中国纺织进出口总公司 五年战略规划.ppt
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1、450.000.000.001.450.001.450%0 FCE6BSP Processing22.000.000.601.9019.500.0023.9329%293 FCW6BSP Processing8.000.002.001.005.000.0011.544%0 FCC7Cash Receipting2.000.000.000.002.000.002.000%0 FCE7Cash Receipting4.950.000.101.003.850.005.647%66 FCW7Cash Receipting9.000.000.000.009.000.009.005%0 FCC8Clien
2、t Financial Services0.000.000.000.000.000.000.000%0 FCE8Client Financial Services0.000.000.000.000.000.000.000%0 FCW8Client Financial Services28.000.002.0025.001.000.0044.5015%0 FCC9Control Reconciliations19.650.002.508.508.650.0027.990%0 FCE9Control Reconciliations16.250.000.301.5014.450.0017.5122%
3、217 FCW9Control Reconciliations0.000.000.000.000.000.000.000%0 FCC10Data Maintenance0.000.000.000.000.000.000.000%0 FCE10Data Maintenance0.000.000.000.000.000.000.000%0 FCW10Data Maintenance5.000.000.004.001.000.007.163%0 FCC11External Statement Billing0.000.000.000.000.000.000.000%0 FCE11External S
4、tatement Billing0.000.000.000.000.000.000.000%0 FCW11External Statement Billing2.000.000.000.002.000.002.001%0 FCC12Fee Allocator0.000.000.000.000.000.000.000%0 FCE12Fee Allocator0.000.000.000.000.000.000.000%0 FCW12Fee Allocator3.000.000.000.003.000.003.002%0 FCC13 Group Events / Meeting & Incentiv
5、es 10.530.000.331.009.200.0011.570%0 FCE13 Group Events / Meeting & Incentives 0.000.000.000.000.000.000.000%0 FCW13 Group Events / Meeting & Incentives 1.000.000.000.001.000.001.001%0 FCC14Help Desk0.000.000.000.000.000.000.000%0 FCE14Help Desk0.000.000.000.000.000.000.000%0 FCW14Help Desk6.000.001
6、.000.005.000.007.503%0 FCC15Management Fee & Override4.330.000.331.003.000.005.370%0 FCE15Management Fee & Override0.150.000.000.050.100.000.180%2 FCW15Management Fee & Override0.000.000.000.000.000.000.000%0 FCC16Non Air/Rail Supplier Payments26.640.000.000.0023.643.0026.640%0 FCE16Non Air/Rail Sup
7、plier Payments7.200.000.201.006.000.008.0410%96 FCW16Non Air/Rail Supplier Payments9.000.001.000.008.000.0010.505%0 FCC17 Performance Management & Internal MI 2.000.000.002.000.000.003.080%0 FCE17 Performance Management & Internal MI 2.600.000.300.002.300.003.053%35 FCW17 Performance Management & In
8、ternal MI 15.000.001.0014.000.000.0024.068%0 FCC18Process Travel Document0.500.000.000.000.500.000.500%248,000 FCE18Process Travel Document3.900.000.000.003.900.003.905%52 FCW18Process Travel Document0.000.000.000.000.000.000.000%0 FCC19Quality Control0.000.000.000.000.000.000.000%0 FCE19Quality Con
9、trol10.600.000.101.009.500.0011.2914%141 FCW19Quality Control8.000.000.007.001.000.0011.784%0 FCC20Recon / Settle Rail1.660.000.000.001.660.001.660%0 Travel Back Office Data Gathering Form - Consolidated Page 5ed8ea603-e379-4f3b-8f5a-860e8aef328a.xls Section BSection CSection D FTE CountSMR Line All
10、ocation FTE3.732.51.5411 Weighted FTERef #Process Total Band 40+ Band 35 Band 30 Band 25 Temp Staff Legal, Audit & Prof. % FCE20Recon / Settle Rail0.000.000.000.000.000.000.000%0 FCW20Recon / Settle Rail0.000.000.000.000.000.000.000%0 FCC21Service Control and Deliver7.000.001. executive board, Heine
11、ken, N.V., gave the following presentation at The Conference Boards Finance Forum hosted by Credit Suisse in Zurich, June 1993. In the long term every company needs growth, first to cover costs and second, but most important, to act as a internal stimulus. Without growth, managements capabilities te
12、nd to be focused only on re-orientating products and cost cutting. While these things must be done, they are not enough. Heineken is convinced that growth can lead to economies of scale, better market opportunities, and innovation. Growth can come from exporting, licensing or acquiring a minority or
13、 majority shareholding in another company. I intend to concentrate on growth by acquisition and mainly acquisitions of majority shareholdings. Heineken takes a majority shareholding when the market concerned is fully developed and when market share and economies of scale are expected to play a major
14、 part in achieving financial success. In the past decade, Heinekens growth of about 10 % a year has been mostly through acquisitions. Without them growth would have been little more than 2% annually, roughly the average growth of the worlds beer companies. The role of the chief financial officer in
15、the acquisition process is not an easy one to define. No two acquisitions are exactly the same, and the CFOs role in the acquisition of a listed company is very different from that in the acquisition of small family-owned business. The CFO is sometimes totally involved in negotiations and, at other
16、times, hardly involved at all. But in both cases, an acquisition process should be followed although the sequence of steps in the process may vary.External RelationshipsConducting an active acquisition policy requires good relationships with people. Contacts with shareholders, with other brewers and
17、 their managers and executives, and with investment and merchant bankers are of paramount importance. Trust and reliability are essential. Secrecy is also very important because rumors may damage market positions. When conducting talks with enterprises listed on the stock exchange it is the CFOs res
18、ponsibility, working with legal experts, to ensure that proper procedures are followed. In practice, however, secrecy is getting more and more difficult to maintain, and it is advisable to draw up a contingency plan early on outlining a course of action should information be leaked prematurely.I am
19、intentionally not discussing the very early, exploratory talks about a possible acquisition. This is the process that perhaps starts with a telephone call between CEOs, a diner engagement, or a chance meeting in Greenland. At this stage, the CFOs influence and presence is limited.TeamworkOnly if the
20、se talks succeed does the real work start. At Heineken a small unit, called the Business Development Department is responsible for managing the overall acquisition process. The Business Development manager begins by setting up a team in which the financial discipline (planning, treasury and fiscal a
21、ffairs) is represented and, in major acquisitions and risk acquisitions in developing countries, has an important role.The team also has a strong input from sales and marketing, and from the technical people. Because Heineken is brand-driven, in any acquisition the company considers the potential fo
22、r selling and producing Heineken in the home market of the takeover target. Many opportunities for acquisitions, especially in eastern Europe, are rejected because the company knows that it will not be able to establish production facilities within 5 or 10 years.For small, non-risky acquisitions (e.
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