WEBINAR ALERT | Everything you need to know about payments for future-proof cash and treasury management

treasuryXL | Nomentia |

 

Date & time: December 2, 2021 at 2.00 pm CET | Duration 45 minutes

Finding the optimal payments process can be challenging. Therefore, TreasuryXL and Nomentia experts join forces to discuss payments in more detail.

Join the webinar to learn more about: 

  • Introduction TreasuryXL and Nomentia
  • Payment set-ups for a future-proof multinationals
  • Areas of new developments and challenges
  • Dealing with different bank connections and ERP interfaces
  • The involvement of IT in technical payment set-ups 
  • User management
  • Fraud management
  • Putting it all together

At the end of the webinar, we’ll have time for a short Q&A session to answer your questions.

Click on the banner for registration.

Meet the speakers

Kees-Jan Kindt

Seasoned Treasury Expert
TreasuryXL / Gazprom

Huub Wevers

Huub Wevers

Senior Sales Manager
Nomentia

Tapani Oksala

Solutions Manager
Nomentia


 

 

Expert-led Conversation | The Digitalisation of Treasury: Your FX Risk Management toolbox for 2022 | 30 November 2021

treasuryXL | Kantox

 

Date & time: November 30, 2021 at 9.30 am CET | Duration 45 minutes

2022 is just around the corner, and we want to make sure you’re armed with the best technology tools to help push your treasury department to the next level. 

Join Kantox and TreasuryXL in this expert-led conversation on the future of FX risk management and the treasury trends to tap into in 2022.

Online checkout starts before the payment solution (Dutch Article)

| 17-11-2021 | treasuryXL | EcomStream | Ramon Helwegen |

Het sleutelmoment in de e-commerce-funnel is de betaling. Online betalen blijft een hobbel, zeker in vergelijking met het gemak van contactloos en zonder pincode betalen in de winkel. Snelle en gemakkelijke betaling online verdient daarom speciale aandacht.

Het is goed om je te realiseren dat een klant online meerdere processen doorloopt voordat een conversie kan plaatsvinden. Tijdens dit proces bied je de klant zoveel mogelijk aandacht, beleving  en gerichte informatie over dat waar hij of zij naar op zoek is. Dit alles binnen de ‘wetten’ van de optimale online klantbeleving.

Snel betalen

Maar zodra de klant de keuze definitief heeft gemaakt volgt het betaalproces. Voor jou als verkoper is dat een belangrijk proces op weg naar conversie, maar voor je klant is het een noodzakelijk kwaad waarin hij inhoudelijk veel minder geïnteresseerd is. De keuze is gemaakt en je klant wil gewoon zo snel mogelijk weg. In dit proces is snelheid dus van het grootste belang. Hoe sneller je klant kan betalen en vertrekken, hoe kleiner de kans dat hij  alsnog afhaakt.

De online sales funnel is geen lineair proces. Knip het daarom in tweeën:

  • Online shoppen = Aandacht en beleving
  • Online afrekenen = Snelheid

Schematisch zou je er zo naar kunnen kijken:

De snelheid van het afrekenproces bepaalt mede of je klant het inderdaad gaat halen tot en met de betaling. Hoe meer tijd je klant kwijt is aan dit proces, hoe groter de kans op afhakers (drop-offs).

Het grootste deel van het afrekenproces bevindt zich overigens buiten het domein van de betaalprovider. Er zijn uitzonderingen, bijvoorbeeld wanneer je klant met PayPal betaalt, maar dan gaat het dus om een situatie zonder vrije keuze van de betaalmethode. Ook is de afweging vanuit het ‘kosten-versus-conversie’-oogpunt in dit geval vaak uitdagend.

Het online afrekenproces eindigt bij de betaaloplossing

Mooi zo: je klant heeft het gehaald tot aan de betaalpagina. In dit laatste gedeelte van de checkout is de betaaloplossing van je betaalprovider wél van grote invloed op de conversie. Zowel net vóór de betaling als net ná de betaling door je klant.

Enkele aspecten van net vóór de betaling waarbij de betaaloplossing van invloed is op de conversie lees je hieronder. Het gaat hier over zaken die van toepassing zijn op de betaalpagina. Het gaat hier over aspecten die van toepassing zijn op de betaalpagina. Dus vanaf de keuze van betaalmethode, ofwel het moment dat je klant daadwerkelijk wil gaan betalen. Ook noem ik aspecten van net ná de betaling waarbij de betaaloplossing van invloed is op de conversie. Het  gaat hier om aspecten waarbij je klant het hele checkout-proces met succes heeft doorlopen, op de laatste betaalknop heeft gedrukt, en er toch een kink in de conversiekabel komt.

  • De juiste mix van relevante betaalmethoden. Je PSP kan je hier onderbouwd inzicht in geven. Welke betaalmethoden zijn in je marktsegment noodzakelijk om een optimale conversie te behalen. Kijk hiervoor ook naar verschillende landen en voorkeuren. Maar maak per betaalmethode ook de ‘kosten-versus-conversie’-afweging.
  • Zorg dat alleen klanten voor wie de betaalmethoden relevant zijn deze te zien krijgen op de betaalpagina. Het heeft bijvoorbeeld geen zin om een Engelse klant te confronteren met iDEAL als mogelijke betaalmethode.
  • Zorg ervoor dat je klant de betaling doorloopt in de look & feel van je bedrijf. Ook als je nog gebruik maakt van een redirect-pagina naar je betaalprovider.
  • Geef klanten de mogelijkheid om betaalgegevens op te slaan. Dat stimuleert niet alleen herhalingsaankopen, maar het invoeren van een 16-cijferig creditcardnummer geeft een grote kans op fouten.
  • Een responsive mobiele klantbeleving met een finger-friendly numeriek toetsenbord en een numerieke veldherkenning is wel zo prettig voor je klant.
  • De ‘achtergelaten winkelwagen’-recovery. Een verlaten winkelwagentje opvolgen in een branded e-mail kan je klant motiveren om toch af te rekenen.
  • Retries: wordt de betaling toch niet geaccepteerd? Zorg er dan voor dat je klant een alternatieve betaalmethode krijgt aangeboden, maar zonder dat de winkelmand per ongeluk wordt geleegd.
  • Fraude: een klant kan met een gestolen credit card afrekenen, of het geleverde ter discussie stellen. In beide gevallen staat de conversie op losse schroeven. Verkoop je een fraudegevoelig product of een fraudegevoelige dienst, zorg dan voor een goede fraudemanagementoplossing waarmee je de balans tussen je conversie en  je frauderatio goed kunt managen.
  • Het optimaliseren van autorisatie-success rates op creditcardtransacties: dit is vooral  interessant als je veel naar relatief ‘exotische’ landen verkoopt waar de autorisatie success rate op creditcards laag kan zijn. Steeds meer PSP’s bieden netwerkoplossingen waarmee ze de autorisatie-success rate kunnen verbeteren.

Conclusie

In de winkel betalen kan tegenwoordig makkelijk en snel. Je houd je telefoon dicht bij de terminal en klaar. Online betalen is helaas vaak nog tijdrovend. Want zodra je klant in het online winkelmandje op “bestellen” klikt wordt een checkout-proces doorlopen. De optimalisatie van dit proces vindt plaats binnen en buiten het domein van je betaalprovider. Een snel checkout-proces met een geoptimaliseerde klantbeleving helpt je klant om deze laatste fase van je funnel met succes te doorlopen.

 

 

 

Ramon Helwegen

 

 

 

 

About EcomStream

EcomStream is an independent consultancy and is specialized in optimization of online, omnichannel and marketplace payment solutions, and optimization of checkout flows.

The goal is to achieve much lower costs for you while creating a much better customer experience for your customers.

Thanks to its lean organisational model, EcomStream will help you to reduce the cost of ownership of your payment solution and to improve your ROI, fast.

Changing priorities of corporate treasurers post-pandemic

| 15-11-2021 | Eurofinance | treasuryXLLinkedIn

More than 18 months have passed since treasury professionals around the world had to leave their offices at short notice due to the escalating covid-19 crisis. In April 2021, EuroFinance carried out a survey to find out more about the different ways the pandemic has affected treasury professionals. Alongside the adoption of remote working, the subsequent report highlights treasurers’ accelerated adoption of digital technologies, and the contribution that treasurers make to board-level decision-making during a crisis.

What are the key takeaways from this report?

  • The importance of cash flow forecasting has been underlined by the crisis. Almost three quarters of treasury professionals have increased their focus on cash forecasting during the crisis, while 54% plan to prioritise cash forecasting in the future.
  • Cash management and liquidity management remains a top priority for treasury professionals. Seven out of ten said cash management/liquidity management was a top priority going forward.
  • Covid-19 has accelerated digital transformation. Alongside the rise in remote working, treasury teams have increased their adoption of robotic process automation (RPA), APIs/cloud, machine learning/AI and virtual accounts/in-house banks.
  • Treasurers have been more involved in board-level decision making during the pandemic, with 39% of treasurers saying they are more involved since the crisis began.

Want to see the full report?

Download here

 

 

Cash Flow Forecasting – Why having the right tools can prove a significant advantage

| 10-11-2021 | treasuryXL | Nomentia | LinkedIn

Introduction David Kelin

 

 

David Kelin is the Managing Director of DNA Treasury Limited. He is a cash management specialist with over 30 years of experience working with corporates and financial institutions. Expertise in helping companies analyse their cash management requirements. He has experience in providing advice on treasury management systems selection. Recently he attended a roundtable discussion on cash flow forecasting for Nomentia, and tells us why cash flow forecasting is a crucial activity for every treasury department.

 

 

 

Round table on cashflow forecasting

I recently chaired a roundtable discussion on cashflow forecasting for Nomentia, a market-leading cash management & treasury solutions provider headquartered in Finland. The group included a cross section of treasury professionals representing a wide range of industry sectors and companies of varying sizes but each shared one common objective: how to best improve their cashflow forecasting processes and methods.

Of the many interesting themes to emerge, one challenge remained agnostic to each treasurer: securing ongoing collaboration from their business units and subsidiaries in the provision of reliable, consistent and accurate cashflow data. Given the importance of accurate cashflow forecasting for organisations of all sizes in today’s economic climate, this is one area of the cash forecasting process we’ll return to at a later stage in this article.

According to the Office of National Statistics (ONS) in the UK, 90% of businesses fail due to cash flow issues. Sir Richard Branson summed it up very well when he said, “Never take your eyes of the cash flow because it’s the life blood of the business.”


Focus on cash flow

Cash flow management is crucial for business survival and well-informed decision making around cash flow maximisation can ensure companies are adequately equipped to navigate times of uncertainty and plan for the long-term. Focussing on cash flow, rather than profit, is what successful businesses do. Let’s think of this in simple terms: a profit-making business that does not manage its cash flows effectively can struggle to pay suppliers and suffer from subsequent delays in meeting customer demand. The end result is unhappy suppliers, lost customers and a negative impact on profits.

The burning question therefore remains, if we unanimously agree that cash flow management is vital to business success, then why does it continue to prove an ongoing headache for many organisations. A sentiment I regularly encounter when meeting with treasurers across my network and hotly resonated during the course of the roundtable in question.

Data is key

When we explored this matter in more detail there was a broad consensus that cash flow forecasting is only as good as the data it comprises. The old adage of Garbage In, Garbage Out (GIGO) is true for cash flow forecasting. Inaccurate data leads to inaccurate forecasting, rendering the process inadequate and almost unfit for purpose.

The key outcome? Data is absolutely key. But data can come from many different sources for example the P&L, ERP systems, payroll etc. These data sources tend to be reliable in so much as they reflect known activities, however as a panel member correctly pointed out, relying on data that is derived from the P&L alone, to produce the forecast, does not lead to accuracy. You must also get the business units to provide and update cash flow forecast data in order to complete the picture.

Securing business unit ‘buy-in’ to the benefits of the forecasting process and, just as importantly, being able to depend on their full collaboration around accurate data provision can sometimes prove a hard challenge – here’s some guidelines to increase your likelihood of success:

  1.  Get senior management buy-in: the panel agreed it’s not enough for Treasury to simply tell the businesses to provide accurate, timely and reliable data. The process should be endorsed and championed by senior management through regular communication to the business units
  1.  Communication, Communication, Communication!: business units must also buy-in to the process. Companies that are the most successful at cashflow forecasting agree that when business units understand the importance of good forecasting, they tend to do a better job of providing quality data. A good example of this was offered by one of our panel members –

We meet with our business units on a regular basis to explain why we ask them for cash flow forecast information. We always say that poor cash forecasting affects our bottom line. If you get your forecasting wrong, then your exposures are wrong, your hedging is wrong and this can ultimately lead to a potential FX loss which in turn, affects the P&L.”

Another treasurer further explained:

The best business units are those who have bought into the forecasting process and understand its importance to the whole organisation. They take pride in providing accurate data in a timely manner. This behaviour doesn’t happen overnight but as a result of a change in the company culture which they have bought into. Cash flow forecasting is now part of our Key Performance Indicators (KPI’s).”

  1.  The right tools for the job: getting buy-in from business units takes more than just great communication. Panel members were clear that you need to make the data provision process as easy as possible, given most business units are busy running day-to-day operations and have limited bandwidth.

Providing the right tools for the job demonstrates treasury’s commitment to supporting business units with their part of the process. Spreadsheets can be a quick, no-cost tool of choice but are prone to human error and require consolidation at treasury level. Spreadsheets are also time-consuming, not user-friendly and limit data manipulation capabilities around forecast comparisons, variance analysis, what-if scenarios etc. Modern and affordable specialist cloud cash forecasting systems are fast replacing spreadsheets as the forecasting tool of choice, allowing business units input or update data from anywhere, quickly, efficiently and accurately.

In summary, cash flow forecasting is a crucial activity for treasury departments everywhere but to do it well you need to ensure that the entities supplying the information have bought into the process and are provided with the best tools for doing it.

 

CONTACT US 

 

 

 

 

Announcement | FIS is partnering with Cashforce to bring best-of-breed cash forecasting abilities to its TMS system

08-11-2021 | treasuryXL | Cashforce

Our partner Cashforce is excited to announce that FIS has launched a new cash forecasting and working capital data analytics solution: FIS Cash Forecasting with Cashforce. FIS Cash Forecasting with Cashforce complements and integrates with FIS Treasury & Risk Mgr (Quantum & Integrity edition) and gives organizations the ability to forecast their cash position & FX exposure more accurately for the short & long term.

FIS is enabling mid-market and enterprise companies to manage their cash more effectively, overcoming the existence of
fragmented data, disparate workflows, limited transparency into root-cause analysis and the inefficiency of manual
reporting. With the launch of FIS Cash Forecasting with Cashforce, organizations will gain the ability to forecast their cash
position more accurately for the near term and into the future.

“The solution leverages deep insights into working capital drivers and all the power of artificial intelligence to turn
educated guesswork into specific, reliable predictions,” said Nicolas Christiaen, CEO of Cashforce. “With out-of-the-box
ERP connectivity and the ability to feed forecast data into FIS Treasury and Risk Manager – Quantum Edition and FIS
Treasury and Risk Manager – Integrity Edition, management teams are empowered to generate more timely reporting and
organize their workflow to streamline the cash forecasting process and sharpen decision-making.”

According to PwC’s 2021 Global Treasury Survey, cash and liquidity management – together with funding and capital
structure – are the top two priority topics for treasurers and CFOs. In fact, nearly one third (32%) of respondents to the
2021 FIS Readiness Report indicate that they are investing in digital technology to improve cash visibility.

FIS Cash Forecasting with Cashforce is responding to that need, helping corporations overcome the problem of
fragmented data by consolidating information from ERPs, AR/AP, procurement, sales, treasury management and other
systems while leveraging pre-built connectors that ensure a seamless flow of high-volume, granular data. Smart
forecasting logic creates highly accurate forecasts to evaluate different scenarios, analyze impact and calculate
forecast/actuals variance. Collaboration across the organization is simple with easy-to-define workflows that result in an
enterprise-wide forecast that can be consumed by treasury.

“We wanted to find a partner that could complement our treasury management solutions with an AI-driven cash
forecasting solution to help solve our clients’ forecasting challenges. I am happy to say Cashforce is that partner,” said
Steve Evans, senior vice president, Product Management, Corporate Liquidity and Insurance at FIS. “And because the
solution is SaaS-based, it is easy to implement and maintain – enabling treasury departments to focus on running their
treasury operation.”

 

Request a demo

 

About Cashforce

Cashforce is a ‘next-generation’ Cash forecasting & Working Capital Analytics solution, focused on automation
and integration. Our cloud-based software enables corporates to unlock their data and create smarter decisions,
saving time and money. By integrating internal & external company data (ERPs, TMS, data lakes etc) and
processing them through machine learning techniques, our software provides insight into cash flows & working
capital, automates manual and cumbersome treasury tasks and enables AI-powered-scenarios. Cashforce is
used by midsize to large corporates and has users in over 120 countries. To learn more, visit www.cashforce.com. Follow Cashforce on LinkedIn and Twitter.

About FIS

FIS is a leading provider of technology solutions for merchants, banks and capital markets firms globally. Our employees are dedicated to advancing the way the world pays, banks and invests by applying our scale, deep expertise and data-driven insights. We help our clients use technology in innovative ways to solve business-critical challenges and deliver superior experiences for their customers. Headquartered in Jacksonville, Florida, FIS ranks #241 on the 2021 Fortune 500 and is a member of Standard & Poor’s 500® Index. To learn more, visit www.fisglobal.com. Follow FIS on Facebook, LinkedIn and Twitter (@FISGlobal).

 

 

 

A Review of EBICS & One of Its Most Unique Payment Features for Corporates

08-11-2021| treasuryXL | TIS | LinkedIn

In the early 2000s, a team of German banks began collaborating on a project to simplify and harmonize corporate payment processes across Europe. After several years of development, the Electronic Banking Internet Communication Standard (EBICS) was released and has since become a critical component of Europe’s broader corporate payments infrastructure — particularly within Germany, France, Austria, and Switzerland. With regards to the EBICS protocol, one feature of particular interest to corporates is VEU – meaning “Verteilte Elektronische Unterschrift”. In English, the abbreviation EDS is used, which stands for Electronic Distributed Signature. In this blog, a technical summary and sample use case of EDS are provided in order to demonstrate the security and data quality-related benefits for corporates and banks. For more information on EDS, you can also download EBICS’ recent technical whitepaper, which is linked here (download the PDF marked “Final” and see page 148). 

A Recap of EBICS: 16+ Years of Bringing Structure to European B2B Payment Standards  

For those who may be unfamiliar, the Electronic Banking Internet Communication Standard (EBICS) is a German-based transmission protocol that helps regulate the standards and formats that many European banks (including those in France, Switzerland, Germany, Austria, and other regions of the Single Euro Payments Area (SEPA)) use for transmitting corporate financial and payments information between one another.    

When the EBICS standard was first launched in 2005, it aimed to create a more secure way for banks to manage corporate payments and data workflows across Europe. Although several other standards already existed at the time, EBICS has since proven to be a superior standard and has become the leading protocol for conducting corporate payments in Europe. Today, EBICS is also widely considered as the role model for progress towards standardized corporate SEPA payments.  

In the years following its formation, EBICS has continued releasing updates to their financial messaging and payment standards as the European business and banking landscape evolves. This is done in order to provide the highest level of data quality, security, and privacy for all the participants in a transaction, including the financial institutions, their corporate clients, and any associated vendors, suppliers, and partners.  

As part of these updates, EBICS introduced the Electronic Distributed Signature (EDS) – also known as Distributed Electronic Signature (DES) – to allow orders and transactions to be authorized by multiple users and participants, even if they are operating at different companies or in unique locations and time-zones.  

Using EDS, an order or transaction remains stored in an initiating bank’s processing system until either the necessary number of signatures with suitable authorization have been received, a time limit set by the bank’s computer system has been exceeded, or the order is cancelled by the responsible parties.  

This process was introduced by EBICS in order to strengthen the controls used by organizations and institutions for initiating and approving large or complex payments within Europe. Today, it enjoys broad usage throughout the SEPA region and is considered a standard practice when conducting B2B payments.   

Who Benefits from Using the EDS Capability?  

EDS is most helpful for organizations that have users and personnel working remotely, or from offices in diverse locations and regions. It is also advantageous for companies that routinely pay hundreds or thousands of suppliers and business partners and that are subsequently at a higher risk of payments fraud. In practice, EDS enables a broader degree of control and oversight on payments by allowing signers from any company, location, or branch to each independently verify and approve an order before it is processed by the bank. At the same time, using EBICS provides a greater level of underlying remittance data for each transaction compared to other payment standards, which aids the participating banks and corporates in confirming the exact nature and status of each order.  

Integrating EDS to a company’s banking and payment landscape is usually handled directly within the payment platform used for transmitting payment instructions to the bank. For instance, a corporate that uses a TMS for executing Euro payments could access the EDS standard directly in the TMS, but they would also be able to rely on the initiating bank for additional oversight. For each payment initiated through EDS, the rules of submission can also be customized, and the fulfillment can be tracked automatically by each party and signer. While processing the order, there are also designated pathways for viewing the order status and alerting inactive signers that the transaction requires their approval.  

Utilizing the EBICS EDS Capability Through TIS   

When combined with TIS’ other data, system, and payment security measures, using EDS adds an additional layer of control for our banks and enterprise customers, as well as their suppliers and partners. For organizations that maintain an active presence in Europe, utilizing the EDS capability is also recommended in order to remain compliant with EBICS’ latest standards for payment processing, data quality, and information security.  

More information about other security and data privacy tactics employed by TIS can be found here. 

For TIS customers, the EDS capability is available for EBICS payments as a standard service. This means that multiple users, even those from different organizations, can view and authorize one single order. It also enables the provision of the first and/or second signature for electronic payment transactions to take place from completely separate locations. The authorized signatory is thus able to check and authorize the payment transaction orders provided from other branches or systems directly within the TIS platform. Authorized users can find the Distributed ES (VEU) option under Administration > Bank Transaction Manager Settings > EBICS > Download Configurationthe orders will be visible in the BTM Monitor. 

The EDS-specific data available through TIS includes the number of outstanding signatures required before an order is processed, the list of approved and pending signatures, and also details regarding the timeframe for signatories to approve the payment before it is automatically halted by the bank. The underlying remittance information on each order is also provided to users through TIS as a standard service.  

However, this information will only be visible to authorized users that are responsible for overseeing and executing the relevant orders; these settings can be configured by admins in the TIS system.  

For our enterprise and multinational clients, EDS is particularly helpful in instances where the payment approvers are globally distributed (such as with remote finance and treasury teams), or when making supplier payments to a diverse range of beneficiaries. This is because signatories from all parties and locations can authenticate and verify each transaction before it is processed, thereby adding an additional layer of security to the standard payment approval process. These benefits have been particularly important for organization in the real estate industry, as the parties in a transaction are often distributed across multiple regions and there are commonly numerous stakeholders involved in each payment. An overview of how EDS has impacted real estate can be found in our recent whitepaper, attached here 

About TIS

TIS is reimagining the world of enterprise payments through a cloud-based platform uniquely designed to help global organizations optimize outbound payments. Corporations, banks and business vendors leverage TIS to transform how they connect global accounts, collaborate on payment processes, execute outbound payments, analyze cash flow and compliance data, and improve critical outbound payment functions. The TIS corporate payments technology platform helps businesses improve operational efficiency, lower risk, manage liquidity, gain strategic advantage – and ultimately achieve enterprise payment optimization.

Visit tis.biz to reimagine your approach to payments.

 

The impact of miscommunication or missing knowledge occasionally! (Dutch Item)

03-11-2021 | Ger van Rosmalen | treasuryXL | LinkedIn

Laatst werd ik gebeld door een mevrouw van een financiële afdeling van een mooi bedrijf uit de maakindustrie. Ze wilde graag even met een expert spreken over een Letter of Credit (L/C) transactie. De levering ging over een kostbare machine, puur maatwerk voor een Egyptische afnemer.

Contract omtrent de levering

Afspraak volgens haar was contract 30% aanbetaling en 70% tegen directe betaling met een L/C. Haar eerste vraag was of bij niet-levering de 30% terug betaald moest worden. Wat staat daarover in het contract was mijn vraag. Er was niets afgesproken in het contract en er was ook geen terugbetaling/vooruitbetalingsgarantie gesteld. Ik maakte hieruit op dat er geen terugbetaling hoeft te volgen bij niet-levering. Overigens blijkt dat de 30% aanbetaling niet de totale kosten van de bouw van de machine dekken. Vanwaar deze vraag? De mevrouw gaf aan dat er discussie was over de directe betaling bij het laden van de machine in de haven van Rotterdam. Afgesproken Incoterm is CFR Alexandria. De producent wilde geen risico lopen en wilde betaling als de machine op de boot was gezet. De Egyptische afnemer gaf aan dat de betaling zal volgen bij aankomst van de boot in Alexandria zoals afgesproken in het contract. Ik vroeg haar wat staat er in jullie contract over met name de betaling van de resterende 70%? Ze leest voor “30% aanbetaling en 70% CAD”.

Conditie CAD en alternatieven

Ik leg haar uit wat de conditie CAD betekend. Hier is helemaal geen sprake van een Letter of Credit maar van een documentair incasso/documentary collection waarbij de actie tot betaling van de resterende 70% volledig bij de kopende partij ligt. Immers alle handelsdocumenten worden op incasso basis naar de bank van de Egyptische koper gestuurd. Die bank mag de handelsdocumenten alleen maar uitleveren tegen gelijktijdige betaling. Meestal zal de koper de documenten vlak voor aankomst van de boot opvragen bij de bank waarna bij uitlevering van de documenten ook gelijktijdige betaling volgt. “En als de koper niet wenst te betalen?”. Dan staat daar in de haven van Alexandria jullie dure op maat gemaakte machine die de klant nu even niet wil afnemen. Mogelijke demurrage kosten in de haven van aankomst liggen op de loer. De koper kan nu gaan marchanderen of er nog iets van de prijs af kan of besluiten de machine niet af te nemen. De koper is dan zijn 30% aanbetaling kwijt en jullie hebben slechts 30% betaling ontvangen maar die is niet voldoende om de volledige kosten van de bouw en verscheping van de machine te dekken. Dit hebben wij helemaal niet afgesproken zegt ze en haar stem slaat over van de schrik. Toch heeft de verkoper dit zo afgesproken en vastgelegd in een contract. Wellicht heeft het de verkoper ontbroken aan de juiste kennis over de verschillende betalingsinstrumenten of heeft hij uit commerciële overwegingen deze beslissing genomen? Ze ging direct met de directie contact opnemen. Wat zijn de alternatieven vroeg ze want die CAD transactie gaat het zeker niet worden. Er is een contract dus de koper kan de verkoper daaraan houden. Mogelijk zal er dan geen levering plaatsvinden en ontstaat er contractbreuk met wellicht vervelende (juridische/financiële) consequenties. De onderhandeling open gooien en nieuwe afspraken maken met de koper om de resterende 70% via een L/C te betalen is een mogelijkheid. Als de koper daar al in wil meegaan kan hij wederom een korting bedingen.

Hoe dit soort situaties voorkomen?

Kortom een vervelende situatie die voorkomen had kunnen worden als de verkoper de juiste kennis van betalingsinstrumenten had gehad of niet geheel zelfstandig had mogen handelen en tijdig gecorrigeerd had kunnen worden om een L/C te vragen. Het beleid binnen dit bedrijf is dat bij dit soort transacties er altijd op zeker gespeeld moet worden om geen risico’s te lopen met machines die speciaal voor klanten worden gemaakt. Er blijkt toch wel wat kennis te ontbreken niet alleen over de verschillende betalingsinstrumenten maar ook over de risico’s van bijvoorbeeld een L/C met een FOB leveringsconditie. Vergeet ook niet de impact van de tegenwoordig geldende Compliance/AML regels.

 

Wilt u niet in dit soort valkuilen terechtkomen laat u informeren. Tradelinq Solutions kan u bijstaan of trainen op het gebied van betalingscondities (L/C, Bankgarantie, Documentair Incasso etc). Ook trainingen over toepassing Incoterms of hoe om te gaan met Compliance/AML regels behoort tot de mogelijkheden. Voor meer informatie neem contact met ons op via [email protected] of bel mij op 0613377921 ik sta u graag te woord.

 

 

Ger van Rosmalen

Trade Finance Specialist

 

 

Kyriba Fact Sheet – Payment Errors & Compliance Violations

27-10-2021 | treasuryXL | Kyriba |

Payment errors and compliance violations cause significant losses for businesses of all sizes. Fraud alone cost companies more than $42 billion last year, according to PwC’s Global Economic Crime and Fraud Survey.

The repercussions are wide-ranging, from arduous public disclosures and legal fees to reputational damage. Some are the result of attacks by elite cybercriminals, while others are simple mistakes made by careless or inexperienced employees. Kyriba’s Payments Fraud Solution delivers confidence that payment fraud attempts, errors and policy violations are captured, identified, and eliminated, saving your organization time, effort, and money.

Have a read of Kyriba’s Fact Sheet to learn more about payment errors and how Kyriba can help you.

Kyriba Unlocks Access to $15 Trillion Payment Network with Launch of Open API Platform

25-10-2021 | treasuryXL | Kyriba |

Kyriba, a global leader in cloud-based finance and IT solutions, today announced the launch of its Open API Platform to enable composable technology solutions for CFOs, CIOs and Treasurers, and accelerate the next generation of finance innovation. Kyriba’s Open API Platform streamlines the creation and connectivity of new applications for the company’s trusted network, which connects 1,000 banks, manages over a million bank accounts, and processes over 200 million payments worth 15 trillion USD annually.

The Open API Platform is accessible through Kyriba’s newly launched Developer Portal, which connects fintech developers to Kyriba’s 2,000+ global corporate clients who have integrated Kyriba into their treasury processes, enterprise payments systems, and ERP platforms.

 

“Kyriba Open API Platform will radically unlock fintech innovation for enterprise CFOs and their CIO counterparts,” said Boris Lipiainen, CTO of Kyriba. “Beyond simplifying and accelerating bank and ERP connectivity, fintech developers will bring new apps to the Kyriba network and empower the next generation of financial technology.”

 

APIs are transforming the way Finance and IT consume and integrate data and are the gateway to delivering real-time services, artificial intelligence, and composable digital finance solutions for CFOs and CIOs. According to Gartner® research, “Gartner predicts through 2024, 50% of financial application leaders will incorporate a composable financial management system approach to their solution selection. Gartner defines a composable architecture as one where highly modular applications can be composed and recomposed to deliver capabilities and outcomes that keep up with the rapid pace of business change1.”

 

“Kyriba’s Open API Platform eliminates the need for internal IT teams to deliver a patchwork of custom interfaces and RPA bots to satisfy the growing need for hyperautomation,” said Félix Grévy, VP of Open API and Connectivity at Kyriba. “Our Platform enables Kyriba clients and our network of development partners to accelerate product innovation and deliver composable technology solutions to eliminate fraud, mitigate risk and optimize enterprise liquidity.”

 

For more information about Kyriba’s Open API Platform, visit Kyriba.com or the Kyriba Developer Portal and listen to their webinar APIs:The Catalyst for Real-Time Treasury.