Organisation

Target group:

  • every company

Brief description/basic statement:

  • Cost transparency in all relevant areas
  • Measures to significantly reduce the cash conversion cycle
  • Use/ testing and evaluation of the costs of cash management instruments
  • Scheduling and liquidity planning

Cash relevance:

  • Costs are shown transparently - a first step towards optimization

Avoid costs through organizational excellence

Based on short and medium-term financial planning, the company should align its capital structure in such a way that a financial imbalance is avoided. This connection is also described as "the company's financial balance" and is made by carefully balancing four factors:
  • amount of capital required
  • source of raising capital
  • Required Capital Life
  • Repayment agreement (capital commitment period)
However, before these four factors can be planned company-wide or group-wide, the individual plans – or detailed budgets – of the respective departments must be known, such as monthly sales planning, investment, production, warehouse, personnel and procurement planning.

CASHFiNDER analysis in the area of organization

  • Working Capital Management - Cash Conversion Cycle (DSO, DPO, DIO)
  • Optimization of invoice/dunning runs
  • Missing/inadequate financial and disposition plans that are too sudden
  • lead to liquidity bottlenecks and only through very expensive bank loans
  • or overdrafts can be eliminated.
  • Disposition and disposition planning (low-interest bank deposits and high-interest bank liabilities)
  • Cash management instruments (cash pooling, netting, etc.)
  • high inventories (consignment warehouses)