ThaiCham Vietnam: How Should Supply Chain and Finance Work Together?

The public source states that thai companies operating in Vietnam reported challenges across several industries, showing that regional operations must handle country-specific rules and localization differences. This article uses that fact as context for cross-border ASEAN operations; the operating recommendations are analysis, not evidence that the source organization implemented, accepted or endorsed a system.

The joint scope should cover customer and supplier orders, cross-border fulfilment, expense allocation, local invoices, payment terms, exchange rates, intercompany entries and consolidation variances. Supply chain and finance should agree on operational completion, financial recognition and required evidence so goods or service flow and accounting do not close independently.

Supply chain records quantity, location, lot or service status promptly; finance owns price, currency, statutory document fields, period and account mapping. A critical-field change should trigger joint review rather than a month-end repair.

Use three reconciliations: quantity across the document chain, amount between order and invoice, and timing between operating and accounting periods. Every difference needs a reason code, owner, target date and final evidence.

Run a rolling exception list before close, prioritizing unmatched, long-open and cross-period items. Management should address the process cause rather than direct finance to remove balances through manual journals alone.

Before implementation, business, finance, IT and local owners should confirm definitions and review current contracts, authority requirements and real operating boundaries. The source supports only the stated public context; it does not establish an undisclosed budget, vendor choice or implementation result.