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FINANCIAL MANAGEMENT
Our corporate finance contracts cover many different categories, including, but not limited to, some of the following:
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Costing and Pricing
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Mergers and Acquisitions
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Valuation
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Capital Collection
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Due diligence
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Financial Strategy
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Financial Engineering
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Debt and Equity Problems
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External growth strategies
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Capital Market diagnosis
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Risk management
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Investments and Disposal
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Financial project
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Financial and operational hedges
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Corporate Governance
Financial Management Standards:
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The Responsibilities of the Chief Finance Officer and Leadership Team
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Governance and Financial Management Style
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Long to Medium Term Financial Management
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The Annual Budget
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Stakeholder Engagement and Business Plans
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Monitoring Financial Performance
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External Financial Reporting
Managing a business is a challenge on its own. Imagine running a business without data or information that helps provide a basis for change. Not having a solid financial reporting structure in your business will prevent you from making the necessary changes, or in some cases, from preventing significant losses.
Management Information Packs
What is the ideal monthly management pack?
The ideal monthly management pack for reporting to the board should between 10 and 20 pages and contain the following elements:
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Executive summary with a synopsis of KPIs and identifying all key issues
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Action plan specifying corrective actions and contingencies with best/worst case scenarios.
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P&L account showing period and cumulative positions with highlighted variances against budget - and major variances. Trend analysis shown graphically.
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Projected outturn recalculated on the basis of actual performance and action plans.
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Profiled cash flow summarising actual and projected receipts, payments and balances on a regular basis to year end.
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Capital programme - Analysis of progress of major capital schemes showing percentage completion, current and projected expenditure, completion cost and timescale.
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Balance sheet showing working capital position in tabular form or using performance indicators , eg debtor and creditor days.
HUMAN RESOURCES
Within the context of the globalisation of markets and of competition, human resources are an ever more decisive factor of competitive advantage for both companies and non-profit organisations.
With the progressive levelling of the fields of technological and process know-how, the individual is indeed the one true discriminating factor.
Ultimately, the individual’s competencies, motivations, innovation capabilities and overall professional performance quality determine an organisation’s success.
From such a perspective, companies and institutions must equip themselves with experts capable of both fully understanding the central role of the individual and of overseeing the related managerial processes, such as:
selection, hiring, training, communication, development and compensation.
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Success Factor "Employee"
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Does the company have employee / personnel needs planning?
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If so, what form does this take? If not, why not?
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How are employees selected?
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How are employees familiarized with the company?
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What value do employees have in the company?
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Are employees familiar with company objectives and strategy? If not, why not?
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How is the qualification potential of employees determined?
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What instruments for advancement are there? What system of employee development is there?
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Are employees assessed? How does this process wor and what consequences does it have?
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How high is employee fluctuation?
Consulting Contents
• Strategic management of human resources: approaches, trends and tools
• Job analysis and strategic planning of human resources
• Selection, hiring and retention
• Training
• Career plan and career development
• Performance management and evaluation
• Organisational theories and development
• Workplace health andsafety
• International management of human resources
• Work psychology
• Organisational behaviour
• Leadership and team management
Consulting Objective
The Umur Management Consulting in International Human Resources Management is aimed at providing a technical-cultural consulting that will enable companies to become human resources experts capable of effectively carrying out their jobs in complex organisational contexts at the international level.
On completion of the consulting process, company will be able to:
• define a comprehensive human resources management strategy within both entrepreneurial and non-profit organisations, also on an international scale;
• plan and implement a selection and hiring programme;
• manage personnel training plans and actions;
• design and carry out a personnel development and evaluation strategy;
• set up compensation systems;
• understand organisational models and make the best organisational choices, also in a complex and global setup;
• manage industrial relations;
• correctly evaluate and set up activities aimed at guaranteeing workplace safety;
• analyse and manage organisational culture and behaviour;
• promote effective leadership styles;
• correctly set up international work team training and management;
• monitor and deal with diversity management issues;
• plan, implement and monitor internal communication and change management activities;
• define and monitor metrics aimed at the evaluation of human resources management processes.
PURCHASING AND PRODUCTION MANAGEMENT
Production management
The purpose of this consulting is to illustrate the basic principles of operations management.
These are the basis for IT-assisted systems, which are becoming increasingly important in the age of Computer-Integrated-Manufacturing (CIM).
Production Planning and Control (PPC) systems cannot be used effectively without an understanding of the basic principles outlined here.
The development from MRP (Material Requirement Planning) to ERP (Enterprise Resource Planning) is shown.
The derived systems and approaches will be discussed in greater depth in the corresponding service.
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Operations management:
Operations management includes the arrangement for, the monitoring and guaranteeing of quantity, deadline, quality, and cost.
Operations Management includes methods which are necessary for the processing of orders according to the results of work scheduling.
One factor that influences operations management is the kind of dissolution of orders. In addition, the tasks of operations management are influenced by products, procurement, workflows in manufacturing and assembly or by customer influences during manufacturing.
In spite of the different characteristics of the specific factors in different companies, core tasks and cross-sectional tasks of operations management can be identified in a universal concept.
Core tasks are production programme planning, production requirements planning, in-plant production planning, procurement planning and control.
Core tasks:
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Production programme planning
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Production requirements planning
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Procurement planning and control
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In-plant production planning and control
Quality Management System Implementation
What is a Quality Management System (QMS)? "A QMS is a coordinated set of values and processes implemented by an organisation to ensure and demonstrate that it meets the standards demanded to satisfy its customers' demands and expectations."
With experience implementing and consulting with organisations of all sizes, they offer an expert perspective on successfully implementing a new quality management system.
Learn:
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what a Quality Management System is
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why it is important to all organisations who want to succeed
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the benefits of implementing a quality management system
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the requirements of a QMS
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about operating a QMS in a highly regulated environment
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the importance of a hierarchical culture
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steps to implementation
Creating Optimal Supply Chain Structure and Process
As global competition and advancing technology render borders irrelevant and link companies more closely, supply chains — the network of suppliers, plants, distributors, retailers and others that participate in the sale, delivery and production of goods and services — are growing increasingly complex. No longer simply the domain of the warehouse manager or logistics director, supply chain management is viewed by most companies as a mission-critical element.
An organization’s supply chain is a critical business process, not just a business function. Today’s supply chain can bring significant value to your organization, provided it has the support of the board.
Supply chain development is now driven by customers, with shorter lead times and increasing customer expectations. Supply chain optimization is crucial for a successful customer experience.
Improving efficiency and optimizing performance are the top areas of focus for supply chain executives.
10 Best Practices for Optimizing Supply Chain Management
1. Set up your supply chain council.
2. Establish an appropriate and thoughtfully staffed supply chain structure.
3. Identify areas where technology can help improve and streamline processes.
4. Maintain healthy supplier relationships.
5. In procurement, look at total cost of ownership over price.
6. Source suppliers strategically and with collaboration.
7. Move contract management responsibility to the supply chain.
8. Optimize inventory for reduced cost.
9. Establish regular reviews to ensure efficiency and mitigate risk.
10. Be socially responsible and establish “green” initiatives.