July 5, 2019
February 18, 2019
Supply Chain Finance is defined as the use of financing and risk mitigation practices and techniques to optimise the management of the working capital and liquidity invested in supply chain processes and transactions. In practice, SCF is generally used to describe buyer-led receivables finance structures (also known as reverse factoring). This WOA Learning Lab compares and contrasts buyer-led receivables finance with traditional seller-centric receivables finance; it aims to contribute to the successful development of this financing technique.
April 28, 2016
Igor Zax, Managing Director of Tenzor Ltd., will presenting at North America Trade & Working Capital Conference 2016, that will take place in New York, USA 16 June 2016. The conference is organized by GTR (Global Trade Review).
The panel, The Corporate Assessment: Debate and Verdict, would include physical and financial supply chain experts who will offer their thoughts on the benefits and drawback of each solution, assess how various techniques can be combined to maximise supplier participation, provide perspectives on SCF best practices, and debate what is required to entrench supply chain financing as a universally accessible standard practice for the corporate sector. An audience
Q&A will finish the session.
June 13, 2014
Igor Zax, Managing Director of Tenzor Ltd, published a new article, Receivables Finance in Context of Working Capital Management in TRF News (Trade and receivable Finance News, a major publication by BCR).
Editorial comment states “Igor Zax’s article in today’s trfnews, ‘Receivables Finance in the Context of Working Capital Management’, reminds us of the value of looking back at the history of modern supply chains and how working capital management, and hence factoring and supply chain finance, has developed from this. It also reflects on the potential frailty and dangers that over exposure to some supply chain structures can bring.
On late payments he says: “just a couple of weeks delay on 30 day terms increases working capital consumption by one-and-a-half times.” I wonder how many factors use such direct terms in their advertising material. If they do not, perhaps they should consider it, particularly as the trend is for larger companies to use receivables finance, and it is those companies in particular that tend respond well to the use of such analytic sound bites.”
Reprinted with permission.
May 2, 2010
Igor Zax, founder of Tenzor Ltd, was presenting again at LBS (London Business School) with a guest lecture Distressed M&A –Supply Chains and Working Capital Solutions? , as part of a course “Mergers, MBOs and Other Corporate Reorganisations” 22 April 2010.
The lecture addresses strategies distressed mergers and acquisitions, core principles for turnarounds, effect of supply chains, role of ABL (asset backed lending), working capital management, distribution structures and vertical integration.
December 2, 2009
Corporate Turnaround- looking beyond just banks and the debtor
Presentation By Igor Zax on a conference on Corporate Financial Restructuring in Russia & CIS conference, Moscow, December 1-2 2009
September 9, 2009
Working Capital – Seeing a Broader Picture The article by Igor Zax, adresses working capital management within changing economic and industry environment, its links to business strategy, supply chain, distribution and industry models.
Published in Global Treasury Briefing and GT News – publications of AFP (Association of Financial Professionals). Reprinted with permission.
May 25, 2009
The article shows how understanding of supply chain and industry models can open new opportunities for turnaround and private equity in general
Reprinted with permission from Private Equity News
May 17, 2009
Below is a discussion on Linkedin between Igor Zax (Tenzor Ltd.) and Tony Heywood (Gilcrest Services Ltd) on effect of credit insurance withdraw and latest government support initiatives on retail industry.
Withdrawal of credit insurance has a devastating effect on the fashion retail industry and is holding back recovery. Has anyone yet received or requested help under the Budget insurance scheme yet?
Just a small note- to the best of my knowledge the particular scheme is only covering reduction of cover through providing top up, not complete withdraw. My guess is most of the cases you refer to the cover is completely withdrawned, so the scheme would not help…
You are correct – it only covers reduction after 1st April and then only tops up to a max of the existing cover. So if cover is reduced to 30% it will only bring it up to 60%.
My feeling is, that it is likely to be of little help to the industry and is another Government initiative which is big on headlines but of little actual help.
I was hoping that I may be wrong but the lack of replies from here and other requests re-enforces my belief.
A little more about it in my blog
I guess one shall question the relevancy of the scheme for your sector. Firstly, it is for sellers based in UK- so unless the retailer buys from UK company (manufacturer if these still exist or distributor) it is not relevant at all.
Secondly, it only applies to whole turnover policy. What it is likely to mean is that there may be an incentive for insurer to actually reduce the cover, as they are still being paid on all sales, get less exposure and plus might charge a commission for administrating government policy on top of the 2% cost. This may also substantially increase cost to supplier, that is likely to be passed to retailer.
Could not agree more with the point in your blog about importance of communication with insurers. This would focus on three areas- complete and timely information (obvious point), getting the right interpretation (often the underwriter do not understand enough about the industry or company specific factors) and getting to the right level (somebody who can make an exception to general mechanical approach based on additional facts). Two latter points require a lot of credibility that one needs to build.
Lastly, do not assume supplier cannot take uninsured risk. Unless the insurance is tight to their own financing (such as invoice discounting or factoring), there is no reason they cannot take uninsured risk. The credit controller may think they cannot- CEO might have a different view if you are a very important customer AND you can provide reasonable comfort that you will be able to pay.
Excellent points Igor