Services

Global Treasury Advisory Services

Effective strategies for today’s economic environment

Treasurers must be strategic. Volatile foreign exchange (FX) and commodity markets have caused the profitability of global trade to change. Treasury teams have a CFO mandate to bring its businesses’ FX risk mitigation techniques to win in the market. Whether you’re hedging, navigating global trade and liquidity, or operating in high growth restricted markets, Deloitte Advisory’s Global Treasury Advisory Services can assist you to transform treasury to thrive.

Treasury as a strategic business advisor​

Treasury teams have the opportunity to work closely with their partners in the business to help manage FX risks which are impacting sales, costs, and operating performance globally. Treasury teams are also integral to managing global liquidity and cash repatriation strategies both in good times and financial distress.

To be an effective partner within the business, treasury teams need the right operating models, strategies, approaches, tools, and techniques. And all of these should be tailor-made for their business model and global footprint.

Managing the impacts of section 385.

Is your organization ready to respond to Base Erosion and Profit Shifting (BEPS)?

While the Organization for Economic Co-operation and Development’s (OECD) BEPS initiative heralds tectonic changes to the international tax framework, a number of these changes concern treasurers directly. Deloitte can help you navigate this new environment, delivering strategic insight and planning ideas. Melissa Cameron, Deloitte Advisory leader of Deloitte & Touche LLP’s Global Treasury practice, weighs in on what treasurers need to know during a EuroFinance 2015 Treasury Talk.

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How Deloitte Advisory’s Global Treasury Advisory Services helps

We work with treasurers, treasury teams, CFOs, and CIOs to help them address key challenges facing treasury organizations by offering deep treasury experience across the entire spectrum of services that a treasury team needs, including:

Treasury transformation

  • Treasury opportunities in global finance transformation
  • Operating model
  • Global liquidity and cash repatriation 
  • Cash forecasting
  • In-house banking and cash management
  • Bank rationalization
  • Intercompany netting and settlement
  • FX exposure identification and hedge strategies
  • Expansion into new markets
  • Accounting impacts of treasury transactions
  • Treasury fraud and controls

Mergers and acquisitions (M&A)

  • Due diligence
  • Treasury carve-outs and standing up new treasury departments
  • Treasury merger integration
  • Treasury technology build and clone

Treasury technology

  • Treasury systems architecture and strategies
  • Treasury systems selection
  • Systems integration and configuration
  • Project management

2016 Global foreign exchange survey

2016 is expected to exhibit similar levels of foreign exchange uncertainties as 2015, with different expectations around interest rate policies, quantitative easing removals, potential depegging of some currencies and other actions by global economies all driving foreign exchange volatility.

Key findings:

  • Treasury challenges—Lack of visibility into FX exposures and reliable forecasts, as well as the manual nature of exposure quantification, is a challenge for nearly 60 percent of respondents. Without accurate measurement, risks cannot be managed effectively.
  • The board agenda—According to 37 percent of respondents, boards do not always receive sufficient information in relation to FX risk, which limits the board’s ability to challenge and guide. Treasurers should consider opportunities to communicate key FX risk metrics aligned to wider financial and strategic measures.
  • Hedging strategies—Primary hedging strategies (rolling, layering, and flat hedge ratio) vary by industry, but overall hedging strategy objectives are focused on protecting cash and minimizing volatility in income statements.
  • Treasury structures—Organizations with centralized models report a higher number of benefits and fewer challenges than those with decentralized models.
  • Use of technology—Technology and innovation are recognized as important enablers to achieve efficient and effective FX processes, yet 59 percent of corporations surveyed use two or more information sources to identify exposures and 62 percent rely on manual forecasting processes.

Read the global foreign exchange survey results.

2015 Global corporate treasury survey

More than 100 top corporations from around the globe (representing a wide array of global scales, industrial footprints, and geographic headquarters) participated in this biennial survey.

Key insights from the survey:

  • The modern treasury group is strategic, collaborates with the businesses it serves, and is using automation, offshoring, and treasury centers of excellence to consolidate and standardize tactical areas.
  • Treasurers clearly have strong mandates from their CFOs to be strategic.
  • Fifty percent of treasurers noted their biggest challenges are the ability to repatriate cash and to manage foreign exchange volatility.
  • Forty percent of companies remain challenged by visibility into global operations, including cash and financial exposures. Forty percent also cited insufficient technology infrastructure to support their department.
  • Treasury departments are growing more comfortable with the use of centers of excellence to support global operations, including the use of in-house banks and shared services centers.
  • Emerging trends such as restricted economies, the increased need for foreign jurisdictions and cyber threats are real.

Read the global corporate treasury survey results.

More resources

Read a few articles featuring insights from our treasury team:

Contact us

Our Global Treasury Advisory Services professionals are located around the globe. Please reach out to one of our leaders using the links at the bottom of the page and they will be able to connect you to contacts across these locations. Alternately, you search our US office locations or Global office directory.

United States

 

  • Chicago
  • Los Angeles
  • New York
  • San Francisco
  • San Jose
Outside of the US
  • Amsterdam
  • Brussels
  • Copenhagen
  • Düsseldorf
  • Geneva
  • Hong Kong
  • Johannesburg
  • London
  • Madrid
  • Melbourne
  • Mumbai
  • Paris
  • Singapore
  • Sydney
  • Tokyo
  • Toronto

As used in this document, “Deloitte Advisory” means Deloitte & Touche LLP, which provides audit and enterprise risk services; Deloitte Financial Advisory Services LLP, which provides forensic, dispute, and other consulting services; and its affiliate, Deloitte Transactions and Business Analytics LLP, which provides a wide range of advisory and analytics services. Deloitte Transactions and Business Analytics LLP is not a certified public accounting firm. These entities are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Meet the leaders

Melissa Cameron

Melissa Cameron

Principal | Deloitte Advisory

Melissa leads Global Treasury and founded the US treasury practice for Deloitte & Touche LLP. She advises on treasury topics, including M&A, global transformation, treasury systems, liquidity structur... More

Niklas Bergentoft

Niklas Bergentoft

Managing Director | Deloitte Advisory

Niklas leads Treasury Technology Services for Deloitte & Touche LLP. He advises on treasury topics with a focus on technology transformations for treasury, IT strategies, and mergers and acquisitions.... More

Kesavan Thuppil

Kesavan Thuppil

Managing Director | Deloitte Advisory

A Deloitte Advisory managing director with Deloitte & Touche LLP, Kesavan is a thought leader in Treasury consulting with more than 20 years of experience executing treasury engagements covering busin... More