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1 December 2009

...reliable and transparent approach to forecasting can be achieved. While forecasting remains a complex issue, improvements in this area, in which centralization is an important first step, increases companies’ ability...

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1 December 2009

...managing cost volatility –  Create optionality, e.g., by including switching options in supplier contracts, giving the purchaser the option to switch at a particular point in time, based on their...

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1 December 2009

...management processes, and use bank and internal technology platforms to support global cash visibility and centralization.     Notes:                                                       1  See our previous report ‘To Cut or Continue – the...

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1 November 2009

...the ‘spreadsheet slavery’ that has long characterised change programmes. Instead, businesses can employ a single benefits-tracking tool, such as qantif, to establish a consistent process across multiple cost-cutting programmes. This...

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1 November 2009

...how are the finances organised? PM: There are two types of resource: subsidies, which account for the largest part and members’ subscriptions. The subsidies are directly allocated by the state...

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1 November 2009

...The company is distinguished  by the very different nature of our two principal activities. Firstly, we have the contracting activities, consisting of construction, roadbuilding and energy and information technology services,...

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1 November 2009

...Trust, concurs, “In many cases, treasurers’ cash investment objectives in the past were to maximise yield. Today, the primary objective is return of capital rather than return on capital; consequently,...

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1 November 2009

...publisher. The transition is under way. With a total of 200 bank accounts to manage, we have large volumes of payments every day, encompassing direct debits, bank transfers, cheques or...

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1 November 2009

...of working capital with a ‘zero float’ structure ii)     Provide parent company with visibility on cash generation on a daily basis iii)    Reduce costs by minimising bank costs, standardising...

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1 November 2009

What Matters Today #3: Relationships by Nicholas Blake, Corporate Sales Executive, EMEA, and Melanie Wells, Client Services Executive, EMEA, Treasury Services, J.P. Morgan In the last two editions of TMI,...

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1 November 2009

...engineering and technology consultancy – which account for 70% of our business – and IT services and networks. We have a workforce of 12,500 of whom 88% are engineers. In...

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1 November 2009

.../ spreadsheet solution, including subsidiary-centre communications, inter-company dealing and hedge accounting. During the project, Nutreco decided to extend its scope by implementing additional cash forecasting functionality.   …and its challenges...