安永“明日商业领袖”案例大赛：提案.pptxVIP

Proposal title;Executive Summary ;COST CONTROL BG enjoyed an ever increasing cost spending during the past years. This problem is due to the insufficient finance department and the disaccord standards through the different regional sub-companies. The finance department failed to perform its own missions of bringing accurate and timely financial information. This thus leads to an absence of supervision over many crucial segments of purchasing, producing, distributing and selling. Furthermore, the disordered management within the finance department itself is a significant reason contributing to the high expenses. The large expended multinational company suffered from uncoordinated standards and systems across the globe as well. 1. Problems concerning financial division. The BG finance department still uses manual receipts and keeps financial data by hands. This is a waste of human resources and could be very ineffective and inaccurate. Parts of the costs inside the department are therefore unnecessary. The department’s disconnection with the whole manufacturing process can be translated into misrepresentation of the real financial status. This misrepresentation thus makes it easy to withdraw products and raw materials without registration and then leads to unexpected losses. The unsuccessful budget approach cannot enable the company to control the costs step by step. ;Finance(continued);1). Finance department should use spreadsheet and other finance software to keep transactions and work out the finance reports. All regional finance departments should use the same data keeping system so that the transactions’ information can be updated immediately across the globe. 2). IT department should replace the useless TRB system with a new system. Although the replacement may take some costs, a working system suitable for most areas in the world can save much more money than the replacing costs. 3). Cancel OBKR. Connect the RDS and PAWS systems with the newly installed fi