1、Financial Management of Group Companies for the 21st Century 二十一世紀(jì)集團(tuán)財(cái)務(wù)管理第一頁(yè)，共十九頁(yè)。Traditional View of Finance 財(cái)務(wù)的傳統(tǒng)觀點(diǎn)Controlling 控制Transactional 業(yè)務(wù)結(jié)果的記錄Inflexible 不靈活Strong emphasis on budgeting 過(guò)分強(qiáng)調(diào)預(yù)算Not integrated with the enterprise 不能與企業(yè)有機(jī)結(jié)合Not a trusted partner to the business不是業(yè)務(wù)可信賴的合作伙伴第二頁(yè)，共十九

2、頁(yè)。Our current view of finance 我們認(rèn)為財(cái)務(wù)應(yīng)該是Building shareholder value 創(chuàng)造股東價(jià)值Streamlining through shared services 通過(guò)如共享服務(wù)等手段提高效率Measuring performance through scorecards通過(guò)綜合考評(píng)卡考核業(yè)績(jī)Implementing ERP 實(shí)施 ERPSupporting the business 支持業(yè)務(wù)第三頁(yè)，共十九頁(yè)。Current 現(xiàn)在New Horizon? 新視野Business Partnering 業(yè)務(wù)合作伙伴Transaction pr

3、ocessing & Reporting業(yè)務(wù)記錄和報(bào)告Process Led過(guò)程引導(dǎo)Focus on the business以業(yè)務(wù)為中心Value價(jià)值Finance is focusing on providing more value with fewer resources財(cái)務(wù)的重點(diǎn)應(yīng)用更少的資源提供更多的價(jià)值第四頁(yè)，共十九頁(yè)。Managed globally incentres of excellence采用優(yōu)勢(shì)中心一體化管理Delivered either internally or externally 由內(nèi)部或外部提供Carried out byor close to the b

4、usiness units由業(yè)務(wù)部門或接近業(yè)務(wù)部門的部門執(zhí)行Focused on delivering strategy注重戰(zhàn)略支持Increasingly embedded in business transaction systems盡量?jī)?nèi)置于業(yè)務(wù)支持系統(tǒng)中Remainder in regional & global service centres剩余部分則在區(qū)域或全球共享服務(wù)中心處理Progressive use of external service providers?適當(dāng)采用外包服務(wù)Specialism 專業(yè)化eg Tax, Treasury 例如: 稅務(wù), 資金Decisions

5、upport決策支持Accountingoperations會(huì)計(jì)運(yùn)營(yíng)The new role definition is posing new organisational challenges新的角色定義帶來(lái)了新的挑戰(zhàn)第五頁(yè)，共十九頁(yè)。Convergence of markets市場(chǎng)的合并Regionalisation and Globalisation區(qū)域化和全球化Mature Markets成熟的市場(chǎng)Investor sophistication投資者的成熟Technology Opportunities技術(shù)的機(jī)遇Customers and Products客戶和產(chǎn)品Challenges

6、 for Finance? 給財(cái)務(wù)帶來(lái)的挑戰(zhàn)Finance must respond to the business pressures財(cái)務(wù)必須對(duì)業(yè)務(wù)壓力作出回應(yīng)Company企業(yè)第六頁(yè)，共十九頁(yè)。Convergence of Markets市場(chǎng)的合并Barriers are coming down壁壘逐漸消失Appraise new investment opportunities 評(píng)估新的投資機(jī)會(huì)Analyse pricing and profitability 分析定價(jià)和盈利Process accounting and transaction processing for new ope

7、rations 為新業(yè)務(wù)活動(dòng)進(jìn)行會(huì)計(jì)和交易程序Market Maturity 市場(chǎng)成熟化Slow growth and fierce competition低增長(zhǎng)和激烈競(jìng)爭(zhēng)Optimise transaction processing efficiency (eg Shared Services) 優(yōu)化業(yè)務(wù)處理過(guò)程的效率(例如:共享服務(wù)中心)Drive down costs through performance management 通過(guò)績(jī)效管理降低成本Ensure marketing and advertising produces a sufficient return 保證市場(chǎng)和廣告活

8、動(dòng)有足夠回報(bào)The Finance Response 財(cái)務(wù)的回應(yīng)(1)第七頁(yè)，共十九頁(yè)。Understanding and analysing customer segments 了解和分析客戶細(xì)分Answering the questions of the regulatory authorities 回答主管部門的問(wèn)題Negotiation support for procurement 為采購(gòu)談判提供支持Regionalisation/Globalisation 地區(qū)化/全球化New entrants, new opportunities 新參與者,新機(jī)會(huì)Appraisal and su

9、pport of acquisitions 評(píng)估和支持并購(gòu)活動(dòng)Integrating new businesses quickly and effectively 迅速有效地整合新業(yè)務(wù)What if analysis of competitive scenarios 分析競(jìng)爭(zhēng)的可能情況Customers and Products客戶和產(chǎn)品Customer and product cost and profitability 客戶和產(chǎn)品成本以及盈利The Finance Response 財(cái)務(wù)的回應(yīng)(2)第八頁(yè)，共十九頁(yè)。Accounting for new transaction types

10、arising from new business 由新業(yè)務(wù)類型產(chǎn)生的會(huì)計(jì)處理方法Communicating in investor friendly language 采用投資者熟悉的語(yǔ)言進(jìn)行交流Embedding performance measures based on shareholder value 植入基于股東價(jià)值的業(yè)績(jī)衡量標(biāo)準(zhǔn)Technology技術(shù)New services, new distribution channels新服務(wù),新分銷渠道Investor sophistication 投資者的成熟Closer scrutiny, new evaluation techni

11、ques詳細(xì)的審查,新的評(píng)估技術(shù)The Finance Response 財(cái)務(wù)的回應(yīng)(3)第九頁(yè)，共十九頁(yè)。 Issue問(wèn)題Majority of finance resources working in transaction processing大部分的財(cái)務(wù)資源用于業(yè)務(wù)記錄Different systems used by different finance functions 不同財(cái)務(wù)職能部門使用不同系統(tǒng) Solution解決方案Shared service centre for accounting operations 會(huì)計(jì)處理共享服務(wù)中心Common IT platform acr

12、oss the business 整個(gè)公司中共同的IT平臺(tái) Impact影響Accounts payable and General Ledger account for 60% of accounting costs應(yīng)付帳款和總帳占據(jù)了60%的會(huì)計(jì)成本Opportunities for cost savings and process improvements成本節(jié)約和流程改進(jìn)的機(jī)會(huì) Benefit好處Savings of 40% of accounting costs 節(jié)約了40%的會(huì)計(jì)成本Improved support to the business 改進(jìn)了對(duì)業(yè)務(wù)的支持Client e

13、xample of finance response - shared service centre財(cái)務(wù)回應(yīng)的范例-共享服務(wù)中心第十頁(yè)，共十九頁(yè)。國(guó)際集團(tuán)公司資金管理戰(zhàn)略目標(biāo)普華永道的研究表明，在國(guó)際集團(tuán)公司中對(duì)資金管理的的戰(zhàn)略有三大類別，體現(xiàn)出不同的風(fēng)險(xiǎn)管理理念*Source: PwC Corporate Treasury Control and performance Standards (note 7% of survey respondents were undefined)一個(gè)主要目標(biāo)是通過(guò)對(duì)風(fēng)險(xiǎn)管理和資金的活躍交易獲得收益往往要冒較大風(fēng)險(xiǎn)資本運(yùn)營(yíng)是其主要特點(diǎn)通過(guò)對(duì)集團(tuán)資金均衡流動(dòng)和

14、風(fēng)險(xiǎn)管理以保障既得收入是首要目標(biāo)對(duì)資金頭寸管理采用有限度的方法服務(wù)和對(duì)業(yè)務(wù)的支持是其特點(diǎn)責(zé)任范圍較小 主要注重成本控制在企業(yè)中主要是協(xié)調(diào)作用，較少主動(dòng)行為 利潤(rùn)中心 （7）增值服務(wù)中心(67%)成本中心 (19% )資金管理理念Pfizer EuropeBATBritish AirwaysIBMICISmithKline Beecham Warner Lambert 第十一頁(yè)，共十九頁(yè)。MNC資金管理方式分散集中分散集中基層責(zé)任政策制定集團(tuán)責(zé)任執(zhí)行集團(tuán)基層單位趨勢(shì)In general there is a trend by leading MNCs towards centralised po

15、licy setting, decision making, monitoring and execution supported by sophisticated information and banking systems (World Treasury Centre structure). 第十二頁(yè)，共十九頁(yè)。MNC資金管理目的資金管理目的組織結(jié)構(gòu)人員流程控制衡量信息系統(tǒng)管理短期流動(dòng)均衡和長(zhǎng)期融資要求降低資本成本高效率的執(zhí)行日常資金交易活動(dòng) 準(zhǔn)確預(yù)測(cè)資金狀況備用金的有效管理有效規(guī)避利率和匯率風(fēng)險(xiǎn)集中統(tǒng)一的資金管理與其它業(yè)務(wù)的有機(jī)整合收付款的處理記錄和管理資金頭寸管理/投資管理匯率風(fēng)險(xiǎn)管

16、理對(duì)帳結(jié)帳和報(bào)告資金預(yù)測(cè)統(tǒng)一的政策和業(yè)務(wù)流程銀行關(guān)系管理政策合理的分工和審批權(quán)限內(nèi)部控制制度符合整體戰(zhàn)略的KPI報(bào)告的時(shí)效預(yù)測(cè)的準(zhǔn)確性資本回報(bào)率銀行帳戶與資金系統(tǒng)的自動(dòng)鏈接銀行余額調(diào)節(jié)表的自動(dòng)生成實(shí)時(shí)在線現(xiàn)金預(yù)測(cè)資金管理知識(shí)技能對(duì)公司業(yè)務(wù)和戰(zhàn)略的理解與金融機(jī)構(gòu)的關(guān)系第十三頁(yè)，共十九頁(yè)。關(guān)鍵成功因素 Electronic Interfaces with Accounts Payable, Accounts Receivable, Payroll and General Ledger 資金系統(tǒng)與應(yīng)收、應(yīng)付、工資和總帳系統(tǒng)的自動(dòng)接口Establish and maintain good relati

17、ons with banks 與銀行的良好關(guān)系A(chǔ)gree Finance terms 預(yù)先商定的融資、服務(wù)條款Reconcile bank accounts on a regular (daily) basis 經(jīng)常性 （每日）銀行對(duì)帳EDI for the majority of payments and receipts - where possible using high volume/low value clearing systems 盡量采用收付款的自動(dòng)劃帳（如EDI)Automated bank reconciliation systems and processes 銀行余額

18、調(diào)整過(guò)程由系統(tǒng)自動(dòng)執(zhí)行第十四頁(yè)，共十九頁(yè)。關(guān)鍵成功因素(續(xù))Cash monitoring and forecasting techniques to provide first class accuracy 準(zhǔn)確及時(shí)的資金監(jiān)控和預(yù)測(cè)Operate minimum petty cash and foreign currency floats 盡量減少備用金和外幣金額Separation of Cash management staff duties from other finance operations 從事資金管理的員工應(yīng)與其它財(cái)務(wù)職能相分離Secure EB systems 電子商務(wù)系

19、統(tǒng)的安全保障Customers pay by most cost-effective routing 客戶付款應(yīng)采用成本最低的途徑Short cycle time between customer payment and use of funds 資金循環(huán)速度第十五頁(yè)，共十九頁(yè)。Measures 考核衡量依照公司整體戰(zhàn)略目標(biāo)設(shè)立資金管理KPI。與預(yù)算和業(yè)界的比較分析。Number of bank accounts銀行帳戶數(shù)目Number of outstanding reconciling items 1 month old 調(diào)整數(shù)目Percentage of cash transaction

20、s effected electronically 資金交易自動(dòng)化的程度Floating days banks take on receipts/payments 銀行收付款效率Cost of cash function as a percentage of total finance cost 資金運(yùn)營(yíng)成本占財(cái)務(wù)運(yùn)營(yíng)成本的比例Number of accounts outside cash pooling 未納入統(tǒng)一管理的銀行帳戶數(shù)Opportunity cost of bank balances vs. money market rates 資金的機(jī)會(huì)成本第十六頁(yè)，共十九頁(yè)。Cost Drivers 主要成本要素Electronic payment and receipt mechanisms 電子結(jié)算手段Number of banking locations and bank accounts 銀行帳戶的數(shù)目的地區(qū)分別Number of locations 區(qū)域數(shù)目System interfaces available for cash entries