Many European companies are working hard to solve their "captive cash" problem, improve their cash-to-cash cycle, and manage their financial and supply chain risk across complex markets and supplier agreements. But the two primary approaches they take - supply chain finance and working capital reduction - result in very different supply chain outcomes.
Companies shifting manufacturing from China back to the U.S.? That's old news. Given the recent economic setbacks in the Chinese economy, however, you have to wonder whether the trend will continue.
Large cargo losses are having a significant impact on the marine insurance sector, says Nick Derrick, chairman of International Union of Marine Insurance's cargo committee. He spoke in Berlin, at IUMI's annual conference.
While large businesses have resumed international trade at levels seen before the financial crisis, small and medium-sized enterprises (SMEs) have not fared as well. For these firms - the backbone of economies everywhere - growth is impeded by the limited availability of bank loans to finance trade.
A majority of UK business owners find it too time-consuming or expensive to borrow cash from their bank, according to the Working Capital Outlook Survey from C2FO, a working capital exchange.
In the "Benefits of Lean Accounting in a Lean Manufacturing Company," author Dan Anthony discusses the major differences between traditional and lean accounting, starting with a quote from Taiichi Ohno that says "costs do not exist to be calculated; costs exist to be reduced." This really gets to the core of the difference between traditional and lean accounting: traditional accounting focuses primarily on the cost of goods sold, whereas lean accounting focuses on the value stream from customers to suppliers.