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The article reports on Financial Planning and Analysis (FP&A) methods to deal with competitive threats including those which are externally and internally driven and Externally driven,but operational and eight key roles FP&A can play in countering them.

The article discusses technology company Konica Minolta's implementation of a Financial Planning and Analysis (FP&A) model in Ukrane and Russia and presents information on the dimensional modelling of a FP&A model including model background, architecture components and reporting of results.

The article discusses how the financial planning and analysis (FPA) improves analytics. Important insights are given including the new tools which empowers FP&A to drive better decision-making and the two approaches used by organizations to analytics which include historical and forecast. It adds that FP&A mainly performs historical while marketing and operations disciplines perform the bulk of forecasting analytics.

A list of the members of the 2014-2015 Class of Certified Corporate Financial Planning & Analysis Professionals recognized by the Association of Financial Professionals (AFP) is presented including Gary S. Arnold, Jason Barnes and Antoine Bourdon.

The article offers information on how to upgrade financial planning and analysis (FP&A) work process. Topics discussed include the two important areas of FP&A which are company culture and work process, and steps to improve the current process that include approval of internal orders, sending of actuals to marketing, and sending of budgets to finance. Also discussed are the benefits of a remodeled process such as stewardship, less overspending, and higher productivity.

The article discusses the importance of financial planning and analysis (FP&A) for marketing in 2015. Topics covered include the overall impact of marketing forecasts and plans, and the need for demand forecasts to be quantity driven and to result in production demand. Also mentioned are the need for other company departments to perform FP&A and for marketing to be involved in determining sales/production units and defining the market based price to arrive at the supply chain target cost.

The article talks about the first annual Financial Planning and Analysis (FP&A) Benchmarking Survey launched by the U.S. Associationfor Financial Professionals on March 2, 2016 to help financial professionals to identify best practices within their organization and to achieve cost reduction.

The article provides advice on designing user-friendly dashboards to access information on key performance indicators for financial planning and mentions tips such as developing a iterative process and creating a stronger partnership between information technology and finance department.

The article focuses on a study which shows that financial planning and analysis (FP&A) professionals ranked their role as strategic partners as their number one job responsibility.

The article reports the challenges for the financial planning and analysis (FP& A) professionals for the coming year 2016 includes to improve forecasting process for greater financial volatility, collaboration with business leadership and to find proper talent in professionals for competitions.

An interview with John Fruin, FP&A, manager at GROWMARK, Inc., is presented in which he talks about the continual change in financial planning and analysis (FP&A), the challenges in investment baking, FP&A, and treasury, and being a member of the FP&A exam development group.

The article discusses the qualities desirable for professionals in the financial planning and analysis (FP&A) industry which includes the ability to handle immense pressure, strong analytical, number-crunching and excellent interpersonal skills, mentioning the ample stuff available for learning.

The article discusses the financial planning and analysis (FP&A) value cycle. Topics include the role of FP&A to create a value cycle, the challenge to balance other job requirements which include consolidations, budgeting and forecasting, and its role to lead in strategic partnering. The three areas of focus of FP&A including strategy, business and data are outlined.

An interview with Jessica Cullinan, manager of financial planning at Connections Education LLC and member of the Association of Financial Professionals (AFP), is presented. When asked on her job, Cullinan cites her taking of the Master in Business Administration (MBA) program from the University of Baltimore and her determination to work in the financial field. Cullinan discusses the projects that she had as a financial planner. She also cite the one who influenced her to be with the field.

The article discusses twelve ideas to improve the budget process based on the "Guide to Shortening the Budgeting Cycle" of the Association for Financial Professionals (AFP). Included in the guide discussed are considering the purpose and the frequency of creating budget plans, breaking the process into business as usual segment and strategic initiatives segment, and utilizing a more effective information architecture system.

The article discusses algorithmic forecasting and mentions that it relies on artificial intelligence and machine learning to assess the probability of events and presents the view of Mario Manna who is co-founder of Nightberg on the effectiveness of the technology and its methods of working.

The article discusses the importance of business acumen in ensuring the success of a business partnership for financial planning and analysis (FP&A), focusing on the need for FP&A professionals to discuss business to obtain credibility with business peers.

The article is about Beyond Budgeting for financial planning and analysis (FP&A); it talks about the benefits of adopting the concept as stated by the Beyond Budgeting Round Table (BBRT), which are: it encouraged innovation, it retains the best professionals, and leads to sustained value creation.

The article offers tips on studying for the Financial Planning and Analysis exams including time management by studying in small intervals over a long period of time, tracking time using a study tool and reading the materials thoroughly and answering all questions.

The article describes finance to be a strategic partner to business operations and highlights the calling upon of Financial Planning and Analysis groups for helping operations to achieve operational efficiency and make better investment decisions.

The article focuses on Financial Planning and Analysis (FP&A) Chief of Walgreens Boots Alliance, Ash Sharma, who will lead a roundtable discussion at the Association of Finance Professionals (AFP) Leadership Summit to be held on May 19-20, 2015 in Amsterdam, Netherlands. Topics covered are the FP&A professionals' leadership qualities of insight, influence and impact on top of accounting, finance and business management skills and the need for the FP&A culture to be pervasive in the company.

An interview is presented with Zurich, Switzerland-based Swiss Re managing director Andreas Schertzinger, who is chairman of the 2015 Association of Finance Professionals Financial Planning and Analysis (AFP FP & A) Leadership Summit Task Force. Topics covered are his job responsibilities of performance management, managing new business, scenario planning, and establishing an end-to-end financial planning system. It also mentions his objective of creating a network of European practitioners.

The article offers suggestions on how to improve the budget process based on the "AFP Guide: How to Shorten the Budget Cycle" by Nilly Essaides. Topics discussed include the purpose of company budgets, the trend towards continuous budgeting, and shortening the budget cycle time using the top-down approach. Also discussed is resource distribution through rolling forecasts.

An interview with Todd Peterson, financial analytics manager of AARP, is presented. When asked what made him decide to take the exam for financial planning and analysis (FP&A) certification, he replied that he was looking for best practices in FP&A. He also talks about study materials as an add-on to his knowledge and experience, FP&A certification as a vital consideration in promotions, and his experience at the 2014 AFP Annual Conference.

The article discusses the enterprise risk management (ERM) formalization program at the facility solutions provider, ABM. Topics discussed include the current ERM focus on business and strategy rather than on the initial focus of strategy and budget which was not totally successful, the role of the management risk committee, and applying a one-on-one interview with company employees on risks and risk mitigation.

The article presents letter from president and CEO of AFP Exchange magazine where he invites readers to visit the online version of the magazine and discusses about the two changes in the new online version and the benefits to the readers from the changes.

An introduction is presented in which the author describes Financial Planning and Analysis to be the art and science of business forecasting and highlights the theme and coverings of the issue including lessons from finance executives, treasury insights and list of Certified Treasury designees.

An introduction to the magazine by the President and Chief Executive Officer is presented who discusses the topics covered in the issue including U.S. and global economies, financial planning and analysis professionals, and internal subject matter experts views.

An introduction to the journal is presented in which the author discusses the importance of the Financial Planning & Analysis (FP&A) Corporate Development Program of the Association for Financial Professionals (AFP) which aims to resolve disparities in job competencies.