The document discusses best practices for cash supply chain management using intelligent business operations (IBO). IBO uses real-time analytics and decision-making technologies to improve business processes. It provides visibility, situational awareness, and flexibility to managers. IBO can help banks and other companies reduce costs, improve efficiency, and maximize profitability in their cash supply networks. The document outlines the benefits of IBO and provides examples of how it has helped banks save millions through more accurate forecasting and optimized logistics planning.
The document discusses ERP systems in banking. It defines ERP as a software that allows organizations to integrate applications to manage business processes and back office functions. The benefits of ERP for banks include improved efficiency, productivity, costs savings, and customer service. It provides an example of how ERP streamlines processes in a bank called Bank Audi, allowing information to flow seamlessly between departments like finance, accounting, and customer service.
The document discusses the management information system (MIS) at Standard Chartered Bank. It describes how the bank uses various software and hardware resources as part of its client/server computing network. Key transaction processing systems discussed include payroll processing, customer identification by linking to NADRA records, tracking employee work hours and transactions, processing online complaints, sending account balance advisories, account openings, online fund transfers, and processing ATM and credit cards. The bank is also beta testing a new mobile payment method using embedded credit card details scanned by merchants via a 2D barcode on customers' phones.
Management Information Systems in the Banking SectorIshan Parekh
ICICI Bank implemented the Finacle Customer Relationship Management (FCRM) software to aggregate customer information from various products and services. This has helped ICICI Bank improve customer service, cross-sell products more effectively, and increase revenues. The CRM system allows ICICI Bank to better understand customer needs and behavior to provide personalized services. ICICI Bank's focus on technology and CRM has supported its rapid growth to become one of the largest banks in India with over 14 million customers.
The document discusses the role of information systems in the banking sector for customer bonding. It defines an information system and explains how IS plays a vital role in business operations and success by linking departments, enhancing productivity, and increasing quality. It then outlines various IS applications used in banking like RTGS, EFT, ATMs, mobile and tele banking to computerize applications, improve efficiency and customer service, and reduce transaction costs. The importance of customer focus and retention through strategic IS applications that provide value, 24/7 support, alerts and advisories, and maintain privacy is also highlighted.
1. The document discusses the management information systems used at ICICI Bank. It describes how ICICI Bank has evolved over time from being formed in 1955 to becoming a diversified financial services group today.
2. It outlines the key information systems used at different levels of the bank, including transaction processing systems, management information systems, and enterprise information systems that support functions like deposits, loans, payments, and online services.
3. The document also summarizes some of the major software and technologies used at ICICI Bank to power its information systems and enable key operations like customer relationship management, risk management, and remote monitoring of infrastructure.
Dutch-Bangla Bank uses a variety of information systems to manage its daily transactions and customer information. The bank utilizes core banking software, internet banking software, and SMS/alert banking software. It stores data on Dell mainframes and clustered servers located at the head office. The bank also uses an ERP system called Flexcube to integrate procedures and transactions across its branches. While MIS has increased efficiency and outreach, the bank faces challenges with network issues, lack of skilled technicians, and insufficient data storage capabilities.
E finance ppt. for bfi subject and global finance with e banking.Ramon Lapid
E-finance involves using electronic communication and computation to provide financial services and conduct financial transactions. It allows businesses to manage their finances electronically in order to maximize profits through lower costs. Key benefits of e-finance include faster and more accurate transaction processing, real-time analysis, improved compliance and control, and proactive strategic planning. E-finance can be deployed in phases, beginning with automating operational processes, then enabling continuous performance analysis, and finally implementing early risk warning systems.
The document discusses ERP systems in banking. It defines ERP as a software that allows organizations to integrate applications to manage business processes and back office functions. The benefits of ERP for banks include improved efficiency, productivity, costs savings, and customer service. It provides an example of how ERP streamlines processes in a bank called Bank Audi, allowing information to flow seamlessly between departments like finance, accounting, and customer service.
The document discusses the management information system (MIS) at Standard Chartered Bank. It describes how the bank uses various software and hardware resources as part of its client/server computing network. Key transaction processing systems discussed include payroll processing, customer identification by linking to NADRA records, tracking employee work hours and transactions, processing online complaints, sending account balance advisories, account openings, online fund transfers, and processing ATM and credit cards. The bank is also beta testing a new mobile payment method using embedded credit card details scanned by merchants via a 2D barcode on customers' phones.
Management Information Systems in the Banking SectorIshan Parekh
ICICI Bank implemented the Finacle Customer Relationship Management (FCRM) software to aggregate customer information from various products and services. This has helped ICICI Bank improve customer service, cross-sell products more effectively, and increase revenues. The CRM system allows ICICI Bank to better understand customer needs and behavior to provide personalized services. ICICI Bank's focus on technology and CRM has supported its rapid growth to become one of the largest banks in India with over 14 million customers.
The document discusses the role of information systems in the banking sector for customer bonding. It defines an information system and explains how IS plays a vital role in business operations and success by linking departments, enhancing productivity, and increasing quality. It then outlines various IS applications used in banking like RTGS, EFT, ATMs, mobile and tele banking to computerize applications, improve efficiency and customer service, and reduce transaction costs. The importance of customer focus and retention through strategic IS applications that provide value, 24/7 support, alerts and advisories, and maintain privacy is also highlighted.
1. The document discusses the management information systems used at ICICI Bank. It describes how ICICI Bank has evolved over time from being formed in 1955 to becoming a diversified financial services group today.
2. It outlines the key information systems used at different levels of the bank, including transaction processing systems, management information systems, and enterprise information systems that support functions like deposits, loans, payments, and online services.
3. The document also summarizes some of the major software and technologies used at ICICI Bank to power its information systems and enable key operations like customer relationship management, risk management, and remote monitoring of infrastructure.
Dutch-Bangla Bank uses a variety of information systems to manage its daily transactions and customer information. The bank utilizes core banking software, internet banking software, and SMS/alert banking software. It stores data on Dell mainframes and clustered servers located at the head office. The bank also uses an ERP system called Flexcube to integrate procedures and transactions across its branches. While MIS has increased efficiency and outreach, the bank faces challenges with network issues, lack of skilled technicians, and insufficient data storage capabilities.
E finance ppt. for bfi subject and global finance with e banking.Ramon Lapid
E-finance involves using electronic communication and computation to provide financial services and conduct financial transactions. It allows businesses to manage their finances electronically in order to maximize profits through lower costs. Key benefits of e-finance include faster and more accurate transaction processing, real-time analysis, improved compliance and control, and proactive strategic planning. E-finance can be deployed in phases, beginning with automating operational processes, then enabling continuous performance analysis, and finally implementing early risk warning systems.
This document discusses management information systems, decision support systems, and executive information systems used in banks. It provides an overview of what MIS and DSS are, why they are important for banks, and how they differ. MIS helps collect, process, and distribute data for decision making. DSS provides tools and integrated data to help with decision processes. EIS gives executives quick access to key performance metrics for timely decision making.
Pan Asia Banking Corporation PLC is a public limited company incorporated in Sri Lanka in 1995. It operates as a licensed commercial bank listed on the Colombo Stock Exchange. The bank's vision is to become the most customer preferred commercial bank in Sri Lanka by providing professional, personalized, secure, and quality banking services using modern technology and innovative products. It offers services such as personal and business accounts, credit cards, deposits, investments, loans, and remittances. The bank aims to focus on differentiation and target specific customer segments to meet their needs through specialized products and services. It plans to improve technology over time through initiatives like enhanced online banking, mobile banking, and chip-based cards.
The document discusses the implementation of management information systems (MIS) in State Bank of India (SBI), the largest bank in India. [1] It outlines the history of SBI and the need for MIS to meet regulatory requirements, enable core banking functions, and provide various banking services. [2] It describes SBI's banking and information network that supports efficient fund transfers between government, businesses, employees and customers. [3] The technological architecture is centralized around a core accounting software that facilitates payments and receipts across the bank's operations.
This study notes will give you the complete knowledge about Centralized Online Real-Time Environment Banking System. From initially required knowledge to like how the bank works with the list of primary operation it also explains the detailed architecture of banking system with all relevant parameters. In addition, it also gives you the detail like audit procedure with relevant controls. Also gives you the required knowledge of IT Act and Cyber Frauds and more.
ICICI BANK LTD MANAGEMENT INFORMATION SYSTEMAjay Ekka
This document provides a summary of the management information system (MIS) used by ICICI Bank, one of the largest banks in India. It discusses the various software, databases, servers, and systems that make up ICICI Bank's MIS. This includes their core banking software Finacle ICore, loan origination system FinnOne, workflow management system Staffware, online trading platform ICICIdirect.com, ATM monitoring software ProView, and customer relationship management systems. The MIS provides the bank with critical information to control expenses, monitor cash flows, streamline operations, and analyze customer behavior.
Application of mis in banking sectors of bangladesh problem & prospectEnamul Islam
Management information systems (MIS) are crucial for modern organizations like banks. MIS allows banks to (1) improve operations and decision-making, (2) develop new products and services, (3) gain competitive advantages, and (4) ensure day-to-day survival in today's technology-driven business environment. The document discusses how Bangladeshi banks utilize MIS and the benefits it provides the banking sector.
SBI is India's oldest and one of the largest banks globally. It automated all its branches in the mid-1990s and computerized them all by 2005 using various software systems. SBI uses programs like TCS BaNCS for core banking and Oracle for its database. It implements technologies like centralized trade finance systems from SAP and processes transactions in real-time to keep customer accounts and funds updated instantly. All customer records and transactions are stored on SBI's main server to provide services like online complaints processing and automatic account balance alerts.
The State Bank of India (SBI) is India's largest bank by assets and customers. In 2002, SBI began implementing a centralized core banking system across its branches to remain competitive with private sector banks. SBI selected Tata Consultancy Services to customize software and implement the new system across 3,300 branches, later expanding to all 14,600+ SBI branches. The project achieved SBI's goals of offering a full range of products and services across its large branch network.
Is an In-House Bank or Payment Factory right for your organisation (1)Krister Backlund
This document discusses the implementation of an in-house bank or payment factory. It notes that changes in technology and regulations are forcing companies to review their financial processes. An in-house bank could help achieve efficiency by insourcing bank account management and enabling payments and collections on behalf of subsidiaries. Implementing an in-house bank is a complex process that requires support from senior management and involvement from different departments. It outlines key requirements like the company's operational structure and banking arrangements. The document also differentiates between a payment factory, which automates payments, and a full in-house bank, which takes on account management functions from external banks.
Put together some slides on BPM while speaking at an IMA-India organized CIO breakfast meeting. Might be useful. I\'m a BPM convert and happy to share my experience.
Customized for the students of CA-IPCC.
This study notes will give you the detailed knowledge about Business Process and from the basic also explain what is process its types and more, in addition, this will take you towards the automated process how it will create and why we need automated process. In addition study notes also show you the business process flow. It also defines Enterprise Risk Managment with all relevant Risk and Control. It also includes the IT Act and its requirement. This chapter also covers the Flowe Chart, Data Flow Diagram and more.
This document summarizes the key topics discussed at the 2nd Annual Retail Banking Technology Summit on June 28, 2010. It discusses selecting the right banking business model for the current environment, the importance of distribution channels and back office processes, and how enabling technologies can help achieve operational excellence. The document also outlines how designing next generation banking platforms and using process and service composers can help reduce time-to-market for new products and services. Finally, it discusses the need for banks to focus on making the customer experience easier through simple and relevant information, a proactive approach, and using technology to overcome customer hurdles.
The document discusses the role of technology in banking. It outlines how technology has improved operational efficiency, customer service, and risk management in banks. It also notes that while technology initially provides a competitive advantage, that advantage fades over time as other banks adopt the same technologies. For long-term differentiation, banks need to focus on how technology is selected, implemented, and utilized, and how it enables business processes and customer utility.
HDFC was established in 1977 with the goal of encouraging home ownership through long-term housing finance. Over three decades it has become a world-class housing finance institution in India with a reputation for professionalism. It is professionally managed with an eminent board of directors. HDFC aims to develop close customer relationships and maintain its position as a premier housing finance provider in India while growing through diversification. It has several subsidiaries and associated companies including HDFC Bank, HDFC Life Insurance, and HDFC Asset Management. HDFC utilizes an information system including software like Microsoft Office, databases, and financial analysis tools to improve communication, deliver information efficiently, and support its strategic goals.
This document outlines a presentation given to the Reserve Bank of India on technology management in banks. The presentation covers the history of banking in India, the current technology landscape, and enterprise architecture management. It then discusses typical IT structures in banks including mission, governance, and processes. The presentation is divided into sections on changing business needs, running current infrastructure, and securing the bank. Specific topics covered include business architecture, channels, processors, data infrastructure, infrastructure reference architecture, IT risk controls, and compliance with RBI guidelines.
Big Bazaar has adopted a management information system to help manage its operations. The system uses two centralized servers and a backup system to store transaction and customer data from its 15 transaction counters. It captures credit card and customer information. The system sends daily financial reports and monthly gift card payments to the company headquarters. While the billing module is fully mechanized, other areas like warehouse management are only partially automated. The system does not fully help with employee performance measurement.
The document provides information about HSBC's use of information technology and business process management across its large global operations. It discusses how HSBC utilizes software from vendors like Amacis and Metastorm to manage processes, customer interactions and transactions more efficiently. Major departments at HSBC like Information Technology, Hong Kong Universal Banking, Administration and Personal Financial Services perform important MIS and computer-related functions to support the bank's operations. HSBC implements solutions like Hexagon cheque writer, email marketing and mobile apps to improve services for its many business and individual customers worldwide.
The document discusses trends in corporate cash management services, including a shift towards electronic payments, digitization of checks, and strategic receivables management. It also covers managing risks and controls, and integrating cash, trade, liquidity and risk management. Key issues for corporate treasurers are discussed around visibility, optimized returns and control of funds.
The document discusses the modernization of State Bank of India's (SBI) core banking systems. SBI implemented a new centralized core banking system provided by Tata Consultancy Services to replace its older distributed system. The project involved converting 3,300 branches by 2007. Key objectives were delivering new products, improving efficiency, and gaining a single customer view. Challenges included the system's scale and custom requirements. Careful planning, training, and high-level support helped ensure the project's success and resulted in benefits like increased productivity and customer retention.
This document discusses management information systems, decision support systems, and executive information systems used in banks. It provides an overview of what MIS and DSS are, why they are important for banks, and how they differ. MIS helps collect, process, and distribute data for decision making. DSS provides tools and integrated data to help with decision processes. EIS gives executives quick access to key performance metrics for timely decision making.
Pan Asia Banking Corporation PLC is a public limited company incorporated in Sri Lanka in 1995. It operates as a licensed commercial bank listed on the Colombo Stock Exchange. The bank's vision is to become the most customer preferred commercial bank in Sri Lanka by providing professional, personalized, secure, and quality banking services using modern technology and innovative products. It offers services such as personal and business accounts, credit cards, deposits, investments, loans, and remittances. The bank aims to focus on differentiation and target specific customer segments to meet their needs through specialized products and services. It plans to improve technology over time through initiatives like enhanced online banking, mobile banking, and chip-based cards.
The document discusses the implementation of management information systems (MIS) in State Bank of India (SBI), the largest bank in India. [1] It outlines the history of SBI and the need for MIS to meet regulatory requirements, enable core banking functions, and provide various banking services. [2] It describes SBI's banking and information network that supports efficient fund transfers between government, businesses, employees and customers. [3] The technological architecture is centralized around a core accounting software that facilitates payments and receipts across the bank's operations.
This study notes will give you the complete knowledge about Centralized Online Real-Time Environment Banking System. From initially required knowledge to like how the bank works with the list of primary operation it also explains the detailed architecture of banking system with all relevant parameters. In addition, it also gives you the detail like audit procedure with relevant controls. Also gives you the required knowledge of IT Act and Cyber Frauds and more.
ICICI BANK LTD MANAGEMENT INFORMATION SYSTEMAjay Ekka
This document provides a summary of the management information system (MIS) used by ICICI Bank, one of the largest banks in India. It discusses the various software, databases, servers, and systems that make up ICICI Bank's MIS. This includes their core banking software Finacle ICore, loan origination system FinnOne, workflow management system Staffware, online trading platform ICICIdirect.com, ATM monitoring software ProView, and customer relationship management systems. The MIS provides the bank with critical information to control expenses, monitor cash flows, streamline operations, and analyze customer behavior.
Application of mis in banking sectors of bangladesh problem & prospectEnamul Islam
Management information systems (MIS) are crucial for modern organizations like banks. MIS allows banks to (1) improve operations and decision-making, (2) develop new products and services, (3) gain competitive advantages, and (4) ensure day-to-day survival in today's technology-driven business environment. The document discusses how Bangladeshi banks utilize MIS and the benefits it provides the banking sector.
SBI is India's oldest and one of the largest banks globally. It automated all its branches in the mid-1990s and computerized them all by 2005 using various software systems. SBI uses programs like TCS BaNCS for core banking and Oracle for its database. It implements technologies like centralized trade finance systems from SAP and processes transactions in real-time to keep customer accounts and funds updated instantly. All customer records and transactions are stored on SBI's main server to provide services like online complaints processing and automatic account balance alerts.
The State Bank of India (SBI) is India's largest bank by assets and customers. In 2002, SBI began implementing a centralized core banking system across its branches to remain competitive with private sector banks. SBI selected Tata Consultancy Services to customize software and implement the new system across 3,300 branches, later expanding to all 14,600+ SBI branches. The project achieved SBI's goals of offering a full range of products and services across its large branch network.
Is an In-House Bank or Payment Factory right for your organisation (1)Krister Backlund
This document discusses the implementation of an in-house bank or payment factory. It notes that changes in technology and regulations are forcing companies to review their financial processes. An in-house bank could help achieve efficiency by insourcing bank account management and enabling payments and collections on behalf of subsidiaries. Implementing an in-house bank is a complex process that requires support from senior management and involvement from different departments. It outlines key requirements like the company's operational structure and banking arrangements. The document also differentiates between a payment factory, which automates payments, and a full in-house bank, which takes on account management functions from external banks.
Put together some slides on BPM while speaking at an IMA-India organized CIO breakfast meeting. Might be useful. I\'m a BPM convert and happy to share my experience.
Customized for the students of CA-IPCC.
This study notes will give you the detailed knowledge about Business Process and from the basic also explain what is process its types and more, in addition, this will take you towards the automated process how it will create and why we need automated process. In addition study notes also show you the business process flow. It also defines Enterprise Risk Managment with all relevant Risk and Control. It also includes the IT Act and its requirement. This chapter also covers the Flowe Chart, Data Flow Diagram and more.
This document summarizes the key topics discussed at the 2nd Annual Retail Banking Technology Summit on June 28, 2010. It discusses selecting the right banking business model for the current environment, the importance of distribution channels and back office processes, and how enabling technologies can help achieve operational excellence. The document also outlines how designing next generation banking platforms and using process and service composers can help reduce time-to-market for new products and services. Finally, it discusses the need for banks to focus on making the customer experience easier through simple and relevant information, a proactive approach, and using technology to overcome customer hurdles.
The document discusses the role of technology in banking. It outlines how technology has improved operational efficiency, customer service, and risk management in banks. It also notes that while technology initially provides a competitive advantage, that advantage fades over time as other banks adopt the same technologies. For long-term differentiation, banks need to focus on how technology is selected, implemented, and utilized, and how it enables business processes and customer utility.
HDFC was established in 1977 with the goal of encouraging home ownership through long-term housing finance. Over three decades it has become a world-class housing finance institution in India with a reputation for professionalism. It is professionally managed with an eminent board of directors. HDFC aims to develop close customer relationships and maintain its position as a premier housing finance provider in India while growing through diversification. It has several subsidiaries and associated companies including HDFC Bank, HDFC Life Insurance, and HDFC Asset Management. HDFC utilizes an information system including software like Microsoft Office, databases, and financial analysis tools to improve communication, deliver information efficiently, and support its strategic goals.
This document outlines a presentation given to the Reserve Bank of India on technology management in banks. The presentation covers the history of banking in India, the current technology landscape, and enterprise architecture management. It then discusses typical IT structures in banks including mission, governance, and processes. The presentation is divided into sections on changing business needs, running current infrastructure, and securing the bank. Specific topics covered include business architecture, channels, processors, data infrastructure, infrastructure reference architecture, IT risk controls, and compliance with RBI guidelines.
Big Bazaar has adopted a management information system to help manage its operations. The system uses two centralized servers and a backup system to store transaction and customer data from its 15 transaction counters. It captures credit card and customer information. The system sends daily financial reports and monthly gift card payments to the company headquarters. While the billing module is fully mechanized, other areas like warehouse management are only partially automated. The system does not fully help with employee performance measurement.
The document provides information about HSBC's use of information technology and business process management across its large global operations. It discusses how HSBC utilizes software from vendors like Amacis and Metastorm to manage processes, customer interactions and transactions more efficiently. Major departments at HSBC like Information Technology, Hong Kong Universal Banking, Administration and Personal Financial Services perform important MIS and computer-related functions to support the bank's operations. HSBC implements solutions like Hexagon cheque writer, email marketing and mobile apps to improve services for its many business and individual customers worldwide.
The document discusses trends in corporate cash management services, including a shift towards electronic payments, digitization of checks, and strategic receivables management. It also covers managing risks and controls, and integrating cash, trade, liquidity and risk management. Key issues for corporate treasurers are discussed around visibility, optimized returns and control of funds.
The document discusses the modernization of State Bank of India's (SBI) core banking systems. SBI implemented a new centralized core banking system provided by Tata Consultancy Services to replace its older distributed system. The project involved converting 3,300 branches by 2007. Key objectives were delivering new products, improving efficiency, and gaining a single customer view. Challenges included the system's scale and custom requirements. Careful planning, training, and high-level support helped ensure the project's success and resulted in benefits like increased productivity and customer retention.
Strengthen Organizational Agility with the Latest Advancements in Case Manage...Fujitsu_Interstage
Keith Swenson, VP of R&D and Chief Architect at Fujitsu discusses how the working world is changing and how you can use case management, particularly Fujitsu Business Operations Platform, to adapt to these changes with better speed and flexibility.
The document discusses key concepts in services marketing and design. It summarizes that services have intangible and simultaneous production and consumption characteristics that pose distinctive challenges for design. It outlines the 7 Ps of services marketing and emphasizes the importance of interaction design. It also discusses concepts like value co-creation, service systems, servuction models, and the service theater metaphor.
Some of the fastest growing banks around the world are transforming their self-service channel to understand customer transactions and gain actionable insights for proactive decision-making. They are leveraging transaction analytics for competitive differentiation and to deliver a superior customer experience. Predictive analytics is helping them ensure increased ATM availability.
1. The document discusses the development of a new Management Information System (MIS) for Glyndwr Bank. The objectives are to develop applications to support the bank's operations and competitive strategy.
2. The IT Manager's objectives are to lay out a framework for understanding the existing systems and designing appropriate planning and control systems to migrate data to the new MIS. The MIS should allow collection, storage, and transformation of data into useful business information and reports, provide data security controls, and automate processes.
3. Key features of the new MIS include enhancing employee communication, delivering information throughout the bank, providing an objective system for recording data, reducing manual work, and supporting strategic goals. The IT Manager will create a
This document discusses the advantages and growth of finance robotics. It notes that robotic process automation can eliminate human errors, improve compliance, provide fast implementation and scalability. Robots can execute rule-based financial processes more cheaply and around the clock. The document also outlines how robotics can support tasks in operational finance, functional finance, and within business units. It provides examples of startup companies applying technologies like artificial intelligence to transform processes like credit risk assessment, customer interactions and account management.
10 Ways an Effective Financial Management System Facilitates GrowthBlueBridgeOne
An integrated financial management solution centralizes financial control and efficiency. It automates and integrates business processes to improve accuracy, allow staff to work more quickly, and deliver intelligence. A cloud-based solution that is adaptable, with capabilities for business planning, system integration, and reporting, best facilitates business growth.
If you need a partner who offers excellent consulting and Business intelligence services to simplify decision making, eLuminous can be a reliable option to trust upon.
The document discusses digital banking and the challenges facing established banks. It describes how digital transformation through initiatives like the Hewlett Packard Enterprise Digital Banking Framework can help banks address these challenges by improving efficiency, agility, control, and quality. The framework utilizes technologies like robotic process automation, workflow management, and self-service portals to streamline processes, reduce costs, and improve the customer experience. When implemented correctly, the framework can potentially increase a bank's productivity by up to 46%.
The document discusses a 4-phase process digitalization approach for banks to drive efficiency, innovation and compliance through digital transformation. Phase 1 involves designing new customer-centric products and services independently of current processes. Phase 2 defines optimized target processes based on data and technology. Phase 3 plans the transformation from current to target states. Phase 4 implements changes through projects while managing organizational change. The approach aims to solve banks' conflicting needs for digitalization, cost cuts and regulation by addressing all areas in parallel through a consistent process orientation.
In this ppt u will find information related to operation management in banking and its future scope and Role of Information Technology in Banking and also the Trends in technology in banking.
The document discusses improvements made to IT service management at a mid-sized card processing company in Croatia over 7 years. It began with typical startup issues like lack of resources and firefighting. Initiatives included defining a service catalog and SLAs, maturing incident and change management processes, implementing monitoring of critical services, embracing a culture of continuous improvement, and empowering the role of the service desk. Results included problems being resolved, Gartner metrics in the best-in-class range, and SLAs matching Gartner's outstanding levels for similar services. Further improvements could include fully utilizing a CMDB within key processes.
The dynamic and fast paced nature of the global financial markets necessitate the use of technology to provide the industry with next generation solutions that are reliable and function with accuracy. The industry faces the challenge of providing innovative products to cope up with the demands of a growing population of technology-savvy and affluent clientele and at the same time increase their profitability by making effective use of resources with a view to minimize costs and risks with a dynamic workforce.
Financial institution is facing tougher competition, reduced margins, rapid change and new regulatory requirements, banking organizations are under pressure to have access to and provide more timely and accurate information. In order to overcome these challenges, ERP helps banks become more customer-centric and efficient. Critical business tasks – including business analytics, financial and accounting processes, human capital management, support and logistics – are improved for employee access, while customers, vendors and partners can gain more flexible, yet secure, access to key service areas. These enable banks to provide innovative, result-oriented and cost-effective solutions.
Bearing this in mind, we hereby present our proposal as attached for development, installation, implementation and maintenance of Enterprise Resource Management (ERP) for your organization.
Hisplus Systems Limited
This document discusses opportunities for document imaging software in the banking and financial services sectors. It outlines business drivers like the need to replace outdated microfilm technologies and cut costs. Regulatory compliance around data security and accessibility is also driving demand for document imaging solutions. The document describes how technologies like forms processing, archiving, and document distribution can help banks and financial institutions access information faster, improve processes, and lower storage and compliance costs.
Too many bank processes rely on manual labor, but some banks are experimenting with rapid automation approaches to reduce costs. By reworking IT architecture, banks can automate complex tasks and activities requiring human intervention. To succeed, banks must prioritize processes for simplification and automation, use multiple integration technologies in IT solutions, and prepare IT departments for agile development methods. Successful large-scale automation requires understanding value drivers, carefully designing operating models and IT architecture, and sequencing initiatives with a business case.
This document provides information on business intelligence solutions from eLuminous Technologies. It discusses common business challenges that BI tools can address such as real-time reporting, data analysis and decision making. The presentation then outlines the BI process, key benefits of BI for companies, and facts about the business value of BI. It includes two case studies showing how eLuminous implemented BI solutions for clients to gain insights from data. The case studies demonstrate how the solutions provided reporting, dashboarding, data integration and other capabilities to help the clients with business management and decision making.
The document describes the cogon Treasury Suite CTS software, which enables efficient financial supply chain management and cash/liquidity management. It has modules for finance, treasury, and a web-based application for data consolidation and central analysis. The finance module allows automated and manual payments, cash flow-based planning, and integrated liquidity planning. The treasury module supports managing financial products and transactions. The software provides advantages like optimized working capital, transparency of financial data, and audit-proof compliance.
A Cash Management System (CMS) is a software application designed to help organizations manage their cash flow efficiently. It provides real-time visibility into the organization's cash position, helps in forecasting future cash flows, and facilitates the optimization of cash balances across multiple accounts. The CMS typically includes modules for cash forecasting, cash position reporting, cash transfer management, bank reconciliations, and liquidity management. It integrates with various banking systems and financial applications to streamline cash processing and reduce manual intervention.
Toward a Future-Proof Product Control FunctionCognizant
This document discusses the need for investment banks to rethink their product control departments given increasing regulatory scrutiny, interconnectedness of functions, and data complexities. It proposes establishing a new operating model and framework for product control with a focus on transparent and accurate valuations. Specifically, it recommends developing governance and operating models, a data acquisition and control framework, standardized processes for P&L, independent price validation, and funding allocation, as well as integrated workflow management. This would help address current challenges with people, processes, systems, and data across product control functions.
The document discusses opportunities for banks to improve their customer experience and operating models in the changing digital landscape. It suggests that banks need to provide consistent services across channels to better engage customers. The existing operating models of most banks are fragmented and decentralized. The document proposes transforming operations by implementing technology to enable straight-through processing, standardizing products and processes, and consolidating operations. It provides examples of how banks can improve offline and online services, such as enabling card issuance and payments at branches, implementing multi-channel payment options, and expanding offline infrastructure and services in developing markets.
The document discusses several case studies of organizations using IBM technologies to solve business problems and gain competitive advantages. Specifically, it describes how:
1) A Manhattan bank implemented an IBM Power and WebSphere solution with Actimize to enable real-time fraud prevention across all business units.
2) Elie Tahari used IBM Cognos BI to create a centralized data warehouse for better inventory management and sales forecasting.
3) Peking University Hospital implemented an electronic health record system on IBM technologies to improve healthcare services.
Foster Moore® prepared a white paper for the recent meeting of the National Association of Secretaries of State (NASS). It looks at the reasons that Secretaries of State might consider when going digital.
This system provides an integrated ERP solution with 7 modules for financial management, procurement, HR, payroll, budgeting, and business intelligence. It offers accurate reporting, key performance indicators, authorization controls, and real-time decision making capabilities. The system captures financial transactions, monitors budgets and actual spending, and facilitates strategic planning and risk management.
Trusted Identities | Secure Transactions™ l Entrust DatacardVictor Kupcis
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Intelligent Business Operations platform for Cash ManagementVictor Kupcis
The document discusses an Intelligent Business Operations (IBO) platform that uses artificial intelligence and data analytics to provide real-time decision making capabilities. The IBO platform allows businesses to automate routine decisions, forecast demand, analyze costs and constraints, manage logistics and inventory, and optimize operations. It also introduces FOBISS CMTM, the industry's first complete product for intelligent cash supply chain management that provides optimized cash management processes.
The document discusses the need for real-time operational intelligence and decision automation to make optimal decisions on time. It notes that growing data volumes, shrinking decision times, and incomplete information make decision making challenging. A solution called FOBISS CM is presented as providing continuous real-time insights into big data and business processes to help organizations reach unprecedented performance levels and make the right decisions on time through dynamic data analytics, personalized optimization, and self-learning artificial intelligence. FOBISS CM aims to integrate strategy, intelligence analysis, tactics and execution to achieve organizational goals.
FOBISS Cash Management solution overview in Russian (на русском)
Intelligent_Business_Operations
1. Intelligent Business
Operations
Best Practices in Cash Supply Chain Management
Executive Summary
The purpose of any supply chain is to meet customer needs and grow business prof-its.
The cash supply chain is no exception. Banks manage their cash point networks
(e.g., ATMs, bank branches, cash centers, retailers) by providing cash withdrawal
services where and when customers need them. To make a profit, banks must man-age
these activities efficiently.
Managing cash supply operations is a complex process that involves independent
stakeholders including banks, cash in transit companies (CITs), and independent
service operators (ISOs). The process also involves decision-makers at strategic, tac-tical,
and operational levels—each performing certain tasks by managing and con-trolling
the operations and processes.
Every decision-maker needs timely, quality information. The main question is how
to quickly provide decision-makers with the right insights to help them make win-ning
decisions.
This white paper explains the best practices in cash supply chain management and
outlines the benefits of the intelligent business operations (IBO) working style.
IBO and Company Performance
IBO is a work style that integrates near-real-
time analytic and decision manage-ment
technologies into the transaction-executing
and bookkeeping operational
activities that run the business.1
According to Gartner, by 2016 around
70 percent of companies reporting
high performance will be implementing
extreme collaboration or real-time pre-dictive
analytics to manage their busi-ness
processes.
IBO tools (Figure 1) can help improve
business processes by providing visibil-ity,
situational awareness, and flexibility
for those who manage cash supply chain
operations and make decisions on a
daily basis.
Why Efficiency Matters
Despite the popularity of credit cards,
cash is still the most common payment
method. Globally, more than half of pay-ments
are made in cash. The increasing
demand for easily accessible cash drives
banks to expand their cash point net-works.
However, as the network grows, it
becomes more difficult to supervise—
and operating costs rise.
Effective cash management is a crucial
success factor for banks and outsourc-ing
companies. It can give banks more
prime retail space in branches and free
up staff to focus on customer-facing ac-tivities.
Other benefits include shorter
cash lead times, better ATM availability,
and lower operating costs.
White Paper
Intel® Xeon® Processor E5 Family
Data Center Efficiency
Financial Services
2. IBO connects internal and external busi-ness
information systems into a common
environment where data is analyzed and
made available in real time for operation
managers and strategic decision-makers.
IBO performs a different function than busi-ness
intelligence (BI) but is complementary.
The goal of BI systems is to gather and ana-lyze
the historical data during a certain pe-riod.
The IBO platform compares historical
data with real-time data, determines trends
and links between actions, and makes pro-jections
for the future.
Another important IBO function is au-tomating
optimal decision-making,
where the forecasted demand, existing
and planned limitations, and results are
used in real-time to automatically
choose the most cost-efficient combina-tion
of cash quantity, denomination, de-livery
time, route, etc.
With IBO, decision-makers have full visi-bility
to rapidly and flexibly respond to
real-time changes through:
• Graphical presentations of information
• Customization of user interface in accor-dance
with the performed functions
• Contingency notifications
• Decision simulation tools
Managers can perform real-time monitor-ing
and evaluations of key performance in-dicators
(KPI), monitor implementation of
strategic goals in the company, and stay
informed on the system suggested tacti-cal
actions.
Artificial Intelligence-Based Analytics
The IBO platform performs the complex
cash demand forecasting and optimiza-tion
tasks using its integrated artificial
intelligence algorithms, capable of real-time
processing of large amounts of in-formation,
evaluation of historical data,
relations between them, trends, and pro-jection.
It chooses the optimum decisions
out of millions of possible combinations—
something the human brain and stan-dard
analytical tools cannot do.
It is important to mention that without
underestimating the human input, the
expert knowledge of staff is especially
important in the process of algorithm
training. The system does not answer
the question “Why?" Instead, it evaluates
causes based on insights entered by ex-pert
staff.
For example, while analyzing the error of
system forecasting, an employee notices
it could have been influenced by an
event that took place in the region. The
Intelligent Business Operations
Contents
Executive Summary . . . . . . . . . . . . . . . .1
Why Efficiency Matters . . . . . . . . . . . . .1
IBO and Company Performance . . . .1
Artificial Intelligence-Based
Analytics . . . . . . . . . . . . . . . . . . . . . . . . . .2
Business Benefits of IBO . . . . . . . . . . .3
Intelligent Cash Management . . . . . . .3
Scalability . . . . . . . . . . . . . . . . . . . . . . . . .4
IBO in Action . . . . . . . . . . . . . . . . . . . . . .4
Recommendations . . . . . . . . . . . . . . . . .4
Figure 1. Intelligent business
operations (IBO) tools
2
3. Intelligent Business Operations
IBO Platform
• Connects and integrates all
kinds of information systems
• Automates processes end-to-
end across systems
• Provides visibility into what
is happening real time
• Supports evidence-based
and timely decision-making
• Delivers efficient manage-ment
and optimization
from having responsibility for the
full cycle vested in a single entity.
Intelligent Cash Management
The FOBISS CM* IBO solution is the first
complete and integrated product for deliv-ering
cash management services within any
type of cash point networks:
• ATMs (cash in/out, recyclers)
• Bank branches,
• Cash centers
• Retailers
Figure 2. Business benefits of
the IBO approach
• It is self-learning
• It assumes
• It adapts
• It predicts
• It finds typical and untypical
behavior of each cash point
• It analyzes and suggests the
most valuable decisions for
the user
algorithm gets this information and re-evaluates
the relations, thus learning to
make even more precise projections.
This work method eliminates the risk of
losing know-how due to staff changes. It
also eliminates the information gap
when, for example, a bank employee fills
in for a colleague from a branch in an-other
region who is on sick leave.
Studies and pilot projects evaluated the
precision of these complex algorithms.
For example, in a network of 6,000 cash
points, in measuring the efficiency of ac-tivities,
revealed that using the IBO plat-form
saves:
• 22 percent in logistics costs
• 17 percent of costs related to
preparation of money
• 55 percent of costs related to interest
In monetary terms, a bank operating a
cash point network of such size saves 11
million Euros (USD 13.6 million) per year.
Risk management takes place simultane-ously
and the quality of client service is
ensured, so profitability grows.
Business Benefits of IBO
IBO benefits financial institutions in a
number of ways (Figure 2). This enables
them to shorten cash lead times, maxi-mize
cash point availability, reduce net-work
operating costs, and maximize
profitability. Additionally, the technology
enables its users to:
• Be aware of network performance
including real-time profitability
• Reduce cash-related operating
costs by up to 40 percent
• Automatically support set KPIs and
service level agreements (SLAs) for
the entire logistical chain
• Ensure minimization of on-balance
sheet cash in the supply chain by
using effective forecasting and
stock management tools
• Use latest-generation IBO technol-ogy
in cash points to streamline
cash transactions
• Ensure the supply chain is
defined, integrated, and managed
as a single entity
• Reduce physical space and
resources devoted to the adminis-tration
and handling of cash
• Examine the potential for the full
cash cycle to be outsourced with
the benefits of full accountability,
ownership, and efficiency that flow
3
4. Intelligent Business Operations
The FOBISS CM* IBO solution can:
• Save significant time and HR and
4
money resources for users of appli-cations
by optimizing decisions and
processes
• Eliminate dormant cash all over the
network and maximize efficiency,
meeting SLAs with minimum
resources
• Provide complete transparency into
processes for significant savings
and evidence-based and timely
decision-making
Scalability
Effective cash management requires the
ability to aggregate and decide upon
large volumes of data from different
sources such as ATMs, bank branches,
or vaults (Figure 3), while organizations
need fast computation and flexible ac-cess
to this data in real-time. Large
numbers of cash storage devices, multi-plied
by provided currencies, decision
spaces, and hourly or daily solution de-mands,
create huge computational
workloads that can be managed by the
parallel processors of modern servers.
Figure 5 documents the results of a test
at a bank with 185 branches, which was
able to decrease its dormant cash level
by 41 percent.
Figure 6 shows the results of testing at a
bank with 1,100 ATMs. Once FOBISS CM
was deployed, the bank started planning
CIT visits more accurately, reducing both
planned and emergency visits by 16
percent and 64 percent, respectively.
Recommendations
The days of limited, unintegrated solutions
with only basic forecasting and optimiza-tion
are over. Users in today’s volatile world
expect high performance and total flexibil-ity
and situation awareness to deal with
day-to-day cash supply chain management.
When choosing a cash supply chain man-agement
solution, it is important to look for
technologies that are highly responsive and
able to increase performance efficiency.
Such technologies should include demand
management tools, optimization engines,
complex event processing tools, role-based
dashboards, decision management tech-nologies,
and performance measurement
analytics. Most importantly, they should be
based on near- or real-time data.
FOBISS worked closely with engineers
from Intel, using the advanced Intel
fasterLab environment to undertake a
number of benchmarks of the FOBISS
CM product to ensure it can scale out to
significant volumes and still provide fast
and flexible results. The collaboration
resulted in improved crucial daily calcu-lation
performance of 6,000 cash points
(CPs) per hour per standard server.2
Adding more standard server nodes to
the calculation cluster and/or dedicating
more hours daily calculations allows
FOBISS to meet the exacting demands
of scale and timeliness present in today’s
and tomorrow’s banking enterprises.
Built on the Microsoft .NET* platform run-ning
on Intel® Xeon® processors, FOBISS
CM delivers effective data analysis and
cash management with the scalability to
manage tens of thousands cash points.
IBO in Action
FOBISS CM is showing strong results for
banks that have tested it.
Figure 4 shows a case study where FO-BISS
CM was tested at a bank with 6,000
ATMs. The tests resulted in total annual
savings of 11.5 million Euros.
Independent
Service Operators
CIT
Companies
Currency
Chests
Central
Bank
Commercial
Banks
Outsourcing Cash
Management
Companies
Figure 3. Effective cash management requires the ability to aggregate
large volumes of data from different sources
5. Intelligent Business Operations
Replenishment Cost (CIT)
Cash Custody
Cash Processing Cost
Cash Interest Rate
5
Total Annual Savings: 11.5 Million Euros
724,098 EUR
Figure 4. Testing the platform in
a bank with 6,000 ATMs showed
total annual savings of 11.5 mil-lion
Euros.
Replenishment Cost (CIT) Cash Custody Cash Processing Cost
Cash Interest Rate Dormant Cash Level Down 24 Percent Cash Replenishment Down 15 Percent