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THEFINANCEROLE
INBUSINESSTODAY
1
ROBPHEBUS
CFO,FORDLIOHO
26+YEARSEXPERIENCE
WITHFORD
2
FINANCEMISSION&KEY
RESPONSIBILITIES
ThemissionofFordFinanceistocontributetothesuccessofFordMotorCompanybybeingthemostdynamic,efficient,andhigh-qualityorganizationofitskind.
FordFinancepeoplestriveforexcellenceandcontinuousimprovementinthequality,effectiveness,andefficiencyoftheservicestheyprovidetointernalandexternalcustomers.
3
FinancePersonnelCharacteristics
Professional---Intelligence,Creativity,JudgmentandCommunication
Skills
Personal---Integrity,Initiative,
InterpersonalSkillsand
Teamwork
4
FinanceRoles
pDevelopandoperatehigh-qualityfinancialreportingandcontrolsystems
pDevelopoptimalbusinesspracticesandprocesses
pProvidehigh-qualityanalysistosupportdecisions
pMakerecommendationsasBusinessAdvisors
5
FINANCEFUNCTIONS
6
Accounting&Auditing
pFinancialReporting--FinancialStatements,TaxAccounting
pOperationsAccounting--CostAccounting,TransactionProcessing
pInternalandSystemsAuditing
pDealerAuditing
pSupplierAuditing
7
Treasury
pCapitalStructureandDividendPlanning
pCashandDebtManagement
pForeignExchangeManagement
pPensions,Insurance,andEmployeePayroll&Savings
8
BUSINESSCONTROL
THECFOPERSPECTIVE
ONGOVERNANCE
9
Signatures
Checklists
SecurityandLocks
InternalandExternalAudit
AccountingVerifications
WHATISBUSINESS
CONTROL?
Anyactiontakenby
managementtoenhancethe
likelihoodthatcompany
objectivesandgoalswillbe
achievedonasustainedbasis
10
ELEMENTSOFBUSINESS
CONTROL
CorporateCulture
ProcessesandSystems
Monitoring
RiskManagement
11
CORPORATECULTURE
RISKMANAGEMENT
PROCESSES&SYSTEMS
MONITORING
DRIVINGFLAWLESS
EXECUTION
Management
Employees
ACHIEVEMENTOF
COMPANY
GOALS&
OBJECTIVES
Businesscontroldrives
achievementofgoals!
12
CashManagement
VariableMarketing
Payroll&Timekeeping
FacilitiesSecurity
CreditFinancing
Customs
Distribution
&Logistics
ProductDevelopment
SalesRecognition
Warranty
ContractManagement
FixedMarketing
EnvironmentalCompliance
ARCollections
TaxCompliance
AccountsPayable
Health&Safety
SafetyEngineering
DisasterRecovery
AccountsReceivable
SystemSecurity
JournalEntries
Reconciliation
g
Purchasin
FixedAssets
VehicleRemarketing
Insurance
SupplierManagement
Inventory
Treasury
WHEREDOYOUFOCUS?
13
CFO‘TOPSIX’
•GovernanceandEthics
•CashandTreasury
•AssetIntegrity
•Revenue
•PurchasingandPayables
•Accounting
14
POTENTIALRISKS
GOVERNANCEANDETHICS
Establishingadecisionframeworkfordoingtherightthing
CONTROLS
•GOVERNANCE
-BusinessMismanagement
-Confusion&Inefficiency
•ETHICS
-LossofReputation
-LitigationIssues
-AssetLoss
AuditCommittee
ClearOrganizationalStructureFormalDelegationsofAuthority
PolicyLetters
InvolvementofOGC
ProceduresforReporting
UnusualEvents
15
GUIDELINESFORAUDITCOMMITTEES
Purpose
•ProvideAssistanceToTheBoardOfDirectorsOnItsFiduciaryResponsibilities
•EnsureReliabilityOfAccountingAndControls,ReportingPractices,AndQualityAndIntegrityOfFinancialReports
16
GUIDELINESFORAUDITCOMMITTEES
Membership
•TwoOrMoreFinanciallyAdeptDirectors
•EachShouldbeNon-ExecutiveMembersOfTheBoard
•CompanyCFOAndExternalAuditorsShouldAttendMeetingsButAreNotCommitteeMembers
•MeetingsHeldAtEachBoardMeeting
•IndividualMeetingsBetweenCommitteeAndCompanyCFOAndExternalAuditorsAtLeastAnnually
17
18
GUIDELINESFORAUDITCOMMITTEES
DutiesAndResponsibilities
•AssureReliabilityOfAccountingPractices
•AssureAdequateInternalControlProcesses
•AssureComplianceWithLegalRequirementsAndCompanyPolicy
•AssureAdherenceToACompanyCodeOfConduct
•AssureAppropriateRiskManagementProcessesEstablished
•ReviewAppointmentAndPerformanceOfExternalAuditor
•ReportToTheBoardOnMattersOfTheCommittee
19
CASHANDTREASURY
Protectionandmaximumutilizationofcashandinvestmentassets
POTENTIALRISKS
•POORCASHMANAGEMENT
-TheftorLossofCash
-LossofInterestIncome
•POORRISKMANAGEMENT
-Currency,InterestRate,&CommodityExposure
-LiquidityRisk
-Property&CasualtyHazards
-DefaultRisk
CONTROLS
AppropriateCashHandlingDelegationsofAuthority
AccountReconciliation
Hedging&RiskTransferTools
•••
UseofTreasury&RiskManagementExpertise
ASSETINTEGRITY
ProtectionandusabilityofCompanyphysicalandinformationassets
POTENTIALRISKS
•PHYSICALASSETS
-Loss,Theft,orDamage
-Waste&Underutilization
•INFORMATIONASSETS
-Loss,Theft,orDamage
-System/BusinessFailure
CONTROLS
PhysicalSecurity
Tagging&CycleCounts
Receiving/ShippingProcesses
ApplicationControlReview
DisasterRecoveryPlan
Passwords
UserAccessReview
20
REVENUE
Timelyrecognitionofsalesrevenueand
collectionofreceivables
POTENTIALRISKS
•RevenueOver/Understated
•OverdueReceivables
•IneffectiveCollectionProcess
•BadDebtExposure
CONTROLS
SeparationofRevenue
Recognition&CashHandling
ProceduresforRevenue
Recognition
AgingFollow-up
BadDebtAllowanceAnalysisAccountReconciliation
21
POTENTIALRISKS
22
PURCHASINGANDPAYABLES
Purchasinghighqualitygoodsandservicesandpayingtherightamountattherighttime
CONTROLS
•PURCHASING
-UnnecessaryPurchase
-PricetooHigh
-QualityNottoSpecification
-ContractsthatDon’tSupportGoals
•PAYABLES
-PayWrongAmount
-PayforGoodsnotReceived
UsePurchasingExpertise
BudgetManagementSupplierDatabase/Preferred
SupplierListingLowValuePurchaseReview
StandardTerms&Conditions
ReceiptVerification
Pre-PaymentReview
AccountReconciliation
CONTROLS
ACCOUNTING
Ensuringthataccountingrecordsareaccurateandmanagedproperly
POTENTIALRISKS
•ACCOUNTSMISSTATED
-ImproperEntryMade
-LegalExposuretoShareholders/Regulatory
•DATANOTUSEFUL
-PoorCategorization
-Non-Timely
•DATANOTUSED
AccountReconciliation
ReconcilingItemFollow-up
JournalEntryReview&
Approval
Up-to-DateChartofAccounts
ClosingProcedures
Budgeting&Analysis
23
EXERCISE:
SPECIALMETALSTAMPERS,INC.
Method:IndividualExercise
Objective:UsetheCFOTopSixtosiftthroughinformationandfindcriticalcontrolconcerns
Time:CompleteBeforeClass
Instructions:YouareRobinJames,andtodayyouaretakingoverfromJohnSmithasControlleratSpecialMetalStampers,Inc.awhollyownedsubsidiaryofWeBuildCars.Asyousitdownatyourdesk,younoticeafullin-basketrequiringyourattention.Reviewthenarrativeprovided(asummarizationofseveralintroductoryinterviews)andthecontentsofyourin-box.Whichthreeconcernswouldyoutacklefirst,andwhy?
24
BUSINESSCONTROLTOOLS
Nowthatyouknowwheretofocus,whattoolscanyouusetofindandaddressconcerns?
•CorporatePoliciesandStandards
•ApplicationControlReview(ACR)
•Training
•InternalControlCoordinators
•ModularControlReviewPrograms
•6-Sigma
•TheGAO
25
BUSINESSCONTROL
HowtoBuildControlintoBusinessProcesses
26
CorporateCulture
ProcessesandSystems
Monitoring
RiskManagement
ELEMENTSOFBUSINESS
CONTROL
CorporateCulture
ProcessesandSystems
Monitoring
RiskManagement
27
GOAL
WithoutControl
WHYIN-PROCESS
CONTROLS?
PLAN
WithControl
PLAN
GOAL
HitthetargeteverytimewithBusinessProcessControl
Repeatability•Sustainability
28
CREATEACONTROLLED
PROCESS
•UnderstandtheComponents
•OutlinetheExistingProcess
•DetermineAreasofRisk
•AssesstheExistingControls
•RedefinetheProcess
29
GOAL
INPUT
OUTPUT
INPUT
INPUTINPUT
OUTPUT
OUTPUT
OUTPUT
1.UNDERSTANDTHE
COMPONENTS
WHEREDOYOUWANTTOGET?
WHATDATAFEEDSYOUR
PROCESS?
Remember–canbeexternalorinternal
WHATPROCESSES
AREUSED?
Whatresources(people
andsystems)areused
totransformtheinput?
WHATISTHERESULT
OFYOURPROCESS?
Thinkenterprise-wide
–areyouroutputs
someoneelse’sinputs?
30
INPUT
INPUTINPUT
OUTPUT
GOAL
INPUT
OUTPUT
31
OUTPUT
2.OUTLINETHEPROCESS
OUTPUT
•StatetheGoal--IsitMeasurable&Specific?
•DetailtheProcess--HowdoInputs今Outputs?
–IdentifyProcessSteps(Sequence/Dependency)
–WhenareDecisionsRequired?
–Watchfor“DeadEnds”–EndShouldEqualOutput
–LookacrossOrganizations–UnderstandHandoffs
–DrawaFlowchart
3.DETERMINEAREASOF
RISK
•AssessGoalAlignment
–Hasthegoalchanged?
–Doestheoutputsupportthegoal
•DoesFailure(ofanyprocessstep)ImpactAchievementofGoals?
–Whatistheconsequenceoffailure?
–Whataretheoddsitcouldfail?
•LookforRedFlags
32
3.DETERMINEAREASOF
RISK
•SomePossibleRedFlags
由HoldingAreas(e.g.overduepayments,unmatchedreceipts,incompleteorders)
由KeyCommunicationPointsTransitions(handoffs,transitions,etc.)
由KeyDecisionPoints
由Manual/PaperProcesses
由AnythingThatCan’tBeExplained
由LongDelaysinRetrievingInformation
由RelianceonDetectivevs.PreventativeControls
33
Process
Controls
4.ASSESSEXISTING
CONTROLS
Risks
•IDENTIFYEXISTINGCONTROLS
–Preventive–Reduceslikelihoodofconsequence
–Detective–Identifiesand(ifpossible)correctsundesiredresults
–Directing–Encouragesadesirablebehaviortooccur
•ASSESSCONTROLvs.RISK
–Whichrisksrequireadditionalmitigation?
–IsthereaCompanystandard/guideline?
–Whattypeofcontrolsmakesense?
34
OUTPUT
OUTPUT
OUTPUT
5.REDEFINETHE
PROCESS
INPUT
OUTPUT
INPUT
INPUTINPUT
NEW
PROCESS
•BuildNewControlsintoProcess
•MatchResourcestoRiskLevel
•EnsureAgreementwithStakeholders
DocumentandCLEARLYCommunicateProcessANDRolesandResponsibilities
35
CorporateCulture
ProcessesandSystems
Monitoring
RiskManagement
ELEMENTSOFBUSINESS
CONTROL
CorporateCulture
ProcessesandSystems
Monitoring
RiskManagement
36
GOAL
WHYMONITORYOUR
PROCESS?
PLAN
ABCDEF
•Processsetsupasequenceofsteps–thingscangetstuck
•Monitoringisaredflag
–Dealwithexceptions
–Addressrootcauseintheupstreamprocess
37
HOWDOYOU
MONITOR?
•IdentifyKeyControlPointsintheProcess
•DetermineMetricsforthosePoints&Outputs
•EstablishTargets,Triggers,andVarianceGuides
•ReviewMetricsFrequently–inandacrossDepartments
CBG/GEC
BusinessProcessControlHealthChart
Transactions>90days
1234
•Althoughconsistent,steadyimprovementwasevidencedinmonths2and3,adeclineincontrolwasidentifiedinmonth4.
•Investigationofcausalfactorsidentifiedachangeinpersonnel–trainingfornewemployeehasbeenprioritized.
Cost/Transaction
•Costhasnotstabilized,andisconsistentlyabovebudget.
1/012/013/014/015/016/017/018/01
Target
38
Cash小$1.3million
WHATHAPPENSWITHOUT
CONTROL?
TheModelEprogramwaslaunchedtoprovideemployeeswithaccesstothe‘ElectronicAge’byofferingacomputerandinternetaccessfor$5permonth.EmployeesagreetopayaterminationfeeiftheylefttheCompanypriortothe36-monthcontractend.160,000employeesparticipated.
Terminationfeesnotpaid
Norobustterminationprocess
Theabsenceofarobustterminationprocess
impactedtheCompany’sabilitytorecover
paymentsowed.
39
GernalAuditOffice
ExternalAudit-CPAFirm
Correct
Actions
NO
NO
Re-exam?
40
FlowChartforInternalControl
.LocalLaws&Regulations
.CorporateGuideline
.FunctionalGuideline
.CheckingList
InternalAudit-AuditPlan
ComplywithLocal
Laws&Regulations
andCorporate
Guideline?
Yes
Yes
Endof
Process
Control
FinancialAnalysis
pProfitAnalysisandBusinessPlanning–ForecastsandBudgets,BusinessPlanningProcess,JointVenturesandAcquisitions
pOperationsAnalysis--ProductDevelopment,ManufacturingCostAnalysis
pMarket-RelatedAnalysis
pShareholderValuePlanning
41
ShareholderValueAdded(SVA)isameasureofhowmuchvalueacompanyiscreatingforitsshareholders
42
43
.Costtouseinvestor’smoneytobuyAssets
.Thereturnshareholdersrequirefromtheirinvestment
44
45
46
MichaelPorter’sFiveForcesModelisagreatwaytoseethebigpictureinanyindustry.
AccordingtoPorter,thestateofcompetitioninanyindustrydependsonfivebasicforces:
•therivalryamongindustrycompetitors
•thethreatofpotentialentrants
•thepowerofsuppliers
•thepressurefromsubstituteproducts
•thepowerofcustomers
47
48
49
Whileseeingthebigpictureisimportant,itisalsonecessarytounderstandlocalconditionsifyouwanttoactstrategically.
Understandinglocalconditionsmeansunderstandingyourcosts,competition,customers,distributionchannels,products,prices,andpromotionalactivities.
Seeingthebigpictureandunderstandinglocalconditionsgivesusthebackgroundforourmostimportantstrategictask–positioningourselvesoptimallywithinourenvironment.
50
51
ActStrategically:
Ford’sVisionandStrategyPyramid
Superior
Shareholder
Returns
World’sLeading
ConsumerCompanythat
ProvidesAutomotive
ProductsandServices
Transformationand
Growth
Nimble
OrganizationWithleaders
Superior
Consumer
Satisfaction&
AtalllevelsCorporate
Citizenship
Loyalty
Strongglobal
Brands
BestTotalValue
ToCustomers
CONSUMERFOCUS
52
53
Toactstrategicallyyouneedto
•seethebigpicture
•understandlocalconditions
•positionourselvesoptimally
Ford’sVisionandStrategyPyramidisanexampleofalargesteptowardthegoalofcoordinatedstrategicactionandoptimalstrategicpositioning.
However,toturnStrategicVisionintoaStrategicReality,allactionsmustsupportandimprovetheoverallstrategicpositionofthecompany.
IncreaseNetIncome
54
55
TheCustomerValueEquation
56
57
DecreasingcostshelpstoIncreaseReturnonSales
Decreasingcostsletsyoumakemore
moneyoffofeachproductthatis
produced.
Decreasingcoststhroughimproved
processescanalsoleadtoimproved
qualityandlesswaste.
58
IncreasingCustomerSatisfactionhelpstoincreaseReturnonSales
IncreasingCustomerSatisfaction
makesmorepeoplewanttobuyyour
products.
IncreasingCustomerSatisfaction
alsogivescustomersoptionsthat
theyarewillingtopayfor.
59
60
FollowTheMoneyConcepts
CreateBusinessUnitsofOne
pEstablishProfitCentersforDifferentBusinessChannels
pDivideBusinessintoSmallerManageableSubsets
pMakeEverySalespersonResponsibleforaDirectBusiness
61
FollowTheMoneyConcepts
KnowtheProfitofEverythingYouSell
pKnowtheVariableProfitofEveryProductand
ServiceYouSell
pKnowtheVariableProfitbyMajorSeriesandOptionswithinaProductLine
pKnowtheProfitofEveryRegion,Zone,and
DistributionChannel
pFocusResourcesonImprovingProfit
62
FollowTheMoneyConcepts
LeverageProductionProgramming
pKnowtheProfitabilityofProductPortfolio
pProgramAggressivelyonHigh-MarginProductsandConservativelyonLow-MarginProducts
pWorkwithPDandManufacturingtoGrowHigh-MarginBusiness
pManageProductAllocationtoMinimizeMarketingAndMaximizeProfits
63
FollowTheMoneyConcepts
GrowNon-TraditionalBusinessChannels
pRuntheChannelasaProfitCenter
pMaximizeTotalProfitforEveryDefinableSub-segment
pPursueWin-WinOpportunitieswithTheseCustomersonHigh-MarginProductsandServices
pWorkonUniqueProductOpportunities
pFocusonServiceandMakeYourselfIndispensable
pManageResidualValues
64
FollowTheMoneyConcepts
BusinessRegionalSalesStaff
pEstablishBusinessesforEachZoneManager
pMakeSureTheyKnowtheProfitofEveryProductandServiceTheySell
pDevelopRegionalProfitImprovementPlansthatExploitGrowthOpportunitiesonProfitableBusiness
pFocusonDealer“Turns”toImproveWholesaleVolumes
pLeverageRegionalResourcesonHigh-MarginProductionwithOpenCapacity
65
FollowTheMoneyConcepts
LeverageRetailMarketing
pKnowtheProfitofEveryProductforEveryTypeofFinancing
pEstablishProcesstoPrioritizeMarketingonHigh-MarginProduction
pFocusonFillingOpenCapacityonHigh-MarginProducts
pDriveSynergieswithSupportingAdjacentBusinesses
pBalanceOutOldProductsEarly
pTargetMarketingbyRegionandCustomer
pProtectResidualValues
66
FollowTheMoneyConcepts
PriceStrategicallytoImproveMargins
pKnowtheProfitofAllProducts,Options,andPackages
pUsePricingasaTooltoIncreaseValueonHigh-ProfitProducts(orOptions)
pPriceAggressivelytoImproveMarginsonLow-MarginProducts
pReduceComplexityandSimplifyProductOfferings(ValidatewithMarketResearch)
pPriceOftentoMinimizeMarketEffectofIncreases
67
FollowTheMoneyConcepts
EliminateWaste–FocusonCash
pEstablishDisciplinedProcesstoEliminateObsolescence
pEliminateReceivables
pReduceCompanyInventory
pCreateTaxEfficientProcesses
pManageCurrencyRisk
68
69
Servicebrandsthatdelightcustomers
Customersalsomustbedelightedinthe
servicesthatyouoffer.
Nomatterwhichbrandpeoplebuy,youmustmakesurethattheirownershipexperiencesareworry-free.
70
71
Playsacriticalroleintheongoingdevelopmentofbusiness
competencies,oneofwhichisbrandmarketing.
Communicationswiththemedia,especiallyonnewbrands,helpto
shape
thebrandimage.
Pricetheproductrightforthetargetcustomerandfindwaystoreducecostwithoutnegativelyimpactingthebrand.
Astheprimaryinterfacewiththevastarrayofsuppliers,Purchasingmustensurethatsuppliers’productproposalsareinlinewiththebrand.
Theguardianofqualityandworkmanshipmustunderstandthebrandtoensurethatcostreductionsandprocesschangesdonotharmthebrand’sessence.
Assiststhecompanyindevelopingrobustprocesses,sothatwemayprovideaconsistentbrandmessageovertime.
72
DecreaseNetOperatingAssets
73
74
75
76
77
78
79
Whyareassetturnsimportant?
“Inthepast,Fordmighthavethoughtthatcertain
partsofthebusinessweredoingwellbecausethey
showedpositiveearnings.SVA,however,
suggeststhatsuchasimpleviewdoesnotgofar
enough”.
“It’spossiblethatthosepartsofthebusiness
actuallydestroyedshareholdervalue—withprofits
nothighenoughtocoverthenetoperatingassets
andmeetshareholderdemands.SVA
underscorestheimportanceofcreatingprofits
whileimprovingassetturns.”
80
ExampleofAssetTurns
Product
NetIncome
-AssetCharge
=SVA
A
$500
400
$100
B
$700
800
$(100)
Atfirstglance,ProductBappearstobe
betterforthecompanybecauseitproduces
morenetincomethanProductA.
ProductBhoweveriscomparativelymore
assetintensive.
Despiteitsrelativelyhighnetincome,
ProductBactuallydestroysshareholder
value.
81
ReduceInventories
Inventoriesgenerallyrepresentasignificantpartofnetoperatingassets.
ThebestwaytocomprehensivelyreduceinventoriesistoadoptaKanban(or“pull”)philosophy.
Kanbanthinkingfocusesonmaximizingthevalue-addedflowandtheefficiencyoftheoverallsystemratherthananindividualprocessstep.
82
IsitinthebestinterestoftheCompany?
WhenevaluatingactionstoincreaseSVA,remembertoconsiderthecompletebusinessimpactofyourdecision.SomeactionsMAYAPPEARtoincreaseSVAbutareeithersuperficialfinancialengineeringornotintheLONG-TERMbestinterestofthecompany.
Examples
•SomecostreductionscanmakeSVAhigherintheshortterm,butleadtolowerquality,decreasedcustomersatisfactionandlowerSVAoverthelongterm.
•LeasingassetscandecreasenetoperatingassetsbutmaynotalwaysincreaseSVA.Theassociatedleasingcostsmaybegreaterthanthebenefitoflowernetoperatingassets.
83
BusinessAdvisor
PlanningCycle
pStrategicReview
pBusinessPlan
pObjectiveSettingandManagementReporting
84
STRATEGICPLANNINGPROCESS
Providesthebackdropforsounddecision-makingandbusinessplanning.Keyelementsofthestrategicplanningprocessinclude:
(1)Acustomerfocus,
(2)AclearVisionandMission,
(3)AffordableBusinessStructuresand
(4)Goals,strategiesandtacticswhichsupportcustomerneedsaswellasthecompanyVisionandMission.
85
STRATEGICPLANNINGPROCESSELEMENTS
pVision:Whattheorganizationwantstobeinthelongrun.
pMission:WhattheorganizationdoesorneedstodotoachieveitsVision.
pStrategicPlan:ThegoalsthatmustbeachievedandthebroadgeneralstrategiesinherentinthosegoalsfortheMission.
pBusinessPlan:Eachoperationdevelopsspecificstrategiesandgeneraltacticsintheformofabusinessplanthatisspecificallytime-boundtoachievetheStrategicPlan.
pBudget:ThecurrentyearoperatingactionsintheBusinessPlan
86
PRODUCTPLANSAREATTHEHEARTOFTHEBUSINESS
pAffordableBusinessStructure:Affordabilityisdefinedbythemarketequationandacompetitiveprofitreturn.
pCompanyFinancialRequirements:Each
majoroperationisexpectedtogeneratesufficientnetcashflowtofunditsgrowthandtogeneratepositiveSVA.
pExternalMarketFactors:Theexternalmarketfactorsdeterminetheparameterswithinwhichyouestablishthevariablesfortheaffordablebusinessstructure
87
FORD’SANNUALPLANNING
PROCESSASANEXAMPLE
pExternalFactorsStudy:Establishesthekeycompetitive,economicandgovernmentalscenariosthatcanaffectthebusiness.
pCyclePlan:Providesa10-yearoutlookforvehicleproductprograms.
pFinancialPlanningVolumes(FPV’s):Representtrendautomotiveindustryandsegmentvolumesusedforlong-termfinancialplanning.
88
FORD’SANNUALPLANNING
PROCESSASANEXAMPLE
pBusinessPlan:ProvidesthefinancialquantificationoftheOperatingPlansandCommitmentsandincludekeyfinancialtargets.
pCashandSpendingPlan:SummarizesthecashneedsoftheOperations’financialplansincludedintheOperations’BusinessPlans.
pFinancingPlans:Aredevelopedbyeachmajorlegal-entitybasedonitsprojectionsofcashtoidentifyfundingneedsforthepresentyearandforthebusinessplanperiod.
89
FORD’SANNUALPLANNING
PROCESSASANEXAMPLE
pBudgets:Reflectthecurrentyearcommitmentonthepartofoperatingmanagementtoachieveidentifiedkeymeasureables.
pProfitForecast:ProvidesmonthlyfinancialinformationforCorporateandoperatingmanagementtomeasuretheirprogresstowardsbudgetcommitments.
90
Business
Planning
Budgeting
OPERATINGCYCLE
CalendarYear
............
Jan.Feb.Mar.Apr.MayJunJulyAug.Sep.Oct.Nov.Dec.
Forecast
1+112+103+94+85+7
6+67+58+49+310+211+1
0+12
12+0
IPV/FPV
91
BalancedScorecardProcessIsA
BusinessPlanningTool
"ThatTranslatesOrganizationPrioritiesIntoAlignedObjectivesAndPerformanceMeasures
"ThatEstablishesAClear“LineOfSight”BetweenCorporateGoalsAndEmployeeContributions
92
BalancedScorecardProcess
BasicElementsOfTheProcessInclude
-Deployment
-ActionPlanning
-IndividualObjectiveSetting
93
TheBalancedScorecardIncludes
"KeyFocusAreas
"PrioritiesToAchieveTheDesiredBusinessResults
"SuccessDrivers
"PerformanceMeasures
"Lead/SupportResponsibilities
94
FordAsiaPacificOwner
FLASH
Viable
Business
Satisfy
Customers
Launchand
improvekey
products
Aggressively
pursue
marketshare
Makethe
businessmore
robust
Buildastrongerteam
PDDirector
FinanceDir
MS&SDir
Bus.Dev.&Assoc
HRDir
Reg&CounMDs
Purchase.Dir
Mfg.Director
FAP2003Scorecard(Taiwan)
BusinessPriorities
Metric200320032001BPTarget
Progress
RYG
OverallCommitment
OverallPerformance
AchievebreakevencashflowStretchtargetforbreakevenprofit
CashFlow($mils)
PBT($mils)/ATROS
SVA($mils)
A
LL
Quality&
CustomerSatisfaction
Deliver10%improvementinCustomerSatisfaction&Quality
High-timeinService
LowtimeinService
SalesSatisfaction(pctcompletelysatisfied)
ServiceSatisfaction(pctcompletelysatisfied)
Numberofcampaignsfornewproductactions
C
C
S
C
S
S
S
S
S
S
S
S
S
C
C
S
S
S
C
C
S
S
S
S
Product
Program&
Execution
Assureaffordabilityofnecessarycycleplanactions
NetSpending($mils)
Engineeringexpense($mils)/eng.as%netrevenue
S
S
C
C
S
S
S
S
S
S
Volume,
Revenue&Marketshare
AchieveBudgetvolume,netrevenue&marketshare.
*Rationalizetraditionalmarkets
NetRevenue($bils)
Parts&ServicePBT($mils)
S
S
S
S
S
S
S
C
C
C
C
C
S
S
S
S
C
C
C
C
C
C
S
S
S
S
S
S
S
S
S
S
RetailVolume('000)
-Fordbrandonly
-AffiliatecontrolledTrustmarkbrands
Marketshare(%)
-Fordbrandonly
-AffiliatecontrolledTrustmarkbrands
Taiwan-completeCMArestructuring(Reducenumberofdealersfrompresent30)
Cost&
Business
Structure
Reducecostandimprovemargins
Improvecapacityutilizationfrom46%in2001to50%
Y-O-YCostPerformance($mils)
Fixedcosts($mils)/fixedcostsasa%netrevenue
TotalMarketingas%grossdomesticrevenue
Warrantycost($mils)/warrantyas%netrevenue
AssetTurns
NetOperatingAssets($mils)
CapacityUtilization(VehicleOps.)(twoshift)
C
S
C
C
S
S
C
C
C
S
C
C
S
S
S
S
S
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