北师大版玩具教学课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,北师大版玩具PPT教学课件,4,5,1,2,4512,3,5,35,北师大版玩具PPT教学课件,4,3,2,1,5,43215,Credit Risk Management,Enhancing Your Bottom Line,Ebrahim Shabudin,Managing Director,Deloitte&Touche LLP,The AFP 23,rd,Annual Conference,New Orleans,November 3-6,2002,Credit Risk ManagementEnhanci,Credit Background,Thorough identification and accurate measurement of credit risk,supported by strong risk management can help improve the bottom line,.An uncertain and volatile economic environment significantly impacts this ability,.The desire to grow and turn in outstanding results has a tendency to put pressure on the checks and balances within businesses,Credit BackgroundThorough iden,Value Proposition,Credit plays a critical role in“selling”products and services,Expands revenue opportunities with creditworthy,incremental customers,Utilizes innovative structures to support business relationships,Effective credit risk management limits credit losses and provides stable cash flows and earnings,Marketplace rewards companies exhibiting earnings and cash flow stability with higher P/E multiples,Marketplace penalizes credit induced volatility and“surprises”,Raises questions about quality of management,Value Proposition,Corporate Credit Risk,Companies are exposed to significant levels of credit risk emanating from different sources,Accounts Receivables,Other Notes Receivables,Buyer and Franchise Financing,With Recourse Financing,Project Finance,Structured Transactions,Leases with Recourse,Derivatives Exposures,FX,Interest Rate Risk,Commodities etc.,Collateral Risk,Parent or Third Party Guarantees,Commercial and Standby Letters of Credit,Note also that Critical Suppliers to the company may pose specific credit risk,Corporate Credit RiskCompanies,DSO Impact an example,Actual,Company A,Peer Average,Q3 A/R,$295,396,000,Q3 Sales,$261,201,000,DSOs=,124*,51.3,Hypothetical,D,Cash,DSOs,51.3,Q3 Sales,$261,201,000,Q3 A/R=,$122,002,230,+$173,393,770,*,Equals 295.4M/261.2M x 90(or number of days in sales period),DSO Impact an exampleActualC,Credit as a Facilitator,Credit risk management is important,Credit is a facilitator of business growth and performance,High business margins tend to attract lower quality clients and therefore higher risk profile to manage,Clients(buyers)may be concentrated in selected industries and provide limited portfolio diversification opportunity,Poor credit risk management resulting in negative impact to bottom-line is heavily penalized by markets,Credit as a FacilitatorCredit,Credit Strategy&Risk Tolerance,Specific Quantifiable Objectives,Management Review Methodology,Credit Strategy Statement and Risk Tolerance,Coordination with Business Plan,The business strategies and objectives drive the establishment of credit,policies and procedures.Measurement and reporting as well as the use of current technologies enhance credit decision-making and improve risk,management.The entire process is continually re-evaluated and improved.,Credit Strategy&Risk Toleran,Credit Risk Areas to Consider,Credit Policy,Credit Approval Authority,Limit Setting,Pricing Terms and Conditions,Documentation:Contracts and Covenants,Collateral and Security,Collections,Delinquencies and Workouts,Exposure Management,Aggregation,Control,Periodic Account Reviews,Payments/Aging,Credit Condition,Compliance with Covenants,Terms,Technology/Reports,Transactions/Bookings,Risk-adjusted Return,Sales Channels,Risk Strategy,Underwriting Standards,Credit Application,Analysis,Business/Industry,Financial,Credit,Credit Scoring and Ratings,Origination/,Assessment,Administration,Monitoring/,Control,Risk,Management,Portfolio Management,Concentration,Diversification,Allowance for Bad Debts,Risk Mitigation,Objectives,Type of Exposure,Instruments or Methods,Credit Risk Areas to ConsiderC,Value Creation,Business Performance Measures,Organizations need a rigorous set of measures to support continuous improvement,Performance-based management utilizes metrics that measure actual,performance against predetermined thresholds.The thresholds are,established taking into account the organizations strategy,operating,environment and process controls.,The measures drive value creation and should support problem identification and correction.,Business Strategy,Systems,Operations,Finance,Performance Management,Value CreationBusiness Perform,Sales channels,Contracts&Documentation,Credit analysis,Credit limit,Pricing&terms,Credit Analysis,Credit Decisions,Collections,CREDIT POLICY,Collateral acceptance,Portfolio management,Financial analysis,Disposal/Risk mitigation,Collateral management,Customer management,Exposure measurement,Management reporting,Exposure aggregation,Recoveries,Credit scoring,Risk rating,RISK MANAGEMENT,Credit Risk Managements Inter-related Activities,Compliance,Origination,Reporting,Transactions,Sales channelsContracts&Do