Normally, in the Finance’s Organization Chart, we might see but quite rarely the post of Manager for Corporate strategy reporting to the CFO.
As this post  is quite crucial to the company’s business growth, it will normally be directly reporting to the senior management
So what does normally this role entails
Append below perhaps are some of the […]

As discussed, two of the main agenda in any Board Meeting should at least include branding as a strategy to boost sales and strategizing to go overseas for business expansion.
A good example is the recent announcement by F& N’s CEO Tan Ang Meng pertaining to the aforesaid two subjects:
Branding:

to consolidate their products under one F&N […]

This third part relates to some suggestions on KPIs that can be established when a company is conducting a cost awareness or effectiveness exercise.
Some suggestions are:
1.Targeted Cost Reduction

Each department tasked with identified suppliers/costs and % Y-O-Y tasked to reduce
Key Performance (Cost) Indicators (KPI)
Periodic Tracking and Review 

2.Leverage on commonalization of suppliers base

Target 2/3 suppliers for common […]

From Part 1, we can better understand the difference between a pure cost reductions/cuttings and cost awareness/effectiveness.
This article attempts to relate how we can perform a cost awareness/effectives exercise:
Some of the following steps might include the following:

Drill in to find out WHERE does the company’s cost come from;
Review critically all major expenses (after item 1);
Review […]

In earlier articles on the roles of finance, one of the more routine exercise is to review the company’s cost base with the objective of conducting costs cutting exercise to at least align to the revenue generated.
However, a very interesting question arises before we can do anything on the costs. Are we performing a cost […]