Recursos

La volatilidad de los tipos de cambio (FX) está en su punto más alto en 20 años y, junto con las altas tasas de interés, el desafío de brindar guía predecible sobre las ganancias,...

La volatilidad de los tipos de cambio (FX) está en su punto más alto en 20 años y, junto con las altas tasas de interés, el desafío de brindar guía predecible sobre las ganancias, frente a un presupuesto ajustado se ha convertido en una prioridad principal para los CFOs.

Cash is still king — but the value of cash and forecasted liquidity held or planned by the company can only be realized via cash visibility, when the treasurer knows what cash is available,...

Cash is still king — but the value of cash and forecasted liquidity held or planned by the company can only be realized via cash visibility, when the treasurer knows what cash is available, where it is held and what flows are expected in the future. However, all too often, treasurers do not have access to their organization’s full cash picture. There are many good reasons for working with multiple banks across different markets, but complex banking structures and sprawling geographical footprints can make it difficult to achieve complete cash visibility into current balances, never mind impacting the accuracy of cash and liquidity forecasting. Luckily, achieving full cash visibility over cash is not an insurmountable goal. This eBook outlines the action plan treasurers can take to gain full visibility over their cash, from gaining a clear view of current bank accounts to increasing the accuracy of the cash forecast. "More than a quarter of global cash is not visible to corporate treasury on a daily basis.” Source: PWC’s Global Treasury Benchmarking Survey   What is Cash Visibility? Cash visibility is critical to making effective decisions. Armed with clear visibility over the company’s current cash position and future liquidity flows, treasurers can: Invest cash strategically Support the CEO, CFO in strategic initiatives with the right levels of cash and liquidity Use cash management structures effectively Minimize debt and interest expense Make better informed hedging decisions Reduce bank fees Bolster treasury’s reputation within the organization Key Vocabulary Cash Visibility means knowing what cash the company currently has and where it is held. It also means being able to predict what cash the company will have in the future. Cash Budgeting generally performed by FP&A, is more focused beyond one year and has an increased emphasis on free, cash-flow guidance. The reconciliation of indirect budget-based forecasts with direct cash flow forecasts are increasingly managed quarterly. Cash Positioning is concerned with today and often the next five business days. The purpose is to manage daily liquidity to ensure shortfalls are covered and surpluses are concentrated to earn some yield on excess cash. Cash and Liquidity Forecasting typically extends cash positioning with horizons anywhere from one week to one year. Forecasting leverages multiple data sources to increase confidence in the projected liquidity balances so that better cash decisions can be made. Why is Cash Visibility Important? Cash visibility is the lifeblood of any organization. A company that has clear visibility can invest or deploy cash strategically while minimizing debt and interest expenses. Accurate visibility also increases the effectiveness of hedging decisions and enables the treasurer to mitigate their organization’s risk to exposures while supplying the CFO with funding in support of strategic initiatives. Conversely, a lack of clear visibility can result in numerous issues, including: Insufficient buffer of surplus cash to absorb unforeseen expenses Idle cash, lower returns on investments Insufficient return on cash Higher than necessary borrowing costs Unnecessary bank fees and costs Inadequate support for CFO strategic decision-making Less competitive results and less effective treasury organization as a partner for finance Related Resource Unreliable cash visibility and forecasting is the treasury issue that causes CFOs the most concern. "The top benefits of using Kyriba are the visibility that it provides, the timeliness with which it provides that visibility, and the ease of use, in that it provides it all in one simple one-stop shop.” TRISH FISHER Director, Treasury Operations, WeWork The Path to Cash Visibility Whether the treasurer is seeking to pay down external borrowing or maximize return on investments, the first step is to know what cash is currently available. But that’s not all, treasurers also need to be able to predict future liquidity flows and keep the right people informed. Achieving cash visibility is possible by using 5 definitive steps to move towards greater cash visibility and flexibility: Identify and Record Without an inventory of your banks and accounts, a complete cash visibility picture is unattainable. Prioritize and Rationalize Identify where to begin, difficult regions or banks, and determine accounts for closure. Automate Bank Connectivity and Reporting Harness the most costeffective and leading connectivity methods to access data from banks in an automated way. Generate and Streamline Cash Positioning with Liquidity Forecasting Accurately predict cash flows over the coming hours and days, and match actuals to forecasts to speed up daily reconciliation and cash application. Enhance and Optimize Future Cash Flow with Liquidity Planning The ability to see a holistic, aggregated view of cash and liquidity sources creates more accurate views and predictable free cash flow. Knowing your predictable liquidity creates a better understanding of any future liquidity shortfalls. Step One: Identify and Record Regardless of the scale and breadth of your organization’s banking and accounts structure, it is important to understand the banking landscape of all business units and subsidiaries. Whether operating in a domestic or international capacity, banking relationships. the accounts, the purpose of those accounts, and the core attributes of the bank, the accounts and their purpose all are necessary to begin a cash visibility project. This has many implications for the success of global cash visibility projects, such as: Establishing a full inventory of managed accounts, ensuring all balances are identified Ensuring the proper scope and prioritization of your project Optimization and rationalization across banks and accounts Effective comparisons and evaluations across banks for technical capabilities for connectivity, tech, regional coverage and other important services An effective bank relationship and bank account management database is the starting point for successful projects, but particularly when it comes to cash reporting. Where cash is rolling up in concentration or pooling structures, how funds are being transferred, purpose of the accounts, and even regulatory limitations all have a say in how you engage with your banking partners and the extent of cash flexibility. Step Two: Prioritize and Rationalize Bank reporting rationalization ensures accounts are identified and open for the right reasons. Often, particularly in international or more complex organizations, accounts are opened in haste to support business development and decisions. This is often necessary for statutory purposes, or to deal with an unforeseen acquisition or reorganization. However, if this situation exists, it’s possible cash and liquidity is not well defined or identified, as well. Organizations must understand and rationalize accounts, prior to moving into the next ‘step’, but this can continue throughout the project in parallel, too. The focus here is on creating a streamlined, but effective banking and account structure that fulfills treasury’s mission of safeguarding and optimizing cash, while still meeting specific business unit or subsidiary’s requirements. Bank improvements in reporting quality as well as the leading application of configuration within leading treasury management systems, creates the scenarios where previously opened, special-purpose accounts are no longer required to serve special purposes such as revenue, collections, treasury, or payables accounts. With banks being able to provide significantly improved quality of liquidity information within bank statements and other special purpose reports, and the speed of that data increasing through APIs, some companies can conduct business with one or two bank accounts per legal entity, business unit or country office. The focus here is on creating a streamlined, but effective banking and account structure that fulfills treasury’s mission of safeguarding and optimizing cash, while still meeting specific business unit or subsidiary’s requirements. Step Three: Automate Bank Connectivity and Reporting Visibility over multiple accounts requires automated bank connectivity. Companies of all sizes are often challenged in finding and implementing the right bank connectivity solution and is a critical driver of lack of visibility into cash. On the surface, bank connectivity is easy, so long as treasury teams prioritize the following: Security Automation Speed and Cost There are a variety of connectivity options to deliver security, automation and cost objectives. Yet, not all connectivity options are alike. Bank connectivity comes in a number of different forms, including: Host-to-host solutions, such as FTP, or leading practice connections using application programming interfaces (APIs) Country or region-specific protocols such as EBICS, Editran, Zengin Global cooperatives like SWIFT , which offer flexibility to manage your own connectivity or use a service provider and fully managed service bureaus The ideal connectivity solution for an organization will actually depend on factors such as bank and payment transaction volumes, bank account structures, and the location of company banks. These characteristics — in combination with what technologies the banks can (and prefer) to support — will drive the ideal connectivity choices. In practice, a combination of connectivity methods is likely the best solution to optimize costs while maintaining automation and security. Without utilizing varying connectivity methods, the company may spend more than necessary and potentially sacrifice information transparency. While managing multiple connectivity methods on your own may seem complex, connectivity-as-aservice models gives organizations faster global access to banks with pre-configured and existing connections. This coverage of the connective landscape for banks saves effort and time spelling big cost savings for the project phase as well as ongoing productive operations. When you select the right vendor to simplify bank connectivity by taking care of everything — from building connections, monitoring availability, and delivering automation all while providing new technology like APIs, organizations win and save money. Step Four: Generate and Streamline Cash Positions and Liquidity Forecasts The goal of cash positioning is to establish a realtime view of cash at any point in time and to be able to reconcile prior-day forecasts to enable the deployment of cash throughout the organization more quickly and accurately. Effective cash positioning reduces idle cash, creating opportunities to earn immediate yield while providing certainty over risk exposures that cash is exposed to. As a process, cash positioning involves gaining a real-time view of the company’s cash position at any moment in the current day(s) by consolidating a number of different sources and replacing old data with more up-to-date information. With today’s APIs gaining the real-time, near-instantaneous view of cash and liquidity is easier than ever. Within treasury technology, building the cash position typically involves combining a number of data sources: Prior-day balance — automatically downloaded from banks at the start of the day Current-day bank reporting — automatically downloaded from banks throughout the day, either at specific times (e.g., 1st or 2nd presentment) or as a constant stream of data via an API Expected payables and receivables — from the organization’s ERP and reported/cleared from bank statement details Treasury financial transactions and settlements — which are integrated within the treasury system Building a cash position is just the start. After building a cash position, it is then necessary to maintain and reconcile it. Maintaining the cash position involves updating and replacing cash flow data with more accurate information via intra-day updates from internal systems and banks. Reconciliation of the cash position is the matching of actuals to forecast flows, which is often done first thing in the morning as a part of typical treasury processes. The goal is to identify and understand surprises — for example, if a transaction did not happen yesterday then it may happen today, meaning the unreconciled variance needs to be rolled into today’s position. For many organizations, this process can be time consuming, so rules-based automation or artificial intelligence can be introduced to simplify the process. Key requirements for cash positioning include interactive dashboards and clear communication within — and outside of the treasury organizations: Interactive dashboards enable cash managers to drill down through multiple levels into any component of the cash position. Positions should be viewable by multiple dimensions in real-time by line item, bank, entity, currency, etc. Communication within and outside of treasury is critical. The treasurer, CFO and finance personnel managing subsidiaries all require cash visibility, so delivering visual and detailed reconciled cash positions is a critical outcome of daily cash positioning. Effective cash positioning and liquidity planning leads to numerous benefits for the finance organization: Keeping the CFO and the Board up to date with reliable and accurate cash position information Mobilizing cash across the organization for funding and investment purposes Enabling cash management processes such as pooling, sweeping and intercompany borrowing Optimizing interest income and expense via better informed borrowing and lending operations Reducing external borrowing by using internal cash resources effectively Step Five: Enhance, Optimize and Predict Cash and Liquidity While cash positioning can be used to predict cash flows in the coming hours and days, cash forecasting with liquidity planning information creates more accurate, longer horizons beyond weeks, extending into months, years. Cash forecasting must not only be accurate, but predictive using more historical and current data to be truly effective. Without complete confidence in projected forecasts, the cash forecast cannot support treasury in improving cash utilization. Cash forecasting is needed to help treasury invest cash over longer maturities, secure borrowing to fund operations and make more effective hedging decisions. And confidence in the cash forecast is the difference between achieving these outcomes and hoping to do so. So why do so many companies struggle to achieve an accurate forecast? Common challenges include a lack of accurate data sources, lost results from past forecasts, ineffective methodologies and a lack of alignment with performance metrics. If a forecast isn’t reliable, treasury is unable to trust it and therefore cannot use the cash forecast to make critical decisions. It is crucial to incorporate data sources from treasury, like financial transactions along with all the normal P2P and O2C cycle flows from the ERP Cash forecasting and Liquidity Planning creates future views of anticipated free cash flow and helps all of finance from FP&A to the CFO better strategic accuracy in decision-making. Identify, Find the Data Consolidate the Information Measuring Forecast Accuracy Predictive Analytics: Optimize Your Forecast Find the Data: Collaborating with Other Teams Forecasting incorporates key data points from elsewhere in the business so that effective collaboration can be administered between AP, FP&A, IT and regional controllers who own valuable forecasts data and/or administer systems to enhance forecast visibility. This collaboration is essential in making sure everyone involved knows what they are expected to provide with executive oversight to ensure that collaboration is prioritized. Consolidating Forecast Data Automating the integration of forecast data into a single system of record is the next critical factor in achieving effective forecasting. In many cases, source data may come from various ERP modules or in some cases other special purpose systems like procurement or revenue recognition/accounts receivable. In the past and in some situations, spreadsheet data to augment or provide coverage for areas or business units without systems could be a source, too. While consolidating data into a single system could be an IT-intensive exercise, best practice is to eliminate the need for internal IT resources, reducing the cost and time required to integrate systems. This can be done by having pre-built connectivity and integration through APIs provided by your treasury system. Measuring Forecast Accuracy The final piece of cash forecasting is to measure the accuracy of the cash forecast at a detailed level. Measuring forecast performance is critical to understanding how effective each line item and source of information was, offering valuable insight into where the forecast can be improved. This analysis must be done at a detailed level. For example, measuring accuracy before and after a 90-day/13- week period can hide many anomalies and offers no meaningful conclusions. Many organizations will measure week over week, while some will drill down at a daily level. Once accuracy is measured, the treasury team must implement a feedback loop to effect meaningful change. Regional controllers, for example, can only improve if presented with detailed facts. Further, standardized KPIs — that ideally would form a component of performance reviews and compensation calculations — go a long way in reinforcing desired forecast behavior. This is where commitment from the CFO will drive effective forecast performance. Optimize: Predictions for your Cash and Liquidity Once the foundation is established for forecasting your liquidity with the prior steps, the next level naturally leads to identifying the technology solution that will offer your organization and team the support and improvements for your liquidity forecasting. Technology can do more to provide value through expanding the horizon of your forecast, depth of insight, accuracy, and enhanced user experience with information already within your organization’s grasp. Through tools that leverage artificial intelligence companies today should be more advanced and be capable of: Create predictive dashboards and enhanced reporting Cash forecasts with risk models built-in Identify optimum cash cushion, draw-down levels, and investment levels Characteristics to look for when evolving and upleveling your forecasting efforts should include looking to solutions using AI-based predictive analytics for forecasting including calculations based on risk models that give treasury and FP&A teams the optimal cash cushion. Additionally, look for solutions giving you: Cash flow by level of confidence Recommendations for optimal investment strategy Predict liquidity requirements To successfully deploy an AI-driven predictive forecasting model, organizations must prepare structured and normalized historical data. Machine learning algorithms will identify patterns within the data to make predictions about when, for example, customers will actually remit payment. This AI-predicted data stream will align with other forecast data sources to deliver a more intelligent cash forecast to predict future liquidity needs. Human interaction remains important to ensure liquidity forecasting and planning aligns with internal risk policies of the team and organization. AI is a tool to complement, rather than replace, treasury teams as they execute more complex tasks and processes. In this role, AI is a critical piece in the drive to towards real-time treasury decision making and the progressions towards 24/7 liquidity management. Optimizing Cash Visibility Benefits Achieving full cash visibility takes time and effort, but the rewards are significant. Armed with a complete, accurate and up-to-date picture of the current cash position and liquidity planning flows, treasurers can: Make timely and confident decisions about activities, including investments, borrowing, cash concentration and hedging Pay down external borrowing with a clearer view of the cash available Invest strategically with a clear picture of current and future flows Reduce bank fees by closing or combining redundant bank accounts or negotiating with banks from a position of knowledge Minimize debt and interest expense by making the best use of internal cash and reducing external borrowing Gain a clearer picture of risk exposures and manage those risks more effectively Optimize planning of borrowing and lending operations Increase effectiveness of hedging by ensuring decisions are based on complete pictures of current balances and planned future transactions Cash Visibility – Final Thoughts The future of treasury technology is here and advancing rapidly; some banks have deployed their own APIs to integrate with their customers’ systems. New platforms are opening new products and services for corporate customers. One of these innovations is the movement towards real-time bank reporting. In many parts of the world, intra-day reporting happens less than twice per day, and in some cases not at all, meaning that daily cash positioning is largely driven by prior-day reporting and expectations of clearings throughout the day. Real-time bank reporting, delivered only by APIs, is the future and will be a game-changer for cash managers looking to achieve instant cash visibility into accounts. Additionally, Liquidity Planning extends the value of real-time treasury with the inclusion of cash, treasury instruments, planning information and liability information to deliver longer range strategic decisions by the CFO. Combined with real-time payments, treasury teams will be in an enviable position of not only having real-time views into bank accounts but also being able to mobilize cash domestically — and eventually cross border — within seconds. The transformation to real-time reporting will further pressure treasury teams to employ the right processes and analysis to effectively manage cash information in real time. It will be a change for those organizations that lack modern treasury technology, but an opportunity for enabled organizations to earn a competitive advantage in the utilization and deployment of cash. How Kyriba Can Help Kyriba can support you in achieving full visibility over cash. Kyriba helps organizations reduce the cost and complexity of bank connectivity — whether a company is connecting via SWIFT, using APIs, leveraging country protocol or using a combination of channels prioritizing security, automation and cost minimization. Organizations can easily keep track of signatories, manage workflows and store documents thanks to the control over all global bank accounts given by Kyriba’s bank relationship management solution. Additionally, companies can maximize the accuracy of their cash and liquidity reporting with Kyriba’s detailed and flexible variance analysis and feedback loop to forecast sources. With a full picture of current balances and future flows, you’ll be better positioned to make confident decisions about cash.   Want to learn more about how to achieve cash visibility for better cash forecasting? Check out this webinar to hear Kelkoo Group, a leading e-commerce company, shares their best practices and the payoffs of superior cash forecasting.

The IDC White Paper commissioned by Kyriba validates the emergence of a new practice area in Enterprise IT that includes risk management, payments, real-time connectivity, treasury management and working capital optimization. Download this report...

The IDC White Paper commissioned by Kyriba validates the emergence of a new practice area in Enterprise IT that includes risk management, payments, real-time connectivity, treasury management and working capital optimization. Download this report to understand more about the emerging trends and critical areas of practice that define how leading companies can outperform in operational efficiency, technology adoption, and process maturity. Enterprise Liquidity Management: 51% of leaders can produce a consolidated view of cash and liquidity in under one hour compared to 8% of the less equipped companies; Risk Reduction: 79% of leaders have implemented very effective payment fraud prevention and 69% of them effectively hedge to protect their liquidity; Real-Time Decisions: 93% of leaders leverage real-time insights, while 85% of them have integrated data from partners and third-party members into their enterprise platforms. Situation Overview For CFOs, treasurers, and corporate boards, the COVID-19 pandemic represented a moment of clarity. Seemingly overnight, CFOs were faced with a crisis bigger in many ways than the 2008 financial crisis. In the space of days, treasurers had to shift from managing long-term strategic initiatives of the business to ensuring immediate access to cash to fund basic business operations. Corporate finance leaders long burdened by dwindling IT budgets and limited head count were forced to lean heavily on their treasury and cash management tools. Unfortunately, some treasurers were hampered greatly by their legacy software packages, thwarted by a lack of agility and visibility with their legacy software. Yet, as with all major events, CFOs are often the powerful catalyst for change. The role of the CFO was already changing, but now, because of the past year, the CFO’s environment has changed as well. Corporate finance leaders long burdened by dwindling IT budgets and limited head count were forced to lean heavily on their treasury and cash management tools. Key Pain Points for Today’s Liquidity Management Teams To better understand these changes, IDC conducted a survey of more than 800 corporate finance leaders and practitioners in August 20211 to explore the emerging importance corporate finance leaders are assigning to liquidity management, both during times of crisis and to leverage opportunities for growth. The results of the survey were compelling in many aspects including findings that strongly indicate urgency for CFOs, treasurers, and other financial leaders to design and deploy strategic initiatives to manage liquidity holistically. Effective and efficient liquidity management is among the top priorities for survey respondents2. Here are a few reasons driving increased urgency for liquidity management for treasurers and other financial leaders: Ineffective communication of key treasury/financial metrics to key stakeholders through the company. Many financial leaders struggle to gather the data needed to effectively surface the key metrics to the executive teams and board members. A major part of this issue is the relative lack of real-time access to liquidity data. The survey shows that less than 30% of treasurers can leverage treasury insights in real time. Managing points of revenue leakage including fraud and payment optimization. Given the current environment of uncertainty, financial leaders are doubling their focus on areas of revenue leakage including bank fees/changes and fraud management issues. Only 42% of leaders would characterize their ability to protect their cash/liquidity against fraud as very effective. Given the average company will experience 5–10 fraud incidents per year, the impact on liquidity/cash is immense. Fraud is not the only source of revenue leakage, according to the survey; the reduction of transaction costs and fees paid to third-party payment providers was among the top 5 priorities for treasurers seeking to improve their ability to move cash and liquidity. Managing constant regulatory changes. The regulatory landscape is in constant flux for treasury operations including VAT changes, open banking implementation, and upcoming LIBOR changes. The CFO must have the tools to cope with these regulatory shifts. It seems that CFOs understand the urgency around this as the survey shows that increasing the budget for treasury technology and tools is the number 1 priority over the next two to three years. Liquidity Management Emerges as a Practice Area The events of 2020 have forced CFOs to prioritize business resiliency and continuity by optimizing liquidity management. This will mean a greater focus on working capital management3 including sourcing external funding and providing financing for critical suppliers efficiently. Given the current economic uncertainty, cash and liquidity management have been top of mind for financial leaders. The pressure to maintain liquidity is tremendous as companies of all sizes fight to retain market position and, in some cases, simply stay alive. As a result, businesses have found themselves needing to reforecast their liquidity and cash flow more frequently (weekly or even daily). However, this is a difficult proposition for any company considering the following survey data points, according to the IDC survey of more than 800 corporate finance leaders: Enterprise liquidity management is a “practice area” for 15% of the organizations. Survey leaders are well underway to operationalizing the building blocks of enterprisewide liquidity management (see Figure 1). Only one in eight companies has extensive visibility into the company’s current cash positions (i.e., real-time view of more than 90% of cash). Less than 5% of organizations can reliably forecast cash beyond three months, with most companies being able to only reliably forecast their company’s cash position out to four weeks. Further, less than 20% of organizations can forecast their company’s liquidity beyond one month. Only half (51%) of the businesses were able to build a consolidated view of their cash and liquidity within the same day of the request. In addition to being able to forecast and reforecast quickly and efficiently, financial leaders found that they desperately needed the ability to simulate future what-if scenarios and to create plans based on those what-if scenarios4. The benefit of this capability is that business leaders can remain in lockstep around core business objectives even as the business environment changes rapidly. Unfortunately, many financial leaders don’t have the tools to support scenario planning for liquidity, and as such, they must cope with limited visibility for decision making. The most prominent area of impact is in decision making for treasurers and their executive teams. CFOs with limited visibility are slower to make decisions regarding money movement, internal funding of projects, or M&A activity. Furthermore, a lack of visibility can even impact the bottom line as companies may choose to be less aggressive in moving money into/out of the exchange markets and may opt for expensive external funding sources unnecessarily. Managing Liquidity Enterprisewide Requires Unification More and more, organizations are coming to the realization that liquidity management is not only a critical aspect of functioning in this “new normal” but also a team sport. Organizations must have a unified approach to all data, processes, and human capital related to liquidity management5. Here are the key characteristics of an enterprisewide unified liquidity management process: Centralized liquidity / cash data The centralization of liquidity data streamlines financial operation, allowing for better control for financial leaders. Centralization provides financial leaders with the opportunity to standardize cash management across all legal entities, reduce the number of bank accounts in use, and provide a more holistic view of bank or FX exposures. Deep liquidity analytics Having access to deep analytics provides users with the ability to better predict future liquidity. More importantly, it allows them the chance to find patterns or overlooked items that have business significance (e.g., identifying cash as a revenue-generating asset and monitoring bank fees and deposit rates). Partnering environment Financial line-of-business professionals are often left on an island. This is often the case for finance directors, controllers, and heads of accounting. In fact, only 20% of survey respondents have their CEO as their champion who initiates unified liquidity management initiatives. The key to executive participation goes beyond simply getting the CEO involved in liquidity management decisions. The key here is to develop a partnering environment for all operational decision makers and stakeholders. This can be exceedingly difficult without the proper tools to support partnering and collaboration across business leaders. Dedicated tools to quickly expose key liquidity metrics to all stakeholders within the business are essential. Seamless integration Data must flow between all the relevant cash functions, including treasury, accounts payable, accounts receivable, FP&A, order management, and procurement6. In addition, the data must flow outside of the finance teams as well including investors and lenders, certain government agencies, credit rating organizations, and evens to certain customers and suppliers7. Only then will financial leaders be able to gain a holistic view of the organization’s current cash/liquidity position. Real-time massive data Finance leaders need real-time information to optimize decision making, but often they must wait till the end of day/period/quarter to get an accurate and holistic view of the current state of enterprise liquidity. Today’s liquidity managers need real-time data to build accurate forecasts and market simulations8. Real time is also essential in effective communication of the business cash position between stakeholders. Follow the Leader The process of managing treasury at the corporate level is complex and ever changing. In these cases, it is not unusual for CFOs and their treasury managers to reach out to gather advice from trusted sources. Leader companies, as defined by the survey, are more likely to reach out to their fintech partners and their accounting/audit partners for guidance than their laggard counterparts9. This is an example of how leader companies create a road map for other companies to follow. Here are a few other areas where leaders are blazing a trail for other companies: Involvement of the top management: A unified liquidity management strategy, when done properly, incorporates feedback from all departments. In short, a unified liquidity management strategy demands a unified approach from top finance leaders and even from the broader business leaders. For example, sales and supply chain have a massive impact on liquidity. As such, the leadership in these areas must also move in a coordinated fashion regarding liquidity management for the business. Visibility for financial leaders and decision makers: Leaders are significantly more aware of their real-time cash availability. Over 79% of leaders were able to get >75% visibility of past liquidity compared with <20% of laggards. Over 75% of all firms can predict their cash up to four weeks reliably; however, beyond four weeks is a struggle for all firms. The logistics of cash and liquidity: All (100%) leaders are very efficient at using pooling and sweeping to manage cash and liquidity; almost no laggards are. Leaders are focused on increasing the adoption of new and existing payment systems. Keeping cash and liquidity protected: Close to 100% of leaders are effective at using business continuity and contingency planning, payment fraud protection, and hedging compared with 35–55% of laggards. Leaders are focused on greater digitalization of end-to-end payment authorization. Setting financial operation up to grow cash and liquidity: Nearly all (99%) leaders have adopted business intelligence techniques to make better decisions regarding liquidity compared with 25% of laggards. Close to 100% of leaders are effective at using business continuity and contingency planning, payment fraud protection, and hedging compared with 35–55% of laggards. Benefits of Enterprise Liquidity Management Liquidity and cash management will be important to adapt to the rapidly changing business environment going forward. Importantly, liquidity management is essential amid any rapidly changing business environment, whether it is a global crisis, supply chain disruption, shifts in a competitive environment, or rapid internal growth as seen with many technology companies. Here are the key benefits of a cohesive and unified enterprise liquidity management strategy: Improved visibility: During the height of the pandemic, business decisions needed to be made within a matter of hours. Unfortunately, in the survey, IDC found that about 50% of organizations need more than one full day to build a consolidated view of their cash and liquidity. Decisions like layoffs and supplier payments had to be made quickly, and in nearly half the cases, according to the survey data, decisions were made without a consolidated current view of cash and liquidity. Companies can’t see upcoming shortfalls or dips in cash flow, which limits their ability to invest in long-term business initiatives like digital transformation, expand into a new geographic market, migrate to a new technology platform, or broaden product and service offerings. Better risk management: Today’s financial leaders are swimming in data and are finding FX, with all its moving parts, to be particularly difficult. Speed is another area of concern for treasurers that desire the ability to move money around the clock and in real time into and out of currency markets. However, with increased speed comes the need for more powerful real-time risk management capabilities. To highlight this, liquidity risk and fraud risk, collectively, were the most important strategic commitments, for financial leaders, to pursue over the next two to three years. More effective compliance: The tax and regulatory environment is constantly changing directly and significantly impacting treasury management processes. Today’s liquidity management professionals must be proactive to understand how these will impact treasury and other financial operations today and how they may impact these operations in the future. Greater process efficiency: The role of the average liquidity management professional is rapidly changing. While cash management and cash forecasting continue to be strategic priorities, liquidity managers and CFOs must also now focus on supply chain finance, insurance, and commodities. Even amid a period of expanding roles and responsibilities, many liquidity managers find themselves working with the same number of resources. The need to do “more with less” among financial professionals represents an opportunity for financial management technology vendors. According to the IDC survey, currently, 77% of financial leaders felt they lack either skills, head count, or budget to modernize their financial operation. Greater flexibility in financing: Businesses with an enterprise liquidity operation are better able to take advantage of a wider spectrum of asset-backed debt solutions including invoice financing, lines of credit, and demand loans. The visibility and control provided by unified coordinated liquidity management allow financial leaders greater working capital options. Further, this financing flexibility also provides a boost in business resilience, which is essential in times of uncertainty. As a result, establishing a receivables financing program was the top priority to improve cash and liquidity enterprisewide. The visibility and control provided by unified coordinated liquidity management allow financial leaders greater working capital options. APIs Unify the Practice of Holistic Liquidity Management The benefits listed previously and the road map laid out in the Follow the Leader section are all predicated on the smooth and rapid flow of data between various stakeholders and their corresponding applications. Specifically, unified liquidity management demands that the data from back-office applications be made available for processing and analysis. In many ways, topics such as cash management, liquidity forecasting, and treasury management efficiency all stem from robust data management practices and tools. The importance of data management has put the spotlight on application programming interfaces (APIs) and the promise they hold when deployed properly. The survey reveals that nearly 88% of respondents consider the adoption of APIs as important or very important. Liquidity management applications exist within a spiderweb of adjacent back-office applications and external data sources. Also, the liquidity/cash management process is a collection point for data from other multiple back-office systems/processes. Working capital management is an example of a process where data must be gathered from multiple systems/processes (e.g., ERP, procurement, accounts payable, reconciliation, and inventory). This interdependency places heightened importance on the smooth flow of data between these systems. This is where application programming interfaces become essential for liquidity management teams. The value of APIs can potentially extend beyond the four walls of the organization. APIs can be leveraged to incorporate external data sources to sharpen financial agility in areas such as FX, banking payments data, credit decisioning data, and even geopolitical factors that may impact the global flow of goods. Yet, according to the survey, just three of five companies are using APIs to integrate and optimize their internal system infrastructure (e.g., ERP, TMS). Further, a similar percentage uses APIs to extract/analyze internal data for reporting/management (e.g., dashboards). Leaders are always looking to adopt technology to support efficiency and agility in treasury operations. It is one of the essential differences between leaders and their laggard counterparts. For leaders, APIs are a core element of liquidity management operation. For example, 92% of leaders consider the adoption of APIs important or very important compared with 58% of laggards. APIs from a Global Perspective Major technology and economic hubs in Europe are significantly lagging behind the global average in terms of API adoption, according to the survey data. This represents hesitancy among major European Union (EU) players to adopt APIs (see Figure 2). Data residency and data privacy initiatives within Europe have tempered the demand slightly for cloud-native financial applications. However, this is changing rapidly as initiatives like the EU-funded project Open Clouds for Research Environments (OCRE) continue to grow and aid in accelerating cloud adoption in Europe. APIs Are Only the Beginning APIs, while important, are only the beginning. They are simply pipes that allow data to flow between systems, but it is not until this flow of data is harnessed that the real power of APIs emerges. APIs can potentially form the foundation of a platform where liquidity analysis and insights are harvested and shared with key stakeholders in real time. As such, the API layer must be paired with an additional layer of software that allows for data to be analyzed and structured into actionable insights. In a sense, APIs move financial data to a larger financial operating system where financial leaders get the business-critical information they need to make liquidity management decisions in real time. Future Outlook Liquidity Management Has Changed Permanently in the Past 24 Months CFOs and treasury managers suddenly find themselves facing a new reality where liquidity management is more strategic and more critical to the business than ever before. As a result, there will be permanent changes to the finance department going forward, including: The velocity of liquidity flow data will increase. Over 50 countries have adopted some form of real-time payment schemes in the past few years, with more to come. This has dramatically increased the speed at which treasury payments can move. This increases the need for improved security and enhanced reporting tools to manage enriched data sets from real-time payment platforms. Liquidity management becomes more essential. The pandemic will force treasurers to prioritize business resiliency and continuity by optimizing liquidity management. This will mean a greater focus on working capital management including sourcing external funding and providing financing for critical suppliers efficiently. The role of the CFO continues to expand. The role of today’s CFO is rapidly changing and expanding. While cash management and cash forecasting continue to be strategic priorities, CFOs are also increasing their focus on supply chain finance, insurance, and commodities. However, many financial leaders find themselves working with the same number of resources. Today’s financial management professionals require more advanced and innovative technology to keep up with the challenge. There will be a greater focus on advanced technology. To keep pace with rapidly changing market dynamics, treasurers will require their tools to be powered/enabled by cutting-edge technologies such as machine learning (ML), big data and analytics, microservices, and enhanced application programming interfaces. Digital banking / payments will be a focus area. Payment management was critically important during the pandemic and will remain so in the post-pandemic treasury world. As a result, digital banking platforms and bank connectivity will be a strong focus area for treasurers going forward. Finance departments long burdened by dwindling IT budgets and limited head count were forced to lean heavily on their treasury and cash management tools during the recent uncertainty. Unfortunately, some finance departments were hampered greatly by their legacy technology. But the survey data reveals that this is set to change (see Figure 3). Here are a few key future technology trends that will shape enterprise liquidity management going forward: Artificial intelligence (AI) is highlighted. Financial leaders for product-centric companies often must move quickly to secure supply chain obligations and financing. Many turned to advanced technologies such as machine learning and advanced analytics to help lower the data analysis/management burden and allow for more accurate decisions regarding financial management at speed. Cloud is leading the way. The most obvious takeaway is that organizations are planning on spending more on SaaS versus traditional (on-premises, single-tenant, and managed hosted) software. IDC research shows that organizations are already seeing a shift toward the public cloud for treasury, FP&A, and accounting software, but the survey results also suggest that this trend is accelerating considering recent disruptions. Aim to bridge the gap between finance and IT: For finance leaders, the top hurdle to digital transformation is the friction between often restrictive IT/security policies and the desire of the finance department to move quickly and be more agile. In IDC’s December 2020 Worldwide C-Suite (CXO) Survey, the most common hurdle for finance leaders to effective digital transformation agenda was the IT and security leaders slowing them down. The data reveals that financial leaders feel hampered by an inability to gather and disseminate that business-critical information to the necessary stakeholders at speed. As a result, financial leaders need more tools and features geared toward agility so that they can more quickly respond to rapid market shifts. Rapid payment technologies / initiatives see growth: For liquidity management professionals, time is of the essence when it comes to making payments. As a result, there has been growing momentum around faster payment programs. Recently, several payment initiatives were introduced/expanded, including SWIFT gpi, SEPA instant payment, and same-day ACH. Enterprisewide Liquidity Key Aspect of New Normal In the past, much of the financial leader’s role was to manage rear-facing details like closing the period, reconciling GL transactions, invoice matching, or cash application. While these will always be important, the uncertainty of 2020 put more of a focus on forward-looking activities like forecast, budgeting, and planning. With the pace of change in overdrive post-2020, financial leaders are investing a large amount of time trying to anticipate and plan for the next major change in business dynamics. A larger amount of the CFO’s time must be devoted to trying to develop a financial strategy to anticipate future shifts in market dynamics. For example, prior to the event of 2020, many CFOs and financial leaders would update their cash flow and liquidity plans quarterly or on a halfyearly basis. However, the financial and regulatory landscape is shifting so quickly, due to the shock of the pandemic, that many CFOs and their teams are now updating their cash flow and liquidity plans weekly or even, in some cases, daily. This new normal requires/demands a more unified approach to financial operations to cope with the new hyperspeed pace of economic change. It is more important than ever that financial data flow freely and quickly between key departments and key financial applications. Businesses on the leading edge have heard the call and are already making the necessary changes to thrive within this new normal. In fact, the survey shows that 15% of survey leaders are already operationalizing the enterprisewide management of liquidity as a practice area cross-functionally. Prior to the event of 2020, many CFOs and financial leaders would update their cash flow and liquidity plans quarterly or on a half-yearly basis. Emerging Need of a Chief Liquidity Officer As stated previously, the importance of liquidity has increased dramatically, and the need for an enterprise liquidity management approach has grown in importance as well. When taken together, they reveal the growing need for a dedicated chief liquidity officer. This position will act as a central point of authority and accountability for a unified liquidity management approach. This position would develop, manage, and optimize a holistic liquidity management strategy to ensure alignment with overall business objectives — especially as those objectives change/evolve/shift over time. However, a business looking to add this position must also invest in the tools, skills, and resources to manage liquidity at an enterprise level including forecasting/simulation, data visualization, and dashboarding tools as well as an API-driven platform that leverages automation and artificial intelligence to quickly gather and disseminate business-critical financial data. As the demand for business resiliency and proactive liquidity management continues to grow, so too will the demand for a dedicated chief liquidity officer. As the demand for business resiliency and proactive liquidity management continues to grow, so too will the demand for a dedicated chief liquidity officer. Challenges / Opportunities Ecosystems that must be curated: Liquidity management operations require data flows from many internal and external data sources. These data sources must be constantly curated to make sure that the financial leadership has access to the latest information and cutting-edge technology advancements. Curating ecosystems around the liquidity management solution takes effort and resources from a department that is often lacking in resources. Getting buy-in: Data shows that many line-of-business financial managers (e.g., controllers, accounting managers, and treasurers) don’t have support for liquidity management operation transformation. While this was the case for line-of-business financial managers prior to the pandemic, according to the survey data, this phenomenon is still a reality for many line-of-business financial managers. Data security risks: While APIs have tremendous promise for data integration, they also have the potential to expose sensitive data when not managed properly. API keys, for example, must be handled with great care or risk giving unlimited read/write access to financial information. Conclusion The CFO’s role has evolved into a strategic business partner for the rest of the organization, and the capability that’s required to deliver actionable intelligence downstream to the decision makers at the edge of the business or the lines-of-business leaders is evolving as well. For context, IDC believes the total available market for an enterprise liquidity management software (e.g., treasury, B2B payments, corporate payments, supply chain, and receivables financing) approached $30 billion in 2020. This is a massive opportunity for vendors to step in and help the CFO as their role changes. To access data is just the beginning of the journey to enterprise liquidity management. The ever-evolving remit of the office of the CFO is to be the lightning rod for data within the business and users of that data to power coordinated, data-driven financial business decisions throughout all facets of the organization. This demands a system that is built to aggregate, analyze, and disseminate data. This need is driving the emergence of centralized intelligent financial data platforms built upon APIs and strong data management principles. This new liquidity management platform may also necessitate the emergence of a chief liquidity officer to sit at its helm. In any case, the world of liquidity management is changing rapidly, and a unified enterprisewide liquidity management approach is no longer a luxury — it is a must for today’s business environment. References n = 440 European organizations, $100mil+ revenue. Enterprise Liquidity Management Is a Focus Area for Senior Execs Among Leader Organizations: CFO, CEO, Board of Directors. In 23% of the most advanced corporates, Liquidity Management is a focus area for CEOs, whereas it mainly remains a in the hands of the treasurers for the laggards (23%) Leaders Are Focused More on Integrating Working Capital Data, While Laggards Target Transitioning to Real-time Visibility And Improving Quality of Data Common Priority. They are more focused on integrating working capital data (43% against 27% of the less equipped companies). 80% of Leaders have adopted business intelligence techniques to make better decisions regarding liquidity. Survey Readout slide 40–48% of Leaders Encounter Greater Disconnected Priorities Between Finance and IT Departments. Most Leaders (75%) have transparent and well-connected corporate finance and treasury teams compared to ~30% of Laggards. This is visibly reflected in the adoption rates across APIs for different purposes: • To integrate and optimize their internal system infrastructure – 80% Leaders vs 10% Laggards. • To leverage internal data for reporting – 90% Leaders vs 15% Laggards • To send data to partners and others – 80% Leaders vs 27% Laggards • To receive data from partners and third-party members – 85% Leaders vs 10% Laggards >90% of Corporate finance and treasury teams of Leaders can effectively leverage real-time insights compared to only 33% of Laggards. 39% of Leaders Have a Wider Set of Fintech Partners to Support Enterprise Liquidity Management Initiatives Compared to just 7% of Laggards. Source: IDC Enterprise Liquidity Management Study, sponsored by Kyriba, August 2021. Want to learn more about Enterprise Liquidity Management? You are welcome to join Kyriba's upcoming monthly live demo sessions to see the Kyriba ELM platform in action. An on-demand demo session is available here.

APIs offer a lifeline for CFOs and treasurers who are looking for both innovation and cost improvements. Although many CFOs think of APIs for finance as an expedited pathway for bank connectivity, bank connections...

APIs offer a lifeline for CFOs and treasurers who are looking for both innovation and cost improvements. Although many CFOs think of APIs for finance as an expedited pathway for bank connectivity, bank connections are just the tip of the iceberg. APIs open integration to a variety of systems, including capabilities that vastly improve cash forecasting, liquidity management and payments. APIs offer an information and processing gateway to realizing digital transformation. Unlike FTP, APIs do not require files to be sent or downloaded. Data is exchanged point to point between systems immediately, allowing for instant data transmission and eliminating substantial risk. They enable the development and use of faster, pre-built connectors to reduce implementation times and facilitate real-time payments and security. In this whitepaper, we'll explore: What APIs are and how they work for finance The different types of APIs that are available How APIs can revolutionize ERP connectivity, cash management, liquidity management, payments and more.   CFOs Are Investing Billions CFOs are investing more than ever on enterprise platforms, with organizations spending an estimated $675 billion in 2022, according to Statista. Much of this investment is for organizations to move their enterprise resource planning (ERP) systems to cloud platforms, such as SAP S/4 Hana Oracle Cloud, and Microsoft Dynamics 365 leading the large corporate market. For CIOs looking to effectively support their CFO business partners, connectivity from ERP to internal and external systems and data sets remains a costly challenge, often delaying go-live dates and driving significant cost overruns. APIs open integration to a variety of systems, introducing capabilities and process automation that had not previously been possible. APIs offer an information and processing gateway to realizing digital transformation. What Is an API? An API is a program that allows mulitple pieces of software to “talk” to each other. Applications on your phone and embedded widgets on a website all use APIs to request or deliver information. Why APIs for Finance Matter Gartner research revealed that nearly 50 percent of financial leaders will incorporate a “composable financial management system” by 2024 “to deliver capabilities and outcomes that keep up with the rapid pace of business change.” APIs are enabling that change. They are transforming the way finance leaders consume data and are allowing a coupling of multiple applications that was previously impractical to support, creating a gateway to real-time business intelligence and digital solutions. Unlike file transfer protocol (FTP), APIs do not require files to be sent or downloaded. Data is exchanged point to point between the systems immediately, allowing for instant data transmission and eliminating substantial risk. They enable the development and use of faster, pre-built connectors to reduce implementation times and facilitate real-time payments and security. "With APIs for finance, your platforms evolve from being systems of record to systems of engagement,” said Bob Stark, Global Head of Market Strategy at Kyriba. “Your platform is connected with any number of internal and external systems to be continuously up to date.” Open API Platforms APIs facilitate open networks. Using developer portals, technology providers can build applications on top of the API provider’s platform. Open banking is a perfect example. The Revised Payments Services Directive (PSD2) in 2018 helped to make APIs even more relevant for corporate treasury and finance. The EU Directive requires banks to open their platforms to payment technology providers – with APIs being a leading solution to manage this compliance. Although PSD2 only applies to the European Union, similar initiatives in other regions also quickly emerged as banks in the United States and throughout APAC have recognized the opportunity to offer real-time, data-driven services to corporate clients. "The PSD2 movement has really encouraged banks to start to open APIs for corporates.” —Felix Grevy, VP of Product, Open API and Connectivity for Kyriba A common frustration among treasury and finance leaders is a lack of centralized visibility across multiple departments, liquidity and payments. Open API platforms act as a conduit between disparate teams and systems, allowing for real-time connections to apps, data, and new products and services. Open API platforms reduce manual processes, and deliver composable technology solutions, enabling corporate and bank users to inject data-driven decision-making into every financial operation. APIs for Bank Connectivity It’s important to note that banks and technology solutions providers that are managing open platforms are not replacing legacy formats like FTP and SWIFT with APIs. Instead, they are offering APIs as a complement to these formats. Following the advent of PSD2, European banks have begun using “premium” APIs, which are APIs with greater functionality. "The difference between the PSD2 APIs and premium APIs is that premium APIs are more powerful,” Grevy said. “You can retrieve balances and do instant payments. And they are much more secure, and much more appropriate for integration with an ERP or treasury management system (TMS).” Banking services optimized via API vary, some examples include: Bank Groups Branch Reporting Bank Account Groups Cash and Cash Flow Reporting However, the rollout has been slow. Most banks are not using APIs in live production yet, and many of the ones that do use APIs only offer them for certain real-time services—meaning that multiple connectivity options are needed to fully support a treasury and finance team. Furthermore, most technology vendors only offer no functionality beyond bank connectivity and can only connect one ERP to a bank. Nevertheless, API connectivity brings key advantages over a file-based approach, such as immediate response from banks, and the ability to receive new data and notifications in real-time. So while adoption may be slow and gradual, the advantages to the end user are clear. ERP Connectors ERP platforms like SAP, Oracle and MS Dynamics have major efforts to develop and embed APIs into a wide array of functions and workflows. Luckily, for IT and Finance functions arent’ required to do the heavy lift; these APIs are plug-and-play and enabling more and more core integrations and reporting capabilities. Cash Management APIs offer organizations the ability to manage cash continuously and in real-time. Rather than relying on batch reporting that is constrained to pre-determined times throughout the day, treasury teams can now access reports as needed. Receiving un-batched, real-time liquidity information greatly improves cash reconciliations, cash application, and accuracy of liquidity overall. This will, in turn, change the mechanics for best-practice cash forecasting and lead to the production of intraday liquidity products, such as hourly investing. Allowing treasury professionals to access their cash outside of previously “normal” hours not only expands the scope in which organizations can leverage their liquidity, but also allows treasury to make greater strategic contributions. APIs also allow treasury and finance to track sufficient movements in and out of the accounts throughout the day. That visibility can help organizations to make significant intraday decisions instead of end of day or overnight. Payments APIs for finance can also streamline the entire payment journey. Instead of relying on batch processes that transmit at several pre-determined times each day, APIs allow payments to be initiated from treasury management systems and ERP systems as needed—even in real time. In fact, real-time payments sometimes require APIs. Simply put, if you want payments to settle instantly, file transfers may not be the best connectivity option to choose. Using File Transfer, bank files are extracted, reformatted, encrypted, and downloaded by the treasury platform—a process that takes five to ten minutes at least. Once balances are known, the process to send and confirm a payment is another five to ten minutes at minimum. APIs, in contrast, can query a bank balance and then send a real-time payment instantly without the transfer of any files. With the rapid increase of both domestic real-time payment systems (The Clearing House’s RTP and FedNow in the U.S.) and cross-border platforms (SEPA Instant, SWIFT Go, and Nexus) APIs are a necessity for businesses who want to deliver instant payments. Leveraging APIs to utilize real-time payments not only revolutionizes the initiation and acknowledgement process, but also the ability to mitigate fraud. While the 2022 AFP Payments Fraud & Control Survey found that business email compromise scams have decreased recently, they are nevertheless still a persistent threat. Since real-time payments don’t afford users the opportunity to identify fraudulent transactions after transmission, fraud mitigation strategies must now be included in the approval process. Building APIs into the payment platform allows users to fully automate bank account validation and payment policy screening, identifying exceptions. Outliers can be flagged and set aside for review, while all other payments travel seamlessly as intended. Creating Flexible Reporting and Information Systems APIs are far more than just connectors to banks and ERPs. APIs can revolutionize the ways in which treasury and finance operate both internally and holistically. APIs offer the ability to create a flexible, custom, data warehouse that could exist within your TMS, as some treasury systems can act as a single source of record. When other systems have limited functionality, your data warehouse can fill the gaps through provision of market data, financial transaction specifics such as portfolio, project or risk-related information to deliver a quick, flexible source of weekly treasury reporting. Regardless of where your data is stored, APIs establish the means to integrate various data sources within a single repository or warehouse. Second, APIs allow treasury and finance to automate beyond task automation, which streamlines the organization’s own capabilities. APIs enable process automation, which simplifies and entire workflow like the entire payment journey. Entire systems and processes can be brought together more easily via APIs. Both automation and the extent of the functional coverage facilitate composable financial management systems. When networks of personalized systems, reports, dashboards, and efficient workstreams are enabled and integrated by APIs, treasury and finance teams can then focus on accelerating innovation and cost-reduction projects. ERPs, while critical, are not the only system requiring strong integration and the exchange of information for stronger decision-making. APIs are the glue that holds all of these components together and APIs change the efficiency and real-time capabilities for treasury and finance leaders. "CFOs and CIOs, hand in hand, are recognizing that we need APIs to bring everything together to accelerate the innovation,” Stark said. “Before APIs, the way that you’re making a composable financial system is by using custom interfaces, manual clicking and logging into systems and, if you’re lucky, a little bit of RPA. APIs are perfectly suited to improve process automation, linking multiple systems and workflows together, because they allow finance teams to build a system of multiple components.” Figure 1. Progression of Hyberautomation Initiatives Source: Gartner 2021 References Information technology (IT) spending on enterprise software worldwide, from 2009 to 2023 2022 AFP Payments Fraud and Control Survey Gartner Identifies the Top Technology Trends That CFOs Should Address Today   Interested to learn more about how APIs for finance will change the way leaders consume and act on information? Check out this webinar where Alex Yang from Bank of America, David Miller from Hunt Companies and Bob Stark from Kyriba demystify APIs' value for payments, intra-day liquidity, ERP integration, fraud detection, cryptocurrencies and more.

La solución Kyriba Analytics ofrece paneles de control visuales integrados y análisis prediseñados para los datos y los módulos de flujo, liquidez, tesorería, riesgo, cumplimiento y Supply Chain Finance de Kyriba. Kyriba Analytics no...

La solución Kyriba Analytics ofrece paneles de control visuales integrados y análisis prediseñados para los datos y los módulos de flujo, liquidez, tesorería, riesgo, cumplimiento y Supply Chain Finance de Kyriba. Kyriba Analytics no solo permite elaborar informes de manera tradicional, sino que ofrece un desglose bajo petición, edición de paneles de control y una transformación de la experiencia visual para el intercambio de información lista para mostrarse. Según una encuesta realizada por CFO.com, la visualización de los datos y la generación de informes son dos áreas clave en las que, en opinión de los directores financieros, los departamentos de tesorería deben mejorar sus soluciones tecnológicas para adaptarse a las mejores prácticas del sector. Información estratégica sobre liquidez y riesgo La solución de análisis Kyriba Analytics permite a los equipos de finanzas realizar una toma de decisiones más predictiva gracias a la inteligencia artificial (IA). Los paneles de control para el análisis de escenarios aplican tendencias, datos de mercado y criterios pasados para obtener información mejorada: Visualización de la tesorería y la liquidez en toda su organización Realización de previsiones sobre la deuda con un análisis flexible de escenarios en los flujos de entrada y de salida de tesorería para conseguir mayor claridad ante los futuros cambios Visualización del impacto del nivel de deuda y riesgo en su rentabilidad Respaldo del gasto de inversión en activos fijos y de la toma de decisiones estratégica para localizar formas óptimas de financiar las adquisiciones o apoyar la financiación de filiales internacionales Información sobre la localización de la carga de la deuda, también en los tipos de instrumentos Características destacadas Análisis interactivo Visualización dinámica y análisis desglosad Descubrimiento de relaciones de datos y tendencias mediante la exploración gráfica Listo para funcionar Acceso instantáneo a fórmulas e informes estándar listos para usar Aprovechamiento de indicadores clave de rendimiento, visualizaciones y cálculos integrados previamente Panel de autoservicio Elaboración de sus propios paneles de control interactivos Uso compartido de los paneles personalizados con sus equipos Totalmente integrado Totalmente asegurado en la nube de Kyriba Separación de datos completa por usuarios Empoderamiento de la colaboración en equipo Módulos y casos prácticos Análisis de liquidez ¿Cuál es mi deuda neta y mi liquidez? ¿Cuál es la mejor forma de liquidar mi deuda y en qué momento? ¿Cuántos «días de supervivencia» tengo? Análisis de tesorería ¿Tengo el suficiente efectivo? ¿Son fiables mis previsiones de tesorería? ¿Cuál es mi actividad con los bancos? Análisis de pagos ¿Dónde se encuentra mi mayor concentración de pagos? ¿Estamos realizando demasiadas transferencias? ¿Qué usuarios realizan pagos y quién los aprueba? Análisis de riesgos ¿De qué importe puedo disponer en mis líneas de crédito? ¿Cuál es mi perfil de préstamo? ¿Qué facturas están financiadas? Análisis de SCF ¿Cuál es la tasa de participación de mi proveedor? ¿Cuántos documentos se han subido? Which invoices are financed? Análisis de cumplimiento ¿Quiénes son los usuarios y dónde se encuentran? ¿A qué módulos pueden acceder y con qué derechos? ¿A qué datos pueden acceder? ¿Por qué debería usar Kyriba Analytics? Elaboración de informes tradicional Analytics Visualización de datos avanzada Creación de paneles de autoservicio Desglose de datos Cambio de variables sobre la marcha Manejo de grandes volúmenes de datos Ampliación de la colaboración en toda la organización

Los módulos de gestión de tesorería, planificación de liquidez y análisis de liquidez de Kyriba ofrecen una solución completa que permiten predecir los requisitos de tesorería y liquidez y tomar decisiones en materia de...

Los módulos de gestión de tesorería, planificación de liquidez y análisis de liquidez de Kyriba ofrecen una solución completa que permiten predecir los requisitos de tesorería y liquidez y tomar decisiones en materia de liquidez basadas en los datos. Tras la pandemia, la práctica de la previsión ha cambiado. Ahora, los directores financieros y las juntas de las empresas exigen un mayor flujo de caja libre que, a su vez, necesita mayor precisión en su previsión y planificación. De este modo, la planificación de la liquidez se ha convertido en una nueva práctica que no se limita a la previsión de tesorería y permite tomar decisiones de manera más fundamentada y eficiente para aumentar la generación y la conservación de la tesorería en el balance y respaldar el plan de los directores financieros de mejora de EBITDA, crecimiento, expansión y adquisiciones. La plataforma de Kyriba facilita las prácticas integradas en materia de liquidez y tesorería. Funciones Clave Gestión de tesorería – para el posicionamiento diario de tesorería y la conciliación de transacciones bancarias del día anterior, incluida la elaboración de informes bancarios, el etiquetado de transacciones bancarias y los saldos destino de las cuentas. Módulo de Kyriba: gestión de tesorería Previsión de tesorería – predicción de los requisitos y excedentes de tesorería a días, semanas o meses vista. La previsión sobre los datos se obtiene a partir de fuentes internas y externas con capacidad para moldear previsiones simultáneas en paralelo y realizar pruebas de estrés en múltiples situaciones comerciales. Módulo de Kyriba: planificación de liquidez Planificación de liquidez y análisis de liquidez: – incorpora datos sobre inversiones y préstamos a las previsiones para tomar decisiones en materia de liquidez mejor fundamentadas. El plan de liquidez permite actuar a partir de la previsión de tesorería, lo que demuestra el impacto de las decisiones de inversión y financiación con datos en tiempo real. Módulos de Kyriba: planificación de liquidez y análisis de liquidez Identificación clara de los niveles de liquidez deseados y flexibilidad en la elaboración de informes: Para obtener más información sobre los módulos de análisis de liquidez y planificación de liquidez de Kyriba, Solicite una demostración hoy.

Modernización de la previsión de tesorería y la planificación de liquidez Tras la pandemia, la previsión de tesorería ha cambiado, ya que han surgido nuevas prácticas con las que es posible predecir la liquidez...

Modernización de la previsión de tesorería y la planificación de liquidez Tras la pandemia, la previsión de tesorería ha cambiado, ya que han surgido nuevas prácticas con las que es posible predecir la liquidez y el flujo de caja disponible con mayor precisión y más rápido. Para dar respuesta a esto, Kyriba ofrece una solución totalmente modernizada que permite extender con seguridad los horizontes de la previsión y respaldar decisiones en materia de liquidez basadas en datos. Reducción de la dependencia de las hojas de cálculo A menudo, los equipos de tesorería recurren a las hojas de cálculo para plasmar sus previsiones y crear informes y supuestos tanto sencillos como complejos. El diseño del módulo de planificación de liquidez de Kyriba es tan sencillo como el de una hoja de cálculo, pero posee la flexibilidad suficiente para adaptarse a la complejidad de las previsiones. Kyriba ofrece flexibilidad y precisión La solución para la planificación de liquidez de Kyriba es un nuevo módulo de previsión de tesorería que ayuda a los equipos de tesorería y financieros a tomar decisiones más precisas para días, semanas, meses y años en el futuro. Esta herramienta incluye la previsión de tesorería y, al combinarse con el análisis de liquidez, también admite las prácticas de planificación de liquidez. FUNCIONES CLAVE Flexibilidad y capacidad de configuración El modelo elabora una previsión según sus preferencias y con todas las iteraciones que quiera, entre otras, presentaciones descendentes o ascendentes para respaldar diferentes tipos de previsión en su organización. Elaboración basada en fórmulas Incluya o excluya los datos que desee en cada partida y en el total. Previsiones múltiples y paralelas Procese múltiples ciclos de previsiones de tesorería a la vez, diseñados con diferentes datos y suposiciones. Supuestos hipotéticos El modelo elabora previsiones a partir de varios supuestos de liquidez y riesgo. Introducción de datos como en Excel Edición con un solo clic a petición, con posibilidad de copiar y pegar directamente en la previsión. Flujo de envío y revisión Colabore con otros usuarios gracias a notificaciones y comentarios. Análisis de variación Gracias a la combinación con el análisis de tesorería, obtendrá variaciones de previsión detalladas y en varios niveles. Carga de datos desde cualquier lugar Unifique los datos de las previsiones de ERP, hojas de cálculo, lagos de datos y otras fuentes a través de API o interfaces de archivos. Flujos de tesorería mejorados con IA Gracias a la combinación con Cash Management AI u otras aplicaciones de IA, podrá incluir previsiones basadas en datos como parte de su planificación del flujo de tesorería. Análisis de liquidez El módulo de planificación de liquidez se combina con el módulo de análisis de liquidez de Kyriba para respaldar íntegramente las prácticas de planificación de liquidez. El análisis de liquidez incorpora a la previsión de tesorería datos de liquidez procedentes de los módulos de inversiones y deuda de Kyriba y se presenta a través de paneles previamente integrados para obtener previsiones procesables. En conjunto, los módulos de planificación y análisis de liquidez unifican los datos sobre efectivo y liquidez, de manera que tendrá todos los datos y la información necesarios para optimizar las decisiones en materia de liquidez.

Kyriba es una aplicación certificada por SWIFT que permite gestionar la tesorería y los pagos al ofrecer la conectividad como servicio con múltiples bancos dentro de la principal plataforma en la nube de gestión...

Kyriba es una aplicación certificada por SWIFT que permite gestionar la tesorería y los pagos al ofrecer la conectividad como servicio con múltiples bancos dentro de la principal plataforma en la nube de gestión de liquidez para tesoreros y directores financieros de Kyriba. SWIFT Alliance Lite2 para empresas Kyriba ha integrado por completo SWIFT Alliance Lite2 en su plataforma en la nube, lo que permite una automatización total y un procesamiento directo de los pagos corporativos. De este modo, no es necesario que el equipo de TI interno haga ningún esfuerzo para realizar notificaciones bancarias, pagos y otros mensajes SWIFT. ¿Para quién es este servicio? Clientes que deseen seguir gestionando claves RMA, usuarios y BIC, pero, al mismo tiempo, quieran externalizar el mantenimiento y la transformación de formatos bancarios, así como la supervisión de las conexiones bancarias. SWIFT Service Bureau Con SWIFT Service Bureau de Kyriba, los clientes tendrán su propio SWIFT BIC con una gestión integral de Kyriba. Aunque la inversión mensual inicial puede ser algo superior que con Alliance Lite2, el coste total de la propiedad puede llegar a ser muy inferior, en función de su perfil de conectividad. Asimismo, Kyriba ofrece un servicio único para que las empresas puedan migrar a SWIFT Service Bureau desde cualquier otro proveedor. ¿Para quién es este servicio? Clientes con muchas entidades bancarias, transacciones, pagos y cuentas bancarias Clientes que desean un servicio SWIFT totalmente gestionado 22% de BIC corporativos de SWIFT gestionados por Kyriba 25% de los clientes de Kyriba emplean SWIFTNet Servicio MT Concentrator de Kyriba Para aquellos clientes que deseen comenzar de inmediato con la notificación bancaria de SWIFT, el servicio MT Concentrator de Kyriba permite a las organizaciones utilizar un SWIFT BIC11 especialmente diseñado para los clientes de Kyriba. Este servicio tiene precios por cuenta y ofrece la máxima flexibilidad, ventajas económicas y una rápida experiencia inicial para notificaciones bancarias con posibilidad de acceso a todos los bancos miembros de SWIFT. Varios cientos de clientes de Kyriba ya se han suscrito a este servicio. SWIFT gpi para empresas* SWIFT gpi mejora la experiencia del cliente en los pagos internacionales al aumentar su rapidez, transparencia y seguimiento integral. Cada día, se realizan cientos de miles de pagos internacionales utilizando el nuevo estándar gpi. Kyriba cuenta con la certificación de SWIFT gpi para empresas. Reducción de las investigaciones sobre los pagos Gracias al seguimiento integral y a la confirmación de crédito, SWIFT gpi le ofrece visibilidad total sobre el recorrido de un pago. Mejora de las relaciones con proveedores Al añadir una referencia de seguimiento única a cada pago, podrá ofrecer transparencia sobre los pagos y mantener en marcha el flujo de transacciones. Aceleración de la conciliación de facturas Los datos de pago enviados a través de SWIFT gpi no se alteran, por lo que la conciliación resulta mucho más sencilla. Obtención de mayores ahorros de capital En un momento en que el dinero se mueve más rápido y de manera más transparente, puede mejorar su previsión de tesorería y optimizar la liquidez. *Fuente: SWIFT «Naval Group tiene el firme compromiso de mantener el más alto nivel de conformidad, y la nueva oferta de SWIFT gpi de Kyriba ayuda a nuestro equipo a reforzar la transparencia y la trazabilidad de los pagos para que podamos expandir nuestra posición como líder europeo en el sector de la defensa naval». David Livi Vicepresidente de Tesorería y Financiación en Naval Group

The speed with which you as a seller convert receivables into cash is critical for your organization. Accelerate a cash injection into your company with Receivables Finance—Kyriba’s new working capital solution. Turn Accounts Receivable...

The speed with which you as a seller convert receivables into cash is critical for your organization. Accelerate a cash injection into your company with Receivables Finance—Kyriba’s new working capital solution. Turn Accounts Receivable into Cashflow Kyriba’s Receivables Finance is natively integrated with all other Kyriba Working Capital solutions, like Dynamic Discounting and Supply Chain Finance. It enables CFOs to unlock funds tied up in outstanding accounts receivable (AR), converting those assets into cash quickly. Sellers can centralize and simplify all receivables finance programs into one portal, without having to change online funding providers in order to draw down from their credit facilities. This receivable solution allows you to remain in control of the utilization and availability of receivables finance programs, yet obtain the most efficient funding sources for your receivables on a single, funder agnostic platform. How Does AR Financing Work? Kyriba provides companies with greater cash visibility, as well as the capability to finance AR in an easy, fast, and scalable manner via a multi-funders platform. Using APIs, the platform automates connectivity with the seller’s ERP system via certified ERP connectors, providing analytics on AR. The platform allows sellers to sell the receivable automatically to the associate funders and finance automatically or manually selected receivables through a direct connection with a multi-banking approach. How Does Kyriba Integrate Data? Kyriba does not aim to substitute any banks or funders into the receivables finance program from a funding perspective. Instead, we facilitate integration of data from your ERP to multiple funders’ backends, making those programs scalable. This approach aggregates all sellers’ programs into one single platform and provides our customers with a single dashboard to help them make better decisions based on their real-time positions. Full Visibility into Working Capital Management Kyriba’s dashboards provide you with a bird’s eye view of your Receivables Finance results and performance. Additionally, they can simultaneously provide you with visibility into any other discounting or trade payables programs (Dynamic Discounting, Supply Chain Finance, Confirming, etc.) managed within Kyriba. Key Features Kyriba’s Receivables Finance technology supports both pool financing and selective invoice financing programs. Companies can manage the end-to-end journey of the program, including extraction of relevant information, updating the ERP and providing detailed reporting to manage risk. The following is a breakdown of the key features of Kyriba Receivables Finance: Program set-up: Set-up is quick and painless. Receivables Finance easily adds sellers, funders and debtors, as well as credit limits, payment rules, and pricing profile. Ledger data upload/validation: Using APIs, Receivables Finance connects to the seller’s ERP to upload documents (e.g., invoices, credit notes) and update status in real time. Eligibility check and early payment processing: Receivables Finance can perform eligibility and limit checks prior to processing documents or early payment requests towards the funders. Kyriba completes the workflow by connecting to the funders and retrieving status from the drawdown requests. Payment and reconciliation: Once reconciliation of the collections is completed, Kyriba can automatically settle payments to the funder on due date, based on new ledger data. Dashboards, reports and advices: Receivables Finance features a landing page widget that makes drawdowns, early payment status, collections, limits and other functions readily available. Users can also quickly access reports and receive advice and notifications on demand or automatically, through emails or Kyriba dashboards. Seamless Integration Kyriba’s Receivables Finance solution is natively integrated with all other Kyriba Working Capital modules, as well as Kyriba Treasury, Payments, Risk Management and Connectivity. Kyriba’s Working Capital solutions provide you with access to business intelligence and reporting dashboards to drive quick and easy deep analysis of your overall financing programs.

Cómo apoyamos a su organización Con una trayectoria comprobada de más de 20 años en soluciones SaaS de tesorería y finanzas, nuestra extensa y avanzada la protección de sus datos, la seguridad, los controles...

Cómo apoyamos a su organización Con una trayectoria comprobada de más de 20 años en soluciones SaaS de tesorería y finanzas, nuestra extensa y avanzada la protección de sus datos, la seguridad, los controles y sus procesos operativos mantendrán protegida a su empresa.

En este Webinar usted podrá aprender cómo las plataformas tecnológicas pueden ayudar a las organizaciones en las condiciones desafiantes del entorno global actual, como son los riesgos y volatilidad de los tipos de cambio,...

En este Webinar usted podrá aprender cómo las plataformas tecnológicas pueden ayudar a las organizaciones en las condiciones desafiantes del entorno global actual, como son los riesgos y volatilidad de los tipos de cambio, la visibilidad y planeación del efectivo en condiciones de poco efectivo, y el financiamiento de la cadena de suministro para evitar disrupciones en las cadenas de abastecimiento de productos y servicios.

Kyriba supports derivative and hedge accounting for ASC and IFRS compliance, including mark-to-market for valuations and automated posting of derivative & hedge accounting entries to your ERP.

Kyriba supports derivative and hedge accounting for ASC and IFRS compliance, including mark-to-market for valuations and automated posting of derivative & hedge accounting entries to your ERP.

Kyriba’s Commodities Risk Management solution gives finance organizations the ability to track, value and generate accounting entries for commodities exposures and transactions, alongside FX and interest rate positions already supported in the platform. Kyriba...

Kyriba’s Commodities Risk Management solution gives finance organizations the ability to track, value and generate accounting entries for commodities exposures and transactions, alongside FX and interest rate positions already supported in the platform. Kyriba supports a full end-to-end workflow with Position Keeping, Market Valuations and Hedge Accounting. Position Keeping Kyriba supports position keeping for spot, forward and swap commodity instruments —and includes the ability to split swaps into forward strips for both manual and automatic hedge designations. Structured swap schedules, Asian fixings methods and approval workflows are also supported for commodities instruments. Kyriba Commodity Risk Value-driven Features Kyriba’s Position Keeping features include using Business Intelligence to create views of exposure forecasts and related hedges. Fixing application and approval, in addition to cash settlement approval with payment generation are supported. Forward curves are provided for valuations, mark to market and position reporting. Kyriba offers automatic hedge designation features, including support for partial-hedging. Kyriba supports market data integration from within the solution or from outside sources. Valuations Kyriba supports automatic mark to market valuations, calculated from integrated market data within the solution, or imported from outside sources. Market Data Kyriba supports a variety of market rates and curves in partnership with Refinitiv. Commodity curves include futures strips and optional spot points. Interest rate curves are used to discount future flows. Commodity fixings, spot and futures rates are also used for calculation of settlement amounts and forecasting of future settlement amounts to support cash forecasting. Redistribution of contributed rates from Refinitiv can be optionally subscribed. Hedge Accounting Kyriba supports derivative and hedge accounting for IFRS9 and ASC 815, with automated automated postings to your ERP or general ledger. Commodity hedges can be assessed and designated at a macro level—or using Kyriba’s new partial-term hedging feature. Users have the option of manual designation or have the system automatically match exposure items with deliveries within the strips of the derivative hedging transactions. This supports the assessment and management of hedge assignments at a granular level while allowing tracking of derivatives at the strip level by front office users. Business Intelligence and Dashboard Reporting Flexible and easy-to-customize reporting and visual dashboards deliver end-to-end insight about exposures and designated hedge activity and performance.   Learn more about Kyriba's solutions for commodities, valuation, and hedging. REQUEST A DEMO

Enterprise Liquidity Management (ELM) has emerged as a new practice area within the CFO’s and treasury professional’s remit to manage and execute the entire lifecycle of corporate liquidity—a specialized capability traditional Treasury Management Systems...

Enterprise Liquidity Management (ELM) has emerged as a new practice area within the CFO’s and treasury professional’s remit to manage and execute the entire lifecycle of corporate liquidity—a specialized capability traditional Treasury Management Systems and ERPs are not able to deliver. The ELM concept a purpose-built, dedicated Enterprise Liquidity Platform has emerged as the software solution suite required to do so.

Aproveche la inteligencia artificial (AI) para aumentar la confianza y la precisión de los pronósticos de efectivo Kyriba Cash Management AI permite a los tesoreros y líderes financieros tomar decisiones comerciales más inteligentes al...

Aproveche la inteligencia artificial (AI) para aumentar la confianza y la precisión de los pronósticos de efectivo Kyriba Cash Management AI permite a los tesoreros y líderes financieros tomar decisiones comerciales más inteligentes al mejorar los pronósticos de flujo de efectivo con inteligencia artificial. Cash Management AI organiza y aprovecha los datos para que las organizaciones puedan tomar decisiones de pronóstico de manera más rápida, fácil, precisa y consistente. Pronósticos Automatizados Las organizaciones pueden esperar aumentar la precisión de sus pronósticos a corto plazo gracias a las funciones de inteligencia artificial y ajuste de confianza de Kyriba Cash Management AI: El módulo aprenderá automáticamente del historial de flujos de efectivo almacenados en la plataforma Kyriba para mejorar continuamente las proyecciones de flujo de entrada a lo largo del tiempo. Los usuarios pueden ajustar y optimizar el colchón de efectivo para minimizar el costo esperado de liquidez en función de las políticas de riesgo de la organización. Mejorado con Inteligencia de Negocios Cash Management AI ofrece un conjunto de paneles de previsión de efectivo visuales claros que se pueden personalizar para las necesidades de su organización. Las características incluyen lo siguiente: Presupuesto de efectivo calculado y saldo de efectivo previsto durante el horizonte de tiempo considerado Informes de entradas previstas y salidas confirmadas Filtros de datos, p. país y moneda, para enfocar el ejercicio de pronóstico Nivel de confianza seleccionado por el usuario Cash Management AI ofrece un control deslizante simple para que los usuarios realicen ajustes de pronóstico en tiempo real seleccionando el nivel de confianza correcto según el perfil de riesgo y la política de la organización. Un informe de backtesting permite al tesorero controlar continuamente la precisión efectiva de las predicciones. Integración Perfecta Cash Management AI utiliza análisis predictivos que aprovechan los datos de efectivo ya disponibles en la plataforma Kyriba. El cálculo del presupuesto de caja con un alto nivel de confianza faculta al Tesorero para tomar decisiones comerciales seguras sobre pagos de facturas, disposiciones de líneas de crédito e inversión de reservas de efectivo. Innovación en Liquidez Con inteligencia artificial y aprendizaje automático en el corazón de la solución, Kyriba Cash Management AI utiliza datos históricos almacenados en la plataforma Kyriba para hacer predicciones. El poder predictivo aumenta a medida que el algoritmo de aprendizaje automático se entrena y aprende de nuevos datos y patrones de información. Kyriba Cash Management AI aprovecha los datos y moderniza la tecnología de pronóstico para aumentar la precisión del pronóstico, reducir los costos financieros y optimizar la liquidez para impulsar el crecimiento financiero.

Join 2021 AFP Pinnacle Award Winner HCSC to discuss how and why they transformed to become a data-driven treasury operation to support an overall business transformation.

Join 2021 AFP Pinnacle Award Winner HCSC to discuss how and why they transformed to become a data-driven treasury operation to support an overall business transformation.

Kyriba Delivers Enhanced Insights into Your Exposure Management and Hedging Programs with Correlated VaR Analysis Kyriba’s FX Hedging with Correlated VaR provides corporate FX risk managers with analytics and decision support tools designed to...

Kyriba Delivers Enhanced Insights into Your Exposure Management and Hedging Programs with Correlated VaR Analysis Kyriba’s FX Hedging with Correlated VaR provides corporate FX risk managers with analytics and decision support tools designed to help optimize hedging programs to continuously hit portfolio VaR targets in the most cost-effective way. This is really a very handy tool. It is really what we currently ask the bank to do for us, which, and my preference would be, to be able to do it ourselves.” Finance Leader, FX Risk Advanced Correlated VaR Analytics and Decision Support Kyriba’s Correlated VaR Analytics builds and expands upon Kyriba’s award-winning Exposure Management Solutions which automate the aggregation and calculation of our customer’s FX exposures. Now, Correlated VaR Analytics provides push-button insights into correlated Value at Risk across the currency pairs within your portfolio of exposures. With these expanded and greater insights, our customers make cost-conscious decisions on the specific currency pairs to hedge to achieve and meet portfolio risk targets. Kyriba’s FX Exposure and Risk Management solutions put control and insight at your fingertips with dashboards clearly showing your exposures and hedging opportunities across various risk parameters. Portfolio VaR Analysis – Create portfolio views or dive into targeted gross/net exposures while considering the cost of a hedge across specific currency pairs, portfolios 1,000 simulations are automatically run, to determine the top ten hedging scenarios that Risk Managers can analyze to determine what currency pairs to hedge and what the resulting net exposure and portfolio VaR will be Identify strategies to reduce costs and improve the efficiency of your exposure management and hedging programs Decision Management – User-defined parameters and filters enable you to apply different criteria to define how you want to manage to trade various currency pairs allowing you to support multiple exposure management and hedging strategies Trade – Enter & execute FX trades to deliver on your planned actions using Kyriba’s ability to automatically push trades to trading platforms such as FXall, 360T and Bloomberg Extensive reporting of exposure and balance components through detail & pivot reports All information contained herein is provided “as is” without a warranty of any kind and for promotional or informational purposes only. The information is not to be relied upon as a professional opinion in any manner whatsoever. The information contained in this fact sheet shall not be construed as professional advice and is not guaranteed to be accurate, complete, reliable, current or error-free. You accept and agree that following any information or recommendations provided within this fact sheet is at your own risk. Benefits at Your Fingertips • Advanced Correlated VaR Analytics brought in-house for more cost-effective hedging management & control • VaR correlations help optimize costs of your hedging program • Understand & lower your cost of hedging through better self-identification of opportunities • Optimize cost effectiveness of your hedging program • Increased competition across your banking / service providers • Optimize currency pairs to hedge, reduce trade volume • Multiple system-provided options for selecting hedging levels, confidence levels • Enter trades directly from the FX Risk Analysis menu set

In 2020, Cooke Aquaculture introduced Cooke Bank as a concept for centralizing its global liquidity and FX exposure. Between October 2020 and April 2021, a multi-layered, fully tax and transfer pricing compliant In-house Bank...

In 2020, Cooke Aquaculture introduced Cooke Bank as a concept for centralizing its global liquidity and FX exposure. Between October 2020 and April 2021, a multi-layered, fully tax and transfer pricing compliant In-house Bank (IHB) Solution was configured in Kyriba with a fully automated current-account relationship between treasury and operating units. “The primary goal of the in-house bank model was to internalize as many transactions as possible using the resources available in order to unlock liquidity.” Onaolapo Badejoko Treasury Risk Manager, Cooke Aquaculture Inc. Cooke Aquaculture has a robust growth strategy, including acquisitions and ongoing strategic search for development opportunities. The company’s global operations journey resulted in the need for Cooke to develop a Treasury function that would make cash a corporate resource across the enterprise and unlock liquidity. “Our in-house bank success story has led to a lot of cost savings. In terms of the payment factory rollout where all payments flow into one location, we now have control over when and how to pay, as well as over who gets paid. This has led to economies of scale, payment process efficiency, and full control over liquidity, group-wide.” Onaolapo Badejoko Treasury Risk Manager, Cooke Aquaculture Inc. Key Challenges with Legacy Processes: • Decentralized Cash Management • Decentralized & manual payment processing • Poor access to surplus cash balances • Complex, manual processing of intercompany liabilities • Multi-layered fiscal structure • Decentralized FX Management Objectives of In-house Bank Project • Implement tax compliant, multi-layered in‑house bank structure • Unlock otherwise trapped liquidity • Reduce number of cash management banks and bank accounts • Real-time, multi-currency liquidity management • Reduction in transaction costs / external money flows • Integration with ERP to support payments • Centralization of FX exposure management • Robust management and tax reporting “Cooke’s in-house bank promotes centralization and standardization of payment processes while enhancing controls. Their streamlined payment process reduced costs, improved cash liquidity and visibility, and minimized risk while increasing productivity.” Craig Chapman Senior Manager, Actualize Consulting Key Take-aways for successful in-house bank implementation Timing » Engaged early with internal accounting, tax and legal teams » Sequencing workflow efficiently was critical for Cooke’s successful implementation Standardization » Simple structures from an implementation, adoption and performance standpoint resulted in 100% accurate and automated accounting and reconciliation » Implemented a standardized process across all entities Clarity » Established clear project roles and responsibilities » Set a roadmap, project plan and stuck to deadlines and due dates Integration » ERP integration eliminated excessive manual input » Unlocked 20% of full-time employees in the financial shared service center for more strategiclevel work Successful in-house bank and payment factory implementation delivers multiple benefits In-House Banking • Administration of intercompany (cash) liabilities • Cooke Bank is the liquidity provider of the whole group Payment Factory • Payment process efficiency • Control over WHEN and HOW to pay or get paid Additional Synergies • Cooke Bank becomes the perferred “banking partner” of affiliates • Reduced bank fees   About Cooke Aquaculture Cooke Aquaculture Inc. is a vertically-integrated family company based in Blacks Harbour, New Brunswick, Canada with salmon farming operations in Atlantic Canada, the United States (Maine and Washington), Chile and Scotland, as well as seabass and seabream farming operations in Spain.

At KyribaLive 2022, David Deranek presented the following business case review that resulted in HCSC’s Technology Transformation and being awarded the 2021 AFP Pinnacle Award Grand Prize. “By elevating all these data proficiencies, treasury...

At KyribaLive 2022, David Deranek presented the following business case review that resulted in HCSC’s Technology Transformation and being awarded the 2021 AFP Pinnacle Award Grand Prize. “By elevating all these data proficiencies, treasury would be better able to make strategic decisions, using data to analyze the effectiveness of financial decision making. This would give treasury a bigger influence in the business enterprise, therefore making our treasury organization a true and dynamic strategic partner to the business.” David Deranek, Director of Treasury, HCSC The Mission: Use Data to Become an Agent of Change In 2018, HCSC’s treasury team embarked on a multi-year project and began operating under a new organizational mandate to provide an elevated level of strategic guidance to the CFO, Treasurer and Board of Directors. Treasury was given the opportunity to become an agent of change and an integral part in running the company’s operations by leading an enterprisewide transformation project: Deliver real-time BI analysis and unlock idle liquidity to better prepare the company to take action when a crisis hits. In order to do this, treasury initiaited a digital transformation project to unlock efficiencies and drive the business to profitability. The objectives were: Increase productivity Become more data-driven Increase business value “We realized every single aspect of the business was swimming in data, so as an organization we began asking “how can we think better with this data and how can we make better decisions as treasury professionals with this data” David Deranek, Director of Treasury, HCSC Become More Data-Driven by Upgrading Skills, Process Efficiencies, and Automation Technology In 2016, Kyriba’s TMS was implemented to centralize treasury functions. This first phase resulted in a more effective and productive treasury, but multiple independent financial platforms outside the TMS still existed, and data was siloed. HCSC knew they needed to unify these platforms to harnass all the data and drive more informed decisions. The Three Year Plan With Treasury’s mission in mind—to deliver strategic financial guidance , improve decision making, and increase agility to respond to new crises — HCSC set into motion a three year plan for data transformation. Year One Engage leadership with their teams and make recommendations for opportunities Maximize use of an in-house developed Treasury Enterprise Analytics & Reporting (TEAR) System Reallocate and repurpose staff resources for new strategic treasury functions Year Two Develop a maturity & capability scorecard Find production, process, and automation efficiencies Turn HCSC’s Treasury function into a true strategic consultancy Year Three Platform Optimization of TMS and interconnectivity to satellite treasury systems Bringing It All Together: Data Unification The Project to drive business intelligence and data-driven decision making was all connected into a home-grown tool called TEAR (Treasury Enterprise & Analytics Reporting) A data warehouse, consolidating data from disparate treasury system platforms API-enabled framework to integrate and unify external data sources Business intelligence & visualization solution, taking existing reporting framework from a system of record to a system of insight A treasury network (internal and external) to support treasury, forecasting, investment, accounting, actuarial, and corporate strategy teams Positive Business Outcomes Reduced VaR by Over 50 Percent in One Year Despite Significant Market Volatility. 97 Percent Real-time Visibility of Group Exposures. Visibility — 100% of enterprise cash, liquidity, financial exposures Investments — Unlocked $9B in investable capital for $40M/$155M in returns (doubling investment income) Forecasting — Reduced Tier 1 idle cash from $4.0B to $25M (90%) Responsiveness — Provided the ability to quickly pivot as Covid pressures required Productivity — Repurposed positions to assignments supporting new strategic functions. Technology did not eliminate jobs but gave people better ones!   The $320M Result Driving increased work satisfaction and career improvement for treasury personnel, Treasury directly added over $320 Million of value to HCSC’s bottom line. ABOUT HCSC HCSC is the 5th largest healthcare insurer in the U.S., operating as Blue Cross Blue Shield in Illinois, Texas, Montana, Oklahoma, and New Mexico in addition to 30+ operating subsidiaries, with 16 million health plan members and 24,000 employees.

Kyriba has established a structured Value Engineering approach as part of its client engagement methodology to ensure customers have a clear path to successful business outcomes. The Value Engineering process starts at the initiative...

Kyriba has established a structured Value Engineering approach as part of its client engagement methodology to ensure customers have a clear path to successful business outcomes. The Value Engineering process starts at the initiative evaluation phase and remains active throughout its lifecycle to ensure clients are realizing the full potential and return of their Kyriba investment. The Value Engineering process is designed to help client organizations identify, understand, justify and realize business value from key cash and treasury management processes digitally enabled by Kyriba solutions. Value Engineering is offered to select customers on a complimentary basis as a way to ensure agreed to business outcomes are achieved. The Kyriba Value Engineering team deploys over 200 customized client engagements annually. The three phases of the Kyriba Value Engineering methodology are: Value Discovery, Value Monitoring and Value Realization. The Kyriba Value Engineering Lifecycle Value Discovery Conducted early in the evaluation process. During this phase, Kyriba value engineers will work collaboratively with client teams, including an executive sponsor and key cash and treasury stakeholders, to identify key challenges, select and prioritize improvement opportunities, design the optimal solution, and develop a case for change, including financial returns, investment requirements and strategic benefits the organization can expect. Value Monitoring Post implementation, Kyriba will work with clients to define key success criteria, including leading and lagging indicators, adoption best practices to ensure they are achieving the business benefits they have agreed to during the Value Discovery phase. Value Monitoring engagements are designed to be short in duration and typically deployed once or twice a year, depending on customer preferences. Monitoring cadence typically takes place quarterly or semi-annually, depending on organizational preferences. Value Realization This phase is designed to help Kyriba clients evaluate success achieved, document best practices and business benefits, and identify the next cash and treasury management opportunities that need to be pursued to accelerate value creation. To ensure each Value Engineering engagement is executed efficiently, Kyriba has invested in expert resources with deep management consulting, business process transformation, industry, finance, and treasury management experience. The team also uses state-of-the-art tools and processes to ensure relevant content, including financial benchmarks and industry best practices, is leveraged during each phase of the Value Engineering lifecycle. Create an Actionable Case for Change with Kyriba (Value Discovery Assessment) If you are interested in the Value Discovery analysis, we would like to extend a personal offer to you: leverage Kyriba’s Value Engineering methodology to develop an actionable business case to evaluate potential benefits of your cash and treasury management processes and identify the best improvement opportunities you should pursue. The entire process is designed to be quick, easy, insightful and collaborative. Here are the key steps of the Value Discovery process: Assess Baseline data collection: suppliers, terms, and AP aging Business process assessment with key stakeholders Validate Business process analysis review Benchmarking and target performance validation Program design steps Recommend Executive presentation to CFO or executive sponsor Validated case for change Recommendations Next steps and call to action More About Value Engineering Value Engineering is an organization dedicated to partnering with current Kyriba clients and prospective customers to explore, understand, prioritize, justify, monitor and realize business value from treasury management initiatives. Value Engineering follows a structured, well tested, non-intrusive and insightful process to uncover improvement opportunities and quantify expected returns while ensuring business benefits are achieved throughout the lifecycle of your project. The outcome of a Value Engineering engagement is a detailed, action-oriented plan that shows specific ROI and recommendations. Kyriba has leveraged this process with hundreds of major organizations worldwide, including Koch Industries, Lululemon, Macy’s, Rogers Corp. and many more. Interested In Learning More? To develop a strategy, business case or roadmap for treasury, please contact Kyriba’s Value Engineering team directly at [email protected]

Hunt Companies is at the forefront of the Real-Time Payments (RTP) movement. Adopting the technology to lower bank wire fees and reducing the time spent correcting rejected payments has already provided significant gains in...

Hunt Companies is at the forefront of the Real-Time Payments (RTP) movement. Adopting the technology to lower bank wire fees and reducing the time spent correcting rejected payments has already provided significant gains in both hard and soft savings. “I am very happy to be pioneering Real-Time Payments with Hunt Companies, as I want us to be there when it is widely accepted by more banks and not have to play catch up. It benefits every business line across the organization as we can reduce bank fees substantially on payments.” David Miller, Treasurer & Sr. Vice President, Hunt Companies Key Challenges: The volume of payments processed by Hunt Companies monthly resulted in significant bank fees. With wire transfers, often the rejection notification of the payment would come hours – even days – after the payment was shown as complete. Significant time was spent by the department to research and resend failed payments. Real-Time Benefits of Real-Time Payments Reduces bank fees from $6 on average for a wire transfer to less than $1 for RTP, with a potential for much greater savings as more banks are added An impactful number of productivity hours gained per month by Hunt’s finance team no longer needing to research and re-issue failed wire payments In just 3 months, Hunt Companies has seen a 375% increase in number of payments using RTP month-over-month, a number expected to grow exponentially as more banks are added and transaction size limits are increased. While currently less than 10% of Hunt’s payments are made using RTP, transaction size limits were only recently raised to $1M, already making an impact for Hunt. David Miller, Hunt’s Treasurer & Sr. Vice President, is eager to see the transaction limit continue to increase and more banks adopt RTP. The Hunt® trademark is registered to its respective holder and use of the trademark does not imply any affiliation with Kyriba or Real-Time Payments (RTP). To the best of our knowledge, the information contained herein is accurate and reliable; however, we do not assume any liability whatsoever for the accuracy and completeness of the above information and make no warranties which extend beyond the description contained herein. Any information given in this statement does not constitute any warranty of merchantability or fitness for a particular use.

“During our implementation, we took the Big Bang approach of replacing our previous TMS, Payment Factory and many home-grown tools all at once. On Day 1 of “Go Live” we were successful in connecting...

“During our implementation, we took the Big Bang approach of replacing our previous TMS, Payment Factory and many home-grown tools all at once. On Day 1 of “Go Live” we were successful in connecting to our banks and making payments in over 20 currencies, with more than 250 users trained in 18 countries.” Scott PaulyTreasury Manager and Implementation Lead, Ingram Micro Inc. Day 1 Implementation Success Bank connections and payments in over 20 currencies Cash Management and Forecasting modules deployed for real time cash positioning and In-House Banking structure FX transactions seamlessly feeding from trading application Loan facilities and investment trading All data feeding upstream to financial reporting applications for enterprisewide visibility 250 users in 18 countries trained and operational at Go-Live for enterprisewide visibility   “Ingram Micro won the Implementation of the Year award for making the FX lifecycle into something that takes minutes per day instead of hours, and for making this highly complex and error prone process into something that runs like clockwork.” Leslie SlaterFounding Principal, 3PO Consulting, LLC

Hear first-hand from Kyriba clients how treasury transformation was realized through Kyriba’s innovation, technology and support. Treasury leaders at Specialized Bicycle Components, HealthCare Services Corporation, Cenveo Worldwide, Koch Industries, and LifeSpace Communities share their...

Hear first-hand from Kyriba clients how treasury transformation was realized through Kyriba’s innovation, technology and support. Treasury leaders at Specialized Bicycle Components, HealthCare Services Corporation, Cenveo Worldwide, Koch Industries, and LifeSpace Communities share their key challenges prior to implementing Kyriba, and highlight positive business results achieved with Kyriba. About Cenveo Worldwide Cenveo is the world leader in the management and distribution of print and related offerings, encompassing 20 facilities across the United States with a long history of delivering top value for customers. https://cenveo.com/ About Health Care Services Corporation Health Care Service Corporation (HCSC) is the fourth largest health insurer in the US, with revenues of $62 billion. A mutually owned company, it has 16 million health plan members, 20,000 employees and more than 30 operating subsidiaries. The treasury team, which consists of 41 people, is responsible for managing 14 bank relationships and more than 200 bank accounts. It also oversees $12 billion in cash management and investment assets, as well as $120 billion of cash transactions on an annual basis. https://www.hcsc.com/ About Koch Industries Koch Industries is one of the largest private companies in America. A diverse set of businesses and industries across the world work together to keep improving and exploring new ways to make life even better. https://www.kochind.com/ About LifeSpace Communities Lifespace Communities is a not-for-profit organization that owns and operates 14 continuing care retirement communities (CCRCs) in seven states, serving more than 4,700 residents and employing nearly 3,700 team members. https://www.lifespacecommunities.com/ About Specialized Bicycle Components Founded on the principle of performance and fueled by innovation, our focus on the rider and their needs is our constant. From seasoned pros and weekend warriors, to kids and commuters—if you ride, we’re for you. The passion we have for sharing our love of bikes with the world can be seen in those who choose to work here. Headquartered in Morgan Hill, CA, the passionate and creative teammates at Specialized have designed and manufactured the world's most innovative bikes and gear since 1974. http://www.specialized.com

Aunque muchos directores financieros (CFOs) piensan en las interfaces de programación de aplicaciones (API) como una vía acelerada para la conectividad bancaria, las conexiones bancarias son solo la punta del iceberg. Las API abren...

Aunque muchos directores financieros (CFOs) piensan en las interfaces de programación de aplicaciones (API) como una vía acelerada para la conectividad bancaria, las conexiones bancarias son solo la punta del iceberg. Las API abren la integración a una variedad de sistemas, introduciendo capacidades y automatización de procesos que antes no habían sido posibles. Las API ofrecen una puerta de entrada de información y procesamiento para realizar la transformación digital.

Las implementaciones remotas del Sistema de gestión de tesorería (TMS) son posibles con una planificación, organización y comprensión adecuadas. Dependiendo de el alcance y los grupos de partes interesadas involucrados, también pueden ser complejos...

Las implementaciones remotas del Sistema de gestión de tesorería (TMS) son posibles con una planificación, organización y comprensión adecuadas. Dependiendo de el alcance y los grupos de partes interesadas involucrados, también pueden ser complejos con múltiples partes móviles.

Scientist.com es la puerta de enlace empresarial líder mundial para la subcontratación de servicios de investigación y desarrollo. El mercado simplifica la contratación de I+D, lo que permite ahorrar tiempo y dinero, reduce los...

Scientist.com es la puerta de enlace empresarial líder mundial para la subcontratación de servicios de investigación y desarrollo. El mercado simplifica la contratación de I+D, lo que permite ahorrar tiempo y dinero, reduce los riesgos y proporciona acceso a las herramientas y tecnologías innovadoras más recientes. La necesidad de Supply Chain Finance accesible La financiación ha sido desde siempre un problema para los proveedores pequeños y medianos de servicios de investigación en el sector de la subcontratación de servicios preclínicos. Estas empresas se ven forzadas a aceptar un plazo de pago máximo de 120 días, definido por las grandes compañías farmacéuticas. Como resultado, los proveedores tienen que luchar por acceder a los medios de financiación necesarios para poder competir con sus rivales a la hora de hacerse con ciertos proyectos. Mientras que las grandes compañías farmacéuticas utilizan sin problema los programas Supply Chain Finance (SCF), los proveedores pequeños tienen grandes problemas para acceder a ellos. Por ejemplo, un programa solo aceptará a proveedores cuyos gastos asciendan a millones de dólares. Y, aunque los proveedores cumplan este criterio, el proceso de incorporación puede tardar meses en completarse y resultar muy caro para el proveedor del programa, ya que los costes operativos asociados a los proveedores suelen ser muy elevados. "La financiación es la base de una organización. Si existen limitaciones o restricciones en este sentido, la organización deja de recibir el combustible necesario para mantener su funcionalidad operativa, es decir, el desarrollo de innovaciones, I+D y las operaciones diarias" Kris Kagan, Vicepresidente de Finanzas de Scientist.com El programa de pago anticipado de Scientist.com que salva vidas Scientist.com reconoció que, si se proporcionase a proveedores de cualquier tamaño una opción de pago anticipado a través de un programa de SCF, habría muchas más empresas que se centrarían en la innovación, sin tener que limitarse a cubrir meramente los costes operativos. Y esto, en última instancia, conduciría al desarrollo de nuevos fármacos. Scientist.com también identificó el potencial de su propia empresa para hacerse con un nuevo flujo de ingresos de rápido crecimiento proporcionando financiación a los proveedores. Así pues, en 2019, Scientist.com lanzó SciPayTM, una solución de Working Capital de Kyriba que incluye opciones de pago anticipado, incorporación rápida, gestión de facturas y descuentos dinámicos para ayudar a financiar las investigaciones de cualquier organización independientemente de su tamaño. Al hacer esto, los proveedores tendrían acceso a la financiación necesaria para lograr proyectos que anteriormente jamás habrían estado a su alcance por la falta de recursos. SciPay entra en escena para reducir el riesgo y crear oportunidades Para encontrar los mejores candidatos para SciPay, Scientist.com aprovechó sus ya consolidadas relaciones con grandes empresas farmacéuticas y de biotecnología, así como su cartera de más de 3100 proveedores. En apenas unos meses, 45 pequeñas empresas autodesignadas consiguieron inscribirse en el programa. La participación en el programa permite tanto a proveedores como compradores reducir el riesgo. Para los compradores, SciPay permite que el negocio se desarrolle de forma coherente garantizando que el trabajo se ha completado antes de pagar una factura y concediendo plazos de pago más amplios que no interrumpan las cadenas de suministro, ya que es Scientist.com quien asume la responsabilidad del pago. Para los proveedores, los pagos anticipados se traducen en crecimiento y esto hace posible que puedan acceder a proyectos anteriormente vetados para ellos al disponer del Working Capital necesario para cubrir los gastos operativos. Scientist.com considera que el éxito de SciPay es el resultado de su compromiso interno con la iniciativa y de su asociación estratégica con Kyriba. Gracias a un trabajo conjunto, los equipos de finanzas y desarrollo lograron integrar la plataforma de SCF de Kyriba en los sistemas operativos existentes de Scientist.com, así como su banco, para garantizar que los pagos y los datos de SciPay fluyesen de forma segura y sin obstáculos. «Escogimos Kyriba por dos razones fundamentales», dice Kris Kagan, vicepresidente de Finanzas de Scientist.com. «Nos concedió la oportunidad de contar con un programa de pago anticipado y nos permitió utilizar dicho programa y combinarlo con los módulos de TMS con los que cuenta Kyriba. El segundo motivo es que buscábamos socios en el sector que pudiesen crecer con nuestro negocio y Kyriba es el socio perfecto para ello». Aceleración del proceso de innovación Ahora, la innovación científica está teniendo lugar más rápido que nunca gracias a SciPay. En términos generales, la duración total del proceso de adquisición se ha reducido un 50 por ciento y el proceso desde la compra hasta la facturación se ha acelerado hasta un 80 por ciento. Como resultado, los investigadores pueden llevar a cabo sus proyectos y ampliar sus líneas de productos con más rapidez. Además, el proceso de innovación resulta ahora mucho más rentable para los compradores de servicios de investigación. Cuando hay más proveedores con Working Capital para pujar por un proyecto, el precio del proyecto puede reducirse. SciPay también ha aportado ciertas ventajas comerciales significativas a Scientist.com. Una de ellas radica en el hecho de haber atraído a proveedores de investigación a su mercado. El hecho de que los proveedores sólo tengan que inscribirse en un programa del SCF, en lugar de en varios, sin barreras de entrada, es un gran atractivo. Además, los compradores de servicios de investigación tienen a su alcance a más de 3100 proveedores registrados de todo el mundo en un único lugar. Finalmente, desde que Scientist.com utiliza su propio Working Capital para financiar a los proveedores, sus ingresos han experimentado un notable aumento gracias a la implementación de SciPay. Básicamente, SciPay atiende a un objetivo mayor que el de ser una mera plataforma financiera. Al fomentar una mayor competencia en el mercado de la investigación y facilitar el desarrollo de medicamentos que pueden salvar vidas a los proveedores, SciPay está participando en la ambiciosa misión de Scientist.com de ayudar a curar todas las enfermedades humanas para el año 2050. Ventajas del descuento dinámico: Margen más amplio para aceptar u ofrecer un descuento El descuento varía con el tiempo; no existe una opción única Proceso sencillo y sin complicaciones respaldado por una plataforma web Proporciona flexibilidad a los proveedores Proporciona visibilidad y seguridad Ventajas de la gestión de facturas: Seguimiento y pago de facturas por prioridad Visibilidad de la tesorería Aprobación automática de órdenes de hasta 25 000 USD Ventajas del pago anticipado: Working Capital adicional Flexibilidad de su liquidez Permite centrarse en el crecimiento y la innovación Reduce los obstáculos financieros a los que se enfrentan las pequeñas empresas

Una mala planeación en Implementaciones remotas de Sistemas de Gestión de Tesorería (TMS) pueden resultar en proyectos complejos y largos. Sin embargo con una adecuada planeación, organización y entendimiento los equipos colaborativos de implementación...

Una mala planeación en Implementaciones remotas de Sistemas de Gestión de Tesorería (TMS) pueden resultar en proyectos complejos y largos. Sin embargo con una adecuada planeación, organización y entendimiento los equipos colaborativos de implementación son capaces de coordinar las actividades y operaciones y entregar una gran cantidad de beneficios a los departamentos de tesorería que deciden emprender una implementación remota, además de un tiempo reducido de implementación.

Dana Farber Cancer Institute implemented Kyriba after years of operating cash management and accounting in an ad hoc manner: Doing what was necessary but relying on significant manual processes and disparate systems. Behind their...

Dana Farber Cancer Institute implemented Kyriba after years of operating cash management and accounting in an ad hoc manner: Doing what was necessary but relying on significant manual processes and disparate systems. Behind their industry peers in process maturity, Dana Farber worked with Kyriba to quickly change all that. “In all these areas we've grown from all manual based to full automation, providing 100% visibility for strategic decision making. We are looking at realtime and on-demand cash visibility for a strategic cash forecast we can continually fine-tune.” Gerry DiStefano, Director of Treasury, Dana Farber Cancer Institute Key Challenges: Heavy manual, excel-based model resulted in excessive, unstructured and disparate functions in Treasury and Accounting. Limited visibility into cash positioning within their ERP and across the organization, as updates were only done at the end of the month. Strategic decision-making was near impossible without real-time cash positioning and forecasts. Positive Business Outcomes from Kyriba: Fully automated, insight-driven processes resulting in 228 hours per month saved - an 83% productivity improvement across the organization. Kyriba is capturing 98.4% of accounting activities, with 82% of accounting rules mapped. $925K in annual value realized in cash optimization and productivity Value Realization: 228 Hours Per Month Kyriba’s Value Realization Assessment (VRA) enabled Dana Farber Cancer Institute to provide the current state review post Kyriba deployment, resulting in 83% productivity improvement, including but not limited to: Cash Accounting & Reconciliation: 121 hours saved per month (81% improvement), plus 100% productivity improvement on reporting and posting inter-company cash transactions, financial transactions and month-end market valuations Daily Cash Positioning: 58 hours saved per month; 92% improvement Short and Long Term Cash Forecasting: 49 hours saved per month; 82% improvement “It’s nice to be in the strategic performance sector with benefits realized across the organization.” Gerry DiStefano, Director of Treasury, Dana Farber Cancer Institute Annual Hard Savings of $652K Increased interest income by nearly $215,000 annually Improved strategic business investment to $437,500 annually

Working Capital Optimization is a strategic objective for CFOs as they fight to generate bottom line value and generate free cash flow. Kyriba offers CFOs two compelling benefits: the ability to improve working capital, as well as the opportunity to increase net income.

Working Capital Optimization is a strategic objective for CFOs as they fight to generate bottom line value and generate free cash flow. Kyriba offers CFOs two compelling benefits: the ability to improve working capital, as well as the opportunity to increase net income. Kyriba Delivers Multiple Early Payment Programs Kyriba offers both dynamic discounting and supply chain finance programs to improve financial performance. Dynamic Discounting programs reduce cost of goods sold through the direct discounts earned from suppliers, increasing net income while simultaneously improving the return on excess cash liquidity. Supply Chain Finance, also referred to as reverse factoring, facilitates term extension on payables, preserving cash for longer on the balance sheet and increasing free cash flow. Receivables Finance optimizes cash flow by allowing sellers to be paid early for unpaid receivables from customers. "Three years after the project began, the program has already exceeded Auchan’s original goals. We have over 15,500 suppliers on the platform, and financing requests rose by more than 47% in 12 months." — François Verrodde, CEO of Auchan Suppliers Advanced Platform (ASAP) Kyriba’s Working Capital solutions allow suppliers to be paid early in exchange for a discount or financing fee at a lower cost of funding than they can achieve on their own. Reduce Risk in the Supply Chain With many organizations under pressure to extend DPO by paying suppliers later, Kyriba’s Working Capital solutions allow suppliers to be paid early in exchange for a discount or financing fee at a lower cost of funding than they can achieve on their own. Early payment programs supported by Kyriba’s cloud platform allow an organization’s suppliers to improve their own working capital to increase production efficiencies and drive growth. What Is Important in a Supply Chain Finance Solution? To deliver successful global supplier financing programs, there are five key requirements: Expert Teams Supply chain finance solutions are as much a service as a platform. The vendor should help design the right program to meet specific KPIs, analyze spend and build a business case. Multi-Funder Platform Payables financing programs require diversification across lenders to deliver the required liquidity to the global supply chain and to support regional specialization. Program Flexibility The solution must support both dynamic discounting and supply chain finance programs, with the flexibility to modify business rules on the fly to meet the KPIs of an organization. Complete Workflow A comprehensive program must also include cash visibility, forecasting, payments and pre-built ERP integration. Supplier / Funder Onboarding To maximize participation, our portals are easy to understand, in the language of their choice, with feature-rich, intuitive reporting dashboards. Kyriba delivers an all-in-one Working Capital and Payments solution through our Enterprise Liquidity Network. Now, actionability for purchase orders and invoices can be delivered in a single global platform. Kyriba: Integration in a Single Platform Kyriba delivers CFO decision making, analysis and performance management tools in a single cloud portal. Kyriba clients benefit from a comprehensive financial platform. Kyriba Offers the Most Flexibility and Scalability Kyriba delivers an all-in-one Working Capital and Payments solution through our Enterprise Liquidity Network. Now actionability for purchase orders and invoices can be delivered in a single global platform. Connect local and international liquidity providers to leverage existing bank relationships or introduce new financing partners Integrate easily with ERPs for complete liquidity and payment workflows, automation of cash pool allocations and streamlined invoice settlement Adjust business rules easily through flexible configuration options by geography, by bank or individual suppliers Comprehensive reporting, dashboards and analytics to set objectives and monitor results Supplier portal and onboarding tools to maximize supplier participation

Kyriba helps companies manage their liquidity, through a unified set of innovative products across treasury, risk, payments, working capital and connectivity. The Kyriba Marketplace is an API-driven global liquidity network offering apps, data and...

Kyriba helps companies manage their liquidity, through a unified set of innovative products across treasury, risk, payments, working capital and connectivity. The Kyriba Marketplace is an API-driven global liquidity network offering apps, data and connectivity to our customers, partners and developers. Developer Portal The Kyriba Developer Portal is the hub for both clients and developer partners to access tools and guides in order to build or integrate new applications on Kyriba. Registration is free of charge with immediate access to: API catalogue API documentation via Swagger API samples on Postman Change logs Use case examples Forum, news and support App publishing on Marketplace App Marketplace Kyriba’s App Marketplace offers a quick path to expand and extend on a platform’s capabilities. With a deep understanding of financial leaders’ business needs, Kyriba forms partnerships with best-in-class fintech solution providers to innovate and enhance the Kyriba offering with new apps that shorten time to market. Examples of apps include: Connectivity Funding and Investments FP&A E-invoicing Supply Chain and Inventory Payroll The Kyriba Open API Platform The launch of the Developer Portal marked Kyriba’s first step towards its vision to create a marketplace, where Fintech partners, enterprise clients, and global banks are brought together to create a brand new experience for corporate finance, fully integrated on one open platform. While other providers may offer APIs as additional features, Kyriba has taken an API-first approach. Fintechs who join this rapidly expanding open liquidity network have over 2500 global enterprises as potential clients. Given the extensiveness of corporate finance use cases, including treasury and risk, payments, supply chain finance and connectivity, there are unlimited opportunities to monetize innovation. API Enabled Experience For corporate CFOs and CIOs, APIs enable the interconnection of multiple financial applications, workflows and datasets to make composable financial systems a reality. Examples of use cases enabled by API: AML and compliance Cash optimization Investment or trade management Supplier onboarding User and account orchestration Multi-ERP integration Fraud detection and security enhancement And many others

BASF creates chemisty for a sustainable future. They combine economic success with environmental protection and social responsibility. “With Kyriba, we implemented a tool that helped us achieve visibility into our global currency risk and...

BASF creates chemisty for a sustainable future. They combine economic success with environmental protection and social responsibility. “With Kyriba, we implemented a tool that helped us achieve visibility into our global currency risk and FX position with the touch of a button.” Roland Heisecke, Director Treasury Risk Management, BASF SE   The BASF Challenge BASF’s former FX Management process was based on a regional, decentralized approach to exposure reporting and risk transfer to HQ, making it nearly impossible for treasury to accurately calculate and mitigate FX risk on a global perspective. Identifying the Right Solution Kyriba Risk Management provided BASF with the opportunity to implement a streamlined, automated and universal FX management process across every region. An Automated FX Risk Transfer (ART) tool was also developed to analyze the FX risk positions of BASF’s subsidiaries and automatically generate hedge deals to transfer risk from the entity to HQ. Measuring Success » Significant reduction of manual effort » Increased transparency - daily updated overview of FX risks » Aggregation of FX risks reduced hedging costs  

Kyriba offers multiple early payment programs to improve financial performance. Dynamic Discounting reduces cost of goods sold through the direct discounts earned from suppliers, increasing net income while simultaneously improving the return on excess...

Kyriba offers multiple early payment programs to improve financial performance. Dynamic Discounting reduces cost of goods sold through the direct discounts earned from suppliers, increasing net income while simultaneously improving the return on excess cash liquidity. Supply Chain Finance facilitates term extension on payables, preserving cash for longer on the balance sheet and increasing free cash flow. Receivables Finance, currently in the final stages of development, optimizes cash flow by allowing sellers to be paid early for unpaid receivables from customers. Kyriba’s Working Capital solutions allow suppliers to be paid early in exchange for a discount or financing fee at a lower cost of funding than they can achieve on their own. Reduce Risk in the Supply Chain With many organizations under pressure to extend DPO by paying suppliers later, Kyriba’s Working Capital solutions allow suppliers to be paid early in exchange for a discount or financing fee at a lower cost of funding than they can achieve on their own. Early payment programs supported by Kyriba’s cloud platform allow an organization’s suppliers to improve their own working capital to increase production efficiencies and drive growth.

Modern fraud threats are innovative and constantly evolving. To confront these threats, organizations that want to survive need to deploy the most up‑to-date detection and prevention solutions.

Modern fraud threats are innovative and constantly evolving. To confront these threats, organizations that want to survive need to deploy the most up-to-date payments fraud detection and prevention solutions. In this eBook, we will explore the most common fraud threats to businesses today and detail the leading, AI-based tools that CFOs and CIOs can use to stop attacks before they happen. We’ll explore the ways that Kyriba solutions protect our customers, and impart that knowledge to you. We'll also look into tools like artificial intelligence and machine learning (AI/ML) and application programming interfaces (APIs) are game changers in the fight against fraud. We understand and use these technologies, and it’s time that you did as well. The Changing Face of Fraud Fraud threats have grown exponentially throughout the COVID-19 pandemic as the remote working environment has left companies struggling to ensure that employees are following strict security protocols. According to a 2022 KPMG survey of over 600 executives, the shift to remote work has increased the risk of fraud, and most companies experienced fraud incidents last year. FRAUD OUTLOOK Source: 2022 KPMG Fraud Outlook The losses that stem from fraud are significant. Respondents reported an average profit loss of 1% from fraud and compliance violations in 2021. And the larger the company, the more criminals will target it. A Need for Corporate Investment and Attention With the pandemic continuing for the foreseeable future and challenging organizations’ ability to operate and staff effectively to counter the ever-increasing fraud threat, it is surprising that over half of the companies surveyed say there will be no changes in their budgets to invest in anti-fraud measures. With less than half of organizations today having a program in place to prevent, detect and respond to fraud, it is evident more focus on greater investments in their protections is called for. CFOs, treasurers and CIOs clearly require a more complete set of defenses in the form of new, leading, automated AI-based fraud detection. Pervasive and Emerging Fraud Threats Business email compromise (BEC) scams continue to plague treasury and finance departments. BEC scams typically begin with an urgent email sent to an employee that appears to come from a senior level official, requesting a money transfer. In actuality, a fraudster has copied a legitimate email address, usually after infiltrating a company’s email system via phishing. A variation of this scam consists of emailed invoices that appear to come from a routine supplier that have new instructions on where to send payment. According to the FBI’s Cyber Division, there was a 5% increase in BEC adjusted losses from 2019 to 2020, with over $1.7 billion losses reported in 2019 and over $1.8 billion losses reported in 2020. Check and wire fraud remains a significant problem for treasury and finance departments, as these are the payment methods most susceptible to fraud. AFP research found that 66% and 39% of financial professionals reported fraud activity via these two payment types in 2020. However, check fraud has been in decline in recent years as fewer organizations are using checks for B2B payments. Deepfake voice fraud is a relatively new method of attack but one that has proven highly effective. This brand of fraud consists of criminals making calls using deepfake voice technology, software that can successfully copy a person’s voice via a small audio sample. COMMON VULNERABILITIES FOR ORGANIZATIONS Deepfake voice fraud caught international attention last year when it was revealed that fraudsters used it to complete a $35 million bank heist. Ransomware attacks, though not technically fraud, are nevertheless prominent threats to companies’ systems and bank accounts and have surged in recent years. In a ransomware attack, a company’s internal system is compromised (usually through phishing) and taken over. Users are instructed to either pay a ransom or permanently lose access to their systems. Ransomware as a service (RaaS) is the latest innovation of this threat; it consists of developers selling or leasing ransomware exploits to customers who then unleash them upon unfortunate victims. Tools to Protect Against Fraud To combat the threats of today, your payments fraud detection and prevention solutions should include these capabilities: Automated payment processes to standardize controls Real-time screening of all payments data to identify suspicious transactions User-defined payments screening rules Resolution workflow to investigate suspicious payments An option to avoid alerting payments users who violated a payments rule Monitoring of the status and priority of alerts in a KPI dashboard Modern payments fraud detection software like Kyriba’s Payments Fraud Detection module offer these solutions and more. Real-Time Screening, Alerts and Notifications The rise of same-day and real-time payment systems has increased the need for real-time responses to fraud attempts. Modern fraud detection software uses artificial intelligence (AI) and machine learning to screen payments against historical payment data, pinpointing any anomalies. By providing more complete data, these solutions enable data-driven decision-making. For example, Kyriba’s Payment Fraud Detection solution determines the normality of each payment—whether automated or manual—flagging any with a low normality rank. The solution provides insights into the variables that determine payment normality, allowing users to see why one or more was deemed anomalous. And perhaps most advantageous for the user is that processes aren’t slowed down in any way, even with greater visibility into payment data. Payments could be flagged as anomalous for a variety of reasons, including: A high number of payments for the same third party Payments with unusually high amounts Payments to blacklisted countries according to company policy Suspicious changes to payments imported from an ERP Payments to a bank account used by several third parties Duplicate payments After testing multiple machine learning models, Kyriba’s data scientists selected two solutions to identify irregularities in payments. Isolation Forest An isolation forest model is an unsupervised algorithm that works on the principle of isolation anomalies; anomalous instances in a dataset tend to be easier to separate from the rest of the sample. In the following example, we can see that anomalies require fewer random partitions to be isolated, compared to normal points: Generative Adversarial Network One problem many machine learning models run into when trying to identify fraud is the lack of data around fraud. Most organizations haven’t experienced significant payments fraud and thus lack the depth of examples to share. Others who may have been the victims of fraud may be reluctant or unable to share the specifics. So, training AI models can be challenging because the algorithms can only learn from good payments and, at best, a handful of bad ones. Generative adversarial networks (GANs) can solve this problem. A GAN is a deep learning model that pits two separate neural networks against each other. One network (the generator) mixes real data and synthetic data together and attempts to outwit the opposing network (the discriminator). Kyriba creates a “fraudster” network (the generator), hiding synthetic fraudulent among legitimate transactions based on a client’s payment history. Then, a “police” network (the discriminator) sifts through the data, separating the illicit transactions from the good ones. By training the fraud detection model on these competing networks, Kyriba can better identify fraudulent transactions when viewing real data. Generative Adversarial Network (GAN) Model Dashboards Dashboards can be set up to display all suspicious payments and prioritize their resolution, based on factors such as detection rules, risk exposure, incident counts and a fraud detection scorecard. Dashboards provide authorized users with complete transparency into all payment screening and can resolve outstanding actions efficiently. Fraud Prevention Workflows Modern payments fraud detection modules also support fully automated, end-to-end workflows for the resolution of outstanding suspicious payments. Users can also determine how each detected payment should be managed, enforcing the separation of duties between the initiator, approver and reviewer of a detected payment. Reviewers can also be determined by payment rule and specific scenario (e.g., the treasury manager reviews payments less than $1 million, while payments over $1 million go to the treasurer), and non-treasury personnel can be assigned to review certain detected payments. Reporting and Audit Trails Leading technology solutions can ensure that detected suspicious payments are permanently tracked in the system for daily, monthly or annual reporting. History is maintained indefinitely and all details of the suspicious transaction—including the audit trail of detected and resolved actions—are retained for internal and external audit reporting. Payment Hubs With a payment hub, organizations have all their fraud protection capabilities in one place. Payment hubs consolidate payment streams from ERPs, finance, treasury, legal, capital markets and decentralized teams, transforming disaggregated processes into a single source of record for all outgoing payments. A payment hub also transforms payment data into bank-specific file formats and connects directly with global banks via multiple protocols, including host-to-host, SWIFT and regional networks. Payments from ERPs or other systems can bring an entire enterprise-wide payments landscape under the consistent and risk-focused payments fraud detection framework. With API-driven connections and integration tied into an approval and payment fraud detection and prevention workflow, controls and fraud are enhanced and easily governed. Payment Hub for Payments Fraud Detection Fraud Mitigation Matrix Treasury and finance professionals have many payment fraud detection tools at their disposal. The following list of solutions provides an overview of some the capabilities that today’s tools deliver for mitigating fraud risk. Fraud Mitigation Matrix Solution Key Protections Capabilities Payment Fraud Detection Scenarios Pre-Defined Detection Rules Flags unorthodox payments for further review Easy to customize and come up with your own rules Real-Time Screening AI/Machine Learning Dashboard Screens payments against historical payment data Displays all suspicious payments and prioritizes their resolution Payment Fraud Prevention Workflow Fully Automated Workflow Enables users to resolve outstanding suspicious payments Allows users to determine how detected payments should be managed Enforces separation of duties around a detected payment Designates reviewer(s) by payment rule and specific scenario Provides the ability to assign non-treasury personnel to review payments Features an option to hide alerts from initiators/approvers of a payment Allows scenario-based stopping of payments until resolved Enable to bypass for low-value payments Sets up tiered approvals Reporting & Audit Trails Complete KPI reporting Detected payments are permanently tracked in the system History is maintained indefinitely APIs: The Future of Payments Fraud Detection Real-time payments, which are gradually becoming more prevalent, bring unprecedented visibility and transparency to both the payer and the payee. However, there is also no stopping the transfer of funds once a real-time transaction is executed. Therefore, fraud needs to be prevented in the approval process before a payment request reaches the bank. Building APIs into the payment platform allows users to fully automate bank account validation and payment policy screening, identifying exceptions in real-time. APIs can instantly match payments against third-party data; for example, they can be used for sanctions list screening or verifying the ownership of the bank account to whom your company is paying. By using APIs for third-party system integration with your payment platform, your organization can ensure real-time access to any needed database for account or compliance validation. Exceptional payments can be immediately quarantined for further review, while unexceptional payments process normally. Learnings and Takeaways CFOs and treasurers require a more complete set of payments controls to mitigate modern fraud threats, including artificial intelligence/machine learning and APIs. Organizations have three common areas that make them vulnerable to fraud: technical systems, processes and human error. Modern threats include business email compromise scams, check fraud, wire fraud, deepfake voice fraud, and ransomware. Technologies that can be used to combat fraud include pre-defined fraud detection rules; real-time screening, alerts and notifications; fraud prevention workflows; reporting and audit trails; and payment hubs. As the threats continue to evolve, treasury and finance teams need to heighten their awareness. Interested in learning how to build out payments fraud detection and incident response programs to maximize protection end-to-end? Check out this on-demand webinar. Cybersecurity and fraud experts from Corelight and Kyriba outline fraud defense strategies.

La caja sigue siendo clave, pero para la empresa conocer su valor y la liquidez prevista solo es posible si el tesorero sabe cuánto dinero hay disponible, dónde se encuentra y cuáles son los...

La caja sigue siendo clave, pero para la empresa conocer su valor y la liquidez prevista solo es posible si el tesorero sabe cuánto dinero hay disponible, dónde se encuentra y cuáles son los flujos a futuro.

¿Qué significa el concepto de banco interno o In-House Bank? En el contexto empresarial actual caracterizado por cambios rápidos se exige que los equipos de tesorería líderes tengan visibilidad completa de su liquidez. Los...

¿Qué significa el concepto de banco interno o In-House Bank? En el contexto empresarial actual caracterizado por cambios rápidos se exige que los equipos de tesorería líderes tengan visibilidad completa de su liquidez. Los tesoreros deben afrontar numerosos desafíos derivados del número creciente de entidades, de las relaciones bancarias, las transacciones internas y los préstamos entre empresas.

Un año más, nos reunimos el 2 de marzo de 2022 para celebrar el 4º Foro Anual del Comité Operativo de Tesorería de ASSET. Pudimos ver : Cómo aplicamos la IA para optimizar la...

Un año más, nos reunimos el 2 de marzo de 2022 para celebrar el 4º Foro Anual del Comité Operativo de Tesorería de ASSET. Pudimos ver : Cómo aplicamos la IA para optimizar la tesorería. La banca como servicio: ¿cómo aplicarla en la empresa? Nuevo concepto de interacción entre bancos y empresas. Los nuevos modelos de transformación digital en los que trabajan las grandes empresas de tesorería.

En el cambiante contexto actual, los tesoreros se han de enfrentar a diversos retos, desde los problemas en la cadena de suministro global, la escasez de personal, los ataques de fraude y los continuos...

En el cambiante contexto actual, los tesoreros se han de enfrentar a diversos retos, desde los problemas en la cadena de suministro global, la escasez de personal, los ataques de fraude y los continuos cambios normativos. Para superar todos estos obstáculos, es imprescindible que los tesoreros y los directores financieros cuenten con un plan infalible.

Durante la pandemia, fueron más que habituales las fluctuaciones inesperadas en los niveles de efectivo y liquidez de la mayoría de las organizaciones, consecuencia de una economía internacional volátil y agitada. Los modelos de...

Durante la pandemia, fueron más que habituales las fluctuaciones inesperadas en los niveles de efectivo y liquidez de la mayoría de las organizaciones, consecuencia de una economía internacional volátil y agitada. Los modelos de funcionamiento de tesorería se correlacionan de forma directa con lo bien que se ejecuten y entreguen las previsiones de liquidez y posición de tesorería. El cambio a un centro de tesorería internacional puede suponer una mayor eficacia y visibilidad de los niveles de liquidez, los pagos y las funciones esenciales, como el netting la compensación o los informes interempresariales.

Durante este seminario web podrá aprender cómo las APIs aportan valor agregado a las soluciones de gestión de Liquidez. Hoy en día las APIs son una palanca imprescindible para hacer del flujo de caja...

Durante este seminario web podrá aprender cómo las APIs aportan valor agregado a las soluciones de gestión de Liquidez. Hoy en día las APIs son una palanca imprescindible para hacer del flujo de caja un vector de crecimiento y productividad. Las APIs permiten un mejor intercambio entre los sistemas de información y una solución de gestión de la liquidez.

Con una trayectoria comprobada de más de 20 años en soluciones SaaS de tesorería y finanzas, nuestra extensa y avanzada la protección de sus datos, la seguridad, los controles y sus procesos operativos mantendrán protegida a su empresa.

Cómo apoyamos a su organización Con una trayectoria comprobada de más de 20 años en soluciones SaaS de tesorería y finanzas, nuestra extensa y avanzada la protección de sus datos, la seguridad, los controles y sus procesos operativos mantendrán protegida a su empresa. Kyriba’s Cyber Defense Center Kyriba’s Cyber Defense Center, staffed with experienced professionals provides 24/7, global, follow the sun support. The goal of the Cyber Defense Center and Security Incident Response Team (CSIRT) is to detect and react to computer security incidents, determine their scope and risk, respond appropriately to the incident, communicate the results and risk to all stakeholders, and reduce the impact and likelihood of the incident from reoccurring. At the heart of the CDC, Kyriba runs Splunk as our Security Information and Event Management (SIEM) system. Threat Intelligence Dark Web scanning for compromised credentials, which includes email addresses, usernames and passwords Bolsters our ability to defend against ransomware, credential theft, brand abuse, and other malicious activities both cyber and physical Leveraging industry sources which deliver relevant cyber threat insights in real time Data Loss Prevention (DLP) DLP focuses on detecting and preventing the leakage, loss or misuse of data whether it’s through breaches, exfiltration, or unauthorized use. Kyriba’s approach to DLP covers our endpoints and is an effective tool for us to protect our customers’ data.

Crucial Role of Small and Medium Size Enterprises (SMEs) for Global Economic Development With Supply Chain issues creating shortages across the globe, it is more and more evident that SMEs impact economic development for...

Crucial Role of Small and Medium Size Enterprises (SMEs) for Global Economic Development With Supply Chain issues creating shortages across the globe, it is more and more evident that SMEs impact economic development for a broad spectrum of countries. "There has been a clear and decisive global shift to trade on open account terms. This shift is led by larger corporations and well accepted by SMEs because of lower costs, less processing time and its enhanced attractiveness to buyers.11"   Role of Small and Medium Businesses in Economy and Development Small and medium enterprises (SMEs) are the backbone of economies and societies. They play a crucial role in a country’s overall production and are core to sustainable socioeconomic development. All over the world, there is growing evidence of the significant impact of SMEs in both developed and developing countries. Small and medium-sized businesses are important contributors to employment creation, value creation, poverty alleviation and income generation. They represent about 90 percent of registered businesses worldwide, contributing to more than 50 percent of employment globally (World Bank1). In Organization for Economic Cooperation and Development (OECD) member countries, SMEs are the predominant form of enterprise, accounting for approximately 99 percent of all firms and about 70 percent of jobs on average, and are major contributors to value creation, generating between 50 percent and 60 percent of value added on average (Figure 1). Figure 1: SMEs account for the bulk of employment in the most affected sectors According to the World Trade Organization2, which draws its finding from empirical studies and data sources, and the European Commission, the median GDP contribution of small and medium-sized businesses is 45 percent (55 percent in developed countries, 35 percent in developing countries). SMEs also feature prominently in the UN Sustainable Development Goals, which encourage the growth of these businesses in order to promote inclusive and sustainable growth, full and productive employment, and reputable work for all. "Globally more than half of the requests made by SMEs for trade finance are rejected, compared to only 7 percent for multinational companies."   Support Needed for SMEs Most SMEs, including new, innovative and fast-growing firms, remain heavily reliant on internal resources and traditional bank debt. According to a study by the World Trade Organization10, globally, more than half of the requests made by SMEs for trade finance are rejected, compared to only 7 percent for multinational companies. All of these facts signal the need to support SMEs with solutions beyond the traditional policies and stimulus support that governments and development banks have been providing. This call to action beyond traditional measures is even more essential in today’s COVID-shaken world that is being forced to adapt to a “new normal.” "According to the ICC Global Survey, supply chain finance is one of the innovations most likely to change the trade finance industry.12"   Supply Chain Finance Traditional bank-guaranteed trade finance solutions such as letters of credit and guarantees have been used extensively in the past. However, these solutions are criticized because of required tedious and cumbersome administrative processes as well as significant stress on balance sheets. One of the rising stars in the open account universe is payable supply chain finance, also known as reverse factoring. This solution helps to liberate capital tied in the working capital cycle of buyers and suppliers by enabling suppliers to be paid early while allowing the buyer to maintain, or extend, its payment terms. A supplier usually has to invest upfront capital to purchase raw materials, manufactured goods and deliver goods to the buyer before receiving the payment at the negotiated payment timing. As we discovered earlier, the state of access and cost of this capital for SME suppliers is inequitable. A payable supply chain finance (SCF) solution helps suppliers gain access to capital – most likely at a much lower rate – without waiting for buyers to make payments on invoices. An SCF program is established by a buyer for its suppliers with the help of financial institutions and SCF technology providers. Depending on its own corporate objectives and payment terms benchmarked against market standards, the buyer optimizes its payment terms with suppliers. In order to prevent any negative impact of the new payment terms on its supplier, the buyer makes the approved invoices of the goods and services it purchased available for financing on the SCF platform. The suppliers are then able to “sell” approved invoices of the buyer to the financial institutions partnered by the buyer on the platform. This way, the supplier gets paid right away on the invoices they select on the SCF platform rather than waiting for payment terms to mature. When the invoice comes to its optimized full term, the buyer pays the full amount to the financial institution that now owns the invoice. The invoices are financed at a discounted rate that is based on the credit risk of the buyer instead of that of the supplier. Generally, this discount rate is much cheaper than what a supplier could get on their own from banks, especially if the supplier is an SME or in a developing market. This is why, even with extended terms, suppliers are more likely to have lesser financing costs than they might have to incur with existing payments and their own credit profile. In addition to payment term optimization, buyers leverage SCF programs to achieve other objectives such as strengthening relationships, supporting suppliers and incentivizing suppliers to support sustainability.

“Kyriba provided a great tool that allowed us to delever nearly 30% just by knowing where our cash was, where it was needed, and getting it there in the most efficient manner, eliminating needless...

“Kyriba provided a great tool that allowed us to delever nearly 30% just by knowing where our cash was, where it was needed, and getting it there in the most efficient manner, eliminating needless borrowing. We are a very satisfied client. We utilize Kyriba every day. Kyriba is one of the easiest and most robust applications I have ever used.” Morty Mandel, Director of Finance Operating in over 25 countries, Bray International found themselves in spreadsheet chaos, with limited visibility into global cash positions, resulting in inefficient processes and needless borrowing. With Kyriba, they saw immediate deleverage results and value realization in global visibility and standardized forecasting, with significant gains in productivity. Before Kyriba Decentralized processes using multiple Excel spreadsheets Limited cash visibility resulting in needless borrowing. Non-standard cash forecasting Cumbersome and loss of confidentiality in payments Positive Outcomes with Kyriba Global and centralized visibility into cash positions Standardized cash forecasting Better utilization of cash to service debt Drastically reduced error rate Robust security and confidentiality Improved GL Reconciliation speed and accuracy Modules Implemented Cash Management Cash Forecasting Cash Accounting Financial Transactions Payments GL Reconciliation What’s Next Payment Factory FX Risk Management » 97% productivity gains in reconciliation processes » 30% deleverage even through Covid ABOUT BRAY INTERNATIONAL In 1986 Bray International, Inc. was founded with one objective in mind, to become our customer’s global flow control partner. Bray’s worldwide offices and distribution networks have made us truly global. Offering a comprehensive line of innovative flow control solutions has made us an industry leader. And thanks to our unrelenting commitment to quality and customer service, clients around the world have made us their trusted partner.

Kyriba’s Financial Transactions modules support the tracking and management of debt, foreign exchange, interest rate and investment transactions through a centralized dashboard available to the treasury team and other departments. Kyriba’s Financial Transactions modules,...

Kyriba’s Financial Transactions modules support the tracking and management of debt, foreign exchange, interest rate and investment transactions through a centralized dashboard available to the treasury team and other departments. Kyriba’s Financial Transactions modules, as part of Kyriba’s Treasury Management System, provide complete workflows and flexible reporting capabilities across all transaction types, meeting your organization’s specific needs both today and into the future. Kyriba offers a centralized dashboard of all financial transactions managed by the treasury team to provide 100% visibility and the productivity tools to improve the efficiency of deal tracking, portfolio management, settlements, accounting and reporting.   The lack of visibility into an organization’s investing and borrowing can leave the treasury department feeling exposed to risk and possible fraud, so it is imperative that the process of tracking and managing the organization’s financial transactions facilitate simple and automated workflows to not burden the productivity of an already busy staff. Financial transaction activities should also be integrated with other functions, such as cash position, cash forecasts and payments in order to have complete, timely and accurate visibility. Key Capabilities: Debt, FX, IR derivatives, investment transaction tracking and management Kyriba Market Data option via SIX Telekurs Seamless integration with Kyriba modules Multi-currency translation Document attachment and audit trails Powerful reporting capabilities Security: ISO27001 Certification SOC 1 and SOC 2 compliant Redundant disaster recovery Encryption, authentication and administration Audit trails Reporting: Modifiable dashboards with hundreds of pre-delivered and configurable reports Automated report delivery PDF, Excel and HTML formats Distribute reports via email Kyriba’s Financial Transactions modules deliver a comprehensive set of capabilities that enables clients to easily manage and track a broad set of financial transactions. Kyriba delivers the control that treasury departments require, with tracking, management and valuation – all seamlessly integrated with accounting and other treasury functions through Kyriba’s leading cloud platform. Kyriba’s Financial Transactions modules provide visibility into the investing, borrowing, trading, hedging and intercompany activities that are required to make better decisions, gain control and improve financial processes and reporting.

“Where we have already seen a significant time-savings has been the payments module. In just a few months, having all the feeds into the system from various banks and ERPs, and automatically creating reports...

“Where we have already seen a significant time-savings has been the payments module. In just a few months, having all the feeds into the system from various banks and ERPs, and automatically creating reports and payments from those reports has shown incredible value to our organization. It has been night and day from where we were before.” Christopher Lynn, Cash Analyst   As Lifespace looks to grow their number of communities nationwide, while maintaining best practices and efficiencies in Treasury, Kyriba has been able to adapt to their scale and size, tailoring the modules to accommodate budget while creating value. Before Kyriba Excel-based Daily Funding Multiple reports from multiple different sources Main Drivers to Kyriba Instant visibility into cash positioning Automation of payments process Adaptability to the smaller enterprise Modules Implemented Payments Cash Accounting What’s Next Cash Forecasting Debt & Investment Automated Reconciliation

Tener una visibilidad completa de la tesorería es la principal prioridad junto con la automatización de las tareas manuales. Descubra cómo es posible con un webinar organizado por Yooz & Kyriba.

Tener una visibilidad completa de la tesorería es la principal prioridad junto con la automatización de las tareas manuales. Descubra cómo es posible con un webinar organizado por Yooz & Kyriba.

How one of America’s largest privately held companies put Kyriba technology to work to centralize Treasury functions and achieve strategic level maturity. In 2018, Koch Industries worked with Kyriba’s Value Engineering team to perform...

How one of America’s largest privately held companies put Kyriba technology to work to centralize Treasury functions and achieve strategic level maturity. In 2018, Koch Industries worked with Kyriba’s Value Engineering team to perform a process maturity assessment for their treasury and finance functions. What they uncovered was a definitive need for a TMS to assist in realigning and improving internal processes. Key Challenges Lack of real-time visibility across their global banking landscape. Excessive labor intensity and process disparity in cash management and payment workflows. Ad-hoc bank account management due to sheer volume of banks worldwide. Journey to Digital Transformation While Koch was structured to operate in an Excel environment, their needs had outgrown the limited tools and capabilities Excel offered. Post implementation of Kyriba, Koch Treasury was able to: Achieve 90% on-demand cash visibility into global cash balances, standardizing systematic workflows. Become a better partner for finance and increased collaboration across the organization with centralized information and reporting. Establish themselves as a strategic operation, with best practices in place for operational efficiencies. “Kyriba has enabled us to achieve 90% on-demand cash visibility which meets our needs for daily liquidity management. Having insight as to where cash is and what our balances are globally and in real time, is a HUGE benefit from Kyriba. We never came close to the level of accuracy and efficiency we have now.” Mark Waggoner, Assistant Treasurer at Koch Industries Value Realization: Global Cash Visibility Prior to Kyriba, Koch’s entities operated independently when it came to cash management. When they made the strategic decision to bring all cash and bank management under one platform, they achieved full confidence in their daily cash positioning worldwide. They were also able to centralize treasury operations into one, global treasury team. “We now have a centralized tool that everyone uses globally to standardize how we manage cash and that has created efficiencies in our operating model.” Chris Mitchell, Treasury Director at Koch Industries Modernizing Payment Processes The project wasn’t to simply push all payments to Kyriba. It was a true exercise in modernizing the entire Koch infrastructure while still controlling costs. Kyriba’s payment libraries and standardized workflows improved: Connectivity as a Service through bank formatting and management. Payment visibility through a payments hub. Multiple ERPs connected for seamless workflows. Financial security through better system access controls. “Our payment processes were pretty antiquated before this project. We saw the opportunity with Kyriba to bring those up to more modern standards. It gives us a good platform moving forward to continue to modernize our payment platforms.” Mark Waggoner, Assistant Treasurer at Koch Industries About Koch Industries Koch Industries is one of the largest private companies in America. A diverse set of businesses and industries across the world work together to keep improving and exploring new ways to make life even better.

Introducing Kyriba’s Bank Connectivity as a Service (BCaaS) for financial institutions. Kyriba is offering and expanding our market-leading, proven solution directly to our banking partners. As bank clients continue to invest heavily in state-of-the-art...

Introducing Kyriba’s Bank Connectivity as a Service (BCaaS) for financial institutions. Kyriba is offering and expanding our market-leading, proven solution directly to our banking partners. As bank clients continue to invest heavily in state-of-the-art enterprise resource planning (ERP) systems, integration with those systems has never been more imperative. Unfortunately, the assimilation process is typically very labor-intensive for both banks and corporates with integration projects often lasting 6-12+ months… But there is a better way. Kyriba can reduce time spent on connecting to your clients’ ERPs by more than 90 percent. Kyriba delivers real-time connections using application programming interfaces (APIs), robotic process automation, artificial intelligence, machine learning, and distributed ledger technology. Using Kyriba’s combined ERP APIs and Payment Format Library, your customers can be routing payments files directly from their ERP to your banking platform in matter of weeks. Kyriba’s BCaaS expedites the integration of your customers’ ERP systems into your payment infrastructure. By embedding the bank in your clients’ ERP, their user experience will remain in the ERP for instant access of bank reports and the outflow of payment files. Your clients will never have to log into Kyriba or even be aware of the transformation being managed by our platform. This unique, groundbreaking solution will reduce your implementation costs in the form of efficiency, while delivering value to your customers. Bank Benefits Kyriba’s Bank Connectivity as a Service delivers a world-class corporate-to-bank connectivity solution within our cloud platform and our prebuilt connections to leading ERP vendors, including SAP, Oracle, NetSuite and Microsoft Dynamics 365. Application programming interface (API) connectivity enables automatic access to data in real time, avoiding the need for IT to generate files. Kyriba also has proven experience with other source systems for bank statement reporting, payments, trading portals, cloud platforms and marketing information systems. Increased Relationship Levels Kyriba’s Bank Connectivity as a Service creates more opportunities to develop greater understanding of your client’s transactional business and drive increased deposits and transactions flow. Electronic File Formatting, Transmission We offer pre-defined formats for payments, payment status reports and bank reports, and access to new payment rails. Furthermore, Kyriba takes the onus off you and your clients by providing customized payment fraud management, using detection rules coupled with machine learning. And we monitor connectivity through 24/7 support centers. For 20 years, Kyriba has been building and maintaining payment format variations across the globe in our shared architecture, eliminating the need for our clients to build and test their own formats within their existing ERPs. On the other end of connectivity, Kyriba has been building APIs to the market leading ERPs, streaming the interfaces to quickly pull files into our platform. Your own technical and project resources will have access to our solution to setup customers under the single data base to manage all payment file integrations regardless of source system (ERP or otherwise). Client Benefits Getting a solid foundation of liquidity visibility is the starting foundation for a successful treasury or liquidity project. Borrowing and investment decisions should be made quickly, efficiently, and as early in the day as possible. Alongside connectivity, payments to business partners, vendors, and counterparties is a crucial next step in streamlining and reducing costs in the form of long preparations, approvals or logging into multiple systems. Taking full advantage of Kyriba’s leading practice solutions delivers opportunities to consolidate your clients’ connections and allow them to make accurate and timely payments. Additionally, it can take corporate IT departments six months or more to develop and test custom payments files from ERPs or purchasing systems. Using Kyriba’s combined ERP APIs and Payment Format Library of over 45,000 pre-built and tested global payment formats, your customers can be routing payments files directly from their ERP to your banking platform in matter of weeks. Your customers will realize faster implementation timelines, less rework and greater confidence in your bank’s capabilities through our connectivity, thus delivering value and better retention. A Win-Win With Kyriba’s Bank Connectivity as a Service, you’ll never again have to worry about remaking or modifying your own systems to suit your clients’ needs. And your clients also won’t have to make any adjustments. Instead, you’ll have a single version of the truth, with Kyriba continuing the maintenance of formats to comply with ISO standards and clearing system modifications. Embedded bank connectivity by Kyriba delivers a win-win for financial institutions and their corporate customers, providing better implementation experiences, a superior user interface, and a platform that strengthens bank/client relationships.

Kyriba offers a global pre-connected, multi-bank payments network delivering accelerated payments, bank and ERP connectivity projects, mitigating fraud risk and increasing flexibility and agility for organizations of all sizes. The Kyriba Payments Network centralizes...

Kyriba offers a global pre-connected, multi-bank payments network delivering accelerated payments, bank and ERP connectivity projects, mitigating fraud risk and increasing flexibility and agility for organizations of all sizes. The Kyriba Payments Network centralizes payment activity within one Payments Hub, automating unnecessary tasks, enhancing controls through superior fraud detection and error handling, while giving customers visibility to a complete status cockpit. Kyriba Payments Network delivers our customers an enterprise-wide payment hub and the ability to centralize payment workflows. While maintaining control of cash movements in and out of the organization, the Kyriba Payments Network provides CFOs and their teams with established connectivity to the widest network of global banks, and the ability to manage payments between multiple internal systems such as ERP, Payroll, and Treasury. Kyriba Payments Network is part of an Enterprise Liquidity platform, delivering to our customers a solution with leading practices in centralizing payments workflows, reducing the risk of fraud, holistic payments governance, and optimizing the management of liquidity. Kyriba offers pre-configured connections to your banks and can consolidate payments across your enterprise using leading, flexible and scalable technology solutions. In addition to our global capabilities with long-proven FTP and SWIFT connectivity, Kyriba offers our Open API Platform which acts as a conduit between disparate teams and systems, allowing for real-time data and services across all key workflows. The Open API Platform gives organizations access to new products and services that are accessible through Kyriba’s Developer Portal, which connects FinTech developers to Kyriba’s 2,000+ global corporate clients who have integrated Kyriba into their treasury processes, enterprise payments systems, and ERP platforms. Kyriba also offers standardized payment controls with complete security and separation of duties, alongside real-time payments fraud prevention, compliance and anomaly detection, and sanctions list payment screening. Harness Connectivity-as-a-Service With corporates now at the mercy of dozens of file types, payment methods and thousands of bank variants and specifications, all of which must be specifically coded to ensure successful payment delivery, Treasury and IT often find it difficult to timely keep up. Fortunately, Kyriba’s Bank Connectivity-as-a-Service (BCaaS) approach allows Treasury teams to increase their agility to amend internal systems and 3rd parties, and also future-proof customers amidst unabated connectivity and format changes. Kyriba’s in-house developed BCaaS supports more than 45,000 bank payment scenarios for over 1,000+ banks, while delivering a deep, regularly updated library of formats and connectivity standards to easily access both internal systems (ERPs, etc.) and 3rd parties (banks, bureaus, etc.). With the pre-built bank connections and pre-configured payment formats housed within Kyriba, internal IT resources are no longer needed to build and maintain bank connections, giving treasury teams the freedom to change existing bank relationships, quickly scale their business operations by adding new banks, and have the flexibility to effectively update bank formats - including harmonization to ISO standards. The flexibility to update bank formats and change bank relationships allows corporates to see an increase in bank agility, which provides benefits when organizations are looking to make changes quickly. Being able to make changes on the fly not only empowers teams to implement instant updates, but also ensures that new processes will not disrupt daily workflows and productivity. The ability to scale business operations with new banks allows organizations to expand into new, global markets and better support M&A initiatives. Ultimately, enabling organizations with more agility and scalability supports executive leaders to have more confidence in their decision making to continue to grow their respective businesses. While simultaneously providing 24/7 monitoring of connectivity performance, Kyriba’s BCaaS can also accelerate internal projects, such as ERP upgrades or implementations, by avoiding significant project delays and cost overruns that are a real threat for the implementation of new fraud prevention safeguards. Some of these include generating XML ISO20022 payment format variations, transitioning to API-based bank integration, and updating SWIFT gpi standards. Kyriba’s BCaaS offering provides unparalleled connectivity between enterprise payment systems and payment channels, to ultimately allow organizations to incorporate existing, disparate systems and to scale their business for the global growth they want to see. Digitize To Simplify Payment Workflows By centralizing payment processes, corporations can broaden visibility while standardizing and simplifying payment workflows, thus reducing manual intervention and operating costs. Smart payment netting and routing capabilities help to minimize transaction costs, while supporting dynamic discounting programs and maximizing the utilization of regional cash pools. Kyriba Payments Network extends security and controls for payments with system documented reports and digital audit trails. It delivers on-demand payment configuration, synchronized account signatory management, and strengthens business intelligence for better, informed decision-making. It holistically applies best practice workflows to ensure transparent monitoring and reporting via intelligent, pictorial dashboards, thus enabling finance functions to control and optimize the movement of enterprise wide cash with ease. Strategic payments optimization can now be a dynamic vehicle for ongoing operations, growth and value creation. Prevent Payments Fraud Real-time fraud detection automatically screens payments against government sanction lists, corporate payment policies, and historical data patterns. Kyriba Payments Network Fraud Detection extends the effectiveness of standard payment controls to include real-time detection that stops suspicious payments in their tracks. The module includes customized scoring, centralized alerts, a complete workflow for resolution management, and data visualizations through a drill down KPI dashboard. This ensures only authorized transactions are executed, thus addressing a concern that most CFOs and Treasurers have about potential internal and external attacks on their payment processes. Real-time fraud detection will also screen payments against government sanction lists, corporate payment policies, and historical data patterns. These Kyriba tools strengthen existing controls by automatically quarantining suspicious and non-compliant payments for threat assessment. Kyriba Payments Network enables achievement by CFOs and their organizations: Real-time payments tracking across the enterprise with full transaction visibility, including SWIFT gpi compliance Flexibility in banking partners for the most advantageous relationships, cost savings, and enhanced governance Opportunities to create more shared service centers, implementing netting of POBO (Pay-on-Behalf-of) models and execute cross-border payments Managing payment and discounting terms with suppliers and allow payment services, formats, and standards to be fully managed by Kyriba with no internal IT dependency Providing finance teams with real-time data visualization and payment analytics that strengthen payment decisions Access mobile dashboards to allow approvals by remote users Use out-of-the-box connectivity to access all major regional payment networks (including SEPA, ACH, Fedwire, etc.) and real-time payment (RTP) rails

Kyriba Exposure Reporting es una plataforma de gestión del riesgo de cambio basada en la nube que permite a los profesionales de la tesorería evaluar, supervisar y gestionar las exposiciones al tipo de cambio...

Kyriba Exposure Reporting es una plataforma de gestión del riesgo de cambio basada en la nube que permite a los profesionales de la tesorería evaluar, supervisar y gestionar las exposiciones al tipo de cambio y los riesgos asociados a partir del balance general.

Acompáñanos el 22 de Febrero a las 4pm al evento con nuestro partner Digital Finance Hub en el que aprenderás como la solución de Working Capital ayuda al CFO y responsables financieros a aumentar...

Acompáñanos el 22 de Febrero a las 4pm al evento con nuestro partner Digital Finance Hub en el que aprenderás como la solución de Working Capital ayuda al CFO y responsables financieros a aumentar el flujo de caja libre y mejorar su EBITDA con soluciones de Supply Chain Finance que contribuyen a alargar los plazos de pago y permiten gestionar mejor el capital circulante.

En este Webinar usted podrá aprender cómo extender sus capacidades de Tesorería y Finanzas, gracias a la plataforma de Gestión de Liquidez de Kyriba y la conectividad bancaria y con sistemas de Gestión empresarial,...

En este Webinar usted podrá aprender cómo extender sus capacidades de Tesorería y Finanzas, gracias a la plataforma de Gestión de Liquidez de Kyriba y la conectividad bancaria y con sistemas de Gestión empresarial, lo que permite automatizar los procesos de financieros desde la visibilidad total de las posiciones de efectivo, control de pagos y fraudes, manejo de exposiciones y coberturas de FX, todo con un soporte multi-banco, multi-país e integrado los datos de mercado.

As Supply Chain Finance Evolves and Grows, Stay Ahead of the Curve Now more than ever, CFOs and senior finance leaders are turning to Supply Chain Finance to stabilize their supply chains and minimize...

As Supply Chain Finance Evolves and Grows, Stay Ahead of the Curve Now more than ever, CFOs and senior finance leaders are turning to Supply Chain Finance to stabilize their supply chains and minimize risk of disruption. Demand for working capital solutions continues to grow, and so do the market options. To compete more effectively, Financial Institutions (FIs) can partner with a technology provider who will help them elevate and differentiate their offering – now and over the long term. As a global provider of corporate treasury, payment and liquidity solutions, Kyriba is an ideal partner. Our cloud technology serves more than 2,500 corporate CFOs and treasurers including one quarter of the Fortune 500. Kyriba is a name your customers know and trust. Kyriba Working Capital Solutions Kyriba supports both dynamic discounting and approved payables financing (supplier finance), including a special hybrid of both. FIs can enable customers to self-fund their suppliers and then seamlessly switch to bank funded SCF as needed to ensure continuity. Receivables Financing is in pilot phase and Purchase Order Financing will be supported in 2023. Kyriba’s SCF solutions prioritize the customer experience - from supplier onboarding to ERP integration to funding requests and reporting. System users enjoy a seamless experience, keeping informed and engaged without sacrificing convenience. Accolades and Awards Kyriba’s been recognized as “best in class” by Aite Group and was awarded “Best Supplier Engagement”, “Best Dynamic Discounting”, and “Best Open Banking” by Global Finance Magazine. Kyriba Supply Chain Finance – Leading Technology, Security and Support Corporate ERP Connectivity Experts At Kyriba we know ERP connectivity with extensive integration experience across our global customer footprint. We support both API and host to host options for SCF and beyond. Strong White Labeling Functionality Kyriba makes it easy to deliver a fully integrated product that can be customized and branded to proper specifications. This includes marketing and web site content, translations, URLs, privacy notices, email templates, and branded web portals. Quick Time to Market Financial institutions can get up and running quickly with Kyriba thanks to proven SaaS infrastructure and a design team that helps to set up and model the SCF program. Flexible Backend Integration Kyriba’s SCF solutions are designed to interface with a wide variety of third-party banking applications – including trade finance, payment and core banking systems. Bank Level Security and Data Protection Financial institutions and their clients require the highest levels of security. Kyriba delivers across four pillars of security: physical security, vendor security, application security and process security, including SOC 1 Type II and Soc 2 Type II certification. Finance data is also secured with ISO 27001 certification. A Proven Global Approach Kyriba enables SCF anywhere and everywhere with support for 23 languages, global implementation capabilities, global onboarding teams and a “follow the sun” support service approach. Why Partner with Kyriba for Supply Chain Finance Customer facing and focused solutions – address the most critical differentiators Fully integrated SCF and TMS solutions can be white labeled together for maximum benefit Modular solutions – only white label what you need Supplier Onboarding can be used independently and leveraged bank wide We don’t fund. We support rather than compete with our FI partners Our Partnership extends beyond technology, we will work with your FI to Aite ensure mutual success!

Kyriba Delivers Quick and Easy Connectivity and Integration for Your Systems Kyriba’s in-house, leading Enterprise Connectivity as a Service gives our customers a complete connectivity solution encompassing ERPs, internal financial systems, third party providers,...

Kyriba Delivers Quick and Easy Connectivity and Integration for Your Systems Kyriba’s in-house, leading Enterprise Connectivity as a Service gives our customers a complete connectivity solution encompassing ERPs, internal financial systems, third party providers, and over 1,000 out-of-the-box, pre-configured, pre-tested connections with financial institutions across the globe. Kyriba’s solution includes application processing interfaces (APIs) delivering real-time integration, payments and reporting. Kyriba Connects to 1,000 Banks Globally. Connectivity Options for ERPs, Finance Systems, and Your Banks Bank Connectivity Open API Direct bank (FTP) connections SWIFT Connectivity (gpi compliant) Extensive coverage of networks (ACH, Fedwire, EBICS, BACs, EDITRAN) SWIFT Service Bureau SWIFT Alliance Lite2 Statement Concentrator Regional and Country Protocols Bank Format Transformation Enterprise Connectivity Fast, ready, connectivity for SAP, S/4HANA, Oracle ERP Cloud, Workday, MS Dynamics, NetSuite Real-time integration: cash, forecasting, payments, reporting Real-time integrations for new bank reporting Master data and GL synchronizations Eliminates batch processing Kyriba Connectivity We give organizations of all sizes global connectivity potential through leading API and direct connections across your banks, internal systems and 3rd parties. Open API Connectivity Kyriba’s Open API hub enables treasury, finance and IT teams to transform the way they access and consume information. With its API-first approach, Kyriba is building a marketplace of real-time connections to apps, data, and new products and services that inject data-driven decision-making into every financial operation. Kyriba has extended its APIs to cover all key workflows required by customers, such as reference data management, payments, liquidity, and supply chain financing to offer full accessibility and a great experience for our customers and development partners. SWIFT Connectivity SWIFT is the gold standard when it comes to connecting to banks globally. Kyriba offers multiple SWIFT connectivity options: Kyriba’s SWIFT Service Bureau offers clients their own SWIFT BIC, which includes SWIFT membership and enables unlimited volumes of payments and statements. SWIFT Alliance Lite2 has all the advantages of the Service Bureau but at a lower cost for those with reduced payment volume needs. Kyriba’s MT Concentrator service allows organizations to utilize a SWIFT BIC11 specifically provisioned for Kyriba clients, without the requirement (or cost) of becoming a SWIFT member. ERP Connectivity Kyriba provides critical connectivity for corporations to their internal ERP systems with connectivity to all major ERPs, including SAP, S/4HANA, Workday, Oracle, NetSuite, Microsoft Dynamics, as well as others. Our certified connectors accelerate implementations, while also reducing IT costs. Our connectivity to ERPs uses APIs, where possible, to access data in real time and return automatically as soon as ready, avoiding the need for IT to generate files.

Impulso del crecimiento sostenible y las oportunidades de desarrollo para pequeñas y medianas empresas mediante programas de Supply Chain Finance (SCF). Impulso del crecimiento y la rentabilidad mediante soluciones de Working Capital. Las empresas...

Impulso del crecimiento sostenible y las oportunidades de desarrollo para pequeñas y medianas empresas mediante programas de Supply Chain Finance (SCF). Impulso del crecimiento y la rentabilidad mediante soluciones de Working Capital. Las empresas de todo el mundo generalmente operan en dos posiciones de efectivo opuestas: un déficit de efectivo o un superávit de efectivo.

Hacer que los pagos en tiempo real sean una realidad para los equipos de finanzas y tesorería. ¡Envíe el formulario para recibir el eBook!

Hacer que los pagos en tiempo real sean una realidad para los equipos de finanzas y tesorería. ¡Envíe el formulario para recibir el eBook!

Centralización de pagos para mejorar la eficiencia y reducir el fraude. ¡Envíe el formulario para recibir el eBook!

Centralización de pagos para mejorar la eficiencia y reducir el fraude. ¡Envíe el formulario para recibir el eBook!

Los directores y líderes financieros tienen la responsabilidad de generar flujo de caja adicional disponible y mejorar el EBITDA en sus organizaciones. Para ayudar a sus clientes corporativos y diferenciarse de la competencia, cada...

Los directores y líderes financieros tienen la responsabilidad de generar flujo de caja adicional disponible y mejorar el EBITDA en sus organizaciones. Para ayudar a sus clientes corporativos y diferenciarse de la competencia, cada vez más instituciones financieras recurren a proveedores de tecnología financiera, como Kyriba, para crear programas de marca blanca destinados al financiamiento de la cadena de suministro

Business Intelligence de Kyriba va más allá de los informes de gestión tradicionales ya que permiten visualizar los datos y utilizar cuadros de mando interactivos para transformar datos financieros en información útil para la...

Business Intelligence de Kyriba va más allá de los informes de gestión tradicionales ya que permiten visualizar los datos y utilizar cuadros de mando interactivos para transformar datos financieros en información útil para la toma de decisiones.

La optimización del capital de trabajo es un objetivo estratégico para los directores financieros que luchan por generar valor de los resultados finales y un flujo de caja disponible. Kyriba ofrece dos beneficios de...

La optimización del capital de trabajo es un objetivo estratégico para los directores financieros que luchan por generar valor de los resultados finales y un flujo de caja disponible. Kyriba ofrece dos beneficios de peso a los directores financieros: la capacidad de mejorar el capital circulante y la posibilidad de aumentar los ingresos netos.

La gestión de la liquidez de la empresa se traduce en un valor de 490 000 USD en menos de tres meses Cenveo necesitaba encontrar una forma de mejorar la visibilidad de su liquidez...

La gestión de la liquidez de la empresa se traduce en un valor de 490 000 USD en menos de tres meses Cenveo necesitaba encontrar una forma de mejorar la visibilidad de su liquidez global y de proporcionar información bajo petición sobre el rendimiento de sus objetivos estratégicos de liquidez. Su transformación digital de la gestión de la liquidez de la empresa con Kyriba obtuvo resultados decisivos con carácter inmediato: Desafíos clave La dirección ejecutiva precisaba información sobre liquidez procesable y en tiempo real, y análisis de escenarios a la carta. Los procesos de tesorería dispares, laboriosos e incoherentes consumían 729 horas al mes en un equipo pequeño. La excesiva intensidad del trabajo y la disparidad de procesos de gestión de tesorería, previsión de tesorería y flujos de pagos suponía un esfuerzo de gestión de más de siete horas diarias. Proceso de transformación digital La firma de consultoría Clearsulting realizó una evaluación integral de Cenveo y destacó la necesidad de un software de gestión de la liquidez. Clearsulting ayudó a mejorar el proceso de aprobación de facturas y pagos, optimizó los procesos de previsión de tesorería y de contabilidad, y dirigió las actividades de implementación. Cenveo recurrió a la evaluación de valor colaborativa (CVA) de ingeniería del valor Kyriba para ayudarse a valorar qué cambiar, por qué cambiarlo, y por qué ahora. " El paso más decisivo de nuestro proceso de evaluación de soluciones incluyó hacer uso del servicio de ingeniería de valor Kyriba, que nos ayudó a documentar qué necesitamos, por qué lo necesitamos, y por qué este es el momento adecuado para hacerlo" Benjamin Seal, vicepresidente de Tesorería Realización de valor: 657 horas mensuales La evaluación de realización de valor (VRA) permitió a Cenveo realizar la revisión del estado actual tras la implementación de Kyriba, lo que se tradujo en una mejora de la productividad del 90 % que incluyó, entre otras cosas: Gestión de tesorería: 100 % de visibilidad de la liquidez en tiempo real, ganancia de productividad de 95 horas mensuales. Cash Forecasting: 43 % de mejora en la precisión de las previsiones de liquidez, ganancia de productividad de 113 horas mensuales. Optimización de pagos de liquidez: el aumento de la integridad de los datos y de los controles de flujos evitó la pérdida de descuentos, con una ganancia de productividad de 137 horas mensuales. Cenveo y Kyriba: una colaboración comercial estratégica Supply Chain Financing: evaluación del potencial de crecimiento de 17,7 millones de dólares en beneficio del flujo de caja. Reclamaciones por cese de actividad: comenzar el proceso de reclamación para obtener un beneficio estimado de 1 millón de dólares.

Applying Principles of Quality and Efficiency from the Manufacturing World to Treasury and Finance to Achieve More Efficient FX Risk Management One of the principal tenets of Lean is a focus on customer value....

Applying Principles of Quality and Efficiency from the Manufacturing World to Treasury and Finance to Achieve More Efficient FX Risk Management One of the principal tenets of Lean is a focus on customer value. Activities that do not have a direct bearing on the value of the product or end result are targeted for elimination. Our customers, using our platform and Lean principles work to transition their foreign currency related systems and processes to create greater automation and efficiency.

Le esperamos junto con nuestro equipo internacional de Supply Chain Finance, para que descubra cómo Kyriba ayuda a los directores financieros y a los líderes estratégicos de alto nivel a impulsar el flujo de...

Le esperamos junto con nuestro equipo internacional de Supply Chain Finance, para que descubra cómo Kyriba ayuda a los directores financieros y a los líderes estratégicos de alto nivel a impulsar el flujo de caja libre y a mejorar el EBITDA con soluciones de financiación de pagos anticipados que apoyan la ampliación del plazo de las cuentas por pagar o la mejora del rendimiento del efectivo.

Asegurar mi cadena de suministro

Asegurar mi cadena de suministro

Kyriba’s Enterprise Liquidity Management Platform offers Connectivity, Payments, Treasury, Risk and Working Capital solutions delivering visibility, controls, productivity and data-driven decision making for CFOs and their teams. Delivered through our open API developer platform...

Kyriba’s Enterprise Liquidity Management Platform offers Connectivity, Payments, Treasury, Risk and Working Capital solutions delivering visibility, controls, productivity and data-driven decision making for CFOs and their teams. Delivered through our open API developer platform and Marketplace, finance gains access to new products and services coupled with enterprise-wide integrations with banks, ERPs, third party systems, and internal data sets. With Kyriba, CFOs can see, protect, grow, and move liquidity with unprecedented velocity, precision, and efficiency. Products Treasury and Risk Management Connectivity Payments Working Capital Solutions Coverage Enterprise Organizations Mid-Sized Companies Industry Verticals Domestic and Global Organizations Open Cloud Developer Portal API-Driven Analytics and Data Visualization SOC2/ISO27001 Certified Kyriba combines these leading products to deliver a proven, holistic Enterprise Liquidity Management platform with open end-to-end connectivity across your systems and banking partners. Treasury & Risk Management Kyriba provides CFOs and treasurers with the visibility and reporting they need to optimize cash returns, control bank accounts, drive reporting and compliance, and manage liquidity. TREASURY MANAGEMENT SYSTEM Cash Management Complete cash visibility with flexible cash position dashboards and full reconciliation capabilities makes it easy to view prior-day and intraday postings. Cash Forecasting Kyriba offers extensive options for modeling and measuring the effectiveness of forecasts, so clients can extend the accuracy and horizon of their cash forecasting. Cash Pooling and In-house Banking Clients can manage notional and physical cash pools to offer real-time intercompany positions, interest calculations and automated reporting. Multilateral Netting Multilateral netting calculates net payables and receivables positions by participant, optimizing exposure management and in-house bank integration. Bank Relationship Management Bank account management (BAM), signatory tracking, FBAR reporting and bank fee analysis provide improved control of bank accounts and more transparency into bank fees. Financial Transactions Fully track treasury financial transactions for your investments, debt, and risk instruments with complete integration to the payments, accounting and cash forecasting modules. Accounting and Compliance Journal entries can be generated for all cash and liquidity models. With automated ERP integration with the general ledger, Kyriba delivers bank-to-book reconciliation for monthly matching of bank actuals with uploaded accounting balances. RISK MANAGEMENT FX Exposure Management In-depth analytics drive visibility into currency exposures and enable better assessment, mitigation and reporting of currency impacts on earnings and financial statements. Mark-to-Market Valuations Kyriba supports full valuation capabilities, including credit risk and CVA/DVA support, leveraging Kyriba’s integrated market data. Derivative and Hedge Accounting Derivative and hedge accounting capabilities for FX and interest rate hedging programs offer full support for FASB, IFRS and local GAAP requirements. Lease Accounting Intuitive workflows support IFRS16 lease accounting standards, including lease management, calculations and general ledger integration. Non-Financial Risk Management Kyriba delivers enterprise wide payment fraud detection and advanced security services which provide strategic business value and risk mitigation and include regulatory compliance and automated scrutiny of bank account management. Connectivity Kyriba’s in-house developed, leading Enterprise Connectivity-as-a-Service gives our customers a complete connectivity solution for ERPs, internal financial systems and a large global selection of over 600+ ‘out of the box’ pre-configured, pre-tested connections with financial institutions across the globe. Kyriba’s solution includes application processing interfaces (APIs) delivering real-time integration, payments and reporting. Kyriba delivers the largest global banking network, multi-ERP connectivity, omni-channel payments experience, and real-time connections using robotic process automation, artificial intelligence, and distributed ledger technology. Kyriba delivers the largest global banking network, multi-ERP connectivity, omnichannel payments experience, and real-time connections using machine learning, artificial intelligence, and advanced solutions with leading practices built in. Key Features and Benefits Out-of-the-box connectivity to multiple ERPs (GL, reporting, market data feeds, working capital solutions like supply chain financing) Pre-defined Formats for Payments, Payment Status Reports and bank reports; access to new payment rails (distributed ledger, real-time payments) Liquidity Data Hub - single store of all daily cash transactions performed on any client bank account Central point of static and security access data (Supports SSO capabilities) Regional and Country Protocols Future-proofs customers against future connectivity and format changes 24/7 monitoring of connectivity performance Value Drivers for Companies Faster payments, reporting and finance implementations for ERPs, Treasury, Finance projects Easier onboarding of new business units (i.e., M&A activity support) Consolidate ERP to partner bank payment and reporting transmissions Cost savings and efficiency gains Greater visibility to costs, payments fraud risk and mitigation effectiveness Increased internal policy compliance 99.9% up-time, disaster recovery embedded in our solution Kyriba has customers that connect directly to over 1,000 banks globally. HOST-TO-HOST DIRECT CONNECTIONS Kyriba offers ‘direct-to-bank’ host-to-host connections via Secure FTP to hundreds of banks and is working with some of the largest global banks to establish direct API-based connectivity. This will require no intermediary services or networks, to minimize transaction costs and bank fees. Host-to-host connections are often used for high volume bank relationships in combination with other connectivity methods to minimize connectivity charges and increase speed and security. OPEN API CONNECTIVITY AND INTEGRATION More than just bank connectivity, our Open API platform gives your organization access to new products and services – in real-time. One API connects customers to our 1,000 predeveloped bank connectors and 50,000 payment format scenarios. Our solution is ready now and does not require custom development, coding or special project implementation. REGIONAL AND COUNTRY PROTOCOLS Many countries often require the use of regional networks that support connections to local banking partners. Kyriba connects to many of these special, regional or country-specific networks: Zengin and Anser in Japan EBICS in France and Germany BACS and Faster Payments (including the Direct Corporate Access option) in the UK CBI in Italy EDITRAN in Spain SWIFT CONNECTIVITY SWIFT is the gold standard when it comes to connecting to a large number of banks worldwide. SWIFT Service Bureau Kyriba’s SWIFT Service Bureau offers clients their own SWIFT BIC, fully managed by Kyriba, which includes SWIFT membership and enables unlimited volumes of payments and statements. Leveraging MQ messaging for higher transmission speeds, it is specialized for higher connectivity volumes and those wanting a completely managed SWIFTNet service, including complete monitoring of end-to-end bank connectivity. GLOBAL SAAS OPERATIONS AND SECURITY SaaS Mode of Operations on a secured 24/7 UI available in 13 languages Business Continuity services (with 99.9% uptime SLAs) Disaster Recovery Point and Time Objectives (RPO / RTO) Seamless Upgrades Best in Class Security process Payments Kyriba offers a global, real-time payments solution through pre-connected, multi-bank payments hub solutions along with instant fraud detection for enterprise payments processes including treasury or ad hoc payments. With complete security and separation of duties, Kyriba offers standardized payments controls alongside real-time payments fraud detection and sanction list payment screening. Treasury Payments Automated payments allow teams to initiate, approve and transmit treasury payments in compliance with their organization's payment policy. With Kyriba, treasury can standardize payments control to increase resilience against fraud and cybercrime. Payments Hub Kyriba offers a complete payments hub for initiation, management and delivery of supplier and corporate payments to bank and non-bank payment channels. Kyriba's 45,000+ payments format scenarios offer the most complete ERP-to-bank connectivity, eliminating the need to manage bank protocols and format transformation in house. Payments Connectivity Kyriba supports multiple connectivity channels, including SWIFTNet, Open APIs, host-to-host and country networks, so clients can maximize automation, ensure payments security and minimize total costs. Kyriba offers the most connectivity options globally. Payments Fraud Detection Kyriba’s fraud detection module offers scenariobased, real-time detection and prevention of suspicious payments activity, to ensure that digitized payments policies and procedures are enforced at all times. WORKING CAPITAL Kyriba delivers a best in class technology solution, giving CFOs tools and programs to boost free cash flow and improve financial results with early payment financing solutions that support payables term extension or improved return on cash. Working Capital – Beyond Technology Kyriba goes beyond technology in providing a full service market-leading working capital offering. Whether this is through our in-depth working capital analysis that lays quantitative groundwork for the working capital solution or the customized program design whereby we will define program KPIs and work to achieve a program that meets all stakeholders needs including funding strategies. Supporting the Procurement Function Kyriba's Working Capital team supports your procurement function, empowering your teams with the required tools to achieve success and lastly to use our award winning supplier on-boarding solution alongside our international, multi-lingual supplier onboarding team to ensure we deliver on your program strategy. Kyriba delivers an all-in-one Working Capital and Payments solution through our Enterprise Liquidity Network. Now actionability for purchase orders and invoices can be delivered in a single global platform. As a bank-independent solution Kyriba gives you the option to leverage leading practice technology and services to access SCF liquidity in the most efficient and flexible ways to meet your program objectives: Control and ownership - As the owner of your program, our funding model puts our partners in control. Bank Relationship - You can select and reward multiple key relationship banks. Risk - Eliminate single bank risk and diversify funding sources. Pricing - The competitive nature of our open solution, drives bank competition and best pricing at all times. Kyriba is not a funder - We are not beholden to any specific credit risk process or supplier onboarding policy. Supply Chain Finance Supply chain finance provides suppliers with a complete reverse factoring solution to extend DPO (days payable outstanding) with full integration between the buyer, the supplier and the financing partner. Kyriba’s supply chain finance platform is ideal for organizations looking for term extensions on their payables to improve cash flow performance. Dynamic Discounting Dynamic discounting programs are best suited for organizations that have excess cash and liquidity, and are looking for an alternative to low-yield, short-term investments to earn risk-free returns on cash. With Kyriba, buyers can structure early payment programs in return for dynamically calculated discounts. Receivables Finance Kyriba's Receivables Finance solution accelerates payment on your receivables to get cash into the business quickly, where needed, giving CFOs a new tool to optimize working capital and strengthen the balance sheet. Seamless integration across your entire platform means easier liquidity management and working capital stability.

Are you a treasury professional working in or planning to expand into the Asia-Pacific region? With 12 chapters on topics such as liquidity management, short-term borrowing and financial risk management, this handbook gives guidance...

Are you a treasury professional working in or planning to expand into the Asia-Pacific region? With 12 chapters on topics such as liquidity management, short-term borrowing and financial risk management, this handbook gives guidance on the core tasks of a regional treasury center and explores the topics and emerging trends that shape the Asia-Pacific region.

La crisis por la pandemia ha presentado retos importantes por el incremento del Cyber-Crimen y el Fraude, todo esto debido a las vulnerabilidades que representa en algunas organizaciones el trabajo remoto. Ahora más que...

La crisis por la pandemia ha presentado retos importantes por el incremento del Cyber-Crimen y el Fraude, todo esto debido a las vulnerabilidades que representa en algunas organizaciones el trabajo remoto. Ahora más que nunca donde el fraude en pagos se ha incrementado más de 600% por la crisis. Las mejores prácticas para la protección de datos, así como el control de los procesos de punta a punta de pagos se vuelven fundamentales para proteger los recursos de la organización.

Enterprise Liquidity Management results in $490K value in less than 3 months Cenveo needed a way to improve visibility into overall liquidity and provide management on-demand insights into the performance of their strategic liquidity...

Enterprise Liquidity Management results in $490K value in less than 3 months Cenveo needed a way to improve visibility into overall liquidity and provide management on-demand insights into the performance of their strategic liquidity objectives. Their digital transformation in Enterprise Liquidity Management through Kyriba saw immediate, impactful results. Key Challenges Executive leadership needed reliable, real-time, actionable liquidity insights and on-demand scenario analysis. Disparate, labor intensive, and inconsistent treasury processes consumed 729 hours/month across a small team. Excessive labor intensity and process disparity in Cash Management, Cash Forecasting and Payment Workflows required more than seven hours a day to manage. Journey to Digital Transformation Consulting firm Clearsulting executed a wholistic evaluation of people, systems, and processes, highlighting the need for liquidity management software. Once the requirements were understood, Clearsulting helped improve the invoice approval and payment process, optimized cash forecasting and cash accounting processes, and led the implementation of Cenveo's Kyriba solutions. Cenveo leveraged Kyriba Value Engineering’s Collaborative Value Assessment (CVA) to help evaluate what to change, why change it, and why now. “Kyriba’s Enterprise Liquidity Management platform achieved the CFO’s objective or reliable timely liquidity insights and enabled my team’s transformation from tactical to strategic business partner.” Benjamin Seal, VP Treasury   Value Realization: 657 Hours Per Month The Value Realization Assessment (VRA) enabled Cenveo to provide the current state review post Kyriba deployment, resulting in 90% productivity improvement, including but not limited to: Cash Management: 100% real-time liquidity visibility, 95 hours per month productivity gain. Cash Forecasting: 43% liquidity forecast accuracy improvement, 113 hours per month productivity gain. Liquidity Payment Optimization: Increases in data integrity and workflow controls ensured no loss of discounts, 137 hours per month productivity gain. “The most critical step in our solution evaluation process included leveraging Kyriba’s Value Engineering service that helped us document what we need, why we need it, and why now is the time to execute.” Benjamin Seal, VP Treasury   Cenveo & Kyriba: Strategic Business Partnership Supply Chain Financing: Evaluating upside potential of $17.7M in cash flow benefit. Business Interruption Claims: Beginning the process of filing for an estimated $1M benefit. About Cenveo Cenveo is the world leader in the management and distribution of print and related offerings, encompassing 20 facilities across the United States with a long history of delivering top value for customers.

Patrick Klein - Head of Treasury, y Elena Maria Mori - Treasurer en Buzzi Unicem S.p.A, una empresa italiana especializada en el sector del cemento y los derivados, con sede en Casale Monferrato, en Piamonte...

Patrick Klein - Head of Treasury, y Elena Maria Mori - Treasurer en Buzzi Unicem S.p.A, una empresa italiana especializada en el sector del cemento y los derivados, con sede en Casale Monferrato, en Piamonte (Italia), comparten su experiencia sobre la implementación de la solución Kyriba.

El papel de las pequeñas y medianas empresas en la economía y el desarrollo. Las pequeñas y medianas empresas (pymes) son la columna vertebral de las economías y las sociedades, ya que desempeñan un...

El papel de las pequeñas y medianas empresas en la economía y el desarrollo. Las pequeñas y medianas empresas (pymes) son la columna vertebral de las economías y las sociedades, ya que desempeñan un papel fundamental en la producción global de un país y son cruciales para lograr un desarrollo socioeconómico sostenible. En todo el mundo, resulta cada vez más evidente el considerable impacto de las pymes, tanto en los países desarrollados como en los que se encuentran en vías de desarrollo.

Kyriba lleva colaborando desde 2018 con grupos de trabajo oficiales, organismos sectoriales, prestigiosas empresas de contabilidad y otros participantes en los mercados de todas las regiones afectadas por este cambio.

Kyriba lleva colaborando desde 2018 con grupos de trabajo oficiales, organismos sectoriales, prestigiosas empresas de contabilidad y otros participantes en los mercados de todas las regiones afectadas por este cambio.

As the leader in connectivity for treasury and finance systems, Kyriba maximizes the power of APIs to drive liquidity transformation for CFOs and treasurers. Kyriba’s Open API hub enables treasury, finance and IT teams...

As the leader in connectivity for treasury and finance systems, Kyriba maximizes the power of APIs to drive liquidity transformation for CFOs and treasurers. Kyriba’s Open API hub enables treasury, finance and IT teams to transform the way they access and consume information. What is an API? APIs allow software applications to exchange data in real-time, eliminating file processing. They also reduce implementation time for system integration, standardize onboarding, and provide instant access to information from internal systems or external partners, like banks. APIs facilitate an open ecosystem that allows for third-party developers to build applications on top of the API provider’s platform. They expedite the flow of bank data, providing corporate treasury and finance departments with a host of benefits, including: Real-time payments Immediate notification of transaction settlements Fraud detection Extended remittance information Less reliance on credit lines Lower risk of overdrafts Elimination of batch processing Instant confirmation of FX deals ERP and system integrations Banking APIs Kyriba connects with over 1,000 global banks using a variety of connection protocols, including APIs, H2H and SWIFT. Banking services supported by APIs include real-time payments, payment status, bank balance updates, bank statements and transaction reporting, and SWIFT gpi payment tracking. Kyriba clients can already access these services using Kyriba’s real-time API connectors to all major banks including Bank of America (CashPro), Barclays, BNP Paribas, BNY Mellon, Citi, Deutsche Bank, HSBC, J.P. Morgan, Societe Generale, Standard Chartered, US Bank, and Wells Fargo. More banks are added to this list every month. While API connectivity is transparent to the user, it brings key advantages over a file-based approach, such as immediate response from banks and the ability to receive new data and notifications in real-time. ERP APIs Kyriba already connects over 10,000 ERP instances, including pre-developed, real-time API connectors to SAP, Oracle, NetSuite, Microsoft D365, and many other ERPs. Kyriba’s ERP API connectors provide real-time data flows, including event-based notifications. Kyriba can also push instant updates, like changes in payment status, to your ERP. Kyriba’s ERP API package delivers: Out-of-the-Box ERP Integrations for Kyriba workflows: These include cash forecasting, payment initiation, payment confirmations, cash and financial instrument accounting, and GL reconciliation ERP Connectivity Wizard: This self-service, context-driven experience allows for the setup of ERP-to-Kyriba connectivity and provisioning for partners and customers via the development portal ERP Package Downloads: Kyriba enables self-service access to ERP-side integration components and documentation Open API for ERPs: Kyriba supports direct-connect API endpoints for additional ERP integrations Open API Platform Kyriba’s Open API platform enables treasury, finance, and IT teams to transform the way they access and consume information. While other providers may offer APIs as additional features, Kyriba has taken an API-first approach; we build all functionalities inside the Kyriba platform, making them accessible through Open APIs. Kyriba has also extended its Open APIs to cover all key workflows required by customers, such as reference data management, payments, liquidity, and supply chain financing to offer full accessibility and a great experience for our customers and development partners. Kyriba’s Open APIs act as a conduit between disparate teams and systems, allowing for real-time data exchange. Through our platform, antiquated processes like manual logins to bank portals and reliance on Excel spreadsheets are remnants of the past. Developer Portal and App Marketplace Kyriba’s Developer Portal allows developers, implementation partners and Kyriba clients to build new applications and use cases. Registration is free of charge with immediate access to the API catalog, documentation, samples, sandbox and more. The Kyriba Marketplace is a global liquidity network offering apps, data and connectivity solutions to our customers and partners. Apps can be published in the marketplace free of charge. Kyriba forms partnerships with best- in-class fintech solution providers to innovate and enhance the Kyriba offering with new apps that shorten time to market. The marketplace currently features some of the world’s leading financial institutions, ERP providers, payments solutions and investment management companies. API-Integrated Workflows Managing cash and investments should be a tightly connected workflow. Kyriba and ICD have partnered on a fully automated end-to-end workflow that delivers real-time visibility into cash and short-term investments. With this API integration, your system of record will fully capture all aspects of your liquidity position, allowing treasury to manage liquidity, analyze risk and integrate reporting more effectively. Additionally, joint clients can sweep excess bank balances into money market funds in ICD’s portal from their Kyriba dashboard. For example, MetLife went live with Kyriba in 2020, with a goal of streamlining its heavily manual cash forecasting processes. Kyriba’s APIs enabled the cash management team to pull data whenever needed. This provided the team with more time to analyze the forecast, which in turn improved MetLife’s working capital. After lowering working capital balances, MetLife needed to invest those funds but also keep them fully liquid. Kyriba’s and ICD’s API connector allows MetLife to sweep excess cash into a wide range of money market funds that provide the highest yield. APIs Deliver Enterprise Value Finance leaders looking to transform processes, modernize technology and unlock greater business value need to think about how to incorporate APIs wherever they can to unify data, compose financial systems, and streamline processes to drive greater efficiency. APIs may start with bank connectivity, but their value to the bottom line is much more than that. CFOs who are ready to embrace APIs are extending their thinking well beyond bank connections and embracing the entire opportunity. "It gives us a win-win solution; we get a large selection of funds and we get API calls to be able to streamline the trade process.” Tom Lenahan AVP, Global Cash Management, MetLife

¿Cómo optimizar los tiempos y costos de conectividad bancaria y Gestión de Liquidez? Los proyectos de migración, upgrade o cambio de ERP tienen una complejidad importante, y uno de los componentes críticos es la...

¿Cómo optimizar los tiempos y costos de conectividad bancaria y Gestión de Liquidez? Los proyectos de migración, upgrade o cambio de ERP tienen una complejidad importante, y uno de los componentes críticos es la conectividad con los bancos, para la Gestión de Posiciones de efectivo y la dispersión de Pagos.

GUÍA DE LA AFP® - En Kyriba, nos sentimos orgullosos y entusiasmados por nuestra contribución continuada a la serie de tesorería en la práctica de la AFP, en la que se incluye su publicación...

GUÍA DE LA AFP® - En Kyriba, nos sentimos orgullosos y entusiasmados por nuestra contribución continuada a la serie de tesorería en la práctica de la AFP, en la que se incluye su publicación más reciente sobre cómo identificar valor para la tesorería mediante automatización, Machine Learning e inteligencia artificial.

​Acompáñanos el 14 de Septiembre al evento con nuestro partner Digital Finance en el que aprenderá como otras corporaciones como la vuestra han liberado su liquidez y la han transformado en un vehículo dinámico...

​Acompáñanos el 14 de Septiembre al evento con nuestro partner Digital Finance en el que aprenderá como otras corporaciones como la vuestra han liberado su liquidez y la han transformado en un vehículo dinámico para el crecimiento y revalorización de la empresa.

Acompáñanos el 28 de Septiembre al evento con nuestro partner Digital Finance en el que aprenderá como la solución de Working Capital ayuda a los CFO y responsables financieros a aumentar el flujo de...

Acompáñanos el 28 de Septiembre al evento con nuestro partner Digital Finance en el que aprenderá como la solución de Working Capital ayuda a los CFO y responsables financieros a aumentar el flujo de caja libre y mejorar su EBITDA con soluciones de Supply Chain Finance que contribuyen a alargar los plazos de pago y permiten gestionar mejor el capital circulante.

La dinámica actual de los negocios, hace necesaria la transformación digital en diversas areas de las organizaciones, y los departamentos financieros y de tesorería no son la excepción.

La dinámica actual de los negocios, hace necesaria la transformación digital en diversas areas de las organizaciones, y los departamentos financieros y de tesorería no son la excepción.

Directores financieros, su misión de financiar el crecimiento de su empresa se enfrenta a dificultades diariamente: Procesos financieros manuales que son fuente de errores e ineficiencias. Falta de visibilidad y control sobre su tesorería...

Directores financieros, su misión de financiar el crecimiento de su empresa se enfrenta a dificultades diariamente: Procesos financieros manuales que son fuente de errores e ineficiencias. Falta de visibilidad y control sobre su tesorería Cargos bancarios y tipos de cambio excesivos. Conciliación entre los documentos financieros lenta e ineficiente (compra, factura, pago)

Robotics Process Automation (RPA), Machine Learning (ML) and Artificial Intelligence (AI) are no longer buzzwords and concepts. As technology advances and the applicability of various scenarios grow, treasury and the larger finance organization find...

Robotics Process Automation (RPA), Machine Learning (ML) and Artificial Intelligence (AI) are no longer buzzwords and concepts. As technology advances and the applicability of various scenarios grow, treasury and the larger finance organization find themselves in a new position: how to take advantage of tools and technology driving greater efficiency while, at the same time, focusing on core, valued activities.

Ante el rápido avance de los estándares de contabilidad de leasing, los equipos de tesorería y contabilidad están teniendo que dedicar grandes esfuerzos manuales a identificar, rastrear, justificar y verificar las transacciones de leasing...

Ante el rápido avance de los estándares de contabilidad de leasing, los equipos de tesorería y contabilidad están teniendo que dedicar grandes esfuerzos manuales a identificar, rastrear, justificar y verificar las transacciones de leasing para cumplir los estándares de contabilidad internacionales o locales, como IFRS16 y ASC842.

Royal FrieslandCampina es una de las empresas de productos lácteos más grande del mundo; una cooperativa con más de 18 000 productores asociados en los Países Bajos, Alemania y Bélgica. Hace cinco años, el...

Royal FrieslandCampina es una de las empresas de productos lácteos más grande del mundo; una cooperativa con más de 18 000 productores asociados en los Países Bajos, Alemania y Bélgica. Hace cinco años, el equipo de tesorería de la empresa decidió sustituir al creador de políticas corporativas por un departamento de tesorería estratégico y proactivo, con un equipo de operaciones centralizadas como parte de la nueva estructura organizativa. El propósito de este cambio era obtener una visión y un control global de la liquidez de la empresa y cubrir las funciones de tesorería básicas en los centros de servicios compartidos. El primer paso consistía en la implementación de un centro de pagos centralizados que permitiese estandarizar los procesos de pagos globales. Después de que uno de los principales bancos de gestión de tesorería anunciase el cese de sus servicios de gestión de tesorería globales, el equipo de tesorería corporativo supo que, si pretendían iniciar el cambio y lograr los resultados previstos, cada miembro del equipo debía centrarse en un aspecto. Se creó un equipo específico de operaciones de tesorería que contaría con un gerente del proyecto y un gerente de sistemas de tesorería. Otro elemento clave de los fundamentos de esta transformación era el desarrollo de una estrategia de TI dedicada y elaborada por el equipo de tesorería que definiese unas directrices claras para la selección de sistemas nuevos. La elección de soluciones en la nube fue especialmente importante para garantizar el futuro éxito de las operaciones de tesorería, dado que permitirían reducir la dependencia general del equipo interno de TI y disponer de una versión permanentemente actualizada para acelerar la toma de decisiones. Esta configuración aceleró el desarrollo de un proceso de cobro y pago global óptimo que, a la larga, permitiría ahorrar mucho más tiempo y costes, y causaría menos errores gracias a una infraestructura de TI eficiente y fiable. El proyecto Everest, que así se llamó, nació en 2017 para cumplir estos objetivos. Tras debatirlo detenidamente con las partes interesadas, el plan del proyecto se organizó en cuatro campamentos para alcanzar la cima. 1) Netting interempresarial: los equipos de servicios compartidos dedicaban un tiempo considerable a subsanar errores de las facturas internas. La liquidación de los pagos internos se procesaba en bruto a través de cuentas bancarias externas. En 2017, el equipo de tesorería corporativo seleccionó Coprocess como herramienta de netting global para ajustar y analizar el netting mensualmente. Ahora, el netting de un millón de facturas al año se ha convertido en un proceso que se lleva a cabo de manera continua y, de este modo, libera parte del trabajo de los centros de servicios compartidos a fin de mes, ahorrando hasta 100 000 euros anuales en gastos de transacciones. Dicho esto, el mayor ahorro procede de la optimización del proceso. 2) Módulos bancarios internos (in-house banking): para proporcionar una base que permitiera reducir aún más los pagos externos y alejarse del pooling nocional, se optó por un sistema bancario interno que se implementó en 2018. Durante el proceso de selección, Kyriba proporcionó a FrieslandCampina la oportunidad no solo de establecer un sistema bancario interno sólido, sino también de actualizar e integrar el sistema de gestión de tesorería (TMS) en una única solución. La solución global se implementó en seis meses y vio la luz a finales de 2018, con la funcionalidad de tesorería completa y un banco interno. Tras la conversión de los pools nocionales a pools con balance cero, el banco interno tiene más de 180 cuentas y un saldo de 3700 millones de euros. Los primeros pagos no efectuados en efectivo correspondientes a interés interempresarial, FX y netting se han registrado a través del banco interno y el número de cuentas bancarias externas se ha reducido a 50. 3) Central de pagos: una vez instaurado el banco interno, el último paso hacia la cima es la implementación de una central de pagos. Con el uso de cuentas virtuales, FrieslandCampina pretende reducir aún más el número de cuentas bancarias y hacerse con el control de los flujos de efectivo entrantes y salientes. En 2019, se inició una implementación piloto con varios bancos. 4) Más allá de la cima: FrieslandCampina trabaja incansablemente en la optimización digital y hace uso de la eficaz configuración del equipo de operaciones de tesorería para lograr sus objetivos. El siguiente punto de la agenda es la implementación del módulo de gestión de riesgos de FX de Kyriba (anteriormente, FiREapps) con el objetivo de automatizar las operaciones comerciales de cambio de divisas, y de poder calcular y supervisar centralmente el riesgo cambiario. La RPA (automatización robótica de procesos) también se implementará para reducir aún más los pasos manuales de los procesos de tesorería y netting. "Ahora contamos con las herramientas necesarias para optimizar nuestros flujos y procesos de tesorería de manera rápida y eficaz. Podemos proporcionar una visión interna más exacta y dotar de autoridad a nuestras partes interesadas. Además, gracias a la automatización, disponemos de más tiempo para elaborar nuestras estrategias" Jeroen Brieffies, Director de Operaciones de Tesorería de Royal FrieslandCampina Gracias al énfasis que el equipo pone ahora en la excelencia operativa, el proyecto Everest ha logrado terminarse dentro del plazo previsto, con procesos integrados, sin interrupciones, dentro del presupuesto y con resultados que superan las expectativas. «Estamos tremendamente orgullosos del proceso de transformación digital iniciado por el equipo de tesorería», declara el director de Operaciones de Tesorería, Jeroen Brieffeis. «Ahora contamos con las herramientas necesarias para optimizar nuestros flujos y procesos de tesorería de manera rápida y eficaz. Podemos proporcionar una visión interna más exacta y dotar de autoridad a nuestras partes interesadas. Además, gracias a la automatización, disponemos de más tiempo para elaborar nuestras estrategias».

Newell Brands, una empresa de productos de consumo, ha aprovechado la tecnología para llevar a cabo un proyecto de modernización de la tesorería. En 2016, Newell Rubbermaid adquirió Jarden Corporation para crear una nueva...

Newell Brands, una empresa de productos de consumo, ha aprovechado la tecnología para llevar a cabo un proyecto de modernización de la tesorería. En 2016, Newell Rubbermaid adquirió Jarden Corporation para crear una nueva empresa de productos de consumo valorada en 16 mil millones de dólares, Newell Brands. Aunque esta operación proporcionó ventajas muy significativas, también planteó una serie de desafíos relacionados con la tesorería. Necesidad de innovar Antes de la adquisición, ambos equipos dedicaban mucho tiempo a los procesos manuales, lo que dejaba poco margen para llevar a cabo actividades que aportasen cierto valor añadido. El equipo de tesorería de Newell no invertía lo suficiente en tecnología, lo que significaba que el equipo combinado tenía que ocuparse de muchas tareas adicionales con un personal muy limitado. Se utilizaban hojas de cálculo para la gestión diaria de la tesorería y esto ofrecía una visibilidad muy escasa de la liquidez global de la empresa. Las posiciones de efectivo diarias se registraban manualmente y, para ello, se requerían dos empleados trabajando durante más de 20 horas semanales, mientras que los informes de tesorería generales apenas estaban disponibles una vez al mes. La automatización también era necesaria para el programa de cobertura. A pesar de las grandes pérdidas netas por las transacciones FX, las ineficiencias del proceso impedían a la empresa implementar un programa de cobertura del balance y tan solo se habían podido cubrir algunos préstamos puntuales entre empresas. Se utilizó una solución de software independiente para gestionar las coberturas de flujo de caja, pero no estaba automatizada. "El mayor reto era lograr recopilar y asimilar los datos, y es aquí donde estamos viendo los mayores resultados" Amit Singh, Vicepresidente sénior y tesorero, Newell Brands Resultaba obvio que la tecnología y la automatización eran fundamentales para que el equipo de tesorería lograse el objetivo de mejorar su estrategia y aportar más valor a la empresa. Tras la adquisición, el recién designado vicepresidente sénior y tesorero, Amit Singh, implementó un plan para integrar y modernizar la organización combinada de la tesorería. Para el plan de Singh, era fundamental introducir una solución de gestión de tesorería (TMS) y una solución de análisis de divisas basadas en la nube que fuesen capaces de automatizar las tareas manuales, mitigar el riesgo y proporcionar más tiempo para el análisis de datos estratégico. Tras el proceso de solicitud detallada de propuesta pertinente, Kyriba fue elegida como TMS para la gestión de tesorería y liquidez, la gestión de pagos, la conectividad bancaria, la contabilidad de cobertura y los derivados de tipos de interés. Newell también seleccionó una plataforma de gestión de divisas basada en la nube, FiREapps, para la recopilación de datos, la consolidación de las exposiciones, el análisis de divisas y las recomendaciones de informes y coberturas. La empresa también confió en el soporte comercial de FXall, que se integró en la solución de Kyriba y FiREapps para automatizar el proceso de cobertura. Las ventajas El proyecto supuso la transformación integral de la tesorería. El nuevo proceso extrae los datos de 38 sistemas ERP heredados y 25 unidades de negocio distintas. Como resultado de la automatización de la gestión de tesorería, un flujo modernizado y una previsión de tesorería más exacta y oportuna, el tamaño del programa de cobertura del balance creció de 800 millones de dólares en 2015 a 2000 millones de dólares en 2016. Además, con la implementación de la robusta solución de negociación y contabilidad de cobertura, Newell pudo ahorrar 1,3 millones de dólares en sus operaciones comerciales con la integración de FiREapps y FXall. En general, los procesos de tesorería son ahora mucho más eficientes y la automatización de los flujos ha permitido dedicar más tiempo a actividades de valor añadido. La visibilidad de la tesorería ha pasado de estar por debajo del 50 % a alcanzar un 95 %. A su vez, la consolidación de las plataformas tecnológicas también ha supuesto un ahorro de 120 000 dólares al año. Además de las ventajas existentes, el proyecto ha sentado las bases para implementar mejoras adicionales en el futuro. Estas mejoras podrían incluir la integración de un banco interno y funcionalidades de netting de divisas en Kyriba, así como la ampliación de los procesos de previsión de exposición a la variación en los flujos de tesorería en FiREapps. El éxito del trabajo en equipo El proyecto ha modernizado por completo los procesos de tesorería de Newell, un logro que Singh atribuye a dos factores. El primero es el uso de una tecnología innovadora. El segundo es la colaboración de un ambicioso equipo de tesorería interno dedicado, que no se dejó intimidar por la transformación de una fusión importante. «Una cosa es tener ideas y otra muy distinta implementarlas», dijo Singh. «Me considero afortunado de contar con un equipo que quiso creer las ventajas que podía aportar la tecnología a la tesorería y que ha trabajado muy duro para llevar a la práctica estas soluciones». La mayor ventaja fue la reducción masiva de los problemas asociados a las pérdidas y ganancias gracias a las nuevas eficiencias del flujo de Kyriba, FiREapps y FXall, que permitieron reducir las pérdidas netas por las transacciones FX de los 90 millones de dólares del periodo 2013-2015 a 2 millones de dólares en 2016.

El intento de fraude comenzó con un mensaje de correo electrónico del director financiero. Afortunadamente, el equipo de tesorería de una promotora inmobiliaria líder había trabajado diligentemente para establecer procesos de pago eficaces que...

El intento de fraude comenzó con un mensaje de correo electrónico del director financiero. Afortunadamente, el equipo de tesorería de una promotora inmobiliaria líder había trabajado diligentemente para establecer procesos de pago eficaces que redujesen el riesgo de pagos fraudulentos o incorrectos. Estas políticas abarcaban protocolos internos, tecnología y difusión de la información, cultura empresarial y supervisión/cumplimiento. Una solicitud creíble El tesorero adjunto recibió un correo del director financiero en el que solicitaba una transferencia de 8 millones de dólares para adquirir una empresa objetivo del Reino Unido. Dada la naturaleza confidencial de la transacción, en el correo electrónico se especificaba que el tesorero adjunto no debía hablar de la transferencia con nadie más. Además, concurría que el tesorero estaba de vacaciones. La transacción parecía creíble y el correo electrónico imitaba con gran precisión el estilo del director financiero. Cuando el tesorero adjunto comenzó a tramitar la solicitud del director financiero, cayó en cuenta de que no iba a poder ejecutar la transferencia por diversos motivos. La normativa hecha realidad gracias a Kyriba Gracias a los controles establecidos por la empresa y aplicados por Kyriba: El pago no lo podía procesar una sola persona. Esta empresa había configurado Kyriba para que el procesamiento de cada pago requiriese la intervención de al menos tres empleados. Un empleado solicita el pago, otro lo procesa y el último lo aprueba o libera. La cantidad de 8 millones de dólares excedía la autoridad del asistente del tesorero en Kyriba. La plataforma de Kyriba impone límites de autoridad que asignan a cada empleado una cantidad máxima específica para los pagos que pueden aprobar. Para poder ejecutar la transferencia, el tesorero habría necesitado la aprobación de otra persona con un límite superior. El fraude acorralado Cuando el tesorero adjunto acudió a la oficina del director financiero para aclarar estas cuestiones, se descubrió al instante que la solicitud de transferencia era fraudulenta. El uso de Kyriba por parte de la empresa para aplicar sus políticas internas de prevención de fraudes, fue vital para evitar este intento de estafa. Kyriba también ayuda a esta empresa a identificar y evitar situaciones de fraude difundiendo rápidamente la información para garantizar que todas las transacciones se comunican a contabilidad y a otros departamentos clave. La plataforma distribuye informes importantes, entre los que se incluye una lista de pagos que se van a procesar varias veces al día. La difusión diaria de estos informes permite a su grupo de contabilidad llevar a cabo las conciliaciones de las cuentas puntualmente, lo que permite detectar pagos fraudulentos o incorrectos y evitar que se produzcan en el futuro. Gracias a la capacidad de Kyriba para respaldar la segregación de funciones, implementar límites de autorización de pago y controles bancarios, esta promotora inmobiliaria líder evitó una pérdida de 8 millones de dólares.

Origen del proyecto En 2010, el grupo Auchan decidió establecer su centro de gestión de tesorería en Bélgica. Las comunicaciones bancarias con sus cinco bancos franceses, que se realizaban hasta entonces a partir del...

Origen del proyecto En 2010, el grupo Auchan decidió establecer su centro de gestión de tesorería en Bélgica. Las comunicaciones bancarias con sus cinco bancos franceses, que se realizaban hasta entonces a partir del protocolo local Etebac, deben cambiar a un protocolo internacional. Auchan elige la oficina de servicios Syntesys para interactuar con sus bancos, a través de Swiftnet, y el software Swaps como complemento. Una vez que termina la implementación de este proyecto, surge la cuestión de la evolución de la solución de gestión de tesorería. Efectivamente, Auchan disponía de una antigua solución de gestión de tesorería en modo licencia, cuya empresa de software había anunciado la suspensión del mantenimiento. Era inevitable, por tanto, la evolución, especialmente porque la solución existente ya no respondía a las expectativas del grupo. Auchan necesitaba un sistema de gestión de tesorería flexible y que pudiera compartirse fácilmente con los usuarios de todo el grupo a través de la web. Y se escogió Kyriba con su solución SaaS. ¿Por qué Kyriba? Se eligió la solución Kyriba en mayor medida gracias al modelo propuesto, es decir, una solución 100 % SaaS que respondía precisamente a las expectativas de Auchan. Unas expectativas elevadas desde el punto de vista de la independencia con respecto a los servicios informáticos internos, la simplicidad y la transparencia de las actualizaciones (sobre todo, los formatos bancarios y los protocolos de comunicación) y, por último, la ejecución sencilla de la solución en numerosos países. Asimismo, la demostración realizada por los equipos de Kyriba de la totalidad de dispositivos implementados para garantizar los niveles más elevados de seguridad a sus clientes no dejó indiferentes a los equipos técnicos de Auchan. La solución de Kyriba presentaba además la ventaja de ser una solución completa e integrada. Con el fin de aprovechar esta integración y racionalizar su sistema de información, Auchan cambió la totalidad de sus comunicaciones bancarias de la oficina de servicios independiente SunGard a la oficina de servicios integrados de Kyriba. Este proyecto, que incluía una parte administrativa de configuración y pruebas, se desarrolló durante un periodo de unos 6 meses. Los bancos cambiaron de un sistema a otro progresivamente, y Kyriba tuvo que demostrar una elevada reactividad en este periodo implementando los ajustes requeridos en los formatos bancarios. Además, este proyecto permitió simplificar los cambios entre los sistemas de información del grupo y la plataforma de tesorería y comunicación bancaria al liberarse específicamente de la VPN (Virtual Private Network), que se había implementado anteriormente. En resumen, Auchan dispone a partir de ahora de una solución totalmente integrada y de un punto de contacto único: Kyriba. «Mejorar el poder adquisitivo y la calidad de vida del mayor número de clientes, con colaboradores capacitados, profesionales, apasionados y reconocidos». Fabienne Fruchart, Directora de Gestión de Tesorería & Back Office de Auchan Holding El proyecto de Payment Factory Además de las mejoras clásicas en términos de automatización, productividad y seguridad, Auchan también pudo poner a disposición de algunas de sus filiales una solución de pago y progresivamente montar una Payment Factory. Este proyecto adicional se elaboró en torno al módulo de pago de Kyriba, que remplazó la solución Swaps en el sistema de información de Auchan. Varios países participan actualmente en esta Payment Factory: Francia, Bélgica, Hungría y Luxemburgo, así como Polonia, Rumanía, y Portugal a través del módulo Supply Chain Finance. Auchan entrega proyectos «llave en mano» a sus filiales extranjeras que desean utilizar una solución de pago eficaz para gestionar de manera autónoma todos o parte de sus pagos de terceros. Además de la simplicidad del desarrollo de la solución, las filiales aprecian especialmente la flexibilidad de la configuración de los flujos de trabajo de validación de Kyriba Enterprise. Flujos de trabajo que se adaptan al contexto de cada entidad y que, por supuesto, integran nativamente la firma electrónica a través de la clave 3Skeys. La exigencia relacionada con la seguridad está siempre omnipresente en las elecciones de Auchan. Al elegir a Kyriba, Auchan dispone de una herramienta eficaz que ha sabido evolucionar, principalmente a nivel de la interfaz gráfica, para conquistar a los numerosos usuarios repartidos por varios países. Auchan utiliza a diario los módulos de gestión de liquidez, pagos de terceros, Supply Chain Finance y, por supuesto, la comunicación bancaria con la oficina de servicios integrados. Y, aunque los equipos de Auchan a veces se arrepientan de no tener ya un vínculo directo con la oficina de servicios (función totalmente garantizada por los equipos de Kyriba) y deseen todavía más transparencia en la facturación de las comunicaciones bancarias (proyecto en curso), actualmente están plenamente satisfechos de la elección de Kyriba. Acerca de Auchan El Grupo Auchan ahora renombrado como Auchan Holding, es una empresa que no cotiza en bolsa con accionistas familiares y empleados, que está organizada en tres empresas más autónomas: Auchan Retail, que reúne en todos los países los canales de comercio alimentarios existentes (hipermercados, de proximidad y comercio electrónico), Immochan y One Banque Accord. Auchan Holding lleva el nombre de su negocio histórico, el hipermercado, que fue puesto en marcha en 1961 por Gérard Mulliez. En la actualidad es una federación de empresas responsables y prósperas de manera sostenida, que se desarrolla en torno a una razón de ser común: «Mejorar el poder adquisitivo y la calidad de vida del mayor número de clientes, con colaboradores capacitados, profesionales, apasionados y valorados». Esta razón de ser se basa en tres valores fundamentales: la confianza, el compartir y el progreso. Auchan Holding está presente en 16 países, cuenta con 342 709 colaboradores (dotación media a tiempo completo el 31/12/2019) y ha obtenido al 31 de diciembre de 2019 un volumen de negocios consolidado, impuestos no incluidos, de 23 mil millones de euros.

Swile tiene como objetivo convertirse en un actor global del compromiso de los empleados a través de una solución 100 % virtual. Para ello, Swile ofrece una tarjeta única que reúne todas las ventajas...

Swile tiene como objetivo convertirse en un actor global del compromiso de los empleados a través de una solución 100 % virtual. Para ello, Swile ofrece una tarjeta única que reúne todas las ventajas salariales (vales de comida, vales de regalo y, dentro de poco, vales de movilidad sostenible) y una aplicación que permite medir, dirigir e intervenir en el compromiso de los empleados a diario. En menos de tres años, Swile ha conquistado a 13 000 empresas de todos los tamaños y más de 400 000 usuarios, es decir, más del 10 % del mercado, teniendo como ADN el ser humano y el vínculo social. Una empresa que tiene Swile En términos de gestión de tesorería, el modelo Swile no es común. El volumen de efectivo poseído es por cuenta de terceros; por ello, debe recogerse en una cuenta prevista a tal efecto y categorizada con el fin de obtener una lectura precisa y permitir el control de la tesorería del grupo. «El control del efectivo es importante para todas las empresas, pero es tanto más cierto para la empresa que posea el dinero por cuenta de terceros. Debemos ser capaces de controlar los flujos y categorizarlos para no tener fallos de lectura en lo que nos pertenece y lo que no. Gracias a los módulos de efectivo y pago de Kyriba, llevamos a cabo un trabajo especializado y preciso de categorización de los flujos», declara Frédéric Chabrol, vicepresidente de Finanzas de Swile. La sociedad Swile es controlada todos los meses por la Comisión Nacional de Vales de Comida (CNTR) y debe estar capacitada para comprender de manera precisa cada flujo para responder a las restricciones reglamentarias; si la volumetría se encuentra en hipercrecimiento, la actividad necesita una gran tecnicidad de los temas abordados: «en cierta manera, somos una empresa de tamaño mediano, pero abordamos la problemática de los grupos grandes», revela Romain Giraudeau, Cash Manager de Swile. En 2019, la Dirección Financiera inicia un proceso de selección de una solución de gestión de tesorería para ocuparse del hipercrecimiento del grupo y dirigir el efectivo de la sociedad: «necesitábamos contar con una solución lo suficientemente robusta como para ocuparse del desarrollo a nivel internacional y disponer de una lectura centralizada de la tesorería del grupo. Subir los extractos bancarios es una cosa, ¡pero ser capaces de dirigir los pagos es fundamental! Especialmente en Brasil, el mayor mercado mundial desde el punto de vista de los vales de comida», revela Frédéric Chabrol. De forma paralela al proyecto, la Dirección Financiera decide profesionalizar la función de tesorería con la contratación de su responsable de Tesorería. «Soy usuario de la solución Kyriba desde siempre; prácticamente he aprendido el trabajo de la tesorería con ella, ¡desde mi proyecto de fin de carrera hasta el día de hoy! Cuando llegué a Swile, tuve la suerte de encontrarme con esta solución; ha demostrado claramente su valía. ¡Nadie se equivoca al elegir Kyriba!», declara Romain Giraudeau. «La historia disruptiva de Kyriba es similar a la nuestra; ¡tenemos ADN en común! Agradecí mucho el acompañamiento hecho a medida durante la fase de selección con Kyriba y la de implementación con los asesores de la actividad de tesorería de Absys Cyborg. Este tipo de proyectos es muy humano, y ha sido increíble». Frédéric Chabrol, vicepresidente de Finanzas de Swile Una elección que alberga aspiraciones tecnológicas y humanas La elección de la solución proviene, por un lado, de la tecnicidad de las operaciones que se deben llevar a cabo y, por otro, de las relaciones creadas con Kyriba y el acompañamiento de los equipos de tesorería de Absys Cyborg. «La historia disruptiva de Kyriba es similar a la nuestra; ¡tenemos ADN en común! Agradecí mucho el acompañamiento hecho a medida durante la fase de selección con Kyriba y la de implementación con los asesores de la actividad de tesorería de Absys Cyborg. Este tipo de proyectos es muy humano, y ha sido increíble», revela Frédéric Chabrol. El proyecto Swile empieza el primer trimestre de 2020. Aunque Kyriba normalmente se considere de forma errónea una solución exclusiva para grandes empresas, el enfoque de Swile es que la herramienta debe responder a las ambiciones del grupo: acompañamiento del hipercrecimiento por parte de la Dirección Financiera y acatamiento de la hoja de ruta definida por la dirección general. Para Frédéric Chabrol, «las diferentes opciones bancarias no se correspondían con los desafíos de la empresa. En cambio, la solución Kyriba respondía a mis expectativas, pero podía estar sobredimensionada en términos de costes. Tuve la suerte de que Kyriba, quien adoptó un enfoque adecuado con una oferta que nos permitía acceder a ella, me entendiera». El equipo financiero también debe tener en cuenta el contexto tan regulado, en el que el control interno, la gestión de los intentos de fraude y el blanqueo de dinero están omnipresentes. «Descifrar la circulación del efectivo, seguir la pista de los flujos, respetar la normativa, ¡todo es más simple cuando tienen una muy buena visión haciendo clic en un botón! El núcleo de la actividad empresarial es el control de nuestro efectivo y, por tanto, del «cash burn»; la solución de tesorería es un pilar central y, automatizándola de principio a fin, permite un control financiero total», añade Frédéric Chabrol. El modelo SaaS (Software as a Service) también ha desempeñado una función fundamental durante la puesta en marcha en abril de 2020 con ventajas reales de instantaneidad. Según Romain Giraudeau: «El SaaS es indudable hoy en día, y el tema de la seguridad es un debate falso. En primer lugar, confío en Kyriba para gestionar la seguridad en su totalidad. Después, ¿qué tienen de confidencial las cifras de un extracto bancario? Lo importante es la disponibilidad y la instantaneidad; me alegré mucho de poder conectarme a distancia y acceder a todos los datos durante la crisis de la COVID-19». «Soy usuario de la solución Kyriba desde siempre; prácticamente he aprendido el trabajo de la tesorería con ella, ¡desde mi proyecto de fin de carrera hasta el día de hoy! Cuando llegué a Swile, tuve la suerte de encontrarme con esta solución; ha demostrado claramente su valía. ¡Nadie se equivoca al elegir Kyriba!» Romain Giraudeau, Cash Mananger de Swile Reforzar el vínculo social en el mundo La Dirección Financiera de Swile se ha implicado mucho en el proyecto de gestión de tesorería, desde el proceso de selección hasta la implementación: «Todas las direcciones financieras deberían adoptar este enfoque y adecuarlo a la estrategia de la empresa. La herramienta es lo suficientemente sencilla como para conectarse y tomarle el pulso a la empresa a diario», revela Romain Giraudeau. En Swile se implementan procesos efectivos y eficaces para obtener el máximo beneficio de la solución. Pero, sobre todo, la Dirección Financiera tiene la capacidad de reinventarse en función de los acontecimientos y de la estrategia del grupo: «Después de Francia, nos hemos enfocado en Brasil, el mercado n.o 1 del sector y ahora centramos nuestros esfuerzos en México y, de manera más general, en Europa», declara Frédéric Chabrol. Con el tiempo, Swile desea implementar una tesorería localizada para gestionar la diferencia horaria, la normativa y las particularidades del mercado, al mismo tiempo que mantiene el control centralizado desde la sede. Frédéric Chabrol constata: «al final, el primer proyecto de conectividad internacional se ha realizado en un país en el que la normativa y la comunicación bancaria no son tan simples como en Europa; tuvimos que ser pioneros y seguir siendo lo más modernos posibles». En el transcurso de la apertura de los siguientes países, el grupo Swile va a expandir las funcionalidades de la solución para apoyar las aspiraciones de la empresa con la implementación de un centro Shared Services y una Payment Factory. Paralelamente, la Dirección Financiera desea mejorar el panel de control para que esté siempre conectado y automatizado, así como que adopte un enfoque prospectivo de la tesorería con inteligencia artificial para las previsiones. Acerca de Swile Swile es una FinTech, que fue puesta en marcha en febrero de 2018 por Loïc Soubeyrand y que ya ha recaudado 115 M€ desde su lanzamiento. Ofrece una tarjeta única que reúne todas las ventajas salariales (vales de comida y vales de regalo) y una aplicación que permite medir, dirigir e intervenir en el compromiso de los empleados. La sociedad cuenta con 400 colaboradores, 13 000 empresas clientes y 400 000 usuarios.

Estudio de Madurez de Procesos de la Tesorería

Estudio de Madurez de Procesos de la Tesorería

¿Puede presentarnos a la sociedad ASAP y describirnos sumisión principal? La sociedad ASAP (Auchan Supplier Advanced Platform) es una filial al 100 % de Auchan. Hemos querido crear esta entidad con un objetivo muy...

¿Puede presentarnos a la sociedad ASAP y describirnos sumisión principal? La sociedad ASAP (Auchan Supplier Advanced Platform) es una filial al 100 % de Auchan. Hemos querido crear esta entidad con un objetivo muy preciso: estar en condiciones de proponer al conjunto de las entidades del grupo Auchan programas de reverse factoring en beneficio de sus proveedores. Tenemos una política de desarrollo que se basa en una red muy densa de proveedores locales y nos gustaría compartir nuestros medios y nuestra fuerza para ofrecer programas adaptados a sus necesidades. Por lo tanto, nuestra misión principal es guiar el crecimiento del grupo Auchan y las entidades operativas con relación a estos temas. Hoy en día ASAP sigue programas de Reverse Factoring para 5 entidades del grupo (Hipermercados Francia, Supermercados Francia, Auchan Polonia, Auchan Rumanía, Auchan Portugal) dado el éxito de nuestro enfoque, tenemos la ambición de poder servir rápidamente a las demás entidades presentes en los 14 países donde Auchan ha decidido invertir. ¿Cuáles han sido las motivaciones y los retos que han aparecido al implementar un proyecto de reverse factoring en el grupo Auchan? Al principio, el proyecto de reverse factoring en el grupo Auchan se imaginó como respuesta a una cuestión recurrente por parte de nuestros proveedores: ¿Es posible reducir sus plazos de pago? Es evidente que la crisis de las hipotecas de 2007 debilitó financieramente a un cierto número de nuestros proveedores, que intentaba que se les pagara más rápidamente y que tenía dificultades para encontrar financiación bancaria con condiciones aceptables. Como algunos proveedores tenían problemas para cumplir con los pedidos de Auchan, quedó claro que debíamos implementar rápidamente un programa de apoyo a nuestros proveedores. Nuestros equipos se interesaron por los programas de reverse factoring que ofrecían todas las ventajas esperadas: permitir que los proveedores cobraran más rápido con condiciones muy ventajosas, sin empeorar la necesidad de capital circulante del grupo Auchan. Estos programas también fueron una oportunidad para modernizar nuestros métodos de pago y, pasar en algunos países, de los pagos en efectivo a las transferencias electrónicas para determinadas entidades. Este cambio de modalidad de pago nos brindó también la posibilidad de reforzar la seguridad y reducir los costes. Finalmente, el último punto positivo fue la capacidad de equipar a nuestras entidades, a través de este proyecto, con un portal de proveedores (una extranet) para comunicar informaciones, y principalmente el estado de sus facturas. En resumen, teníamos luz verde para lanzar este proyecto internamente y, teniendo en cuenta el contexto y los retos, la dirección validó muy rápido su viabilidad. ¿Cuál fue su siguiente paso? ¿Cómo se ha desarrollado el proyecto? Hemos involucrado muy rápido a todos los equipos interesados en el proyecto: compras, dirección informática, equipo jurídico y, por supuesto, dirección financiera. Se trata de un proyecto empresarial en respuesta a retos sumamente estratégicos. Por ello, era importante contar con fuertes promotores internos y con la participación de todos. Desde el principio, el proyecto integraba la dimensión internacional deseada. Este enfoque estructuró todo el proyecto y definió requisitos previos importantes: ser multilegislativo, multilingüe, multibanco, multidivisa, con sistema de información múltiple y con múltiples repositorios. Por lo tanto, solo una solución independiente de los bancos como la propuesta por Kyriba estaba en condiciones de integrar de forma autónoma todas estas imposiciones. La elección de la solución fue guiada por estas exigencias, además de por nuestra voluntad de proponer una solución moderna, flexible, personalizable y fácil de desarrollar en un amplio perímetro geográfico. Después, la implementación del proyecto comenzó con una fase piloto en la que participaron 4 entidades del grupo y 3 socios bancarios. Validamos entonces,algunas opciones consideradas, como por ejemplo las formas de financiación propuestas a nuestros proveedores (push: basándose en los criterios definidos por el mismo, se financian automáticamente todas sus facturas validadas y respetando estos criterios; pool: el proveedor selecciona individualmente las facturas que desea financiar). También pudimos probar y validar en esta fase los paquetes que habíamos elaborado (el paquete básico, que brinda acceso a la información y el pago de las facturas, y el paquete serenidad, que autoriza además la demanda de financiación), así como los niveles de precios propuestos. Activamos los medios de comunicación necesarios (sitio web, campaña de email, presencia en ferias...) para registrar al mayor número posible de proveedores en la plataforma y crecer. Actualmente, estamos en producción desde hace 3 años y hemos alcanzado, e incluso superado, nuestros objetivos. Tenemos más de 15 500 proveedores en la plataforma y las demandas de financiación han crecido un 47 % entre diciembre de 2016 y diciembre de 2017. ¿Cómo se desarrolla una jornada típica en ASAP? El día a día del equipo ASAP consiste en apoyar a las entidades operativas. Seguimos la actividad en la plataforma y nos comunicamos con las diferentes contrapartes para responder a sus preguntas (entidades Auchan, financieras y bancarias, y proveedores). Nos aseguramos de que los procesos y las automatizaciones se desarrollan correctamente en la plataforma y también hacemos la interfaz con los equipos de Kyriba cuando es necesario. Por otra parte, ¿cuáles son los comentarios de sus proveedores? ¿Cuáles son sus principales motivaciones para adherirse al programa? Los comentarios por parte de los proveedores que se adhieren al programa son todos positivos. Encuentran toda la información importante en el portal al que tienen acceso (el estado de sus facturas, principalmente) y, sobre todo, la capacidad de financiar sus facturas validadas en solo unos clics y con unas condiciones muy atractivas. Pueden cobrar rápidamente las facturas validadas por las distintas entidades del grupo Auchan con las que trabajan en un punto único. Se cubren sus expectativas en términos de visibilidad, simplicidad, transparencia, autonomía y atractivo. Lo que hemos constatado es que los proveedores que se han adherido al programa no lo dejan y continúan utilizando activamente los servicios que se ponen a su disposición. ¿Cuáles son, en su opinión, los puntos que se deben tener en cuenta en este tipo de proyecto? Uno de los requisitos previos de este tipo de proyecto de dimensión internacional es, desde mi punto de vista, ser multibanco. Es indispensable para que nuestro proyecto tenga éxito. La proximidad con los proveedores, el nivel de servicios exigido, la capacidad de respuesta esperada (y, para Auchan, la matriz de riesgos de contrapartida) abogan en favor de un enfoque multibanco. Y aunque puede tardar más tiempo la implementación, porque evidentemente es necesario conectar el conjunto de bancos seleccionados con la plataforma de Kyriba, esta opción es la más adecuada. El otro punto importante que no debe ignorarse está vinculado a los aspectos jurídicos. En nuestro contexto multinacional, y por tanto multilegislativo, las consecuencias jurídicas deberían ser validadas por nuestros equipos internos, asesorados por un gabinete externo especializado en el ámbito de la financiación internacional. Me imagino que también se preparan para el futuro. ¿Cuáles son las próximas etapas en relación con el proyecto de reverse factoring? Uno de los objetivos principales para nosotros evidentemente es continuar con el desarrollo de nuestros programas de reverse factoring, asesorar a otras entidades del grupo y proponer nuestros servicios a otros países.  El asesoramiento durante el crecimiento del grupo Auchan es nuestra misión principal y, por lo tanto, lógicamente vamos a responder a las solicitudes de los distintos países que tienen retos importantes en la materia. También tenemos el deseo de hacer evolucionar las herramientas implementadas para aportar a los usuarios todavía más flexibilidad, además de facilitar la convergencia de nuestros modos de funcionamiento y nuestras normas internas. Para equipos reducidos como el de ASAP, la productividad es clave, y estamos trabajando en todos los incentivos que nos permitan aumentarla. Para concluir, el último tema de reflexión que tenemos es cómo acelerar la implementación de la financiación para nuestros proveedores. Esto supone trabajar con antelación en los procesos de validación de facturas, además de otros enfoques que consistirían en no financiar a partir de la factura, sino a partir de la orden de compra, por ejemplo, o incluso no recurrir a la financiación externa, sino a nuestra propia liquidez (dynamic discounting). Por supuesto, estamos trabajando en estos temas en estrecha colaboración con nuestro socio Kyriba, que desde el inicio de nuestro proyecto ha sabido asesorarnos eficientemente y proponernos soluciones siempre pertinentes.

Based on ratings collected in IDC’s 2020 SaaSPath Survey (IDC #US46933620), Kyriba placed in the highest-scoring group of vendors serving the SaaS Treasury Management (TM) application market and has been awarded IDC’s 2020 SaaS...

Based on ratings collected in IDC’s 2020 SaaSPath Survey (IDC #US46933620), Kyriba placed in the highest-scoring group of vendors serving the SaaS Treasury Management (TM) application market and has been awarded IDC’s 2020 SaaS TM Customer Satisfaction Award.

What were Mantrac’s objectives? Mantrac Group’s treasury structure was highly complex and dependent on manual processes. Visibility over cash was limited, particularly as the group was using almost 100 banks, with over 700 bank...

What were Mantrac’s objectives? Mantrac Group’s treasury structure was highly complex and dependent on manual processes. Visibility over cash was limited, particularly as the group was using almost 100 banks, with over 700 bank accounts across 13 countries. The lack of visibility meant cash was not always held in the most suitable accounts, creating inefficiencies when paying down debt. And the use of almost 50 e-banking systems resulted in control risks, as well as operational challenges. To tackle these challenges, Group Treasurer Roshun Tulkens, shortly after he joined the Group, embarked on a six-month exercise to interview and research potential providers, while consolidating the company’s bank relationships. While multiple banks were still needed in complex markets like Egypt, Nigeria and Iraq, the team was able to reduce its banking relationships to less than 20 banks and 300 bank accounts – resulting in an impressive $1.6m cost saving via bank fee reductions. "We wanted to be able to sleep better at night by having the controls in place to mitigate potential fraud." Roshun TulkensGroup Treasurer, Mantrac Group Why did Mantrac choose Kyriba? Tulkens looked at eight different systems to find the best fit for Mantrac’s needs. One consideration was the need for a system that could provide the right support in challenging markets. “A lot of TMSs are focused on Europe and North America,” says Tulkens. “We wanted a provider that could help us in complicated markets like Africa, Iraq and Russia – and we also wanted a system that was strong on payments.” Another consideration was that the new TMS would be used by teams representing 30 different companies. It was therefore important to choose an intuitive system that could be used by local finance people. Other considerations included cost and the proposed implementation time. Based on these criteria, Mantrac selected Kyriba as its TMS provider. "If we hadn’t completed phase one before the crisis, the situation would have been much more challenging. If you have to log into multiple e-banking systems or call banks to work out how much money you’ve got, there is not going to be a lot of time for strategic decision-making." Roshun TulkensGroup Treasurer, Mantrac Group What was the implementation experience? The implementation was structured into two phases: the first focused on cash management, forecasting, reporting and accounting, while the second focused on payments and valuations. With over 140 people using the system, training was an important consideration, and had to be delivered across different time zones and in different languages. While the beginning of the COVID-19 crisis brought some challenges – such as the transition to remote working and the need for wet signatures – the second phase was completed successfully, with training and testing carried out remotely. What benefits did Mantrac realize? One major benefit is the visibility that has been achieved – not just over cash, but also over payments and pricing. “Before the implementaion, I did not have visibility over the volume of payments we were making from each of our banks, the volume of collections coming into each bank and the bank charges we were paying,” says Tulkens. Connectivity with other systems such as the procurement database and ERP system has not only improved security controls, but also eliminated the need for manual intervention. Other benefits include the ability to forecast and mitigate fraud risk more effectively, as well as lower FX costs. In total, the TMS has generated added value of $800,000 per annum by enabling the company to harness process efficiencies and time savings, switch to cheaper electronic payments and pay down debt using excess cash. What is next for Mantrac Treasury? Looking forward, the team won’t be resting on its laurels. “There will be some further bank consolidation, particularly in some of the more challenging jurisdictions,” says Tulkens. “We are also expanding into two new countries.” At the same time, the team will continue to streamline processes, as well as incorporating some recent acquisitions into the system. And with Mantrac’s five-year digital plan underway, other topics could include looking at the value of machine learning in the context of cash forecasting, as well as potentially integrating the TMS with a new ERP system.

Visibility Challenges Şişecam’s international growth over the past few decades meant the company had a fragmented approach to cash management. While treasury handled strategic decisions such as borrowing, individual subsidiaries within the group handled...

Visibility Challenges Şişecam’s international growth over the past few decades meant the company had a fragmented approach to cash management. While treasury handled strategic decisions such as borrowing, individual subsidiaries within the group handled their own payment operations and managed their cash using their enterprise resource planning (ERP) systems. Treasury provided guidance to subsidiaries on how they should manage their cash. However, Şişecam lacked a centralized reporting system that could provide real-time visibility over cash balances globally and indicate whether guidance was being followed. Reporting tended to take place on a monthly basis, with individual subsidiaries reporting at the end of the month. As a result, treasury had to follow complex, labor-intensive and time-consuming processes to gain group-wide visibility over cash. "The biggest benefit with Kyriba is that you have one platform from which you can manage your bank operations for all your companies across the world." Baris Gokalp Treasury and Finance Director Şişecam   Payment Issues In addition, Şişecam’s payment processes were inefficient. While it was sending payment files to its banks via file transfer protocol (FTP), it followed these up with written instructions sent by fax and email. If a key signatory was unavailable, a payment could be held up by several hours until the signature was collected. Typically, it took between 30 and 60 minutes to execute a payment. Furthermore, not all payment orders were created via ERPs, which made it difficult to monitor and track payables. Quantitative Results 1000 bank account statements delivered daily 15 minutes the maximum end-to-end time it takes to make a payment Three-year history of transactional banking data One-week onboarding period for new companies and banking partners 10 country operations using Kyriba   Search for a Solution In its search for a treasury management system (TMS), Şişecam specifically looked for a vendor that met the following criteria: A good reputation in the market – and the ability to provide global customer references Supplier of a cloud-based, software-as-a-service (SaaS) solution that could integrate with different ERP and banking systems, while supporting the payment formats of different countries Provision of a fraud detection system A focus on security and security certifications Extensive experience with large-scale TMS implementations for other global businesses A strong relationship with SAP – Şişecam’s main ERP system – and the ability to integrate with other ERP systems outside of SAP Kyriba met all of these criteria. Its TMS would also enable Şişecam to quickly onboard new ERP systems and banking partners as the group made acquisitions. Business Transformation The implementation of Kyriba has given Şişecam complete visibility over its cash and totally transformed how it manages its payments. It now receives SWIFT MT940 end-of-day bank account statements through its Kyriba TMS, which means it has an up-to-date view of its cash positions. It can also access transactional data with its banks stretching back three years. Furthermore, all payment orders have to be raised via Şişecam’s ERP systems, heightening the group’s control over the payment process. If there is no record of a payment order in an ERP system, that payment will not be made. Once an order has been raised on an ERP system, a payment file is created directly within Kyriba. Signatories can log in to the system to approve payments quickly and easily, using multi-factor authentication security. Şişecam’s banks are also able to rapidly highlight formatting errors and raise queries about specific payments. The time it takes to execute a payment has fallen to between eight and 15 minutes. Kyriba’s digital approval processes proved a real benefit when Şişecam’s staff were asked to work from home due to COVID-19. Signatories were able to approve payments remotely, which eradicated the health risks associated with handling hard-copy documents. Fraud Detection In addition to the Kyriba Payments Network’s general payments module, Şişecam implemented the fraud detection module to raise alerts around suspicious payments – for example, alerting the first payment to a new supplier or a payment to a regular supplier that is significantly larger than usual. Besides picking up on changes to IBANs of the suppliers, the system checks if the company or country is sanction listed or not. When the system identifies a suspicious payment, it requires additional checks to be made. As a result, Şişecam can prevent fraud in real time, rather than just respond to fraudulent activities that have already taken place. Next Steps Going forward, Şişecam plans to use Kyriba to offer a supply chain finance service. At present, the company follows manual processes when agreeing on the discounting terms and making payments to suppliers in certain markets. With a digital process, all the suppliers of Şişecam will have the ability to monitor and discount their receivables from Şişecam Group Companies Worldwide. It also plans to integrate Kyriba’s cash forecasting module and foreign exchange management product into its program. A Positive Experience Şişecam found the process of implementing Kyriba easy, with go-live happening relatively quickly. Employees are very impressed with the system, which they find easy-to-use. Significantly, Şişecam has benefited from Kyriba’s accumulated knowledge and experience of working with numerous customers around the world. For example, Kyriba has already established extensive connections with banks in different countries. It is also aware of processes that different companies use to facilitate safer payments or reduce the risk of fraud. The recent COVID-19 crisis has highlighted the value of Kyriba being a SaaS solution and its ability to support and foster business continuity. Kyriba manages the disaster recovery process for its TMS, and as payment files are created and stored on the system, they can be easily recovered.

A major shift is underway in the world of enterprise resource planning (ERP) software. With both customers and ERP software vendors driving a mass migration to the cloud, many companies have already completed their...

A major shift is underway in the world of enterprise resource planning (ERP) software. With both customers and ERP software vendors driving a mass migration to the cloud, many companies have already completed their ERP cloud migration projects—and thousands more are set to follow suit by the end of this decade. But ERP cloud migration is a costly and time-consuming undertaking, particularly where IT is concerned. For companies seeking to digitize their enterprise applications, it’s clear that corporate IT will be heavily taxed for the foreseeable future. Meanwhile, cloud ERP software vendors and system integrators are poised to reap the benefits of years of migration project work. The Challenges of Bank Integration For corporations,  ERP cloud migration projects are often global in nature — and many will need to tackle the complexity of a global banking integration project. This element of ERP migration is particularly challenging, significant coordination is needed with the company’s banks, and there is a considerable disparity between the payment formats required by different geographic regions and clearing systems. Indeed, bank integration is often cited as one of the riskiest and most challenging elements of ERP cloud migration. Simplify and Accelerate The good news is that companies can considerably simplify and accelerate a major component of cloud ERP migrations: bank integration for reporting and payments. Connectivity-as-a-service (CaaS) providers deliver pre-delivered, pre-tested capabilities for bank reporting and payments formats that shave months off the migration project, and reduce connectivity and format costs by up to 80 percent. In this Ebook You will learn about the key areas to look at during an ERP cloud migration payments project, including: Following banks’ schedules Navigating variations due to geography, banks, statutory reasons Connectivity with your specific cloud ERP software (SAP, Oracle, Microsoft Dynamics, etc.) Resourcing challenges You’ll also find out how you can significantly reduce the cost and time required to complete your ERP cloud migration project. Bank and ERP Cloud Integration: What’s Involved? Bank integration is unlike any other system integration. Today’s corporate IT teams are experienced in building interfaces between different back-office systems—but these are typically stagnated interfaces that do not require additional resources. In contrast, when working on a bank interface, the IT team will typically need many different resources to coordinate with each other, including IT, treasury, accounts payable (AP), the connectivity team, the bank’s tech team, and others. What’s more, the project timeline is usually at the mercy of the bank’s schedule. Bank ERP integration can similarly be time-consuming. IT first has to determine if the cloud solution is compatible with their ERP. Then, the data needs to be extracted out of the ERP and re-formated. IT departments are often stymied and reliant upon outside consultants to deliver integrations or core capabilities within the ERP. Furthermore, once the initial specifications for these connections are determined, they need to be tested - and they rarely pass on the first try. As a result, the development team will need to rebuild, re-test and work through the coordination effort all over again. In some cases, two to five rounds of testing may be needed. What are the Challenges in ERP Cloud Migration? For IT, the bank integration component of an ERP cloud migration brings a number of additional challenges. Working on the Banks’ Timelines Delays in the ERP migration project often arise due to delays by the company’s banks. If the company has a robust relationship with a core banking partner, it may be able to move up the project queue for that particular bank. But with many corporations needing to manage dozens of banks globally, the IT team will be forced to follow those banks’ schedules—which means working across different time zones and navigating banking holidays and seasonal moratoriums on testing. Navigating Geographical Variations No two banks are the same, and it’s a common misconception that SWIFT is a standard message type across banks. While SWIFT is moving from MT to XML, each bank will still have its own unique requirement in terms of how it will accept incoming files. For any payment type, companies will need to ensure that payments are formatted correctly for a specific bank’s requirements and that they contain the information the bank needs to complete the payment. Most corporations will need multiple formats per bank, which might include different formats for low value, high value and FX transactions. Given the complexities, it’s no surprise that IT firms routinely take two years or more to work through all these bank connections and payment format testing. Payments Integration and Fraud Prevention Payments integration is a challenge, given the ever-increasing threat of fraud. Even with effective tools like artificial intelligence (AI) and machine learning, the threat level is the highest it's been yet, according to Strategic Treasurer's 2021 Treasury Fraud & Controls Survey. In addition to financial loss, fraud events damage a company’s reputation and lead to the loss of essential data or assets. It is therefore essential to use ERP integration as a way to put technology in place to protect your organization. This should include digitizing payment workflows, standardizing controls and screening payments as part of an integrated payments hub. Complexities for IT Adding to these challenges, bank integration brings a number of complexities where IT is concerned. Limited IT bandwidth Corporate IT teams are already thinly spread across numerous projects and support requirements. As such, the time involved in undertaking a bank integration project can be particularly onerous. No Reusable Data When IT teams work on an ERP implementation, they have to develop their banking interfaces as a one-off exercise. While ERPs may be moving to the cloud, ERP solutions are still typically private cloud providers—and no ERP in the market has readily available, reusable banking formats that can be shared among users. Multiple Stagings Bank and payment format development is no different than for any other interface or application, as IT has to work through the same rigorous processes. If the business users need a new payment format, such as a new ACH for an existing bank, they will still need to go through the process of testing, QA, nonproduction and production. This process can take months, meaning there will be a considerable delay before the end user has access to the payment format. Resource Requirements Once formats are in production, the IT infrastructure team will need to manage those formats going forward. This involves activities such as troubleshooting bank issues, editing formats as required by the bank and working with the business to add new banks when the need arises. Depending on the company’s banking footprint, two to five people will likely need to be tasked with managing these connections on an ongoing basis. Integration Made Easy Standard ERP integration is a lengthy process that is incredibly taxing on IT. But there is an easier way. Leading technology providers should offer a pre-built, pre-tested connectivity solution that takes minimal time to get up and running and provides access to even greater functionality immediately. Leading ERP and Bank Connectivity Technology Considerations ERP integration brings many challenges to IT - but these can be overcome by adopting a technology solution that simplifies both bank and ERP connectivity. With 20 years experience in connectivity, Kyriba can integrate bank reporting and payments, while mitigating risk--all in record time thanks to our use of application programming interfaces (APIs). Accelerate your ERP Migration Project and Reduce Costs Our out-of-the-box, bolt-on bank connectivity can help you achieve exceptional time and cost savings on bank integration. While standard integrations might required months of testing, our connections are pre-tested and ready to go. Access a Payment Format Library As a multi-tenant application, Kyriba is unique in the marketplace as our entire 2,500-strong customer base uses the same predeveloped and tested payment formats. What’s more, we have full-time staff whose sole responsibility is to build and test payment formats. As a result of 20 years of development, we offer more than 45,000 pre-developed and bank-tested unique payment scenarios. Simplify Interfaces Minimal IT resources are needed when it comes to interfacing between the ERP software and Kyriba. Using both SFTP and API, we take all payment files into our prebuilt interfaces with no code specs needed from IT. Focus on the Wider Project Kyriba’s connectivity platform frees IT up from the daunting task of bank integration—so you can focus on keeping the ERP project on schedule and on budget. Avoid the Need for Swift Connectivity and Certifications When you use Kyriba for connectivity, IT won’t need to manage the Alliance Lite2 SWIFT connection— and there will be no need for annual testing and certifications. Manage Ongoing Maintenance and Support When the project is over, Kyriba will handle all ongoing maintenance and will act as the banking IT support arm for business users, meaning you won’t need dedicated IT resources to troubleshoot bank issues. Connectivity as a Service By offering Connectivity as a Service (CaaS), Kyriba can actively manage bank connections on your behalf. As a result, no IT support will be needed to manage your company’s bank connections or undertake file testing with banks—and with Kyriba's API capabilities, companies can also add new banks in a fraction of the time that would be needed for custom development within the ERP. Market-Leading Payment Fraud Protection With IT increasingly tasked with risk mitigation, Kyriba’s market-leading payment fraud solution adds considerable value. The solution uses machine learning to detect any anomalies or suspicious activity, and provides alerts to stop payments for investigation before they are sent to the bank. Payment Tracking Kyriba offers real-time payment tracking with four levels of acknowledgement. By harnessing SWIFT gpi, Kyriba is able to track the entire lifecycle of the transaction. Innovation and Agility Hub Payment technology is evolving rapidly. Kyriba’s innovation and agility hub can deliver Real Time Payments (RTP) and can connect with other clearing systems and payment solutions. Smart Assignment Kyriba’s machine learning will have visibility to your banking partners and costs associated with each payment. Smart assignment can intelligently route your payments through the lowest cost provider. Bank Monitoring Kyriba offers global bank monitoring of all incoming and outgoing files. Kyriba clients can rest assured that they have fully outsourced banking support. Established Partnerships As an Oracle GOLD partner, Kyriba's Payments Network supports over 1,000 Oracle customers. Our payments solutions have also achieved SAP-certified integration with the SAP NetWeaver® technology platform and SAP S/4HANA. APIs and Connectivity The future of connectivity lies in Application Programming Interface (API) technology. This is where Kyriba has a key advantage. As the leader in connectivity in treasury and finance, Kyriba understands how to maximize the power of APIs to help finance leaders drive digital transformation and more informed decision-making. Bank APIs APIs offer an expedited pathway for bank connectivity, as well as a gateway to real-time business intelligence and digital solutions. Unlike file transfer protocol (FTP), APIs do not require files to be sent or downloaded. Data is exchanged point to point between the systems immediately, allowing for instant data transmission and eliminating substantial risk. Kyriba connects with over 600 global banks every day on behalf of our 2,500 clients using a variety of connection protocols, including APIs. Banking services available via API vary by bank, but can include real-time payments, domestic payments, cross-border payments, bank balance and transaction reporting, and SWIFT gpi payment tracking. Users receive immediate responses from banks, and the ability to access new data and notifications in real-time. ERP APIs Kyriba also works with ERP system providers to embed APIs into their workflows so that the user doesn’t need to take any action outside their ERP. These add-ons perform the initial formatting so that files can be exported from the ERP, translated to the API provider’s format and pushed out to the connectors. Corporate end-users can also integrate APIs into their ERPs on their own. These plug-and-play solutions are facilitated through our Open API platform, which provides users with common ERP integrations that connect to their own applications. Kyriba users can browse our online catalog, which lists all our available APIs and their prospective use cases. Here are a few examples: Bank Account Groups: This API allows for the creation of new account groups to filter and/or group accounts in processing and reporting. Users can modify the set of accounts that belongs to a specific group, and retrieve or update the pooling account of the group. Companies: This API allows for the setup of companies. Users can get a list of the companies located in a country, receive a list of companies whose name contains specific characters, and obtain all the setup fields of a specific company. Third Parties: With this API, users can manage and set up third parties who represent the companies they manage. Users can retrieve and update third-party details, and create or delete third parties via API. Optimized Bank Connectivity Conclusion There are many challenges for IT when deploying an ERP project, from working around banks’ schedules and specifications, to navigating the complexities of geographical variations - all while juggling an already heavy workload. Fortunately, Kyriba’s in-house developed, complete CaaS solution encompasses all ERP software vendors, internal financial systems, third party providers, and over 600+ pre-configured, pre-tested connections with banks across the globe - allowing for fast and simplified ERP migration. Payment and connectivity costs can be reduced dramatically, while the time spent on bank integration can be streamlined by as much as 80%. What’s more, freeing up the IT team from having to work within the constraints of the banks will help you keep the wider ERP project on time and on budget. Check out this webinar to learn how Treasury and IT worked together at Hilton Grand Vacations with Kyriba to speed up connecting more than 10 banks and 300 bank accounts as part of their Oracle ERP cloud migration project. 

 A Strategic Treasury Focus Boosts Cash Flow and Minimizes Risks Treasury operations manage the lifeblood of their companies: cash liquidity. CFOs know that their treasury teams are critically important, handling everything from cash flow...

 A Strategic Treasury Focus Boosts Cash Flow and Minimizes Risks Treasury operations manage the lifeblood of their companies: cash liquidity. CFOs know that their treasury teams are critically important, handling everything from cash flow forecasts to optimizing working capital, along with foreign exchange currency risk and investing and borrowing. The team’s performance has a direct impact on the bottom line. Yet, 22% of CFOs and senior finance executives say they don’t see their treasury team as a profit center, according to a recent survey by CFO Research and Kyriba. And only a quarter of the executives say their treasury operations are operating at a high level with a strategic approach. This report examines what the survey says about the links between treasury and overall performance, the obstacles that treasury teams face and how CFOs can boost their treasury performance to improve overall profitability. Which of the Following Best Describes Your Role? KEY POINTS Senior finance executives expect treasury teams to manage critical tasks linked to cash flow and risk, according to a survey. That three-quarters of finance executives view their treasury operations as strategically lacking. Obstacles faced by treasury teams include complex financial structures and siloed systems, and a lack of technology investments, real-time business intelligence, expertise and process automation. A lack of spending on treasury and a focus on everyday tasks over strategic objectives block progress for treasury teams. Working capital optimization is the top treasury concern of financial executives moving forward. The surveyed finance executives also acknowledge that their treasury organizations need to make technology and process improvements to meet industry best practices. Predictive analytics, payments automation and cash management are the top three technology and process improvements that treasury teams need to make, according to the survey respondents. WHY TREASURY PERFORMANCE SHOULD DEMAND YOUR ATTENTION There is widespread agreement among CFOs and other senior finance executives: Treasury performance is critical to the health of their organizations, and they expect their treasury teams to manage a range of critical tasks. According to a 2020 CFO Research/Kyriba survey, senior finance executives give similar weighting to a range of treasury department priorities: accurately forecasting cash flow, operational efficiency, fraud prevention, compliance, optimizing working capital and FX risk management are somewhat evenly matched. Rather than singling out one or a few of the priorities, the 156 surveyed executives indicate that all are nearly equally important. The survey also reveals another theme: finance executives tie treasury performance directly to cash and liquidity management. The surveyed executives measure treasury performance based primarily on free cash flow, cash used for working capital, productivity and efficiency, investing and borrowing performance, and reduced risk exposure. These are all important, of course -- liquidity drives business performance, CEOs often give guidance to the investment community about meeting free cash flow targets and cash is needed for working capital. What Are Your Current Priorities Related to Treasury? But whether or not the finance executives formally track these factors as key performance indicators for their treasury teams, nearly all of the executives have the same expectations. They want better returns from cash, more optimized investment and borrowing, best practices executed for liquidity and cash management, and protection against fraud. On the topic of the best ways for treasury teams to optimize liquidity, the survey respondents again see almost-equal priorities rather than one or two favorites, giving nearly the same importance to reducing borrowing costs, increasing returns on excess cash, generating free cash flow, mobilizing global cash more efficiently and implementing supplier financing programs. They also give similar weights to each of eight areas where their treasury teams could make a better contribution to overall business performance. Increasing cash flow is the favorite at 41%, followed by increasing interest earned on excess cash, protecting against payments fraud, improving treasury team productivity, centralizing treasury data and processes, reducing currency volatility impacts, providing secure and efficient global payments, and providing business continuity planning for global treasury. Finance executives expect their treasury teams to meet all of these cgoals, and if they aren’t done right, it costs their organizations in financial losses or missed opportunities. CFOs recognize that cash is the lifeblood of their organizations. When treasury can manage cash and liquidity well—if it can provide visibility to cash and deploy it effectively, optimize investment and borrowing, and protect cash from fraud and currency risks—then it sets itself up to optimize how cash is made available and deployed, such as for cash operations, stock dividends or company growth in other parts of the world. THE CURRENT STATE OF TREASURY Despite the consensus that treasury operations are integral to company success, the survey also shows that treasury operations are lagging considerably behind the vision that the CFOs and other finance executives have for them. Surprisingly, 22% of the surveyed executives say they don’t see their treasury team as a profit center. On behalf of those who don’t share that view, 53% of the surveyed executives say their treasury teams contribute as a profit center by earning greater returns on cash and 34% say they contribute by unlocking supplier discounts for early payments. Rounding out the profit-center views, 28% see contributions from treasury’s FX intercompany management and 24% from viewing treasury as an in-house bank. On the bright side, 78% of the CFOs and other senior finance executives in the survey view the role of treasury as actively contributing to the bottom line. And most are earning greater returns on cash from areas such as investment income on the large cash balances that companies frequently hold in today’s economy. They also value cash management and see cash as something that can help create profitability and improve margins. The glass-half-empty view? The executives in the 22% contingent probably are not aware of the potential links of treasury to value creation, and are likely not investing in things like cash forecasting or technology that will help their treasury teams contribute in strategic roles, viewing cash merely as a means to pay bills, and not much more. How Do You See Your Treasury Team Contributing as a Profit Center? When asked about their current state, only one quarter of surveyed finance executives describe their treasury operations as “strategic,” the highest level, meaning that treasury “creates value through enterprise-level insight and intelligence.” Three out of every 20 finance executives surveyed say treasury is operating at an “ad-hoc” level, or the lowest level, which is primarily reactive. Anything below strategic is suboptimal. But why are treasury teams being placed in the not-strategic category? The surveyed finance executives report several internal obstacles that restrict the CFO’s ability to support organizational growth and bottom-line value, with a fairly even distribution between those obstacles: complex financial structures, siloed or disparate financial systems, lack of resources, insufficient technology investments, lack of real-time business intelligence, lack of expertise and lack of process automation. All of these obstacles point to a mindset that the company hasn’t invested the time and money necessary to improve treasury processes and the systems that support them. They also signal a lack of collaboration and coordination in the way the financial structure is set up. A lack of spending on treasury and a tactical focus, where time is spent on completing everyday tasks at the expense of forward-looking achievements, translates to lower productivity for treasury teams, especially for the range of critical tasks and high expectations that CFOs have set out for them. Companies are getting in their own way when they fail to prioritize treasury operations and don’t invest in the capabilities and tools that treaury needs. HOW TO GET BETTER CFOs value the importance of treasury operations, and most of them recognize that their treasury teams haven’t reached a strategic level yet. So how do they set up treasury to achieve its full potential? The key barrier is that treasury teams often get so bogged down in reactive tasks that they don’t create opportunities to work on strategic tasks. If treasury can get around its mountain of tactical work, it can be more proactive with insights and analysis. One way that CFOs appear to be attacking this issue is through technology. The survey shows that more than one-third of the respondents use connectivity middleware/payment hub software, data visualization/business intelligence software and mobile devices for multifactor authentication with their finance teams. A slightly lower percentage of the surveyed finance executives employ application programming interfaces to banks and trading partners, as well as machine learning and robotic process automation. All of these technologies help harness data and can make treasury teams more effective and analytical, which helps them make better decisions about managing cash and liquidity. Fostering more analysis of data and information creates an opportunity for treasury and finance to become more strategic. TREASURY ORGANIZATIONS NEED TO MAKE TECHNOLOGY AND PROCESS IMPROVEMENTS TO MEET INDUSTRY BEST PRACTICES. PREDICTIVE ANALYTICS ARE AT THE TOP OF THE LIST, CITED BY 45% OF THE RESPONDENTS AS AN AREA OF INTEREST, FOLLOWED BY PAYMENTS AUTOMATION AT 32% AND CASH MANAGEMENT AT 31%. In Which of the Following Areas Does the Treasury Organization Need to Imporve Its Technology and/or Process to Match Industry Best Practices? The surveyed finance executives also acknowledge that their treasury organizations need to make technology and process improvements to meet industry best practices. Predictive analytics are at the top of the list, cited by 45% of the respondents as an area of interest, followed by payments automation at 32% and cash management at 31%. The number of organizations utilizing technology that still acknowledge the need for improvement show a level of aspiration. CFOs and their organizations are recognizing they need to make changes to achieve the performance standards they’ve set for their treasury teams based on free cash flow and other factors. What Are Your Top Three Treasury Concerns for 2020 and Beyond? Looking ahead, the top three treasury concerns for 2020 and beyond are working capital optimization, according to 41% of the surveyed executives, followed by payments fraud for 29% and low interest rates for 28%. The other items on the treasury concerns list include treasury operating costs, treasury productivity, currency volatility and business continuity. The diverse pattern of responses indicate that other than with working capital optimization, every organization will have its own individual set of priorities for fortifying its treasury operations. Also, with no consensus about treasury deficiencies, each organization will have to carefully examine and gain a better understanding of its own treasury team, which could lead to visibility that hasn’t previously existed. The bottom line is that CFOs and other finance executives value their treasury teams, and they have a good understanding of all the vital benefits that their teams can deliver—a point made repeatedly through the survey results. Although there may not be a simple fix, they’ve identified a list of internal obstacles that they must overcome to improve treasury. They also recognize the opportunity at hand: to bring their treasury operations up to a strategic level where they can fulfill their potential. To make that happen, they need to arm their treasury teams with the right tools to understand and analyze data, and to make better decisions. Starting with some simple investments in technology, CFOs can improve the efficiency and effectiveness of treasury. And as that efficiency and effectiveness grows, it increases the probability of good outcomes like increased profitability. CONCLUSION Treasury performance is tied directly to cash and liquidity management. CFOs know that accurately forecasting cash flow, operational efficiency, fraud prevention, compliance, optimizing working capital and FX risk management are all critical tasks that their treasury teams must manage to sustain the health of their companies. Most of them also recognize that their treasury teams need work. Most treasury operations fail to achieve their full potential because they get bogged down in tactical, reactive work. Treasury teams need investments in predictive analytics, payments automation and cash management. As technology and process improvements help treasury teams to harness more data and employ more analytics, those teams will become more strategic and capable of meeting their CFOs’ expectations. And companies will enjoy improvements in free cash flow, cash usage for working capital, productivity and efficiency, investing and borrowing performance, and reduced risk exposure.     Check out this on-demand webinar and learn how 2021 AFP Pinnacle Award Winner HCSC transformed into a data-driven treasury with 1000+ hours of productivity improvement and 90% reduction in working capital requirements.

 A Strategic Treasury Focus Boosts Cash Flow and Minimizes Risks Treasury operations manage the lifeblood of their companies: cash liquidity. CFOs know that their treasury teams are critically important, handling everything from cash flow...

 A Strategic Treasury Focus Boosts Cash Flow and Minimizes Risks Treasury operations manage the lifeblood of their companies: cash liquidity. CFOs know that their treasury teams are critically important, handling everything from cash flow forecasts to optimizing working capital, along with foreign exchange currency risk and investing and borrowing. The team’s performance has a direct impact on the bottom line. Yet, 22% of CFOs and senior finance executives say they don’t see their treasury team as a profit center, according to a recent survey by CFO Research and Kyriba. And only a quarter of the executives say their treasury operations are operating at a high level with a strategic approach. This report examines what the survey says about the links between treasury and overall performance, the obstacles that treasury teams face and how CFOs can boost their treasury performance to improve overall profitability. Which of the Following Best Describes Your Role? KEY POINTS Senior finance executives expect treasury teams to manage critical tasks linked to cash flow and risk, according to a survey. That three-quarters of finance executives view their treasury operations as strategically lacking. Obstacles faced by treasury teams include complex financial structures and siloed systems, and a lack of technology investments, real-time business intelligence, expertise and process automation. A lack of spending on treasury and a focus on everyday tasks over strategic objectives block progress for treasury teams. Working capital optimization is the top treasury concern of financial executives moving forward. The surveyed finance executives also acknowledge that their treasury organizations need to make technology and process improvements to meet industry best practices. Predictive analytics, payments automation and cash management are the top three technology and process improvements that treasury teams need to make, according to the survey respondents. WHY TREASURY PERFORMANCE SHOULD DEMAND YOUR ATTENTION There is widespread agreement among CFOs and other senior finance executives: Treasury performance is critical to the health of their organizations, and they expect their treasury teams to manage a range of critical tasks. According to a 2020 CFO Research/Kyriba survey, senior finance executives give similar weighting to a range of treasury department priorities: accurately forecasting cash flow, operational efficiency, fraud prevention, compliance, optimizing working capital and FX risk management are somewhat evenly matched. Rather than singling out one or a few of the priorities, the 156 surveyed executives indicate that all are nearly equally important. The survey also reveals another theme: finance executives tie treasury performance directly to cash and liquidity management. The surveyed executives measure treasury performance based primarily on free cash flow, cash used for working capital, productivity and efficiency, investing and borrowing performance, and reduced risk exposure. These are all important, of course -- liquidity drives business performance, CEOs often give guidance to the investment community about meeting free cash flow targets and cash is needed for working capital. What Are Your Current Priorities Related to Treasury? But whether or not the finance executives formally track these factors as key performance indicators for their treasury teams, nearly all of the executives have the same expectations. They want better returns from cash, more optimized investment and borrowing, best practices executed for liquidity and cash management, and protection against fraud. On the topic of the best ways for treasury teams to optimize liquidity, the survey respondents again see almost-equal priorities rather than one or two favorites, giving nearly the same importance to reducing borrowing costs, increasing returns on excess cash, generating free cash flow, mobilizing global cash more efficiently and implementing supplier financing programs. They also give similar weights to each of eight areas where their treasury teams could make a better contribution to overall business performance. Increasing cash flow is the favorite at 41%, followed by increasing interest earned on excess cash, protecting against payments fraud, improving treasury team productivity, centralizing treasury data and processes, reducing currency volatility impacts, providing secure and efficient global payments, and providing business continuity planning for global treasury. Finance executives expect their treasury teams to meet all of these cgoals, and if they aren’t done right, it costs their organizations in financial losses or missed opportunities. CFOs recognize that cash is the lifeblood of their organizations. When treasury can manage cash and liquidity well—if it can provide visibility to cash and deploy it effectively, optimize investment and borrowing, and protect cash from fraud and currency risks—then it sets itself up to optimize how cash is made available and deployed, such as for cash operations, stock dividends or company growth in other parts of the world. THE CURRENT STATE OF TREASURY Despite the consensus that treasury operations are integral to company success, the survey also shows that treasury operations are lagging considerably behind the vision that the CFOs and other finance executives have for them. Surprisingly, 22% of the surveyed executives say they don’t see their treasury team as a profit center. On behalf of those who don’t share that view, 53% of the surveyed executives say their treasury teams contribute as a profit center by earning greater returns on cash and 34% say they contribute by unlocking supplier discounts for early payments. Rounding out the profit-center views, 28% see contributions from treasury’s FX intercompany management and 24% from viewing treasury as an in-house bank. On the bright side, 78% of the CFOs and other senior finance executives in the survey view the role of treasury as actively contributing to the bottom line. And most are earning greater returns on cash from areas such as investment income on the large cash balances that companies frequently hold in today’s economy. They also value cash management and see cash as something that can help create profitability and improve margins. The glass-half-empty view? The executives in the 22% contingent probably are not aware of the potential links of treasury to value creation, and are likely not investing in things like cash forecasting or technology that will help their treasury teams contribute in strategic roles, viewing cash merely as a means to pay bills, and not much more. How Do You See Your Treasury Team Contributing as a Profit Center? When asked about their current state, only one quarter of surveyed finance executives describe their treasury operations as “strategic,” the highest level, meaning that treasury “creates value through enterprise-level insight and intelligence.” Three out of every 20 finance executives surveyed say treasury is operating at an “ad-hoc” level, or the lowest level, which is primarily reactive. Anything below strategic is suboptimal. But why are treasury teams being placed in the not-strategic category? The surveyed finance executives report several internal obstacles that restrict the CFO’s ability to support organizational growth and bottom-line value, with a fairly even distribution between those obstacles: complex financial structures, siloed or disparate financial systems, lack of resources, insufficient technology investments, lack of real-time business intelligence, lack of expertise and lack of process automation. All of these obstacles point to a mindset that the company hasn’t invested the time and money necessary to improve treasury processes and the systems that support them. They also signal a lack of collaboration and coordination in the way the financial structure is set up. A lack of spending on treasury and a tactical focus, where time is spent on completing everyday tasks at the expense of forward-looking achievements, translates to lower productivity for treasury teams, especially for the range of critical tasks and high expectations that CFOs have set out for them. Companies are getting in their own way when they fail to prioritize treasury operations and don’t invest in the capabilities and tools that treaury needs. HOW TO GET BETTER CFOs value the importance of treasury operations, and most of them recognize that their treasury teams haven’t reached a strategic level yet. So how do they set up treasury to achieve its full potential? The key barrier is that treasury teams often get so bogged down in reactive tasks that they don’t create opportunities to work on strategic tasks. If treasury can get around its mountain of tactical work, it can be more proactive with insights and analysis. One way that CFOs appear to be attacking this issue is through technology. The survey shows that more than one-third of the respondents use connectivity middleware/payment hub software, data visualization/business intelligence software and mobile devices for multifactor authentication with their finance teams. A slightly lower percentage of the surveyed finance executives employ application programming interfaces to banks and trading partners, as well as machine learning and robotic process automation. All of these technologies help harness data and can make treasury teams more effective and analytical, which helps them make better decisions about managing cash and liquidity. Fostering more analysis of data and information creates an opportunity for treasury and finance to become more strategic. TREASURY ORGANIZATIONS NEED TO MAKE TECHNOLOGY AND PROCESS IMPROVEMENTS TO MEET INDUSTRY BEST PRACTICES. PREDICTIVE ANALYTICS ARE AT THE TOP OF THE LIST, CITED BY 45% OF THE RESPONDENTS AS AN AREA OF INTEREST, FOLLOWED BY PAYMENTS AUTOMATION AT 32% AND CASH MANAGEMENT AT 31%. In Which of the Following Areas Does the Treasury Organization Need to Imporve Its Technology and/or Process to Match Industry Best Practices? The surveyed finance executives also acknowledge that their treasury organizations need to make technology and process improvements to meet industry best practices. Predictive analytics are at the top of the list, cited by 45% of the respondents as an area of interest, followed by payments automation at 32% and cash management at 31%. The number of organizations utilizing technology that still acknowledge the need for improvement show a level of aspiration. CFOs and their organizations are recognizing they need to make changes to achieve the performance standards they’ve set for their treasury teams based on free cash flow and other factors. What Are Your Top Three Treasury Concerns for 2020 and Beyond? Looking ahead, the top three treasury concerns for 2020 and beyond are working capital optimization, according to 41% of the surveyed executives, followed by payments fraud for 29% and low interest rates for 28%. The other items on the treasury concerns list include treasury operating costs, treasury productivity, currency volatility and business continuity. The diverse pattern of responses indicate that other than with working capital optimization, every organization will have its own individual set of priorities for fortifying its treasury operations. Also, with no consensus about treasury deficiencies, each organization will have to carefully examine and gain a better understanding of its own treasury team, which could lead to visibility that hasn’t previously existed. The bottom line is that CFOs and other finance executives value their treasury teams, and they have a good understanding of all the vital benefits that their teams can deliver—a point made repeatedly through the survey results. Although there may not be a simple fix, they’ve identified a list of internal obstacles that they must overcome to improve treasury. They also recognize the opportunity at hand: to bring their treasury operations up to a strategic level where they can fulfill their potential. To make that happen, they need to arm their treasury teams with the right tools to understand and analyze data, and to make better decisions. Starting with some simple investments in technology, CFOs can improve the efficiency and effectiveness of treasury. And as that efficiency and effectiveness grows, it increases the probability of good outcomes like increased profitability. CONCLUSION Treasury performance is tied directly to cash and liquidity management. CFOs know that accurately forecasting cash flow, operational efficiency, fraud prevention, compliance, optimizing working capital and FX risk management are all critical tasks that their treasury teams must manage to sustain the health of their companies. Most of them also recognize that their treasury teams need work. Most treasury operations fail to achieve their full potential because they get bogged down in tactical, reactive work. Treasury teams need investments in predictive analytics, payments automation and cash management. As technology and process improvements help treasury teams to harness more data and employ more analytics, those teams will become more strategic and capable of meeting their CFOs’ expectations. And companies will enjoy improvements in free cash flow, cash usage for working capital, productivity and efficiency, investing and borrowing performance, and reduced risk exposure.     Check out this on-demand webinar and learn how 2021 AFP Pinnacle Award Winner HCSC transformed into a data-driven treasury with 1000+ hours of productivity improvement and 90% reduction in working capital requirements.

“We have standardized what were once fragmented, global payment processes across multiple ERPs, enabling automation, stronger controls and better visibility.” Janice Minter, Senior Treasury Analyst, Amway Key Payments Challenges The continued growth and global...

“We have standardized what were once fragmented, global payment processes across multiple ERPs, enabling automation, stronger controls and better visibility.” Janice Minter, Senior Treasury Analyst, Amway Key Payments Challenges The continued growth and global nature of Amway’s business presented many positives, but it also created challenges for the treasury function. Amway’s operations spanned more than 80 markets, but more than 200 local banks were used for cash management and 50 banks initiated and transmitted payments. Maintaining bank connectivity with source systems was taxing and the treasury team recognized that a transformation of the global payments process was required to scale to growing business needs. The key challenges that drove treasury to this conclusion included: A lack of transparency into global payments Inconsistent payment controls across countries Inefficient alignment of payments to shared services operations Increased risk of unauthorized and fraudulent payments Numerous banking connections needed for source systems A Plan for Payments Transformation At the inception of the project, Amway conducted a detailed analysis to help identify specific areas of the payments process that needed improvement. The analysis concluded that the company’s technology infrastructure was unable to meet expected future payments volume; current processes did not support remote access and payment connectivity; and payments were initiated out of too many banks and accounts resulting in unnecessary banking fees. To remedy the issues, Amway established a list of goals for the payments transformation process: Implementation of a single payment hub technology to consolidate payment activity into one portal Automatic management of bank payment formats Support of SWIFT connectivity and select host-to-host connectivity protocols for enhanced bank security and encryption Integration with the company’s new ERP solution for digitized integration of approved payment files Building a Better Payments Workflow Post-needs analysis, Amway chose Kyriba as its treasury management system (TMS) and designed an entirely new global payments workflow, including a technology roadmap that outlined the need for a best-of-breed payments platform. In the new workflow, business units initiate payments for approval within the ERP system. After all approvals are in place, the payments are added to the ERP’s payment file and sent from one of three regional finance shared service centers to the Kyriba payment hub where the appropriate banking formats for each bank are identified. To address Amway’s complicated banking connections to source systems, a singular pipeline (standard payment template) was created. Today, Amway’s source systems leverage that template to provide the payment file to Kyriba and Kyriba manages the connections/specs with the company’s banking partners, freeing up IT resources to focus on other business initiatives. After banking formats for each bank are identified and attached to each payment, an approval at the batch level is required for payments to be transmitted by the bank’s choice of connectivity, including a direct host-to-host solution to transmission via Amway’s SWIFT BIC. After the payment file is received by the bank, payment acknowledgments (ACKs and NACKs) are impoarted into the payment dashboard within Kyriba. Service center staff leverage this data to track payments in real-time. To close out the workflow, prior-day bank statements also flow into Kyriba and the ERP’s cash management module, enabling automatic reconciliation of daily bank statements. Lastly, verified payments are processed to the general ledger. An Award-winning Payments Program Amway’s initiative to transform the way it managed global payments was no small feat. The centralization of payments to three regional shared service centers was a significant shift away from local expertise and siloed payments. Local bank portals and processes were replaced with payments technology from Kyriba and the number of banks used for payments were cut in half. Amway was able to drive cost savings and operational efficiencies through overhauling their payments process. In recognition of its efforts, Amway won the 2019 Silver Alexander Hamilton Award in Working Capital and Payments. Overall, Amway was able to realize reduced risk of payment fraud, improved productivity, standardized payment controls and a reduction in working capital requirements.   About AmwayAmway is an entrepreneur-led health and wellness company based in Ada, Michigan. It is committed to helping people live better, healthier lives – across more than 100 markets worldwide. According to Forbes magazine, it is among the Top 50 privately held, family-owned companies in the United States. Top-selling brands for Amway are Nutrilite™, Artistry™, and XS™ energy – all sold exclusively by entrepreneurs who are known as Amway Business Owners. Amway is the No. 1 direct selling business in the world, according to the 2021 Direct Selling News Global 100.

The Kyriba Payments Network helps businesses of all sizes accelerate ERP cloud migration projects and simplify global bank connectivity and format transformation projects. With Kyriba's Connectivity-as-a-Service, companies can drastically reduce the amount of time...

The Kyriba Payments Network helps businesses of all sizes accelerate ERP cloud migration projects and simplify global bank connectivity and format transformation projects. With Kyriba's Connectivity-as-a-Service, companies can drastically reduce the amount of time and resources needed to complete these projects, allowing businesses to focus on other areas of digital transformation. The Kyriba Payments Network is a powerful tool for CFOs and their teams, providing them with access to an expansive global banking network and the capability to manage payments across multiple internal systems such as ERP, Payroll, and TMS. With this network, teams have the ability to streamline their financial operations, improving efficiency and reducing the costs and risks associated with manual payment processing. By consolidating payment activities within one Payments Hub, customers can take advantage of Kyriba's real-time visibility to their payments through customizable dashboards, which are fully accessible also via the Kyriba Mobile application. Kyriba also provides a comprehensive suite of payment controls with a strong emphasis on separation of duties. It offers real-time payments fraud prevention, compliance and anomaly detection, as well as sanctions list payment screening, so your organization can be confident that all payments are compliant and safe from potential fraud. These payment controls are designed to ensure maximum protection, offering organizations the peace of mind that their payments are secure and compliant. In summary, Kyriba Payments Network enables: Real-time payments tracking across the enterprise with full transaction visibility, including SWIFT gpi compliance Flexibility in banking partners for the most advantageous relationships, cost savings, and enhanced governance Opportunities to create more shared service centers, implementing netting of POBO (Pay-on-Behalf-of) models and execute cross-border payments Managing payment and discounting terms with suppliers and allow payment services, formats, and standards to be fully managed by Kyriba with no internal IT dependency Providing finance teams with real-time data visualization and payment analytics that strengthen payment decisions Access mobile dashboards to allow approvals by remote users Use out-of-the-box connectivity to access all major regional payment networks (including SEPA, ACH, Fedwire, etc.) and real-time payment (RTP) rails Watch this video to find out more.

In transitioning from legacy and largely manual processes for hedging foreign exchange (FX) risk management, the treasury department of Trane Technologies sought greater visibility and quantification of its exposures. This involved partnering with a...

In transitioning from legacy and largely manual processes for hedging foreign exchange (FX) risk management, the treasury department of Trane Technologies sought greater visibility and quantification of its exposures. This involved partnering with a dedicated technology provider and adoption of a centrally-led FX management strategy. "Kyriba resolves our immediate FX risk management limitations and allows us to develop best in class solutions." Chris DonohoeAssistant Group Treasurer, Having previously suffered an inability to determine key factors impacting FX exposure in real-time, analysis was reactive rather than proactive; numerous ERP systems with varying capabilities made analysis complicated, cumbersome and directional in nature, so hedging was limited only to known exposures such as intercompany loans; and consolidation tools provided functional currency or USD transparency, without transactional currency details. To address these gaps and translate exposure management into meaningful analysis that adds value to the business, Trane Technologies turned to FiREapps, now a Kyriba company. "We now have have the ability to work with our entities on specific projects and to implement business solutions rather than simply providing high-level FX hedging." Chris DonohoeAssistant Group Treasurer, Net Asset Position by Currency — to map and detail net asset exposure by asset category, legal entity, SBU, region and enterprise Map FX Accounting — to cross check for FX bookings in relation to P&L, CTA and cash flow reporting Hedge Determination — to determine Value at Risk (VaR) analysis for all hedging programs and portfolio risk optimisation to determine most efficient strategies Advanced Reporting — to explain sources of noise in the FX results and provide dashboard reporting on balance sheet hedging effectiveness Thanks to working with Kyriba for the past two years, Chris and his team are now able to cite quantitative and qualitative benefits beyond expectation, the most impressive of which is achieving 97 percent realtime visibility of group FX exposure. Most note-worthy is the global reduction of risk by an excess of 50 percent over 12 months based on the VaR quantification, which is immense for a company of this size and stature. “We in treasury have evolved into a true strategic partner to the business rather than just a corporate function,” explains Chris. “We now have have the ability to work with our entities on specific projects and to implement business solutions rather than simply providing high-level FX hedging.” Chris also notes an increased engagement from the business, resulting from awareness training and a more detailed outline of exposures. Global group risk quantification and trend analysis by business unit and by currency and dashboard presentations for business and board perspectives are also clear strategic benefits. Some Examples of the New Global Net Asset Exposure Quantification Process NB: figures and currency pairs not actual - for example purposes only

A Fragmented View In 2010, Wanhua began the process of upgrading its finance technology. At the time, it relied on numerous e-banking solutions, which was not only inefficient but resulted in the business having...

A Fragmented View In 2010, Wanhua began the process of upgrading its finance technology. At the time, it relied on numerous e-banking solutions, which was not only inefficient but resulted in the business having an incomplete record of its payment transactions. Meanwhile, the growth in its overseas business highlighted some shortcomings in group-wide treasury management. As a result, Wanhua wanted to adopt a treasury solution that would serve to unify its domestic and international operations. "By optimizing, integrating and automating our systems to achieve the end-to-end processing of domestic and international payments, we have laid the foundation or the eventual consolidation of all financial data across the group. The solution has also helped Wanhua to more easily adapt to unpredictable economic changes, meet global regulatory standards and support China’s globalization strategy with a view to overseas expansion.” Zhang Shoujun General Manager, Finance Department Wanhua Chemical Group Unifying International Operations Finance IT Manager Feng Yongjin wanted to deploy a treasury management solution that would enable Wanhua to enhance and “futureproof” its ‘super e-banking’ capabilities. The solution, which needed to be expandable and scalable, had to provide an automated, centralized and global view of the company’s financial position. This would allow the company to improve internal security and controls, and reduce the risk of payment fraud. The solution also needed to enable intelligent processing in order to improve customer and supplier satisfaction. Establish transaction data maintenance requirements for each overseas entity and create a processing template that was in line with corporate business standards. Achieve global data integration with all of the company’s supplier banks with the objective to meet current and future language and policy requirements of each entity. Build a globally-unified processing platform for automated, smart payment routing based on big data analysis from international bank accounts. Supporting Overseas Payments During the implementation process, Wanhua fully mobilized the global resources of Kyriba and its partner banks. It undertook manual inspections, as well as multiple rounds and combinations of stresstesting. Kyriba designed standard payment templates to meet Wanhua’s current and future business needs and established a standard for the maintenance of transaction data. Kyriba’s cloud-based treasury management solution integrates data from Wanhua’s enterprise resource planning system with data provided by its supplier banks. As a result, the solution supports Wanhua’s banking activities, including international and Chinese wire transfers, electronic acceptances, e-commerce business, letters of credit and different payment types. Additionally, Wanhua was able to automate 98 percent of its payments and cut their accounting entries in half thanks to the streamlined settlement and accounting rules brought on by Kyriba that adhere to the requirements of each local jurisdiction. Intelligence and Visibility With the help of Kyriba, Wanhua Chemical Group has established a global data standard for its supplier banks, achieved integrated and automated payments processing, and connected 13 overseas banks in five countries. The company has also been able to unify and standardize payment templates, reduce the cost and extent of manual operations, and gain greater intelligence and visibility in terms of global treasury management.

Please see the Appendix for detailed methodology, market definition, and scoring criteria. In This Excerpt The content for this excerpt was taken directly from IDC MarketScape: Worldwide SaaS and Cloud-Enabled Enterprise Treasury and Risk...

Please see the Appendix for detailed methodology, market definition, and scoring criteria. In This Excerpt The content for this excerpt was taken directly from IDC MarketScape: Worldwide SaaS and Cloud-Enabled Enterprise Treasury and Risk Management Applications 2019–2020 Vendor Assessment (Doc # US45685819). All or parts of the following sections are included in this excerpt: IDC Opinion, IDC MarketScape Vendor Inclusion Criteria, Essential Guidance, Vendor Summary Profile, Appendix and Learn More. Also included is Figure 1. IDC Opinion The role of today's treasury professional is rapidly changing and expanding. While cash management and cash forecasting continue to be strategic priorities, treasurers are also increasing their focus on supply chain finance, insurance, and commodities. However, many treasurers find themselves working with the same amount of resources. Today's treasury professionals require more advanced and innovative technology to keep up with the challenge. This is driving the digital transformation that culminates in the intelligent treasury. What Are Some of the Benefits to the Intelligent Treasury? Cash visibility: Treasurers are asked to cope with the expanding complexities related to increasingly global business environments. Dealing with globalization demands that treasurers can manage and track far-flung operations and fund flows. Scalability: Treasury professionals must be able to efficiently manage complex financial transactions at pace and at scale. Analytics are quickly moving from a nice to have to a must-have for today's treasury professional. Treasury professionals are turning to advanced analytics and intelligence to assist in the process of remittance advice, cash forecasting, and monitoring cyberfraud-like account takeovers and check fraud. Streamlined financial controls: Organizations are reviewing procedures across business units and geographic boundaries and must work to find a way to streamline their regulatory compliance and mitigate compliance risks. Treasury departments must devote resources to understand the impact of these regulations and adjust their processes/systems to comply with them. Intelligence allows for tighter, real-time financial controls. Digital Tools Supporting the Intelligent Treasury As organizations move into the digital economy, focused on digital transformation initiatives, the functions of finance and treasury are turning to advanced technologies to enable the evolution. Fueled by the enormous amount of waste and inefficiency within the treasury workstreams, the CFO requires more advanced and innovative technology. Vendors are supporting digital transformation with new use cases that treasury applications can leverage with technologies such as big data and analytics and machine learning (ML) to perform efficiently. Software-as-a-service (SaaS) cloud: Treasury and risk management is one of the slower-moving application groups to the cloud. Customers making new purchase decisions for treasury solutions are overwhelmingly choosing public cloud offerings over on-premises/other software offerings. The ability to configure, upgrade, and add more functionality from the 3rd Platform and innovation accelerators is driving organizations to purchase cloud-based solutions. Artificial intelligence (AI)/machine learning: Machine learning has the potential to deeply transform the daily activities of treasury managers. The impact of this technology will be felt first in the areas of cash forecasting, cash positioning, and netting, where the technologies' ability to analyze data and make recommendations will be essential. Rise of APIs: Treasurers interact with many different external entities (e.g., banks, suppliers, and agencies) to manage company treasury assets. The answer to this issue is to allow treasury application software to connect directly with banking systems, so that information flows seamlessly between end users and their banking partners. The potential of APIs within treasury is significant. Predictive analytics: Businesses are interested in analytics as part of their travel and expense applications. Business intelligence and analytics improve visibility into liquidity patterns. The Enterprise Difference IDC defines the enterprise treasury market as any customer with 1,000+ employees. Among the largest businesses, treasury becomes less about the basics of treasury accounting, bank relationship management, and cash management and much more about moving money efficiently into and out of the financial markets. Financial risks management becomes highlighted among treasury departments within very large businesses. As a result, data management becomes critically important among enterprise treasury departments. Further: Finding business insights: Treasury professionals must be able to accurately account for and provide detailed information on millions of transactions. Treasury professionals need to both verify and analyze these transactions for relevant reporting metrics, business insights, and compliance. This information may come in a variety of formats and sources, and the amount of this type of information is increasing daily, rapidly making finding relevant business insights an extremely daunting task. Preserving treasury data security: Security has become a multifaceted issue because of the rise of cybersecurity threats and cyberfraud. Treasury professionals must now be vigilant against cases of traditional fraud (e.g., suspicious accounting records or corporate account misuse) and more modern cyberthreats. Treasury resources are now devoted to monitoring potential weak points in banking structure, supplier management, treasury systems, and payment files. Enhancing foreign exchange (FX): Today's treasurer is swimming in data and is finding FX with all its moving parts to be particularly difficult. Speed is another area of concern for treasurers, who desire the ability to move money around the clock and in real time into and out of the currency markets. However, with increased speed comes the need for more powerful real-time risk management capabilities. Complying and reporting: Treasury compliance is a rule-based process, often manual, that is handled on an exception basis from a historical transactional perspective. Without real-time treasury compliance, organizations are at risk for noncompliant employees and have an increased opportunity of fraud. IDC Marketscape Vendor Inclusion Criteria The vendor inclusion list for this document was selected to accurately depict the vendors that are representative of any given treasury management functional buyer's selection list. Vendors were further investigated to ensure that their offerings qualified as "SaaS or cloud enabled" and the vendor had won recent deals. Also, the treasury software must be available for purchase and implementation separate from other associated financial/ERP software. Advice for Technology Buyers The process of transitioning treasury management from a manual model to an intelligent model can be a challenging one. It is important to structure your treasury department to be more efficient and agile to cope with the ever-changing compliance/regulatory/liquidity demands. Here are a few key steps in the journey toward optimizing your treasury management department through the addition of an advanced software package like the ones listed in this document: Begin by looking inward: Before you choose your treasury management software (TMS) vendor or even whether dedicated TMS is a good investment for your organization, first you should take the opportunity to do some self-reflection. Here are some key questions to ask regarding the internal resources and processes: What are some of the issues I would like to resolve with this new system? Are the issues technology related? What are my internal support resources and capabilities? How should we define success for this implementation? Which internal stakeholders should we include in the evaluations processes? Select the right partners (internal and external): The first step in the journey to TMS is developing a strategy and plan for the implementation. This includes doing the due diligence in finding the right TMS vendor. Here are a few key questions to ask regarding the TMS vendor: Does the vendor have experience with my type of product, service, and company size? Can the vendor show me a hands-on demo with our organization's "live/real" data to show the benefit to the business? Does the vendor understand the regulations that will impact my business? How are these regulations reflected in my current product, and how will it change in the future? What is the vendor's strategic investment outlook for the next three to five years? Why? How will that change and enhance my business? Take ownership of the implementation: For the best results, organizations must take a very active role in the actual implementation of the software. TMS touches upon a lot of other back-office systems (e.g., ERP, finance, accounts receivable, supply chain, and inventory). As a result, extreme attention must be given to how the TMS system is set up and how it interacts with other systems within your organization. Here are some key questions to ask regarding a TMS implementation: What levels of support are available, and are they geographically available for my business? How should I set up the service-level agreement (SLA) before signing any contracts? Can the TMS integrate with my company's other IT systems and those of my partners? Which IT system needs to be integrated and to what degree? How are we set up to deal with frequent product updates? Realize that post-implementation is critical: In many ways, the success of any SaaS implementation hinges on what happens after the implementation is up and running. This is where change management takes center stage and the people side of treasury management becomes essential. Here are a few key questions to ask regarding the post-go-live phase of TMS implementations: Do we have a strategy to encourage rapid adoption among treasury employees? Do we have the right amount of training for employees to master the new features within the TMS system? Are we communicating the purpose and benefits of the system change to the treasury employees? Have we aligned existing policies and procedures to enable the adoption of the new workflows? This IDC MarketScape assists in answering the aforementioned questions and others. The goal of this document is to provide potential software customers with a list of treasury software companies that have taken great strides to incorporate the previously listed capabilities. We have profiled and assessed their capabilities to support the complicated area of treasury management software. Vendor Summary Profiles This section briefly explains IDC's key observations resulting in a vendor's position in the IDC MarketScape. While every vendor is evaluated against each of the criteria outlined in the Appendix, the description here provides a summary of each vendor's strengths and challenges. Kyriba After a thorough evaluation of Kyriba's strategies and capabilities, IDC has positioned the company in the Leaders category in the 2019 IDC MarketScape for worldwide SaaS and cloud-enabled enterprise treasury and risk management applications. Kyriba is a provider of cloud treasury and financial management solutions. Kyriba's product portfolio includes solutions for treasury and finance management, payments, supply chain finance, and FX risk management. Kyriba provides secure connectivity, real-time payments fraud detection, and end-to-end currency risk management in one platform. Kyriba is headquartered in New York, with offices in San Diego, Paris, London, Dubai, and Tokyo. Quick facts about Kyriba are: Employees: 750+ Total number of clients: 2,000+ Globalization: 12 global offices; supports 15 languages in 100+ countries Industry focus: Retail, telecom, consumer packaged goods, and manufacturing Ideal customer size: Upper midmarket and above SaaS: Multitenant SaaS platform Pricing model: Subscription based on number of active users Partner ecosystem: 100+ partners including Accenture, Deloitte, Infor, and Oracle NetSuite Strengths Connectivity: Kyriba offers "connectivity as a service" featuring seven different connectivity options to financial institutions, including APIs, MT Concentrator, and multiple SWIFTNet options. Kyriba connects to an extensive set of banks. Focus on cash forecasting: Kyriba offers a large array of modeling capabilities to drive predictive forecasting, including complex extrapolation algorithms and more recently artificial intelligence to project transaction clear dates. Kyriba's business intelligence forecast versioning enables more detailed forecast variance analysis and confidence in forecast performance Payments capabilities: Kyriba offers a complete payment hub to support complex treasury payments, ERP-to-bank connectivity, a library for 40,000 payment format scenarios, sanctions list screening, and real-time payment fraud detection. These are critical for customers seeking resilience and control against fraud and cybercrime. FX risk management capabilities: Kyriba offers an end-to-end FX risk management allowing users to identify, extract, and analyze balance sheet and cash flow exposures to understand the impact of currency volatility on earnings and mitigate FX risk through natural and intentional risk management. Challenges Changing perception of SaaS: Kyriba targets midmarket and large enterprise companies. Although the SaaS model offers more price elasticity for less complex organizations, some CFOs are still opening their minds to SaaS for treasury and, as result, may still be reluctant to deploy SaaS treasury. Small, inexpensive niche providers: There are several providers that provide partial functionality (e.g., only cash management) but offer inexpensive offerings and the promise of interfacing with other best-of-breed providers to deliver a complete solution Consider Kyriba When If you are an upper midmarket or large enterprise company looking for a suite of treasury or FX risk management capabilities, consider Kyriba. Appendix Reading an IDC MarketScape Graph For the purposes of this analysis, IDC divided potential key measures for success into two primary categories: capabilities and strategies. Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well aligned the vendor is to customer needs. The capabilities category focuses on the capabilities of the company and product today, here and now. Under this category, IDC analysts will look at how well a vendor is building/delivering capabilities that enable it to execute its chosen strategy in the market. Positioning on the x-axis, or strategies axis, indicates how well the vendor's future strategy aligns with what customers will require in three to five years. The strategies category focuses on high-level decisions and underlying assumptions about offerings, customer segments, and business and go-to-market plans for the next three to five years. The size of the individual vendor markers in this IDC MarketScape represents the market share of each individual vendor within the specific market segment being assessed. IDC MarketScape Methodology IDC MarketScape criteria selection, weightings, and vendor scores represent well-researched IDC judgment about the market and specific vendors. IDC analysts tailor the range of standard characteristics by which vendors are measured through structured discussions, surveys, and interviews with market leaders, participants, and end users. Market weightings are based on user interviews, buyer surveys, and the input of IDC experts in each market. IDC analysts base individual vendor scores, and ultimately vendor positions on the IDC MarketScape, on detailed surveys and interviews with the vendors, publicly available information, and end-user experiences in an effort to provide an accurate and consistent assessment of each vendor's characteristics, behavior, and capability. Market Definition Treasury and risk management applications support corporate treasury operations (including the treasuries of financial services enterprises) with the corresponding financial institution functionality and optimize related cash management, deal management, and risk management functions, as follows: Cash management automation includes several treasury processes involving electronic payment authorization, bank relationship management, and cash forecasting. Deal management automation includes processes for the implementation of trading controls, the creation of new instruments, and market data interface from manual or third-party sources. Risk management automation includes performance analysis, Financial Accounting Standards (FAS) 133 compliance, calculation of various metrics used in fixed-income portfolio analysis, and market-to-market valuations. Learn More Related Research Worldwide Treasury and Risk Management Applications Forecast, 2018-2022: Combating Fraud Through Advanced Technology (IDC #US43267118, June 2018) Worldwide Treasury and Risk Management Applications Market Shares, 2017: Treasury Manager Emerging as Trusted Advisor (IDC #US43267218, June 2018) IDC TechScape: Worldwide Intelligent Treasury and Cash Management, 2019 (IDC #US45024119, May 2019) IDC Market Glance: Treasury and Risk, 1Q19 (IDC #US44646619, March 2019) Synopsis This IDC study provides an assessment of the leading SaaS and cloud-enabled treasury and risk management applications and discusses the criteria that are most important for companies to consider when selecting a system. "The world of treasury and risk management is rapidly evolving and becoming more and more complex. So, too, has the role of treasurer manager evolved from simply being a steward of cash to a trusted advisor to the executive board," says Kevin M. Permenter, research manager, Enterprise Applications.

The Need for Accessible Supply Chain Finance Funding has historically been an issue for small and medium-sized suppliers of research services in the preclinical outsourcing sector. These companies are often forced to accept 120-day...

The Need for Accessible Supply Chain Finance Funding has historically been an issue for small and medium-sized suppliers of research services in the preclinical outsourcing sector. These companies are often forced to accept 120-day payment terms, which are set by large pharmaceutical organizations. As a result, suppliers struggle to access the necessary funding that would allow them to bid for projects in competition with larger rivals. Quantitative Results $4M Early Payments to suppliers in the first six months of the program 50% Reduction of the procurement process lifecycle 95% of Payments made on time $45.5K Revenue earned in three months 130% Increase in suppliers’ gross merchandise value 24.3% Increase in volume of purchase orders (PO) issued to suppliers 60-day reduction in payment terms 75.5% GMV average supplier gross merchandise volume (GMV) growth rate Unifying International Operations   "Finance is the heart of an organization. If there are limitations or constraints, you cut off the oxygen, or energy, to fuel the operational functionality of the organization – new innovation, R&D and day-to-day operations." Kris Kagan, Senior Vice President of Finance/HR Scientist.com   While major pharmaceutical companies do utilize supply chain finance (SCF) programs, they are often not accessible to smaller suppliers. For example, a program may only onboard suppliers that complete millions of dollars in spend. And even if suppliers meet this criterion, the onboarding process can then take months to complete and prove expensive for the program provider since large suppliers tend to have high operational costs. SciPay<supTM: Scientist.com’s Life-saving Early Payment Program Scientist.com recognized that if an early payment option was made available to suppliers of all sizes through an SCF program, more companies would be able to focus on innovation, rather than on solely covering their operational costs. Ultimately this would drive drug discovery. Scientist.com also identified the potential for its own business to gain a new, fast-growing revenue stream by providing finance to suppliers. Scientist.com launched SciPayTM, a working capital solution by Kyriba that features early payment options, rapid onboarding, invoice management and dynamic discounting to help fund research for any organization regardless of size. In doing so, research suppliers have access to the funding they need to bid on projects that were previously blocked due to a lack of resources. Putting SciPay into Play – Reducing Risk and Creating Opportunity To find the best candidates for SciPay, Scientist.com leveraged its long-established relationships with clients from large pharmaceutical and biotech companies, as well as its portfolio of more than 3,100 suppliers. Within just a few months, 45 self-designated small business suppliers signed up for the program. By joining the program, risk is reduced for both suppliers and buyers. For buyers, SciPay keeps business consistent, ensuring work is completed before an invoice is paid and allowing for extended payment terms that won’t disrupt supply chains since Scientist.com takes on the burden of the payment. For suppliers, early payments translate to growth, allowing them to bid on projects they were previously unable to now that they have the working capital to cover operational costs. Scientist.com believes that SciPay’s success is the result both of its strong internal commitment to the initiative and its strategic partnership with Kyriba. Working together, finance and development teams integrated Kyriba’s SCF platform with Scientist.com’s existing operating systems, as well as its bank, to ensure that SciPay payments and data flowed securely and smoothly. “We chose Kyriba for two main reasons,” said Kris Kagan, Scientist.com Senior Vice President of Finance/HR. ”It provided us with an opportunity for an early payment program and we were able to utilize the early payment program and join it up with the TMS modules that Kyriba has. The second reason is that we were looking for partners in the industry that could scale with our business, and Kyriba has been an amazing partner.” Speeding Up the Innovation Process Scientific innovation can now happen faster than ever thanks to SciPay. Overall, the entire lifecycle of the procurement process has been reduced by 50 percent, and the source-to-settle process has been sped up by 80 percent. As a result, researchers can run projects and expand their product lines more quickly. The innovation process has also become more cost-effective for buyers of research services. When there are more suppliers with working capital to bid on projects, the price of the project can be driven down. SciPay has brought some significant commercial benefits to Scientist.com as well. Firstly, it is a competitive advantage when it comes to attracting research suppliers to its marketplace. The fact that suppliers only need to sign up for one SCF program, rather than multiple programs, with no barriers to entry, is a major draw. In addition, buyers of research services are able to easily reach more than 3,100 registered suppliers across the globe in a one-stop shop manner. Finally, since Scientist.com uses its own working capital to finance the suppliers, it has boosted revenue through the implementation of SciPay. Ultimately, SciPay serves a greater purpose beyond being a finance platform. By fostering greater competition in the research marketplace and enabling suppliers to more rapidly discover lifesaving medications, SciPay is supporting Scientist.com’s ambitious mission of helping to cure all human disease by 2050.

INTRODUCTION Corporate treasurers are aware that the personal computing systems used for handling administrative and repetitive tasks are quickly becoming unfit to deal with frequent market changes and to manage complex data transactions between...

INTRODUCTION Corporate treasurers are aware that the personal computing systems used for handling administrative and repetitive tasks are quickly becoming unfit to deal with frequent market changes and to manage complex data transactions between multiple parties and institutions. Therefore, corporate treasurers (especially in small and midsize enterprises [SMEs]) are replacing their basic personal accounting system with a more robust TMS and are in the process of learning how to select the right solution. It is not so infrequent that corporate treasury officers are put in front of myriad alternative solutions that only confound their selection process, as treasurers remain entangled in product demos and features-and-functions “fireworks” that make the short-listing decision harder. Aite Group is fully aware of this and proposes an evaluation approach that factors in all the key elements for a successful selection and, more important, an ongoing positive business relationship with the chosen vendor. This Aite Matrix evaluation report explores some of the key trends within the TMS market and discusses the ways in which technology is evolving to address new market needs and challenges. This report compares and contrasts the leading vendors’ offerings and strategies, and it highlights their primary strengths and challenges. In particular, it assesses each vendor’s readiness to offer product functionalities that Aite Group expects will become mainstream in the next two years. Finally, to help corporate executives make more informed decisions as they select new technology partners, this report recognizes specific vendors for their strengths in critical areas. METHODOLOGY Leveraging the Aite Matrix, a proprietary Aite Group vendor assessment framework, this report evaluates the overall competitive position of each vendor, focusing on vendor stability, client strength, product features, and client services. The following criteria were applied to develop a list of vendors for participation: International presence Functional coverage for corporate treasuries, assessing the vendors’ capabilities to offer a portfolio beyond the “basic” functionalities of a TMS: cash and liquidity management, payments initiation, bank account management, and cash forecasting Focus on companies with annual revenue over US$500 million Participating vendors were required to complete a detailed product RFI composed of both qualitative and quantitative questions, conduct a minimum 60-minute product demo, and provide active client references. THE PLAYERS This section presents comparative data and profiles for the individual vendors that participated in the Aite Matrix evaluation. This is by no means an exhaustive list of vendors, and firms looking to undergo a vendor selection process should conduct initial due diligence prior to assembling a list of vendors appropriate for their own unique needs. Table A presents basic vendor information for the participating solutions. THE MARKET The following market trends are shaping the present and future of the TMS market (Table B). KEY STATISTICS This section provides information and analysis on key market statistics as well as projected IT spending related to the vendor market. ANNUAL REVENUE ESTIMATES ANALYSIS The market presence of TMS vendors is evenly distributed among various revenue tranches (Figure 1). The consolidation of the largest players has opened space for lower-tier vendors that have improved their international presence and enlarged the scope of their product portfolio. PROFITABILITY ANALYSIS Although TMS vendors still find some resistance to change by corporate treasurers who prefer to remain loyal to their proprietary electronic spreadsheet tables, the demand for robust treasury software applications is strong. TMS vendors that are capable of corresponding to purchasing requirements (i.e., features and service) of their corporate prospects enjoy healthy returns (Figure 2). GROWTH RATE ANALYSIS The positive results of vendor profitability are reflected in the breakdown of the assessed vendors’ growth (Figure 3). A consistent majority (63%) experienced a double-digit growth over 15%. Only a relative minority (12%) had limited—yet still positive—business success. The results were lower than expected in only one case. CLIENT BREAKDOWN BY TYPE An analysis of the distribution of number of clients among TMS vendors (Figure 4) suggests a form of correlation with the vendors’ business profitability (Figure 2); the more clients served (a client is a registered company—multiple installations at same registered company count as one), the higher the profitability. As soon as the client base diminishes, the profitability drops significantly, only to increase again when there are fewer than 100 clients. The explanation may reside in the fact that profitable clients are large or very large corporations with budgets that recognize the value of the software and services combination and are ready to pay for it. With such a group of clients, TMS vendors are ready to expand their sales campaigns and are confident of two important elements: They have a good set of client references to leverage, and the profitable returns can subsidize the costs for extended sales programs that conclude with an increase in the market share and new client acquisitions. As soon as the resources to invest diminish, however, the client base is reduced, and this may create a vicious circle. Only by focusing on a limited—yet more controllable—pool of clients, the TMS vendors can generate efficiencies and offer standardized solutions that allow them to see their returns increase again. AITE MATRIX EVALUATION This section will break down the individual Aite Matrix components, drawing out the vendors that are strong in each area and how they are differentiated in the market. THE AITE MATRIX COMPONENTS ANALYSIS Figure 5 overviews how each vendor scored in the various areas of importance. Each vendor is rated, in part, based on its own data provided when responding to the RFI distributed by Aite Group as well as on product demos and follow-up discussions as part of the Aite Matrix process. Ratings are also driven by the reference customers of the examined vendors to support a multidimensional rating. VENDOR STABILITY Kyriba leverages its long-lasting presence in the market and global geographical presence. It also has a robust workforce with significant treasury management experience. CLIENT STRENGTH All vendors serve clients in multiple geographies and in a diversity of industry segments. Kyriba, in particular, received high scores from client reference checks for vendor reputation. CLIENT SERVICE Kyriba stands out from the competition. This must not induce in error believing that the other vendors are not careful to their clients. They all offer global and localized support as a standard service with no additional fees. They also measure their performance by contractualizing service-level agreements. The elements that differentiate Kyriba are relative to client reference feedback for service and support, as well as the low implementation costs relative to its pure Software-as-a-Service (SaaS) offering. PRODUCT FEATURES All analyzed vendors deliver fundamental treasury management features of cash and liquidity management, cash forecasting, risk management, payments, investments, funds trading, and debt and equity deal management. The analysis for this report has gone deeper in assessing the vendors’ capabilities to deliver product features closer to the needs of the evolving role of the corporate treasurer: artificial intelligence (AI)-based application that suggests course of action based on the standards being followed in the country of reference, alerts from supply chain events that impact treasury operations (e.g., large purchase order will require funding, delivery delay to client requires cash inflows rescheduling, peak in production requires liquidity to pay extra working hours and temporary staff), and direct integration with major supply chain finance (SCF) platforms via APIs. The above are the specific features that Kyriba displays alongside an already robust TMS applications portfolio. THE AITE MATRIX RECOGNITION To recap, the final results of the Aite Matrix recognition are driven by three major factors: Vendor-provided information based on Aite Group’s detailed Aite Matrix RFI document Participating vendors’ client reference feedback and/or feedback sourced independently by Aite Group Analysis based on market knowledge and product demos provided by participating vendors Figure 6 represents the final Aite Matrix evaluation. BEST-IN-CLASS VENDOR: KYRIBA Kyriba emerges as the clear winner among the examined contenders. Aite group appreciates the vendor’s extended product footprint to cover a large portion of a treasurers’ daily routine operations—namely, supply chain, trade finance, and bank account operations management from the corporate ERP or TMS. Kyriba excelled in the following: Vendor strength: Kyriba has a clear vision of corporate treasury’s needs and expectations. Its out-of-the-box thinking led the vendor to anticipate the benefits of integrating a supply chain finance engine as part of its core product’s stack. Its attention to leveraging APIs to create ERP and bank plug-ins is a further testament of this continuous attention. Product performance: Of particular relevance are cash forecasting tools, bank connectivity interfaces, and ease of use and implementation due to its native SaaS construct.   BEST IN CLASS: KYRIBA Kyriba began operations in France in 2000 as a spin-off from Sage XRT (now part of Aritmos). The headquarters was relocated to the U.S. in 2004. Private equity firm Bridgepoint Capital became a majority shareholder in April 2019 and added a US$160 million growth investment to help Kyriba continue its product innovation and growth strategy. Kyriba delivers an in-house-developed pure SaaS finance software platform with integrated bank connectivity. Through its fully virtualized, multitenant treasury cloud, Kyriba offers a suite of solutions for corporate treasury and finance: treasury, payments, risk management, and working capital. The SaaS nature of the solution allows the firm to keep implementation time typically between six and nine months. Smaller, less complex projects can be rolled out in weeks. Kyriba is a SWIFT-certified application for cash management and an authorized reseller of SWIFT Alliance Lite2 for business applications. Kyriba’s SWIFT Service Bureau offers clients their own SWIFT BIC, fully managed by Kyriba, alongside an outsourced MT Concentrator model that allows organizations to utilize a SWIFT BIC specifically provisioned for Kyriba clients, instead of becoming a SWIFT member. The bank or corporate subsidiary data is consolidated, normalized, and integrated into a portal that provides liquidity dashboards, cash flow forecasting, daily cash positioning, and zero-balance account structure, as well as intercompany loan balance and transaction data, FX capture, tracking, and revaluation. After the injection of fresh funds from Bridgepoint Capital, Kyriba is focused on product development and continued customer support while expanding its partnership ecosystem. While the full list of implementation partners cannot be disclosed, the vendor employs an extensive partner program spread across regions, ranging from large partners such as Accenture to smaller domestic treasury-specific associates. Kyriba’s SaaS cloud-based solutions automate an “on-demand” collection of data from multiple banks and company subsidiaries, leveraging connectivity channels for both treasury and ERP that reach over 100 international banks with a prebuilt inventory of bank formats. Kyriba supports over 125 payment formats with over 45,000 different payment scenarios (e.g., by type, geography, bank). Relevant attention and investment are dedicated to APIs. The API integration builds upon Kyriba’s leading connectivity options, considering that recently published figures tell that the vendor processes more than 83 million bank transactions, 30 million payments, and 530 million ERP transactions on behalf of its clients each month through its global connectivity hub. Kyriba’s main target is to be recognized as the treasury management and payments hub solution provider that offers real-time payments to its bank partners’ corporate customers. In February 2019, Kyriba announced an API-based integration with Citi.1 Later in May, it announced a real-time payments feature using JP Morgan’s API that will enable joint Kyriba and JP Morgan clients to send real-time corporate payments in the U.S. through The Clearing House’s RTP network.2 Commenting on how the competitive environment will evolve over the next two years, Kyriba representatives believe that there is a possibility for further consolidation, as some competitors are challenged financially. It is unlikely that more competition will emerge, as recent entrants have struggled. As new technologies such as RPA and AI become mainstay requirements for treasury, the vendor expects a divergence between platforms that can evolve their technology and those that cannot. Another variable is the broadening of treasury responsibilities into areas such as risk management and procure to pay. Competitors that cannot extend their functionality to meet these additional requirements will find themselves uncompetitive. Kyriba is predicting growth across all sizes of organizations, including smaller midmarket businesses, with the Americas and the Asia-Pacific representing the highest growth markets. AITE GROUP’S TAKE Kyriba’s strong tradition of long-term partnerships and its one platform that blends typical treasury and risk management functionalities, with additional features for payments and working capital optimization, create unique selling points that set a benchmark in the TMS market. Reference clients told Aite Group that the deciding factors to select Kyriba were the vendor’s company viability, its history of long-term well-established partnerships, the richness of treasury functionalities, and Kyriba’s value engineering support during the final evaluation process that provided the corporate decision-makers with the right elements to build the business case. An element that still creates a barrier to further adoption by prospective clients is the price of the TMS that may discourage companies with smaller treasury budgets than those traditionally served by Kyriba. Other business challenges are represented by the continuous demand from corporate treasurers to have immediate TMS solutions to manage unexpected FX volatility, adapt to innovative cash optimization techniques (e.g., dynamic discounting, real-time invoice discounting), and apply data intelligence algorithms to unstructured data sources (e.g., website transactions, social media data flows). Aite Group finds that Kyriba is well poised to exert and maintain competitive leadership by further investing monetary and intellectual resources to leverage the top technology trends that impact its corporate clients’ business: APIs, open banking, data visualization, real-time data analysis, RPA, and AI. BASIC FIRM AND PRODUCT INFORMATION Headquarters: San Diego, California Founded: 2000 Number of employees: 700 Key financial information: Annual revenue US$110 million (estimated 2018) Key products and services: Kyriba (with modules that can be sold separately: Treasury, Payments, Risk Management, and Working Capital) Target customer base: Large and midsize corporations Number of clients: 2,000 Average client tenure: 10 years Global footprint: Global Implementation options: Pure SaaS Pricing structure: Based on module use, complexity, and number of users KEY FEATURES AND FUNCTIONALITY BASED ON PRODUCT DEMO AI-based application that pops up relevant KPIs based on business event triggers (e.g., bank change of price conditions, change in insurance premium) Cost accounting structure for treasury managed costs (e.g., staff, bank accounts, commissions) Alerts from supply chain events that impact treasury operations Alerts relative to political events in countries in which the client company does business—these alerts pop up any time the treasury office is executing operations related to that country What-if scenario planning triggered by financial event Integrate directly with major SCF platforms (e.g., Premium technology, Taulia, C2FO) via APIs TOP THREE STRATEGIC PRODUCT INITIATIVES OVER LAST THREE YEARS Real-time fraud detection for treasury and supplier payments End-to-end risk management from exposure identification and analysis to hedge accounting and compliance Data warehousing, business intelligence, and data visualization TOP THREE STRATEGIC PRODUCT INITIATIVES IN THE NEXT 12 TO 18 MONTHS Standardize API development across the entire banking and ERP community Further introduction of AI and machine learning throughout the platform Working capital management and analysis CLIENT FEEDBACK Interviewed clients appreciate Kyriba's commitment to security and risk prevention. By improving efficiency and automation with the TMS, clients recognize they have made substantial time and resource savings. TMS-enabled cash pools and in-house banks have enabled corporate treasury departments to reduce bank charges, lower borrowing costs, and achieve tax efficiencies. Clients like Kyriba’s SaaS architecture, as it gives them access to a mission-critical platform from any location, without any hardware investment and without the headache of upgrades. Alongside the cloud-based structure, corporate users enjoy more basic, yet important for the daily routine, gained efficiencies of their cash operations. The TMS provides the tools to forecast cash more accurately and effectively, especially when accompanied by efficient implementation and support teams. Totally cloud-based software may be seen by customers in different ways. Large multinational treasury departments prefer a standardized set of modules that do not require (nor are designed for) customization. Smaller firm clients may expect the possibility to change the software features to adapt to their preferences. Over time, though, these users appreciate the opportunity to use software modules continuously adapted and upgraded based on the input of thousands of users that run the same software. The requests to change and adapt the software to every specific requirement significantly diminish, although some form of parametrization (i.e., configuration) is expected for functionalities that have natively high levels of personalization, such as FX exposure management, business intelligence, data visualization, and connectivity APIs. Table C displays the vendor’s strengths and challenges. CONCLUSION Buyers: Evaluate the overall competitive position of each TMS vendor by focusing on multiple selection criteria: vendor stability, client strength, product features, and client services. Don’t ask for continual customizations; rather, rely on the vendor’s acquired experience of working with numerous corporate clients and leverage the offered solutions that bear the fruits of industry best practices and techniques. Look for TMS vendors that don’t require a total transformation of your treasury operations but that allow for a smooth transition that blends your current information systems with the newly introduced treasury software. ABOUT AITE GROUP Aite Group is a global research and advisory firm delivering comprehensive, actionable advice on business, technology, and regulatory issues and their impact on the financial services industry. With expertise in banking, payments, insurance, wealth management, and the capital markets, we guide financial institutions, technology providers, and consulting firms worldwide. We partner with our clients, revealing their blind spots and delivering insights to make their businesses smarter and stronger. Visit us on the web and connect with us on Twitter and LinkedIn. AUTHOR INFORMATION Enrico Camerinelli +39.039.21.00.137 [email protected] CONTACT For more information on research and consulting services, please contact: Aite Group Sales +1.617.338.6050 [email protected] For all press and conference inquiries, please contact: Aite Group PR +1.617.398.5048 [email protected] For all other inquiries, please contact: [email protected] 1. “Kyriba Unveils API Integration With Citi,” Finextra, February 26, 2019, accessed July 18, 2019, https://www.finextra.com/pressarticle/77412/kyriba-unveils-api-integration-with-citi. 2. David Heun, “JPMorgan, Kyriba Turn to Open Development for Real-Time Corporate Payments,” Kyriba, May 23, 2019, accessed July 24, 2019, https://www.kyriba.com/company/media-coverage/jpmorgan-kyriba-turn-open-development-real-time-corporate-payments.

Uncovering the Source of Unexpected FX Results FX gain/loss analysis can be time-consuming and difficult to perform during month-end and quarter-end reporting periods. Invariably, treasury and accounting teams are left scrambling to isolate and...

Uncovering the Source of Unexpected FX Results FX gain/loss analysis can be time-consuming and difficult to perform during month-end and quarter-end reporting periods. Invariably, treasury and accounting teams are left scrambling to isolate and analyze the source of unexpected FX results. To combat this difficult task, Kyriba delivers two levels of analytics for companies working in a daily or single rate environment: FX Gain/Loss Analytics Kyriba’s FX Gain/Loss Analytics are designed to radically simplify the process that treasury and accounting teams undertake to provide a quick assessment and explanation of unexpected FX impacts. By sourcing exposure snapshots, hedge positions and rates, FX Gain/Loss Analytics empower treasury and accounting with a quick and intuitive way to identify unexpected impacts from individual entities and currency pairs. Premium FX Gain/Loss Analytics Premium FX Gain/Loss Analytics are designed to meet the needs of treasury and accounting teams that require a deeper understanding of the specific transactions that are the source of unexpected impacts, as well as impacts that surpass materiality thresholds. Additional benefits of the Premium FX Gain/Loss Analytics include the ability to monitor FX movements throughout the accounting period, enabling proactive analysis and issue resolution throughout the month versus at month- or quarter-end. Armed with this proactive and in-depth analytical capability, treasury and accounting teams can provide more consultative support to local business unit finance and accounting teams to apply corrective actions and additional training to reduce the likelihood erroneous transaction postings will reoccur. Kyriba FX Gain/Loss Analytics Empower Treasury and Accounting To: Calculate impacts of rate changes in exposures Quickly identify impacts that surpass materiality thresholds Pinpoint accounting or posting issues that were the source of FX impacts Swiftly and effectively respond to FP&A and CFO questions Minimize future FX impacts to financial statements

La gestión de tesorería y liquidez implica infinidad de tareas, entre ellas, posicionamiento de tesorería, previsión de tesorería y conciliación, banca interna, generación de asientos contables para transacciones bancarias, contabilización de transacciones en el...

La gestión de tesorería y liquidez implica infinidad de tareas, entre ellas, posicionamiento de tesorería, previsión de tesorería y conciliación, banca interna, generación de asientos contables para transacciones bancarias, contabilización de transacciones en el libro mayor y conciliación de transacciones bancarias con asientos contables. Todas estas tareas son necesarias para lograr una visibilidad clara de la tesorería de una organización, visibilidad necesaria para respaldar las principales decisiones financieras y los objetivos comerciales estratégicos. MÁS INFORMACIÓN Optimización del efectivo La visibilidad de la posición de tesorería de una organización, incluida la ubicación, la divisa y la posición de liquidez, es vital. Con una imagen oportuna y precisa del efectivo global en los bancos de diferentes regiones, la tesorería puede elaborar previsiones más precisas que generen confianza. Esto se puede conseguir si se aprovecha la tecnología líder en el mercado. Para gestionar debidamente la tesorería y la liquidez, las organizaciones deben sacar partido de una tecnología que proporcione: •  Posicionamiento de tesorería •  Previsión de tesorería y conciliación •  Banca interna •  Generación de asientos contables para transacciones bancarias •  Contabilización de transacciones en el libro mayor •  Conciliación de transacciones bancarias con asientos contables Gestión y previsión de tesorería La tecnología, la preparación y la conciliación automatizadas de la posición de tesorería diaria de una organización permiten que los grupos de tesorería comiencen cada día con una hoja de trabajo de la posición de tesorería mediante la que puedan visualizar las posiciones de tesorería mediante una combinación de transacciones y saldos bancarios con los flujos previstos. El acceso a esta información al inicio del día supone que la tesorería disponga de más tiempo para elaborar y analizar las previsiones de tesorería globales. Y el uso continuado de la tecnología permite a las organizaciones comparar previsiones con datos reales de cualquier escenario para ayudar a mejorar la precisión del pronóstico.

El riesgo de tipo de cambio o riesgo cambiario (FX) es un riesgo que existe cuando las transacciones se realizan en diferentes divisas aparte de la moneda funcional de una empresa. Este riesgo se...

El riesgo de tipo de cambio o riesgo cambiario (FX) es un riesgo que existe cuando las transacciones se realizan en diferentes divisas aparte de la moneda funcional de una empresa. Este riesgo se produce cuando la exposición de una empresa a las divisas en las que opera no se gestiona debidamente. Si se produce un movimiento volátil en una de las divisas transaccionales y la empresa no ha gestionado la exposición a esa divisa (bien a través de la eliminación de la exposición orgánica o de la cobertura), será susceptible de sufrir efectos negativos en el beneficio por acción (BPA) y en el beneficio antes de intereses, impuestos, depreciaciones y amortizaciones (EBITDA, por sus siglas en inglés). MÁS INFORMACIÓN Mitigación del riesgo cambiario Con el fin de evitar efectos sobre las ganancias, las organizaciones trabajan para gestionar la exposición y el riesgo cambiario. Esto se puede lograr con la eliminación natural de las exposiciones de forma interna o mediante su cobertura. Gestión de la exposición del balance La gestión de la exposición del balance implica que los profesionales de tesorería midan, supervisen y gestionen la exposición al tipo de cambio y los riesgos asociados a partir del propio balance. Los beneficios de gestionar la exposición del balance incluyen: •  Capacidad para administrar el riesgo para el BPA de las operaciones MBO del sector de menos de 0,01 € •  Identificación mejorada de las exposiciones •  Mayor visibilidad de las exposiciones •  Reducción de los costes del programa •  Reducción del riesgo cambiario •  Mejora del programa de cobertura Previsión de exposición a la variación en los flujos de tesorería La previsión de exposición a la variación en los flujos de tesorería consiste en crear, analizar y gestionar la exposición al riesgo de tipo de cambio a partir de transacciones y flujos de tesorería previstos. Las ventajas de la previsión de exposición a la variación en los flujos de tesorería incluyen: •  Mejora de la predicción del EBITDA •  Aumento de la precisión de las previsiones •  Aumento de la precisión de las previsiones •  Reducción de los costes de cobertura

Un centro de pagos consolida flujos de pago de los equipos de ERP, finanzas, tesorería, servicios jurídicos y mercados de capitales y de los equipos descentralizados. El flujo consolidado se transforma en una única...

Un centro de pagos consolida flujos de pago de los equipos de ERP, finanzas, tesorería, servicios jurídicos y mercados de capitales y de los equipos descentralizados. El flujo consolidado se transforma en una única fuente de registro para todos los pagos salientes. Además, un centro de pagos convierte los datos de pago a los formatos de archivo específicos de cada banco y se conecta directamente con bancos de todo el mundo. Al centralizar y estandarizar los pagos corporativos, los centros de pagos mejoran la eficiencia y reducen el fraude.   MÁS INFORMACIÓN Principales características del centro de pagos Los pagos son un área de atención creciente para los directores financieros (CFO), los directores de información (CIO), los controladores, los directores de compras y los tesoreros, ya que los procesos de pago ineficientes pueden inhibir las cadenas de suministro, el flujo de tesorería y la rentabilidad. Para resolver estos problemas, los centros de pagos incorporan: Controles y flujos estandarizados Flujo de pagos y controles para garantizar que las actividades que conlleven pagos manuales se ajusten a la política de pagos de la organización y a los controles de pagos estandarizados. Supervisión de los pagos y protección contra el fraude La supervisión en tiempo real de los pagos y la detección del fraude actúan como línea de defensa frente a los pagos no autorizados. Conectividad con bancos mundiales Al integrarse con bancos de todo el mundo, los centros de pagos ofrecen interfaces bancarias listas para usar de redes regionales y de host a host. Bibliotecas de formato preconfiguradas Los centros de pagos son capaces de satisfacer las necesidades de varios bancos mundiales y se adaptan a miles de variaciones de formato. Comunicación bidireccional Los acuses de recibo de los pagos, el seguimiento de los pagos y la notificación del estado bancario se comunican a todas las partes con el fin de informar sobre la situación y dar visibilidad. Visualización de datos y Business Intelligence (BI) Con las visualizaciones de datos habilitadas para BI, los departamentos de finanzas y tesorería obtienen información detallada de los pagos globales y acceso a análisis mejorados. Las ventajas de un centro de pagos Los centros de pagos ofrecen una amplia variedad de ventajas a los responsables de finanzas y tesorería, que incluyen: Ahorro de costes Un centro de pagos reduce el número de sistemas que necesitan conectarse a un banco, lo que reduce a su vez las comisiones por servicios bancarios y los costes de software. Responsabilidad centralizada Con el uso de un único sistema para solicitar, iniciar, aprobar y transmitir pagos, un solo equipo es responsable de todos los pagos, por lo que disminuye el riesgo de cometer errores y efectuar pagos no autorizados. Detección del fraude Todos los pagos salientes se contrastan en tiempo real con listas de sanciones externas y una política de pagos digitalizados para garantizar que solo se transmitan pagos autorizados. Visibilidad global Al centralizar los pagos a través de un centro de pagos, la tesorería dispone de completa visibilidad de los flujos de tesorería salientes en un solo lugar, lo que permite optimizar los saldos de tesorería y tomar decisiones más eficaces sobre el despliegue de efectivo y liquidez. Eliminación de la dependencia de TI Como los centros de pagos se alojan en la nube e incorporan prestaciones de generación de formatos bancarios y conectividad bancaria integrada, no es necesario que TI cree y mantenga conexiones bancarias.

Las soluciones de financiación de cuentas por pagar ayudan a los directores financieros y a los responsables de estrategia sénior a potenciar el flujo de tesorería disponible y a mejorar el EBITDA ampliando los...

Las soluciones de financiación de cuentas por pagar ayudan a los directores financieros y a los responsables de estrategia sénior a potenciar el flujo de tesorería disponible y a mejorar el EBITDA ampliando los plazos de pago. Por lo general, existen dos tipos de programas de financiación de cuentas por pagar: Supply Chain Finance y descuentos dinámicos. Ambos programas crean escenarios beneficiosos para compradores y proveedores, al tiempo que permiten gestionar mejor el Working Capital para mejorar la salud de las cadenas de suministro de la organización. MÁS INFORMACIÓN Supply Chain Finance Se denomina «Supply Chain Finance» a un servicio de crédito de Working Capital que otorga a los proveedores flexibilidad para «vender» facturas aprobadas a instituciones financieras por un descuento que depende del riesgo crediticio de los compradores. Esto ofrece a los proveedores la posibilidad de recibir el pago anticipado de las cuentas por cobrar que se adeudan y permite a los compradores optimizar sus condiciones de pago a la vez que refuerzan su cadena de suministro. Estos tipos de programas reciben financiación de un servicio financiero y son ideales para organizaciones que busquen ampliar los plazos de las cuentas por pagar para mejorar el rendimiento del flujo de tesorería. Descuentos dinámicos Los descuentos dinámicos son un esquema de pago anticipado que permite a los compradores ofrecer a los proveedores la posibilidad de recibir un pago anticipado a cambio de un descuento o una comisión a un coste de financiación inferior al que podrían conseguir por su cuenta. Esto permite que los compradores obtengan una buena recuperación de la disponibilidad de efectivo, reduzcan los costes de los bienes vendidos (COGS), y aumenten las ganancias y los márgenes de EBITDA. Los programas de descuentos dinámicos son más adecuados para empresas con exceso de tesorería y liquidez que busquen una alternativa a las inversiones a corto plazo y de bajo rendimiento con el fin de obtener unos rendimientos de tesorería sin riesgos. Al utilizar una solución de Working Capital de descuentos dinámicos, los proveedores pueden mejorar su propio Working Capital para aumentar la eficiencia de la producción e impulsar el crecimiento. Una cadena de suministro sostenible La necesidad de un código ético y un abastecimiento responsable continúa creciendo a medida que la cadena de suministro global se expande. En respuesta a este crecimiento, así como a las demandas de los consumidores y a las preferencias de los inversores por hacer negocios con empresas sostenibles, un número creciente de empresas está instaurando comités de responsabilidad social corporativa o de gobernanza social y medioambiental (ESG, por sus siglas en inglés). Y, a pesar de que muchos consumidores e inversores consideran que los negocios sostenibles implican menos riesgos, puede ser difícil implementar y mantener estos estándares. Además, faltan incentivos, tanto tangibles como financieros, para los proveedores y, como resultado, puede que estos no cumplan las normas. Al no cumplirlas, los proveedores, que son quienes proporcionan los recursos con los que satisfacer los estándares, infringen las reglas impuestas por la empresa. Para remediar esto, las organizaciones pueden utilizar Supply Chain Finance como financiación verde mediante la asociación de la tasa de financiación con parámetros ESG. Ventajas de una solución de financiación de cuentas por pagar A los compradores, el uso de una solución de financiación de cuentas por pagar les proporciona: Mayor visibilidad y previsión de la liquidez Reducción de consultas sobre cuentas por pagar Mejora de las relaciones con los principales proveedores Incentivos financieros para la sostenibilidad y el abastecimiento responsable A los proveedores, una solución de financiación de cuentas por pagar les ofrece: Información sobre remesas sin costo y con menos consultas de cuentas por cobrar  Incentivos financieros para el abastecimiento sostenible y responsable Para obtener más información sobre cómo puede beneficiarse su organización de una solución de financiación de cuentas por pagar, consulte esta página.

Los programas de Working Capital sirven para reducir el riesgo de la cadena de suministro y optimizar el flujo de tesorería con el fin de satisfacer las necesidades de liquidez de la empresa mediante...

Los programas de Working Capital sirven para reducir el riesgo de la cadena de suministro y optimizar el flujo de tesorería con el fin de satisfacer las necesidades de liquidez de la empresa mediante soluciones de financiación de cuentas por pagar y cuentas por cobrar. Estos programas permiten a las organizaciones sacar el máximo partido de su cadena de suministro y optimizar las condiciones de pago, a la vez que mejoran la relación entre compradores y proveedores. Ofrecer a los proveedores la posibilidad de aceptar pagos anticipados de facturas a demanda sirve para respaldarlos y protegerlos, blinda a las organizaciones frente a posibles perturbaciones y permite a los proveedores llevar a cabo más negocios. Si cuentan con un programa de Working Capital, las organizaciones podrán vincular fácilmente objetivos de sostenibilidad con incentivos financieros para incentivar mejores conductas en lugar de castigar a los proveedores por sus comportamientos negativos. MÁS INFORMACIÓN   Soluciones de financiación de cuentas por pagar Las soluciones de financiación de cuentas por pagar permiten a los responsables de finanzas y de tesorería potenciar el flujo de tesorería disponible y mejorar los ingresos netos con soluciones de optimización de pagos para promover la ampliación de los plazos de las cuentas por pagar o mejorar el rendimiento de tesorería. Los diversos programas de financiación de cuentas por pagar incluyen las tres soluciones siguientes: Supply Chain Finance: mejore los flujos de tesorería al optimizar las condiciones de pago a los proveedores. Descuentos dinámicos: optimice el excedente de tesorería por medio del pago anticipado a los proveedores a cambio de un descuento. Descuentos dinámicos híbridos: alterne entre soluciones de financiación de terceros y de autofinanciación, en función de la posición de tesorería en un momento dado. MÁS INFORMACIÓN   Soluciones de financiación de cuentas por cobrar Las soluciones de financiación de cuentas por cobrar permiten a los vendedores acceder al pago anticipado de las cuentas por cobrar pendientes, mientras conservan el control en lo que respecta a la obtención de las fuentes de financiación más eficientes para sus cuentas por cobrar. Los programas de este tipo ofrecen las siguientes ventajas a los proveedores: Incremento en las ventas Reducción de la posición de riesgo crediticio Mejora de la posición de tesorería de la organización Working Capital para instituciones financieras Las instituciones financieras en particular pueden beneficiarse del hecho de ofrecer programas de Working Capital a su clientela corporativa. Un programa de este tipo puede distinguir a una institución financiera de la competencia y fomentar mejores relaciones con los clientes corporativos. Con frecuencia, los bancos se asociarán con proveedores de tecnología para crear programas de marca blanca para la financiación de la cadena de suministro. Entre las razones por las que los bancos eligen asociarse con proveedores se incluyen que el entorno SaaS elimina la necesidad de hardware y soporte técnico, que tienen gran capacidad de configuración y se ajustan fácilmente a los programas (según los requisitos del comprador, de la entidad financiera y de la jurisdicción) y que ofrecen procesos automatizados para la carga de archivos, las notificaciones electrónicas, las ofertas de venta, las compras, los pagos anticipados y la liquidación final. Elección de la solución adecuada Dar con la solución adecuada es fundamental para el éxito de la gestión del Working Capital, con independencia de si una organización utiliza un programa de financiación de cuentas por pagar o de cuentas por cobrar. Al evaluar el software y los proveedores para apoyar estos programas, es imperativo que las organizaciones busquen una solución con equipos de expertos, una plataforma de varias entidades financieras, flexibilidad de programas, incorporación de proveedores y un flujo completo, que incluya visibilidad de tesorería, previsiones, pagos e integración de ERP preconfigurada.

Un sistema de gestión de tesorería (TMS, por sus siglas en inglés) es un software empresarial que ayuda a automatizar procesos de tesorería repetitivos y a menudo manuales. Al automatizar estos pasos, los directores...

Un sistema de gestión de tesorería (TMS, por sus siglas en inglés) es un software empresarial que ayuda a automatizar procesos de tesorería repetitivos y a menudo manuales. Al automatizar estos pasos, los directores financieros y los tesoreros consiguen mayor visibilidad de la tesorería y la liquidez al tiempo que controlan las cuentas bancarias, cumplen la normativa y gestionan las transacciones bancarias y financieras internas. MÁS INFORMACIÓN Optimización del efectivo con un sistema de gestión de tesorería Conocer la posición de tesorería de una organización, incluida la ubicación, la divisa y la posición de liquidez, puede resultar difícil. Pero el uso de un sistema de gestión de tesorería hace que responder a esas preguntas sea más fácil. En lugar de necesitar que varios empleados pasen horas utilizando herramientas y fuentes de datos dispares para entender la posición de tesorería de la empresa, un sistema de gestión de tesorería aporta la claridad y la visibilidad necesarias para respaldar las principales decisiones financieras y los objetivos comerciales estratégicos. Previsión y gestión de tesorería con un sistema de gestión de tesorería Un sistema de gestión de tesorería puede automatizar la preparación y conciliación de la posición de tesorería diaria de la organización antes del comienzo de la jornada laboral. La visualización de posiciones de tesorería a través de la combinación de saldos bancarios y transacciones con flujos de tesorería previstos garantiza que los usuarios siempre dispongan de información actualizada y en tiempo real sobre posiciones en bancos, cuentas, entidades y regiones. Con una posición de tesorería precisa como punto de partida, es más fácil elaborar y analizar previsiones de tesorería globales por día, semana, mes o año al aprovechar varias fuentes de datos, incluidos elementos repetitivos, datos de ERP y datos históricos. Contabilidad de tesorería Un sistema de gestión de tesorería puede ayudar a eliminar la pérdida de tiempo y la tendencia a cometer errores que conlleva el proceso de publicación en el libro mayor al automatizar el proceso de entrada en dicho libro, y genera entradas duales de varias partes del banco y transacciones de efectivo internas para la contabilidad de tesorería. Otras funciones de la gestión de tesorería La gestión de tesorería abarca en gran medida tanto la propia gestión de tesorería, como la gestión de cuentas bancarias y las transacciones financieras. Los sistemas de gestión de tesorería aportan a los directores financieros y a los tesoreros la visibilidad y los informes necesarios para optimizar el efectivo, controlar las cuentas bancarias, gestionar la liquidez, cumplir la normativa y supervisar las inversiones, la deuda y los préstamos entre empresas. Cash Pooling y banca interna Las organizaciones pueden gestionar fácilmente cuentas mancomunadas («cash pools») nocionales y físicas para ofrecer posiciones interempresariales en tiempo real, cálculo de intereses y creación de informes. Netting multilateral Los sistemas de gestión de tesorería ayudan a calcular las posiciones netas de las cuentas por pagar y por cobrar por participante, lo que permite gestionar de manera optimizada la exposición y la integración con los bancos internos. Gestión de relaciones bancarias La gestión de cuentas bancarias, el rastreo de signatarios, la creación de informes FBAR y el análisis de comisiones bancarias permiten controlar mejor las cuentas bancarias y aportan mayor transparencia a las comisiones bancarias. Transacciones financieras Los mejores sistemas de gestión de tesorería del sector realizan un completo seguimiento de las transacciones financieras de tesorería con una integración total con los módulos de pagos, contabilidad y previsión de tesorería. Contabilidad y cumplimiento La generación automática de entradas de diario, el soporte de todas las soluciones ERP para la integración automatizada con el libro mayor y la conciliación de este facilitan el cumplimiento de las normativas internas y del sector.

Optimize Your Cash Answering fundamental questions about the organization’s cash position, such as location, currency and liquidity position, can be a seemingly monumental task. It can require multiple employees spending many hours using disparate...

Optimize Your Cash Answering fundamental questions about the organization’s cash position, such as location, currency and liquidity position, can be a seemingly monumental task. It can require multiple employees spending many hours using disparate tools and data sources. Having clarity and visibility into the organization’s cash is a fundamental and vital requirement for any treasury department to support critical financial decisions and strategic business objectives. Kyriba’s Cash and Liquidity Management benefits organizations by allowing treasury departments to spend more time on higher value tasks, and supporting strategic decision making, rather than spending countless hours on less valuable activities. Kyriba Cash and Liquidity Management module provides that visibility. Kyriba is recognized as the market-leading global cash management solution, providing comprehensive capabilities in an intuitive and easy-to-use solution. Kyriba delivers timely and accurate global cash visibility, across all banks, in all regions, and enables treasury teams to create accurate forecasts that deliver confidence throughout the organization. Kyriba’s solution benefits organizations by allowing treasury departments to spend more time on higher value tasks, and supporting decision-making activities, rather than spending countless hours on less valuable activities. Cash Management and Forecasting Kyriba’s Cash Management and Forecasting capabilities automates the preparation and reconciliation of the organization’s daily cash position, before the business day begins. Starting with the cash position worksheet, Kyriba’s clients have a powerful and intuitive way to visualize cash positions through the combination of bank balances and transactions with expected cash flows. This ensures that clients always have up-to-date and real-time insights into positions across banks, accounts, entities, and regions. With an accurate and up-to-date cash position as the starting point, clients can use Kyriba’s cash forecasting capabilities to build and analyze global cash forecasts by day, week, month or year by leveraging multiple sources of data, including repetitive items, import of ERP data, integration with other Kyriba modules, and extrapolation of historical data. The use of powerful cash forecasting analytics allows organizations to compare forecasts to actuals for any horizon to help improve forecast accuracy.

What is the value of Kyriba to your organization? Trish Fisher, director treasury operations, WeWork, shares the top benefits of Kyriba, and how Kyriba powers digital transformation with real-time visibility at WeWork to bring...

What is the value of Kyriba to your organization? Trish Fisher, director treasury operations, WeWork, shares the top benefits of Kyriba, and how Kyriba powers digital transformation with real-time visibility at WeWork to bring their treasury to the next level.

FX Cash Flow enables finance and treasury professionals to create, analyze and manage accurate cash flow exposure forecasts. A Collaborative Workflow Solution Kyriba offers distributed access for upload, entry and verification of cash flow...

FX Cash Flow enables finance and treasury professionals to create, analyze and manage accurate cash flow exposure forecasts. A Collaborative Workflow Solution Kyriba offers distributed access for upload, entry and verification of cash flow exposure forecast data. All forecasts from the field are collected and rolled up into a consolidated master forecast where cell-level annotations can be created for communication and collaboration with audibility. Drill-down capabilities give access to source data and help facilitate top-level reporting. Additionally, cell-level variance metrics allow teams to prevent errors at the time of entry, instead of catching them after decisions have been made based on incorrect data. An End-to-End Platform The cloud-based workflow solution provides a single platform where all teams can log in and upload or directly enter their forecasted metrics. Additionally, forecasters start with a baseline forecast to ensure everyone is working from the same, single version of the truth. Eliminate Process, Timing and Error Risk By eliminating process, timing and error risk, Kyriba helps organizations develop more efficient and accurate cash flow exposure forecasts. All historical and current data is stored and available to the company with proper version control, ensuring everyone is looking at the latest, approved data. Additionally, each forecaster can receive real-time feedback, increasing collaboration and transparency between the field and central teams. For the process owner, reporting metrics are available to show the progress and completeness of the overall process with granular detail into where a submission has yet to happen and what percentage of the total value of the forecast those gaps present. If errors are not caught until post analysis, they can be traced down to the cell level, and acute training and feedback can be provided to remedy/prevent future mistakes. Forecast Analytics FX Cash Flow gives users the ability to perform exposure analysis at every level of the organizational hierarchy with real-time grouping and summing. Forecast-to-forecast variance analysis compares the current forecast to the previous forecast to clearly identify percentage and absolute changes. With this, users can quickly and efficiently identify errors and/ or significant changes from one period to the next. Forecast trend analysis depicts how single-period forecasts change over time, providing opportunities for education and forecast process improvement. Hedging and Trade Preparation Corporate hedge decision strategy (e.g., target ratios, materiality, rounding, etc.) is consistently applied to automate the calculation of hedges based on the approved cash flow forecast. Following hedge approval, trades are automatically prepared for onward submission to a liquidity provider or trading platform. Control and governance within the application can further enhance the cash flow hedge accounting process. KYRIBA BUSINESS INTELLIGENCE FOR CASH FLOW EXPOSURE FORECASTING Business intelligence brings innovative graphical forecast analytics to FX Cash Flow, including comprehensive currency exposure and forecast comparison visualization, bringing people closer to the data they are working with and empowering them to make better decisions. Kyriba’s business intelligence takes raw data and transforms it into useful business information. By having detailed, timely, easy-to-interpret information, organizations can make better, faster decisions. The customizable dashboards, reporting and data visualization available allow treasury organizations to understand and manage currency risk in real time. Additionally, these functionalities can be used to help recognize problems before they occur, avoid losses and track currency trends for the future. Kyriba’s business intelligence combines strategies, processes and technology to support informed business decisions. By transforming static data from spreadsheets into charts, graphs, pivot tables and dashboards, treasury can make faster, more informed decisions with visual and dynamic reporting.

FX Balance Sheet enables treasury professionals to measure, monitor and manage currency exposure and the associated risk from their balance sheet. Accurate, Complete and Timely Data For treasury teams to effectively understand and manage...

FX Balance Sheet enables treasury professionals to measure, monitor and manage currency exposure and the associated risk from their balance sheet. Accurate, Complete and Timely Data For treasury teams to effectively understand and manage corporate risk, they must have access to accurate, complete and timely data. Kyriba provides tools to facilitate quick data mining from major ERP systems, ensure data accuracy and automate data collection. This gives treasury complete visibility into transaction currency balances, enables them to make better decisions based on the most accurate information and gives them more time to strategically analyze exposures and make risk-mitigating decisions. A Streamlined Process Kyriba facilitates transparency into organizational processes, helping clients understand how separate corporate levels (divisions, countries, entities) conduct day-to-day business. Kyriba highlights how local controllers are posting and clearing transactions and forecasting future business. The enrollment process facilitates an end-to-end review of internal processes — from data collection to exposure reporting — allowing for flexibility based on local requirements. Finance Team Collaboration Kyriba facilitates cross-functional and interdepartmental collaboration, working as a catalyst to initiate improved internal teamwork and communication. For treasury and local finance teams, segregation of duties and an establishment of responsibilities and timelines help provide a better understanding of individual roles and how their activities contribute to the greater corporate footprint. The application’s role and field-level access controls inform treasury who is doing what and when, which serves as a critical reporting requirement in auditability and compliance. On-demand Data Collection • Eliminate manual time spent collecting exposure data • Automate data aggregation, mapping and derivation Extensive Data and Exposure Analytics • Improve visibility into balances • Increase transparency into internal processes User-defined Risk Reporting • Improve FX exposure and risk reporting • Increase internal collaboration and FX awareness Technology-enabled Risk Reduction • Organically eliminate exposures • Automate hedge recommendations End-to-end Workflow Automation • Eliminate manual processes and human error • Improve efficiency and security Informed Decision-making Whether starting a hedging program from scratch or looking to make improvements to an existing process, Kyriba offers a holistic approach to decision improvement. Automating and streamlining the collection of complete and accurate data gives treasury teams more time to analyze the root cause of exposure and consider all available options to mitigate risk. With the application, treasury can take advantage of complex data aggregation and display exposures at the corporate or individual entity level. Analytical tools streamline decision making and hedging processes to ensure optimal netting and hedge allocation. The application enables optimized organic exposure elimination and simplifies the hedging process, applying preset parameters to hedge recommendations with review and approvals before secure exposure or trade files are automatically sent to trading platforms or treasury workstations. KYRIBA BUSINESS INTELLIGENCE FOR BALANCE SHEET Business intelligence brings innovative, graphical analytics to FX Balances Sheet with robust currency exposure and risk visualization. Kyriba’s business intelligence takes raw data and transforms it into useful business information. By having detailed, timely, easy-to-interpret information, organizations can make better, faster decisions. The customizable dashboards, reporting and data visualization available allow treasury organizations to understand and manage currency risk in real time. Additionally, these functionalities can be used to help recognize problems before they occur, avoid losses and track currency trends for the future. Kyriba’s business intelligence combines strategies, processes and technology to support informed business decisions. By transforming static data from spreadsheets into charts, graphs, pivot tables and dashboards, treasury can make faster, more informed decisions with visual and dynamic reporting.

The ever-shifting regulatory landscape and growing geopolitical uncertainty have forced companies to look inward more than ever to fund business growth. The treasurer must take the lead in finding and mobilizing internal sources of...

The ever-shifting regulatory landscape and growing geopolitical uncertainty have forced companies to look inward more than ever to fund business growth. The treasurer must take the lead in finding and mobilizing internal sources of funding. However, treasurers, especially those in multinational companies, often run into the problem of “trapped” liquidity.

This new e-book is designed to provide a quick, graphical overview into how payment hubs can help increase efficiency, reduce costs and enhance fraud prevention.

This new e-book is designed to provide a quick, graphical overview into how payment hubs can help increase efficiency, reduce costs and enhance fraud prevention.

French retail group Auchan uses reverse factoring to pay suppliers sooner without negative impact to working capital. After the global financial crisis, Auchan Group’s suppliers began asking whether their invoices could be paid sooner,...

French retail group Auchan uses reverse factoring to pay suppliers sooner without negative impact to working capital. After the global financial crisis, Auchan Group’s suppliers began asking whether their invoices could be paid sooner, as they were struggling to secure bank financing on acceptable terms. When some of these suppliers began to have difficulty fulfilling orders placed by Auchan, it was clear that action was needed. The group began exploring how reverse factoring programs could be used to pay suppliers faster and at favorable terms, without adversely affecting Auchan’s working capital. These programs would need to be supported by a supplier portal in order to keep suppliers informed about the status of their invoices. Auchan therefore decided to set up ASAP (Auchan Supplier Advanced Platform), a wholly owned subsidiary, which would provide the group’s entities with reverse factoring programs. Another goal of the project was to modernize the group’s payment methods, thereby improving security and reducing costs. "The feedback from suppliers that joined the program has been unanimously positive. We have met their expectations in terms of visibility, simplicity, transparency, independence and attractiveness." François Verrodde, CEO of ASAP, Auchan Group Getting started Once management had given the project the green light, the company rapidly assembled the affected teams: purchasing, IT, legal and the financial department. “This was a company-wide project in response to highly strategic challenges,” said François Verrodde, CEO of ASAP and head of the Group's Reverse Factoring programs. “It was therefore important to have powerful sponsors within the company, and the involvement of all players.” Where technology was concerned, Auchan was looking for a bank-independent solution which could cover multiple laws, languages, banks, IT systems, repositories and currencies. “Only a solution independent from the banks, such as that offered by Kyriba, could natively integrate all of these requirements,” said Verrodde. He notes that the decision to adopt Kyriba’s platform was also driven by the need for a modern, flexible and customizable solution. The implementation began with a pilot phase incorporating four group entities and three banking partners. “We approved some of the decisions made, such as the financing arrangements offered to our suppliers,” said Verrodde. Thereafter, the focus was on onboarding as many suppliers as possible to the platform using a range of communication methods, from an e-mail campaign to in-person discussions at conventions. Quantitative Results 15,500 Suppliers Paticipating 5 Auchan group entities covered 47% Increase in financing requests. Dec. 2016-2017 Surpassing the original goals Three years after the project began, the program has already exceeded the company’s original goals with over 15,500 suppliers on the platform. ASAP currently tracks reverse factoring programs on behalf of five different group entities: Hypermarkets France, Supermarkets France, Auchan Poland, Auchan Romania and Auchan Portugal. Suppliers can use Kyriba’s portal to access information about the status of their invoices and can finance their invoices on attractive terms with a few clicks. “The feedback from suppliers that joined the program has been unanimously positive,” said Verrodde. “We have met their expectations in terms of visibility, simplicity, transparency, independence and attractiveness.” In some countries, the company has also been able to move from paper-based payments to electronic transfers. For other companies looking to adopt a similar program, Verrodde emphasizes the importance of working with multiple banks, adding this was “essential” to the success of Auchan’s project. He also notes the importance of addressing legal considerations thoroughly: “In our multinational environment, with its wide array of legislation, any legal impact must be approved by our internal teams, with the support of an outside firm that specializes in international finance.” Future plans Looking ahead, it is likely that the reverse factoring programs will be expanded into additional countries. “Our primary mission is to support the growth of Auchan Group, so naturally we will respond to requests from other countries that face significant challenges in this area,” said Verrodde. The company also hopes to develop existing tools further in order to provide greater agility and flexibility. Future developments could include the use of techniques such as purchase order-based financing or dynamic discounting. “Of course, we are working on these issues in close cooperation with our partner Kyriba, which has effectively supported us from the start of this project, and continues to provide us with appropriate solutions,” Verrodde concludes.

Graff Diamonds has been expanding its network of overseas stores since the first one opened in Monaco in 2000. It now has 45 of its own stores across Europe, Asia, the United States and...

Graff Diamonds has been expanding its network of overseas stores since the first one opened in Monaco in 2000. It now has 45 of its own stores across Europe, Asia, the United States and South Africa with 6 local finance teams whose core responsibility was originally to validate fund clearance for sales. Monthly accounting was always done on a cash rather than accrual basis with too many banks and multiple currency accounts for every entity across 15 different countries. With a new senior finance team in place in 2013, Graff had treasury-based aspirations to achieve solid monthly accrual accounting, better cash management and stronger controls and visibility with less reliance on spreadsheets. When he first came aboard in 2013, one of CFO Andrew Nicholson's first decisions was to implement Kyriba. The greatest value he now sees is the improved visibility and control. Here he tells us more about the benefits of a TMS from the C-level perspective. Why and how did you select Kyriba over other providers? When I joined Graff I made the decision almost immediately to deploy a TMS. We undertook a rigorous selection process and found that Kyriba best met both our current and expected needs without any unnecessary extra functionality. Of course, integration with our ERP was crucial, as was the centralisation and standardisation of cash and payments and the ability to drawdown and track credit facilities. In the end, the fact that Kyriba is a hosted web-based platform and could provide real-time access to consolidated bank reports was the real determining factor in my decision. The payments and connectivity functionality of Kyriba is particularly important. Can you explain why? It was simply unsustainable to continue logging into each individual e-banking platform in order to approve payments. Having rationalised our bank relationships and selected one leading local commercial bank in each country, it was then key for us that Kyriba could offer a single, consolidated point of access across all our bank accounts. We also needed the ability to set up payments, to define different payment types, to receive notification of pending approvals and we needed a robust security framework with dual-factor authentication and dual authorisation. "From one single, low maintenance and user-friendly platform, we have greater visibility of current and future cash positions, solid controls and less reliance on error prone spreadsheets." Andrew Nicholson CFO of Graff How do you measure the success of your Treasury operation? We don’t formally measure the success of our treasury and finance operation in terms of KPIs. What the owners do recognise is that with Kyriba we have shared visibility of accurate data coming from different sources into one format. From one single, low maintenance and user-friendly platform, we have greater visibility of current and future cash positions, solid controls and less reliance on error-prone spreadsheets. This in turn has led to improvements in operational efficiency, the ability to make more informed and strategic decisions and cost savings, which in turn is contributing to overall productivity and growth of the company. Quantitative Results 15 Countries of operation 11 Different currencies 5/1 Reduction in number of finance teams As CFO, what do you get out of a Treasury Management System? The main benefit I personally get from Kyriba is risk mitigation through much greater confidence in my treasury. I receive meaningful data to analyse, including automated standardised reports and accurate cash forecasts. I can also authorise transactions remotely. We can access real-time, centralised bank statements first thing in the morning. Finally, we can source and analyse historical data for bank queries and we have centralised and secure payments control. What is next for Graff Diamonds and Kyriba? Well, we have actually purchased some additional functionality that we have yet to start using for FX exposure management and GL reconciliation. I think the plan for 2018 is to focus on rolling these out and we are also exploring the adoption of Kyriba’s newly released Payments Fraud Detection module, which, considering our business is high value luxury-based retail, is critical in the current climate. ABOUT GRAFF DIAMONDS Graff Diamonds was established in 1960 by London-born Laurence Graff, and just two years later, the first retail stores opened in London, at a time when the jewellery industry was traditionally wholesale and workshop-based. By 1970, the Graff brand had started to enjoy global success and today has grown to become synonymous with only the finest and rarest of diamonds.

Backed by strong incentives and market-leading technology, Kyriba delivers one of the strongest and most comprehensive partner programs in the industry. Called PartnerSURGE, the program is designed to let Kyriba’s strategic partners share in...

Backed by strong incentives and market-leading technology, Kyriba delivers one of the strongest and most comprehensive partner programs in the industry. Called PartnerSURGE, the program is designed to let Kyriba’s strategic partners share in the rapidly expanding market for world-class treasury and finance technology. The first step in that process is enrolling in Kyriba’s Partner Sales Enablement program, which offers sales certification and in-depth training to help partner teams quickly build pipeline, close their first deals and sustain long-term success. Kyriba’s Partner Sales Enablement program helps sales professionals understand: The unique needs and challenges of liquidity and risk management professionals The business value offered by Kyriba’s market-leading solution How to present Kyriba’s value proposition to separate Kyriba from the competition and win new business Role-Based Sales Certifications Gold Sales For sales and marketing professionals who need to understand a prospect’s core business challenges and Kyriba’s associated value in order to generate leads. Platinum Plus Sales For sales professionals who need to manage the entire sales cycle, including prospecting, maturing deals and winning new business. Gold Pre-Sales For pre-sales professionals who need to demonstrate the value and associated functionality of the core liquidity modules of Kyriba’s solution. Platinum Pre-Sales For pre-sales professionals who need to demonstrate the value and associated functionality of the advanced liquidity modules of Kyriba’s solution. Platinum Plus Pre-Sales For pre-sales professionals who need to demonstrate the value and associated functionality of the capital market modules of Kyriba’s solution.

Kyriba’s Center of Excellence (COE) mission is to train and certify its valued partners. All partners working on an implementation project or post-implementation support must participate in Kyriba’s training program and earn their certification....

Kyriba’s Center of Excellence (COE) mission is to train and certify its valued partners. All partners working on an implementation project or post-implementation support must participate in Kyriba’s training program and earn their certification. This ensures partners are able to execute the latest best practices on a project, including analysis, system configuration, user training and much more. Obtaining certification through Kyriba will demonstrate the partner’s commitment to corporate treasury excellence. The certification courses help partners become specialists both in treasury knowledge and in the Kyriba application, helping maintain and enhance the firm’s strong credibility in this space. Partners will develop the skills to efficiently implement clients using Kyriba’s best practice methodology, ensuring a timely and profitable contract with the client. The Center of Excellence selects the most advanced trainers and subject matter experts for its training certification program. The trainers have an average of seven years working with the Kyriba platform and bring real-world experience and anecdotes from when they were professional service consultants working with clients. Kyriba’s COE Training Certification empowers partners by providing: A deep knowledge of the Kyriba application and its extensive functionality Best practices for implementing Kyriba for clients On-demand ELMS (Electronic Learning Management System), which provides detailed workflows to enhance the learning experience. Certification Program The COE certification program is available both on demand and in person. There are different levels of certification that can be achieved, including Gold, Platinum and Platinum Plus. Each level corresponds to the number of modules (credits) a partner is certified in. In order to become certified, a 75% grade is necessary, where 25% is made up of ELMS review.

For CFOs charged with safe-guarding corporate coffers, there is no silver bullet that can stop payments fraud in its tracks. Managing and minimizing the problem is a holistic, pro-active effort that combines best practices...

For CFOs charged with safe-guarding corporate coffers, there is no silver bullet that can stop payments fraud in its tracks. Managing and minimizing the problem is a holistic, pro-active effort that combines best practices with real-time detection and monitoring technology.

Innovation - Sound Treasury Management In alignment with the company’s truly innovative approach to technology, and in support of the challenges associated with managing the exponential growth of a world class digital music service,...

Innovation - Sound Treasury Management In alignment with the company’s truly innovative approach to technology, and in support of the challenges associated with managing the exponential growth of a world class digital music service, Spotify’s treasury team planned an ambitious transformation project in 2014 centered around the Kyriba platform. It started with a review and rationalisation of the company’s banking relationships. Project visionary Johan Bergqvist’s strategy to select and work with a core number of banks was totally unconventional and yielded significant returns on relationships and time. Instead of a traditional RFP for banking services, Spotify with support from an external consultancy firm, analysed data to identify which banks that in earlier RFP processes had won in the areas that were relevant for Spotify. These banks were invited to a collaborative workshop to learn about the business and to discuss Spotify’s strategic requirements and how the bank and its products could support those needs. Once the banks understood Spotify’s business and pain points they could dedicate their time to analyse how they could remove operational friction, instead of answering a five page questionnaire of things someone else already vetted. Once selected, it was imperative from the outset for Spotify to maximise global bank connectivity and scalability with the utmost efficiency. The innovative and strategic leadership from Bergqvist looked to Software-as-a-Service models to accommodate the fast-paced growth of his own Saas music product. The transformation project was then initiated following Spotify’s decision to join the SWIFT network. "Our goal was to create a solution oriented and agile treasury to support short and long term business expansion. As a small team, we needed a secure, robust and scalable solution that integrated well with our systems, and although innovation comes from both internal drive and external collaboration, we found that among other technology partners, Kyriba was best aligned to support our needs." Johan Bergqvist, VP, Corporate Finance & Treasury, Spotify Collaboration - Sharing the Vision Key to successful deployment was the collaborative approach of a dynamic team who understood the vision and shared a common goal. Delivery of the broad scope within a challenging timeline meant the project was split into two phases. The first phase - run by a cohesive team of solution experts from Kyriba and external consultancy Covarius - focused on building the bank reporting architecture via Kyriba’s integrated SWIFT Service Bureau, setting up the Spotify entities to align with the cash pools set-up within the Spotify Group. A payment import from, and General Ledger (GL) export to the main Enterprise Resource Planning (ERP) solution were set-up, as well as a market data feed and online trading platform interface. With engagement and close involvement from Spotify’s IT team, the interfaces were designed and built within a month, enabling the business users to concentrate on the task of end-to-end payment and statement import testing with the banks. Quantitative Results 5x Estimated reduction in operational risk 2x Increase in treasury productivity $65k Annual bank fee savings During onsite workshops in Stockholm, the consulting team worked closely with Spotify to design and test workflows built around the SWIFT automation for cash positioning and payments processing. Legacy spreadsheet-based cash positioning processes were quickly decommissioned once automated bank feeds were reconciled to the new process. Segregation of duties built into the approval workflows were shared between the treasury team and accounting department centrally within Kyriba. This enhanced central visibility and security of payments, while reducing reliance on bank-specific software. Finally, the prior day reconciliation workflow with cash categorisation and transaction matching, allowed Spotify to post GL journals for all bank activity to the ERP system on a daily basis. Risk Mitigation - Treasury and Beyond In parallel to the global rollout of Kyriba to support Bergqvist’s vision of a centralised payment factory for enhanced security and visibility of cash, the second phase of the project extended the functional scope. In order to mitigate the challenges faced by any global organisation working in multiple geographies and currencies, Spotify and one of its banking partners built a cloudbased algo-driven FX solution, thus removing manual work and shifting focus towards more strategic and analytic work. Spotify’s Treasury is utilising the Hedge Accounting functionality in Kyriba to ensure a correct and efficient accounting for the derivatives used for hedging the FX exposure. Expansion - Growing with Intent Reflecting the effort and vision of its treasury team combined with the agile implementation of Kyriba, Spotify is now fully equipped to perform its function in a rapidly expanding environment. Enhancing visibility through improved cash management and accounting, while mitigating the risk of fraud and human error through a centralised payments factory, the added financial controls, standardised workflows and treasurywide audit trails have strategically positioned Spotify for its next phase of growth and helped realise Bergqvist’s vision of achieving a cutting-edge treasury.

Managing multiple banking relationships can be a challenging responsibility, particularly across multiple geographies, languages and time zones. Regardless of the size of an organization, or the number of banks and bank accounts it has,...

Managing multiple banking relationships can be a challenging responsibility, particularly across multiple geographies, languages and time zones. Regardless of the size of an organization, or the number of banks and bank accounts it has, relying on manual, time-consuming and errorprone tasks to manage banking relationships is inefficient, costly and increases the risk of fraud. Kyriba’s Bank Account Management solution utilizes automated workflows to track all details of an organization’s bank accounts, including signatories, and delivers a comprehensive set of capabilities for managing global bank accounts. Kyriba’s Bank Relationship Management module enables clients to gain control over their banking relationships. Through bank account management capabilities supported by automated change management workflows and powerful bank fee analytics, Kyriba clients are more productive and can save dramatically on bank fee costs, while also reducing their risk of fraud. Bank Account Management Kyriba’s Bank Account Management capability utilizes automated workflows to track all details of an organization’s bank accounts, including signatories, and delivers a comprehensive set of capabilities for managing global bank accounts. Bank Fee Analysis Kyriba’s Bank Fee Analysis capability provides clients a hard return on their investment by analyzing and reconciling bank fees, identifying variances and helping optimize the cost of their banking relationships. Using Kyriba, customers can easily reconcile bank fee statements against banks contractual service pricing, transaction volumes and benchmarks. Customers can then review detailed reports containing bank volumes, activity and price discrepancies, and compare trends and fees across banks. Key capabilities of Bank Account Management include: • Audit Trails Get a record of every event and generate reports for any period of time • Bank Account Tracking Get a record of critical bank account information, including account code, actual bank account number, routing/SWIFT information, company, currency, GL account, bank contact information and multiple reference and description fields • Confirmation Letters Generate confirmation letters to support the opening and closing of accounts and changing signers. Letters can be customized and electronically communicated to the bank(s) • Document Storage Store key documents and files related to bank account administration, including signature cards, agreements and other documentation • Report of Foreign Bank and Financial Accounts Generate compliant FBAR in various format (XLS, CSV, XML) leveraging data stored in Kyriba. The report can be issued at individual, corporation or consolidated level Key Capabilities: • Manage bank accounts • Manage account signatories • Approval workflow to support changes to accounts and signatories • Calculate bank fee variances against benchmarks • Calculate volume variances using daily bank reporting Software-as-a-service (SaaS): • No maintenance fees–subscription-based Security: • SOC 1 and SOC 2 compliant • Redundant disaster recovery • Encryption, authentication and administration • Audit trails Reporting: • Hundreds of configurable reports • Out-of-the-box dashboards • FBAR FinCEN XML generation • Automated scheduling • PDF, Excel, and HTML formats • Distribute reports via email

With Kyriba, CFOs and treasury teams can now manage currency risk and compliance in a single cloud platform. Since its acquisition of FIREapps, Kyriba has extended the reach of its FX risk management solution....

With Kyriba, CFOs and treasury teams can now manage currency risk and compliance in a single cloud platform. Since its acquisition of FIREapps, Kyriba has extended the reach of its FX risk management solution. Kyriba uniquely delivers end-to-end risk management with business intelligence capabilities, providing more functionality to identify and understand risk than any other treasury and risk management system. “Our goal is to support the overall business and so getting that visibility, transparency and having the availability of the details is really critical to meeting the overall business needs.” Dawnette Blake, Global Benefits Director, Agilent Technologies Exposure Capture Kyriba’s enhanced solution comprehensively extracts data directly from ERP systems and allows for uploading of data from spreadsheets and other source systems for timely and accurate data collection of balance sheet and cash flow exposures. Kyriba offers certified exposure data extract toolkits from leading ERP systems such as SAP and Oracle, as well as support for all other source systems. Exposure Analysis & Management Kyriba gives CFOs control over currency risk by explaining the meaning of currency impacts and offering solutions to protect the business from currency volatility. With extensive data and exposure analytics, CFOs can gain insight into currency risk, execute proven strategies to manage EPS targets without FX surprises, weigh the cost vs. risk of managing individual currencies, and leverage trade netting opportunities to reduce transaction costs. Trade Management Kyriba is a single source of record for FX trades, including spot, forward, swap, and option instruments, enabling two-way integration with trading portals for trade confirmations, settlements, update of treasury forecasts, and analysis of open and hedged FX exposures against FX policies. Kyriba clients can interface with any trading portal, including FXall and 360T. Valuation and Accounting Kyriba’s mark-to-market engine calculates fair values based on integrated market data within the system. Kyriba also supports CVA/DVA as well as scenario risk analysis and value-at-risk. Kyriba also includes a separate accounting engine for journal entry calculation, generation, and integration to the ERP. Kyriba supports derivative and hedge accounting for ASC and IFRS regulatory compliance, with extensive workflow for designation, documentation, and reclassification of balances. Business Intelligence Kyriba offers rich, interactive dashboards for comprehensive data visualization and business intelligence, enabling treasury teams to quickly illustrate overall FX exposure and risk. Dashboards include easy-to-understand “top of the house” summary of corporate FX exposure, hedge coverage and Value at Risk (VaR), as well as quick insight into underlying sources of exposure by currency, entity, and geography so users can easily spot unexpected changes in their risk exposure.