The Accounts Payable Process

All businesses, no matter their size, have bills to pay. The larger the business, the more formal the accounts payable process tends to be. That doesn’t mean small business owners can’t benefit from a formal accounts payable process. Too many “fake” bills are being sent, and all businesses should have safeguards in place. Let’s take a look at the workflow of accounts payable to see where we can put some controls in place to protect your hard-earned money. 

Purchase Order

A good first step is to initiate a purchase ordering process. All spending over a certain amount, such as $500, should require pre-approval from a manager or officer of your company. This can take the form of a purchase order. 


A purchase order (PO) is simply a pledge on the part of your company to purchase an item or group of items from a particular vendor. It should include the vendor’s information, the item(s) and quantities, the price that the vendor has agreed to, and who initiated and approved the proposed purchase. It will look similar to an invoice, but it’s not an invoice and should be appropriately marked. 


If the price is not standard or the items are custom, there may be an estimate from the vendor that documents the price on the purchase order. The estimate document is written by the vendor, while the purchase order is originated by your company.


While the purchase order is important, it does not create any entry on your accounting records, as no transaction has taken place yet.

Invoice

The invoice is the documentation of the purchase with a request for payment and is created by the vendor you are obtaining goods or services from. It should be recorded on your accounting books once it is received from the vendor. 


The invoice should be matched with the purchase order, checking to see if each item, quantity and price match the same on the purchase order. Any discrepancies should be explained. 


The timing of the invoice can vary. It may be received before or after you actually receive the goods or services that it covers. 


The invoice should not be paid yet (unless prepayment is required). We’ll cover that in a minute.

Packing Slip

If the goods you have ordered are physical and are to be shipped to you, then there will usually be a packing slip or shipping document included in the shipment. The shipping document will have quantities, but may not have prices. The document should be matched with the actual items received and any shortages or overages should be noted. 


A process to stock the items into your inventory should then occur. A transaction should be entered into your system to increase inventory for the goods you receive.


The (corrected) packing slip should be matched with the invoice to make sure everything on the invoice was received. If there is a discrepancy, it should be noted. 


Items may come in a later shipment if they have been back-ordered. You’ll need to set up a process for that, noting it on the appropriate documents. 

Approvals

As you can see, a couple of processes need to be put into place. There should be a process for each document listed above. There should also be a process for matching the documents, and there should be a process for when there are discrepancies. Last, there should be approval processes all along the way. 


Your workflow may vary from the one listed above, depending on the order the documents are received and when payment is required. You may even have a different workflow for different vendors. 


Once the purchase order, shipping document, and invoice have been matched and corrected, it’s time to get them approved for payment by the appropriate level of management that you desire. This is something you’ll want to set up in advance: which of your employees can spend and approve what amounts.

Payment 

Once your invoice is approved, it is time to look at the payment terms, noting when payment is due. It can then be set up to be paid. This can be done inside a system, using a company credit card, sending a bank transfer or wire, or writing, signing, and mailing a manual check. 


Payment affects your books as well, so an entry should be made when payment is issued. 

Workflow

A great accounts payable workflow will protect your company from unauthorized payments, missing items, and even hasty purchasing decisions. There are also many accounts payable systems to support the automation of many of the steps, but don’t forget you still need to set up the processes so they work for your company and the vendors you use. 


As always, if you need our recommendations, we’d be happy to help. 

Our Latest Insight


By Alisa McCabe March 27, 2026
The Hidden Cost of Poor Income Categorization Many business owners overlook a critical distinction between revenue growth and profit visibility. A coaching business that expands into digital courses might celebrate new revenue, only to discover later that customer acquisition costs for the course channel exceed those for one-on-one services by 300 percent. Without tracking multiple streams of income separately, this inefficiency remains invisible until it's already consumed months of resources. Payment processors compound this problem. Payment platforms often batch deposits from multiple sources into single transfers. Marketing expenses, software subscriptions, and fulfillment charges blur together in expense accounts. The result: financial statements that show impressive top-line growth while actual profitability deteriorates undetected. Expense allocation errors are particularly insidious. When a single advertising campaign drives sales across three revenue channels, business owners often make a false choice: assign the entire campaign cost to one channel, or divide it equally across all three. Both approaches distort reality, preventing accurate comparison of which channel actually generated the best return on that investment. multiple income streams Designing a Financial Architecture for Clarity Sophisticated businesses separate income sources at the categorization level, not just in monthly reports. This means distinct income accounts for each revenue channel. Consulting fees, product sales, course revenue, subscription income, and affiliate earnings each occupy their own account. This granular approach serves multiple purposes beyond simple tracking. It enables accurate gross margin analysis for each channel. A high-revenue offering might carry dramatically different profit margins than a lower-volume stream. Without this distinction, margin improvements in one area mask deterioration in another. Monthly profit and loss statements should break down revenue, direct costs, and allocated overhead by channel. Direct costs attach to specific streams: fulfillment expenses for physical products, hosting for digital courses, or subcontractors for consulting projects. Allocated overhead requires more thoughtfulness. If you spend $3,000 monthly on business insurance that protects all operations equally, you might allocate proportionally to each channel based on revenue percentage. This structured approach transforms accounting from a compliance burden into a strategic tool. Entrepreneurs can identify which channels justify expanded investment and which consume attention without generating proportional returns. The Strategic Evaluation Framework for Multiple Streams of Income Armed with accurate financial data, you can make informed decisions about which streams of income deserve continued development. Performance evaluation should consider not just revenue, but also: Growth trajectory Profit margins Scalability, and Alignment with your long-term vision A channel generating consistent revenue with minimal oversight warrants different treatment than one requiring constant attention for modest returns. Similarly, high-margin offerings deserve different strategic prioritization than high-volume, low-margin streams. Sometimes the best decision is discontinuation. Eliminating underperforming offerings frees resources, reduces administrative burden, and allows focus on your strongest opportunities. Build Financial Clarity That Supports Growth Whether you operate two revenue channels or ten, financial clarity remains non-negotiable. The complexity introduced by multiple streams of income isn't solved by working harder or hoping for better results. It's solved through intentional structure and consistent execution. First Steps Financial helps entrepreneurs strengthen their financial systems through fractional bookkeeping and financial consultation services designed for growing organizations. Clear reporting and organized accounting structures provide the insight needed to manage expanding revenue streams with confidence. If you want greater clarity around your income channels and accounting structure, connect with us to start building a system that supports your growth.
By Alisa McCabe March 9, 2026
What Are Lagging Indicators? Lagging indicators measure results that already occurred. They confirm outcomes after decisions have played out, making them useful for evaluation and reporting. Common examples include: Net profit or loss Historical revenue growth Accounts receivable aging Customer acquisition cost calculated after campaigns conclude These figures are concrete and easy to pull from records, which makes them popular during reviews or planning sessions. Their strength lies in clarity. They show whether goals were met and whether strategies delivered results. Their weakness is timing. Once the numbers appear, the opportunity to influence them has passed. Adjustments based on these readings affect future periods, not the one already closed. What Are Leading Indicators? Leading indicators focus on signals that suggest what may happen next. They do not guarantee outcomes, yet they provide early insight into momentum and risk. Examples include: Sales pipeline value Website traffic paired with conversion behavior Engagement trends Cash flow projections Quote-to-close ratios These measures require consistency and discipline, since they depend on timely updates and thoughtful interpretation. Their advantage is foresight. They give leaders room to respond before challenges escalate. Their limitation is complexity. Tracking them takes effort, and interpretation can feel less certain than reviewing completed results. Why Small Businesses Need Both Lagging measurements validate whether a plan was successful or not. They answer questions about effectiveness and efficiency after the fact. Leading signals provide the chance to adapt sooner. They highlight potential shortfalls or opportunities while there is still time to act. Using both creates balance. One confirms reality, while the other shapes preparation. Together, they support steadier decisions and reduce surprises. How to Get Started Begin by identifying two or three lagging results that reflect success in your industry. Choose figures that clearly connect to sustainability and cash health. Next, select two or three leading signals that influence those outcomes. For example, if collection timing affects cash availability, monitor invoice trends and projected inflows. Use tools like QuickBooks Online or customized dashboards to keep information visible. Schedule regular reviews weekly or monthly and commit to acting on what you see. Consistency matters more than volume. Turn Leading vs Lagging Indicators Into Action Understanding which signals matter is one step, but interpreting them accurately and applying them consistently is another. At First Steps Financial, we help organizations connect financial metrics with daily decisions through fractional bookkeeping and consultation. Our role is to guide you toward clarity, not overwhelm you with data. If you want support setting up meaningful indicators and using them with confidence, let’s chat.
By Alisa McCabe February 24, 2026
Defining Roles, Authority, and Accountability Partnerships struggle most when responsibilities overlap or remain vague. Each participant should understand their scope of authority, operational duties, and decision-making rights . Consider how daily choices will be handled. Determine who oversees operations, who manages finances, and who represents the organization externally. Clarity supports efficiency and reduces friction. Written definitions also help when circumstances change. Growth, staff additions, or market shifts can test informal arrangements, while documented expectations provide stability. Capital Contributions and Ongoing Commitments Money is often the most sensitive topic in any business partnership agreement. Initial contributions should be clearly documented, including cash, assets, or services provided at the start. Equally important is understanding future commitments. Decide how additional funding needs will be handled. Will partners contribute proportionally, seek outside financing, or pause expansion plans? Addressing these questions upfront avoids resentment and protects working relationships. Transparency around financial considerations builds confidence and aligns priorities. Profit Sharing, Draws, and Cash Flow Planning Sharing profits seems simple until timing and distribution enter the conversation. Agreements should outline how earnings are allocated, when distributions occur, and what happens during lean periods. It is also wise to distinguish between compensation for active involvement and returns on ownership. Mixing the two can cloud performance discussions and strain cash availability. Clear policies help ensure stability, especially when one partner depends more heavily on income from the organization than another. Exit Paths and Conflict Resolution Even strong partnerships can change over time. Planning for exits does not signal mistrust. It reflects foresight. Outline how ownership transfers occur, how valuations are determined, and what triggers a buyout. Include processes for resolving disputes without disrupting operations. Having a roadmap for difficult scenarios protects both the investment and the people involved. Turning Planning Into Financial Clarity A strong business partnership agreement is more than a legal formality; it's an investment in your business's future and the relationship at its core. The effort you invest in planning now pays dividends through smoother operations, fewer misunderstandings, and stronger trust between partners. However, partnership agreements don't exist in a vacuum. They need to align with your actual financial realities: cash flow patterns, equity structures, and long-term sustainability goals. At First Steps Financial , we help businesses gain financial clarity through fractional bookkeeping and financial consultation services. We’ll navigate the numbers so you can focus on running your business and building a solid partnership. Let's connect.

CONTACT US

Contact Us