財(cái)務(wù)管理-國際集團(tuán)集中管理(ppt24)英文版!-財(cái)務(wù)綜合(已修改)
2025-08-29 12:24 本頁面
【正文】 Ufsoft ERP forum Hangzhou Group management of global operations Finance management in the 21st century 169。 2020 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 2 Introduction. 1. General accounting. 2. Tax. 3. Accounts receivable. 4. Accounts payable. 5. Payroll. 6. Employee Expenses. 7. Inventory. 8. Fixed assets. 9. Project / job tracking 10. Internal cost distribution. 11. Financial forecasting. 12. Cash management. 13. Foreign exchange. 14. Insurance / risk management. 15. Investment / borrowing. 169。 2020 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 3 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 Mamp。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 remendations around funding, tax and treasury ? Evaluating financial and business risks in context of business objectives ? Standardising and streamlining budget process ? Using activitybased metrics to identify budget priorities ? Automating transaction processing ? Developing bestinclass 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 realtime data ? Adapting output to needs ? Responding to investor queries ? Contributing to development of business vision ? Identifying and modelling likely scenarios ? Planning and leading longterm 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 noncore activities ? Combining a balanced set of financial and nonfinancial measures ? Aligning measures with business strategy and tactical goals throughout anisation ? 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 169。 2020 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 4 Finance as a powerful tool to run a corporation. ? Frequent parisons 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 ? Origin
環(huán)評公示相關(guān)推薦
鄂ICP備17016276號-1