This course is designed to give you the knowledge and skills needed to integrate the management of Working Capital (WC) into your company’s strategy, aligning core functions with the overall strategic business objectives.
Why is Working Capital management becoming so important?
There’s clear evidence that companies that manage Working Capital well, enjoy higher profits and lower operational risks than their counterparts.
But how do we move from independent functional management of Working Capital, to a consolidated strategic approach for the organisation?
This course is designed to give you the skills and knowledge to be able to integrate the management of Working Capital into your company’s overall strategy, and to align core Working Capital functions with overall business objectives.
You’ll learn how to build a cash forecast and measure Working Capital performance, plus receive guidance on effective cross-functional management to promote an integrated approach to Working Capital across the firm.
On completion of this course, you will have a greater understanding of:
- WC’s position as an element of the Balance Sheet
- The potential impact of WC performance on overall business performance
- Differentiating between managing WC as a risk instead of as an opportunity
- The key WC operational elements (Inventory, AR & AP)
- Recognising the cross-functional nature of WC management
- Being able to measure the performance of WC management
- Being able to develop a WC forecasting tool
- Recognising the strategic importance of WC
- Working Capital – where to find it in the organisation!
- Why the management of Working Capital is strategically important
- What is our goal in the successful management of Working Capital?
- What is it we working with in the management of Working Capital?
- Who in the organisation has “skin in the game” in Working Capital management?
- How do we gauge overall performance of Working Capital management?
- How do we predict the future of Working Capital management?
Authored by: Andy Gifford
Andy Gifford was born in England but spent his formative years in South Africa after his family emigrated in 1970. He initially entered the accounting profession, but quickly moved to commerce to put theory into practice. After spending time in technical accounting roles, he joined the Howden Group where he rose to become managing director of one of the main divisions.
Soon after relocating back to England in 1997, he joined Global Crossing which was ultimately acquired by Level 3. During his time with the company Andy held treasury operations as his primary mandate, but has also undertaken special projects including procurement, shared services and real estate.
Andy is now working in the SME sector assisting start-ups and providing management advice.
He is also a regular speaker on working capital, presenting at corporate events and professional education seminars.
CPD Points: 1
CPD Duration (hours): 1
Access: 12 months from purchase date