AI Making an Impact in Enterprise Supply Chains

Businesses in multiple industries that adopted a proactive AI strategy for transportation and logistics saw profit margins of more than 5 percent, while those without such a strategy lost money.

Artificial intelligence has found solid footing in consumer devices and the retail space. Techniques like machine learning and natural language processing can be seen in personal digital assistants like Amazon’s Echo and recommendation engines used by Amazon and Netflix.

Now AI is rapidly gaining traction in the commercial space, from customer-facing call centers to back-office applications. It’s also reaching into the complex world of supply chain and logistics helping to: automate and streamline various functions, improve shipping times and order fulfillment, reduce costs and bolster profits. When machine learning is applied to inventory and supply and demand, forecasting becomes more accurate, warehouse management is improved by reducing under and overstocking and supplier management is made easier.

All of this means a better return for companies that use AI in the supply chain. According to a survey by BI Intelligence, supply chain and operations is the third most active area for the use of AI, with 42 percent of respondents seeing revenue gains from investments in the technology. Pointing to a McKinsey study, BI Intelligence noted that businesses in multiple industries that adopted a proactive AI strategy for transportation and logistics saw profit margins of more than 5 percent, while those without such a strategy lost money.

There’s still room to grow. In the same McKinsey survey, only 21 percent of transportation and logistics companies had deployed AI solutions at scale or in a core part of their businesses. The field is wide open.

What’s driving AI in the supply chain?

There is a convergence of forces driving the use of AI, not only in the supply chain but throughout the business world. Computing power continues to grow and become more cost effective, and machine learning algorithms are getting more sophisticated. The amount of data generated, particularly in logistics and supply chain, is skyrocketing. This is important, since it’s data fuels the AI machine.

With AI and machine learning, computers can quickly process and analyze these massive amounts of data to find patterns, define context and provide useful information to yield faster and better business decisions. As a result, risks are reduced, forecasting is improved, products are shipped more quickly and SLAs are met. Better shipping routes are found, and order tracking and fulfillment is improved. The end result is more satisfied customers.

While AI in supply chain management is still in the early stages, examples of how it’s being used is growing:

  • An article in the Harvard Business Review found that between 2004 and 2013, Amazon saw operational efficiencies improve and revenue jump 10-fold as the company grew the use of machine learning to help reduce fraud and bad debt and improve product delivery and supplier payments.
  • Splice Machine, which uses machine learning in its big data platform, is partnering with supply chain management technology vendor Intrigo Systems to create applications that will improve customers’ abilities to make better predictions in the supply chain.
  • Logistics firm DHL, in a report written with IBM, outlined multiple AI projects designed to make the company’s processes more predictive, automated and proactive. The company developed Resilience360, a cloud-based risk management platform for the supply chain to give organizations greater visibility into such operations as tracking shipments and monitoring events that could threaten supply chain disruptions. Other programs use AI algorithms and machine learning technologies to more accurately predict delays in airfreight and to look at millions of variables from different countries to better manage containerized ocean and airfreight shipment volumes.

“We believe the future of AI in logistics is filled with potential,” the DHL states. “As supply chain leaders continue their digital transformation journey, AI will become a bigger and inherent part of day-to-day business, accelerating the path towards a proactive, predictive, automated, and personalized future for logistics.”

There are still challenges that need to be met. Data needs to be better managed and easier to access, IT systems need to be updated and investments need to be made. In addition, employees need to be trained in AI and data science, and strategies need to be put in place to handle what happens when automation takes over jobs. Still, the benefits from applying AI and machine learning to SCM will be significant.

Adopting AI and machine learning

As executives begin to bring AI and machine learning into their supply chains, what should they keep in mind? Here are a few things:

  • Start small. Rather than trying to immediately apply the technologies to the entire supply chain operations, find specific pain points that need to be taken care of by AI capabilities. This can include using supply chain management software to automate processes that are now done manually – like invoicing and procurement – or addressing problems that drive up costs and inefficiencies, such as equipment failures or inventory management. Once those challenges are solved, expand the use of AI into other areas of the supply chain.
  • Clean up the data. Without good data, AI and machine learning won’t help operations. AI-based systems can’t think on their own – they need data to crunch. Companies want to ensure the data from their myriad tables and databases is accurate, complete and uniform. It will be coming from a range of systems, including ERP and CRM, so it needs to be tagged correctly. Clean data will mean greater confidence in the results created by the AI systems.
  • Pick the right vendor. AI is still an emerging technology, even though many vendors now are throwing around the terms “AI” and “machine learning” as easily as they once did “virtualization” and “cloud.” Finding the right technology partner is important. Can vendors explain how their products will improve your supply chain operations? Do they have services and support to back up their promises? Can they help identify what needs to be done and what skills are needed? Can they tell you the ROI on using their products? Companies need to do due diligence when picking vendors.
  • Tailor expectations. AI and machine learning hold a lot of promise to make SCM more efficient and cost-effective, but they aren’t cure-alls. Such systems can run through and analyze mountains of data to find patterns, offer greater visibility, provide insights and develop recommendations, but the decisions based on all the information ultimately rests with human beings. Companies need to work closely with vendors to ensure that the technology is being used in ways that will lead to the best outcomes.

We’re in the early stages of bringing AI into the supply chain, but already companies are embracing the technology and achieving results. Businesses need to begin their journey down this road, because those who use machine learning, deep learning, natural language processing and similar tools will see improved efficiencies and cost structures, gain greater business insights and be able to make better decisions more quickly. They will get a competitive advantage over those who don’t use AI. Executives just want to make sure that they’re patient and diligent in planning out the road forward. It’s a journey, so take each step as it comes.

As Worldwide Corporate Marketing and Product Management Director at Esker, Eric Bussy is responsible for the development of strategic products, services and solutions. Eric joined Esker in 2002 as Director of Marketing Communications, and in 2005, extended his responsibilities to include product management.

Source: https://www.sdcexec.com/software-technology/blog/21019482/ai-making-an-impact-in-enterprise-supply-chains

Esker Continues Its International Development with New Subsidiary in Hong Kong

Sydney, Australia — September 5, 2018 — Esker, a worldwide leader in document process automation solutions and pioneer in cloud computing, announced today that it has opened a new subsidiary in Hong Kong, further strengthening the company’s international development strategy.

Esker is one of the few mid-sized French companies that has achieved international success — generating 61 percent of its sales outside of France and featuring 13 subsidiaries worldwide with more than 20 employee nationalities. This achievement is all the more exemplary in an industry where leading players are often American or Nordic.

 

Read more: https://www.esker.com.au/company/press-releases/esker-continues-its-international-development-new-subsidiary-hong-kong/

 

Is Your Sales Order Entry Process Affecting Your Days Sales Outstanding?

 

Days Sales Outstanding (DSO) is one of those key indicators that ultimately indicates how streamlined your order management process is — how quickly your product or service gets to your customer and how efficiently they pay you. There are many areas within an organisation’s process that can affect this.

I’ve seen companies shave 3-5 days of DSO just by switching from paper/mailed invoices to electronic invoice delivery. However, recently, I’ve been learning just how much DSO can improve even more. One notable area of focus is the sales order entry process — a process that, if not working efficiently, can negatively affect customer service and DSO.

I had the privilege of sitting in on a presentation by Adrian Posteraro titled:  “Overcoming the Negative Business Impacts of a Manual CS Work Environment”. Adrian’s background is quite impressive with 27 years at MEDRAD and heading up Global Customer Support and Global Customer Satisfaction, as well as being responsible for maintaining Business Excellence and Regional Field Service. It’s safe to say that Adrian is more than qualified to speak on behalf of his experiences.

MEDRAD Sales Order Environment Before Esker

MEDRAD previously had a 100% manual sales order entry process, with orders taking anywhere from 7-10 minutes to be fully entered into the ERP system. Aside from the burnout of customer service agents, there were some particular manual sales order entry processes that affected customer service, and, most notably, DSO.

MEDRAD was dealing with backlogged order processing, and missing same-day shipping requests. Order entry errors were creating issues with getting invoices paid, resulting in rebills/re-invoicing. Additionally, the collection department was spending excess time chasing down payments. MEDRAD needed to improve the sales order entry process to mitigate these issues to improve customer satisfaction and DSO.

Sales Order Processing Automation with Esker

What happens when you automate your sales order entry process with Esker? You achieve world-class results! Esker customers consistently see their order entry error rates decline, (i.e., less rebilling/re-invoicing) and backlogged order entry disappear since orders are getting out the door faster and more accurately (i.e., invoices get paid faster).

Which brings us back to square one — improved DSO — which I started out by describing it as one of the key indicators that helps determine how healthy and efficient your order management process is. Now that your gears are turning, what benefits would automating your sales order entry process help your company realise? Leave your comments below!

Beyond Order Entry: How Customer Service Reps Can Reclaim Their Identity with the Help of AI-Driven Automation

 

 

 

 

 

A strong sense of identity is essential to all of us. It’s the thing that makes you, you — personally, professionally and perhaps even spiritually.

But as empowering as identity is, it can be equally restricting due to the boundaries we (and others) so often construct around ourselves, either consciously or unconsciously.

Think about it like this: While it’s true that a stick is just a stick, its real identity is far more boundless than some narrow label. As children are so apt to teach us unimaginative adults, sticks can actually be a large spectrum of things: snowman’s arm, magic wand, makeshift fishing pole, something for a dog to fetch … you get the idea.

The point is, it never hurts to reexamine and reconstruct the concept of identity. Too often, we trick ourselves into limiting what something can or cannot be.

Data entry or customer service?

There’s a similar identity crisis happening in the world of customer service right now. In many organizations, Customer Service Reps (CSRs) — often the voice and face of the company as far as the customer is concerned — are relied on more as order processors and data enterers than what they actually could or should be doing.

This isn’t always the case depending on the company and industry but it’s safe to assume that if your order management practices are inefficient, your CSRs are not fulfilling their potential. Global research and advisory firm, Gartner, recently found in a 2018 study that: “the majority of companies touch between 30% to 60% of orders, but there are some companies that touch 90% to 100% of orders.”1

While systems like ERP, CRM and EDI are effective in their own way, they fail to relieve customer service reps of the repetitive tasks that sap so much of their time (e.g., manually keying in data, identifying and correcting exceptions, etc.). These touch points offer little to no value to the customer experience or the company’s bottom line and can also open the door to:

  • Costly errors that affect downstream efficiency and timely order fulfillment
  • An aloof CSR staff with little to no opportunities for career-pathing
  • Customers feeling undervalued and underappreciated
  • Lost business and fewer opportunities

A sales force hidden in plain sight

Automated solutions driven by Artificial Intelligence (AI) offer a rather elegant solution to this problem. Acting as a centralized platform for all orders that come into an organization, these solutions use AI technology like machine learning to automatically extract data from incoming orders and disseminate it to the appropriate downstream teams and systems — eliminating the need for manual order entry. This, along with tools like dashboards and portals for tracking metrics, prioritizing urgent orders, and facilitating issue management all free up CSRs to do what they do best: serve customers.

But it’s more than that.

As the front-line people who personify the company brand, customers place a lot of trust in CSRs. A good CSR makes a customer feel like they’re being taken care of — not sold to. In other words, the more time CSRs have to play the role of “relationship builder,” the more opportunities they have to add another wrinkle to their identity: revenue generator.

The identity of customer service reps is far more robust than many businesses, and possibly some CSRs themselves, realize. From my vantage point, it’s a combination of relationship builder, revenue generator and all around problem solver — anything but paper pusher or data enterer. However you define it, with solutions like AI-driven automation available to businesses of all sizes, there’s no debating that the future of customer service will be infinitely more fulfilling and valuable to everyone it touches.

Learn more

If you care to learn more about Esker’s AI-driven order management solution and its impact on CSR teams, check out our recent whitepaper with APQC: Transform Customer Service and Operations Through Order Automation. It’s highly interesting and totally free. Enjoy!

Team Effort Makes Digital Transformation Real

The term “digital transformation” has been bandied about so much over the past several years that for some it may have lost its meaning. However, for most companies, whether or not they decide to embrace digital transformation may prove to be a make-or-break moment. The decision will determine whether a company continues to compete in a fast-changing global economy or gets run over by competitors and left by the side of the road.

Advanced companies are going to embrace the technology innovations that enable them to digitize their entire operations. They’re going to be able to automate many areas of their business, such as document processing. They will be agile, flexible and ready to adopt such emerging technologies as data analytics, artificial intelligence, machine learning and the cloud. This will, in turn, help them become more efficient, grow revenues and profits and improve the customer experience.

Digital transformation is here

Digital transformation is happening. Worldwide spending on digital transformation technologies will reach almost $1.3 trillion this year, and more than $2.1 trillion in 2021, IDC said. By the end of 2017, two-thirds of CEOs for Global 2000 businesses had put digital transformation at the center of their corporate strategies, the market research firm said. And executives are relying on digital transformation to be successful in a hyper-competitive, volatile business world.  Further, 23%  companies that had digitized business operations and customer interfaces had margins 16%  higher than the industry average, a report from MIT and AlixPartners found.

However, most U.S. and European businesses are struggling with the digital transformation process. Most companies, 85%  of the 400 companies surveyed, said they plan to increase their digital transformation budgets next year, with 37%  saying the bump would be more than 10%,  a report by Virtusa and Forrester said.

Getting digital transformation right

One way to ensure the transformation process is successful is by bringing all of the key players into the decision-making process. The term “digital transformation” has a very technological vibe to it, but it’s much more than simply throwing new products at end users and hoping for the best. It involves changing business processes, rethinking how employees do their jobs and developing a company culture that can adopt and adapt to these changes.

This means that executives driving the digital transformation efforts need to look beyond only IT and get company-wide support in order to be successful. Here are a few things to keep in mind:

  • Make sure the key stakeholders are involved. This means IT, business executives and end users, whether they’re employees or customers. The digital transformation will impact all aspects of the business, so getting input from all sides on what they need to get their jobs done better and faster will be crucial. And keep in mind that many of these end users are already digitizing their personal lives with mobile devices, smart digital assistants, cloud apps and collaboration tools. They will have insights into what works and what doesn’t.
  • The partnership between IT, the business, and end users should be ongoing.The digital transformation effort will continue as more capabilities and innovations are introduced, so all of the partners need to be engaged not only at the beginning, but throughout the process. They need to be involved in the planning and the selection of vendors, as the rollout is underway and post-implementation through evaluations and continuous improvement.
  • Realize that the process is ongoing. Changes will continue to be made and new technologies introduced. Given that, make sure that users have continuous training so that the investments made by the company don’t fall by the wayside. Instead, the money spent will drive greater efficiencies, improved productivity, happier employees and more profits. It will also make companies more competitive in the grueling search for the right talent. By 2020, a quarter of the Global 2000 companies will have digital training programs and cooperatives, IDC said.

The thought of digitally transforming a company can be intimidating, but it’s happening now. According to IDC, by 2019, digitally transformed companies will generate at least 45% of their revenue from new business models. In many ways, it’s already begun.

The communication tools people use have evolved from desk phones and pagers to email to cloud-based sites like Google Docs to video conferences on smartphones and tablets. Document processing, including billing, invoicing, accounts payable and ordering, are done more often now by software automation solutions than by hand. Forecasting is driven by AI-based data analytic software rather people hunched over spreadsheets. Companies are all adopting these new ways of doing business and will have to continue doing so going forward. And it will take a team approach that involves not only IT, but also business units and end users.

Source:

https://www.ebnonline.com/author.asp?section_id=4071&doc_id=283597&

How Luxasia Went from Printing Spreadsheets and Scanning Receipts to One Automated Platform

A recent study by IOFM found that while 70% of AP departments are automating their invoice processing, only 30% say that those electronic invoices can be posted straight through with no operator intervention. Most AP departments are moving away from the days of piles of paper spilling over their desks and taking up office space, but there is still lots of manual data entry and time spent on low-value tasks that could be used elsewhere.

That’s the situation that Luxasia, a luxury specialist in retail and distribution, found itself in. A rapidly growing company, Luxasia employees were still doing much of their internal accounting processes by hand. To get an invoice approved, employees had to manually create purchase requisitions and print them out. Internal expense claims were also processed by hand, with Excel spreadsheets and scanned paper receipts printed and passed to an AP specialist, who would then process and manually enter data into the SAP® system.

Not only did this create high operational costs and heavy workloads, the overall invoice process was painfully slow, which lead to increased dissatisfaction among both customers and employees. Luxasia knew it could improve on this process, so it started looking for a solution that would help:

  • Reduce operational costs
  • Increase document visibility and accessibility
  • Integrate with SAP
  • Facilitate other job functions beyond the AP department

Luxasia decided to go with Esker’s purchase-to-pay (P2P) solution to automate its purchase requisitions and supplier invoices. Today, 561 Luxasia users process documents with Esker, and Luxasia automates its 36,000 annual supplier invoices at its new shared service center. Luxasia has also seen an 80% reduction in its paper use by automating expense claims and doing away with hard copy receipts.

“We are now able to track productivity and better manager our resources thanks to Esker’s dashboard and reporting capabilities,” said Jasmin Ong, Regional Finance Controller at Luxasia. “Esker has also helped us streamline our processes and ensure a consistent work standard.”

In addition to improving its AP workflow, Luxasia added additional processes to meet internal needs like GL account creation and payment advice. Through automating, the company gained enhanced visibility, cross-border support, a user-friendly interface, and improved communication leading to increased efficiency for its AP process.

For more information on Luxasia and the improvements it made, check out the full case study using the link below!

 

What Will the Future of Accounts Payable Look Like?

 

Accounts payable (AP): digital, profitable and strategic.

When we think about the future of accounts payable, those aren’t usually the first words that come to mind.

In recent IOFM surveys, AP was voted as the No. 1 most time-consuming finance function and the No. 1 most paper-intensive finance function. That’s really something when you consider other finance and accounting functions such as tax, reporting or audit. In addition, APQC has reported that labor makes up 60% of the total processing costs in AP.

Overall, AP processes cost too much, take too long, provide too little visibility and frustrate internal stakeholders too often.

The good news is, there is a way to correct that situation, and business are starting to act.

Esker recently partnered with IOFM to conduct a survey to better understand the future of AP processes:

  • What technologies will be important to AP?
  • How will AP operate?
  • How will AP’s role within the enterprise change?

From that survey, we produced a white paper which presents the results and provides a guide for AP professionals to prepare for the future.

Digital:

While AP was voted as the most time-consuming and laborious finance function, the tides are starting to turn as organizations begin to digitize. Seventy-percent of AP departments have at least started to automate their invoice processing with 25% of them having made significant progress in their path to complete automation.

When automating their AP departments, respondents identified key technologies that will make a significant impact in the next three years, including:

  • Image Capture (53%) — technology that converts paper documents to digital images
  • Intelligent Data Capture (40%) — technology that automatically classifies, extracts and validates data
  • Mobile (49%) — on-the-go technology that enables professionals to easily manage and approve purchase requisitions and supplier invoices 24/7, wherever they are, using a mobile device

Profitable:

Organizations have realized that AP has the ability to help improve profit margins, and digital transformation is what can give AP that ability. Through the digitization of AP processes, organizations improve profitability through:

  • Higher rate card rebates: 26% anticipate the total card rebates they earn will in three years will be up to 10% higher
  • More early-payment discounts: 30% anticipate that the early-payment discounts they receive will be up to 10% higher in three years
  • Longer standard payment terms: 34% believe their organisations standard payment terms will be longer in three years
  • Better spend management: 60% anticipate the importance of spend management to become more important in the next three years

Strategic:

And finally, AP is seen as becoming more strategically important to the enterprise:

  • 53% per respondents believe their AP department’s strategic importance will be higher in three years

For too long, poor visibility has made effectively managing working capital difficult, especially in a manual environment. But automated AP solutions, like Esker’s, put real-time decision making info into the CFO’s hands with personalized dashboards that give insight into Key Performance Indicators (KPIs). Senior stakeholders will be placing increased importance on KPIs in an attempt to improve efficiencies and profitability:

  • 63% anticipate that the use of AP’s data in the organization will increase in the next three years

AP is transforming and will continue to do so. The digitization of the process will allow it to become increasingly profitable and of strategic importance to the organization. Those who don’t put stock in preparing for the future of accounts payable put themselves at risk of falling behind both their peers and the competition.

Read the special report by IOFM and Esker and find out the steps needed to keep up with the changes.

accounts payable report

Esker’s Cloud-Based Document Process Automation Solutions Shortlisted for 2018 SaaS Awards

Sydney, Australia — August 8, 2018Esker, a worldwide leader in document process automation solutions and pioneer in cloud computing, today announced it is a finalist in the 2018 SaaS Awards Program in the category Best SaaS Product for Business Accounting or Finance.

With awards for excellence and innovation in SaaS, the Software as a Service (SaaS) Awards program accepts entries worldwide, including the U.S., Canada, Australasia, U.K. and EMEA. The SaaS Awards program is now in its third year of recognizing and celebrating innovation in software.

“Our mission at Esker is to enable our customers to improve efficiencies, visibility and accuracy through streamlining their business operations while providing excellent service,” said Steve Smith, U.S. chief operating officer at Esker. “We are honored to be recognized for the third consecutive year as a top global SaaS provider.”

Esker’s AI-driven document process automation solutions allow organizations to automate highly manual and low-value tasks in their order-to-cash (O2C) and purchase-to-pay (P2P) processes. Its solutions are designed to eliminate the need for paper and easily integrate with existing infrastructures. This frees businesses to focus on tasks that provide value to customers and optimize financial management.

Read more: https://www.esker.com.au/company/press-releases/eskers-cloud-based-document-process-automation-solutions-shortlisted-2018/

 

Esker AI-Driven Document Process Automation

The life sciences industry is at the threshold of a sweeping transformation with digitally engaged patients, more complex and stringent regulations, and value-based outcomes defining its expansive spectrum. For progressive life sciences organizations, the vital need of the hour is to be cognizant of the rising quality, compliance standards, customer expectations and take an automated and cost-effective approach to attain operational excellence alongside streamlining the handling of complex documents. “In this scenario, automation of document processing has become a necessity rather than an afterthought within the life sciences industry,” says Jean-Michel Bérard, founder and CEO of Esker. Esker offers the perfect panacea with its cloud-based collaborative platform and AI engine that strengthen business relationships, improve transaction of business-related documents, and enhance productivity.

Esker satisfies all the criteria that pharmaceutical and life
sciences companies seek in a comprehensive solution—costefficiency, increased visibility, and document security in a
unified and integrated platform

Esker recognizes the uniqueness and variability of operations in terms of process complexity and formality across organizations and their impact on multiple departments, end users, and third parties. By leveraging AI, machine learning, deep learning, robotic process automation to fax and email, IDoc EDI/XML, data capture, validation, formatting, archiving, and delivery, Esker empowers its clients with the choice to customize automation according to their requirements. “What makes Esker unique from other point-to-point solutions is that it houses all of the necessary functionality needed for the efficient flow and compliant management of customer and supplier communications in a single automated platform,” states Bérard.

Esker’s automation capability brings to the table lower processing costs, full regulatory compliance, faster processing times, flexible deployment options, and complete process visibility. “The end result being Esker satisfies all the criteria that pharmaceutical, biotechnology, and medical device manufacturing companies seek in a comprehensive solution—cost-efficiency, increased visibility, and document security in a unified and integrated platform,” says Bérard. Moreover, Esker’s solution spans procure-to-pay and order-to-cash cycles and seamlessly integrates with multiple ERPs.

As per Bérard, Esker utilizes the agile methodology so that their customers, business partners, and key stakeholders are able to achieve maximum value throughout every phase of solution delivery. The hands-on approach that customers experience from Esker early in the process, results in faster ROI, value-added features, reduced risks, and lower overall implementation costs. Esker provides context to decisions and modifications, features that are ready to be tested and used in a short amount of time, along with greater process insight. With more than 5000 SaaS customers and
600,000+ SaaS users worldwide, Esker provides Cloud services, which represent approx 85 percent of its revenue.

Bérard shares a client interaction, where MEDRAD Inc., an affiliate of Bayer Medical Care, had to process 12,000+ orders to satisfy the demands of its 4500 strong customer base and struggled with the time-consuming task of manually feeding the order faxes and emails within its systems. With Esker’s order processing automation
system, the orders are now automatically captured and populated, resulting in 75 percent faster processing times than previous manual methods. Moreover, Esker was able to reduce the processing time of each order from eight minutes to 1.35 minutes and provide 99.6 percent success in order entry through the AI recognition engine. MEDRAD is also leveraging Esker’s Accounts Payable
automation solution to streamline the processing of vendor invoices and purchase requisitions.

With its global footprint in North America, Latin America, Europe and the Asia Pacific, Esker is all set to expand their AI capabilities to predictive analytics with deep learning and empower sales reps and customers with mobile ordering features and tracking capabilities. On the voyage to create a market disruption, Esker is looking forward to improving user experience with new report and dashboard systems as well as enhanced customer information management.

Source:

https://www.apacciooutlook.com/magazines/June2018/PharmaAndLifeScience

the profile is on page no: 16 and the listing details is on page no: 15.

Esker Receives the Forbes Futur40 Award Award for Fast and Promising Company Growth

Sydney, Australia — July 23, 2018 — Esker, a worldwide leader in document process automation solutions and pioneer in cloud computing, today announced it was awarded the Futur40 award by Forbes France for recognition as one of the fastest growing listed French small and medium-sized enterprises.

The Futur40 ranking is based on data provided by Morningstar. It recognizes 40 non-financial Euronext Paris-listed companies that have distinguished themselves based on the originality of their business model and financial performance over the past three years. The fifth-annual Futur40 awards ceremony took place at the International Financial Forum in Paris on July 11, 2018. This award was presented by Forbes magazine and PMEFinance-EuropeEntrepreneurs, in partnership with Euronext, MorningStar, RSM, and the Federation of Individual Investors and Clubs (F2iC).

“It’s an honor to be recognized with theFutur40 award,” said Jean-Michel Bérard, CEO at Esker. “Esker’s success can be attributed to our ongoing commitment to providing customers with innovative and effective solutions.”

Esker’s impressive financial performance is marked by the continued success of the company’s cloud-based document process automation solutions, which represent 85 percent of sales. This business growth has enabled Esker to accelerate solution implementation thanks to commercial partnerships and strengthen investments in human resources.

Read more here:

https://www.esker.com.au/company/press-releases/esker-receives-forbes-futur40-award-award-fast-and-promising-company-growth/

https://www.businesswire.com/news/home/20180723005102/en/Esker-Receives-Forbes-Futur40-Award-Fast-Promising