The volume of expense reimbursement work has increased rapidly due to business expansion. The existing temporary staff are not enough to handle the situation, putting pressure on the employees' work. Still, it is also difficult to secure staff quickly, so the workload is becoming unmanageable.

By outsourcing expense reimbursement, including inquiries and management, the accounting department employees could focus on their core business. At the same time, the burden of managing operations, which had been concentrated on the accounting department managers, was reduced.

The company was implementing a new system and just before the annual closing, so the workload was swelling. Under such circumstances, two employees in charge of receivables and payables were leaving the company. The remaining employees did not have time to take on tasks other than their own, going the company short-staffed.

We resolved the initial problem of workforce shortage while minimizing the burden on the client. In addition, we succeeded in improving work efficiency by enhancing the workflow by utilizing the new system's functions.

The domestic credit manager retired, and the credit management duties were transferred to the accounting department. However, due to the business expansion and implementation of a new system, there was no room for existing employees., which made the company have work that there was no one to accept.

• The client was able to concentrate on business expansion and introducing a new system by having Sunrise handle the entire credit management operation, including the response to inquiries.
• We could ensure the transparency of credit management operations by visualizing operations and quick information sharing unique to on-site.

Recruitment and training could not keep pace with the outflow of accounting staff due to retirements, maternity leave, and personnel transfers. As a result, there was a shortage of experienced accounting staff who could perform highly specialized tasks.

By assigning personnel according to their expertise and responding flexibly, we were able to maintain quality and ensure smooth delivery of work in a short period. By functioning as a substitute for the client's employees who suddenly resigned or were transferred, the risk of personnel flow could be minimized.

Since the person in charge changed frequently and the succession process continued without a list or manual, there were omissions in work and inconsistent procedures depending on individual skills. Because of that, the monthly settlement was not closed on time.

The closing process has been reformed by improving the settlement operations. As a result, subsequent reporting work has also been accelerated.
The wide range of support has dramatically reduced the burden on the accounting department, allowing employees to focus on management accounting and system improvements

An employee had been in charge of accounting alone for many years, and the work had become personalized.
The newly appointed CFO was considering a fundamental review of the finance and accounting operations.

By improving the accuracy of processing, we could realize enhancing the accuracy of reporting, reducing tax risks, which relieved the concerns of the management team.
Standardization of operational procedures and the creation of manuals contributed to the elimination of human resource flow risks.

Communication with the sales department and factory staff regarding KPIs, which serve as budget and target management indicators, was not good. As a result, reports on KPIs from the sales department and factories were insufficient. In addition, an employee in the Budget Management Department suddenly left the company, leaving the department short of staff.

Successfully strengthened cooperation between the budget management department and the sales / factory departments due to improving problems on the field, such as in the sales department and factories.
By obtaining appropriate information from the field, the budget management department reduced and stabilized its workload, contributing to eliminating workforce shortages.

As the business expands, the number of stores managed has increased. The company wants to establish a system that enables them to grasp information on the performance of each store for management decision-making.

Now the profit and loss statements of each of more than 50 stores and segments can be grasped accurately and managed. That enabled them to grasp the business status monthly closing and contributed significantly to supporting management decision-making.

The sales and expense figures reported by the sales department were uncertain. In addition, the lack of a process for aggregating the profits of each project and a method for budgetary control made it extremely difficult to grasp the business status.

The accurate aggregation and reporting of figures for each project and business led to prompt management judgment and decision-making. Furthermore, the reduction of time spent on accounting has created an environment in which the entire company can focus more on its core business.