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1 March 2008
Increasing Predictability and Reducing Volatility - Corporate Liquidity in a New Financial Cycle
...our cost structures, efficiency and automation, but which nevertheless damage the predictability of our cash flow. As an example, when corporations create shared service centres, they often centralise their payables,...
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1 March 2008
Treasury Technology in 2008
...treasurers. Five years ago, if a treasurer was asked “What does your company do?” (not “what is your capital structure?”, not “what is your gearing?”, not “what is your balance...
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1 March 2008
The Growing Trend towards Multi-Sourcing
...ongoing related service payments. Traditionally the outsourcer has absorbed the cost of the investment made. However, depending on the outsourcer’s own financial position, his internal cost of capital can skew...
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1 March 2008
Sustaining a Long-Term Profitable Treasury - Gaining from Emerging Markets
...volatility, lower costs, improved productivity and lower compliance costs. Relying on ‘cliché’ technologies and processes would not satisfy investors, auditors and board members for missing earnings due to foreign exchange....
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1 March 2008
Managing the Market Risks of Acquisitions in Emerging Countries
...bank funding. In this type of country (e.g. in Turkey, Russia, Brazil), a local currency funding could be very expensive as interest rates are extremely high. On the other hand,...
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1 March 2008
Achieving Control and Visibility over a ‘Virtual’ Treasury
...company and across the market. Firstly, regulatory developments, particularly Sarbanes-Oxley, have led to more of a focus on controls, their visibility, and our ability to show that they are effective....
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2 February 2008
The Never-ending Quest for Payments Security
...the law, changes in technology, and changes in business processes. Over time, each of these drivers evolves as the law, technological capabilities and generally accepted business practices mature. Take corporate-originated...
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2 February 2008
Corporate Treasurers’ Roundtable - Using Finance & Accounting Shared Service Centers to Deliver Enterprise-Wide Value
...to secure cost-effective solutions. How is this validated? Joe Prudente, Future Electronics. We do month-end reporting which demonstrates the cost of capital and other metrics. The improvement in month-on-month performance...
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2 February 2008
Perspectives - Andy Long - Co-President and Chief Financial Officer, Speedo International
...careers in treasury. Indeed, many of those who have been most successful bring a wider range of skills and experience. Andy Long’s commercial, financial and project delivery capabilities have benefitted...
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2 February 2008
Perspectives - Andrew Woods - MD SunGard AvantGard
...way from the company’s core activities, whether that’s drilling for oil, manufacturing consumer products, retail or developing innovative pharmaceuticals. At a systems vendor, in whatever role, whether support, training, consultancy,...
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2 February 2008
Cash Management in the Credit Crunch
...in the front end of the yield curve now clearly understands the term ‘structure risk’. This risk can now be differentiated from ‘credit risk’ and also ‘liquidity risk’. There are...
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2 February 2008
Building a Competitive Finance Function: An Executive Roundtable
...themes: high integrity, which is about strong compliance, controls, and speaking up; no surprises in performance management, which is about being close to the business, anticipating issues before they arise,...
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