Accounts Payables / ReceivablesAutomation and connectivityBanking and service providersBig dataCapital marketsCentralisationClearing and settlementCounterpartyCredit and CommoditiesCredit facilitiesDeposit management / InvestmentDigital and Mobile bankingForecastingForeign exchangeIn-house bankingInterest ratesLiquidity and cash flowPayment cardsPayment factoriesShared service centresStraight-through processingSupply chain managementSystemsTrade financeTreasurers and CFOs
Alex DavisAlex Davis Alison Tudor-AckroydAmerican Express Amy RotmanAnn ShiANZ Baron LaudermilkBenny KungBernice CornforthBlack Swan Bloomberg BNP Paribas Broadridge Financial Solutions Cabot Corporation Cathy AdamsCherie MarriottChris WrightCiti Clipper Colin WaughCo-Published ChapterCorporateTreasurer EditorsCT Staff Dan BlandDaniel FlattDanny LeungDBS Emma BiFinanceAsia EditorsHonnus CheungHSBC I-Ching NgiGTB Ingrid PiperJ.P. MorganJ.P. Morgan Jackie HorneJame DiBiasioJane CooperJill MaoJP Morgan Asset Management Kerry LiuKVB Kunlun Larissa Ku LendingStarMark AgnewMark Agnew xMarvin ZouMatthew KnightMatthew ThomasNick LordPeter ShadboltRay ChanRichard MorrowRupert WalkerShruti ChaturvediSolomon TeagueStandard Chartered BankSteve DunthorneSuhas BhatSuhas Bhat The EditorsThomson Reuters TMF GroupTMF Group Tsering NamgyalUnited Overseas Bank (Malaysia) Vincent MorkriVisa Westpac
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?
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.
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 ...