Tax, super and payroll are fixed by legislation or contract. Supplier payments are the exception, and they are also the largest outflow most businesses have. Once an invoice is approved, two decisions remain open: how it is settled and when your cash leaves. Most organisations answer both by default, once, years ago.
Most organisations have invested heavily in getting invoices approved: capture, matching, workflow, controls. That work is done and it is not what this is about. GlobalFinex B2B operates only on the far side of it, on invoices your own process has already approved for payment.
That is a deliberate boundary. Nothing is funded speculatively, no invoice is paid that you have not authorised, and nothing changes upstream in how an invoice reaches approval. What changes is that the moment after approval stops being an automatic technical outcome and becomes a decision you can make.
They are separate mechanisms answering separate questions. Use either on its own, use both, or use each on a different part of your supplier base.
How an approved invoice is settled. Card rails used inside a managed environment with GlobalFinex B2B as Merchant of Record, so your supplier receives an ordinary bank transfer and never handles a card.
When cash leaves. Selective early settlement on approved invoices in exchange for a mutually agreed discount. Invoice-level rather than programme-level, and voluntary for the supplier every time.
Run together, they do something neither does alone. Pace pays a supplier early and your cash normally leaves early with it. Funded through Flow, the same early settlement runs on card rails, so the supplier is paid ahead of terms, the discount is captured and your own cash does not move until the statement falls due. See Flow & Pace: Combined Solution.
Settlement timing moves without renegotiating a single supplier contract, and without a programme your suppliers have to join.
Discount capture and rebate on approved spend that is already leaving the business, landing where your finance team decides it should.
Suppliers are paid on time or early, in full, by EFT. Nothing is extracted from them and nothing is asked of them.
Where this sits against supply chain finance, virtual cards and term extension, and what each does to the accounts, is set out on the alternatives page.
Accounts payable is where the control layer started, but the mechanism is not one-directional. On the sell side, embedded receivables puts a payment link inside the invoice you send, so your customers can settle what they owe you from the document itself.
The two meet at enrolment. A customer who joins the network to pay you is, from that point, able to run their own payables through the same two levers.
The useful version starts with your approved spend, your supplier mix and your reporting dates. Thirty minutes with your treasury lead and financial controller is usually enough to tell whether either lever is worth modelling properly.