This is driving a rethink of virtual cards as purely payables tools and innovation. While VCNs represent a smarter, more controlled way for companies to disburse funds and reduce fraud on the issuing side, that framing increasingly overlooks the potentially more transformative opportunity that buyer-issued virtual cards, when accepted by suppliers, can help modernize accounts receivable (AR).

The typical AR function remains, in many respects, a holdover from an earlier era, even as payment volumes grow and buyer expectations around speed, convenience and certainty continue to rise. Mastercard research showed that nearly two-thirds of B2B suppliers said they regularly fail to meet buyer expectations around the payment experience, often with direct consequences for cash flow.

Invoices are issued with clear terms, but the mechanics of payment are often left undefined. Money can arrive through a patchwork of channels, each with different timing, costs and levels of remittance visibility, making it harder for finance teams to predict, reconcile and plan. On average, large B2B suppliers accept five to six different payment types, the Mastercard research found, and nearly one-third reported that about a third of their payments arrive late, underscoring how fragmented receivables have become.

The result is that today’s enterprise AR process is less a system than a fragmented accumulation of practices. And those practices are increasingly showing their age.

Against this AR backdrop, virtual cards offer a compelling solution for re-engineering how companies get paid by introducing structure, predictability and embedded payments into receivables.

This is central to Mastercard’s adaptive commercial acceptance approach. Acceptance only scales when it is embedded inside the receivables and invoicing workflows suppliers already use, not layered on as a separate process. When acceptance is native to those workflows, virtual cards stop being perceived as a cost and start being experienced as an operational enabler that brings structure, predictability and confidence to how businesses get paid.

For finance leaders, greater control of AR is becoming something particularly valuable at a time when businesses are under growing pressure to improve liquidity, reduce operational friction and modernize their finance workflows.

Capturing New Benefits

Despite the broader shift toward digital-first operations, the process of getting paid remains stubbornly analog at its core across many companies. This results in a central weakness of existing receivables functions, such as limited control over how and when payments are executed.

It’s a challenge senior leaders recognize, as the Mastercard research revealed that 92% of suppliers said optimizing payment choices for customers is a priority, and 94% said more efficient payments directly boost profitability.

A company may know what it is owed and when, but it has limited control over how that payment will be executed. Checks still circulate. Traditional bank transfers arrive without sufficient remittance detail. Wires require manual confirmation. Even when payments are electronic, the workflow around them is commonly not.

Virtual cards offer a way out of this loop.

Rather than issuing an invoice and leaving settlement open-ended, a buyer can generate a transaction-specific virtual card tied to that obligation and share it with the supplier. The supplier then applies the virtual card to the corresponding invoice, with predefined parameters around amount, validity and use, reducing uncertainty and narrowing the range of possible outcomes.

A principal advantage of this arrangement lies in its effect on timing. Traditional receivables are subject to delay at multiple points, including internal approvals, payment initiation, processing and confirmation. Two companies with similar days sales outstanding (DSO) can experience markedly different cash flow patterns, complicating forecasting and liquidity management.

The most powerful shift offered by virtual cards is also the simplest: embedding payment directly into the invoice. In the past, approval only confirmed what was owed; how payment would happen was still an open question. With embedded payments, approval aligns closely with execution. The payment method is predefined, reducing additional steps required to initiate settlement.

For finance functions, the distinction can be material. Cash flow forecasting improves when the dispersion of payment timing narrows and when remittance data is consistently tied to the transaction itself. Even modest reductions in timing variance can translate into improvements in liquidity management for companies with large receivables balances.

The Mastercard research showed that 32% of card-accepting suppliers reported improved payment visibility, and 30% cited faster processing, compared with those relying on more manual receivables methods.

A Reorientation of Financial Priorities

The case for virtual cards in receivables comes with considerations, as with any payment method. Organizations evaluate card-based payments in the context of their broader operating model, priorities and objectives. Increasingly, many are finding that the benefits of greater certainty, automation and predictability reshape how that decision is made.

Still, the virtual card receivables model is most compelling where the value of faster, more predictable cash flow outweighs transaction costs, and where operational complexity inherently amplifies the benefits of standardization.

But, already, virtual cards applied on the receivables side suggest that the process of getting paid can be structured with the same rigor as the process of paying. The implications may be incremental in isolation, but they are proving significant in aggregate and offer AR teams reduced variability, lower administrative burden and improved working capital dynamics.

What distinguishes virtual cards in receivables is less the technology than the shift in emphasis it implies. Payments have traditionally been managed as an outbound concern, focused on control and compliance. Receivables have traditionally been treated as an operational necessity.

But today, how a company gets paid increasingly shapes liquidity, resilience and competitiveness. It has grown beyond a back-office function to become a lever of financial performance.

Taken together, the implications of virtual card use in AR point to a reorientation of financial management, one in which cash collection is no longer passive but something actively designed.

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