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【正文】 nother. The system was not wellanized and rigorous enough for a $50 billion pany. ? Nissan suffered from management problems, difficulties in financial reporting. ? Various financial reengineering projects were conducted with 2 goals in mind ? Achieve data consistency and timeliness objectives (global Group consolidation within 710 working days) ? Provide flexible, but integrated, management database and reporting. Source: CGEY 169。 2022 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2022 – Corporate Finance– M. Bunge / page 20 Financial reengineering was one ingredient in Nissan’s recovery after 10 years of losses. ? Nissan implemented consistent financial measures and a database for business analysis. The system allows Nissan to have: ? A mon chartered account. ? A single reporting and consulting system. ? A mon consolidation system with Renault. ? Now all 315 Nissan panies will report to the same chartered account and adhere to the name accounting rules and principals. The system will report on the Japanese GAP, the US GAP and European international accounting standards. ? With this database, it is now possible to extract the reports according to: ? Company. ? Business function. ? Market. ? Product. Source: CGEY 169。 2022 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2022 – Corporate Finance– M. Bunge / page 21 Daiwa Securities Group Inc. ? Daiwa is Japan’s 2nd largest securities firm with revenues of US$ billion. Three years ago, it scrapped its board in favour of a smaller executive style board with outside directors. ? In 2022, they created for the first time a head of global finance. ? The head of global finance has carried out major tasks: ? Clean up Daiwa’s balance sheet by writing off US$ billion ? Centralised group’s 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 169。 2022 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2022 – Corporate Finance– M. Bunge / page 22 EDS has managed to improve the finance group’s cost structure by 50%. EDS Objectives ? Maximise cost reduction ? Reengineer to bee more efficient and effective in finance ? Standardised cycles and calendars ? Rebalance workforce into business analysis and support ? Focus on maximising customer and employer processing ? Customeroriented functions Role and Functions ? 1400 account managers responsible for payment collections ? Central responsibility for entire process ? Approval by decentralised managers ? Compliance with financial operations, data processing, and administrative controls Organisation ? Highly decentralised operational anisation ? Shared service centres ? Centrally owned, controlled and maintained processes Tools ? Manual processing of transactions ? Standard cost and variances ? Benchmarking ? Consolidate, centralise and automate processing ? Reduce number of systems ? Focus on actual cost, ABC/ABM, and target cost with a customer value focus ? One central database with key data accessible via inter ? Computer based tools to perform risk assessment and audit scope Skills ? Transformed into a key proactive audit team and internal business consultants Performance Measures ?1990: 525 ? Downsize ? Department cost structure ? 1996: 265 ? 50% cost improvement “As was” “As became” HOW? Financial awareness 169。 2022 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2022 – Corporate Finance– M. Bunge / page 23 THANK YOU !
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