Procure To Pay Process Example Essay

Everything comes at a cost. From your Netflix subscription to the pen that keeps getting lost at your desk, every good or service has a value. Naturally, it explains why everything comes at a price. Companies must charge for the materials and services used to create the final product, and a little more to ensure a return on investment of raw goods. In the B2B world, this process is better known as procure to pay.  

What is Procure to Pay?

The procure to pay cycle, sometimes known as purchase to pay, is a system that combines numerous finance department functions into one process. Most responsibilities in the purchase to pay cycle include:

  1. Supply management – The process of connecting to and managing supplier relationships for the purpose of ordering.
  2. Requisition – The process of formally ordering a product for fulfillment.
  3. Purchaseorder – Creating a formal order document which contains specific order quantities and requirements.
  4. Receiving – Accepting the physical shipment and entering the accepted order into inventory, tracking, and accounting systems.
  5. Invoicereconciliation – Comparing the invoice to the purchase order to ensure all costs and charges are as expected.
  6. Accountspayable – The final step in the procure-to-pay process is focused on approving the purchase order for payment, sending the payment, and entering the payment into accounting systems.

Tech is Transforming the Procure to Pay Process

Some companies still handle check cutting,invoicing, and other purchasing processes manually. On the other hand, modern businesses are relying on tech to save time and money. Digital processes have many benefits including better shareholder value and purchasing experiences for vendors and suppliers.

The procure to pay process includes many functions, such as invoice reconciliation from accountants and the finance department. Supply chain teams are tasked with managing inventory and vendor relations. On the other hand, the finance department manages the budget and payment methods. With such distributed management, companies are spending over $10 per invoice in the procure to pay cycle.

There’s a big difference between companies that automate procure to pay and companies that stick to the Stone Ages. According to CFOmagazine, the average cost per invoice processed ranges from $4.98 per invoice for top performers and $12.44 per invoice for bottom performers. The goal of every procure to pay process is to purchase raw materials for production as quickly and efficiently as possible. Teams strive to get the goods into the hands of the right people without delay. The small details make a big difference, and should be treated with care; otherwise, expenses can balloon out of control while efficiency plummets.

According to the Tungsten Network Global Study, manual procure to pay processes are inefficient and troublesome due to obstacles such as high volumes of invoices, manual approvals and exceptions, and supplier requests. According to the study, more than 125 hours and $171,340 are wasted annually due to manual procure to pay issues. It’s time for businesses to make the switch to tech in order to get the biggest bang of their bucks.

According to Raj Aggarwal, Director of Product Marketing and Analyst Relations at JAGGAER, “Procure to pay helps reduce errors and improve efficiency by linking the entire process under one system.

Withoutautomation, it’s evident that the procure to pay processes can be very tedious, slow, and labor intensive. Manually organizing invoices and purchase orders wastes hours and trees, and that doesn’t include payment processing. Keeping track of all of these responsibilities manually comes with human errors, missed discounts, and lack of big data to make informed decisions on strategies and spending.

Aggarwai shares a key point that procure to pay is “all about getting rid of paper, automating, and getting more efficient.”

Procure to pay processes should do more than streamline the tedious process. Automating P2P processes provide support for purchasing and vendor decisions for the finance department and the business. In a recent study, GEP highlighted the number one benefit of automating procure to pay.

“A key benefit of automation is the ability to track detailed data on spending trends throughout the organization.”

Having quantitative and qualitative insight into procure to pay processes and purchases improves cash flow and effective spending without the worry of manual errors or oversights.

Understanding the Purchase to Pay Flow vs. Source to Pay

When setting up a procure to pay system it is important to note that while sometimes erroneously interchanged, source to pay and purchase to pay are not the same.

The purchase to pay process flow starts with the procurement process. This assumes that the vendor relationships are already in place. Some companies that create new and unique products regularly benefit from a source to pay system that includes strategic sourcing, requests for proposals (RFPs), and more.

In many industries, a strategic sourcing team works with vendors to manually fill each raw material and inventory need. With source to pay, much of that process is streamlined and automated.

Cloud or Internal ERP Implementation for Inventory Management

It’s tough to keep track of piles of paper for inventory management, but an Enterprise Resource Planning (ERP) with procure to pay and inventory management is the modern way of managing and monitoring products. A procurement manager can simply log in to view inventory by location and make the right purchasing decisions, thereby ensuring the company’s working capital is being deployed well and products are being turned into profits.

Companies have several options to host an ERP system or procure to pay system. Today, buyers are investing in a modern, digital integration to buy, install, and maintain expensive servers to house the system.

Cloud ERP implementation has emerged with big benefits, power, and security of colocation without the hefty price tag. Sometimes the ERP is already hosted as a Software-as-a-Solution (SaaS) product. Other times, the ERP can be operated using the cloud, such as Amazon Web Services (AWS) or Google Cloud. With cloud computing, costs are elastic and move with your storage, processor, and other resource needs.

Aggarwal explained that companies with major security concerns may want a customized, self-hosted ERP. “Customizing ERP is very expensive, but can meet very specific business needs,” he stated. However, if the company is not handling extremely sensitive information, the cloud can be a better option. Aggarwal says: “In the last three years there has been a big movement toward the cloud.”

The market for this type of SaaS solution is booming.According to Nate Clark and Donald Dawson at Supply & Demand Chain Executive, the overall market for SaaS spending is expected to exceed $78 billion annually, while traditional ERPs will decline to $15 billion per year. With so much money on the line, leaders across IT, procurement, and finance must join forces to implement the right procure to pay system effectively. Many companies choose to integrate an ERP that includes procure to pay capabilities. They often install and roll out the system for all company functions at once. In other cases, a company will deploy the ERP to specific parts of the company and may continue to migrate and add features over time.

From a short-term cost management perspective, it is much less expensive to do a small ERP deployment and then use it for a few tasks and processes. This myopic view, however, can lead to big frustrations for the employees working with the system and ultimately lead to a higher long-term cost when systems are migrated and integrated. Going all in at once is a larger risk and has a higher upfront cost, but offers the biggest opportunity for a successful transition.

Doing a partial implementation of a procure to pay flow can lead to a productivity increase, but it can also lead to frustrations and headaches. The entire reason to use an ERP is to bring all of those procure to pay features under one system. If a company is not implementing a full ERP solution, it could ultimately be creating more work as each step of the process must be rebuilt from scratch.

The Art of Procurement and Managing Director of Palambridge, Philip Ideson, believes that the cloud is where the industry is headed. As the founder of his on-demand strategic procurement startup, Ideson cautions businesses when integrating a SAAS solution with use internal systems as solutions. “The danger is for companies who may have built their own internal infrastructure that needs to integrate with a cloud-based solution,” he says. In these cases, if the cloud provider upgrades the system, it could risk breaking custom integrations.

Bringing the Purchase to Pay Flow Under One Roof

As the B2B World adapts to new tech, there are many solutions for digitizing procure to pay processes. Procure to pay strategies are not “one size fits all.” Each company has different needs for payment methods, approvals, and exceptions. It’s important to know what to look for in a solution so that it best serves the needs of the business. The purchase to pay cycle includes many responsibilities for finance departments to effectively manage spend and purchases.

Procure to pay software unites each of these functions under one primary computer system. This allows everyone involved to have instant access to information about any purchase no matter its status in the procure to pay process flow. But according to a recent survey conducted by Software Advice, a subsidiary of IT consulting firm Gartner, 44 percent of companies use multiple systems for enterprise management, while only 34 percent have implemented an enterprise-wide solution.

In a recent Chron article, the direction of supply management became clear for the B2B World to see. In order to keep up with the times, supply management for businesses is migrating to the Internet. Suppliers understand that buyers are searching high and low for the best deals on products.

“Suppliers are interested in having a high, predictable sales volume, while purchasers are looking for a reliable, low-cost source.”

Real-time inventory updates, prices, and offers available online 24/7 creates an intense competition in the B2B World. This easy access to product information can be a headache of information overload.

Improve Order and Payment Accuracy

When it boils down to ordering and payment processing, it’s critical to get it right the first time. Order errors are common with manual procure to pay processes. Sometimes an employee orders the wrong item or too many items and doesn’t bother with a return because of the inconvenience and expense. Companies that run manual accounts payable processes are at risk to miss payments, resulting in pay missed and late payment charges, or accidentally send duplicate payments or incorrectly payments.

Supply chain and finance departments implement purchase to pay systems for one, clear purpose: efficiency. Companies that run manual accounts payable processes are at risk to miss payments, resulting in pay missed and late payment charges, or accidentally send duplicate payments or incorrectly payments. With procure to pay, says Aggarwal, “wrong data from manual processes can be corrected” before the problem even occurs.

The Tungsten Network study pointed out that 64% of 400 surveyed professionals agreed that late P2P payments are due to slow processes. Other late payment factors include errors and manual processes instead of automation.  

Every dollar is important to your business. Each return is worth the hassle if it will put dollars back in the bank, but oftentimes those money-saving tasks are not executed by employees. While workplace rules and company culture can help offset some of those losses, a quality procure to pay process can greatlyhelp eliminate wasteful spending.

It’s a challenge to quantify wasteful purchasing, particularly as organizations grow larger and have more people involved in the procurement and purchasing process. But don’t discount the likelihood of wasteful spending taking place. Even with the best team, there is almost always an opportunity to save through better controls and systems.

Blockchain is the New Building Block

Blockchain is the disrupter of the P2P process. The best way to define it is a list of secure online transactions stored via a database. Think of a secure, online folder that stores all of the receipts for a big project. You’ll have the cost, date, purchasing information, and some notes. You cannot change your receipts, but they’re always there for your reference.

Likewise, Forbes finds that blockchain will solve many of the problems businesses face. Businesses are using blockchain to improve accountability, increase visibility, and track purchase costs to monitor ineffective spend. The article highlights that a variety of applications, platforms, and partnerships are making their way to the blockchain evolution quickly. In fact, IBM recently made a striking move to change the game for blockchain.

“IBM is working with seven European banks to develop a blockchain platform, and the R3CEV consortium was formed to advance the blockchain technology.”

This new addition to P2P has changed the payment game for companies by providing transparency and security. Accenture sees this technology platform as disruptive and impactful to the finance industry according to a recent release.

“Blockchain technology would help increase trust among clients and vendors through shared public IDs, simple and fair referral mechanisms and ratings/score assigned to all market players based on the quality of the goods, reliability in delivery of timely payment of invoices.”

Adopting blockchain is the must-have service for businesses to form data and analysis around vendors and product purchases. Keeping a record of all transactions, forms, agreements, and conversations only strengthens your company’s P2P and B2B processes.

Procure to Pay Solutions Save Time, Money, and Resources

William Michels, a supply chain consultant with over 30 years of industry experience and co-author of Transform Your Supply Chain: Releasing Value in Business, believes that purchase to pay is going to be necessary for businesses looking to thrive and expand. “Businesses won’t be able to survive without a good procure to pay system,” he says.

Procure to pay systems are powerful, flexible systems that can help a business manage its procurement and accounts payable systems and everything in between. While there are some costs and challenges involved with transitioning to procure to pay, the long-term savings from added efficiencies, better inventory management, and reduced procurement-related waste add up fast.

To help decide if a procure to pay system is worth the cost, look at your current procurement budget end to end. Include every aspect of the P2P cycle in your calculations. What would your savings be if you could cut those costs by 5 percent across the board? What about 10 percent or 15 percent?

Companies might ask: How can we afford procure to pay?

But a better question prevails: How can we afford not to have it?

While it’s a costly and expensive endeavor to initiate, procure to pay offers countless benefits and very few drawbacks. If your business is not already utilizing procure to pay, it’s time to get started.


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Table of Contents


Procurement Cards


Approved for Payment Requisitions/Purchase Orders for Prepayments

Requisitions for Standing Purchase Orders

Fixed Asset Acquisition Coding



Solicitation Process

Invoice Formats

Regular Invoices

Payment Request Invoices

Payments of Invoices Processed Without an Actual Payment Request with No Dollar Limit

Required Documentation for Reimbursement

Pick-Up Checks

Rush/Priority Designation

Check Printing


Products and services may be purchased through the use of a departmental procurement card coordinated by the Office of Procurement Services, requisitions submitted to the Office of Procurement Services, or a Payment Request Form submitted to Accounts Payable.

Travel expenses may also be reimbursed through a Travel Expense Report.


  • See the Financial Services website.
  • See the Office of Procurement Services website.

Procurement Cards

  • Departmental procurement cards issued by the Office of Procurement Services may be utilized for purchase transactions for approved categories in amounts of $3,000 or less. Transactions may be made for up to $5,000 monthly.

    Expenditures for items that are over the threshold may be approved by the Director of Procurement Services by placing a request through the Procurement Card Coordinator prior to the transaction.

Allowable Purchases

  • Advertising including job posting in newspapers/magazines/online, et cetera
  • Automotive purchases including maintenance, repairs, car wash, et cetera. (University vehicles only)
  • Cameras, Camcorders, and other Audio/Visual equipment
  • Cleaning and dry cleaning services
  • Commodities on Contract
  • Conference registration fees, seminar fees, including webinars
  • Copier maintenance agreements
  • Custodial supplies
  • Electronic data processing supplies
  • Food if above $100 with appropriate waiver forms (Additional guidelines are available in the procurement card website.)
  • Foundation funded purchases: Expenses can be allocated to Foundation funded budgets, excluding budgets for scholarships, insurance proceeds and capital projects.
  • Freight and expedited (overnight) shipping charges
  • Microwave ovens
  • Operating and maintenance supplies including paper towels, facial tissue and other cleaning supplies
  • Printing and photography supplies
  • Professional memberships, subscriptions and dues
  • Publications and Journals
  • Printers, scanners and fax machines
  • Refrigerators and Freezers
  • Small tools
  • Software (excluding Adobe, IBM, Microsoft and VMware)
  • Shelving Storage- Open air
  • Tablets, Notebooks, Netbooks, Personal Digital Assistants
  • Technical and specialized supplies
  • Televisions
  • Trophies, medals, plaques and ribbons
  • Travel
    • Airfare-including checked baggage
    • Lodging- Room (including tax) and Parking
    • Airport shuttle to and from hotel
    • International Airfare-including Passport fees and Visa fees
    • Group Travel
    • Train-Intercity
    • Bus-Intercity
  • Used parts and equipment

Unallowable Purchases

  • Adobe Incorporated
  • Alcoholic beverages
  • Apple Incorporated (refer Apple policy for purchasing guidelines)
  • Bookstore purchases and any transaction within the university that should be on a budget transfer
  • Fixed Assets
  • Cash advances
  • Certified Professional Secretary Exam
  • Coffee and other supplies related to coffee including coffee powder, coffee maker, et cetera
  • Computers, Laptops and Monitors
  • Construction, renovation, or installation
  • Dell Incorporated
  • Fiscal Responsibility: Non-allowable expenses per the Fiscal Responsibility Policy
  • Furniture
  • Gasoline or fuel of any kind
  • Gifts including gift cards/gift certificates
  • HON Company Incorporated
  • Hospitality or entertainment
  • Insurance Payments: Professional liability insurance payments for faculty, students or staff
  • International vendors
  • Leases and rentals of facilities/space includes park pavilion
  • Lunchroom supplies (paper plates, bowls, forks, knives, spoons, et cetera)
  • Personal use items
  • Postage stamps
  • Printing services
  • Purchases involving trade-ins
  • Purchases that by-pass or circumvent existing procurement or payment procedures
  • Purchases that require a contract and/or agreement to be signed
  • Services (consulting, insurance, professional services, independent contractor, et cetera)
  • State sales tax
  • Telecommunications services and equipment including cellular telephones, headsets, pagers, et cetera
  • Travel
    • Travel insurance/Travel protection plan
    • Rental car

    • Taxi/Cabs

    • Lodging charges including Wi-Fi/Internet access, Mini bar, Resort Fees, Room service/Meals, Telephone charges, Valet Service
    • Train-Intracity, Subway/Tram/Metro
    • Bus-Intracity
  • Weapons, ammunition
  • Website hosting or domain name registration


  • Requisitions issued to the Office of Procurement Services shall be utilized for requesting purchases of $3,000 and above, and for amounts under $3,000 in those instances where the procurement card may not be used. Prepayment requests and requests for standing purchase orders may also be issued through a requisition.

    An evaluation will be made to consider utilizing an existing contract, or to consider issuing a Request for Proposal (RFP) or Request for Quotation (RFQ), per bidding guidelines before executing a purchase order. Payment Request Forms should be used when submitting an invoice for items purchased by a department other than the Office of Procurement Services.

Approved for Payment Requisitions/Purchase Orders for Prepayments

  • Requisitions for the prepayment of goods or services may be submitted with an original invoice, vendor registration form with W-9 information for new accounts, and other supporting documentation to the Office of Procurement Services. An approved for payment purchase order will be issued to Accounts Payable to authorize the processing of a payment.

Acceptable Examples

  • Advertising
  • Application fees, with copy of application, contact, and invoice
  • Athletics game guarantees and service contracts
  • Background checks
  • Consulting
  • Courier fees
  • Deposits
  • Event guarantees for banquets, disc jockeys, entry fees, field trips, rentals
  • Food services (with food service waiver when appropriate)
  • Independent contractors
  • Insurance
  • Licensure
  • Maintenance agreements
  • Membership dues
  • Performers, unless a non-Missouri resident and subject to a two percent entertainer’s tax. A Payment Request Form is required for non-Missouri resident performers.
  • Registrations
  • Reservations for travel and conferences
  • Soil testing
  • Subscriptions

Requisitions for Standing Purchase Orders

  • Requisitions should be submitted to the Office of Procurement Services for the issuance of standing purchase orders for recurring payments. Invoices and receiving documentation may then be submitted to Procurement Services to submit to Accounts Payable as needed for payment. Invoices for standing purchase orders issued on behalf of the West Plains campus are to be processed for payment by the West Plains campus.
  • Competitive solicitations in the form of Request for Quotation (RFQ) or Request for Proposal (RFP) shall be considered by the Office of Procurement Services for purchases in the amounts of $3,000 through $10,000, and are required for all amounts of $10,000 or above. A requisition that may include a suggested vendor shall be issued to the Office of Procurement Services, and an award will be made per the bid. See Solicitation Process below.

    Procedures may be referenced on the Office of Procurement Services website:

Fixed Asset Acquisition Coding

Departments are to code fixed asset acquisitions on requisitions. Where needed, coding changes may be made by Financial Services. Requisitions may not be split funded between fixed assets and non-fixed assets. Requisitions requiring split funding will be denied and will have to be re-entered by the department. Note that the Office of Procurement Services does not have system access to enter changes of this type.


All individual equipment, whether obtained by purchase, donation, or other means, with a cost of $5,000 or more and an estimated useful life of more than one year, with the exception of firearms and licensed vehicles which must be inventoried regardless of the acquisition cost, must be tagged by Property Control and recorded in the fixed asset system.

All equipment purchased and recorded by the University must conform to, or be consistent with the following criteria:

  • Original Acquisition Cost: The original acquisition cost is to include the purchase price, cost of all components of the equipment, shipping, handling and/or delivery charges, warranty costs, and installation fees, as may be applicable.
  • Software: Software is not assigned an inventory control number. If it is an integral part of a computer or computer-based system, the cost is included in the acquisition cost.
  • Computers: The purchase price for the computer and all associated components, such as the monitor, keyboard, integral software, speakers, et cetera, is used to determine the original acquisition cost of the computer or system.
  • General Plant Equipment: Equipment that is hard-wired or plumbed into a facility is not assigned an inventory control number. Such equipment is coded to general plant.

Fixed Asset Account Codes:

75000 – Capital equipment – computers (>=$5K)

75001 – Capital equipment – all other equipment (>=$5K)

75002 – Capital equipment –vehicles (>=$5K)

All components of a single piece of equipment must be coded as fixed assets, and therefore will be included in the acquisition cost of the main piece.


Property Control is charged with identifying the equipment to be inventoried, assigning a control number, affixing an inventory control tag, and recording in the Banner inventory control system.

An annual inventory of university equipment is required by the statutes of the State of Missouri (Section 34.125, RSMo). Departments are responsible for accounting for all items purchased by, or transferred to their units.

Solicitation Process

Competitive solicitations in the form of a Request for Quotation (RFQ) or Request for Proposal (RFP) shall be considered by the Office of Procurement Services for purchases in the amounts of $3,000 through $10,000, and are required for all amounts of $10,000 or above, unless an existing previously bid contract is in place, or unless a cooperative contract is being utilized. A requisition that may include a suggested vendor shall be issued to the Office of Procurement Services, and an award will be made per the bid.

Solicitation terms and conditions are to include Federal Transportation Authority (FTA) contract clauses when applicable.

Reference: Procurement Services website.

Single Feasible Source Items

A single feasible source exists when:

  • Supplies are proprietary and only available from the manufacturer or a single distributor; or
  • Based on past procurement experience, it is determined that only one distributor services the region in which the supplies are needed; or
  • Supplies are available at a discount from a single distributor for a limited period of time.

Standard solicitation procedures apply except that the following shall not require a single feasible source justificationor solicitation, and may be paid with appropriate approval:

  • Services of visiting speakers, professors, and performing artists;
  • Works of art and historical items for museum and public display;
  • Published books, maps, periodicals, and technical pamphlets;
  • Regulated utility services;
  • Trial use or testing specific items for suitability;
  • Print, electronic, broadcast and/or other media advertising;
  • Support services for existing systems that have been competitively procured, such as software or copier agreements, or example suppliers such as Blackboard, Simplex-Grinnell, Banner, or Time Management Systems (TMS);
  • Memberships and subscriptions;
  • Travel sponsored by the university, such as student trips/tours and all related expenses, i.e. travel agency, air and ground transportation, lodging, meals, fees, et cetera.
  • Fees for Intercollegiate Athletics, i.e. conference membership dues, game guarantees, et cetera.
  • Sponsored Research.

Invoice Formats

Acceptable Documents

  • Invoices issued in the name of Missouri State University
  • Original, e-mail, or facsimile itemized invoice forms from vendor

Unacceptable Documents

  • Invoices not issued in the name of Missouri State University
  • Statements, not itemized
  • Packing list/loading slip, or bill of lading

Regular Invoices

Invoices for goods and services issued as the result of a purchase order may be submitted to the Office of Procurement Services for a three-way match of the purchase order, invoice, and receiving documentation. Price discrepancies shall be approved and noted by the Office of Procurement Services, and quantity differences shall be approved by the end-user, and confirmed by a change order. Documentation will then be forwarded to Accounts Payable for payment to be issued.

Invoices for West Plains purchase orders generated by West Plains, and for encumbrance purchase orders, i.e. rent of facilities or maintenance and repair agreements with West Plains local vendors, generated by the Springfield campus are to be processed for payment by the West Plains campus. Invoices received by the Springfield campus for such purchase orders will be forwarded to the West Plains campus for processing. Other invoices for West Plains purchase orders generated by Springfield are to be processed for payment by the Springfield campus.

Payment Request Invoices

Invoices for the payment of services or products previously performed orreceived may be submitted via a Payment Request Form to Accounts Payable. Payment can be issued for items up to $10,000. Items over $10,000 will be directed to the Office of Procurement Services for approval, and payment will be issued by Accounts Payable if approval is granted.

Acceptable Examples

  • Advertising for telephone yellow pages
  • Athletics
    • Payments to officials of any dollar amount. Some without independent contractor form before game, form provided after-the- fact
    • Training services and medical payments for athletes
  • Awards, with no supporting documentation, such as homecoming event prize winners, essay contest winners, science fair winners
  • Bookstore special orders, UPS charges, and freight charges of any dollar amount
  • Bursar
    • Voucher payments of any dollar amount, over $1
    • BearPass Card payments of any dollar amount, over $1
  • Capital projects encumbered through Financial Services of any dollar amount
  • Collection filing requests for collection litigation from Financial Services
  • Credits/Overpayments from Accounts Receivable
  • Food meal plans and Bear Pass card meals to Chartwells for any dollar amount
  • Fuel bill for monthly vehicle expenses of any dollar amount
  • Foundation payments
  • Grant awards
  • Independent contractor invoices, services completed
  • Library
    • Invoices any dollar amount
    • Refunds of fines, lost book payments, or refunds
  • Office supply charges from the contracted office supply vendor (Staples) campus-wide from the Office of Procurement Services, of any dollar amount
  • Performance contracts and expenses for the Juanita K. Hammons Hall for the Performing Arts and JQH Arena, non-requisition accounts of any dollar amount
  • Pharmacy retail invoices of any dollar amount
  • Postal service
    • Mailing bills of any dollar amount
    • Replenishment of postage machines of any dollar amount
  • Purchases of products and services over $10,000 not involving the Office of Procurement Services
  • Refunds
    • Cancelled events from departments with documentation; i.e. a copy of the check used to initially pay for the event and money received report showing the deposit are requested
    • Financial Aid Scholarships and Perkins loans
    • Housing deposits, or housing cancellations
    • Other, such as grant refunds
  • Rent payments from the rental of facilities budget regardless of dollar amount
  • Reimbursement requests from individuals for items purchased outside of the university travel expense policy, petty cash policy, or procurement policy, of any dollar amount over $1
  • Telephone bills
  • Transcript fee requests to universities from the Office of the Registrar
  • Travel advances, team or student group
  • Utility bills

Payments of Invoices Processed Without an Actual Payment Request with No Dollar Limit


The above is defined as selected invoices for the payment of services or products previously performed or received and submitted without a Payment Request Form to Accounts Payable. Payment may be issued for amounts of any dollar amount.


  • Bear Pass withdrawal requests
  • Bookstore inventory invoices approved by the Bookstore
  • Catering Services, Chartwells
  • Garnishments of payroll
  • Reimbursements for CPS testing
  • Utility bills, city bills, or others approved by Energy Management
  • Visa payments, monthly

Required Documentation for Reimbursement

Payments by cash – Submit the original register receipt with signature of purchaser.

Payments made by credit or debit card – Submit the original register receipt. If the cardholder's name is not preprinted on the receipt, submit a copy of the card statement reflecting the cardholder’s name, the last four digits of the account number, and the charge posting to the account, or a copy of the charge/debit card reflecting the last four digits of the account number and the holder’s name along with the original receipt. (Please cover the account number except for the last four digits on either the card image or the card statement.)

Reimbursement for Food – When submitting a payment request for payment on an invoice for food, banquet, et cetera. The invoice should provide a detailed list of food and beverages provided and a detailed pricing reflecting the charges and potential sales tax included in the invoice total.

Pick-Up Checks

To maintain better internal control, the following is a listing of checks that can be held for pick-up:

  • Financial Aid
  • Human Resources insurance checks
  • Officials, WBB/MBB only
  • Payroll
  • Performers
  • Perkins
  • Postage
  • Residence Life background checks ONLY
  • Student Engagement, student organizations only
  • Travel Advances
  • TRIO
  • Visas for travel and immigration

Other payment requests or purchase orders marked hold for pickup will be reviewed and determined if they need to be held for pick-up.

Rush/Priority Designation

A rush payment has the highest priority. The payment request or purchase order will be paid before any other payment request or purchase order. Items considered rush:

  • Payroll
  • Postage, paying the Postmaster or Hasler for postage permits
  • Rents
  • Travel Advances
  • US Citizen/Immigration
  • Utility bills, usually not on a payment request, and directly from Energy Management
  • Voyager, fuel bill

A priority payment has the next highest priority. The payment request or purchase order will be paid after the rush payments, but before the regular payments. Items considered priority:

  • Accounts Receivable requests
  • Bursar Vouchers, process as indicated
  • Capital projects
  • Collection/Litigation
  • Human Resources requests
  • Invoices over 30 days old
  • Invoices with discounts
  • People payments for officials, cooperative teaching, performers, et cetera.
  • Registrations/Memberships/Subscriptions
  • Requests from the Perkins Loan area
  • Telephone bills
  • Vehicle payments

Check Printing

For efficiency, checks are only printed once a day. In order for a check to be ready by noon on a particular day, it must be received with all approvals by the Accounts Payable office on the fourth floor of Carrington and marked as Rush by 3:00 p.m. the prior day.


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