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Citibank® Treasury and Trade Solutions Randy Wang VP, Sales Head of Treasury and Trade Solution May 20, 2009
Citibank® Treasury and Trade Solutions
Randy WangVP, Sales Head of Treasury and Trade SolutionMay 20, 2009
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AgendaCourse Objectives
– Basic understanding of the Business– Knowledge of Cash Management and Trade Services– Career path in Treasury and Trade Solutions– Case Study 1
Main Topic 1: Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Study 2 & 3
Main Topic 2: Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Study 4, 5 & 6
Main Topic 3: Banking Challenge– The competition landscape– New roles of Banks
Q&A
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The Role of Treasury and Trade Solution in a Bank– Customer account management– Transaction processing– Liquidity management– Product development/management– Business acquisition and maintenance– Operation management– Risk management
Business Environment– Customers: corporate, banks, non-bank financial institutions and public sectors– Regulators: Banking Bureau, Central Bank and Bankers’ Association– Value Transfer Networks: FISC, Taiwan Clearing House, Central Bank and
correspondent banks (including Post Offices)– Service providers: outsourcing vendors, technology companies, other banks, post
offices, convenience stores and other vendors
Basic Understanding of the Business
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Cash Management– Payment and collection
• Domestic• Cross-border
– Liquidity Management• Deposit• Overnight investment• Placement
– Transactional FX– Information service– Internet Banking Platform– Customer service
Trade Services– Documentary Payment
• Letter of Credit• Guarantee/Standby L/C• Bill payments
– Documentary Collection• Export negotiation• Bill collection• Document against payment• Document against acceptance
– Financing • Pre-export financing• Post-export financing• Vendor financing (buyer
centric)• Supplier financing (seller
centric)
Knowledge of Cash Management and Trade Services
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Career path in Treasury and Trade Solutions
Product Management– Payment– Receivable– Liquidity management
Sales Management– Corporate– Non-bank financial institutions– Banks
Client Delivery– Project management– Customer service– Cross-selling
Operation Management– Process optimization– Technology– Regulations
Relationship Management– Customer acquisition due diligent– Credit facility– A super banker
Risk and Control– Compliance
• Local• US/International
– Risk management• Control• Legal, regulatory, franchise,
settlement, fraud• Information security
Case Study 1: Foreign Worker Remittance at Convenience Stores
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Foreign Worker Remittance at Convenience Stores
Process Flow
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Foreign Worker Remittance at Convenience Stores
Funding and settlement
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Agenda
Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Studies
Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Studies
Banking Challenge– The competition landscape– New roles of Banks– Strategy
Q&A
Main Topics:
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Payment/Collection Flow
Order InvoiceRendition
Goods Delivered
CollectPayment Cash
Pay Reconcile GoodsDelivered
ReceiveInvoice Purchase
Order-to-Cash Cycle
Purchase-to-Pay Cycle
(Supply Chain - Capturing Financial & Information Flows)Seller Buyer
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Financial Supply Chain
Parallel between Inventory & Cash Management– Higher holding if there is lack of information into its sources and uses– Uncertainty to be reduced by managing information from the relevant supply chain
Visionary companies are already seeing tremendous benefits– Cash flow – take early discounts; avoid offering trade discounts– Operating efficiencies – reduced cost of invoicing and reconciliation– Internal controls and visibility – duplicate payments; release of credit
Key is to systematically address root-causes
Investments in ERP not fed through fully into A/P & A/R process– Fragmented solutions with limited integration– Limited inter-organizational integration and automation– Manual process for dispute resolution, reconciliation, etc.
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Supply Chain Trends
Businesses are demanding:Efficient inter-enterprise information exchange & dissemination
– Bridge data flows electronically - buyer & seller enterprise systems– Maintain integrity and security of inter-enterprise data flows– Reduce transaction processing costs
Optimization of Inter-Enterprise (Buyer/Seller) Extended Value Chain
Product/service delivery integrated with settlement processes
Better DSO (Days Sales Outstanding) management with pay/bill-on-delivery– Improve settlement convenience for customers
Automated complex transaction matching processes– Link buyer & seller terms of reference for transactions– Increase accuracy and timeliness of settlement data
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Insights into Working Capital Survey
Significant amount tied up in excess working capital of companies– Over USD 1.2 tr for top 1000 US and European companies
Key Findings– Treasurers not playing active role in Working Capital (WC) management; limited to improving
A/P & A/R process
– Majority recognize significant room for improvement; challenge with decentralized structures
– Sub-optimal processes constrain effectiveness of technology investments; Manual processes abound
– Common issue of lack of integrated systems, inconsistent reporting by subsidiaries and inter-departmental issues
2004 Working Capital survey by GTNews in association with REL Consultancy Group and CitigroupExcess Working Capital numbers - REL Consultancy Group’s Annual US / European Working Capital survey
Performance– 40%-50% viewed P-P and C-C process as poor or average– 65% viewed their inventory cycle as poor or average
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Changing role of Treasury
Traditional Treasury Role– Treasury Optimization
Suppliers Customers
Investors
Lenders
Treasury Optim
isa tion
Missing Treasury Role– Commercial Integration
Suppliers Customers
Investors
Lenders
Supply Chain Optimisation
Investors
Lenders
Treasury Optim
isa tionSuppliers CustomersSupply Chain Optimisation
Desired Treasury Role– Lead TWCM
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Agenda
Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Studies
Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Studies
Banking Challenge– The competition landscape– New roles of Banks
Q&A
Main Topics:
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Total Working Capital Management (TWCM)
A/R
A/P
InventorySales Order Processing
Contract Management
Order Fulfillment
Credit Check
Risk Management
Sales Management
Customer Strategy
Cash Management
Receipt & Allocation
of Cash
Cash Collection
Customer Service
Billing
REVENUE
MANAGEMENT
Customer to Cash
Warehousing
Raw Material Planning
Forecasting
Product Range Management
Distribution
Production
Production Planning
SUPPLY CHAIN
MANAGEMENT
Supply Chain Strategy
Sales Order Forecasting
Production Scheduling
Forecast to Fulfillment
Receiving & Evaluating
Originating Requirements
Budgeting & ForecastingCash
Management
Payment Issuance
Invoice Processing
Discrepancy Management
EXPENDITURE
MANAGEMENT
Purchasing Strategy
Selecting & Negotiating
Ordering & Contracting Purchase to Pay
Source : REL Consultancy Group
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TWCM – An Organizational Challenge
Scope of TWCM touches all the firm buys, makes and sells
“Your job is undergoing fundamental change. Its time to embrace new tasks & ideas.”
Success of TWCM Initiative– Cash improvement (Liquidity and Investments)– Cost reductions (acquiring goods/ services, financing, efficiency)– Service and revenue improvement
Why is it difficult to practice– Ownership Issues, embedded traditional processes, narrow definitions
Main strategic drivers– Internal cash is cheapest way to fund investments– Improves key ratios – effective valuation by analysts– Helps secure access to capital markets
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Agenda
Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Studies
Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Studies
Banking Challenge– The competition landscape– New roles of Banks
Q&A
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Roles of Bank in the Supply Chain (1)
Trusted Financial and Informational Inter-mediator
Extensive information technology resources– Ready technology infrastructure for electronic data communication e.g. internet banking &
EIPP/EBPP platforms
Industry standards for data exchange– Usage of established data structures recognized worldwide
Data integration with companies– Standardized links with ERP systems, Single Interface to SSC’s / Payment factories
Strict information security regulations– High standards of data protection for confidential/sensitive B2B communications
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Roles of Bank in the Supply Chain (2)
Direct membership of Settlement Networks (VTNs)– Single interface for settlement via a large variety of methods
High volume transaction processing centers– Economies of scale for lower costs, concentration of specialized skills
Financing and risk management– Financing either on or off balance sheet; managing operational risks for high value transfers
Core competencies in accounts & financial management– Managing loan & credit card collections; record keeping; extensive MIS system and process
experience
Trusted Financial and Informational Intermediator
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Citibank e-BillingCentralised Collection ServicesOutsourced Account ReceivablesInvoice Management ServicesDealer / Distributor / Receivables Financing
Electronic L/C AdvisingElectronic Purchase OrderTrade e-DocsL/C Negotiation & Collections
Results:
• Lower transaction costs
• Standardize & reduce cycle times
• Enhance supplier satisfaction
• Minimize risk / fraud
CitiDirect® Online Banking
Citibank File Services
Trade / Supplier FinanceWorldLink® Multicurrency Transaction Services Domestic and International Funds TransferOutsourcing Account PayablesCentralised Payables (SSC) solutionCommercial Cards
CitiConnect® Internet GatewayL/C IssuanceElectronic Purchase OrderShipping GuaranteesDocumentary Collections
Capturing Financial and Information Flows
Order InvoiceRendition
Goods Delivered
CollectPayment Cash
Pay Reconcile GoodsDelivered
ReceiveInvoice Purchase
Order-to-Cash Cycle
Purchase-to-Pay Cycle
(Supply Chain - Capturing Financial & Information Flows)
Results:
• Accelerate Collections period
• Minimize float loss
• Lower DSO
• Simplify receivables management process
Results:• Determine & manage
cash positions with real time information
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Benefits to Your Customers and Suppliers
Improved key metrics
Back office integration and automation
Larger sourcing domain
Improved information for planning
Superior Cash management
Better visibility of cash flows
BENEFITS
Increased Operating efficiency
Cost Efficiency
Better Customer Service
Issues Resolution and Process
Improvements
Integrating financial solutions in traditional supply chain– Use banks and leverage their capabilities where applicable
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Agenda
Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Study 2
Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Studies
Banking Challenge– The competition landscape– New roles of Banks
Q&A
Main Topics:
Case Study 2: Commercial Card and Distribution Card
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Purchasing Card – Segment – Medium / Large Market - targeting high-volume, low-medium value transactions
(e.g., Maintenance & Operational Procurement)– Key Purpose: Streamline the Traditional Purchase to Pay Procurement
Corporate Card – Segment – Medium / Large Market Executives - issued to individuals for company-related T&E
expenses– Key Purpose - Enhanced Expense Management Practices & Reporting
Corporate & Purchasing
Commercial Card
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PurchasingCard
Approval ApprovalInvoiceShippingReceiptPurchase
PaymentApprove
PurchaseOrder
Purchase
Payment
Employeerequestspurchaseorder
Managerapprovesrequest
Referred topurchasingto placeorder
Receivedeliverynotice
Accountspayablereceivesinvoice
Matchespurchaseorder andapprovespayment
IssuesmultipleChequesfor payment
Employeeorders fromapprovedsupplier
Employee& Finance Receive Transactional data
Companymakes asingle paymentto the issuer
The Corporate Purchasing Cardprovides the opportunity to replacea number of process steps – thenumber of steps removed willdepend on the corporation’s‘Level of Comfort’ !
TraditionalProcurement
Process
Business Process Re-design
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1.Order 3. Authorization request
7. Payment on due date (D+30 or 60)
4. Deposit (D + # days)
CITI
Distributor
Seller
Cardholder
Buyer
2. Delivery (D)
Payment
6. Billing
5. Collection & Reconciliation Data
How does Distribution Cards Work?
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Billing 5/1
Billing 5/1
Billing 5/1
Billing 5/1
Payment 5/24 By CASH
Installment Payment 6/13 By EFT
Payment 5/4 By CHECK
No Payment
Collection 7/2
Collection 6/10Delinquency Process 7/15
Old Process
Client handles billing, collection, reconciliation activities directly with all buyers.
Collection schedule varies with buyer’s order activities.
D-Card Process
Client deals directly with Citi for a single contact window for all collections.
Collection schedule is constant on a monthly basis.
OUTSOURCE
CITIA/R Batch Upload 6/1
A/R Batch Settlement 6/15
Billing Collections Delinquency
Reconciliation
DSO REDUCED! CASH FLOW IMPROVED!
DSO REDUCED! CASH FLOW IMPROVED!
PROCESS REDUCED =
COST SAVINGS!
PROCESS REDUCED =
COST SAVINGS!
NO CASH,
NO CHECK RISKS!
NO CASH,
NO CHECK RISKS!
CITI
Seller
Seller
Buyers
Buyers
Old A/R process vs. D-Card A/R Process
Case Study 3: e-Billing, Supply Chain Management and Vendor Finance
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Citibank’s B2B eBilling Proposition
Citibank® B2B eBilling is apowerful emerging
Cash Management ToolCash Management Tool
B2B eBilling optimizes yourCash Conversion CycleCash Conversion Cycle
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Dispute ManagementDispute Management
Citibank® B2B eBilling Replacesthe Manual Paper Process
Invoice Creation
Invoice Delivery and Distribution
Invoice Verification and Approval
Payment Verification and Approval
Payment Initiation and Delivery
Payment Receipt and Reconciliation
SupplierBuyer
FinancialClearingBuyer’s
Bank
Funds Transfer Funds ReceiptSeller’sBank
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Dispute ManagementDispute ManagementPaymentVerificationApprovalInitiationDeliveryReceipt
Reconciliation
InvoiceCreationDelivery
DistributionVerificationApproval
Citibank® B2B eBilling Replacesthe Manual Paper Process
SupplierBuyer
FinancialClearingBuyer’s
Bank
Funds Transfer Funds ReceiptSeller’sBank
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CitiConnect SCM
INFORMATION MANAGEMENT
FINANCE MANAGEMENT
SUPPLIER MANAGEMENT
PAYMENT MANAGEMENT
SECURITY MANAGEMENT
Supplier profile Supplier profile managementmanagement
A/P information uploadA/P information upload
Timely communication/ Timely communication/ information sharinginformation sharing
Supplier security controlSupplier security control
A/P information inquiryA/P information inquiry
OnOn--line financing requestline financing request
Financing statementsFinancing statements
Timely communication/ Timely communication/ information sharinginformation sharing
SupplierCitibank CitiConncect SCMBuyer / SponsorBuyer / Sponsor
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Operating Flow
5. Supplier is informed of available A/R and requests for advance payment (loan takedown)
6. Disburse the funds to Supplier’s demand deposit account with Citibank
7. Buyer pays to Supplier’s pledge account with Citibank
3. Buyer provides accounts payable data for Citibank via SCM platform
1、Place order
2、shipm
ent
CitibankCitibank
Supplier
Buyer / SponsorBuyer / Sponsor
4. Supplier inquiry A/R and invoice status online.
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Agenda
Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Studies
Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Studies
Banking Challenge– The competition landscape– New roles of Banks
Q&A
Main Topics:
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A single regional approach for finance activities remains a strong trend with an aim for standardization, enhanced controls and better cost management
Rationalizing banking relationships and account structures to achieve real time access and a single window into liquidity across region
Leveraging a single ERP platform to apply best practices for automation of payables and receivables management with a single integration point
Looking at improved yields on surplus funds via appropriate investments
Working capital remains center of plate with a focus on accelerating collections with enriched information for auto-reconciliation
Trends in the Market
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Agenda
Supply Chain Management– Supply Chain Trends– Total Working Capital Management– Roles of Bank in Supply Chain– Case Studies
Corporate Cash Management– Treasury / Cash Management Trends– What are the trends in SSC’s– Case Studies
Banking Challenge– The competition landscape– New roles of Banks
Q&A
Main Topics:
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Shared Service Center/Regional Treasury CenterShared Service Center (SSC)
– Centralized center conducting high volume, repetitive processing– Typically accounting back-office activities – Centralized reporting – Day-to-day working capital management responsibilities
Regional Treasury Center (RTC)– Centralized unit focusing on longer term structural liquidity needs– Balance Sheet management, investments, funding / gapping and risk management
YesYesBank Relationships
NoYesCredit Control
EvolvingYesCentralization of FX
NoYesRisk Management
NoYesFunding
YesNoAccounts Receivable
Managed byShared Service Center
Managed by Regional Treasury CenterActivity
YesNoAccounts Payable
EvolvingYesCash Flow Management
EvolvingYesEnhance Liquidity Management
YesNoGeneral Ledger
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Driving for:
Cost Reduction– Minimization and Realignment– Consolidate to execute transactions with fewer resources– Move to lower cost zones
Increased Efficiency and Economies of Scale– Standardize Business Processes– Build high quality and scalable processes– Leverage Technology Systems
Risk Reduction– Achieve greater transparency / control– Reduce banking relationships and accounts
The Move to Shared Service Centers: Why?
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Location Preferences
Traditional
Australia
Hong Kong
Malaysia
Philippines
Singapore
Current
China
India
The reasons remain consistent for location choices
We have seen significant growth in China and India
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Globalisation is forcing organizations to compete across geographic divides What’s driving today’s economy?
Deregulation of new marketsGlobal customers needsEmerging local competitionAvailability of new technology
Winning Business Models?‘One’ global model anchored by:
– Centralization– Standardization– Automation– Globalization
Big market, big opportunity, big problemDrivers of Centralization
A scalable operating model that allows for future growth and flexibility around the world
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Global
Solutions
Entity
Level
Country Level
Regional Level
Regional Level
Global Level
Regional
Liquidity
Solutions
Regional
Risk
Mgmt
Regional
Treasury
Centers
Regional
Shared Services
Centers
ActiveTreasury
Mgmt
In-CountryLiquidity
Mgmt
FinanceSolutions
PayablesOutsourcing
ReceivablesOutsourcing
Cash FlowProjections
Decentralized Model• In-country Accts
• Basic Outsourcing
• In-country LM structures
• Vendor / Dealer Financing
Regional Model – Step 1• SSC - Centralize AP & AR activities
• RTC - Centralize FX & funding
Regional Model – Step 2• Regional Netting, Pooling, Sweeping Structures
• Regional Re-Invoicing Center
• Active Treasury & Risk Mgmt role
Global Model• Global Payment Factory
• Global Funding Concentration / Investments
Building Blocks
To Build the Pyramid
Drivers of Centralization
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Re-engineeringbasic Finance
functions
Executemore treasurytransactions
Regionalcash
management
Globaltreasury/
in house bank
STAGE 1 STAGE 2 STAGE 3 STAGE 4
Locally-managedpayments and collections -outsourcingRationalize bank relationshipsDevelop reporting and cash flow forecasting systems
Short-terminvestments Decentralized, in-country ZBA, pooling or nettingFX and risk mgt
Regionalpooling structures Centralized management ofpayments and collectionsCentralized foreignexchange
Global file-based paymentsIn-house Foreign Exchange bank
Customer Progression Path
Global Trends in Cash Management
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Scope of SSC
Source: 2005 Global Shared Services Survey by Deloitte Consulting
Most common processes implemented
0 20 40 60 80
Human ResourcesFacility Management
Order EntryProcurement
Benefits AdministrationReporting and Analysis
Application MaintenanceSystems Support/Help Desk
TaxVendor Management
PayrollAR & Cash Application
General AccountingAP & Cash Disbursements
Percentage of Respondents
SSC’s have provided a strong foundation for companies to consolidate Finance and Accounting Activities
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SSC Today
Broadening Scope of SSC’s
SSC Tomorrow
… expanding the scope of SSC’s services to optimize scale
CustomersSales & Marketing
FinanceManufacturing & Purchasing
Supplier
Purchase to Payment
Order to Cash
Payroll and Expenses
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• Within finance, adding credit management, collections, statutory reporting
• Payroll, tax reporting, management report production
• HR support and HR administration
• Order entry and billing is in the SSC
• Procurement processes
• Sales and marketing administration
• Regulatory and Compliance
Moving Up the Value Chain
So what processes & activities can be added ?
Expansion through new value added services provides a means a transition from a ‘centre of scale’ to ‘centre of excellence’ RESULT = Shift to more professional, knowledge based services
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Top priorities will continue to be automation tools to achieve the highest levels of standardization and consistency through the elimination of manual processes.
Source: 2005 Global Shared Services Survey by Deloitte Consulting
Top initiatives planned for the SSC
Percentage of Respondents0 10 20 30 40 50 60 70 80 90
Develop/improve formal training programs
Improve performance management
Improve overall governance structure
Expand the number of internal customers
Improve controls
Improve customer service levels
Expand scope of services
Streamline processes
Increase automation tools
SSC Management Priorities
48Percentage of Respondents
Top enabling tools planned to be implemented
0 5 10 15 20 25 30 35
Data warehousing
Manager self service
Auto-payment on receipt
Call center
E-procurement
Financial planning tools
Other web services
Customer Relationship Management (CRM)
Document imaging with OCR
Financial performance reporting tools
Vendor self service
E-invoicing
Web-based applications like e-Invoicing, vendor self-service, and financial performance reporting tools will continue to dominate shared services developments.
Source: 2005 Global Shared Services Survey by Deloitte Consulting
Survey Feedback - 2005
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Shared Service Centers: A New Paradigm
A wide array of functions & services are moving to shared services…
Order To Cash
Purchase To Payment
Recording To Reporting
Employee Services
Information Systems
• Strategic Vendor Mgmt
• Contract Administration
• Procurement • Fixed Assets• Accounts
Payable
• Telemarketing• Order Entry• Billing• A/R
Accounting• Cash Receipts• Customer
Service• Logistics &
Transportation• Production
Planning & Control
• General Ledger• General
Accounting• Consolidations• Reconciliation• Reporting &
Analysis• Treasury• Cash Mgmt• Risk Mgmt• Internal Audit• Tax Services• Real Estate
• Payroll• Human
Resources Management
• Relocation• Benefits
Administration• Travel Mgmt• Training• Travel &
Expense
• Data Storage• Data Mgmt.• System
Upgrades & Maintenance
• PC Support• Help Desks
Support• Centers of
Expertise• E-Commerce• Application &
Network Support
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Short Term Long TermLow
High
Level of Best
Practice Achieved
Time & Effort Invested
Individual Country Finance Operations
Introduction of SSC
Fully Standardized & Automated Finance
Operation
End State Vision
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Integrated Payables Management
PaymentChannel
ExecutionProcess
Transaction Delivery
Global / Regional SSC or Local Office
Invoices received at local offices
Verified and entered into your ERP
Regional Processing Center
ACH/Giro Credits ChequesDomestic FT Cross Border FT
In Country Processing
Local Clearing
Automated interface to ERP
Standard (e.g. SAP, BAI2, EDIFACT etc.) or Customized format
Internet enabled access – by entity, regionally or globally
Intra-day access to information
Transaction Generation
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Lockbox ServicesCourier Pick-UpEFT / GiroEFT / Giro Convenience Stores
Correspondent Banks (cash/checks)
Cash Pick-up Credit Cards
Electronic Payments Buyer Pays to Bank / Others Buyer Pays to Customer
Customer (Buyer)
Trade Payments
Regional SSC
Integrated Account Receivables Management
Receivables feed in consistent format
Integrated Receivables Management
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Leveraging TechnologyMaximize benefits of using ERP and build workflows and controls within internal application
Hands-free integration with Banks to ensure STP
Consistent and standard infrastructure to minimize costs of ongoing maintenance and change
Adopt industry standards to avoid resource-based points of failure and avoid switching costs
Adoption of Treasury work station light tools
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Technology as an Enabler» Treasurers need Holistic Solutions that provide Visibility and Control and highlight
Optimization opportunities
» Citigroup introduced Treasury Vision by leveraging existing competencies to focus on specific treasury needs.
WorkflowWorkflow AnalyticsAnalyticsMetrics ReportsMetrics ReportsMetrics ReportsMetrics Reports
Web DashboardsWeb Dashboards
Bank 2Bank 2 Bank 3Bank 3 User 1User 1System 1System 1CitibankCitibank
Cash AnalyticsCash Analytics Investment AnalyticsInvestment Analytics Risk AnalyticsRisk Analytics
Data Aggregation & Normalization
Financial Analytics
Information Distribution
Information Warehouse
AnalyticsAnalyticsAnalyticsAnalyticsMetrics ReportsMetrics Reports
WorkflowWorkflowWorkflowWorkflow
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WorkflowWorkflow AnalyticsAnalyticsMetrics ReportsMetrics ReportsMetrics ReportsMetrics Reports
Web Dashboards
Bank 2Bank 2 Bank 3Bank 3 User 1User 1System 1System 1CitibankCitibank
TreasuryVision Information Services
Cash AnalyticsCash Analytics Investment AnalyticsInvestment Analytics Risk AnalyticsRisk Analytics
Data Aggregation & Normalization
Financial Analytics
Information Distribution
Information Warehouse
AnalyticsAnalyticsAnalyticsAnalyticsMetrics ReportsMetrics Reports
WorkflowWorkflowWorkflowWorkflow
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Cash Flow ForecastingCash Flow Forecasting
Balance based AlertsBalance based Alerts
Scaleable and SecureScaleable and Secure
Workflow SolutionWorkflow Solution
AnalyticsAnalytics
Drill DownDrill Down
Treasury Vision the next generation of capabilities
Data AggregationData Aggregation
Custom ViewsCustom Views
FX ManagementFX Management
