Question 1

In your experience, how do breakdowns typically occur in the P2P cycle, and what controls do you implement to prevent them?

Accepted Answer

Breakdowns in the P2P cycle often occur due to poor communication, data entry errors, or lack of proper documentation. To prevent these, I implement controls such as regular training for staff, automated data validation checks, and maintaining a centralized documentation system. Additionally, I ensure regular monitoring and audits to identify and rectify issues promptly.

Question 2

Can you walk me through the entire Procure-to-Pay cycle, including key steps and stakeholders involved at each stage?

Accepted Answer

The Procure-to-Pay cycle begins with identifying a need for goods or services, followed by requisition creation. Once approved, a purchase order is generated and sent to the supplier. Upon receipt of goods, the delivery is verified against the purchase order. Finally, the supplier invoice is matched and processed for payment. Key stakeholders include procurement officers, department managers, suppliers, accounts payable team, and receiving personnel.

Question 3

Describe how the payments function interfaces with procurement and general ledger teams—how do you ensure smooth coordination?

Accepted Answer

The payments function interfaces with procurement by verifying purchase orders and ensuring that payments align with procurement contracts. Coordination with the general ledger involves timely recording of transactions to maintain accurate financial records. To ensure smooth coordination, I advocate for regular cross-departmental meetings, establish clear communication channels, and implement shared software systems that provide real-time updates and transparency across these functions.

Question 4

What metrics or KPIs do you track to assess the efficiency and effectiveness of the P2P process? Please explain how you use these to drive improvements.

Accepted Answer

Key metrics I track include invoice processing time, cost per invoice, and the percentage of invoices processed without errors. By analyzing these KPIs, I identify bottlenecks and areas for improvement. For instance, if the processing time is high, I might implement automation tools to expedite the workflow. Regular review meetings and feedback loops with the team help ensure that improvements are sustained.

Question 5

How would you structure the P2P process for a global organization with decentralized procurement?

Accepted Answer

To structure the P2P process for a global organization with decentralized procurement, I would first establish a centralized digital platform to ensure consistency and transparency across all regions. This platform would integrate with local systems to allow flexibility while maintaining global oversight. Additionally, I would implement standardized policies and procedures that allow for local adjustments within a global framework, ensuring compliance and efficiency.

Question 6

How do you handle partial deliveries and invoice mismatches—especially when goods are received over multiple dates?

Accepted Answer

To handle partial deliveries and invoice mismatches, I first ensure clear communication with suppliers to verify delivery schedules and quantities. I maintain accurate records of all deliveries and compare them against invoices. In case of discrepancies, I coordinate with both the supplier and our accounts team to resolve issues promptly, ensuring all documentation is updated to reflect the correct information.

Question 7

Share an example where you identified a duplicate invoice or payment—how did you detect it and what corrective steps did you take?

Accepted Answer

While reviewing monthly financial statements, I noticed a duplicate payment to a supplier. I cross-referenced the invoices and identified the error. I immediately contacted the supplier to rectify the payment and implemented a double-check system to prevent future occurrences, improving our accounts payable process.

Question 8

What is your approach to processing non-PO invoices—what are the risks and how do you control them?

Accepted Answer

When processing non-PO invoices, I ensure thorough verification by matching invoices with supporting documents and obtaining necessary approvals from department heads. The primary risks include unauthorized payments and duplicate invoices. To control these, I implement a multi-level approval process and utilize software tools for matching and tracking invoices. Regular audits and training sessions for staff also help mitigate these risks by ensuring compliance with company policies.

Question 9

Explain how you handle three-way matching in practice—what steps do you follow, and how do you handle discrepancies between PO, GRN, and invoice?

Accepted Answer

In practice, three-way matching involves comparing the purchase order, goods receipt note, and invoice to ensure consistency. I start by verifying that quantities and prices match across all documents. If discrepancies arise, I investigate by contacting suppliers or reviewing internal records to resolve the issue promptly, ensuring accurate financial records and maintaining supplier relationships.

Question 10

What thresholds or tolerances do you set in the system for invoice matching, and how do these impact exceptions management?

Accepted Answer

In the system, I typically set thresholds for invoice matching at a percentage of the total invoice amount, often around 5-10%, depending on the company policy and industry standards. This allows for minor discrepancies due to rounding or currency conversions without triggering exceptions. Setting appropriate thresholds helps streamline the process by reducing the number of exceptions, allowing the team to focus on significant discrepancies that require investigation.

Question 11

Explain how you structure payment terms with vendors—how do you decide when to use early payment discounts vs. standard terms?

Accepted Answer

When structuring payment terms with vendors, I assess the company's cash flow position and the potential savings from early payment discounts. If cash flow permits and the discount rate is favorable, I opt for early payment to reduce costs. Otherwise, I adhere to standard terms to maintain liquidity. This approach balances cost savings with financial stability.

Question 12

What steps do you take before releasing a large payment run—how do you ensure accuracy and avoid duplicate or unauthorized payments?

Accepted Answer

Before releasing a large payment run, I conduct a thorough review of all invoices and cross-check them against purchase orders and contracts. I use accounting software to flag potential duplicates and ensure all payments are authorized by the appropriate personnel. This multi-step verification process helps maintain accuracy and prevent unauthorized transactions.

Question 13

How do you manage vendor queries regarding delayed or disputed payments—can you describe a situation where you resolved such an issue effectively?

Accepted Answer

In managing vendor queries, I first ensure I fully understand the issue by reviewing the contract terms and payment records. In one instance, a vendor was concerned about a delayed payment due to an invoicing error. I communicated transparently with the vendor, explained the situation, and expedited the payment process. By maintaining open communication and taking swift action, we preserved a positive working relationship.

Question 14

What process do you follow to onboard new vendors and ensure vendor master data integrity?

Accepted Answer

To onboard new vendors, I first conduct a thorough background check and ensure compliance with company policies. I then collect and verify all necessary documentation, such as tax IDs and banking details. To ensure vendor master data integrity, I implement regular audits and use automated tools to monitor for discrepancies. This helps maintain accurate and up-to-date records, reducing the risk of errors and fraud.

Question 15

How do you handle urgent or off-cycle payments, and what approval protocols do you follow?

Accepted Answer

For urgent or off-cycle payments, I prioritize assessing the necessity and validating the request against company policies. I ensure all required approvals are obtained, typically involving a higher level of authorization due to the nature of the payment. This involves coordinating with the finance manager and the relevant department head to expedite the process while ensuring compliance and minimizing risk.

Question 16

How do you reconcile vendor statements with internal records—what is your process and what challenges do you typically encounter?

Accepted Answer

I reconcile vendor statements by first matching each invoice with purchase orders and payment records. I then verify the amounts and dates to ensure accuracy. Common challenges include discrepancies due to timing differences or missing documents, which I resolve by liaising with vendors and cross-referencing supporting documentation.

Question 17

Describe a specific situation where you found discrepancies in AP to GL reconciliation—what were the root causes and how did you resolve them?

Accepted Answer

In a previous role, I discovered a discrepancy during an AP to GL reconciliation where invoices were not matching the ledger entries. The root cause was a timing issue where invoices were recorded in different accounting periods. I resolved it by implementing a more robust cut-off procedure, ensuring all invoices were processed in the correct period and conducting regular reconciliations to catch discrepancies early.

Question 18

Can you walk me through how you perform an Accounts Payable sub-ledger to General Ledger reconciliation?

Accepted Answer

To perform a reconciliation between the Accounts Payable sub-ledger and the General Ledger, I start by ensuring that all invoices and payments are accurately recorded in the sub-ledger. I then generate a list of all outstanding balances and compare these with the corresponding entries in the General Ledger. Any discrepancies are identified and investigated by reviewing transaction histories, correcting errors, and ensuring all transactions are posted to the correct period. Finally, I document the reconciliation process and obtain necessary approvals.

Question 19

What controls do you have in place to ensure timely AP accruals at month-end or year-end?

Accepted Answer

To ensure timely AP accruals, I establish a clear schedule for month-end and year-end closing activities. I implement a thorough review process to verify all invoices and expenses are accounted for. Additionally, I leverage automation tools to streamline accruals, reducing manual errors and ensuring deadlines are consistently met.

Question 20

How do you prepare for internal and external audits in the payments process—what documentation and control evidence do you provide?

Accepted Answer

To prepare for audits, I ensure all payment records are accurate and complete, including invoices, receipts, and transaction logs. I provide control evidence such as internal control assessments, compliance checklists, and reconciliations. This helps demonstrate our adherence to financial policies and regulatory requirements.

Question 21

Explain how you set up automated workflows for invoice approvals and payment processing—what challenges have you encountered?

Accepted Answer

To set up automated workflows for invoice approvals and payment processing, I utilized software tools like SAP and QuickBooks, ensuring seamless integration with existing systems. Challenges included managing integration with legacy systems and ensuring data accuracy. I addressed these by collaborating with IT for custom solutions and setting up rigorous error-handling protocols to manage discrepancies and ensure smooth operation.

Question 22

What types of validations and exception reports do you run in the system to detect anomalies in payments?

Accepted Answer

To detect anomalies in payments, I run several validations such as matching invoices to purchase orders and verifying payment amounts against authorized limits. Exception reports are generated for transactions that fall outside expected patterns, such as duplicate payments or unusual vendor activity. These controls help ensure accuracy and prevent fraud.

Question 23

Describe a situation where automation significantly improved efficiency or reduced errors in your P2P process.

Accepted Answer

In my previous role, we implemented an automated invoice processing system that significantly improved our P2P process. Before automation, invoice handling was manual, leading to frequent errors and delays. The new system reduced processing time by 40% and virtually eliminated input errors by automatically matching invoices with purchase orders and receipts. This allowed the team to focus on more strategic tasks, enhancing overall productivity.

Question 24

What ERP systems or tools have you used for managing P2P activities? Can you provide examples of tasks you've automated within those systems?

Accepted Answer

I have used SAP and Oracle for managing P2P activities. In SAP, I automated the invoice matching process by setting up rules for automatic three-way matching, which reduced errors and increased efficiency. In Oracle, I implemented automated purchase order approvals using predefined workflows, significantly speeding up the procurement process.

Question 25

How do you manage user roles and access control within payment systems to ensure segregation of duties?

Accepted Answer

I manage user roles and access control by clearly defining roles and responsibilities, implementing robust access control mechanisms such as role-based access control (RBAC), and regularly reviewing access logs. This ensures that no single individual has control over all aspects of a transaction, thereby reducing the risk of fraud.

Question 26

Describe how you calculate and report Days Payable Outstanding (DPO)—what does this metric indicate about a company’s financial health?

Accepted Answer

Days Payable Outstanding (DPO) is calculated by dividing accounts payable by the cost of goods sold and multiplying by the number of days. This metric is reported in financial statements to indicate how long a company takes to pay its suppliers. A higher DPO suggests efficient cash management but may strain supplier relationships, while a lower DPO may indicate prompt payments but less efficient use of cash.

Question 27

How do you handle payments in foreign currency—what steps do you take to manage FX risk and ensure accurate settlements?

Accepted Answer

To handle payments in foreign currency, I first assess the potential FX risk by analyzing currency fluctuations. I implement hedging strategies, such as forward contracts, to mitigate this risk. I also ensure accurate settlements by regularly reconciling accounts and using reliable financial systems to track and manage transactions.

Question 28

How do you prioritize payment runs to manage cash flow effectively while meeting vendor terms?

Accepted Answer

I prioritize payment runs by first forecasting cash flow to ensure adequate liquidity. I then categorize vendors based on payment terms and strategic importance, ensuring critical vendors are paid first. I also negotiate terms with vendors, if necessary, to align with our cash flow position while maintaining good relationships.

Question 29

What is your process for communicating payment forecasts to treasury teams—how do you ensure alignment?

Accepted Answer

To communicate payment forecasts effectively, I start by gathering accurate financial data and projections. I then schedule regular meetings with the treasury team to discuss forecasts, ensuring we align on expectations and any potential discrepancies. I also provide detailed reports and use visualization tools to make the data more accessible. This ongoing dialogue ensures that both teams work towards common financial objectives.

Question 30

Describe a time when poor payment scheduling caused a cash flow issue—how did you correct and prevent recurrence?

Accepted Answer

In a previous role, we faced a cash flow issue due to overlapping payment schedules. I conducted a thorough review of our payment calendar and identified the peak periods. I then negotiated with vendors to stagger payment dates, aligning them with our receivables. Furthermore, I implemented a dynamic cash flow forecasting tool to anticipate and adjust future schedules, preventing recurrence.

Question 31

Share an example where you identified potential fraud or error in a payment—how did you detect it and what steps followed?

Accepted Answer

In a previous role, I noticed a discrepancy in the payment amount when cross-referencing vendor invoices with our payment records. I detected this by regularly reviewing transaction reports and verifying them against our internal data. Upon identifying the error, I immediately reported it to my supervisor and initiated a review process with the finance team. We contacted the vendor to verify the invoice details, which led to the discovery of a duplicate payment request. We rectified the issue by adjusting the payment and implementing stricter controls on invoice verification. This improved our process and prevented future occurrences.

Question 32

How do you handle blocked or disputed invoices—what resolution process do you follow and who is involved?

Accepted Answer

When handling blocked or disputed invoices, I first identify the reason for the block or dispute by reviewing the invoice details and related documentation. I then communicate with the relevant parties, such as the vendor or internal departments, to gather all necessary information. Once I have a clear understanding, I work with the accounts payable team and any other stakeholders to resolve the issue, ensuring compliance with company policies and maintaining good vendor relationships.

Question 33

What is your process for ensuring that all payments are supported with proper documentation and authorization?

Accepted Answer

To ensure all payments are properly supported, I start by verifying that each payment request is accompanied by the necessary documentation, such as invoices and purchase orders. I then check that the payment is authorized by the appropriate personnel according to company policy. Finally, I ensure compliance with internal controls and audit requirements to maintain accuracy and accountability.

Question 34

Describe how you manage compliance with tax requirements (e.g., TDS, GST, VAT) in vendor payments.

Accepted Answer

I manage compliance by staying updated with the latest tax regulations and implementing systematic processes for vendor payments. This includes verifying tax deduction at source (TDS) calculations, ensuring accurate GST/VAT application, and maintaining detailed documentation for audits. Regular training and software tools also help streamline compliance.

Question 35

How do you ensure that all payments comply with SOX/internal control requirements—what controls do you test regularly?

Accepted Answer

To ensure compliance with SOX/internal control requirements, I regularly test controls such as segregation of duties, authorization protocols, and reconciliation processes. I conduct periodic audits and reviews to ensure these controls are effective and up-to-date, thereby minimizing the risk of non-compliance.

Question 36

Describe a process improvement initiative you led or contributed to in the P2P function—what was the result?

Accepted Answer

In my previous role, I identified inefficiencies in the invoice approval process, which caused delays and errors. I led a project to implement an automated invoice approval system, reducing manual intervention. As a result, we decreased the processing time by 30% and improved accuracy, leading to better supplier relationships and cost savings.

Question 37

A vendor claims non-payment despite your records showing payment was made—how would you investigate and resolve this situation?

Accepted Answer

To resolve this, I would first verify our payment records, including bank statements and transaction IDs, to confirm the payment. Next, I would contact the vendor to understand their records and clarify any discrepancies. If needed, I would involve the finance team to cross-check and address any issues, ensuring a clear resolution.

Question 38

Your team is under pressure with a backlog of invoices—how do you prioritize and resolve the issue?

Accepted Answer

First, I would assess the backlog by categorizing invoices based on urgency and impact. I would prioritize invoices that have immediate deadlines or significant penalties for late payment. To resolve the issue, I would streamline the invoicing process by utilizing automation tools and delegating tasks effectively within the team to ensure a swift resolution.

Question 39

How do you investigate recurring payment exceptions—what tools or data do you use to perform root cause analysis?

Accepted Answer

To investigate recurring payment exceptions, I employ root cause analysis using data analytics tools like Excel or specialized financial software. I start by collecting data on all exceptions, categorizing them by type and frequency. Then, I analyze patterns to identify common factors contributing to the exceptions. This might involve reviewing transaction logs, payment histories, and communication records. By pinpointing the root cause, I can recommend process improvements or system changes to prevent future occurrences.

Question 40

Describe a challenging month-end close from a P2P perspective—how did you manage and deliver on time?

Accepted Answer

During a particularly challenging month-end close, we faced delays due to system upgrades affecting invoice processing. I managed this by prioritizing critical invoices, coordinating with IT for temporary solutions, and reallocating team resources to ensure all accounts were reconciled and reports submitted on time.

Question 41

Share an example of how you handled a conflict or miscommunication with procurement or vendors.

Accepted Answer

In a previous role, there was a miscommunication with a vendor regarding delivery schedules, which impacted our project timeline. I initiated a meeting with the vendor to discuss the issue, ensuring to listen actively to their perspective. By clearly communicating our requirements and constraints, we were able to negotiate a revised schedule that worked for both parties, thereby maintaining a strong professional relationship.

Question 42

How do you stay current with P2P best practices, systems, and compliance requirements?

Accepted Answer

I stay current with P2P best practices by regularly attending industry webinars and workshops. Additionally, I subscribe to relevant trade publications and participate in online forums and professional networks. This proactive approach allows me to keep abreast of the latest systems, technologies, and compliance updates, ensuring that I can effectively apply them in my role.

Question 43

How do you ensure attention to detail and accuracy in high-volume payment environments?

Accepted Answer

In high-volume payment environments, I ensure accuracy by implementing a robust system of checks and balances. This includes using automated reconciliation tools, conducting regular audits, and fostering a culture of accountability within the team. Additionally, I prioritize continuous training to keep the team updated on best practices and technology advancements.

Question 44

How do you balance speed and control in processing urgent payments?

Accepted Answer

I balance speed and control by implementing a streamlined approval process for urgent payments, ensuring all necessary checks are in place. I use technology to automate routine tasks, maintaining compliance while accelerating processing time. Regular audits ensure that controls remain effective.

Question 45

What ethical standards guide your decision-making in handling financial transactions?

Accepted Answer

My decision-making is guided by a strong adherence to integrity, compliance with regulatory standards, and a commitment to transparency. I ensure every transaction is conducted with honesty and fairness, maintaining accurate records and clear communication with all stakeholders to uphold trust and accountability.

Question 46

How is ESG compliance influencing procurement and payment decisions in your experience?

Accepted Answer

ESG compliance has led us to prioritize suppliers with sustainable practices, influencing procurement by integrating ESG criteria into vendor selection. Payment terms are also adjusted to support partners committed to environmental and social governance, aligning with our corporate responsibility goals.

Question 47

What challenges and opportunities arise when managing payments in a shared services/global business services model?

Accepted Answer

Managing payments in a shared services model presents challenges such as integrating diverse systems and managing cross-border regulatory compliance. However, it offers opportunities like cost reduction through centralization and improved efficiency by standardizing processes. Effective management involves balancing these aspects to optimize financial operations.

Question 48

If you could redesign one aspect of the P2P process in your current or last role, what would it be and why?

Accepted Answer

I would redesign the supplier onboarding process to make it more automated and data-driven. In my last role, this process was manual and time-consuming, leading to delays and errors. By implementing an automated system that includes AI-driven document verification and streamlined communication channels, we could significantly reduce the time to onboard new suppliers, enhance accuracy, and improve supplier relationships.

Question 49

Have you worked with AI or robotic process automation (RPA) tools in P2P—what was the impact?

Accepted Answer

Yes, I have worked with RPA tools in the Procure-to-Pay (P2P) process. Implementing these tools significantly improved efficiency by automating repetitive tasks such as invoice processing and matching, which reduced the processing time by 30%. Additionally, it minimized human errors, leading to more accurate financial records and allowing the team to focus on more strategic activities.

Question 50

What innovations or trends do you see shaping the future of P2P or payment operations?

Accepted Answer

I see digital currencies and blockchain technology revolutionizing P2P payments by enhancing security and reducing transaction costs. Real-time payments are increasingly expected by consumers, driving innovation in speed and efficiency. Additionally, AI and machine learning are being integrated to improve fraud detection and personalize user experiences in payment operations.

Procure-to-Pay (P2P) / Payments Team Interview Q&A

A. P2P Process Overview & Risk Management

Q1: In your experience, how do breakdowns typically occur in the P2P cycle, and what controls do you implement to prevent them?

Q2: Can you walk me through the entire Procure-to-Pay cycle, including key steps and stakeholders involved at each stage?

Q3: Describe how the payments function interfaces with procurement and general ledger teams—how do you ensure smooth coordination?

Q4: What metrics or KPIs do you track to assess the efficiency and effectiveness of the P2P process? Please explain how you use these to drive improvements.

Q5: How would you structure the P2P process for a global organization with decentralized procurement?

B. Invoice Processing & Matching

Q6: How do you handle partial deliveries and invoice mismatches—especially when goods are received over multiple dates?

Q7: Share an example where you identified a duplicate invoice or payment—how did you detect it and what corrective steps did you take?

Q8: What is your approach to processing non-PO invoices—what are the risks and how do you control them?

Q9: Explain how you handle three-way matching in practice—what steps do you follow, and how do you handle discrepancies between PO, GRN, and invoice?

Q10: What thresholds or tolerances do you set in the system for invoice matching, and how do these impact exceptions management?

C. Vendor Management & Payments Execution

Q11: Explain how you structure payment terms with vendors—how do you decide when to use early payment discounts vs. standard terms?

Q12: What steps do you take before releasing a large payment run—how do you ensure accuracy and avoid duplicate or unauthorized payments?

Q13: How do you manage vendor queries regarding delayed or disputed payments—can you describe a situation where you resolved such an issue effectively?

Q14: What process do you follow to onboard new vendors and ensure vendor master data integrity?

Q15: How do you handle urgent or off-cycle payments, and what approval protocols do you follow?

D. Reconciliations & Financial Controls

Q16: How do you reconcile vendor statements with internal records—what is your process and what challenges do you typically encounter?

Q17: Describe a specific situation where you found discrepancies in AP to GL reconciliation—what were the root causes and how did you resolve them?

Q18: Can you walk me through how you perform an Accounts Payable sub-ledger to General Ledger reconciliation?

Q19: What controls do you have in place to ensure timely AP accruals at month-end or year-end?

Q20: How do you prepare for internal and external audits in the payments process—what documentation and control evidence do you provide?

E. Systems Proficiency & Automation

Q21: Explain how you set up automated workflows for invoice approvals and payment processing—what challenges have you encountered?

Q22: What types of validations and exception reports do you run in the system to detect anomalies in payments?

Q23: Describe a situation where automation significantly improved efficiency or reduced errors in your P2P process.

Q24: What ERP systems or tools have you used for managing P2P activities? Can you provide examples of tasks you've automated within those systems?

Q25: How do you manage user roles and access control within payment systems to ensure segregation of duties?

F. Cash Flow & Treasury Coordination

Q26: Describe how you calculate and report Days Payable Outstanding (DPO)—what does this metric indicate about a company’s financial health?

Q27: How do you handle payments in foreign currency—what steps do you take to manage FX risk and ensure accurate settlements?

Q28: How do you prioritize payment runs to manage cash flow effectively while meeting vendor terms?

Q29: What is your process for communicating payment forecasts to treasury teams—how do you ensure alignment?

Q30: Describe a time when poor payment scheduling caused a cash flow issue—how did you correct and prevent recurrence?

G. Compliance, Controls & Fraud Prevention

Q31: Share an example where you identified potential fraud or error in a payment—how did you detect it and what steps followed?

Q32: How do you handle blocked or disputed invoices—what resolution process do you follow and who is involved?

Q33: What is your process for ensuring that all payments are supported with proper documentation and authorization?

Q34: Describe how you manage compliance with tax requirements (e.g., TDS, GST, VAT) in vendor payments.

Q35: How do you ensure that all payments comply with SOX/internal control requirements—what controls do you test regularly?

H. Problem Solving & Continuous Improvement

Q36: Describe a process improvement initiative you led or contributed to in the P2P function—what was the result?

Q37: A vendor claims non-payment despite your records showing payment was made—how would you investigate and resolve this situation?

Q38: Your team is under pressure with a backlog of invoices—how do you prioritize and resolve the issue?

Q39: How do you investigate recurring payment exceptions—what tools or data do you use to perform root cause analysis?

Q40: Describe a challenging month-end close from a P2P perspective—how did you manage and deliver on time?

I. Team Fit, Communication & Ethics

Q41: Share an example of how you handled a conflict or miscommunication with procurement or vendors.

Q42: How do you stay current with P2P best practices, systems, and compliance requirements?

Q43: How do you ensure attention to detail and accuracy in high-volume payment environments?

Q44: How do you balance speed and control in processing urgent payments?

Q45: What ethical standards guide your decision-making in handling financial transactions?

J. Innovation & Strategic Perspective

Q46: How is ESG compliance influencing procurement and payment decisions in your experience?

Q47: What challenges and opportunities arise when managing payments in a shared services/global business services model?

Q48: If you could redesign one aspect of the P2P process in your current or last role, what would it be and why?

Q49: Have you worked with AI or robotic process automation (RPA) tools in P2P—what was the impact?

Q50: What innovations or trends do you see shaping the future of P2P or payment operations?