For suppliers — AR & Collections
Accept card the right way and your DSO drops, your 90+ aging and write-offs head to zero, and reconciliation stops being manual.
Funds settle in 1–2 days — not the weeks ACH and checks take. Net cost in basis points, reconciled straight through.
Built for the AR Manager, Collections Manager & the cash-application desk.
The question worth 15 minutes
When a buyer pays by commercial card, the funds settle in 1–2 days — not the weeks an ACH or a check takes to arrive, clear, and get applied. That one change is the difference between an invoice sitting in your 30/60/90 buckets and cash already in the bank. The accounts that pay by card are never on your collections worklist — and that's exactly the point.
What changes on your books
Card-enrolled accounts pay at the point of payment, with invoice-level remittance attached. Your aging report shrinks, your write-offs disappear on those accounts, and cash application stops being a manual matching exercise.
Directional view of the metrics an AR & Collections team owns — DSO, aging, CEI, bad debt, and unapplied cash. Actual movement depends on how much of your buyer base enrolls.
A quick gut-check
Four yes/no questions, no form, no email. If you answer "yes" to even one, card acceptance is worth a closer look — and a 15-minute conversation.
Do you issue net terms to customers (rather than requiring payment in full upfront)?
If a new customer wanted to pay by card — and it was a requirement of winning the business — would you accept it?
Does your team spend real time each week on collection calls, dunning emails, or chasing past-due invoices?
Is matching lump-sum deposits to individual invoices a manual, error-prone part of cash application?
The cost question, answered
The MDR fee feels like a penalty until you put it next to the true cost of waiting: cost of capital, collection labor, and bad debt. On the numbers, card acceptance is cheaper than the receivable you're carrying.
Net commercial-card cost versus 192–316 bps for check and ACH. On cost alone, card wins outright — it isn't the 3% you're picturing.
Carrying a receivable isn't free. As an example, accelerating payment by 15 days is worth roughly 39 bps of cost-of-capital saved; 30 days about 78 bps; 45 days about 117 bps.
Reconciliation — not fees — is the real barrier. Suppliers accept when remittance flows straight through to the ERP.
The honest answers: card payments post like any other electronic payment, and Level 2/Level 3 data actually enables auto-reconciliation — less work than checks, not more. B2B chargebacks are rare and follow defined timelines, far less dispute volume than check or ACH. And large invoices work fine — many teams start with a hybrid or partial-payment approach. You don't have leverage over a slow-payer today; card gives you guaranteed payment instead of a promise.
Bring the rest of the team along
You own the receivables. Your CFO owns the working-capital math, and IT owns the integration. Here's where they go next.
Cost of carrying receivables vs. MDR, DSO impact, and the benefit finance can actually book.
See the CFO viewPlug-and-play setup and straight-through remittance so card lands like any electronic payment.
See the IT viewThe complete cost-of-capital and acceptance argument, with the discovery questions to run it.
Read the frameworkWe'll teach your AR, credit, and collections teams how to leverage card as an alternative to net terms — so overdue invoices go away and cash shows up sooner. No sales pressure, just the numbers for your book.
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