Advanced Operations Management
2nd Edition
Published on 24. March 2006
Book
Paperback/Softback
352 pages
978-0-470-02654-0 (ISBN)
Description
Operations management is a vital component of any organisation in the financial markets. Without highly efficient operational capacity any business would be vulnerable to competition and would find the overall cost of its business unviable. It is also the case that operations teams and the functions they perform have both altered radically in the last five to ten years, illustrated by the active role in risk management that operations teams perform today. Traditionally a predominantly processing function, the changes to the structure of the industry have been significant and this has fundamentally altered the operations scope. Today its functions are processing but also risk control, client service, revenue or profit protection, and in some cases revenue generation.
In this book David Loader analyses the challenges of being a good supervisor and manager in an environment of constant change, variable workloads and pressure to deliver quality services cost effectively. He also discusses the challenges and most effective ways of managing risk, people and clients.
Key business issues facing the manager are covered, including:
* Management philosophy
* Treasury operations
* Resource management
* Technology
* Procedures
* Management information
* Industry developments
More details
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Additional editions
David Loader
Advanced Operations Management
E-Book
01/2007
2nd Edition
Wiley
€44.99
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Previous edition
David Loader
Advanced Operations Management
Book
04/2003
Securities Institute ltd
€57.13
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Person
David Loader is Managing Director of the London based Derivatives and Securities Consultancy Ltd (DSC). DSC provides various consultancy and educational services to a wide range of financial institutions globally. David has over thirty years' experience in the finance industry, particularly in operations, gained in a number of major organisations including SG Warburg Group where he was Operations Director. He is heavily involved in financial education and training, as a Director of Computer Based Learning Ltd (providing e-learning solutions to the financial services industry), and as an author and presenter of training courses for The Securities and Investment Institute.
David is a member of The International Guild of Bankers, The Institute of Directors and The Securities and Investment Institute.
Content
1 THE CHALLENGE.
The profile of operations.
Operations is a business.
The challenge of change.
The challenge of management style.
The challenge of global markets.
The challenge of personal goals.
The challenge of dealing with events.
2 THE MANAGEMENT PHILOSOPHY.
Reporting lines.
3 THE MANAGEMENT OF RISK.
Market risk.
Characteristics of the products used.
Management risk.
Inadequate procedures and controls.
Information or reporting risk.
Market or principal risk.
Credit or counterparty risk.
Operational risk.
Means of reducing settlement risk.
Personnel/HR risk.
Liquidity risk.
Systemic risk.
Financial or treasury risk.
Technology risk.
Systems failures.
Technology awareness.
Legal risk.
Regulatory risk.
Reputation risk.
Other risks.
Malicious risk.
Country risk.
Understanding risk.
Controlling risk.
Strategic controls.
Management responsibility.
Role of risk management.
The risk management process.
Risk management departments.
Staff training.
4 SECURITIES FINANCING.
What is securities financing?
Stock lending.
Securities lending process flows.
Loan initiation.
Delivery of collateral and securities.
Management of benefits and collateral.
Return/recall of securities.
Payment of fees.
Lending agreement.
Repurchase agreements (Repos).
Collateral.
Securitisation.
5 TREASURY AND FUNDING.
Case study.
Unsecured borrowing.
Secured borrowing.
Money market instruments.
Derivatives.
Foreign exchange.
Treasury settlements.
Cash management.
Risk in treasury settlement.
6 RESOURCE MANAGEMENT.
Pressures on resource.
Defining resource.
Training and developing people.
Contingency planning.
Restructuring.
Training and personal development.
Succession planning.
Dealing with people.
The working environment.
Managing systems.
Technical performance.
Operational performance.
Difficult people.
Motivation.
No motivation means trouble is brewing.
Performance measurement.
Management of people.
7 TECHNOLOGY IN OPERATIONS.
Timing and resourcing.
Loss of key personnel.
Managing the operations function through the project.
Post-implementation.
Technology and the future.
8 PROCEDURAL DOCUMENTATION-CAPTURING THE KNOWLEDGE BASE.
The historical perspective.
The benefits of good documentation.
What is good procedural documentation?
In-house or outsource?
1 Skill.
2 Time.
3 Cost.
Maintaining, controlling and distributing the documentation.
9 CLIENT MANAGEMENT.
Customer relationships.
The approach to customer relationships and the 'client culture'.
Know your client.
General guide to account opening and customer identification.
Money laundering.
Defining the service and establishing relationships.
What is considered as client service?
Establishing relationships.
The manager's role in relationship management.
Structure of the operations function.
Responsibility.
Measuring service levels.
Escalation procedures.
Client liaison programmes.
Front-office client team.
Industry issues.
Training the team.
Analysing competition.
Developing the service.
What are the potential problems in customer relationships?
Managing risk in the customer relationship.
Client visits.
10 MANAGEMENT INFORMATION.
Information paths.
Distribution.
MI production.
Sourcing data.
Compilation and validation.
Production of MI.
Risks in MI.
11 OUTSOURCING/INSOURCING OPERATIONS FUNCTIONS.
Outsourcing.
Regulation and outsourcing.
Insourcing.
12 INDUSTRY DEVELOPMENTS.
Regulatory changes and T&C.
Industry recommendation.
Shortening settlement cycles.
What else?
Bank for International Settlement.
Securities Industry Association.
Alternative Investment Management Association.
International Swaps and Derivatives Association.
International Securities Markets Association.
GSCS benchmarks.
Other industry organisations.
Remote clearing.
The G30's 20 recommendations.
Creating a strengthened, interoperable global network.
Mitigating risk.
Improving governance.