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财务主管的看法:集中化 (The Treasurer’s Voice: Centralisation)

Helen Sanders - 编辑

(特约评论:法国巴黎银行客户咨询主管Filipe Simao和财资管理策略公司(Treasury Strategies Inc.)常务董事Monie Lindsey)

本月的读者调查重点是集中化,探索全球公司财务管理集中化的程度、过去有哪些因素可能延迟了计划以及仍将面临的挑战。由于恰逢假期,本调查只开放了很短的时间,但吸引了93份高质量的答卷。其中,63%代表了营业额逾10亿美元的公司。答卷来自各个地区,40%来自欧洲(包括中欧和东欧),20%来自中东,其余的为北美、拉丁美洲和亚洲。

1. 集中化财务管理

财务主管强烈倾向于尽可能地将他们的工作集中化。就融资、投资和外汇而言,相较于区域集中化,更偏好全球集中化。至于现金管理和银行连接,有同等比例的答卷者表示,他们已在这些方面实现了全球或区域集中化。法国巴黎银行客户咨询主管Filipe Simao评论道:

Published 
Please note: this article is over 9 years old. If you feel this article is inaccurate or contains errors get in touch here . Many thanks, TMI

The Treasurer’s Voice: Centralisation

by Helen Sanders, Editor

Featuring Filipe Simao, Head of Client Advisory, BNP Paribas and Monie Lindsey, Managing Director, Treasury Strategies Inc.

This month’s reader poll focused on centralisation, exploring the degree to which companies globally have already centralised their treasury activities, what factors may have delayed their plans in the past, and the challenges that remain. Due to the holiday period, this poll was only open for a short time, but attracted 93 high quality responses. Of these, 63% represented companies with a turnover exceeding $1bn. Responses were drawn from across all regions, with 40% based in Europe (including Central & Eastern Europe), 20% of respondents based in the Middle East with the remainder spread across North America, Latin America and Asia.

1. Centralising treasury

Treasurers indicated a strong preference for centralising their activities as far as possible. In the case of financing, investment and FX, there is a bias towards global as opposed to regional centralisation. For cash management and bank connectivity, an equal proportion of respondents indicated that they have centralised these activities globally or regionally. Filipe Simao, Head of Client Advisory, BNP Paribas comments,

“While it is not surprising that treasurers have managed to centralise activities such as financing and investment globally, it is difficult in practice to achieve the same degree of centralisation in cash and liquidity management. For example, cash flow forecasting is a process that cannot be performed centrally as it requires input and dialogue with local business units. It is also difficult to centralise accounts payable functions across widely differing time zones.”