The document provides an overview of Xiaopeng (Adrian) Cui's knowledge and skills. It summarizes his expertise in areas such as strategic planning, business process management, performance management, IT planning, and financial management. It also lists his project experience consulting with companies from various industries. The document then provides more detailed descriptions of Cui's consulting services and models related to topics like treasury management, cash management, business process management, and enterprise risk management.

1. My Presentation
Xiaopeng (Adrian) Cui
2012

2. MY KNOWLEDGE AND SKILLS
• Strategic planning
• B usiness process management
• Performa ma
nce nagement
B usiness • ……
Knowledge
Structural
T hinking Research
Domain My Knowledge I T Knowledge
Knowledge and S kills
• Fina l ma gement (including trea
ncia na sury)
• ERM & CRM • I T planning
• Fina l services industry
ncia
Presentation T eamwork • UM L, SQ L & Excel
• …… • ERP, B I & SOA
• ……
P roject
Knowledge
• Proj methodology
ect
• Proj ma gement
ect na
• Requirements a lysis
na
• Proposa & solution
l
• ……

3. PROJECT EXPERIENCES
INDUSTRIES CONSULTING SERVICES
Sino-trans Group (transportation & Strategy, organization, business process, treasury, IT planning
Group Treasury and
logistics)
Finance Companies
Strategy, organization, business process, treasury, IT planning,
Minmetals Group (production & trading) internal control & compliance
State Development & Investment Group Strategy, organization, business process, treasury, IT planning,
Finance Company (cross-industries) performance management
Sinochem Group Finance Company (oil & Strategy, organization, business process, treasury, IT planning,
chemical) performance management
Beijing Capital International Airport Strategy, organization, business process, treasury, IT planning,
Group Finance Company (airport) financial reporting, human resources
China Huaneng Group Finance Company Business analysis, treasury, IT planning
(energy)
Everbright Bank of China (banking) Business analysis, product & solution, process, marketing, system
Financial
Services
Hang Zhou United Bank (banking) Business analysis, CRM model, OCRM & ACRM system
China Development Bank (banking) Business analysis, BI, performance analysis, management cockpit
China Life Insurance (Group) Company Business analysis, risk management
(insurance)
STATE GRID Corporation of China Business analysis, BI, performance analysis, management cockpit,
Corporations
(energy) risk management
China National Petroleum Corporation Business analysis, treasury management system planning
(energy)
Sinosteel Corporation (steel & trading) Business analysis, budgeting, treasury, IT planning
Foton Motor Corporation (auto) Business analysis, auto financing

4. TREASURY MANAGEMENT CONSULTATION
Kno wle d g
e tra ns fe r S tra te g ic
p la nning
P e rfo rma nc e
ma na g e me nt
O rg a niz a tio na l
s truc ture
Tre a s ury
IT c o ns ulta tio n
p la nning
Ma na g e me n
t s ys te m
Ris k
ma na g e me nt
B us ine s s
p ro c e s s

5. CASH MANAGEMENT CONSULTATION
Cash Mgt
Consultation
Business Marketing System
Planning Strategy Maintenance
Business Product Policies and Marketing Maintenance
Analysis Design Regulations Organization Organization
Government Marketing Maintenance
Solutions
policies Model Scope
Industry
Industry Marketing Detailed
benchmarks
Processes Services
Products and Client
solutions oriented Marketing Maintenance
Materials Processes
Cash product
Future trends
planning
Marketing
Solution

6. ENTERPRISE MANAGEMENT MODEL
BSC-Based Enterprise Management Model
Strategic Management
Contents ： strategic planning, implementation and evaluation
Tools ： strategic map, balanced score card, KPI
Financial Management
Contents ： costing, budgeting, financing, investing, operating funds, financial risks, performance
Tools ： financial statement, management report, financial management model
Client and Marketing Management
Balanced Contents ： products/services management, CRM
Score Tools ： marketing mix, unified client view
Card
Internal Operation Management
Contents ： risk management, governance, organizational structure, business process
Tools ： ERM, BPM, BPR
Learning and Growth Management
Contents ： culture, HR, IT
Tools ： VI, KM, BI, SOA

7. STRATEGIC MANAGEMENT - STRATEGIC PLANNING
Environment
PEST & Porter Five Forces
Analysis
Business Value Value Chain & Supply Chain
Analysis
4C Framework
Strategic Competency
Positioning Analysis (Convergence, Coordination,
Core business, Core
competency)
Situation SWOT Analysis
Analysis
Strategic Objectives and Gap Analysis
Objectives
Strategic
Implementation Organization & Business Information
Performance Processes Technology
Strategic
Evaluation Evaluation &
Improvement

8. STRATEGIC MANAGEMENT - BUSINESS TREND ANALYSIS
Sustainable
Business Development
Business Operation Public Image
(strategic advantage) (social responsibility)
Demand Finance Information High Environmental Social
Management Attribute Integration Value Added Performance Performance
• Visible dema nd • Comprehensive finance • I nvisible employment • Privilege value • Environmenta protection
l • Employees &
• I nvisible demand • Va ca
lue rd • Hologra ima for
phic ge • Va dded process
lue-a Wa ter communities
• Combined dema nd • E-finance client • Knowledge ma gement
na Air Hea & sa
lth fety
• Continuous dema nd • E-currency • B usiness intelligence • Supply cha in Energy Equity
• I ncrementa dema
l nd • Risk ma gement
na ma gement
na Foodstuff Priva cy
• Creative solution N a l resources
tura D iversity
Anti corruption
World B usiness B ackground
T ra rent
nspa Liquidity T echnology Knowledge Environmental Enterprise
Globa tion
liza
T imes & I nflation B oom Society Problems Citizen

9. FINANCIAL MANAGEMENT - FINANCIAL STATEMENT
The process of preparing financial statement
Ana lyze Post to the
Record the Prepa a
re n Prepare Prepare a
tra ctions
nsa genera a
l nd Prepa a
re Adj the
ust Close the
entries in a usted
dj financial post-closing
from source subsidiary tria ba nce
l la accounts accounts
the journa l tria ba nce
l la statements trial balance
documents ledgers
• Source documents (SD ) ： order, sa order, sa slip
les les
• Ma a
in ccounts (M A) ： Sa revenue, Accounts receiva Reserve for bad debt
les ble,
• SD ： ca count report, ba sta
sh nk tement Sales & • SD ： purcha order, invoice
se
• M A ： Cash in ha Ca at ba
nd, sh nk Collections • M A ： Accounts pa ble, Fixed a
ya ssets,
Bank & Orders & Accumula deprecia
ted tion
Cash Payments
Primary
business
activities • SD ： production instruction
Investing
• SD ： stocks, bonds, agreements Producing • M A ： Ra materia Stock goods, Employee
w ls,
activities activities
• M A ： Long-term equity investment benefits pa ble
ya
Financing
activities
• SD ： stocks, bonds, stock ledger, contra agreements
cts,
• M A ： Long-term debt, B onds pa yable, Owner’s equity

10. FINANCIAL MANAGEMENT - FINANCIAL ANALYSIS MODEL
Liq u id ity & D e b t s tru c tu re B u s in e s s m o d e l
Objective ： Understanding business
Re ve n u e & Pro fit g ro wth Marke tin g s trate g y
core competency
O p e ratin g c as h flo ws s tatu s Man ag e m e n t le ve l
Present Explain reasons （ flow ）
facts （ stock ）
Content ： Analyzing the 3 main business/financial activities （ ROE ）
1 Strategic planning / 2 Business support / 3 Market share /
Investing activities Financing activities Operating activities
（ Total assets （ Leverage ratio ） （ Profit margin ）
turnover ）
Tools ： Utilizing 4 financial statements
1 Balance Sheet 2 Income Statement 3 Statement of 4 Owner’s Equity
Cash Flows Statement
• Fund sources & usages • Profit quality （ revenue & • Cash creating capability • Wealth
• Liquidity & Mgt. ability profit’s stability and （ operating cash flows to accumulation （ retained
• Liability structure & sustainability ） net income ） earnings to equity ）
Financial risks • Per capita turnover & • Solvency capability • Room to grow （ market price
• Intangible assets & Long- competitiveness （ operating cash flows to to book value ）
term competitiveness • Sales and Mgt costs to revenue current liabilities ） • Business
• Hidden liabilities & Asset & Cost controls • Business stage （ growth, constitution （ dividend & net
impairments • Assets turnover & Revenue blue chip, decline, crisis ） income ）
generating capability • Performance
drive （ options ）

11. FINANCIAL MANAGEMENT - TREASURY MANAGEMENT MODEL
Treasury
Management
Funding and
FX Liquidity&Cash Control Treasury
investment Other
management management procedures administration
management
 Foreign  Capital  Liquidity forecasting  Policy  Development of  eTreasury
exchange risk structure  Liquidity risk implementation procedures enablers
management: management management control  Policy definition  Project and
pricing,  Funding:  Limit monitoring and maintenance trade finance
 Working capital
hedging, term loans,  Control of
turnover  Development and  Structured &
currency corporate bond routines
 Payment maintenance of asset finance
derivatives  Investment transactions treasury systems  Tax planing
 Foreign management  Bank account  Other  Enterprise wide
exchange deal  LCs/guarantees arrangements and administrative risk
execution:
 Counterpart contracts duties management
converting,
receivables, risk  Cash pooling  Value-based
payables management  Cash register/ management
 Interest rate journal maintenance  Insurance
derivatives  M&A
 Leasing

12. FINANCIAL MANAGEMENT - WORKING CAPITAL MANAGEMENT MODEL
Cash Management
Procure to pay cycle Order to cash cycle
Purchase Invoice Payment Clear Invoice Payment Payment Clear
Order Payment Insuranc Receipt Payment
e
 Manage A/P cycle (DPO)  Increase visibility to  Manage A/R cycle (DSO)
MAIN STRATEGY
global cash
 Reduce COGS  Sustain or accelerate revenue growth
 Improve cash forecasting
 Reduce process costs & errors  Minimize collection float
 Improve yield and reduce
 Capture early pay discounts  Accelerate cash application of
funding costs
receivables
 Increase rebate from card usage  Systematize processes and  Manage customer credit risk
 Improve relationships with supply consolidate
chain partners  Improve relationships with supply
 Manage financial risks
chain partners
Working capital improvement

13. CLIENT AND MARKETING MANAGEMENT – CRM MODEL
Banking CRM Model
Key Success Factors
Understand Demand Purchase Transaction Service Repurchase
1 High quality experience
Offer continuous and high quality customer experience
Provide different services to diverse client base
2 Unified Client View (UCV)
Account Telephone On-line Direct Branches Financial 3 Insight customer analysis
Manager Banking Banking Mail Advisor
4 Whole flow and multi-channel
marketing and services
Sales
UCV
5 Efficient account manager
Customer
Marketing subdivision Services
based on value
and Brand and demands
6 Product management
Deliver demands Optimize products and
from market services, and deliver
value to customers
Product Service 7 Performance analysis
Design Design

14. INTERNAL OPERATION MANAGEMENT – BUSINESS PROCESS
Process Current State Objective Process Design Process Change
And Orientation Planning
1.Standard process framework 7.Core business process design 11.Requirement analysis
1) Key performance indicators 1) Evaluate benefits
2.Current process investigation
2) Roles and responsibilities 2) Change definition
Activities
3) Key control points 3) Quick wins
3.Best practice analysis
4.Improvement evaluation 8.Business process integration 12.Process change planning
5.Orientation and key point 9.Key business scenario 13.Report meeting
6.Report meeting 10. Report meeting 14.Knowledge transfer
Result
1 Gap Analysis 3 Objective Process 4 Change Planning and
2 Orientation Implementation

15. INTERNAL OPERATION MANAGEMENT – PROCESS CONTROL
Define business,
operation and process
1 Select control 2 Business Rules
metrics chart
Attribute Variables • 1: p chart for percent of sample (Y/N)
Easy and economical to measure • 2: Np chart for number of sample
p chart X chart
(Y/N)
Provide rapid feedback
Np chart MA • 3: u chart for percent of sample (Num)
Prevent poor quality
• 4: c chart for number of sample (Num)
u chart EWMA • 5: X chart for subgroup size >=2
Sensitive to process change c chart • 6: MA and EWMA chart for a rational
subgroup size of 1
Confirm whether a Business Rules
Calculate
process is in 3 4 • 1: capable process: Cpk>=1.33
capability indices
control • 2: Cp for process variation
Normal Central • 3: Cpk for process location
Center line Cp
cause tendency
Standard
Upper Special Cpk
deviation
control limit cause
Skewness
Lower Shift in
control limit process Kurtosis
Business Rules
Residuals • 1: root cause analysis
Stratification • 2: manpower, machines, methods,
Process improvement 5 Analysis
material, measurement, environment
Regression Multiple
• 3: policy, procedures, plant, people
analysis regression

16. INTERNAL OPERATION MANAGEMENT - ERM FRAMEWORK
COSO ERM Framework RISK MANAGEMENT PROCESS
STRATIGIC
OPERATIONS Risk Risk
Identify
Risk category Risk event library
Report
REPORTING
COMPLIANCE
INTERNAL ENVIRONMENT
SUBSIDIARY
Probability
Risk
BUSINESS UNIT model
OBJECTIVE SETTING Risk
Risks
Assess
DIVISION
Rating Var Risk
EVENT IDENTIFICATION model model map
ENTITY-LEVEL
Effect
RISK ASSESSMENT
Risk
Hig h control
RISK RESPONSE
Ris k tran s fe r Ris k
avo id
CONTROL ACTIVITIES P ro b ab ility Risk
Risk strategy
Respond Ris k C are fu l
INFORMATION & COMMUNICATION m an ag e m e n t
re tain
Lo w
E ffe c t
MONITORING S ma ll G re a t

17. LEARNING AND GROWTH MANAGEMENT - IT PLANNING
Strategy
Enterprise Strategy
• Business strategy
understanding
Business Information Application Infrastructure
& Data System
Conceptual
Concept Control
Control
• Objectives and
Security
principles
Logical
Logic • Organization and
processes
• Planning and
Physical budgeting
Physical
• Project definition
Business Information & Data Application System Infrastructure & Security
• Primary business • Data mangement • Application system • Infrastructure current
understanding current situation current situation, situation, demands, gap
• Informatization • Potential demands for demands and gap analysis and principles
current situation and information and data analysis • Security objectives
potential demands • Blueprint and logic
architecture

18. LEARNING AND GROWTH MANAGEMENT - ERP AND TREASURY SYSTEM
ERP system External systems
DSS OA KM
Management Knowledge
Workflow
Portal Library
Decision info Workflow info Market info
Finance Treasury Management System
Receivable info Notes Market info Market Info
Receivables Fund Report Workflow Market Info
Receivable Providers
General Accounting info Internal Internal Transaction info
Settlement STP Bank System
Ledger A/C Settlement
Internal Bank
Payable info Notes Internal Internal Investment Transaction info Securities
Payables
Payable Loan Client & Financing System
Budget info Fund Supplier Client Risk & Compliance info Government
Budgeting
Budgeting Maintenance Maintenance Compliance System
Supplier info SCM Client info
Suppliers Clients

19. ANALYSIS & REPORTING – EXCEL MACROS & VBA

20. ANALYSIS & REPORTING – FORECASTING MODELS

21. ANALYSIS & REPORTING – REPORT