This continuing education course is for you if you: company treasurers, managers in cash managers of credit resources, controllers, financial managers involved in the management of funds at the enterprise, specialists of the settlements and payments department
The program of the advanced training course "Treasury system: organization, automation and functions"
Treasury system: organization, automation and functions Effective budgeting system
As a result of training you will receive:
- Certificate of advanced training of the statutory form
Feedback on the advanced training course "Treasury System: Organization, Automation and Functions"
Lapaev Yury Gennadievich Abakan
Head of the Treasury of JSC "Khakasenergosbyt"
The Republic of Khakassia
Relaxed atmosphere, the possibility of group discussion of various issues, the possibility of considering various situations in progress.
Epifanova Lyudmila Viktorovna
Leading Specialist of the Treasury of JSC "United Energy Company"
The training program was presented in an accessible form. The instructor communicated information clearly to the students. I hope that the knowledge gained during the training will be useful in my future professional activities.
During an unstable financial situation, competent financial management of the enterprise, the timely direction of its cash flows, becomes especially important. This program offers maximum practical advice, and most importantly - the use of software products. Through a number of software products it is possible to see organizational management Treasury: the workload of each employee, the prospect of his work in terms of increasing tasks.
Today, companies do this on the basis of the 1C program. Measuring the power of cash flow, identifying its seasonal factors allows you to make predictions: when to take loans in order to repay them in the most "convenient" period for the enterprise, without unnecessary stress and losses. Also, on the basis of these data, it is possible to evaluate the prospects for participation in investment projects- what load should be on the enterprise, for how long. If this issue is approached systematically, then the financial director, through the treasurer, supervising the company's cash flow budget, understands how money "works". Given all this information, you can make an optimal forecast.
Target audience: enterprise treasurers, money managers; managers of credit resources; controllers, financial managers involved in the management of funds in the enterprise; Accounts and Payments Specialists.
Program
- Methodology for compiling a cash flow statement.
- Monetary base of the cash flow statement. Does the treasurer need a cash flow statement?
- Key points of the balance sheet and income statement for ODDS.
- Technique for compiling a statement of cash flows by direct and indirect methods in accordance with international standards (IFRS-IFRS).
- Implementation of the system of intra-company budgeting at the enterprise. Cash flow budget.
- Stages of work on the formulation of intra-company budgeting.
- Management and control over the implementation of the budgeting system: the creation of working teams (committees), the definition of their functions and powers, the creation of a reserve fund, the development of evaluation criteria, the writing of regulations.
- The use of automated information systems in enterprise management. System selection criteria. Planning and implementation of the information system implementation project.
- The main problems of its implementation in the enterprise.
- Organization and functions of the treasury system in the company.
- Problems of implementing cash management systems and the benefits of controlling their movement.
- Treasury is a tool for effective cash management of the company.
- Cash Manager and Treasurer: who is who?
- What is a treasurer? Treasurer's relationship with the cash manager and chief financial officer. An example of a job description.
- Key functions of the treasury: functions of a single settlement center, risk management: currency, interest, credit, price and liquidity risk; bank instruments in the treasury, risk hedging: tools and results analysis, receivables management (reward and punishment systems).
- System key indicators(KPI) evaluation of the work of the treasury.
- Treasury Department - Profit Center or Cost Center?
- Organization of the treasury in holding companies.
- Internal treasury: methods of redistributing resources between holding units.
- External treasury: methods of organizing work in financial institutions.
The program will address the following issues: creating treasury regulations, developing a payment calendar, managing financial risks, treasury automation
for treasury specialists, controllers, financial managers involved in the management of funds in the enterprise
Short description
Distinctive features course: A complex approach to improve the efficiency of the treasury, the definition of unused reserves; detailed algorithm daily work and specific recommendations; usage modern techniques and tools.
Program questions:
- Interaction of the Treasury with other departments of the company.
- Regulations, instructions and templates of documents of the treasury.
- Determining the need for the required amount of funds. Drawing up registers of payments for a month, a week, a day.
- Drawing up a statement of cash flows by direct and indirect methods. Typical errors in the preparation of BDDS. Formation of rolling budgets and control of payment registers.
- Monitoring the status of accounts and debts. Control of receipt of payments. Connection of cost management with cash flow management. Forecasting receipts and expenditures of funds. Control of the risk of loss of solvency.
- Analysis of the organization's cash flows by operating, investment and financial activities. Monitoring and analysis of the state of budgets in terms of risk management.
- Treasury automation: review of software products.
- The main stages of construction and development of the treasury system. Interaction of the Treasury with other departments of the company.
- Regulations, instructions and templates of Treasury documents: monetary policy, payment regulations.
- Development of a payment calendar. Determining the need for the required amount of funds. Drawing up registers of payments for a month, a week, a day. Structuring applications from financial responsibility centers (FRC) and cost centers (CPC).
- Preparation of a cash flow statement direct and indirect methods. Typical errors in the preparation of BDDS. Formation of rolling budgets and control of payment registers.
- Operating cash flow management. Monitoring the status of accounts and debts. Control of receipt of payments. Linking cost management with cash flow management. Forecasting receipts and expenditures of funds. Control of the risk of loss of solvency.
- Organization cash flow analysis operating, investment and financial activities. Monitoring and analysis of the state of budgets in terms of risk management. Budget execution control: treasury and plan/actual control. Checkpoints for analysis and verification of major budgets and reports. Cost management, sales, receivables and payables.
- Budget execution control: treasury and plan/actual control. Checkpoints for analysis and verification of major budgets and reports. Cost management, sales, receivables and payables.
- Management of financial risks in the enterprise treasury system. Classification of risks, techniques and methods of risk management. The role of the Treasury in the risk management system - currency, interest, credit, price and solvency (liquidity) risk.
- Treasury automation: review of software products.
Treasury system: organization, automation and functions
- Organization and functions of the treasury system in the company
- Treasury is a tool for effective cash management of the company
- What is a treasurer? Treasurer's relationship with the cash manager and chief financial officer. Sample job description form
- Key Functions of the Treasury
- Is Treasury a Profit Center or a Cost Center?
- Problems of implementing cash management systems and the benefits of cash flow control
- Organization of the treasury in holding companies:
- Internal treasury: methods for redistributing resources between holding units
- External treasury: methods of organizing work in financial institutions
- Who makes sense to implement the treasury
- How to start the implementation of the treasury
- Stages of work on the formulation of intra-company budgeting
- The place of cash budget in the system of intra-company budgeting
- Cash Flow Statement Methodology
- The monetary base of the cash flow statement. Does the treasurer need a cash flow statement?
- Key highlights of the balance sheet and income statement for ODDS
- Technique for preparing a statement of cash flows by direct and indirect methods in accordance with international standards (IFRS-IFRS)
Effective budgeting system
- Evaluation of the effectiveness of the budgeting system. What to do when budgeting is ineffective
- Approaches to the formation of a financial structure on the examples of companies in various industries
- The essence and stages of building a company's budgeting system
- Effective Budgeting Practices
- Special budgeting tools. Budgeting authorities. Workshop: "Overview of budgeting systems for enterprises in various industries"
- Software selection
- Regulation and automation of the budgeting system
- Financial incentives as part of the company's motivational policy. Financial incentive schemes. Rules for determining rewards and penalties. Principles of an effective bonus system
- Main alternatives to budgeting: balanced scorecard, early indicator system, risk management
Formation of the financial model of the company
- Basic principles of building a financial model
- Financial model, budget, investment plan- practical understanding and application
- Model - typical structure, "assembly" sequence
- Risk and return
- How important are exceptions to the rules (adaptation of standard forms financial reporting, the introduction of elements management accounting)
- Management cuts of the model, depth of detail
- How to solve the problem of investor motivation (dividends, “pay for risk”, etc.) and reflect this in the model
- What risks should be taken into account
- Differences in the financial structure of the models
- Use of internal and external analysis tools
- Practical construction of a financial model
- Workshop: Calculation of the financial flow for several proposed options.
- Testing the generated financial model and generating proposals for making management decisions
- Dynamic model (assessment of the impact of changing various parameters on the implementation of a business plan) - demonstration of various development scenarios
- Profitability of products (picture by product except for operating expenses).
- Profit and liquidity ("tuning" of the model, smoothing cash gaps) - demonstration by example.
- Business plan and business process (what is needed to financial model earned)
Organization of working capital management
- Evaluation and analysis of the company's working capital in terms of the organization's balance sheet. The main objectives of managing the amount of working and net working capital
- Calculation of working capital requirement for financing operating activities
- Strategy and tactics of the company in the field of working capital. Hedging policy: selection of "safe" sources of financing for operating assets (stocks and receivables), non-current assets. Separate aspects of the company's policy in inventory management. Factors that determine the acceptable level of receivables
- Theory and practice of managing the company's cash cycle. Relationship between the money cycle and the level of net working capital. Cash flow analysis methods, the company's ability to generate operating cash flow based on the analysis of the cash flow statement
- Analysis of operating activities in terms of income statement indicators: "gross profit - EBITDA-EBIT-net profit"; the relationship of indicators with the amount of working capital and cash flows of the organization
- Control financial result companies based on CVP analysis. Practical financial solutions
- The practical significance of the analysis of the relationship "costs - revenue - profit": from the allocation of fixed and variable costs to direct costing and breakeven
- Calculation of the main indicators of "CVP-analysis": marginal income, break-even point, financial safety margin, operating leverage
Management accounting: application practice
- The concept of "management accounting". Place of management accounting in information system business. The essence of management accounting is what a management accounting system can and should do.
- Tasks of management accounting: resource accounting, control and analysis of financial and economic activities, planning, forecasting and forecast evaluation.
- Basic components of the management accounting and analysis system: cost accounting and management, development of estimated and comparative performance indicators. planning operational production, financial and investment activities, as well as forecasting internal and external factors influencing the activities of the enterprise, the preparation of management reporting.
- Interfacing management accounting systems with the system accounting. Management accounting technology. The main methods of setting management accounting.
- Creating a reporting system - the main requirements for management reporting: timeliness, format, content.
- Creation of internal normative documents governing management accounting. Accounting policy of management accounting (accounting for assets, liabilities, equity, income, expenses, receipts, payments) - effective remedy control of the company's operations. Accounting policy generator. Examples of normative documents.
- Planning as a basic component of the management accounting system: Balanced Scorecard - implementation experience in Russian business.
- A set of estimated and comparative performance indicators as a basic component of the management accounting system: market value indicators, assessment of financial, operational and risk management activities, indicators characterizing business risks (market, credit, liquidity risk).
Qualified experts of our company will talk about modern software products to automate the treasury function in the Company. They will also share their experience in implementing such systems on projects, which will allow them to achieve the most efficient result in terms of resource spending.
Participation in the seminar will be useful for financial directors, managers and employees of the financial service, heads of planning, economic and analytical departments, employees of IT departments.
Event program
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10:30 - 11:00 |
Registration of participants. Morning coffee break. |
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11:00 - 13:00 |
1. Business - tasks solved as part of the automation of the treasury. 2. The main stages of automated treasury. 3. Variants of automation architectures depending on the method of cash flow management (centralized, decentralized, mixed management. 4. Demonstration in systems on the 1C platform of implementing the stage of the centralized treasury process (1C: Holding Management, 1C: ERP Enterprise Management and BIT.Finance) |
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13:00 - 13:30 |
Coffee break |
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13:30 - 14:00 |
An example of successful implementation of an integrated treasury system |
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14:00 - 14:30 |
Project approach to treasury automation:
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14:30 - 15:00 |
Answers to the questions of the participants of the event |
The seminar explains the technologies and procedures for planning and controlling cash flows, discusses options for budgeting and reporting of the DDS, considers the organization of the work of the centralized treasury, interaction of the treasury with other departments, preparation of the cash flow budget, control and procedures for the implementation of the DDS budget.
Under the supervision of First BIT specialists, dozens of projects were completed to automate the financial accounting of enterprises: KPMG, Bongren Europe Vostok, Lacoste, RZD International, Yokohama, Delis Alliance, Progressive Media, Still and many others.
First BIT is a leader in integrated automation enterprises.