{"id":8071,"date":"2014-04-11T16:45:56","date_gmt":"2014-04-11T15:45:56","guid":{"rendered":"https:\/\/www.financial-fluency.co.uk\/?page_id=8071"},"modified":"2016-02-08T23:29:21","modified_gmt":"2016-02-08T23:29:21","slug":"financial-supply-chain-and-working-capital","status":"publish","type":"page","link":"https:\/\/www.financial-fluency.co.uk\/financial-training-courses\/financial-management\/financial-supply-chain-and-working-capital\/","title":{"rendered":"Financial Supply Chain and Working Capital"},"content":{"rendered":"\"in-house\n

In-House Financial Supply Chain and Working Capital Training Course <\/h2>\n

\u2022\tDoes your organisation need to deliver efficiencies and effectiveness throughout its financial supply chain?<\/p>\n

\u2022\tDoes your organisation need to improve cash flow reporting internally as well as externally?<\/p>\n

Help your company to make more money through:<\/h3>\n

\u2022\tA strategy that reviews creditors as assets whilst debtors and inventory are liabilities<\/p>\n

\u2022\tRecovering cash from debtors, creditors, stock and work in progress by:
\n— Utilising credit control effectively
\n— Checking for discounts\/rebates\/retentions and duplicate payments
\n— Reducing stock by JIT\/Kanban techniques and understanding unbilled work in progress
and any stock deficiencies
\n— Delivering a supply chain risk mitigation process
\n\"financial
\n\u2022\tImproving customer demand chain, supply chain\/reverse supply chain relationships – the right metrics at the right time <\/p>\n

\u2022\tLowering overhead and increasing billable costs <\/p>\n

\u2022\tPresenting disclosure requirements that make investors\/stakeholders take notice <\/p>\n

\u2022\tImproving your credit rating and liquidity position on a sustainable basis<\/p>\n

<\/a><\/p>\n

This Financial Supply Chain and Working Capital Workshop includes:<\/h3>\n

\u2022\tHow accountants, managers and directors at all levels can impact how suppliers are paid, debtors pay\/default or decide to accept court action. <\/p>\n

\u2022\tWhy if work-in-progress and\/or stock is not valued appropriately, process costs escalate and how product\/customer margins deteriorate due to inefficiencies in the financial supply chain.<\/p>\n

\u2022\tA rigorous approach to analysing the financial supply chain which can uncover where actions to improve working capital should be focused.<\/p>\n

\u2022\tThe strategies employed in managing cash flow that significantly impact not only the accounting information of an organisation but how it is perceived by analysts and the marketplace in general.<\/p>\n

\u2022\tIssues beyond the credit crunch, such as future risks to credit ratings, including Basel III, Single European Payments Area, new supply chain finance initiatives, corporate social responsibility, green issues and the cost of dealing with \u2018stretched supply chains\u2019 where natural, economic and political risks are increased.<\/p>\n

\u2022\tThe Companies Act 2006 (As amended October 2013) which requires production of a Strategy Report and demonstrable links to Key Performance Indicators used in Interim Management Statements and the Annual Report.<\/p>\n

Course Outline for Financial Supply Chain and Working Capital<\/h3>\n

\u2022\tFinancial Supply Chain (FSC) – What is it?<\/p>\n

\u2022\tFSC impacts on cash flow including liquidity gaps, market perception:
\n— The 3 \u2018C\u2019s for trade creditors \u2013 Certification, Categorisation, Classification
\n— The 3 \u2018D\u2019s for trade debtors- Differentiation, Development, Default<\/p>\n

\u2022\tWorkshop One – What have you learnt so far and how can be applied to your discipline?<\/p>\n

\u2022\tCase studies \u2013 for each area of Trade customers and trade suppliers, WIP, stock<\/p>\n

\u2022\tObstacles to achieving an efficient and effective FSC:\"Financial
\n— System challenges
\n— Behavioural mind set of internal teams, customers, suppliers
\n— Capacity, capability, maturity of the function, department, entity, organisation<\/p>\n

\u2022\tTools to reduce\/eliminate efficiency – major work steps:
\n— Analysing and improving the FSC through core, support or diversionary activity analysis
\n— Product, service, customer net margin analysis using cash flow at risk matrix
\n— Timescales and project resources<\/p>\n

\u2022\tWorkshop Two – What are the takeaways that could make your part of the FSC
more efficient and effective?<\/p>\n

\u2022\tDevelop the Core Support or Diversionary approach to reduce DSO. The team to include at least one member from each part of the FSC namely sales, purchasing, operations, finance, treasury, HR, Business process working capital team.<\/p>\n

\u2022\tEstablish the strategic outcomes<\/p>\n

\u2022\tAction plans<\/p>\n

Target Audience<\/h3>\n

\"IFRS<\/p>\n

Accountants and treasurers at all levels – directors, senior managers, heads of finance – plus project\/programme managers, credit control, sales and purchase ledger staff, buyers and sales professionals.<\/p>\n

The course will be valuable to anyone responsible for managing any part of the financial supply chain, cash flow forecasting or experiencing liquidity gaps and\/or cash flow risks.<\/p>\n

Tailored Financial Supply Chain and Working Capital Courses<\/h3>\n

All our courses are tailored to meet our client’s specific needs. <\/p>\n

We like to spend time getting to know our clients as we strongly believe that training is most effective and valuable when tailored and focused.<\/p>\n

In-house Training<\/h3>\n

\"\"<\/p>\n

Our training can be held within your office or an external venue of your choice. <\/p>\n

We can also secure venues on your behalf through our venue sourcing agency.<\/p>\n

 
\n<\/a><\/p>\n

Make Enquiry or Book Now \"in-house<\/h2>\n
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