In a globalizing economy, industrial supply chains are becoming more complex, spanning more countries and suppliers than ever before (Hieminga, 2012). Such chains involve an equally complex string of (financing) arrangements and interdependencies between suppliers, buyers, banks and logistics service providers (Hurtrez & Gesua’ sive salvadori, 2010). This large network of agreements creates a clear challenge, where data is fragmented and lacks common sharing and interface (Hofmann, 2013). While the flow of goods and associated information are increasingly integrated and optimized, the interdependency of financial flows and operational flows is rarely recognized (Protopappa-Sieke & Seifert, 2010). Inefficiencies in inter-company processing mean that significant amounts of working capital is locked up in delivered products and services not yet paid for by the client. (Roubert, 2013) claims in his study an excess of working capital of more than €200 billion due to poorly managed inventories and payment terms and delays in France alone.