Manage your cash to drive                                                   business performance                          ...
How we can helpOur structured approach to cash management – Total Cash – extends beyond thetraditional levers of working c...
Why select usWe understand the importance of effective cash management. We know how toidentify and realise cash opportunit...
kpmg.com.auContact usAdelaide                                              PerthMark Watson                               ...
Upcoming SlideShare
Loading in...5
×

Total Cash Management Fact Sheet

449

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
449
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Total Cash Management Fact Sheet"

  1. 1. Manage your cash to drive business performance advisoryEffective cash flow management can enhance financial performance andcompetitiveness, create greater strategic flexibility, reduce reliance on externalfinance and minimise vulnerability to adverse events. The global economy has seen enormous upheaval and the business environment has become more challenging and uncertain. Strategies that worked effectively in the old economy may need a rethink and a change of mindset may be required. External pressures are impacting Australian businesses across all industries. Refinancing has become challenging, suppliers are tightening credit terms and customers are taking longer to pay. Key stakeholders are more demanding and less tolerant. More than ever they are looking to management to identify and make the most of value creation opportunities. In this environment, cash management is top of mind. The challenge is to balance costs, cash generation and conservation against the need to invest in and grow the business. Now is the time to be looking within your business for sustainable opportunities to accelerate and release cash. While most companies are cash conscious, competing strategic priorities can often absorb senior executive attention. The result can often include insufficient visibility of cash movement across the enterprise, difficulty in forecasting and a reactive approach to managing cash and costs. Establishing and embedding a ‘cash culture’ throughout the organisation is essential to placing cash and cost control at the core of decision making processes so that it becomes second nature at all levels within your business. With an effective cash culture, your business can be better positioned to reduce financial risks, improve liquidity, fund strategic investments and outpace industry peers.© 2009 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swisscooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International. Liability limited by a scheme approved underProfessional Standards Legislation.
  2. 2. How we can helpOur structured approach to cash management – Total Cash – extends beyond thetraditional levers of working capital. It offers a ‘whole of organisation approach’ to themanagement of cash and costs across your P&L and balance sheet.Using our proprietary TotalCash methodology, we workclosely with you to obtaingreater visibility and controlover your cash flows to delivercash improvements. Mostimportantly, we can work withyou to make them sustainableand an embedded feature of yourorganisational culture.We start with an understandingof cash drivers and best practicein your industry. We apply thedisciplines required to identifyand achieve quick wins andimprove and maintain your cashposition. You enjoy early benefitsand a clear path is establishedto build a cash culture withinyour organisation through thesteps below.Gain visibility and control Deliver cash improvements Sustain your performance• Enhance control and • Use cash driver analysis to • Develop a cash culture that strategic planning through focus on the most promising better aligns operational activity greater visibility of your cash initiatives to reduce working with strategic imperatives. performance, providing the capital lock up. information required for • Improve executive effective decision-making. • Launch and drive short-term communication, raise campaigns and longer-term awareness and understanding• Deploy tools to improve cash programs to systematically of the need for and benefits forecasting, scenario testing reduce costs and release cash of cash management, and budgeting. across operations, finance and gain organisational ‘buy-in’ treasury, tax and surplus or and promote continuous• Introduce target metrics and under utilised assets. improvement. incentives, linked to strategy that benchmark and drive cash performance against your own best practice and industry peers.© 2009 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swisscooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International. Liability limited by a scheme approved underProfessional Standards Legislation.
  3. 3. Why select usWe understand the importance of effective cash management. We know how toidentify and realise cash opportunities quickly and we can work with you to achievesustainable improvements.KPMG’s Total Cash team We have worked with a wide Whether you need supportoffers you: range of Australian and overseas addressing a short-term cash or businesses to identify and working capital issue or you are• a single point of contact. realise cash opportunities and interested in improving longer-• a blend of financial, implement lasting improvements term cash management, contact operational and commercial across cash and working capital us for a discussion in confidence skills supported by extensive management, forecasting, about how our Total Cash team industry experience. budgeting, reporting, funding, may assist your business. cost rationalisation, rapid cash• access to a range of generation and stakeholder and support specialists change management. skilled in financial and operational restructuring and improvement, receivables and supply chain management, financial risk management, capital management, debt procurement, cost optimisation, tax, technology and information systems, internal controls and people and change management.We start with a careful analysisof key cash drivers underlyingyour business operations andperformance. We introducecash management programsand techniques employedacross a range of industriesand commercial structures.We utilise our global networkbringing to bear best practices,knowledge and experiencefrom our teams in Europe, theAmericas and Asia.© 2009 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swisscooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International. Liability limited by a scheme approved underProfessional Standards Legislation.
  4. 4. kpmg.com.auContact usAdelaide PerthMark Watson Matthew WoodsPartner Partner08 8236 3308 08 9263 7515markwatson@kpmg.com.au mwoods1@kpmg.com.auBrisbane SydneySimon Vertullo Stephen VaughanDirector Director07 3233 3107 02 9295 3899smvertullo@kpmg.com.au svaughan1@kpmg.com.auMelbourneStephen CheesewrightDirector03 9288 5645cheesewright@kpmg.com.auAnthony IbrahimDirector03 9288 6707aibrahim@kpmg.com.au © 2009 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with The information contained herein is of a general nature and is not intended to address the KPMG International, a Swiss cooperative. circumstances of any particular individual or entity. Although we endeavour to provide accurate and All rights reserved. Printed in Australia. timely information, there can be no guarantee that such information is accurate as of the date it is KPMG and the KPMG logo are registered received or that it will continue to be accurate in the future. No one should act on such information trademarks of KPMG International. without appropriate professional advice after a thorough examination of the particular situation. Liability limited by a scheme approved under Professional Standards Legislation. September 2009. VICN04411ADV.

×