Who Automates Excel Processes? Why a Service Partner is Often the Better Choice for SMEs

The month-end closing is complete, the reports are generated. The path to get there was often marked by manual steps in Microsoft Excel. Data is exported from the ERP system, consolidated in various spreadsheets, validated, and prepared for reporting. These recurring tasks are error-prone and tie up the valuable time of finance professionals. Many finance departments are therefore looking for an excel process automation service provider in Switzerland. The choice often falls on an internal solution. Either a skilled Excel user in the team is tasked with the job, or the IT department is asked to develop a solution. However, this approach carries risks that often only become apparent during ongoing operations.

The Limitations of Internal Solutions

In many finance teams, there is an employee with above-average Excel skills. This person often becomes the go-to contact for automating tasks, both large and small. The solutions created are usually pragmatic and functional at first glance. The problem is the dependency on a single individual. If this employee is absent due to holiday, illness, or leaving the company, the process comes to a halt. Often, the created macros or queries are not documented, or only inadequately so. Handing over to a successor is difficult and time-consuming. The solution thus becomes a personnel risk.

The alternative appears to be the internal IT department. IT specialists have the technical knowledge to create robust scripts and applications. However, their core competence lies in managing IT infrastructure, data security, and user support. They are generally not experts in the specific processes of the finance department. An automation developed by IT may be technically flawless but might not accurately reflect the specialist requirements of controlling or accounting. Furthermore, the coordination between the finance and IT departments requires significant resources on both sides.

What both internal approaches have in common is that the solutions created are often ad hoc. They are built for a specific situation and a specific software version. If an interface changes, the format of an ERP export is altered, or the Office software is updated, the automation can fail. Troubleshooting and adaptation once again cost time and resources, which are usually scarce in day-to-day business.

The Growing Complexity of Tools

The software environment in companies is not static. Standard applications like Microsoft 365, in particular, are continuously evolving. These updates bring new features, but also changes in administration and operation. An automation that works reliably today may become faulty tomorrow due to an update. Maintaining such solutions therefore requires continuous monitoring of technological developments.

Microsoft is rolling out new features for tools like Copilot gradually and in a controlled manner, which requires constant monitoring to understand the impact on existing processes (Microsoft 2026). It is hardly feasible for a finance department to follow these developments in detail. Software administration is also becoming more complex. Administrators can now adjust settings for Copilot connectors themselves, a task that previously required a support ticket (Microsoft 2026). This shows that the responsibility for configuration and maintenance is increasing and demands deeper technical knowledge.

An internal Excel automation, managed on the side, can hardly keep pace with this speed. The person who originally created the solution is busy with their core tasks. The IT department has other priorities. The result is 'technical debt': the automation becomes outdated and more fragile with each update, until it eventually no longer functions reliably.

The Value of Process Expertise and Data Quality

Automation is not just about speed. The main goal is to increase the quality and reliability of financial data. Studies show that digital transformation has a positive and statistically significant effect on the quality of accounting information (doi.org 2024a). This effect is even more pronounced under uncertain business conditions (doi.org 2024a). A professionally implemented automation is therefore a contribution to the company's stability.

Complex financial reports are a recognised risk factor. One study found that the complexity of financial reporting is a significant predictor of fraudulent financial statements (doi.org 2024a). Good automation reduces complexity by standardising processes and minimising manual interventions. It creates a clear and traceable chain from the ERP export to the final key figure. This increases confidence in one's own figures.

The analysis of financial data often requires specific tools and methods, as shown by a study that used special software for a regression analysis (doi.org 2025). Similarly, creating robust automations requires more than just basic Excel skills. It demands an understanding of data structures, process logic, and error handling. Advanced algorithms can now even support the detection of irregularities in financial data, significantly outperforming traditional methods (doi.org 2024a). This illustrates the potential that lies in specialised knowledge.

The Service Partner as a Guarantor of Stability

A specialised service partner for automation in the finance sector offers a different approach. Their service is not the one-time creation of a solution, but the assurance of its operation. The service includes ongoing maintenance, monitoring of software updates, and adapting the automation when framework conditions change. The partner assumes responsibility for the stability of the process.

Such a partner does not replace the ERP system. They work with the data provided by the ERP and other source systems, automating the Excel layer that exists around it. They combine technical know-how with a deep understanding of processes in finance and accounting. They know the typical challenges of month-end closing, controlling, and reporting from experience with many companies. This expertise is incorporated into the design of the automation.

By outsourcing automation to an external partner, the personnel risk within the company is reduced. The knowledge of the process and its technical implementation is documented and secured with the partner. The finance department is relieved of this burden and can concentrate on its core tasks: analysing the figures and steering the company.

What You Can Do This Month

A decision for or against an external partner requires a solid foundation. The following steps will help you analyse your situation:

• Document a core process. Choose a recurring, manual process in Excel that is important for reporting. Write down every single step, from data export through all copy-and-paste and formula steps to the final figure.
• Assess the effort and risk. Estimate how many hours per month are spent on this process. Who is involved? What are the consequences if an error occurs in this process or if it is delayed?
• Review your internal resources. Do you have the in-house knowledge not only to automate this process but also to maintain the solution and adapt it to updates over the years? Be honest about the available time and priorities.
• Define the objective. What exactly should the automation achieve? Is it primarily about saving time, reducing errors, or improving data traceability? Clear objectives are a prerequisite for a good solution.

This analysis creates a clear basis for a decision. It will show whether an internal solution meets the requirements for stability and maintainability, or whether collaborating with a specialised provider is the better path for your company.

Microsoft, Excel, Microsoft 365 and Copilot are registered trademarks of the Microsoft Corporation.