Companies used to offer working capital or (supply chain finance) programs to their suppliers primarily in conjunction with a single bank. That was great for the bank, of course, because it allowed the bank to set the terms of the working capital program, to tie the company into a close, long-term relationship, and to gain maximum benefit from lending money to the company’s suppliers while only taking on the credit risk associated with the company itself. The company in question would, of course, usually be a multinational, large or mid-market business with a good credit rating.
As companies address the challenges of today’s rapidly changing market conditions and business needs, treasury is increasingly asked to support better execution of the broader business strategy. Below we identify six initiatives that corporate treasury functions should be prepared to assist, followed by questions to help financial professionals consider their current state and how their treasury can become a strategic function for the enterprise.
Transforming treasury operations