1、ROB PHEBUSCFO, FORD LIO HO26+ YEARS EXPERIENCE WITH FORD1The mission of Ford Finance is to contribute to the success of Ford Motor Company by being the most dynamic, efficient, and high-quality organization of its kind.Ford Finance people strive for excellence and continuous improvement in the quali

2、ty, effectiveness, and efficiency of the services they provide to internal and external customers.FINANCE MISSION & KEY RESPONSIBILITIES2Professional - Intelligence, Creativity, Judgment and Communication SkillsPersonal - Integrity, Initiative, Interpersonal Skills and TeamworkFinance Personnel Char

3、acteristics 3Develop and operate high-quality financial reporting and control systemsDevelop optimal business practices and processesProvide high-quality analysis to support decisionsMake recommendations as Business AdvisorsFinance Roles4FINANCE FUNCTIONS5Financial Reporting - Financial Statements,

4、Tax AccountingOperations Accounting - Cost Accounting, Transaction ProcessingInternal and Systems AuditingDealer AuditingSupplier Auditing Accounting & Auditing6Capital Structure and Dividend PlanningCash and Debt ManagementForeign Exchange ManagementPensions, Insurance, and Employee Payroll & Savin

5、gsTreasury7BUSINESS CONTROLTHE CFO PERSPECTIVEON GOVERNANCE8WHAT IS BUSINESS CONTROL?Accounting VerificationsSecurity and LocksInternal and External AuditChecklistsSignaturesAny action taken by management to enhance the likelihood that company objectives and goals will be achieved on a sustained bas

6、is9ELEMENTS OF BUSINESS CONTROLRisk ManagementCorporate CultureProcesses and SystemsMonitoring10DRIVING FLAWLESS EXECUTIONBusiness control drives achievement of goals!CORPORATE CULTURERISK MANAGEMENTPROCESSES & SYSTEMSMONITORINGManagementACHIEVEMENT OF COMPANYGOALS & OBJECTIVESEmployees11WHERE DO YO

7、U FOCUS?Tax ComplianceDisasterRecoveryAccounts PayableAccountsReceivableAR CollectionsSalesRecognitionFacilities SecurityContractManagementEnvironmentalComplianceSafetyEngineeringHealth &SafetyFixed AssetsCredit FinancingInventoryPurchasingVariable MarketingFixed MarketingWarrantyCustomsPayroll & Ti

8、mekeepingSupplierManagementTreasuryCash ManagementJournal EntriesReconciliationProductDevelopmentInsuranceVehicle RemarketingSystem SecurityDistribution & Logistics12CFO TOP SIXGovernance and EthicsCash and TreasuryAsset IntegrityRevenuePurchasing and PayablesAccounting13GOVERNANCE AND ETHICSEstabli

9、shing a decision framework for doing the right thingCONTROLSAudit CommitteeClear Organizational StructureFormal Delegations of AuthorityPolicy LettersInvolvement of OGCProcedures for Reporting Unusual EventsPOTENTIAL RISKSGOVERNANCEBusiness MismanagementConfusion & InefficiencyETHICSLoss of Reputati

10、onLitigation IssuesAsset Loss14GUIDELINES FOR AUDIT COMMITTEESPurposeProvide Assistance To The Board Of Directors On Its Fiduciary ResponsibilitiesEnsure Reliability Of Accounting And Controls, Reporting Practices, And Quality And Integrity Of Financial Reports15GUIDELINES FOR AUDIT COMMITTEESMember

11、shipTwo Or More Financially Adept DirectorsEach Should be Non-Executive Members Of The BoardCompany CFO And External Auditors Should Attend Meetings But Are Not Committee MembersMeetings Held At Each Board MeetingIndividual Meetings Between Committee And Company CFO And External Auditors At Least An

12、nually16GUIDELINES FOR AUDIT COMMITTEESDuties And ResponsibilitiesAssure Reliability Of Accounting PracticesAssure Adequate Internal Control ProcessesAssure Compliance With Legal Requirements And Company PolicyAssure Adherence To A Company Code Of ConductAssure Appropriate Risk Management Processes

13、EstablishedReview Appointment And Performance Of External AuditorReport To The Board On Matters Of The Committee17CASH AND TREASURYProtection and maximum utilization of cash and investment assetsCONTROLSAppropriate Cash Handling Delegations of AuthorityAccount ReconciliationHedging & Risk Transfer T

14、ools Use of Treasury & Risk Management ExpertisePOTENTIAL RISKSPOOR CASH MANAGEMENTTheft or Loss of CashLoss of Interest IncomePOOR RISK MANAGEMENTCurrency, Interest Rate, & Commodity ExposureLiquidity RiskProperty & Casualty HazardsDefault Risk18ASSET INTEGRITYProtection and usability of Company ph

15、ysical and information assetsCONTROLSPhysical SecurityTagging & Cycle CountsReceiving/Shipping ProcessesApplication Control ReviewDisaster Recovery PlanPasswordsUser Access ReviewPOTENTIAL RISKSPHYSICAL ASSETSLoss, Theft, or DamageWaste & UnderutilizationINFORMATION ASSETSLoss, Theft, or DamageSyste

16、m / Business Failure19REVENUETimely recognition of sales revenue and collection of receivablesCONTROLSSeparation of Revenue Recognition & Cash HandlingProcedures for Revenue RecognitionAging Follow-upBad Debt Allowance AnalysisAccount ReconciliationPOTENTIAL RISKSRevenue Over/UnderstatedOverdue Rece

17、ivablesIneffective Collection Process Bad Debt Exposure20PURCHASING AND PAYABLESPurchasing high quality goods and services and paying the right amount at the right timeCONTROLSUse Purchasing ExpertiseBudget ManagementSupplier Database / Preferred Supplier ListingLow Value Purchase ReviewStandard Ter

18、ms & ConditionsReceipt VerificationPre-Payment ReviewAccount ReconciliationPOTENTIAL RISKSPURCHASINGUnnecessary PurchasePrice too HighQuality Not to SpecificationContracts that Dont Support GoalsPAYABLESPay Wrong AmountPay for Goods not Received21ACCOUNTINGEnsuring that accounting records are accura

19、te and managed properlyCONTROLSAccount ReconciliationReconciling Item Follow-upJournal Entry Review & ApprovalUp-to-Date Chart of AccountsClosing ProceduresBudgeting & AnalysisPOTENTIAL RISKSACCOUNTS MISSTATEDImproper Entry MadeLegal Exposure to Shareholders / RegulatoryDATA NOT USEFULPoor Categoriz

20、ationNon-TimelyDATA NOT USED22EXERCISE:SPECIAL METAL STAMPERS, INC.Method: Individual ExerciseObjective: Use the CFO Top Six to sift through information and find critical control concernsTime: Complete Before ClassInstructions: You are Robin James, and today you are taking over from John Smith as Co

21、ntroller at Special Metal Stampers, Inc. a wholly owned subsidiary of We Build Cars. As you sit down at your desk, you notice a full in-basket requiring your attention. Review the narrative provided (a summarization of several introductory interviews) and the contents of your in-box. Which three con

22、cerns would you tackle first, and why? 23BUSINESS CONTROL TOOLSInternal Control CoordinatorsModular Control Review Programs6-SigmaThe GAONow that you know where to focus, what tools can you use to find and address concerns?Corporate Policies and StandardsApplication Control Review (ACR)Training24BUS

23、INESS CONTROLHow to Build Control into Business Processes25Risk ManagementCorporate CultureProcesses and SystemsMonitoringRisk ManagementCorporate CultureProcesses and SystemsMonitoringELEMENTS OF BUSINESS CONTROL26WHY IN-PROCESS CONTROLS?PLANGOALPLANGOALHit the target every time with Business Proce

24、ss ControlRepeatability SustainabilityWithout ControlWith Control27CREATE A CONTROLLED PROCESSUnderstand the ComponentsOutline the Existing ProcessDetermine Areas of RiskAssess the Existing ControlsRedefine the Process281. UNDERSTAND THE COMPONENTSGOALWHERE DO YOU WANT TO GET?INPUTINPUTINPUTINPUTWHA

25、T DATA FEEDS YOUR PROCESS?Remember can be external or internalWHAT PROCESSES ARE USED? What resources (people and systems) are used to transform the input?OUTPUTOUTPUTOUTPUTOUTPUTWHAT IS THE RESULT OF YOUR PROCESS?Think enterprise-wide are your outputs someone elses inputs?292. OUTLINE THE PROCESSSt

26、ate the Goal - Is it Measurable & Specific?Detail the Process - How do Inputs Outputs?Identify Process Steps (Sequence / Dependency)When are Decisions Required?Watch for “Dead Ends” End Should Equal OutputLook across Organizations Understand HandoffsDraw a FlowchartINPUTINPUTINPUTINPUTOUTPUTOUTPUTOU

27、TPUTOUTPUTGOAL303. DETERMINE AREAS OF RISKAssess Goal AlignmentHas the goal changed?Does the output support the goalDoes Failure (of any process step) Impact Achievement of Goals?What is the consequence of failure?What are the odds it could fail?Look for Red Flags313. DETERMINE AREAS OF RISKSome Pos

28、sible Red FlagsHolding Areas (e.g. overdue payments, unmatched receipts, incomplete orders)Key Communication Points Transitions (handoffs, transitions, etc.) Key Decision PointsManual / Paper ProcessesAnything That Cant Be ExplainedLong Delays in Retrieving InformationReliance on Detective vs. Preve

29、ntative Controls324. ASSESS EXISTING CONTROLSIDENTIFY EXISTING CONTROLSPreventive Reduces likelihood of consequenceDetective Identifies and (if possible) corrects undesired resultsDirecting Encourages a desirable behavior to occurASSESS CONTROL vs. RISKWhich risks require additional mitigation?Is th

30、ere a Company standard / guideline?What type of controls make sense?ProcessRisksControls335. REDEFINE THE PROCESSBuild New Controls into ProcessMatch Resources to Risk LevelEnsure Agreement with StakeholdersINPUTINPUTINPUTINPUTOUTPUTOUTPUTOUTPUTOUTPUTNEWPROCESSDocument and CLEARLY Communicate Proces

31、s AND Roles and Responsibilities34Risk ManagementCorporate CultureProcesses and SystemsMonitoringRisk ManagementCorporate CultureProcesses and SystemsMonitoringELEMENTS OF BUSINESS CONTROL35WHY MONITOR YOUR PROCESS?Process sets up a sequence of steps things can get stuckMonitoring is a red flagDeal

32、with exceptionsAddress root cause in the upstream processABFCDEPLANGOAL36HOW DO YOU MONITOR?Identify Key Control Points in the Process Determine Metrics for those Points & OutputsEstablish Targets, Triggers, and Variance GuidesReview Metrics Frequently in and across DepartmentsCBG / GECBusiness Proc

33、ess Control Health ChartTarget1234Although consistent, steady improvement was evidenced in months 2 and 3, a decline in control was identified in month 4.Investigation of causal factors identified a change in personnel training for new employee has been prioritized.Transactions 90 daysCost / Transac

34、tion1/012/013/014/015/016/017/018/01Cost has not stabilized, and is consistently above budget.37WHAT HAPPENS WITHOUT CONTROL?No robust termination process Termination feesnot paid Cash $1.3 millionThe absence of a robust termination process impacted the Companys ability to recover payments owed.The

35、Model E program was launched to provide employees with access to the Electronic Age by offering a computer and internet access for $5 per month. Employees agree to pay a termination fee if they left the Company prior to the 36-month contract end. 160,000 employees participated.3839Profit Analysis an

36、d Business Planning Forecasts and Budgets, Business Planning Process, Joint Ventures and AcquisitionsOperations Analysis - Product Development, Manufacturing Cost AnalysisMarket-Related AnalysisShareholder Value PlanningFinancial Analysis40Shareholder Value Added (SVA) is a measure of how much value

37、 a company is creating for its shareholders41. Cost to use investors money to buy Assets. The return shareholders require from their investment 42434445Michael Porters Five Forces Model is a great way to see the big picture in any industry.According to Porter, the state of competition in any industr

38、y depends on five basic forces: the rivalry among industry competitors the threat of potential entrants the power of suppliers the pressure from substitute products the power of customers4647While seeing the big picture is important, it is also necessary to understand local conditions if you want to

39、 act strategically.Understanding local conditions means understanding your costs, competition, customers, distribution channels, products, prices, and promotional activities.Seeing the big picture and understanding local conditions gives us the background for our most important strategic task positi

40、oning ourselves optimally within our environment.484950Act Strategically:Fords Vision and Strategy PyramidSuperiorShareholderReturnsWorlds LeadingConsumer Company thatProvides AutomotiveProducts and ServicesTransformation andGrowthStrong globalBrandsCONSUMER FOCUSSuperiorConsumerSatisfaction &Loyalt

41、yBest Total ValueTo CustomersNimbleOrganizationWith leadersAt all levelsCorporateCitizenship51To act strategically you need to see the big picture understand local conditions position ourselves optimallyFords Vision and Strategy Pyramid is an example of a large step toward the goal of coordinated st

42、rategic action and optimal strategic positioning.However, to turn Strategic Vision into a Strategic Reality, all actions must support and improve the overall strategic position of the company.52Increase Net Income5354The Customer Value Equation5556Decreasing costs lets you make more money off of eac

43、h product that is produced.Decreasing costs through improved processes can also lead to improved quality and less waste.Decreasing costs helps toIncrease Return on Sales57Increasing Customer Satisfaction makes more people want to buy your products.Increasing Customer Satisfaction also gives customer

44、s options that they are willing to pay for.Increasing CustomerSatisfaction helps to increaseReturn on Sales5859Follow The Money ConceptsCreate Business Units of OneEstablish Profit Centers for Different Business ChannelsDivide Business into Smaller Manageable SubsetsMake Every Salesperson Responsibl

45、e for a Direct Business60Follow The Money ConceptsKnow the Profit of Everything You SellKnow the Variable Profit of Every Product and Service You SellKnow the Variable Profit by Major Series and Options within a Product LineKnow the Profit of Every Region, Zone, and Distribution ChannelFocus Resourc

46、es on Improving Profit61Follow The Money ConceptsLeverage Production ProgrammingKnow the Profitability of Product PortfolioProgram Aggressively on High-Margin Products and Conservatively on Low-Margin ProductsWork with PD and Manufacturing to Grow High- Margin BusinessManage Product Allocation to Mi

47、nimize Marketing And Maximize Profits62Follow The Money ConceptsGrow Non-Traditional Business ChannelsRun the Channel as a Profit CenterMaximize Total Profit for Every Definable Sub-segmentPursue Win-Win Opportunities with These Customers on High-Margin Products and ServicesWork on Unique Product Op

48、portunitiesFocus on Service and Make Yourself IndispensableManage Residual Values63Follow The Money ConceptsBusiness Regional Sales StaffEstablish Businesses for Each Zone ManagerMake Sure They Know the Profit of Every Product and Service They SellDevelop Regional Profit Improvement Plans that Explo

49、it Growth Opportunities on Profitable BusinessFocus on Dealer “Turns” to Improve Wholesale VolumesLeverage Regional Resources on High-Margin Production with Open Capacity64Follow The Money ConceptsLeverage Retail MarketingKnow the Profit of Every Product for Every Type of FinancingEstablish Process

50、to Prioritize Marketing on High-Margin ProductionFocus on Filling Open Capacity on High-Margin ProductsDrive Synergies with Supporting Adjacent BusinessesBalance Out Old Products EarlyTarget Marketing by Region and CustomerProtect Residual Values65Follow The Money ConceptsPrice Strategically to Impr

51、ove MarginsKnow the Profit of All Products, Options, and PackagesUse Pricing as a Tool to Increase Value on High-Profit Products (or Options)Price Aggressively to Improve Margins on Low-Margin ProductsReduce Complexity and Simplify Product Offerings (Validate with Market Research)Price Often to Mini

52、mize Market Effect of Increases66Follow The Money ConceptsEliminate Waste Focus on CashEstablish Disciplined Process to Eliminate ObsolescenceEliminate ReceivablesReduce Company InventoryCreate Tax Efficient ProcessesManage Currency Risk6768Customers also must be delighted in the services that you o

53、ffer.No matter which brand people buy, you must make sure that their ownership experiences are worry-free.Service brands that delightcustomers6970Plays a critical role in the ongoing development of business competencies, one of which is brand marketing.Communications with the media, especially on ne

54、w brands, help to shape the brand image.Price the product right for the target customer and find ways to reduce cost without negatively impacting the brand.As the primary interface with the vast array of suppliers, Purchasing must ensure that suppliers product proposals are in line with the brand.Th

55、e guardian of quality and workmanship must understand the brand to ensure that cost reductions and process changes do not harm the brands essence.Assists the company in developing robust processes, so that we may provide a consistent brand message over time.71Decrease Net OperatingAssets727374757677

56、78Why are asset turns important?“In the past, Ford might have thought that certain parts of the business were doing well because they showed positive earnings. SVA, however, suggests that such a simple view does not go far enough”.“Its possible that those parts of the business actually destroyed sha

57、reholder valuewith profits not high enough to cover the net operating assets and meet shareholder demands. SVA underscores the importance of creating profits while improving asset turns.”79At first glance, Product B appears to be better for the company because it produces more net income than Produc

58、t A.Product B however is comparatively more asset intensive.Despite its relatively high net income, Product B actually destroys shareholder value.Example of Asset Turns80Inventories generally represent a significant part of net operating assets.The best way to comprehensively reduce inventories is t

59、o adopt a Kanban (or “pull”) philosophy.Kanban thinking focuses on maximizing the value-added flow and the efficiency of the overall system rather than an individual process step.Reduce Inventories81Is it in the best interest of the Company?When evaluating actions to increase SVA, remember to consid

60、er the complete business impact of your decision. Some actions MAY APPEAR to increase SVA but are either superficial financial engineering or not in the LONG-TERM best interest of the company.ExamplesSome cost reductions can make SVA higher in the short term, but lead to lower quality, decreased cus