Think Outside of the Box with your TMS

Transcription

1 Think Outside of the Box with your TMS Andrew Blair GTreasury Aga Linnell Gilded Capital Group

2 Traditional Uses for a TMS Cash Visibility Financial Controls Manage Bank Fees Debt Management Time Savings Operational Efficiency Centralized Repository

3 Traditional Uses for a TMS Manual effort spent on daily treasury processes Software solution to capture all debt and investment activity Security and compliance initiatives Integration into ERP

4 Common Treasury Obstacles Manual vs. automatic cash positioning Unscalable Treasury structure Secure transmission of data Log-in online and download vs. automatically uploaded Manual entry errors Corporate bank statements into the GL manually Are you getting everything in so it is being coded accurately into the GL

5 TMS: Functionality G Treasury SS, LLC Cash Management Forecasting Daily cash position In house banking Netting Banking BAM/eBAM Signatory Management FBAR Bank fee analysis Payments Treasury Payments Payroll FX Payment workflow TMS Accounting Chart of accounts General Ledger Tagging rules File extracts Financial Instruments Debt management Investment Management Derivatives Connectivity Host to host SWIFT + AL2 Third party Web service Risk Hedging M to M VAR

6 THINK OUTSIDE THE BOX

7 Integration Back office TMS integration Prioritize want vs. need What information is being integrated? Integration plan, both internal and external

8 Capital Structure Tracking LOC s Credit Facilities Intercompany Loans Approval Workflow Debt Management Reports/Feeds/Documents

9 Forecasting Functional data integration; System & Application Historical Trends Automation Reporting Excel

10 ebam Hybrid Approach Message Functions Connectivity Workflow Auditable

11 Document Storing/Tracking Insurance Policies Insurance Renewal Debt Covenants Account open, close, modification letters Separate by entity, account, property Dynamic Document Templates

12 GL Book of Record Interface w/ ERP to carry GL Balances Allows Treasury to be strategic Reconciliation Netting FX Gain/Loss (hedge accounting)

13 Real Estate Mortgage & Lease tracking/storage Remote deposit & Automatic account application Property/Building Liquidity and Payment Management Percentage ownership across properties, accounting and reporting associated

14 Broker Dealer Functionality Client Account / Payment Management Workflows and Security API interfacing with ERP & Payment Systems Wires In / Out Reconciliation Centralization of payment types into standard workflow and reporting hub

15 On-Site vs. SaaS TMS TMS

16 Key Success Factors G Treasury SS, LLC Management support Internal and external Understand your end goal What do you need and when? Change management process. Needs vs. wants Communication strategy - Set deadlines Expect the unexpected There will be issues beyond the control of Treasury and the vendor Dedicated Resources Project Manager Allocate dedicated support in Treasury and other departments Establish continued education and documentation process

17 Unforeseen Issues It s gonna happen Communicating with your banks with your TMS Allocate the hours with whoever is doing the implementation so the project stays on task Implementing is NOT your full time job you still have to do your job Get in the system THEN revamp Don t have a squirrel moment Customization Workflow around issue resolution and communication How do you contact your vendor How do you contact your bank How do they contact each other

18 Transforming from Operational to Strategic Activity Achieve last mile operational objectives Impact Unfinished items erode confidence and create obstacles for future improvements. Common items include international payments, GL integration and key reports. Implementation Steps Create mini project plan for last mile items and work with vendor to complete Stop banging your head against the wall some items will remain outside the TMS Reassess, Prioritize and Document Strategic Objectives Coalesces Treasury and Executives on what to expect and how success will impact the entire organization. Sets the goals and objectives of Next Phase. Work internally to vet strategic objectives Complete business case Validate role of technology Develop internal support Support should be introduced with the step above, but it is required throughout the project. Managers are more likely to provide resources and prioritize activities if they are vested in the result. Develop communication strategy for TMS in general to reignite enthusiasm Employ change management techniques

19 Transforming from Operational to Strategic Coordination with Shared Service Center Strategic Advisor to BU s Cash Pooling Centralized FX Management Description Treasury can play an integral role with an SSC structure, leading bank connectivity, enabling multi-lateral netting and operating a payments factory Contribute reliable and predictive information as opposed to collecting and reporting on historical data Pool funds notionally or physically within a regional entity structure to maximize investable funds and use working capital most efficiently Centralize global FX activity to consolidate all risk and execution Considerations Payment service expertise Inter-company invoices ERP integration Cash planning Contract support P2P and O2C Inter-company tracking Tax planning New bank services Back-to-back trades Trade on-behalf Position management G Treasury SS, LLC

20 Implementation is never complete A system to grow into.not out of Become a strategic partner Evolve with technology Request enhancements with your vendor Understand vendor support process

21 QUESTIONS?

22 Contact Us Andrew Blair Account Manager GTreasury Aga Linnell Principal Gilded Capital Group