ABSTRACT
During the early 1990s, in larger corporations in particular, there were changes in the way the credit management function was identified and operated in individual companies - a trend which continued during the rest of the decade as 'business process re-engineering', 'computer assisted cooperative working' and similar catchphrases became the order of the day. The manner in which such reorganizations were carried out towards a 'team process' approach, varied from company to company but, in some cases, while the importance of what is generally regarded as the area of 'traditional' credit management may have assumed an enhanced working importance, it - and those who work at it - may well no longer have a separate identity within the overall management structure.
