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IBOR reform: Enhancement of SAP Treasury

One of the key finance related challenges that most corporates currently face is the IBOR reform. How can SAP technology support organizations with the consequences of IBOR reform? In this article we outline the SAP enhancements relating to the IBOR reform, discuss how to implement these enhancements, and pinpoint specific areas of attention based on our most recent SAP projects on IBOR reform implementation.

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Zanders Project Management Framework

If you want to go fast, go alone. If you want to go far, go together

At the birth of any project, it is crucial to determine the most suitable project management framework by which the treasury objectives can be achieved. Whether the focus is on TMS implementation, treasury transformation or risk management, the grand challenge remains – to ensure the highest quality of the delivered outcome while understanding the realistic timelines and resources. In this article we shed a light on the implications of project management methodologies and address its main concepts and viewpoints, accompanied by experiences from past treasury projects.

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TMS providers need to change gear to prepare for IBOR Reform

The discontinuation of the IBOR rates promises to be one of the most significant changes to the financial markets in decades. Some people argue that it will impact the financial industry even more than Brexit does.

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Preparing Your Treasury Management System for the IBOR Replacement

Instruments including bonds, loans, derivatives, leases, and the construction of discount curves, could all be affected by the new reference rates. The required repapering and repricing of affected financial instruments will challenge Treasury Management Systems (TMS) providers in how they will support treasurers with the IBOR transition.

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The Impact of Carve Outs and Spin Offs on Corporate Treasury

Increase in corporate carve outs and spin offs. From a treasury perspective, the essence of a carve-out project is that the business that is being carved out needs a fully functional and standalone treasury operation upon ‘go-live’. This typically means setting up a dedicated team, processes, systems, cash and liquidity (banking) structure and standalone financing arrangements. But how do you implement a completely new treasury operation under tight timelines that sometimes can be less than 12 months?

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