For a business, knowing and optimizing the operation of your document processes is the only way to monitor progress, measure performance, and improve the performance of your production processes at any level. The password is to simplify data flows, which are a real asset made available to organizations by new technologies. Let’s start by proposing a process definition: an activity system that uses resources to transform input elements into output elements (with added value). In a well structured enterprise, processes – in the most generic sense of the term – should always be mapped and documented. Everything must be similar to a process: from repetitive activities to those that require more creativity (typically strategic or managerial activities). Processes are, however, always accompanied by the data they are acting on and by which they are monitored, so a true process reengineering in a company involves three fundamental steps. The first is mapping of processes as currently implemented. The second is the correct analysis of the actors involved, the decision points, and the activities that are performed on a serial basis. The third is a proposal for new flow of actions obtained with the optimization of the actors involved and the parallelization of the serial activities. During these steps, at a time, there will always be data processed by the processes and, therefore, their proper processing – understood as production, management, sharing and protection – becomes crucial to talk about reengineering processes. Of all this, all the documents are part of these data, which often represent the entire company information asset. Know your own document processes and have a true mapping, and as far as possible detailed, is a way to proceed with their reengineering in order to move from a current situation (as it is) to the desired situation (as to be).
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First, it is indispensable to have a model, map, which accurately describes what is really happening, what is the flow of data and how people work within the organization, bearing in mind that reengineering can lead to changes Even on the same organizational structure, for example in Industry 4.0 optics. Another fundamental step: processed data and documents must be in a digital format that allows information sharing, real-time exchange, timely tracking of activities and, consequently, parallelization of a series of sequential procedures or activities or otherwise Strongly interdependent. Then it becomes necessary to digitize the processes. The same approach should also be used for electronic B2B invoicing, which should not be seen as just an XML file to be sent through the interchange system and subsequently to be retained as a regulatory obligation: the correct approach is always to digitize the process. Only in this way can the real benefits of electronic invoicing be enhanced for companies, professionals and public administrations. The invoice is transversal to many processes in the business, for example, to a business offer or an order that then comes to an electronic invoice, or to all e-mails, information, systems that handle data that are then billed and made computerized. This much broader approach allows us to observe how electronic invoicing to a customer or public administration can be integrated into a complex system formed by all stakeholders engaged in billing flow and information systems (CRM, management, marketing platform ), With the involvement of all the documents and information the enterprise manages. I’m sure most readers still have a hybrid, somewhat digital and somewhat analogue-like system, and maybe they see the electronic invoice like that damn XML file that takes time away from the comfy PDF file. However, I think it is useful to take advantage of the opportunity represented by the law that encourages electronic B2B billing to undertake a complete digitalization path, which leads to dematerializing not just a simple document, but the whole process.