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Editor's Notes

• #3: Imagine the CFO of a company todayWe all know that a CFO today has an ever-increasing list of tasks & function within his department he needs to accomplish: for instances cost accounting, financial reporting, working capital management, cash forecasting bank negotiations, …As we worked alongside them in the past few years, we experienced that an important isuse that a lot of CFOs are struggling with is working capital management.
• #5: When improving working capital, we split up this process in three main steps: Analysis: - Which customers are paying late? Who changed his paying behaviour?Which sales manager produced the largest accounts overdueHow much cash is locked up in my inventory? Which part of the inventory is moving slow and which is moving fast? Which actions do we need to take to improve the situationNext, we need to follow-up the results of these actionsAs we all know, the actions are key, because they will improve essentially the working capital!
• #6: However,The reality is most of the time differently: 1.TOO much time is spent in analysis1b. It is often very difficult to define the right quality actions. 2. Less time is left to take the necessary actions & secondly do we take the actions the come with the biggest gains?Another problem is that follow-up of these actions is often inexisting. Just as analysis, it takes too much time to do and when external consultants have done the analysis, they often are not available anymore. -----------------Difficulties in improving the working capital: Follow-up is mostly done on the balance sheet, meaning yearly or quarterly reporting which is much too long to pinpoint your pains accurately.Thorough analysis, deep diving into a specific issue, is seen as extremely time consuming. Data spans several area’s and departments and in many cases to big to handle in typicla business tools like Excel and Access.The prioritarization of the actions to take is very often not clear. Off course many actions lead to result, however focussing on those with the highest impact will get you where you want to be even faster.So, why does it takes so long to perform the analysis? ComplexityBoth involve “Processing a huge amount of data”A consolidated, aggregated, but needs to allow to deep-dive in the details (analysis)  even the best ERP systems in the world cannot give you a good overview or the ability to simulateWhat about follow-up? It’s not so simple to measure your performance continuously
• #7: So how you can stop wasting time in gathering data and building complex reports? How can you maximize the impact of your efforts in optimizing the working capital?(How can you prevent external consultants optimizing parts of your process but leaving with all knowledge related to it?)So in general how can the CFO get a firm grip on his working capital in a efficient and sustainable way?
• #8: Our Working Capital Monitor exactly answers that question. It is a powerful analysis tool that visualizes all information related to the components contributing to the Working Capital.On a daily basis the monitor gives quick answers through simple and intuitive dashboards, trends & simulations. In that way, it becomes very easy to pinpoint the right actions to find your hidden cash. Quick answers vs. Time consuming analysis Pinpointed actions vs. unfocused, ad-hoc actions, low impact Daily basis vs. “one time” improvement project
• #9: Our Working Capital Monitor exactly answers that question. It is a powerful analysis tool that visualizes all information related to the components contributing to the Working Capital.On a daily basis the monitor gives quick answers through simple and intuitive dashboards, trends & simulations. In that way, it becomes very easy to pinpoint the right actions to find your hidden cash. Quick answers vs. Time consuming analysis Pinpointed actions vs. unfocused, ad-hoc actions, low impact Daily basis vs. “one time” improvement project
• #10: Just to have a quick glimpse of the topic and what we offer: Show DemoAt the general overview we see the different components that contribute to the working capitalIn the OTC process we show all analysis on debtor and overdue invoicesIn FTf…Duidelijkmakendatanalyse drill through is!
• #14: Summarized
• #15: How does it work?The WCM doesn’t need any input of you nor its users, it directly connects to the ERP (SAP, NAV) and is implemented in a few days by plugging into the basic transactional tables of your system. The application is capable of handling huge amounts of data and consolidates your companies without losing the root causes. The WCM is easily accessed through browser.
• #16: Companies that we are currently working for or talking to. They all expressed a thorough interest in the Working Capital Manager.
• #17: Pinguïn, division of Greenyard foods is an international processor of field-fresh fruit & vegetables.Specs: 15 factories in 6 European countriesGlobal distribution in more than 60 counties€ 411 M sales in 20122100 employeesWCM was preferred over other approaches to support the awareness process inside the company on the topic of Working Capital. During the few days of installation, a lot of insights were created. Also on the data quality of the ERP system (SAP) , the WCM made a big contribution on the discussions the needed to take place with the different stakeholders.After 2 months a validated system was supporting already above 25 people in different businesses to lower their working capital and many results where already recorded.