Accounts Payables / ReceivablesAutomation and connectivityBanking and service providersBig dataCapital marketsCentralisationClearing and settlementCounterpartyCredit and CommoditiesCredit facilitiesDeposit management / InvestmentDigital and Mobile bankingForecastingForeign exchangeIn-house bankingInsuranceInterest ratesLiquidity and cash flowPayment cardsShared service centresStraight-through processingStrategySupply chain managementSystemsTrade financeTreasurers and CFOs
Digitalisation has ushered in a new phase of innovation in the payments landscape across Australia. Bianca Bates, head of payments, Australia and New Zealand, JP Morgan offers insights into what this means for ...
To make that transition to a truly value-add business division, treasury must first get to grips with the 3Ds: data visibility, data processing, and data intelligence
Burgeoning business intelligence helps treasurers make better, faster and more informed decisions about cash management. So how do treasuries avoid being drowned by information and put good data to work?
A top demand from companies today is to be in control of their cash. Virtual accounts empower treasurers to do just that, providing a single view of cash positions with flexible reporting.
Best practices in managing working capital involve galvanising support across all lines of business, and treasury – with its expertise in managing cash, risk and banking relationships – can play a central role.
Can freeing up liquidity and consolidation of account structures help treasuries cope with currency sensitivity? Here’s J.P. Morgan’s views on volatility proofing your treasury.
In this new monthly column, J.P. Morgan responds to pressing questions around cash management expressed by treasurers and finance practitioners in Asia-Pacific. This instalment will provide you with simple tips on ...
