Description
The Administrative and Financial Manager must face many questions for which he has not been previously prepared upon taking up his position. This encompasses various fields such as finance, management, organization and social. This training cycle provides the necessary tools to assume extensive responsibility in these areas.
Who is this training for ?
For whom ?
Administrative and financial manager of SME. Chief accountant, management controller. Any executive wishing to broaden their skills in the administrative and financial field.
Prerequisites
None.
Training objectives
Training program
- Estimate profitability
- Understand how sales have evolved
- Study different management indicators such as gross margin and added value
- Measure a company's ability to finance itself itself (CAF)
- Analyze how the results varied by examining the jaws effect and the absorption of fixed loads
- Practice a diagnostic exercise to identify the reasons for the variations results.
- Assess financial stability and repayment capacity.
- Revision of the analysis of the financial balance sheet.
- Adjustments to be made: taking into account financial leasing, factoring.
- Financial stability: funds working capital (FR), working capital requirement (WCR), net cash flow (TN) The five types of cash flow crises and the corresponding solutions.
- Simulation exercise: assessment of cash crisis situations. Treasury.
- Express the analysis through the use of financial ratios.
- Financial reorganization of the company including structure, cash management, ability to cover financial costs and profitability.
- Structuring your financial analysis
- This is a financial study over a period of 4 years of an industrial SME, taking into account indicators such as activity, profitability, financial balances, profitability, points strong and weak, as well as courses of action.
- Analyze cash flow
- Examine the relationship between activity and investment flows.
- Evaluate financing options and repayment capacity.
- Evaluate performance through free cash flow.
- Case Study: Understanding and Analyzing the Cash Flow Statement.
- The RAF as a driver of cash culture
- Determine the challenges to overcome to improve margin and cash flow.
- Mobilize management and operational staff for the common objective.
- Establish operational priorities actions to be implemented.
- Establish a sustainable cash culture using indicators and procedures.
- Remote activities
- To apply best practices: an expert for the financial analysis of a company.
- To illustrate a contribution of knowledge: a video on optimizing the value of stocks by the crossed ABC method.
- Finance management
- Annual cash flow budget: establishing short-term financing needs.
- Rolling forecasts: monitoring liquidity.
- Spreadsheet exercise: creating and analyzing the cash budget and rolling forecasts.
- Management of customer receivables
- Identify the reasons for late payments.
- Formalize a follow-up procedure and actively handle disputes.
- Credit management dashboard.
- Assessment of investment profitability
- Choice of the discount rate
- Arbitration between the criteria: payback period, net present value (Van), internal rate of return (Sort)
- Stake in situation: case on spreadsheet to assess the profitability of a productivity investment
- Medium-term business financing
- Sequence of the financial forecast
- Financing plan: financing needs, repayment capacity
- Scenario: case to complete the medium-term financial forecast on a spreadsheet term, analyze it and present it
- Getting started with the business plan
- The 8 keys to convincing. Building the EMOFF matrix: opportunities, threats, strengths and weaknesses.
- Remote activities
- To benefit from the contributions of an expert on a theoretical or practical point, two experts: 'Implement the financial policy' and 'Manage the banking relationship and negotiate with the banks'.
- Build the budget model
- Valuate in full or partial costs.
- Identify the relevant variables.
- Define an analytical framework.
- Manage the budget process
- Budget: managerial act.
- Steps in the budget process.
- Sequence of budgets.
- Develop budgets
- Analyze past performance.
- SAR model: outputs - activities - resources.
- Prioritize missions and activities.
- Integrate objectives , quantify the action plans.
- Propose progress plans.
- Present different scenarios.
- Scenario: present two budget versions. }
- Track budgets
- Calculate and interpret the main deviations.
- Usefulness of the reforecast at the end of the year.
- Securiform case scenario: analysis of deviations
- Build dashboards
- Performance indicators: missions. Management indicators: key activities and resources.
- Case scenario: choose the relevant indicators.
- The essential elements of individual rights
- Understand the role and missions of the labor inspector.
- Master the fundamental rules of the permanent contract (CDI).
- Secure the use of fixed-term contracts (CDD), temporary work and subcontracting.
- Manage working time effectively and avoid associated risks.
- Prevent and manage new social risks: RPS, harassment, discrimination, etc.
- Know the disciplinary powers of the employer and the rules for terminating the employment contract.
- Key points of collective law
- Merger of elected bodies in the CSE (Social and Economic Committee): implementation methods and role of the CSE.
- Role of trade union organizations.
- Rights and obligations of the employer and staff representatives.
- Prepare a CSE meeting
- Remote activities
- Remote activities to train you in persuasion, objection management and change management.
- Evaluation of acquired knowledge
