Financial Affairs Organisation Structure

Improving operational efficiency is one of the most important issues in order to increase the level of participation of the Financial Affairs organisation in decision support and management processes. While designing the organisational structure of the Financial Affairs Departments for the next period, studies are carried out taking into account the company strategies and targets. With an effective financial affairs organisational structure, it is aimed to create a department that directs company strategies and performs performance reporting and analyses by adding value-added comments. While designing financial affairs processes, we design workflows together with the sub-headings of finance, accounting and financial affairs.

We identify deficiencies or redundancies in workflows that need to be eliminated. We realise a smooth and smooth workflow. On the financial affairs side, we create process maps that determine what the input is, what it will do and what the output will be. The organisational structure is created by considering the value chain and integrated processes instead of individuals, so that roles and responsibilities can be assigned on a position basis, and performance can be monitored as individuals can be held responsible for the decisions they make within the process. With the new Financial Affairs Organisation Structure, roles and responsibilities are clarified and integrated between Financial Affairs and other departments, and the control mechanism is strengthened. Cash is optimised through continuous planning and risk management. Advanced financing and risk instruments are used. Financial control is provided proactively in critical processes. Opportunities and threats presented by tax practices to company strategies are analysed. In order to standardise and centralise financial affairs management functions, the "shared services centre" business model approach comes to the fore.

According to this business model, for groups with more than one company, it is determined which works will be carried out under the control of the central management and which works will be carried out in the factories. Companies that are moving their accounting processes to enterprise resource planning (ERP) systems can reduce their costs with the "shared services centre" business model. When we look at the Shared Service Centres, in addition to operational accounting works, value-added works such as financial reporting and cash management are also centralised. When we look at the organisational structure of Financial Affairs, we see that there are some basic functions such as financing (treasury), accounting, budgeting and reporting. If we look at these functions;

Finance: Responsible for the liquidity management of the company. It carries out periodic cash planning studies and makes forecasts for risks or possible investments.

Accounting: Responsible for the execution of operational activities within the Financial Affairs department and fulfilment of legal reporting requirements.

Budget Reporting and Analysis: Budget and reporting supports decision-making across the organisation and is responsible for the value-added activities of the Finance role.

Within the framework of Financial Feasibility consultancy, we aim to analyse the weaknesses and strengths of your investment or project, the opportunities it may create and the possible threats that may occur, and to measure the return of the project.