Adviser — Agricultural Contract-to-Cash Process

Trace transactions before prescribing controls

Trace a representative selection of transactions, including those with delayed settlement or claims. Review how specifications, delivery terms, acceptance evidence and invoice requirements move between teams. Identify where information is entered repeatedly, where changes are not communicated and where the organisation cannot demonstrate that the agreed obligation has been fulfilled.

Contract and cash-process experience

Candidates should have relevant commercial operations, credit control, commodity finance or process-improvement experience in physical agricultural products. They need analytical discipline and the interpersonal skill to resolve disagreements about where a process failure begins. Familiarity with contract mechanics is important, while specialist legal interpretations must be referred to qualified advisers.

Design the controls around real work

Develop recommendations for contract review, order acceptance, delivery documentation and dispute escalation. Separate issues that require a policy decision from those that can be resolved through clearer ownership or better information. The adviser should test proposed changes against ordinary operating pressure so that the process remains usable when volumes rise or a key colleague is absent.

Give disputes the right owner

Review management information on overdue balances and claims. A single ageing report may conceal different causes, from customer credit pressure to missing documentation or genuine quality disagreement. Help the teams create a common classification that directs each issue to the person able to resolve it.

Practical outputs and authority

Deliver a current-state diagnosis, revised process responsibilities and a prioritised improvement plan. Include sample controls and measures that management can pilot before broader adoption. This advisory mandate does not authorise contract renegotiation, debt collection, credit-limit changes or direct customer commitments. Management retains those responsibilities. The final output should show how each recommendation improves evidence, decision speed or cash conversion, and what operational burden is introduced in return.