Treasurers need to reassess liquidity and funding needs
The disruption to the global economy through the first quarter of 2020, caused by the COVID-19 outbreak, presents a unique challenge for finance and treasury teams. Unlike previous episodes of market stress or disruption, the impact of the coronavirus is heading into uncharted territory and may continue for some months, with implications for how organizations manage working capital and supply chains.
Corona Crisis Impact
In March, the corona crisis unfolded in the Western world. Several governments have chosen to implement a so-called “lockdown” to slow down or prevent spread of the coronavirus. However, these lockdowns have caused huge problems for a significant number of companies. What do the resulting credit rating downgrades in different sectors show?
There is a clear trend of corporate treasuries undertaking major treasury transformation projects with a focus on increasing efficiency, enhancing visibility and reducing costs. The issue is examined by Mark van Ommen, associate directors for Zanders, in the first of his blogs for gtnews.
Corporates set the benchmark for trade finance best practices
As a response to the financial turmoil in 2008 and the subsequent economic downturn we have seen a strong increase in corporate focus for the cash that is ‘caught up’ in the financial supply chain (FSC). Due to limited credit availability in financial markets, companies had to find ‘new’ sources to unlock cash and improve working capital. One of those sources was found within the strategic relationship between buyers and suppliers.
Two sides of the same coin
Cash visibility and working capital management are a priority at a time when credit is no longer readily available – smart choices in both areas are necessary to weather the financial crisis.