Treasury has an opportunity to think beyond traditional metrics like days sales outstanding (DSO) or forecasting accuracy. For example, measures of time allocation in treasury would help identify opportunities for process improvements to drive greater productivity, while engagement metrics around professional development, success, and goals would help keep treasury accountable for growing skills that add value for the organization.

Other possible indicators of treasury's success might include measures related to accounts payable (A/P) discounts, the frequency and cost of different kinds of payments, cash application effectiveness, and a quantification of the efficiency of cash forecasting.

Managing treasury to impact metrics will improve the value that treasury offers to customers and improve the productivity of employees, both of which drive treasury success by maximizing the impact that treasury has on the bottom line.

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