How Per Aarsleff automated supplier invoice handling across borders — without growing the accounting team

Paper invoices scattered across international job sites — and no way to track them

Per Aarsleff is a leading northern European construction company. Before implementing Next, Aarsleff faced challenges common in the construction industry. Paper supplier invoices were sent directly to the job sites where materials were delivered, for manual approval. Once approved, they were returned to the central accounting department.

With approximately 40% of the Aarsleff Group’s turnover coming from activities outside Denmark, the manual process was time-consuming, logistically complicated, and increased the risk of losing documents along the way. It was also nearly impossible to get a clear view of the financial situation in any given project, since a reliable documentation overview was never available.

A solution shaped by the people who depend on it

Nextway developed and implemented the solution in close collaboration with Aarsleff’s management team. Susanne Grumløse credits the collaborative approach for the smooth implementation. She stresses that involving users early reinforces their positive attitude and expectations towards the new system.

Every supplier invoice captured, traced, and accounted for

Since Aarsleff began scanning documents into Next, the business advantages have been clear. The workflow solution for supplier invoices has reduced manual effort and minimised errors. Now fully integrated with the ASPECT4 business application, Next makes it easy for the accounting department to trace a specific document and manage cash flow. The integration gives them a clear picture of outstanding invoices and future expenses. It also avoids double payments and other costly errors.

An ROI so clear no one needed to calculate it

The ROI has been clear enough that no one has needed to calculate it precisely. Despite continued growth, the central accounting department has not hired additional staff. In fact, the department has one fewer employee today than before implementation. The freed-up capacity has been redirected to other administrative tasks.