国际集团集中管理（英）

Group management of global operations - Finance management in the 21st century,Introduction.,General accounting. Tax. Accounts receivable. Accounts payable. Payroll. Employee Expenses. Inventory. Fixed assets. Project / job tracking Internal cost distribution.,Financial forecasting. Cash management. Foreign exchange. Insurance / risk management. Investment / borrowing.,Achieving “excellence” will entail new practices across all finance functional areas.,Functional Areas,“Common Practice”,“Good Practice”,“Finance Excellence”,Setting targets based on accounting measures: EPS/ROE/ROI,Performing basic capital/portfolio analysis Performing initial M&A appraisals,Managing risk against rigid rules Conducting treasury operations Building tax plan Developing funding plan,Compiling business plans Independently approving or developing capital and operational budgets,Processing transactions Completing basic accounting/general ledger functions,Monitoring past financial performance against budgets,Reporting financial information against a schedule,Identifying financial impact of business strategy Understanding drivers of value creation,Analysing background and source data for: Drivers and trends Accuracy Certainty Developing alternatives for capital/portfolio structure,Developing options and recommendations around funding, tax and treasury Evaluating financial and business risks in context of business objectives,Standardising and streamlining budget process Using activity-based metrics to identify budget priorities,Automating transaction processing Developing best-in-class operations against: Cost Speed Quality,Managing improvements of operational processes Establishing value based measures Integrating measures to ensure alignment and consistency,Developing streamlined reporting Producing real-time data Adapting output to needs Responding to investor queries,Contributing to development of business vision Identifying and modelling likely scenarios Planning and leading long-term value creation,Proactively identifying external and internal capital allocation options Evaluating strategic alliances and opportunities,Empowering operational staff to control risks Managing risk against business principles Positively managing risks as potential opportunities,Developing budgeting process that: Is rapid and reacts to opportunities Includes contingency plans Facilitating budget as the process which matches planned activities against the strategy,Outsourcing of non-core activities,Combining a balanced set of financial and non-financial measures Aligning measures with business strategy and tactical goals throughout organisation Communicating strategy through choice of measures,Introducing predictive perspective to reports Managing investor relationships and expectations,Performance Management,Communication,Financial Operations,Cost Planning and Budgeting,Funding, Tax and Treasury,Investment Management,Financial Strategy,管理资源吧（），提供海量管理资料免费下载！,Finance as a powerful tool to run a corporation.,Frequent comparisons of Corporate reporting activities with statutory regulations Minimal number of Corporate accounts with cost justification of increases Limited number of reporting entities Unit accounting operates within Corporate policies and procedures but maintain a separate ledger(s) with a flexible chart of accounts Common Chart of Accounts Automated consolidation upload from units Originator responsible for quality (zero-error tolerance) Automatic interface between General Ledger and subsystems Transactions are coded with sufficient information for multiple reporting requirements General Ledger contains only summary data of subsystem activity,Automated account reconciliation Standard general ledger packages Multi-currency and multi-lingual accounting packages Financial database for analysis & reporting Automatic inter-company posting, reconciliations and eliminations Inter-company charges consolidated and funded at one time each month Real-time integrated financial system with continuous close (Event-Based Accounting) Automation of controls / clerical functions Integrated financial / operational database Support for: Activity Based Management Responsibility Reporting,管理资源吧（），提供海量管理资料免费下载！,Index.,Finance transformation since the 1990s. Finance control over global operations. Case studies.,管理资源吧（），提供海量管理资料免费下载！,Index.,Finance transformation since the 1990s. Finance control over global operations. Case studies.,The agenda is shifting. . .,Recent agenda Finance process redesign Improve the control framework Improve operational efficiency Implement ERP applications Redesign the role and organization of finance,Impact of eBusiness Increased pressure for productivity and “value” added Finance Speed and transparency Advances in technology Changes in the the way business is done Distribution of skills across the organization Globalisation,Changing expectations Value added finance Accessible and visible business intelligence & performance measures Greater speed, flexibility, responsiveness and cost efficiency Self service / better service Collaboration and connected communities Multi-skilled employees,1990s,21st Century,. . . from transaction processing to value-added decision support.,Number Cruncher,21st Century Finance Partner,Decision Supporter,Number Manipulator,1990s,21st Century,Transactions Minimized Provider of Significant Strategic value Realigned to operate like a business,Significant Efficiencies Obtained Implementing Analytical Solutions,Reducing Cost of Finance Building Effectiveness Foundation,Non Value Added Function,Legend,Decision support Control Reporting Transaction Processing,Shared services or outsourced financial transaction processing,Core finance functions,Few companies consider finance to be achieving its maximum efficiency and effectiveness potential.,According to CGEYs RapidFx Benchmark Study - Only 18% of companies utilize a Group/Sector/Corporate data warehouse. Only 46% of companies have implemented shared services as a key part of the companys business strategy. Of those that do utilize shared services, only 17% have clear performance measures. 67%, however, view this as very important. Only 37% of companies say technology has been the key enabler for their shared services. However, 79% say technology should be the most important key enabler for shared services. Few companies have been successful in leveraging statistical analysis software for internal and external reporting needs. Few companies are succeeding in driving maximum business value from their technology investments by automating and routing transaction processing.,All financial processes are coordinated around a common goal of improving shareholder value.,Shareholder Value,Enterprise value maximization,Transactional processing,Management insight,Coordinated transformation,How does finance optimize, grow, downsize, and invest in order to drive shareholder perception?,How does finance synthesize and analyze data to provide true business intelligence supporting critical decisions?,How does finance significantly improve or even get out of the traditional finance transaction business?,Quantitative and qualitative benefits of a 21st century finance organization.,Improved shareholder value due to an ability to understand and influence the true drivers that impact it. Reduced costs due to elimination of shadow finance organizations in the business units. Reduced costs due to optimization of transaction processing spend. Reduced costs due to the elimination of disconnected, finance-related technology purchases.,Quantitative,Qualitative,Accurate information to react/recover more quickly when the economy changes. Understanding of how to combine cost cutting efforts with effectiveness improvement efforts to move along the transformation path. Evolution to a business partnering model between finance and revenue generators. Finance savvy enterprise/culture.,Finance therefore becomes a proactive unit in the firm,Proactive Agenda,High fixed cost business model FTE cost reductions Matrix organization Transactional processing consolidation Semi-integrated technology platforms Large reporting packages,Renewed shareholder value focus Financial transparency and integrity Data quality Streamlined organizational accountability Variable cost of infrastructure and workforce Productivity Organizational adaptability Technology as an enabler,Operational excellence,Reactive Agenda,1990s,21st Century,. .to possess the key characteristics of the 21st century.,Value-added customer service delivery model. Highly skilled finance decision support resources. Financial skillsets “embedded” in key business areas.,Enhanced alignment of strategy and operations. Integrated budgeting, forecasting, measurement, analysis. Optimized transactional efficiencies through outsourcing and shared services. Integrated processes across the financial supply-chain of trading partners.,Advanced web-enabled self-service and productivity enabling tools. Integrated, corporate portals with secure links to applications. Integrated projection and analysis tool suites.,People,Process,Technology,Index.,Finance transformation since the 1990s. Finance control over global operations. Case studies.,A global group can only start to control if it has the right finance function.,One of the first steps is to realise that the boards top responsibility is to the shareholders. Only then are changes possible leading to board reshuffles and the creation of a global CFO. Many Asian MNCs have only recently hired a CFO. Sony did so 3 years ago. Fujitsu hired its first global CFO in March 2002. Why this change ? It is global competition and global requirement to publish transparent accounting that has pushed companies to improve their finance department. And a proper finance department in turn then assists management in building the right structure to manage a business such that it becomes competitive. CFOs help top management push through changes that are necessary for a companys financial well-being, and sometimes survival. CFOs push through workforce reductionslike at Fujitsu in Japan. CFOs are no longer only focused on numbers. They are becoming more and more involved in all aspects of the business. It is not uncommon that large MNCs ask the CFO to take over the CEO job.,Source: Factiva 2002, “The new CFO of the Future” KPMG,Finance helps large groups develop strategies.,Three core aspects to change in business is creating a new role for CFOs. Globalisation New techniques and concepts Technology Major challenge for CFO is to formulate and communicate strategy, both internally and externally. Once strategies are formulated, then these have to be translated into action plans and finance plays a key role in implementing and driving the strategy.,Source: Factiva 2002, “The new CFO of the Future” KPMG,Index.,Finance transformation since the 1990s. Finance control over global operations. Case studies.,General Electric is able to track all its global businesses in real-time.,Full digitisation of GEs back office: GE is currently working to completely digitize its back office so that almost 100% of employees can focus on “front office” activities,Real-Time tracking of all GE businesses in real time: GE is currently leveraging technology in order to be able to monitor all GE businesses at any time,Seamless connection with customers: GE is creating a seamless demand chain by exploiting the full potential of its e-exchange hubs and clear understanding of customers needs,Source: GE, CGE&Y Analysis,Nissans financial reporting was a disaster.,Nissan Motor Co. Ltd. is the worlds 36th largest corporation with operations in 97 countries and investments in 1,400 companies. In 1999, Nissan entered into a historic agreement with Renault S.A. of France when Renault purchased a 36.8% controlling interest in the Japanese auto manufacturer. What did Renault discover ? Nissan did not have one single set of financial reports - making it virtually impossible to make any decisions. One regions revenue could not be compared to another. The system was not well-organized and rigorous enough for a $50 billion company. Nissan suffered from management problems, difficulties in financial reporting. Various financial re-engineering projects were conducted with 2 goals in mind - Achieve data consistency and timeliness objectives (global Group consolidation within 7-10 working days) Provide flexible, but integrated, management database and reporting.,Source: CGEY,Financial re-engineering was one ingredient in Nissans recovery after 10 years of losses.,Nissan implemented consistent financial measures and a database for business analysis. The system allows Nissan to have: A common chartered account. A single reporting and consulting system. A common consolidation system with Renault. Now all 315 Nissan companies will report to the same chartered account and adhere to the name accounting rules and principals. The system will report on the Japanese GAP, the US GAP and European international accounting standards. With this database, it is now possible to extract the reports according to: Company. Business function. Market. Product.,Source: CGEY,Daiwa Securities Group Inc.,Daiwa is Japans 2nd largest securities firm with revenues of US$37.6 billion. Three years ago, it scrapped its board in favour of a smaller executive style board with outside directors. In 2001, they created for the first time a head of global finance. The head of global finance has carried out major tasks: Clean up Daiwas balance sheet by writing off US$1.1 billion Centralised groups cash management Upgraded IT Installed a rigorous risk management system which tracks risks on a daily basis. Daiwa is very conscious of shareholder value. Fund managers have noticed this “financial turnaround” and increased their stake in Daiwa from 17% to 32% today.,Source: Factiva,IBM has streamlined its organisation through Total Quality Management in its finance department.,IBM,Objectives,Maximize shareholder value,TQM-based process re-engineering (concerning all functions throughout the company),Focus on Total Quality Finance aiming to maximise customer satisfaction Linkage of strategic planning and financial operations,Role and Functions,Exclusive responsibility for main finance decisions Finance managers positioned as inspector and auditor,Partnership with operational units to boost efficiency in product development, customer relations and basic financial transaction processing Finance managers positioned as facilitator and coach,Organisation,Decentralised: Each country ran its own treasury centre,Core processes have been centralised (eg treasury) Small teams made up of experts specialising in specific processes across the company (e.g. purchasing and accounts payable),Tools,Manual processing (of administrative activities) Quantitative, traditional valuation tools (e.g.: EPS),Homogenous data standard across the company Standardised output format Automated processing of time and expense reporting,A streamlined process eliminating paper and manual processing A central unit handles basic accounting tasks for the entire corporation Brainstorming, task forces, customer satisfaction councils,Skills,Finance staff at ease with process based thinking Finance s