国际集团集中管理培训(PPT 30页).ppt

UfsoftERPforum2002.08.08Hangzhou,Groupmanagementofglobaloperations-Financemanagementinthe21stcentury,Introduction.,Generalaccounting.Tax.Accountsreceivable.Accountspayable.Payroll.EmployeeExpenses.Inventory.Fixedassets.Project/jobtrackingInternalcostdistribution.,Financialforecasting.Cashmanagement.Foreignexchange.Insurance/riskmanagement.Investment/borrowing.,Achieving“excellence”willentailnewpracticesacrossallfinancefunctionalareas.,FunctionalAreas,“CommonPractice”,“GoodPractice”,“FinanceExcellence”,Settingtargetsbasedonaccountingmeasures:EPS/ROE/ROI,Performingbasiccapital/portfolioanalysisPerforminginitialM&Aappraisals,ManagingriskagainstrigidrulesConductingtreasuryoperationsBuildingtaxplanDevelopingfundingplan,CompilingbusinessplansIndependentlyapprovingordevelopingcapitalandoperationalbudgets,ProcessingtransactionsCompletingbasicaccounting/generalledgerfunctions,Monitoringpastfinancialperformanceagainstbudgets,Reportingfinancialinformationagainstaschedule,IdentifyingfinancialimpactofbusinessstrategyUnderstandingdriversofvaluecreation,Analysingbackgroundandsourcedatafor:DriversandtrendsAccuracyCertaintyDevelopingalternativesforcapital/portfoliostructure,Developingoptionsandrecommendationsaroundfunding,taxandtreasuryEvaluatingfinancialandbusinessrisksincontextofbusinessobjectives,StandardisingandstreamliningbudgetprocessUsingactivity-basedmetricstoidentifybudgetpriorities,AutomatingtransactionprocessingDevelopingbest-in-classoperationsagainst:CostSpeedQuality,ManagingimprovementsofoperationalprocessesEstablishingvaluebasedmeasuresIntegratingmeasurestoensurealignmentandconsistency,DevelopingstreamlinedreportingProducingreal-timedataAdaptingoutputtoneedsRespondingtoinvestorqueries,ContributingtodevelopmentofbusinessvisionIdentifyingandmodellinglikelyscenariosPlanningandleadinglong-termvaluecreation,ProactivelyidentifyingexternalandinternalcapitalallocationoptionsEvaluatingstrategicalliancesandopportunities,EmpoweringoperationalstafftocontrolrisksManagingriskagainstbusinessprinciplesPositivelymanagingrisksaspotentialopportunities,Developingbudgetingprocessthat:IsrapidandreactstoopportunitiesIncludescontingencyplansFacilitatingbudgetastheprocesswhichmatchesplannedactivitiesagainstthestrategy,Outsourcingofnon-coreactivities,Combiningabalancedsetoffinancialandnon-financialmeasuresAligningmeasureswithbusinessstrategyandtacticalgoalsthroughoutorganisationCommunicatingstrategythroughchoiceofmeasures,IntroducingpredictiveperspectivetoreportsManaginginvestorrelationshipsandexpectations,PerformanceManagement,Communication,FinancialOperations,CostPlanningandBudgeting,Funding,TaxandTreasury,InvestmentManagement,FinancialStrategy,Financeasapowerfultooltorunacorporation.,FrequentcomparisonsofCorporatereportingactivitieswithstatutoryregulationsMinimalnumberofCorporateaccountswithcostjustificationofincreasesLimitednumberofreportingentitiesUnitaccountingoperateswithinCorporatepoliciesandproceduresbutmaintainaseparateledger(s)withaflexiblechartofaccountsCommonChartofAccountsAutomatedconsolidationuploadfromunitsOriginatorresponsibleforquality(zero-errortolerance)AutomaticinterfacebetweenGeneralLedgerandsubsystemsTransactionsarecodedwithsufficientinformationformultiplereportingrequirementsGeneralLedgercontainsonlysummarydataofsubsystemactivity,AutomatedaccountreconciliationStandardgeneralledgerpackagesMulti-currencyandmulti-lingualaccountingpackagesFinancialdatabaseforanalysis&reportingAutomaticinter-companyposting,reconciliationsandeliminationsInter-companychargesconsolidatedandfundedatonetimeeachmonthReal-timeintegratedfinancialsystemwithcontinuousclose(Event-BasedAccounting)Automationofcontrols/clericalfunctionsIntegratedfinancial/operationaldatabaseSupportfor:ActivityBasedManagementResponsibilityReporting,Index.,Financetransformationsincethe1990s.Financecontroloverglobaloperations.Casestudies.,Index.,Financetransformationsincethe1990s.Financecontroloverglobaloperations.Casestudies.,Theagendaisshifting.,RecentagendaFinanceprocessredesignImprovethecontrolframeworkImproveoperationalefficiencyImplementERPapplicationsRedesigntheroleandorganizationoffinance,ImpactofeBusinessIncreasedpressureforproductivityand“value”addedFinanceSpeedandtransparencyAdvancesintechnologyChangesinthethewaybusinessisdoneDistributionofskillsacrosstheorganizationGlobalisation,ChangingexpectationsValueaddedfinanceAccessibleandvisiblebusinessintelligence&performancemeasuresGreaterspeed,flexibility,responsivenessandcostefficiencySelfservice/betterserviceCollaborationandconnectedcommunitiesMulti-skilledemployees,1990s,21stCentury,.fromtransactionprocessingtovalue-addeddecisionsupport.,NumberCruncher,21stCenturyFinancePartner,DecisionSupporter,NumberManipulator,1990s,21stCentury,TransactionsMinimizedProviderofSignificantStrategicvalueRealignedtooperatelikeabusiness,SignificantEfficienciesObtainedImplementingAnalyticalSolutions,ReducingCostofFinanceBuildingEffectivenessFoundation,NonValueAddedFunction,Legend,DecisionsupportControlReportingTransactionProcessing,Sharedservicesoroutsourcedfinancialtransactionprocessing,Corefinancefunctions,Fewcompaniesconsiderfinancetobeachievingitsmaximumefficiencyandeffectivenesspotential.,AccordingtoCGEYsRapidFxBenchmarkStudy-Only18%ofcompaniesutilizeaGroup/Sector/Corporatedatawarehouse.Only46%ofcompanieshaveimplementedsharedservicesasakeypartofthecompanysbusinessstrategy.Ofthosethatdoutilizesharedservices,only17%haveclearperformancemeasures.67%,however,viewthisasveryimportant.Only37%ofcompaniessaytechnologyhasbeenthekeyenablerfortheirsharedservices.However,79%saytechnologyshouldbethemostimportantkeyenablerforsharedservices.Fewcompanieshavebeensuccessfulinleveragingstatisticalanalysissoftwareforinternalandexternalreportingneeds.Fewcompaniesaresucceedingindrivingmaximumbusinessvaluefromtheirtechnologyinvestmentsbyautomatingandroutingtransactionprocessing.,Allfinancialprocessesarecoordinatedaroundacommongoalofimprovingshareholdervalue.,ShareholderValue,Enterprisevaluemaximization,Transactionalprocessing,Managementinsight,Coordinatedtransformation,Howdoesfinanceoptimize,grow,downsize,andinvestinordertodriveshareholderperception?,Howdoesfinancesynthesizeandanalyzedatatoprovidetruebusinessintelligencesupportingcriticaldecisions?,Howdoesfinancesignificantlyimproveorevengetoutofthetraditionalfinancetransactionbusiness?,Quantitativeandqualitativebenefitsofa21stcenturyfinanceorganization.,Improvedshareholdervalueduetoanabilitytounderstandandinfluencethetruedriversthatimpactit.Reducedcostsduetoeliminationofshadowfinanceorganizationsinthebusinessunits.Reducedcostsduetooptimizationoftransactionprocessingspend.Reducedcostsduetotheeliminationofdisconnected,finance-relatedtechnologypurchases.,Quantitative,Qualitative,Accurateinformationtoreact/recovermorequicklywhentheeconomychanges.Understandingofhowtocombinecostcuttingeffortswitheffectivenessimprovementeffortstomovealongthetransformationpath.Evolutiontoabusinesspartneringmodelbetweenfinanceandrevenuegenerators.Financesavvyenterprise/culture.,Financethereforebecomesaproactiveunitinthefirm.,ProactiveAgenda,HighfixedcostbusinessmodelFTEcostreductionsMatrixorganizationTransactionalprocessingconsolidationSemi-integratedtechnologyplatformsLargereportingpackages,RenewedshareholdervaluefocusFinancialtransparencyandintegrityDataqualityStreamlinedorganizationalaccountabilityVariablecostofinfrastructureandworkforceProductivityOrganizationaladaptabilityTechnologyasanenabler,Operationalexcellence,ReactiveAgenda,1990s,21stCentury,.topossessthekeycharacteristicsofthe21stcentury.,Value-addedcustomerservicedeliverymodel.Highlyskilledfinancedecisionsupportresources.Financialskillsets“embedded”inkeybusinessareas.,Enhancedalignmentofstrategyandoperations.Integratedbudgeting,forecasting,measurement,analysis.Optimizedtransactionalefficienciesthroughoutsourcingandsharedservices.Integratedprocessesacrossthefinancialsupply-chainoftradingpartners.,Advancedweb-enabledself-serviceandproductivityenablingtools.Integrated,corporateportalswithsecurelinkstoapplications.Integratedprojectionandanalysistoolsuites.,People,Process,Technology,Index.,Financetransformationsincethe1990s.Financecontroloverglobaloperations.Casestudies.,Aglobalgroupcanonlystarttocontrolifithastherightfinancefunction.,Oneofthefirststepsistorealisethattheboardstopresponsibilityistotheshareholders.OnlythenarechangespossibleleadingtoboardreshufflesandthecreationofaglobalCFO.ManyAsianMNCshaveonlyrecentlyhiredaCFO.Sonydidso3yearsago.FujitsuhireditsfirstglobalCFOinMarch2002.Whythischange?Itisglobalcompetitionandglobalrequirementtopublishtransparentaccountingthathaspushedcompaniestoimprovetheirfinancedepartment.Andaproperfinancedepartmentinturnthenassistsmanagementinbuildingtherightstructuretomanageabusinesssuchthatitbecomescompetitive.CFOshelptopmanagementpushthroughchangesthatarenecessaryforacompanysfinancialwell-being,andsometimessurvival.CFOspushthroughworkforcereductionslikeatFujitsuinJapan.CFOsarenolongeronlyfocusedonnumbers.Theyarebecomingmoreandmoreinvolvedinallaspectsofthebusiness.ItisnotuncommonthatlargeMNCsasktheCFOtotakeovertheCEOjob.,Source:Factiva2002,“ThenewCFOoftheFuture”KPMG,Financehelpslargegroupsdevelopstrategies.,ThreecoreaspectstochangeinbusinessiscreatinganewroleforCFOs.GlobalisationNewtechniquesandconceptsTechnologyMajorchallengeforCFOistoformulateandcommunicatestrategy,bothinternallyandexternally.Oncestrategiesareformulated,thenthesehavetobetranslatedintoactionplansandfinanceplaysakeyroleinimplementinganddrivingthestrategy.,Source:Factiva2002,“ThenewCFOoftheFuture”KPMG,Index.,Financetransformationsincethe1990s.Financecontroloverglobaloperations.Casestudies.,GeneralElectricisabletotrackallitsglobalbusinessesinreal-time.,FulldigitisationofGEsbackoffice:GEiscurrentlyworkingtocompletelydigitizeitsbackofficesothatalmost100%ofemployeescanfocuson“frontoffice”activities,Real-TimetrackingofallGEbusinessesinrealtime:GEiscurrentlyleveragingtechnologyinordertobeabletomonitorallGEbusinessesatanytime,Seamlessconnectionwithcustomers:GEiscreatingaseamlessdemandchainbyexploitingthefullpotentialofitse-exchangehubsandclearunderstandingofcustomersneeds,Source:GE,CGE&YAnalysis,Nissansfinancialreportingwasadisaster.,NissanMotorCo.Ltd.istheworlds36thlargestcorporationwithoperationsin97countriesandinvestmentsin1,400companies.In1999,NissanenteredintoahistoricagreementwithRenaultS.A.ofFrancewhenRenaultpurchaseda36.8%controllinginterestintheJapaneseautomanufacturer.WhatdidRenaultdiscover?Nissandidnothaveonesinglesetoffinancialreports-makingitvirtuallyimpossibletomakeanydecisions.Oneregionsrevenuecouldnotbecomparedtoanother.Thesystemwasnotwell-organizedandrigorousenoughfora$50billioncompany.Nissansufferedfrommanagementproblems,difficultiesinfinancialreporting.Variousfinancialre-engineeringprojectswereconductedwith2goalsinmind-Achievedataconsistencyandtimelinessobjectives(globalGroupconsolidationwithin7-10workingdays)Provideflexible,butintegrated,managementdatabaseandreporting.,Source:CGEY,Financialre-engineeringwasoneingredientinNissansrecoveryafter10yearsoflosses.,Nissanimplementedconsistentfinancialmeasuresandadatabaseforbusinessanalysis.ThesystemallowsNissantohave:Acommoncharteredaccount.Asinglereportingandconsultingsystem.AcommonconsolidationsystemwithRenault.Nowall315Nissancompanieswillreporttothesamecharteredaccountandadheretothenameaccountingrulesandprincipals.ThesystemwillreportontheJapaneseGAP,theUSGAPandEuropeaninternationalaccountingstandards.Withthisdatabase,itisnowpossibletoextractthereportsaccordingto:Company.Businessfunction.Market.Product.,Source:CGEY,DaiwaSecuritiesGroupInc.,DaiwaisJapans2ndlargestsecuritiesfirmwithrevenuesofUS$37.6billion.Threeyearsago,itscrappeditsboardinfavourofasmallerexecutivestyleboardwithoutsidedirectors.In2001,theycreatedforthefirsttimeaheadofglobalfinance.Theheadofglobalfinancehascarriedoutmajortasks:CleanupDaiwasbalancesheetbywritingoffUS$1.1billionCentralisedgroupscashmanagementUpgradedITInstalledarigorousriskmanagementsystemwhichtracksrisksonadailybasis.Daiwaisveryconsciousofshareholdervalue.Fundmanagershavenoticedthis“financialturnaround”andincreasedtheirstakeinDaiwafrom17%to32%today.,Source:Factiva,IBMhasstreamlineditsorganisationthroughTotalQualityManagementinitsfinancedepartment.,IBM,Objectives,Maximizeshareholdervalue,TQM-basedprocessre-engineering(concerningallfunctionsthroughoutthecompany),FocusonTotalQualityFinanceaimingtomaximisecustomersatisfactionLinkageofstrategicplanningandfinancialoperations,RoleandFunctions,ExclusiveresponsibilityformainfinancedecisionsFinancemanagerspositionedasinspectorandauditor,Partnershipwithoperationalunitstoboostefficiencyinproductdevelopment,customerrelationsandbasicfinancialtransactionprocessingFinancemanagerspositionedasfacilitatorandcoach,Organisation,Decentralised:Eachcountryranitsowntreasurycentre,Coreprocesseshavebeencentralised(egtreasury)Smallteamsmadeupofexpertsspecialisinginspecificprocessesacrossthecompany(e.g.purchasingandaccountspayable),Tools,Manualprocessing(ofadministrativeactivities)Quantitative,traditionalvaluationtools(e.g.:EPS),HomogenousdatastandardacrossthecompanyStandardisedoutputformatAutomatedprocessingoftimeandexpensereporting,AstreamlinedprocesseliminatingpaperandmanualprocessingAcentralunithandlesbasicaccountingtasksfortheentirecorporationBrainstorming,taskforces,customersatisfactioncouncils,Skills,FinancestaffateasewithprocessbasedthinkingFinancestaffpositionedas“changeagent