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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 discusses the highlights of the Pacific Northwest FP&A Summit held on November 21, 2013 which include the symposium on best practices hosted by Starbucks and the Assoaciation for Financial Professionals, the presentation of Microsoft Corp.'s finance managers Makiko Miyauchi and Jay Thacker on the use of business tools for decision-making during meetings and the creation of shareholder value. Also mentioned is the advantages of the Power BI and ARRT tools for financial institutions.

The article examines three types of forecasting models to compare the differences in viewpoints and to validate the use of a chosen approach in financial planning. Topics discussed include the strengths of the Inside Model, the flexibility of the Outside Model and the method for gaining a collective forecast from the Wiki Model. Also mentioned is the understanding of and adjustment to the limitations of forecasting models.

The article presents the views of Debbie Lansford, chief financial officer (CFO) of CORT, a residential and commercial furniture rental company, on how they used business intelligence provider Adaptive Planning to help minimize cost and improve its financial planning and budget analysis processes. She explains the budgeting process at CORT and how they switched from using Microsoft Excel to Adaptive's system. Lansford says Adaptive's system has improved their forecasting.

An interview with Steve Morlidge, author of the book "Future Ready," is presented. When asked what motivated him and co-author Steve Player to write the book, he mentioned he wanted to get across the idea of regular planning using the forecasting process instead of working on the next year's budget once a year. He said that due to a lot of changes, forecasting becomes even more challenging now. He also argues that the processes need to be restructured to come up with a budget within days.

The article discusses how applying the right metrics can help financial planning & analysis (FP&A) professionals aid organizations optimize business results. The author recommends companies to know when to implement strategic changes then put metrics in place to test them and to apply metrics at major decision points. He also highlights that effective metrics need to be adaptable and to continuously check the metrics for their relevance.

The article discusses organizational factors that could lead a company to outsource financial planning and analysis (FP&A). The categories involved in the FP&A environment and the skills and expertise level of the FP&A team are explained. Leadership priorities and focus is another aspect that is mentioned. The factors contributing to the changing FP&A function are identified.

The article discusses strategies for a successful financial planning and analysis (FP&A). The importance of building the right capacity and capabilities in FP&A teams is stressed. The value of the simple analytical process is explained. The allocation of resources is identified as critical to FP&A decision making.

The article discusses the highlights of the first Pacific Northwest Financial Planning and Analysis (FP&A) Summit sponsored by the Association for Financial Professionals (AFP) and Microsoft Corp. in Redmond, Washington on March 25, 2013. Microsoft general manager Michael Trzupek delivered the opening address. Russell Investments economist Rachel Carroll talked about the global economy in 2012 and outlook for 2013. Intel finance executive Brice Hill presented a personal look at FP&A.

The article discusses Treasury Management System (TMS) as an integrated solution for treasury and risk management or the need for a different solution for each risk area. Scott Bilter, Partner at AtlasFX explains that there will never be a single system able to solve all the problems as its complexity and customization need makes it difficult for vendors to be an effective one stop shop for treasury. Helen Kane, president of Hedge Trackers shares that clients are opting for best-in-class tools.

The article offers information on developing a dynamic financial planning and analysis (FP&A). It discusses how risk management activities of companies are poorly connected to their strategic and financial planning processes. It cites several questions treasurers need to determine if their organization have the appropriate dynamic financial planning infrastructure. It also explains the importance of prioritizing core risks for the entire organization.

The article reports on the use of a software as a service (SAAS) capital planning system by Education Management Corp. (EDMC). The company adopted the Plainview Corporate Financial Planning application from Plainview Inc. From 2007 to 2011, the company has raised total student enrollment, as well as, number of schools.

The authors discuss the importance of strategic process in the successful implementation of finance governance technology (FGT). A definition of finance governance is provided. The authors describe FGT as tools that automate and digitize the records to report business process components and provide a chart that outline the FGT components. An overview of FGTs designed to automate balance account reconciliations is provided.

The article discusses the method and benefits of a rolling forecast. A rolling forecast will reportedly provide an 18-month financial look of the future, instead of looking only on the current year. Likewise, a rolling forecast could be used as a planning tool. Further, it could help eliminate the annual operating planning (AOP) process, as well as the end of the year gap. Because key planning assumptions are updated quarterly, corporate planning will likely remain close to reality all throughout the fiscal year.

The article focuses on making a strategic treasury decisions within the organization and presents ways to harness treasury and drive organizational results. It states that strategic treasury focuses on growing profitable revenue and new application of solid treasury techniques and includes two aspects such as market share and revenue growth. The approaches to harness treasury and drive results include analyzing value chain, managing product lifestyle, and deciding for a resource allocation strategy.

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 presents a case study regarding the cash management of Tenneco Inc. Due to the limited number of worldwide treasury staff, Tenneco ventured on worldwide multi-currency notional pool structure for liquidity management. The new structure provided benefits in terms of subsidiary support, reduced documentation, reduced foreign exchange transactions, and expanded scope.

Discusses the 8 principles to practical financial management. Maintenance of job integrity and conservatism; Shareholder value maximization; Liquidity and financial flexibility measures. INSETS: EVAluation;References.

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 issues related to organizational structures for financial planning. According to Nilly Essaides, author of the Association of Financial Professionals' (AFP) new "FP&A Guide to Organizational Structures," role of Financial Planning and Aanalysis (FP&A) professionals is ever-evolving as they work both as business partners to the business units and provider of critical decision support to senior management.

The article informs that the 2014 gtnews Financial Planning and Analysis (FP&A) Technology Survey conducted in March 2014 reveal that professionals widely use Excel and technology systems for their jobs, but they are not satisfied with them. Topics discussed include role of ideal FP&A technology system in reducing business risks and minimizing errors while carrying important tasks by financial professionals and displeasure of professionals with Excel's effectiveness in handling large datasets

The article discusses how finance executives fill the position of financial planning and analysis (FP&A) professionals. Topics discussed include the preference of Larry Yoder, finance manager for Intel Corp., for recent college graduates to fill these positions, and the benefits of using corporate finance rotational programs for Lauri Putt Needleman, manager of AFP Advisors Network at AFP.

The article focuses on the coordination of risks management and financial planning and analysis (FP&A) as revealed by the 2014 AFP Risk Survey. When asked about the way their companies integrate risk information into their business and financial planning, financial professionals expect that strategic decision making is a key challenge in the integration. Organizations also focus on risk awareness as a response to current and emerging business risks.

The article discusses how competitive intelligence (CI) can help financial planning & analysis (FP&A) executives improve scenario analysis by developing more precise and advanced theories about the market and competitors. A case study of a Midwest insurance firm that integrated competitive intelligence is presented. Instructions on how to initiate a war game that aims to combine forecasting and planning function with the CI process are also offered. INSET: How to Run a War Game.

The article presents a case study of Doe Run Co, a privately-held mid-sized natural resources company based in Saint Louis, Missouri, that switched to software-as-a-service (SaaS) for its planning and forecasting duties. A list shows the requirements of Doe Run from providers of planning software and forecasts tools. It describes the process of the implementation of the Adaptive Planning software and highlights the results of its full planning and forecasting cycle in fiscal 2012 using SaaS .

The article presents shared service centers for cost cutting in business. It discusses the centralized system for cash management, financial planning and corporate payment scheme that provides efficient and reliable services. It describes the tapping of highly skilled professionals who manage the business and meet the challenges of continuing changes in technology for banking structure applications, the geographical considerations including time zones, local regulations and business customs.

The article discusses similarities between the Six Sigma quality assurance process and the financial planning and analysis (FP&A) process of variance analysis, course correction re-forecasting, and course correction execution. It addresses how a good FP&A team will stay concentrated on the strategic vision while paying attention to the customer's voice. The components of the Six Sigma continuous improvement process are also outlined.

The author discusses challenges and solutions in dealing with the provision of timely and targeted analysis for management in a decentralized multinational company. Factors that characterize the complexity facing multinational organizations include diverse businesses, target audiences, and information technology systems. Ways to structure the ideal financial planning and analysis (FP&A) function are also addressed.

The article discusses the Association for Financial Professionals' (AFP) development of the first certification for the corporate financial planning and analysis (FP&A) profession. It is described as being based on uniform standards of practice that cover all of the profession's facets. The development stages for the certification, which is expected to launch in 2013 or 2014, are addressed. The regular FP&A training courses offered by the AFP are also discussed.

The article describes the case of how Loyola Marymount University implemented a decentralized budget. According to the author, Loyola Marymount University's budgeting process is a complicated, university-wide effort that aims to align the university's financial plan with the strategic academic plan. The author reports that the performance management system has provided transparency and produced a definitive measurement of the university's fiscal strength.

The article looks at the role of corporate finance in a mature integrated business planning (IBP) process. It presents the five-step monthly process involved in integrated business planning namely product review, demand review, supply review, integrated reconciliation and management business review. It states the responsibility of the treasury and finance representative in the IBP process to establish the financial impact of the proposed scenario(s) with the assumptions developed by the operating organizations as the basis.

The article focuses on the requirements in a software package for rolling forecasts such as integrating actuals, driver-based modeling and robust scenario analysis. It mentions that planning application should allow modeling of actuals with algorithms and linking separate from modeling of plan data for maximum flexibility in rolling forecasts. It provides the criteria for effective scenario analysis such as the delivery by planning tool in real time, scenarios maintenance and disclosing of variances in unit activity drivers by scenario comparisons.

The article focuses on the importance of establishing and adhering tight working capital standards in a financial institution during financial crisis in the U.S. It indicates that adhering to tight working capital standards helps a company to continue its operations with enough finances. As a result, this would both satisfy the company's short-term debt and be able to manage the upcoming operational expenses.

An interview with Kraig Conrad, director of corporate finance and risk management of the Association for Financial Professionals (AFP), is presented. He talks about the efforts of AFP to educate members about risk management. The AFP has conducted discussion and research about the certification requirements of the Sarbanes-Oxley Act and accounting standards. He discusses future challenges in risk management.

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.