案例分析：通用电气的银行对账单管理

案例 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 ：通用电气的银行对账单管理 案例分析:通用电气的银行对账单管理 案例分析:通用电气的银行对账单管理 Case Study: How GE Receives and Warehouses E-statement Information Across Multiple Banks 核心提示:这份案例分析讲述了通用电气公司如何解决在银行的报单信息访 问和存储的问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 ，具有借鉴意义。 This case study explains how GE solved the problem of accessing and retaining bank account statement information for 14,000 accounts, across more than 100 banking relationships and 98 countries, by working with SWIFT. The electronic statement (e-statement) project will save GE US$1.7m and has eliminated the need to store paper documents. Crucially, it also enhances process efficiencies. It is shared here as an overview of how SWIFT can help introduce multibank capabilities to treasuries, and in order to encourage best practice. 天和网天和财务频道消息:这份案例分析讲述了通用电气公司是如何通 过与环球银行金融电信协会(SWIFT)合作，解决了该公司在98个国家的100 多家银行的14000余个账户的报表信息访问和存储的问题。这项电子报表的项目 将为通用电气节省170万美元，并且使通用电气的财务部门无需再储存纸质文 档。重要的是，该项目同时还提高了流程效率。因此，我们在这里分享这份案例 分析，一是为了了解环球银行金融电信协会是如何将多家银行的功能引入公司的 财务部门，二是为了鼓励其他公司效仿，创造出行业内的最佳做法。 GE corporate treasury recognised a need to reduce its administrative burden when retrieving information from the corporation’s many banks and accounts around the world. The treasury department required a streamlined process that would deliver greater efficiencies across multiple banks, in excess of 100 globally and 14,000 accounts worldwide. It naturally turned to SWIFT for its international reach and cross-border, cross-bank capabilities. 通用电气公司的财务部门认为，由于从公司在全世界的许多合作银行和 账户中获取信息的过程十分繁琐，因此他们有必要采取一些措施来减少管理负 担。财务部门需要一种流线式的方法来与公司在全球的100多家银行和14000 个账户进行操作，这样才能提高公司的流程效率。自然，通用电气便转向了环球 银行金融电信协会，因为该组织拥有覆盖全球的业务范围和跨地区、跨银行的业 务功能。 The corporation successfully introduced an electronic statement (e-statement) solution this year, working with SWIFT and its key banking partners at Bank of America Merrill Lynch (BofA Merrill) and JP Morgan (JPM) to develop it. The project start date was in February 2011 and the key objectives were as follows: 今年，该公司成功引入了一套电子对账单系统作为解决 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 ，并与环球 银行金融电信协会以及其来自美银美林和摩根大通的重要银行合作伙伴共同对 这个系统进行研发。这个项目从2011年2月开始执行，它的主要目标如下: 1. Reduce the administrative burden of retrieving information from multiple banks by requiring the use of SWIFT FileAct to deliver an image version of a bank account’s final period end statement. 一、通过使用环球银行金融电信协会的FileAct软件，向财务部门提供 一份银行账户对账单的图像版本，从而减少从多家银行获取信息的行政负担。 2. Dramatically reduce the effort needed to ensure compliance with internal rules and processes around risk and security by introducing automation and standardisation as much as possible. 二、通过尽可能地引入自动化和标准化，大幅减少财务部门在确保符合 内部规则和风险及安全方面的流程上所需作出的工作。 3. Reduce the company’s carbon footprint by eliminating the printing, mailing, transportation and storage of paper. Paper was the enemy and needed to be eliminated as much as possible. 三、通过减少纸质文档的打印、邮寄、传输及存储，大幅减少通用电气 公司的碳足迹。对存储银行和账户的信息来说，纸质文档可以说是一个敌人，我 们需要的越少越好。 4. Eliminate the need for staff to maintain entitlements and stay current on training to use multiple banks’ different electronic e-banking and repository applications. If a single system could be used then training, flexibility and ease-of-use would all be enhanced. 四、消除员工对保有账户的需要，并持之以恒地进行对员工的培训，教 会员工如何使用多家银行不同的电子银行和存储库应用程序。如果能使用单一流 线式的系统，那么该公司的员工培训将变得更有效、操作流程管理将变得更灵活、 应用程序的使用将变得更简单。 The GE e-statement project involved the corporation’s treasury workstation vendor, as well as SWIFT and the banking partners, and needed careful planning. The project was structured in three phases. 通用电气公司的电子对账单项目所涉及的机构包括该公司的财务部门、 环球银行金融电信协会以及该公司的银行合作伙伴。因此，这个项目需要非常细 致的规划。该项目在结构上可以分为以下三个阶段。 Phase One: The Technology Challenge 第一阶段:解决技术难题 Phase one of the GE e-statement project meant building the infrastructure needed to warehouse the electronic statements, as the data load was about to go up dramatically. The new system also needed to integrate with GE’s treasury workstation and leverage the existing security access within the technology environment. 通用电气公司电子对账单项目的第一阶段需要建立一个电子对账单存储 库，用以储存电子信息，因为信息加载量将大幅增加。这个新的存储库需要与通 用电气的财务部门工作站相结合，还要充分利用在现有技术环境下的安全访问途 径。 Phase one was therefore quite technical and took about eight months to complete by year end 2011, the designated target end date. GE had to first build a library warehouse and then to work with the treasury workstation vendor to establish an interface to the library warehouse. This was achieved on schedule. 因此，第一阶段是技术攻坚阶段，耗时约八个月，直到2011年底才按预 期 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 完成。通用电气公司首先需要建立一个数据存储库，然后与财政部门工作 站合作，为这个数据存储库建立一个界面。这项工作已经按计划完成了。 Phase Two: Developing and Piloting the System 第二阶段:项目的研发及试点 The second phase of the project, running simultaneously with the other phases in the plan to ensure a quick delivery date, was the requirement to organise a pilot group of banks to participate in developing and implementing an industry standard with regards to the defined SWIFT FileAct delivery parameters. The education of about 3,300 GE business users on the new e-statement process and systems was also a necessity. 该项目的第二阶段是要求组织一队试点银行小组，来参与研发和执行有 关环球银行金融电信协会FileAct传输参数的行业标准。第二阶段与该项目的其 他阶段是同期进行的，其目的就是为了更快更早地完成该项目的设计与执行。另 外，对3300名通用电气公司的商业用户就如何使用新的电子对账单系统的问题 进行培训也是一项必要的工作。 The extent of the work for this element of the project meant it ran for the full 18 months of the undertaking, concurrently with all other sections of the project plan. GE had to first introduce the concept of delivering e-statements over SWIFT FileAct to the banks. GE presented the requirements in a non-technical manner to clearly explain the project at this initial stage, as well as document the technical requirements latterly. The technical requirements document was continuously updated during the course of the pilot. This was in response to the findings that occurred during the testing process with the pilot banks. 第二阶段工作的广度决定了该阶段工作需要耗时整整18个月，在这18 个月中，第二阶段的工作和该项目的其他阶段同期进行。通用电气公司首先需要 向银行介绍用环球银行金融电信协会FileAct软件发送电子对账单的概念。起 初，通用电气先用一种不涉及专业技术的方式来清楚地解释这一项目，后来又将 其中的专业技术要求编辑成文件。在试点的过程中，该公司不断地更新这份专业 技术文档。这种更新是基于在试点过程中试点银行所发现的问题而做出的修改。 Phase Three: Delivery 第三阶段:产品的发行 The third section of the project plan was to work with GE’s remaining relationship banks to implement a smooth e-statement delivery process and ensure a hassle-free go live in February 2012. The successful execution of the project required considerable project management and IT resources, as well as executive sponsorship at the board level and across the various partner banks and SWIFT. 该项目的第三阶段是要与通用电气公司的其他银行合作伙伴一起，顺利 地完成电子对账单交付的过程，并确保在2012年2月产品正式上线时不会遇到 问题或麻烦。成功地完成该产品的发行工作需要大量的 项目管理 工程项目管理制度介绍工程项目管理课程设计政府投资项目管理意见建设工程项目管理合同工程项目管理培训总结 资源和信息技术 资源、董事会等高层人员的倡导以及来自合作银行和环球银行金融电信协会管理 层的支持。 Co-ordinating a large group effort such as this and keeping the team focused so they could deliver against a single goal was extremely difficult but the treasury project team managed to execute the structured roadmap they had developed, meeting all the appropriate deadlines along the way. 像该项目这样需要协调大量人员、并使整个团队的工作重心不偏移是非 常困难的，只有这样，通用电气公司才能按目标完成该项目的发行。然而，财务 部门的项目小组通过不懈的努力，终于成功地执行了他们所设计的结构蓝图，在 截止日期之前完成了所有的目标。 The Old Procedure 旧的程序 For GE’s treasury and finance teams, as well as for the various GE businesses that use the new e-statements solution, it has been a revelation. Obtaining over 14,000 paper-based statements for reconciliation, review, approval and auditing purposes used to be a real pain. Staff used to have to access multiple e-banking platforms, which in turn required them to be current on procedures and application training, as well as manage multiple passwords in order to actually get the statements. With the new SWIFT-centred system only one standardised system is used, cutting down on expensive training and expensive duplication of effort over different solutions. The process efficiencies gained are considerable. 对通用电气公司的财务团队以及旗下使用新型电子对账单的各项业务来 说，这是一个巨大的改变。取得14000份用以对账、复审、审批和审计的纸质对 账单在以前的确是一件令人头疼的事情。从前，通用电气的员工需要进入多家电 子银行的网上平台，这使得他们必须参加程序和应用培训，还需要记住许多通行 密码来获得这些纸质对账单。现在，新的电子对账单系统只使用一种标准化的程 序，使员工在与多家银行进行操作时减少了培训的昂贵费用，也不必再进行枯燥 的重复工作了。通过使用新的系统，操作过程的效率得到了极大的提高。 In addition, paper statements needed manually intensive processing in the past, via large and expensive internal mail systems. Each statement had to be opened, reviewed, reconciled and then physically stored. Document retention and destruction policies had to be adhered to in order to stay within strict regulatory compliance guidelines. Interrogating this paper system for reporting purposes or business insights was also very time-consuming, so rarely happened. 此外，在过去，纸质对账单需要通过繁杂且昂贵的内部邮件系统由人工 进行深度加工和处理。每一份纸质对账单都需要被打开、审查、对账，然后再由 人工进行储存。为了符合严格的监管准则，员工必须遵守相关的文件保留和销毁 政策。有时，为了给报告提供素材或者为公司业务提供参考，人们会对这些纸质 对账单进行查询。然而，由于这一过程非常浪费时间，所以几乎没有人这样做过。 The New System 新的系统 The new system relies on SWIFT FileAct for its cross-border and cross-bank capabilities and it has been integrated into GE’s existing treasury workstation as far as is possible to eliminate the old cumbersome and confusing set of multiple bank-led processes. There is no longer a to print, store or destroy any documents as they are now immediately need available as electronic images which are all safely stored in a secure database. 新的系统主要依靠环球银行金融电信协会的FileAct软件提供的跨地 区、跨银行的业务功能。同时，该系统已经尽可能融入通用电气公司现行的财务 部门工作站，用以减少旧的、累赘的、令人疑惑的多银行操作过程。现在，再也 没有必要打印、储存或销毁任何纸质对账单了，因为我们都用电子版本将这些对 账单储存在非常安全的数据库里。 This electronic archive also delivers a positive environmental impact for GE as it does away with the printing, mailing, and storage of paper, aiding the corporation’s corporate social responsibility (CSR) aims. It is delivering more benefits as GE involves more and more of its banks around the world in the e-statement procedure via SWIFT FileAct and the two key partner banks, BofA Merrill and JPM. 这些电子卷宗也给通用电气公司带来了积极的环境效益，因为这套新的 电子对账单系统节约了很多本应该用来打印、邮寄和储存的纸质材料，有助于通 用电气完成其企业社会责任目标(SCR aims)。随着通用电气公司进一步向它的 合作银行宣传这种电子对账单系统，通过环球银行金融电信协会的FileAct软件 和它的两个主要合作银行——美银美林和摩根大通，通用电气公司获得的收益越 来越多。 The new solution is also scalable for the future, says GE, with further integration into internal and back-office applications at the corporation currently underway. More process efficiency benefits are being targeted. 通用电气公司表示，这项新的电子对账单项目在将来还会带来更大的收 益，因为公司正计划将该项目进一步融入内部和后台程序。公司也制定了目标， 将实现更多由高效率程序所带来的利益。 Benefits 电子对账单的优点 Staff hours have been cut due to the elimination of manual processes, with employees able to undertake other more rewarding tasks. GE has already realised process efficiency cost savings of approximately US$200,000 in fiscal year 2012 and estimates further cost savings of over US$1.5m next year. The security of the procedure has also been enhanced as paper and people have been replaced by secure online channels with appropriate access control. 由于没有了人工操作程序，员工的工作时间大幅减少，他们有了更多的 时间和精力来投入到更加具有回报的工作中去。在2012财年，通用电气公司已 经通过提高程序的效率而节省了价值大约为200000美元的成本，据预计，明年 该公司节约的成本将超过150万美元。另外，这种新式电子对账单系统的安全性 也得到了保障，因为纸质文件和人力劳动被安全性更好的网络渠道所取代。在这 种网络渠道中，我们可以通过恰当的访问限制来管理电子对账单数据库。 Beyond solving a vexing treasury problem for GE, the new e-statement infrastructure has also allowed the participating bank members and SWIFT to move beyond offering domestic period end bank statements towards international bank statements, where possible. Other possible future benefits include the easier use of billing statements, lockbox cheque images in America, and so forth. Further process efficiencies are expected to accrue over the coming years. 这种新的电子对账单系统除了给通用电气公司解决了一项恼人的财务问 题之外，还使得参与其中的银行和环球银行金融电信协会能够将业务从提供国内 期末银行对账单拓展到国际银行对账单。在将来，该系统还可能带来更多的收益， 其中包括更易使用的账单声明、密码箱支票图像等等。预计在未来的几年里，该 系统将变得更加完善、高效。 译者:蒋清宇 文章来源: //accounting.tianhenet4>#ff66ff'>.cn/2012/0822/332341.shtml