From USD to 142 Currencies: A Guide to Cross-Border B2B Payments for US Companies

Your CFO just flagged an opportunity with a manufacturing supplier in Germany. Great margins, quality materials, established track record. One catch: they want payment in euros, not dollars.

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For many US finance teams, this scenario triggers a familiar sequence of complications. Someone suggests checking if the supplier will accept USD. The controller starts researching separate banking portals. The AP manager wonders how this payment will reconcile with everything else.

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The global B2B cross-border payments market reached $31.6 trillion in 2024, and it's growing at nearly 6% annually. B2B transactions now account for over 60% of all cross-border payment volume. Yet despite this massive scale, paying an international supplier still feels harder than it should be for most mid-market companies.

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The "International Payments" Confusion

Here's where expectations often diverge from reality. "International payments" sounds like a single capability, but it actually describes several distinct scenarios that require different infrastructure and processes.

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For the vast majority of US-based companies, international payments means one specific thing: paying suppliers from a USD-denominated account held at a US bank. That payment might stay in dollars if the supplier accepts USD, or it might convert to euros, pesos, shekels, or any of 142 other currencies depending on what your supplier prefers.

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What this typically does not include: payments originating from overseas bank accounts, payments from accounts denominated in currencies other than USD, or complex multi-currency treasury operations that large multinationals manage through dedicated FX desks.

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This distinction matters because companies often disqualify themselves from cross-border payment solutions by assuming their needs are more complex than they actually are. A manufacturing company in Ohio paying three suppliers in Mexico and one in Taiwan isn't running a sophisticated international treasury operation. They're a domestic company that happens to need cross-border payment capabilities.

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Why USD-Based Cross-Border Matters Now

Manufacturing companies sourcing internationally. Professional services firms with global contractors. Growing businesses whose vendor base now spans multiple countries. The common thread is straightforward: as supply chains globalize and talent pools extend beyond borders, the payment infrastructure needs to keep pace.

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Recent industry surveys found that transaction costs (33.1%) and uncertainty around final payment amounts (23.3%) rank as the top challenges suppliers experience with cross-border payments. When your suppliers face friction receiving payments, that friction flows back to you through strained relationships, delayed shipments, or simply lost deals with vendors who don't want the hassle.

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The math on payment volume tells a clear story. Companies report that cross-border payments often account for just 20% of payment volume but consume 80% of AP team time. That ratio alone explains why automation and integration matter so much for international payments, even when the actual transaction count is relatively low.

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Two Payment Types, Different Mechanics

When you're paying from a USD account to an international supplier, you're generally dealing with one of two scenarios.

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International USD wires send dollars to your supplier's account abroad. The supplier receives USD, and any currency conversion happens on their end if they need local currency for their operations. This works well when suppliers specifically want or accept USD, which is common among international businesses accustomed to dealing with American companies.

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FX payments convert your USD into the supplier's local currency before the funds arrive. Your supplier receives the exact amount in their preferred currency (euros, Canadian dollars, Mexican pesos, Israeli shekels, etc.). The conversion happens as part of the payment process, typically at an exchange rate that includes a spread.

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Both payment types require wire transfer infrastructure. Unlike domestic ACH, which moves through the Automated Clearing House network, international payments travel through the SWIFT network, a messaging system that connects over 11,000 financial institutions in more than 200 countries. This infrastructure difference explains why international payments cost more and take longer than domestic ACH.

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The SWIFT Code Requirement

Your domestic vendor database probably contains company name, address, routing number, and account number. For international payments, you need an additional identifier: the SWIFT code (also called a BIC, for Bank Identifier Code).

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SWIFT codes are 8 to 11 characters that identify the specific bank and branch where your supplier holds their account. The first four letters represent the bank, the next two identify the country, the following two indicate the location, and the final three (when present) specify a particular branch. For example, BOFAUS3D identifies Bank of America in Dallas.

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Some countries also require an IBAN (International Bank Account Number), particularly for European transactions. An IBAN can be up to 34 characters and includes the country code, check digits, and the local bank account number in a standardized format.

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The challenge for most AP systems is that they weren't built to capture and store this information. Routing numbers and account numbers, yes. SWIFT codes, IBANs, intermediary bank details, and country-specific payment requirements, often no. This gap explains why companies frequently maintain international supplier banking details in spreadsheets alongside their main vendor database.

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Understanding FX Conversions

When you convert USD to a foreign currency, you're entering the foreign exchange market, and it helps to understand what you're actually paying for.

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Every currency conversion includes a spread between the market rate (what currencies trade for between large institutions) and the rate you receive. This spread is how FX providers generate revenue. According to J.P. Morgan, the approach you take to currency conversion can affect not just cost but timing and reconciliation.

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If you pay a supplier 10,000 euros, you'll pay something more than 10,000 euros multiplied by the market exchange rate. The difference between the market rate and your actual rate is the FX spread. Spreads vary significantly between providers, which is why understanding your all-in cost matters.

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Currency volatility adds another dimension. Exchange rates fluctuate constantly based on economic conditions, interest rate decisions, political events, and market sentiment. A payment you initiate today might convert at a slightly different rate than the same payment initiated yesterday or tomorrow.

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For companies making occasional international payments, spot transactions (converting at the current market rate) work fine. But as volume grows, understanding your FX costs becomes increasingly important for accurate cash flow forecasting and budgeting.

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The Compliance Layer

International payments operate under stricter regulatory oversight than domestic transactions. The Financial Action Task Force (FATF) sets global standards for anti-money laundering (AML) and counter-terrorist financing (CTF) compliance. In the US, these requirements translate into regulations enforced by FinCEN (Financial Crimes Enforcement Network) under the Bank Secrecy Act.

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What this means practically: when you enable cross-border payment capabilities, you'll go through a more rigorous onboarding process than standard domestic payment setup. This includes Know Your Customer (KYC) verification, which requires documentation about your business structure, beneficial ownership, and sometimes the specific suppliers you plan to pay.

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OFAC (Office of Foreign Assets Control) maintains sanctions lists that restrict transactions with certain individuals, companies, and countries. Every legitimate cross-border payment provider screens transactions against these lists, which is part of why international payments can't simply flow through the same infrastructure as domestic ACH.

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This compliance burden isn't arbitrary bureaucracy. In 2024, North America accounted for 95% of the $4.6 billion in global AML fines, with US regulators issuing over $4.3 billion in penalties. Compliance failures carry real consequences, which is why reputable providers take onboarding seriously.

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Expect the initial onboarding process to take several weeks. Documentation requirements typically include business formation documents, tax identification information, proof of address, and details about company officers and beneficial owners. Once approved, adding new suppliers becomes much simpler.

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Processing Times and Costs

International wire transfers don't settle instantly. According to the Federal Reserve and standard banking practices, expect 1-3 business days for most destinations, though some corridors and currencies may take longer.

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Several factors affect timing. The countries involved, whether currency conversion is required, the receiving bank's processing speed, and time zone differences all play a role. Payments initiated late in the day may not begin processing until the next business day.

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Costs follow a different structure than domestic payments. While domestic ACH might cost $0.50 per transaction and checks around $50 for processing, international wires involve sending bank fees, potential intermediary bank fees, receiving bank fees, and (for FX payments) currency conversion spreads. Traditional banks charge around 300 basis points on cross-border payments, which adds up quickly on larger transactions.

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This cost structure explains why payment timing and consolidation matter for international payments. Batching payments to the same currency or region can reduce per-transaction costs. Planning payment timing around favorable exchange rates (when you have flexibility) can reduce FX costs.

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Supplier Data Collection

Before you can pay an international supplier electronically, you need their banking details in a format your payment system accepts. This sounds simple but often proves more time-consuming than expected.

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Information you'll need from international suppliers typically includes:

Full legal business name as registered with their bank
Bank name and complete address
SWIFT/BIC code (8-11 characters)
Account number or IBAN (depending on country)
Intermediary bank details (if required for their country)
Any country-specific requirements (CLABE for Mexico, BSB for Australia, Sort Code for UK)

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Not every supplier has this information readily available. Some will need to contact their bank to confirm their SWIFT code or intermediary bank requirements. Building extra time into your onboarding process for supplier data collection prevents delays when you're ready to start making payments.

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A simple spreadsheet template works well for collecting this information. Share it with suppliers early in your relationship, before you've committed to payment terms that depend on having cross-border capabilities operational.

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The Integration Question

How cross-border payments fit into your existing AP workflow matters as much as whether you can make them at all.

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The separate portal approach requires logging into a different system when you need to process international payments. You maintain vendor data in multiple places, run separate approval workflows, and reconcile international payments back to your accounting system manually. This creates operational overhead that scales poorly as international payment volume grows.

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An integrated approach treats international payments as another payment method alongside ACH and checks. Your AP team queues payments in the same system, follows the same approval workflows, and sees reconciled transactions post to the general ledger automatically. From their perspective, selecting "FX Payment" or "Cross-Border USD Wire" looks and feels like selecting ACH or Check.

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The backend complexity doesn't disappear with integration. Currency conversion, SWIFT network routing, compliance screening, and international settlement all still happen. But the operational burden shifts from your AP team to the payment infrastructure handling those mechanics behind the scenes.

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This distinction affects more than efficiency. When international payments require separate processes, they often become someone's "special project" rather than part of normal operations. That leads to delays, inconsistent handling, and supplier frustration.

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Preparing for Cross-Border Payment Enablement

Before starting the onboarding process with any provider, get clear on your actual requirements.

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Audit your current state. How many international payments do you process today? Through what method (bank portal wires, third-party services, asking suppliers to invoice in USD)? What does each payment actually cost in staff time, fees, and relationship friction? Which currencies do your suppliers need?
Anticipate growth. Your current international payment volume might be modest, but what does your pipeline look like? Are you pursuing deals that require cross-border capabilities? Expanding into markets with international suppliers? Adding offshore contractors or vendors?
Inventory your supplier data. Which international suppliers do you already have banking details for? Which need to be contacted? How complete and accurate is your current information?
Set timeline expectations internally. Cross-border payment enablement takes weeks, not days. Compliance review involves back-and-forth communication. Your AP team needs to know this so they're not expecting overnight solutions.

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The Bottom Line

For US companies paying international suppliers from USD accounts, cross-border payments have become table stakes rather than a differentiating capability. The question isn't whether you need this functionality, but whether your current approach creates friction that affects supplier relationships, deal flow, or operational efficiency.

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The B2B cross-border payments market is projected to grow 58% by 2032, reaching $50 trillion annually. That growth reflects the reality that more companies operate across borders, more supply chains span multiple countries, and more business relationships require the ability to move money internationally.

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Getting cross-border payments right means understanding what you actually need (probably simpler than you think), collecting the supplier data required to execute those payments, navigating the compliance requirements involved in moving money across borders, and integrating those capabilities into your existing workflows so international payments become routine rather than exceptional.

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The German supplier opportunity? With the right infrastructure in place, paying them in euros from your US dollar account should be as straightforward as cutting a check to a domestic vendor. That's the bar modern cross-border payments need to clear.

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Ready to explore cross-border payment capabilities for your business? Learn more about how Centime supports international payments for US-based companies with USD accounts, or book a demo today.

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From USD to 142 Currencies: A Guide to Cross-Border B2B Payments for US Companies

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