subsequently send notifications of payment errors to the key users who can then take corrective actions.
4. SCF payment clearing reporting: At this step, the SCF platform will send back a report that contains information on all the cleared payments and underlying invoices for that specific due date. Most typically, these reports are imported in SAP to auto reconcile against the open items sitting in the administration.
   • Auto import: If import of the statement into SAP is required, the report should be in one of SAP’s standard-supported formats like MT940 or CAMT.053.
   • Auto reconciliation: If auto reconciliation of this report against line items in SAP is required, the reports line items should be matchable with the open line items in the SAP administration. Secondly, a pre-agreed identifier needs to be reported such that SAP can find the open item automatically (i.e. invoice reference, document number, end2endId, etc.). Very careful alignment is needed here, as slight differences in structure in the administration versus the reporting structure of SCF can lead to failed auto reconciliation and tedious manual post processing.
5. Pay out to the beneficiary: Onboarded vendors can access the SCF platform and report on the pending payments and invoices. The vendor has the flexibility to have the invoices paid out early (before due date) by accepting the deduction of a pre-agreed fee. The SCF provider should ensure payment is made.
6. Debiting bank account: At due date of the original invoice, the SCF provider will want to receive the funds.
   • Payment initiation vs direct debit: The payment of funds can in principle be handled via two processes; either the SCF customer initiates the payment himself, or an agreement is made that the SCF provider direct debits the account automatically.
   • Lump debit vs line items: Most typically, one would make a lump payment (or direct debit) of the total amount of all invoices due on that day. Some SCF providers may support line by line direct debiting although this might result in high transaction costs. Line by line debiting might be beneficial for the auto reconciliation process in SAP though (see step 7)
7. Bank statement reporting: The bank statement of the cash account will be received and imported into SAP. Most often, the statements are received over the existing banking interface.
8. Bank statement processing: Based on pre-configured posting rules and reconciliation algorithms in SAP, the open items in the administration are cleared and the bank balance is updated appropriately.

To conclude

If the appropriate SCF provider is selected and the process design and implementation in SAP is sound, the benefits of SCF can be achieved without introducing new processes and therefore creating a burden on the existing accounts payable team. It is fully possible to integrate the SCF processes with the regular accounts payable payments processes without adding additional manual process steps or cumbersome workarounds.

For more information, contact Ivo Postma at +31 88 991 02 00.

Why does this aim matter? Well, in this age of digitization, almost every aspect of the business has a digital footprint. Some significantly more than the others. This presents a unique opportunity where potentially all information can be reliably processed to take tactical and strategic decisions from a position of knowledge. Good data can facilitate hedging, forecasting and other key corporate activities. Having said all that, care must also be taken to not drown in the data lake¹ and become over-burdened with useless information. Take the example of Amazon in 2006 when it reported that cross-selling attributed for 35% of their revenue². This strategy looked at data from shopping carts and recommended other items that may be of interest to the consumer. The uplift in sales was achieved only because Amazon made the best use of their data.

Treasury is no exception. It too can become data-driven thanks to its access to multiple functions and information flows. There are numerous ways to access and assess multiple sets of data (see Figure 1), thereby finding solutions to some of the perennial problems facing any organization that wants to mitigate or harness risk, study behavior, or optimize its finances and cashflow to better shape its future.

Time is money

The practical business use cases that can be realized by harnessing data in the Treasury often revolve around mastering the time function. Cash optimization, pooling for interest and so on often depend on a good understanding of time – even risk hedging strategies can depend on the seasons, for instance, if we’re talking about energy usage.

When we look at the same set of data from a time perspective, it can be used for three different purposes:
I.       Understand the ‘The Past’ – to determine what transpired,
II.     Ascertain ‘The Present’ situation,
III.   Predict ‘The Future’ based on probable scenarios and business projections.

I – The Past

“Study the past if you would define the future”

Confucius

The data in an organization is the undeniable proof of what transpired in the past. This fact makes it ideal to perform analysis through Key Performance Indicators (KPIs), perform statistical analysis on bank wallet distribution & fee costs, and it can also help to find the root cause of any irregularities in the payments arena. Harnessing historical data can also positively impact hedging strategies.

II – The Present

“The future depends on what we do in the present”

M Gandhi

Data when analyzed in real-time can keep stakeholders updated and more importantly provide a substantial basis for taking better informed tactical decisions. Things like exposure, limits & exceptions management, intra-day cash visibility or near real-time insight/access to global cash positions all benefit, as does payment statuses which are particularly important for day-to-day treasury operations.

III – The Future

“The best way to predict the future is to create it.”

Abraham Lincoln

There are various areas where an organization would like to know how it would perform under changing conditions. Simulating outcomes and running future probable scenarios can help firms prepare better for the near and long-term future.

These forecast analyses broadly fall under two categories:

Historical data: assumes that history repeats itself. Predictive analytics on forecast models therefore deliver results.

Probabilistic modelling: this creates scenarios for the future based on the best available knowledge in the present.

Some of the more standard uses of forecasting capabilities include:

• risk scenarios analysis,
• sensitivity analysis,
• stress testing,
• analysis of tax implications on cash management structures across countries,
• & collateral management based on predictive cash forecasting, adjusted for different currencies.

Working capital forecasting is also relevant, but has typically been a complex process. The predication accuracy can be improved by analyzing historical trends and business projections of variables like receivables, liabilities, payments, collections, sales, and so on. These can feed the forecasting algorithms. In conjunction with analysis of cash requirements in each business through studying the trends in key variables like balances, intercompany payments and receipts, variance between forecasts and actuals, this approach can lead to more accurate working capital management.

How to become a data-driven organization

“Data is a precious thing and will last longer than the systems themselves.”

Tim Berners-Lee

There can be many uses of data. Some may not be linked directly to the workings of the treasury or may not even have immediate tangible benefits, although they might in the future for comparative purposes. That is why data is like a gold mine that is waiting to be explored. However, accessing it and making it usable is a challenging proposition. It needs a roadmap.

The most important thing that can be done in the beginning is to perform a gap analysis of the data ecosystem in an organization and to develop a data strategy, which would embed importance of data into the organization’s culture. This would then act as a catalyst for treasury and organizational transformation to reach the target state of being data-driven.

The below roadmap offers a path to corporates that want to consistently make the best use of one of their most critical and under-appreciated resources – namely, data.

We have seen examples like Amazon and countless others where organizations have become data- driven and are reaping the benefits. The same can be said about some of the best treasury departments we at Zanders have interacted with. They are already creating substantial value by analyzing and making the optimum use of their digital footprint. The best part is that they are still on their journey to find better uses of data and have never stopped innovating.

The only thing that one should be asking now is: “Do we have opportunities to look at our digital footprint and create value (like Amazon did), and how soon can we act on it?”

References:

1. https://zandersgroup.com/en/latest-insights/data-analytics-for-treasury-dont-drown-in-the-data-lake/
2. https://www.forbes.com/sites/chuckcohn/2015/05/15/a-beginners-guide-to-upselling-and-cross-selling/?sh=395a58042912

Since the first sustainability-linked derivative was executed in 2019, market participants have entered into a variety of ESG-related derivatives and products. In this article we provide you with an overview of the different ESG derivatives. We will touch upon the regulatory and valuation implications of this relatively new derivative class in a subsequent article, which will be published later this year.

Types of ESG-related derivatives products

Driven by regulatory pressure and public scrutiny, corporates have been increasingly looking for ways to manage their sustainability footprint. As a result of a blooming ESG funding market, the role of derivatives to help meet sustainability goals has grown. ESG-related derivatives cover a broad spectrum of derivative products such as forwards, futures and swaps. Five types (see figure 1) of derivatives related to ESG can be identified; of which three are currently deemed most relevant from an ESG perspective.

The first category consists of traditional derivatives such as interest rate swaps or cross currency swaps that are linked to a sustainable funding instrument. The derivative as such does not contain a sustainability element.

Sustainability-linked derivatives

Sustainability-linked derivatives are agreements between two counterparties (let’s assume a bank and a corporate) which contain a commitment of the corporate counterparty to achieve specific sustainability performance targets. When the sustainability performance targets are met by the corporate during the lifetime of the derivative, a discount is applied by the bank to the hedging instrument. When the targets are not met, a premium is added. Usually, banks invest the premium they receive in sustainable projects or investments. Sustainability-linked derivative transactions are highly customizable and use tailor-made KPIs to determine sustainability goals. Sustainability-linked derivatives provide market participants with a financial incentive to improve their ESG performance. An example is Enel’s sustainability-linked cross currency swap, which was executed in July 2021 to hedge their USD/EUR exchange rate and interest rate exposures.

Emission trading derivatives

Other ESG-related derivatives support meeting sustainable business models and consist of trading carbon offsets, emission trading derivatives, and renewable energy and renewable fuels derivatives, amongst others. Contrary to sustainability-linked derivatives, the use of proceeds of ESG-related derivatives are allocated to specific ESG-related purposes. For example, emissions trading is a market-based approach to reduce pollution by setting a (geographical) limit on the amount of greenhouse gases that can be emitted. It consists of a limit or cap on pollution and tradable instruments that authorize holders to emit a specific quantity of the respective greenhouse gas. Market participants can trade derivatives based on emission allowances on exchanges or OTC markets as spots, forwards, futures and option contracts. The market consists of mandatory compliance schemes and voluntary emission reduction programs.

Renewable energy and fuel derivatives

Another type of ESG-related derivatives are renewable energy and renewable fuel hedging transactions, which are a valuable tool for market participants to hedge risks associated with fluctuations in renewable energy production. These ESG-related credit derivatives encourage more capital to be contributed to renewable energy projects. Examples are Power Purchase Agreements (PPAs), Renewable Energy Certificate (REC) futures, wind index futures and low carbon fuel standard futures.

ESG related credit derivatives

ESG-related CDS products can be used to manage the credit risk of a counterparty when financial results may be impacted by climate change or, more indirectly, if results are affected due to substitution of a specific product/service. An example of this could be in the airline industry where short-haul flights may be replaced by train travel. Popularity of ESG-related CDS products will probably increase with the rising perception that companies with high ESG ratings exhibit low credit risk.

Catastrophe and weather derivatives

Catastrophe and weather derivatives are insurance-like products as well. Both markets have existed for several decades and are used to hedge exposures to weather or natural disasters. Catastrophe derivatives are financial instruments that allow for transferral of natural disaster risk between market participants. These derivatives are traded on OTC markets and enable protection from enormous potential losses following from natural disasters such as earthquakes to be obtained. The World Bank has designed catastrophe swaps that support the transfer of risks related to natural disasters by emerging countries to capital markets. An example if this is the swap issued for the Philippines in 2017. Weather derivatives are financial instruments that derive their value from weather-related factors such as temperature and wind. There derivatives are used to mitigate risks associated with adverse or unexpected weather conditions and are most commonly used in the food and agriculture industry.

What’s old, what’s new and what’s next?

ESG-related credit derivatives would be best applied by organizations with credit exposures to certain industries and financial institutions. Despite the link to an environmental element, we do not consider catastrophe bonds and weather derivatives as a sustainability-linked derivative. Neither is it an innovative, new product that is applicable to corporates in various sectors.

Truly innovative products are sustainability-linked derivatives, voluntary emissions trading and renewable energy and fuel derivatives. These products strengthen a corporate’s commitment to meet sustainability targets or support investments in sustainable initiatives. A lack of sustainability regulation for derivatives raises the question to what extent these innovative products are sustainable on their own? An explicit incentive for financial institutions to execute ESG-related derivatives, such as a capital relief, is currently absent. This implies that any price advantage will be driven by supply and demand.

Corporate Treasury should ensure they consider the implications of using ESG-related derivatives that affect the cashflows of derivatives transactions. Examples of possible regulatory obligations consist of valuation requirements, dispute resolution and reporting requirements. Since ESG-related derivatives and products are here to stay, Zanders recommends that corporate treasurers closely monitor the added value of specific instruments, as well as the regulatory, tax and accounting implications. Part II of this series, later in the year, will focus on the regulatory and valuation implications of this relatively new derivative class.

For more information on ESG issues, please contact Sander van Tol.

Figure 1 – Launchpad BankApplications

The advantages of using the full version of BAM are multiple, but below we highlight three of the main reasons full BAM is a must have for the companies using one or multiple SAP environments.

Flexible workflows

Maintenance of bank account data can trigger workflows based on the organization’s requirements and the approval processes in place. With the workflows the segregation of duties can be enforced when maintaining a bank account.

Even though workflows are not a new functionality in S/4HANA, the fact that workflow templates are available and can be amended by defining preconditions, step sequences and recipients improves the approval process of bank accounts.

The workflows can be created and activated as completely new ones or based on the already existing templates . You can create a new workflow by copying an existing one and updating the parameters according to the new requirements.

All the requests to release or approve bank account changes are available as of S/4HANA 2020 in the My Inbox for Bank Accounts app, the dedicated inbox app where users can check the status of each request initiated by the users themselves or sent to them and act upon.

Easy data replication

One of the challenges multiple organizations have, especially those operating various SAP environments, is data synchronization and replication. We often come across situations when banks, house banks and bank accounts are not maintained in all relevant environments creating data inconsistencies and making processes more difficult than they already are.

One of the ways of avoiding these types of situations is by replicating banks, house banks and bank accounts from production to quality assurance and to development environments using standard Idocs.

Figure 2 – Bank data replication in S/4 HANA

If the organization is operating on multiple SAP and non-SAP instances and running processes in a S/4 HANA side-car solution, the challenge of maintaining banks, house banks and bank accounts grows exponentially. Distributing the data via Idocs will not only keep all the systems coordinated, it will also decrease the amount of manual work and avoid situations when processes fail because of delays in keeping the data up to date in all relevant environments.

Figure 3 -Bank data replication across multiple environments

Simple way of managing cash pools

Cash pooling structures can easily be set up by the user and in this way the BAM solution is integrated with the process of making cash management transfers.

Even though the cash pooling and cash concentration in S/4HANA are managed using five different apps (shown in the figure below), the actual structure of the cash pool is defined directly in the Manage Bank Accounts app (Cash Pool tab).

Figure 4 – Five apps to manage cash pooling and cash concentration in S/4HANA

In the Cash Pool tab, the user can define the cash pool structure as per each company’s requirements. It is important to keep in mind the fact that a bank account can be assigned only to two different cash pools: once as the header account of a cash pool, and once in a different cash pool, as a subaccount.

The cash pools created in the system are not restricted to one company code but can be defined using various currency accounts belonging to multiple company codes. For each of the bank accounts included in a cash pool, a target balance as well as a minimum transfer amount can be defined in the Cash Pool tab of the Manage Bank Accounts app, with the mention that both (target balance as well as minimum transfer amounts) must be defined in the bank account currency.

During the cash concentration process, when bank transfers are generated, the payment methods defined in this tab will be picked up. Therefore, if required, two different payment methods can be assigned; the first for the structure where the bank account is acting as a header account and the second for the one where the account in scope is a subaccount. To pick them up from the drop-down list, the assigned payment methods must be initially setup in the system.

To conclude

Maintaining banks, house banks and bank accounts can be a difficult task especially in large organizations operating with different SAP and non-SAP environments. It can be time-consuming; it can involve multiple people from different parts of the organization (IT, master data, cash and banking etc.) and it can easily be prone to errors and mismatches if not correctly maintained and synchronized. Having one single source of truth for the bank accounts – which is easy to maintain, user-friendly, with appropriate controls in place and reporting capabilities, easy to replicate the data across different environments and which allows the user to create and maintain not only the bank accounts but also the cash pool structures – can save time, resources and simplify processes.

Whilst over the previous years, many corporates have endeavoured to move towards a single ERP system. There are many corporates who operate in a multi-ERP landscape and will continue to do so. This is particularly the case amongst corporates who have grown rapidly, potentially through acquisitions, or that operate across different business areas. SAP’s Central Finance caters for centralized financial reporting for these multi-ERP businesses. SAP’s APM similarly caters for businesses with a range of payment sources, centralizing into a single payment channel.

SAP APM acts as a central payment processing engine, connecting with SAP Bank Communication Management and Multi-Bank Connectivity for sending of external payment Instructions. For internal payments & payments-on-behalf-of, data is fed to SAP In-House Cash. Whilst at the same time, data is transmitted to S/4 HANA Cash Management to give centralized cash forecast data.

Figure 1 – SAP S/4 HANA Advanced Payment Management – Credit SAP

The framework of this product was built up as SAP Payment Engine, which is used for the processing of payment instructions at banking institutions. On this basis, it is a robust product, and will cater for the key requirements of corporate payment hubs, and much more beyond.

Building a business case

When building a business case for a centralized payment hub, it is important to look at the full range of the payment sources. This can include accounts payable/receivable (AP/AR) payments, but should also consider one-off (manual) payments, Treasury payments, as well as HR payments such as payroll. Whilst payroll is often outsourced, SAP APM can be a good opportunity to integrate payroll into a corporate’s own payment landscape (with the necessary controls of course!).

Using a centralized payment hub will help to reduce implementation time for new payment sources, which may be different ERPs. In particular, the ability of SAP APMs Input Manager to consume non-standard payment file formats helps to make this a smooth implementation process.

SAP APM applies a level of consistency across all payments and allows for a common payment control framework to be applied across the full range of payment sources.

A strength of the product is its flexible payment routing, which allows for payment routing to be adjusted according to the business need. This does not require specialist IT configuration or re-routing. It enables corporates to change their payment framework according to the need of the business, without the dependency on configuration and technology changes.
A central payment hub means no more direct bank integrations. This is particularly important for those businesses that operate in a multi-ERP environment, where the burden can be particularly heavy.

Lastly, as with most SAP products, this product benefits from native integration into modules that corporates may already be using. Payment data can be transferred directly into SAP In-House Cash using standard functionality in order to reflect intercompany positions. The richest level of data is presented to S/4 HANA Cash Management to provide accurate and up-to-date cash forecast data for Treasury front office.

Scenarios

SAP APM accommodates four different scenarios:

A Working Example – Payment-on-behalf-of

An ERP sends a payment instruction to the APM system via iDoc. This is consumed by the input manager, creating a payment order that is ready to be processed.

Figure 3 – Creation of Incoming Payment Order in APM

The payment order will normally be automatically processed immediately upon receipt. First the enrichment & validation checks are executed, which validate the integrity of the payment Instruction.

The payment routing is then executed for each payment item, according to the source payment data. The Payment Routing importantly selects the appropriate house bank account for payment and can be used to determine the prioritization of payments, as well as the method of clearing.

In the case of a payment-on-behalf-of, an external route will be used for the credit payment item to the third party vendor, whilst an internal route will be used to update SAP In-House Cash for the intercompany position.

Figure 4 – Maintenance of Routes

Clearing can be executed in batches, via queues or individual processing. The internal clearing for the debit payment item must be executed into SAP In-House Cash in order to reflect the intercompany position built up. The internal clearing for the credit payment Item can be fed into the general ledger of the paying entity.

Figure 5 – Update of In-House Cash for Payment-On-Behalf or Internal Transfer Scenarios

Outgoing payment orders are created once the routing & clearing is completed. At this stage, any further enrichment & validation can be executed and the data will be delivered to the output manager. The output manager has native integration with SAP’s DMEE Payment Engine, which can be used to produce an ISO20022 payment instruction file.

Figure 6 – Payment Instruction in SAP Bank Communication Management

The outgoing payment instruction is now visible in the centralized payment status monitor in SAP Bank Communication Management.

The full processing status of the payment is visible in SAP APM, including the points of data transfer.

Figure 7 – SAP APM Process Flow

Introduction to Functionality

SAP APM is comprised of 4 key function areas:

• Input manager & output manager
• Enrichment and validation
• Routing
• Transaction clearing

Figure 2 – SAP Advanced Payment Management Framework – Credit SAP

Input Manager

The input manager can flexibly import payment instruction data into APM. Standard converters exist for iDoc Payment Instructions (PEXR2002/PEXR2003 PAYEXT), ISO20022 (Pain.001.01.03) as well as for SWIFT MT101 messages. However, it is possible to configure new input formats that would cater for systems that may only be able to produce flat file formats.

Enrichment and Validation

Enrichment and validation can be used to perform integrity checks on payment items during the processing through APM. These checks could include checks for duplicate payment instructions. This feeds an initial set of data to S/4 HANA Cash Management (prior to routing) and can be used to return payment status messages (Pain.002) to the sending payment system.

Routing

Agreement-based routing is used to determine the selection of external accounts. This payment routing is highly flexible and permits the routing of payments according to criteria such as amounts and, beneficiary countries. The routing incorporates cut-off time logic and determines the priority of the payment as well as the sending bank account. This stage is not used for “forwarding-only” scenarios, where there is no requirement to determine the subsidiaries house bank account in the APM platform.

Clearing

Clearing involves the sending of payment data after routing to S/4 HANA Cash Management, in-house cash and onto the general ledger. According to selected route, payments can be cleared individually, or grouped into batches.

Further enrichment & validation can be performed, and external payments are routed via the output manager, which can re-use DMEE payment engines to produce payment files. These payment files can be monitored in SAP Bank Communication Management and delivered to the bank via SAP Multi-Bank Connectivity.