In the post-COVID economy, CFOs will be focusing on buying patterns, distribution channels, and payment terms.
Many CFOs faced challenges collecting cash and keeping a lid on inventories as the pandemic raged and then subsided.
A disrupted economy will make it harder to manage receivables, payables, and inventory with efficiency.
"Management expectations in the coming year may outstrip finance’s resources," said The Hackett Group.
With payables stretched to the limit, wringing more cash out of working capital will be a challenge.
The cash conversion cycle improved once again in 2017, largely because many companies took as long as possible to pay suppliers.
"Without data integrity, finance cannot trust the outcomes of analytics solutions, no matter how sophisticated," says The Hackett Group.
The digital transformation is underway. But does finance have the resources to pull it off?
Supply chain finance instruments such as reverse factoring helped make it possible for Unilever to extend payment terms without punishing suppliers.
Based on economic considerations, business environment, workforce quality, infrastructure, and risks, many midsize U.S. cities look attractive.
Quick cash fixes at the end of fiscal years are frequently harmful.
Companies remain reluctant to spend their cash but are starting to get more innovation-minded, creating some new priorities for CFOs.
