Companies need to work out new ways to convert assets into cash or they will lose out to online competitors. This article offers financial professionals some ways of achieving this goal.
Since the Global Financial Crisis of 2008-09, there has been a renewed emphasis on the quality and sustainability of earnings. Beyond top-line revenue growth, management and investors alike have focused on the quality of free cash flows and internal efficiencies as a source of competitive advantage and value creation. In particular, working capital management and the ability to optimise cash conversion cycle (CCC) times have become increasingly important.
As the global economy continues to recover following the 2008 financial crisis, the treasurer’s strategic value to the organisation is evolving toward efficiently managing working capital, to meet the growing liquidity needs of their expanding companies. The question ‘where’s my cash?’ was, of course, a top priority from chief financial officers (CFOs) to treasurers during the crisis. However, treasurers are now asked to not only safeguard cash, but also to become a more strategic business partner, to ensure corporate free cash flow and liquidity goals are realised.
The global financial crisis of 2008-09 triggered a radical reshaping of the corporate treasury landscape. While moving cash around a company as efficiently and effectively as possible is an age-old problem for treasurers, its successful management has become even more challenging in the post-crisis era.