“Intelligent” finance and treasury management: what we can expect

AI & Society ◽  
2019 ◽  
Vol 35 (3) ◽  
pp. 715-726 ◽  
Author(s):  
Petr Polak ◽  
Christof Nelischer ◽  
Haochen Guo ◽  
David C. Robertson
Keyword(s):  
2018 ◽  
Vol 2 (02) ◽  
Author(s):  
Regina Putri Hidayat ◽  
Miranda Ellora Kotambunan ◽  
Kezia Gabriela Saroinsong ◽  
Treesje Runtu

The Ministryof Finance especially the directorate general of the treasury of North Sulawesi province, is confronted with modern treasury problems. The demands of economic development are increasingly advanced, demanding a transition from the application of past culture (manual) to the stage of digital (modern) technology. The work process in the treasury sector changes, seen from the need for financial management information systems to improve the competitive advantage of modern DGT organizations in the future in increasing transparency and accountability in managing the world treasury. The emergence of treasury and state budget (SPAN) applications and agency-level financial application systems (SAKTI) as a manifestation of the implementation of financial management information systems in the Directorate General of Treasury and work units. For state treasury management to be carried out by the treasury general directorate, it can be aligned with treasury management by other countries in the world.Keywords : Financial Management Information System, SPAN, and SAKTI


2021 ◽  
pp. 45-50
Author(s):  
Rob Kitchin

This chapter imagines a conversation between two senior civil servants when they realize that the Irish government has lost 3.6 billion euros through a spreadsheet error. The Assistant Secretary of the Department of Finance reports to the General Secretary that the accountant was not sure how to classify a loan to the Housing Finance Agency (HFA) from the National Treasury Management Agency (NTMA). They had assumed that it might be adjusted for elsewhere in the General Government Debt calculations, but it was not. As such, the government debt appears twice in the national accounts, once as an asset for the NTMA and once as a liability for the HFA. The General Secretary then asks why the data entry error was not picked up. The Assistant Secretary answers that everybody assumed that somebody else had dealt with it. The accounts got returned, nobody spotted the mistake, and everyone moved onto to other tasks.


2019 ◽  
Vol 7 (1) ◽  
pp. 17
Author(s):  
Leire San-Jose ◽  
Ana Beraza ◽  
Jose Retolaza

Traditionally, corporate treasury management has been strategically based on the idea of advancing collections and delaying payments, which has been regulated through the intermediation of financial entities using, for example, credit accounts. New technologies applied to the financial field facilitate direct interaction between companies and reduce the transaction costs, because they allow adjustment of the flows of needs, but high confidence is required. The current ease of access to credit does not promote the incorporation of new financial relationship systems, but the operation of these systems should be studied, since a future credit restriction, like that known in Europe at the end of the 2000s, could change the situation. The aim of this paper was to identify the factors involved in this relationship among companies and establish the main conditions for cash sharing between companies to achieve a successful financial function. The investigation is based on a Delphi analysis used to analyze the successful experiences of shared cash (Mondragon Corporation, Trocobuy, and Arboribus), the needed variables, and their context. Then, our model was created from that exploratory knowledge. Our model is called mutual cash holding and its relevance and reliability were contrasted using structural equations based on a questionnaire administered to financial managers of large- and medium-sized Spanish companies. The result generates knowledge that articulates a new collaborative tool that expands the possibilities for treasury management among companies.


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