Martin Wong, Executive Director Brunei, 8 April 2010Dealing with debt Strategic approach to managing...
Transcript of Martin Wong, Executive Director Brunei, 8 April 2010Dealing with debt Strategic approach to managing...
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RESTRUCTURING
ADVISORY
Succeeding in uncertain timesMartin Wong, Executive DirectorBrunei, 8 April 2010
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Agenda
ChallengesPractical considerations – ten tipsCash managementDealing with debtStrategic approach to managing costPositioning for the recovery
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Challenges
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Challenges
Fraud and misconductManaging riskRestructuring, cash and working capital Cost optimisationTreasury managementIntegration/ separation
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Challenges
Fraud and misconductNegative impact of the recession on earningsHigher risk for fraud and misconductIncreased threat and exposure to litigationIncreased risk of regulatory enforcementCriminal and civil prosecution
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Challenges
Managing riskEconomic crisis = unpredictable markets = unprecedented business outcomesLack of confidence in quantifying and reporting risk profilesFailure of existing risk management programsRating agencies flagging risk management capabilitiesIncreased emphasis on risk oversight by Boards
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Challenges
Restructuring, cash and working capitalDeclining revenue/ profitsFalling consumer demandBankruptcy filings on the riseCapital scarce and expensiveLoan defaultsScorched sectorsSpecific issues
OperationalFinanceCash flow
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Challenges
Cost optimisationImproving working capital efficiency
InventoryRevenue managementProcurement, contract management
Optimising cash flowManaging tax liabilityAsset utilisation
Network optimisationCapital planning
Transparency/ visibility of cost
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Challenges
Treasury managementDeterioration in cash and investment holdingsAccess to creditVolatility in currencies and commoditiesCounterparty risk
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Challenges
Integration/ separationUnderperforming assets/ divisionsFalling consumer demandCash squeezeWeakened/ distressed competitors
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Ten tips
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Ten tips
Cash is kingGet closer to your bankBe relentless on cost controlRe-visit your strategyGet smarter on taxSanity check – new investmentsKeep an eye out for bargainsRight sizingProtect your personal wealthAlign performances and rewards
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Cash management
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Cash management
Servicing debt
Investing in growth and efficiency
Delivering returns to shareholders
Covering operating costs
Income
Working
Capital
Cycle
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Cash management
EBITDA
CASH
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Cash management
Cash is kingBusiness complexitiesGlobalisationSupply chainAvailability of cash ??
Working capital efficiencyVital importance
Mastery over cashThorough understanding of how cash moves withinVisibility, control, culture
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Cash management
TriggersRegular cash shortagesLittle or no clarityContinuous call for fundsNo clear plans to improve gearingNo efficient controls
What does cash management mean to you?Annual blitzLimited
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Cash management
Total cash managementMore permanent and sustainable basisEnterprise wide approachOptimising monetary value chainsStrengthens internal financing resourcesEnhance capital efficiencyBeyond
Order to cashPurchase to payForecast to fulfill
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Cash management
Visibility & control
Sustainable Cash Management
Crisis Cash Management
An Enterprise-Wide ApproachIt’s not just about finance or working capital
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Cash management
Gain visibility and control of cash flows
Make sustainable working capital improvements
Go beyond working capital
Incorporate cash within the strategic decision-making process
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Cash management
StrategyProduct
Supply
Customers and market
Other CashTreasury
CAPEX
Tax and others
Working CapitalPurchase to pay
Forecast to deliver
Order to cash
Visibility & ControlEstablish visibility
Organisation
Capability
Challenging the strategic parameters and decisions that drive structural working capital
Releasing trapped cash and cleansing the balance sheet to enhance cash generation
Challenging operating cash cycles and the impact of policies, procedures, people and systems on cash performance
The foundations of sustainable cash flow improvements
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Cash management
Shorter term
Timescale
Longer term
Higher commercial risk
Rationalise suppliers
Quick wins
Change in controls
Cultural
change
Stock complexity
Revise credit controls
Restrict purchases
Manage WIP smarter
Production planning
Finished goods stock
Supply chain
Payment controls
Overdue debts
Strategic business planning
Lower commercial risk
Project appraisal
•Staff incentives
Terms of trade
Customer terms
•Stakeholder managemen
t
Profit improvement
Long term customer
contracts
Cash forecasting
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Cash management
Product
Range complexity
Process, components and variant complexity
Supply
Footprint and network design
Commercial model/sourcing
strategy
Product lifecycle
Customers and markets
Service levels
Offer complexity
Commercial models
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Dealing with debt
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Dealing with debt
Borrowing and capital management strategiesContingency planningPlan for longer lead timesStrengthen existing banking relationshipsMonitor compliance with loan covenantsReduce reliance on short term borrowing
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Strategic management of cost
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Strategic management of cost
“The focus should be making a leaner, more flexible organisation, with cost reduction as the consequence, not necessarily just
the target”
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Strategic management of cost
Operational efficiencySourcingSupply chainCost reduction programs – making it work
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Strategic management of cost
SourcingOffshoringGlobal shares service centres
PitfallsHidden costsErosion of service quality
Making it happenHuge challengeFirm direction and guidance from the topCommitted teamUnderstand the risks that comes along
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Strategic management of cost
Supply chainReduce inventory levelsPurchasing cataloguesOutsourcing business processes
PitfallsShort term gainsProjects go no where and gets repeated in varying form
Making it happenThink less about one off projectsStrengthen relationships across supply chainCreate sustainable competitive advantageNot simplificationMastering complexityMore nimble than the competition
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Strategic management of cost
Cost reduction programs OutsourcingTax efficient supply chainShared services platformsCross functional collaboration
Changing behaviours“Cost reduction programs don’t reduce costs…..………people do”
Getting people to assume personal responsibility for cost management is difficult
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Strategic management of cost
Looking afterThe
survivors
A dignified Transition
plan
Alignment of People
processes
Effectivecommunication
Strong leadership
CHANGEMANAGEMENT
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Strategic management of cost
Strategic cost management generates more SavingsQuicklySustainable
“A diet helps you lose weight for a while: a lifestyle change makes you healthy”
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Positioning for the recovery
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Presenter’s contact details
Martin Wong
KPMG Advisory Services Pte Ltd
+65 6213 2467
www.kpmg.com.sg
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although weendeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it willcontinue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particularsituation.
© 2010 KPMG Advisory Services Pte Ltd, a Singapore incorporated company and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. Printed in Singapore.