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Credit Management zonder verspilling

Credit Management zonder verspilling. Wilma Arends, 22 maart 2012. Corporate Fact Sheet 2010. Over $1.62 billion revenues 2010 6600 employees 16+ Manufacturing Plants Globally 20+ Sales Offices Globally Corporate Headquarters: St Louis, MO, USA CEO: John S. Stroup

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Credit Management zonder verspilling

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  1. Credit Management zonder verspilling Wilma Arends, 22 maart 2012

  2. Corporate Fact Sheet 2010 • Over $1.62 billion revenues 2010 • 6600 employees • 16+ Manufacturing Plants Globally • 20+ Sales Offices Globally • Corporate Headquarters: St Louis, MO, USA • CEO: John S. Stroup • Ticker Symbol: BDC (NYSE) • Electronics and Communications markets • Key markets: • industrial automation, • broadcast and • Enterprise

  3. Belden Company Values Belden is committed to fulfilling the highest standards in terms of ethical conduct and integrity at all times and in all places. • Customers define our success. • We invest in our people. • We succeed together through teamwork. • We play to win. • Continuous improvement is our way of life. • We reach for greatness. John S. Stroup President Belden Inc.

  4. Belden Worldwide Headquarters Production bases Sales subsidiaries and offices Joint-Venture-sites AustriaVienna CanadaCobourg Czech RepublicHorni Pudluzi ChinaBeijingDalianHuizhou Shanghai DenmarkGjern FranceColmarDomontHorbourg-WihrLyon GermanyEttlingenNeckartenzlingenSchalksmuehle Great BritainLittleboroughManchester Wessex HungaryBudapest ItalyBagnacavalloLugo MilanTorino JapanTokyo MexicoTijuanaNogales NetherlandsHilversum Venlo RussiaMoscow SingaporeSingapore SpainBarcelonaMadrid SwedenMalmöSwitzerlandDachsen UAEDubai USA St. Louis, MO(Headquarters)Chambersburg, PALeominster, PARichmond, INWashington, PA

  5. Belden European Sales Footprint AustriaVienna BelgiumBrussels FranceDomontHorbourg-WihrLyon GermanyEttlingenNeckartenzlingenSchalksmühle Great BritainLittleboroughManchesterWessex HungaryBudapest ItalyAgrate BrianzaGiaveno Netherlands HilversumVenlo RussiaMoscow SpainBarcelonaMadrid SwedenMalmö SwitzerlandDachsen

  6. Belden Manufacturing Footprint EMEA GermanyEttlingenNeckartenzlingen HungaryBudapest ItalyBagnacavallo NetherlandsVenlo Czech RepublicHorni Pudluzi Denmark Gjern United Kingdom Littleborough

  7. In 1902, Belden is foun-ded by Joseph Belden in Chicago, Illinois. In 1993, Belden expands into Europe. In 2004, Belden and Cable Design Techno-logies merge to form Belden CDT Inc. In 2006, Belden CDT Inc. is renamed Belden Inc. In 1924, Hirschmann company is founded by Richard Hirschmann in Esslingen near Stuttgart, Southern Germany. In 2005, Hirschmann Automation and Control GmbH is formed. In 2007, Belden Inc. acquires Hirschmann Automation and Control. In 1933, Lumberg com-pany is founded by Karl and Erich Lumberg in Schalksmühle near Düsseldorf, Germany. In 2002, Lumberg Automation Components GmbH is formed. In 2007, Belden Inc. acquires Lumberg Automation. History

  8. Credit Management Belden EMEA • Belden strategie: Identify opportunities for enhanced revenue generation by making risk transparent and acceptable by Belden Strategy, and keeping receivables at a low level. • Wees pro-actief: ken het land waar je verkoopt, je markt en je potentiele klant!

  9. Lean Management • Definitie: Het vastleggen van processen welke onze teams en leiders in een lijn zetten van constante vooruitgang.

  10. Het Team Susan Sun. Junnie Zhu. Wilma Arends. Eric Chan. John Einwalter. Brent White. Tom Hale. Dennis Yang. Wayne Shen. Barry Leung. Chad Kibler. Blue Li

  11. Scope & target sheet

  12. Roadmap Management Process – Operational Cash flow Operational Cash Flow Accounts Receivable Management Standard Work Standard Work Standard Work Risk Profile Dunning Credit Approval Process Invoicing Cash Application

  13. De huidige realiteit

  14. Waar willen we heen?

  15. Policy

  16. Checklist en tools

  17. Proces

  18. Key Kaizen Breakthrough

  19. Results * Improvements from credit policy and collection changes versus previous KPI targets

  20. Communications Plan A structured communication plan has been put together to insure success in implementation.

  21. Lessons Learned Wilma’s Law: The warmer the climate, the higher the Days Sales Outstanding. We have much better understanding and agreement among our three divisions. I learned about the tools and processes that we can leverage. We accomplished far more than I dreamed possible. We learned that we were similar in our approaches.

  22. Vandaag: • Minimaliseren van risico • Kredietwaardigheid van klanten, landen en markten • Continue monitoring, bezoeken, informeren • Country rating • Marktonderzoek

  23. Bedrijfsprocessen • Controle over leveringen: • Verlagen leveringstijd: openen warehouse op locatie • Harmonisatie incoterms: CIP-CPT • Track & trace Check Point Rotterdam Check Point Dubai Check Point Agent Check Point Customer

  24. Bedrijfsprocessen • Klachten • Twee wekelijkse vergaderingen met kwaliteit- logistiek-inside sales afdeling • Root-cause analyse

  25. Collection • OnGuard Business Units Profielen: risico groepering per klant • Assessment • Benadering Regio’s Totale risico Belden: customer groups

  26. Vandaag: Marketing Sales SupplyChain BUSales&Complaints SalesToolbox Cretix CreditAssessment Externalinformationsources Customer creditworthinessCountry riskMarket risk

  27. STAP VOOR STAP

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