Category:Liquidity management: Difference between revisions
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The analysis and management of an organisation's working capital and its sources of finance, to ensure that it is able to pay its obligations when they fall due. | The analysis and management of an organisation's working capital and its sources of finance, to ensure that it is able to pay its obligations when they fall due. | ||
:<span style="color:#4B0082">'''''Every organisation needs to run stress scenarios to right-size its liquidity buffers'''''</span> | |||
:"Now working at a bank, I treat liquidity risk totally differently from the way I saw it when I was working for a [non-financial] corporate. | |||
:Liquidity risk should be understood by running stress scenarios. | |||
:In a stress, all the funding providers, your suppliers and anyone who might have credit exposure might want to be protected and withdraw their funds. | |||
:Every corporate should run such a scenario and decide how much liquidity to keep aside. | |||
:This is very different from the approach that some corporates have that use their cash forecasts under normal scenarios [only] to decide the size of their liquidity buffers." | |||
:''Dimitris Papathanasiou, CFA - April 2024.'' | |||
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* [[LAB]] | * [[LAB]] | ||
* [[Liquidity]] | * [[Liquidity]] | ||
* [[Liquidity buffer]] | |||
* [[Liquidity management tool]] | * [[Liquidity management tool]] | ||
* [[Liquidity risk]] | * [[Liquidity risk]] | ||
* [[Market-based approaches to cash management and liquidity]] | * [[Market-based approaches to cash management and liquidity]] | ||
* [[Overall Liquidity Adequacy Rule]] (OLAR) | * [[Overall Liquidity Adequacy Rule]] (OLAR) | ||
* [[Scenario analysis]] | |||
* [[Stress test]] | |||
* [[UK gilt crisis]] | |||
* [[Working capital]] | * [[Working capital]] | ||
==...== | ==...== | ||
Revision as of 22:10, 26 April 2024
The analysis and management of an organisation's working capital and its sources of finance, to ensure that it is able to pay its obligations when they fall due.
- Every organisation needs to run stress scenarios to right-size its liquidity buffers
- "Now working at a bank, I treat liquidity risk totally differently from the way I saw it when I was working for a [non-financial] corporate.
- Liquidity risk should be understood by running stress scenarios.
- In a stress, all the funding providers, your suppliers and anyone who might have credit exposure might want to be protected and withdraw their funds.
- Every corporate should run such a scenario and decide how much liquidity to keep aside.
- This is very different from the approach that some corporates have that use their cash forecasts under normal scenarios [only] to decide the size of their liquidity buffers."
- Dimitris Papathanasiou, CFA - April 2024.
See also
- Black swan
- Cash management
- LAB
- Liquidity
- Liquidity buffer
- Liquidity management tool
- Liquidity risk
- Market-based approaches to cash management and liquidity
- Overall Liquidity Adequacy Rule (OLAR)
- Scenario analysis
- Stress test
- UK gilt crisis
- Working capital
...
Pages in category ‘Liquidity management’
The following 189 pages are in this category, out of 841 total.
(previous page) (next page)A
- Accept
- Acceptance for settlement
- Acceptor
- Accrue
- Acid test ratio
- ACT/360
- ACT/365 fixed
- AdvDipTM
- Adverse selection
- ALA
- AOS
- APP fraud
- Apportion
- ASC 230
- ASF
- ASPSP
- Australian Prudential Regulation Authority
- Authentication
- Authorised push payment
- Availability
- Available Stable Funding
- Aval
- Award in International Cash Management
- AwardICM
B
- Back value date
- Back value dating
- Backstop
- Backstop facility
- Balance and transaction activity
- Balance netting
- Banded
- Bank account
- Bank cheque
- Bank draft
- Bank float
- Bank identifier code
- Bank transfer
- Banker's draft
- Banker's payment
- Banking as a service
- Basel IV
- Basic bank account
- BBLS
- BBR
- BCC
- BESP
- BEY
- BGIN
- Bilateral repurchase agreement
- BISL
- Bloomberg Index Services Limited
- BoE
- BOEBR
- BOJ
- BOJ-NET
- Bond fund
- Book funds transfer
- Borrowing
- Botnet
- Bounce Back Loan Scheme
- Bp
- Bretton Woods
- Bretton Woods Conference
- Bridge
- Bridge facility
- Britcoin
- Bulk funds transfer system
- Burn rate
- Buy Now Pay Later
C
- C&CCC
- Call money
- Capital and liquidity management
- Capital management
- Card not present
- Cardano
- CAS
- Cash balance
- Cash burn
- Cash burn rate
- Cash concentration or disbursement
- Cash concentration or disbursement plus addendum
- Cash conversion efficiency
- Cash equivalents
- Cash flow
- Cash letter
- Cash pooling
- Cash positioning
- Cash reserves
- Cashflow
- Cashier’s cheque
- CBD
- CBEST
- CBILS
- CCC
- CCD
- CCD+
- CCE
- CD
- CDD
- Central account
- Central bank money
- Central bank public goods
- Central bank reserves
- Central clearing party
- Central infrastructure services
- Centralised finance
- Certificate of deposit
- CFF
- CFP
- CGI
- Charge card
- Chartered Institute of Credit Management
- CHATS
- Check
- Cheque clearing
- Cheque imaging
- Cheque truncation
- CHIPS
- CIPS
- CLBILS
- Clean draft
- Clearance
- Cleared balance
- Closing
- CMSA
- CNAPS
- CNH
- CNP
- CNS
- COBO
- Coin
- Collateral swap
- Collect
- Collection
- Collection account
- Commercial paper
- Commitment commission
- Common issuance
- Community bank
- Compensating balances
- Composable architecture
- Compound Annual Growth Rate
- Compound interest
- Compromise
- Concentration account
- Confirmation of Payee
- Contactless
- Contactless payment
- Controlled disbursement
- Conventional year
- CoP
- COPD
- Coronavirus
- Coronavirus Large Business Interruption Loan Scheme
- Country items
- Courtesy amount recognition
- COVID-19
- Credit Benchmark
- Credit card
- Credit line
- Credit migration
- Credit migration risk
- Credit transfer system
- Creditworthiness
- Cross-border interchange fee
- CRR II
- CRR III
- Cryptoassets Taskforce
- Cumulative compounded rate
- Currency
- Currency clearings
- Currency code
- Currency management
- Currency substitution
- Current account
- Current ratio
- Custodian
- Custody
- Custody risk