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Between 1994 and 2003, Lafarge North America was in a growth mode. Through a series of acquisitions, some quite sizable, the Herndon, Va.-based building materials supplier managed to more than triple its revenues, topping $4 billion by the end of 2002. Kudos perhaps, but now its finance executives faced a real challenge: How do you assist a suddenly large global organization–with treasury in one location, accounting at another and field operations at a third–to operate efficiently and cost effectively?

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