Wednesday, November 24, 2021

SAP Banking and Capital Optimization in a world of Capital scarcity.

 Dear,

Although many economists deny it, the economic growth experienced by humanity in the last 200 years has not capitalism as its main factor, but access to cheap and abundant energy brought about by the industrial revolutions.

With the oil shocks of the 1970s, growth weakened and the system had to turn to debt as a resource to boost the economy. For this reason, at the beginning of the 1990s a process of deregulation of the financial system began, which allowed the limits established after the great depression of 1929 to be exceeded.

The 2008 crisis showed us that the seams of the financial system were beginning to unravel due to the unpayable debt. In order to continue turning the wheel of growth, public funds were transferred to cover private losses (TARP), the cost of capital was artificially reduced with the quantitative easing cycles and the use of shadow banking was encouraged. The price to pay has been an artificial stability of the financial system that is more leveraged than ever, but in which in theory, banks are well capitalized. In reality, the overleverage of the counterparties has undercapitalized the entire system, so that the solvency of the banks is fictitious, but another long decade of economic growth has been enjoyed.

The obsession to generate nominal returns while ignoring the cost of capital, a fundamental characteristic of a volume-oriented financial system, has inflated the largest financial bubble in the history of capitalism, with ramifications in the Chinese real estate sector, the US shale oil industry, cryptocurrencies and some more that we will discover soon.

The objective of all this effort to squander resources, until confronting the physical bases of growth, was to lengthen the mirage a little more, whatever the cost.

Congratulations to everyone, we are already close to the limits that the planet can support. And now what?

Now we face multiple and critical challenges; the energy transition, the climate crisis and the transformation of the financial system.

Why has the transformation of the financial system become critical and urgent?

Economic growth is strongly coupled with energy consumption, as we mentioned before, the stages of strong economic growth have required abundant and cheap energy.

But the energy transition and the climate crisis are reducing the availability of energy, so it is reasonable to think that they will reduce economic growth.

And the lower economic growth has as a consequence a lower generation of capital that, together with the excess of debt, has brought about a new economic environment characterized by the scarcity of capital.

If capital is scarce, the main driver of the financial system should be capital optimization.

That is easy to say but very complicated to implement, the proof is that there are not many concrete proposals in this regard.

As the Second Principle of Thermodynamics indicates, optimizing a resource requires reducing the degrees of freedom of the system that consumes it (entropy) and that can only be done by incorporating information.

The practical application of this principle to the management of business processes is the work of the Israeli Physicist Eliyahu M. Goldratt With his Theory of Constraints, Dr. Goldratt taught us how to optimize the consumption of tangible capital (production capacity, transport, storage, etc.).

Since 2008 I have worked on translating the Theory of Constraints to the optimization of intangible capital (solvency and liquidity), based on postulates analogous to those of Dr. Goldratt.

I have been a SAP consultant for 30 years and I have seen how it has transformed multiple industries by integrating business processes, establishing a data and process model that has become a "de facto standard".

This standardized data and process model has reduced the operational costs associated with integration, facilitating the optimization of tangible capital.

Optimizing solvency and liquidity requires integrating the provision of financial services with the processes of the non-financial economy, establishing a common language between both worlds.

In other words, it requires modeling the events, assets and liabilities of the non-financial economy in terms of generation and consumption of solvency and liquidity. This is exactly what we have done for the last 12 years.

With this information, and using standard SAP Banking tools, our system proactively proposes financial instruments that cover solvency and liquidity deficits in a business process. Additionally, it offers investment opportunities to processes that generate solvency and liquidity surpluses. All of this, adjusting the risk weighted investment yield, with the aim of reducing the solvency and liquidity consumption of the system.

Making an analogy, it works like the inventory models managed by the supplier, typical of logistics, but offering financial services instead of restocking products.

We are working on presenting our system to the market, and looking for business partners and investors, if you are interested do not hesitate in contacting me at ferran.frances@capitency.com

Looking forward to reading your opinions.

Kindest Regards,

Ferran Frances.

www.capitency.com

Join the SAP Banking Group at: https://www.linkedin.com/groups/92860

Visit my SAP Banking Blog at: http://sapbank.blogspot.com/

Let's connect on Twitter: @FerranFrancesGi

Ferran.frances@capitency.com

Sunday, October 31, 2021

Weak Economic Growth, Capital Scarcity and Capital Optimization with SAP Banking.

Dear,

In recent months, as the world economy reactivated after the COVID-19 shock, we have seen rapid growth in energy prices.


During the industrial era, economic growth has been coupled with energy consumption. If this trend continues, and nothing suggests that it will break, the decrease in energy availability, either due to the depletion of natural sources, or the need to fight against climate change will weaken economic growth.


https://edition.cnn.com/2021/10/26/business/gas-prices-energy-crisis-schwarzman/index.html


As, in addition, excess debt reduces the capital available in the Financial System, we find ourselves in a new structural environment of capital shortage.


Capital is the most important resource of the Financial System, if we are in a new environment of capital scarcity the priority of the Financial System is and it will be capital optimization.


If you do a search in Google of the type "banking capital optimization" you will find many entries explaining the importance of optimizing capital, but there is not much documentation describing the steps of a capital optimization process. I will try to do it briefly in this blog.


1) The first step in a Capital Optimization process is measuring accurately the Capital consumed in every market segment that the bank is exposed to.


This is the main value proposition of the Integrated Financial and Risk Architecture of SAP Bank Analyzer.


Bank Analyzer – Credit Risk module will calculate the Risk Weighted Assets of every contract, every risk exposure of the bank’s portfolio, and consequently the Regulatory Capital consumed.


Once we know the Capital consumed by every Contract/Exposure, we can aggregate the Capital consumed according to the analytical dimensions that we have defined in the Bank Analyzer-Results Data Layer, and consequently we will know the Capital consumed in every market segment in which the bank operates.


Alternatively, the SAP Bank Analyzer Credit Portfolio also gives us the Economic Capital consumed by market segment, and all the complementary parameters to the Capital consumed.


2) The second step in a Capital Optimization process is the efficient assignment of Collaterals to exposures for reducing the Risk Weighted Assets and the Capital consumed.


The assignment of Collaterals to Exposures is not always a static assignment. The 1 to 1 assignment of a Collateral to an exposure is just the trivial case, but it’s usual that several (n) exposures are assigned to several (m) collaterals.

In case (n) exposures are assigned to (m) collaterals there’s an Optimal Distribution of the Collateral portions to the Exposures, which reduces the Risk Weighted Assets, and consequently the Capital consumption. This is the basis of the Dynamic Management of Collaterals that we discussed in a previous blog, and we will analyze again in a future one.


https://sapbank.blogspot.com/2012/09/capital-management-chapter-v-dynamic.html


The Bank Analyzer – Credit Risk Module has strong capabilities for the Optimal Distribution of Collaterals to Exposures in the Level 2 of the Calculation of the Risk Weighted Assets. These capabilities look at the Probabilities of Default and Exposures at Default of the Exposures and the Collateral Values, adjusting efficiently the assignment of Collateral portions to Exposures.


3) The third step of a Capital Optimization process is maximizing the Bank's profit reducing the Capital Consumed. Every market segment has a potential expected profit, and every market segment has a potential Expected Loss, and consequently a potential Capital Consumption.


Optimizing Capital means identifying the market segments with higher Expected Profit weighted by the Expected Capital consumed of the market segment.


This is the most difficult element of a Capital Optimization process, because it requires a double-synchronized simulation, looking for a solution which minimizes the Risk Weighted Assets maximizing the Expected Profit.


This optimization engine is still not available, but the Integrated Financial and Risk Architecture of Bank Analyzer has been designed for having an Integrated and Reconcilable vision of Risk and Accounting (Profit).


The IFRA is the technical foundation for running cycles of simulation that Capital Managers should run for achieving the Optimal Planning of the bank’s portfolio, reducing the RWA and maximizing at the same time the expected Profit.


Finally, the future will require the automatic calculation and simulation of banks investments, for proposing the Optimal Sales and Execution planning of the Bank. I’ve personally worked in some of these models, by adapting the Theory of Constraints to portfolio management.


These simulations require very strong computing capabilities, but this is the value that SAP HANA provides for solving the problem.


Looking forward to reading your opinions.


K. Regards,

Ferran.


www.capitency.com


Join the SAP Banking Group at: https://www.linkedin.com/groups/92860


Visit my SAP Banking Blog at: http://sapbank.blogspot.com/


Let's connect on Twitter: @FerranFrancesGi


Ferran.frances@capitency.com


Monday, October 11, 2021

Capital Scarcity and Capital Optimization with SAP Banking.

Dear,

As some of you know, I have mentioned in previous messages that the banking system is facing a systemic transformation, from a model based on Volume to a model based in Efficient Management of Capital.

Two forces are moving the financial system towards a new environment of capital scarcity; global debt, the highest in the history of capitalism, and weak economic growth.

There are many estimations of the Global Debt, you can find a very detailed one on the IMF website.

https://www.imf.org/external/datamapper/datasets/GDD

Weak economic growth is coming as a consequence of the energy and other natural resources scarcity, including climate change, and threatened natural environment.

Ultra Expansive monetary policies of the central banks are still maintaining liquidity of the capital markets but they are also exacerbating the rise of energy and natural resources prices.

Some people are warning that the economy is falling in an inflationary cycle; I disagree.

Although they are inflated by the monetary policies, current prices rise have the shape of an external shock, but they will not produce an inflationary crisis. Actually, as we already saw in the 2008 financial crisis, they will trigger a capital crisis.

Sustaining the inflationary cycle requires that demand can respond to offering prices rise, increasing its buying capacity. But this is not possible because automation and robotization are pushing salaries down, and global debt also prevents increasing demand capacity by borrowing funds.

As the prices rise we will see demand destruction that will stabilize prices, but with a constrained offering and demand. This means less economic activity and consequently weaker capital generation.

In this new environment we have to find processes and technology for optimizing capital. I have spent most of my professional career looking at SAP technology capacity for capital optimization. You can find some of what I have written about the topic by google “SAP Banking capital optimization” (without quotes).

SAP has always been about capital optimization. By making information available through the Supply Chain, companies have been able to increase level of service and reduce inventory, production and transportation costs (optimizing tangible capital).

Same principle applies for solvency and liquidity optimization. I discovered this in 2008 and I started to work on the integration of the processes of the real economy with the financial economy. This integration provides the information for reducing risk and optimizing solvency. As most of the real economy business processes are run on SAP, the answer of how to integrate the financial and non-financial economy was easy.

Since then I have been working on modeling the business processes of the real economy in terms of capital and liquidity consumption and generation. This is the same logic followed by the SAP Integrated Financial and Risk Architecture for Financial Instruments (Securities and Over the Counter), but there is no reason for doing the same with non-financial business processes (Sales and Purchase Orders, Forecasts, Production Orders, etc.).

As we have the complete view of the Capital and Liquidity position and evolution of the company, we can proactively provide Financial Instruments for covering capital and liquidity gaps or investment opportunities for capital and liquidity surpluses. For those of you who are familiar with the concept of Supply Chain management it is a similar concept, but instead of replenishing goods (tangible capital), the system provides solvency and liquidity, with the objective of reducing the capital consumption of the system.

Optimizing capital means improving the margin weighted by capital consumption, or in other words, including the cost of capital in the margin calculation.

Calculating the cost of capital requires a holistic vision of the business processes because it spreads on them. But it also looks at the expected future maturity of the investment, consequently requires integration between planning and execution.

Only SAP can offer this holistic vision and that’s why SAP Banking will be the leader in capital optimization when its value proposition is fully understood.

We are working on presenting our system to the market, and looking for business partners and investors, if you are interested do not hesitate in contacting me at ferran.frances@capitency.com

Looking forward to reading your opinions.

Kindest Regards,

Ferran Frances.

www.capitency.com

Join the SAP Banking Group at: https://www.linkedin.com/groups/92860

Visit my SAP Banking Blog at: http://sapbank.blogspot.com/

Let's connect on Twitter: @FerranFrancesGi

Ferran.frances@capitency.com


Monday, August 16, 2021

Event Based and Real Time Capital Optimization with SAP Banking.

Dear,

The high performance technology of S4 HANA has made possible the elimination of many SAP intermediate tables and the development of the SAP Simplification initiative in S/4HANA.


A great improvement is the new concept of Event Based Accounting which permits the valuation of assets (including Work in Process) at the time of the Event without having to wait until the end of Period close.


Event Based Accounting Revenue Recognition (Event Based Accounting) is possible as a consequence of the integration of Analytical and Financial Accounting into the Universal Journal, with the Object Cost being part of the Coding Block, instead of being spread amongst multiple Financial and Analytical Accounting Tables.


This is an architectural design that opens the door to extend all the Accounting reporting needs to one flexible coding block, providing the foundation for a consistent single source of the truth which does not require complex reconciliation processes to guarantee the validity of the results.


As SAP Financial Products Subledger integrates directly with the Universal Journal of S/4HANA, Event Based Accounting improves the capabilities for the Financial Reporting of a Bank or Insurance Company.


For instance, the Costs of a marketing Campaign, collected in an Marketing Internal Order, can be evaluated in Real Time, simplifying the End of Period processes. As the Universal Journal has become the Single Source for Accounting, also for the Accounting of Financial Instruments, it reduces the complexity of the Bank’s Accounting and Disclosure processes.


Developing an Event Based Accounting for Financial Instruments presents other challenges. Financial Instruments valuation requires estimation of future Cash-Flows, Market Data, Credit, Liquidity and Market Risk adjustments, Collaterals and Exposures evaluation. But until the equivalent functionalities of Event Based Accounting are available for Financial Instruments, having a Single Source of Truth for Financials in the Universal Journal is a major advantage in the preparation of the Financial Statements.


The SAP HANA In-Memory Computing performance supports General Ledger line items reporting possible, so we can build reports on all the provided attributes stored in the Universal Journal without having to replicate the data to Business Information Warehouse or any other aggregated repository.


This integrated architecture increases traceability, facilitating the revenue recognition analysis, from accounting postings to commitments and other operational events.


With the integration offered by the Universal Journal we get for all postings of the SAP subledgers (Assets Management, Financial Instruments, Projects, Sales, Materials, etc.), with its costs, revenues, and revenue recognition postings, including the option for multi-currency accounting.


Additionally, the S/4 HANA and FPSL architecture provides parallel valuation capabilities with parallel ledgers.


As the Financial System has to be transformed from a model based in volume to a model based in Capital Optimization, it requires to track the flows of Capital consumption. All these capital consumption flows are already in SAP systems, speaking SAP language. The only alternative is that the financial system “speaks” the same language in order of tracking the capital consumption flows. This is what SAP professionals call “Integration”.


The last 11 years our team has worked in modelling all the economic events and business flows represented in the SAP systems of the Real Economy, in terms of Capital and Liquidity consumption and generation. With this information, our systems measure how to offer Financial Instruments for covering Capital and Liquidity gaps or investing Capital and Liquidity surpluses, optimizing the Capital and Liquidity consumption of the system. 


We are working on presenting our system to the market, and looking for business partners and investors, if you are interested do not hesitate in contacting me at ferran.frances@capitency.com


Looking forward to reading your opinions.


Kindest Regards,


Ferran Frances.


www.capitency.com


Join the SAP Banking Group at: https://www.linkedin.com/groups/92860


Visit my SAP Banking Blog at: http://sapbank.blogspot.com/


Let's connect on Twitter: @FerranFrancesGi


Ferran.frances@capitency.com



Sunday, May 30, 2021

Dynamic Collateral Management and Capital Optimization with SAP Banking.

 Dear,

Capital is the most critical resource of the Financial System. In the last decades, due to excess debt and weak economic growth, Capital has become very scarce.

According to the European Banking Authority, European banks face a 135 billion euro capital shortfall.

https://www.reuters.com/article/eu-banks-regulator/eu-watchdog-says-banks-face-135-billion-euro-capital-shortfall-idINL8N2433U3

While other sources warn that the capital shortfall of the European banks could be 600 billion euro.

https://www.spglobal.com/marketintelligence/en/news-insights/latest-news-headlines/eurozone-banks-may-face-8364-600b-capital-shortfall-in-systemic-crisis-8211-economists-59238561

If Capital is scarce, the most critical activity of the Financial System is Capital Optimization and this is driving the transformation of the Financial System, from a model based in Volume to a model based in Efficient Capital Management.

One of the most effective techniques in Capital Optimization is Dynamic Management of Collaterals, let me give you a brief description of the concept.

A classical method for Risk Mitigation (Capital consumption reduction), recognized by all the Basel agreements and solvency regulations, is collateralization. Consequently, collateral rights are part of the Capital of an organization.

On collateral management we can follow two basic approaches.

• Static Collateral Management. The Bank has an exposure (receivable or asset) and requires a collateral right for hedging the Default Risk of the exposure. Normally, the higher the exposure, the higher the collateral that the Bank will require. The collateralization degree will be determined by the difference between the amount of the Exposure and the value of the collateral.

• Dynamic Collateral Management. On the other hand, according to the Basel agreement, Capital consumption (solvency) does not depend directly on the Bank’s exposure, but on the Bank’s exposures “weighted” but the exposures’ risk. Consequently collateralization degree depends on the risk of the exposure, and it changes (dynamically) with it.

The difference on the above approaches has relevant consequences for Capital Management.

In the first case, collateralization does not depend on the exposure’s risk (rating), but only on its size (the risk of the collateral value is somehow considered if we update the collateral value regularly), while in the second approach the risk of the exposure is integrated on the Risk Weighted Assets Calculation and consequently on the collateralization degree.

The second approach is more sensitive to risk and permits a more efficient management of the Collateral, and consequently, the Solvency and Capital.

This is particularly useful when a group of collaterals is covering a group of exposures; determining the most efficient distribution of the collaterals to the exposures reduces the capital consumed which is the foundation of the Dynamic Management of Collaterals, one of the main Capital Optimization techniques.

The last 11 years our team has worked in modelling all the rights, obligations, assets, liabilities, economic events and value flows represented in the SAP systems of the Real Economy, in terms of Capital and Liquidity consumption and generation. With this information, our systems measure how to offer Financial Instruments for covering Capital and Liquidity gaps or investing Capital and Liquidity surpluses, optimizing the Capital and Liquidity consumption of the system.

We are working on presenting our system to the market, and looking for business partners and investors, if you are interested do not hesitate in contacting me at ferran.frances@capitency.com

Looking forward to reading your opinions.

Kindest Regards,

Ferran Frances.

www.capitency.com

Join the SAP Banking Group at: https://www.linkedin.com/groups/92860

Visit my SAP Banking Blog at: http://sapbank.blogspot.com/

Let's connect on Twitter: @FerranFrancesGi

Ferran.frances@capitency.com

Friday, May 21, 2021

Activity Based Capital Optimization with SAP Banking.

Dear,

Many economists agree that we are at the end of a Financial System model.

For instance, Larry Summers, 71st Secretary of the Treasury for President Clinton and the Director of the National Economic Council for President Obama, has described the current economic environment as "Secular Stagnation; a prolonged period in which satisfactory growth can only be achieved by unsustainable financial conditions”

http://larrysummers.com/2017/06/07/secular-stagnation/

For decades strong economic growth has made Capital abundant, but this started to change in the last decades of the last century when economic growth became weaker and global debt rose until becoming the highest in the history of capitalism.

                              Source: World Bank.

Excess of debt consumes Capital and weak economic growth prevents Capital generation, this is why Capital has become scarce, and Capital is the most important resource of the Financial System.


If Capital is scarce the priority is Capital Optimization and this is the driver of the New Financial System that will emerge from this crisis.


Capital Optimization requires maximizing the Return of Investments weighted by Capital consumption.


Capital consumption is directly proportional to the Risk Weighted Assets, this means that Optimizing Capital is synonymous with reducing the risk of the economic activities, and risk is always reduced by applying information.

 

As the economy becomes a Information based Economy, processes have become more important than tangible assets; you can look at the examples of Amazon, Google, Facebook, Netflix, etc.


In order to optimize the Capital consumed in a process we need to determine the value generated by the process, the assets we have to allocate to the process and the risk of suffering losses on the assets (tangible & untangible) allocated to the process.


The Activity Based Costing of the SAP Enterprise Core Components System, in combination with other SAP ECC modules like Profit Center Accounting, Production & Internal Orders, and specially with the multi-dimensional accounting capabilities of the Universal Journal of S4 HANA are an excellent starting point.


ABC Processes, Profit Centers and Orders support the tracking of value generation with sophisticated activity cost driver templates. At the end "activating" a cost is estimating the capacity of the process of generating value from the cost.


The estimation of the value generation is the first step on the Capital Optimization process.


The following step is estimating the risk exposure associated to the value generation. When we establish the link between the risk exposure and the value generation drivers, we will be in the position of reducing the coefficient of capital consumption for value generation (by allocating the information that will reduce the risk).


Processes of the Information economy come with enormous amount of data, this is growing every second  and it is growing much faster with the implementation of new technologies like the Internet of Things.


Not all the data have the same relevancy on reducing the capital consumption of the process and the objective is identifying the relevant data, structuring the data in relevant information and finally developing models for integrating the information in the process, reducing risk and consequently Capital Consumption.


For the last 12 years our team has analyzed business processes modeled in SAP System for modeling the cost drivers of these processes in terms of Capital consumption and generation.


With this information, we can optimize the expected profit of a business process, weighted by its Capital consumption, which is the objective of a Capital Optimization system.


Looking forward to reading your opinions.


Kindest Regards,


Ferran Frances.


www.capitency.com


Join the SAP Banking Group at: https://www.linkedin.com/groups/92860


Visit my SAP Banking Blog at: http://sapbank.blogspot.com/


Let's connect on Twitter: @FerranFrancesGi


Ferran.frances@capitency.com


Monday, May 17, 2021

Specialized Lending, Capital Flows Tracking and Capital Optimization with SAP Banking.

Dear,
The Financial System is in process of Systemic Change from a model based in Volume to a model based in Efficient Management of Capital.

Excess of Debt (consumes Capital) and weak economic growth (limits Capital generation) has generated an economic environment of Capital scarcity. Do not forget that Capital is the most important resource of the Financial System.

Many strategic thinkers have detected the threat and the systemic change, but most of them have failed in proposing solutions.

In 2012 McKinsey released the paper “Capital Management. Banking’s new imperative” whose title is self-explanatory.

https://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/risk/working%20papers/38_capital%20management%20bankings%20new%20imperative.ashx

Since them many others have made analog warnings and issued similar papers. Just google “Banking Capital Optimization” (without quotes) and you will find many comments, articles and papers about this topic.

While global debt keeps growing and natural resources scarcity puts a brake on economic growth, Capital scarcity becomes bigger and bigger making it more urgent to find solutions.

In July 2019 the European Banking Authority estimated the Capital shortage of the european banking system at 135 billion euro. This estimation does not include the economic impact of the COVID-19 pandemic.

https://www.reuters.com/article/eu-banks-regulator/eu-watchdog-says-banks-face-135-billion-euro-capital-shortfall-idINL8N2433U3

German economists Moritz Schularick, Sascha Steffen and Tobias Tröger warned that the Capital shortage of the European Banking System could achieve 600 billion euro due to the economic consequences of the COVID-19 pandemic.

https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3638031

Additionally we should include the impact on the economic growth and Capital of the costs of the energy transition process that the world’s economies are confronting in the oncoming months and for a very long period of time.

Larry Summers, 71st Secretary of the Treasury for President Clinton and the Director of the National Economic Council for President Obama, described the current economic environment as "Secular Stagnation; a prolonged period in which satisfactory growth can only be achieved by unsustainable financial conditions”

http://larrysummers.com/2017/06/07/secular-stagnation/

Capital scarcity is not a hypothesis, it is a fact. Its effects are already visible but they are going to be much more visible very soon.

If Capital is and it is going to be scarce, Capital Optimization is mandatory, and the question is do we have feasible proposals for Capital Optimization?

The first pillar in a Capital Optimization design requires measuring where, when and how Capital is consumed, and tracking the Capital flows amongst organizations, partners, counterparties, etc.

This is known, and there are and there have been initiatives for improving the tracking of Capital flows; Specialized Lending is an example.

Specialized Lending is a method of funding in which the lender looks primarily at the revenues generated by one or many clearly identified assets, both as the sources of repayment and as collaterals for the loan. Specialized Lending uses Special Purpose Vehicles which are legal entities owning the assets; isolating the assets and their generated revenues from other counterparties or exposures.
As you can see, capital flows are encapsulated to the business activities of the Special Purpose Vehicle, and then tracked and accurately evaluated.

The difficulty is this is not a flexible construction and the involved operational costs are quite high.

On the other hand, SAP has been modelling and tracking accurately capital flows of the real economy for 30 years. SAP integration capabilities facilitate evaluating individually the business flows, estimating their fulfillment and generating the accounting entries accordingly.

By estimating the risk involved in the exposures of these capital flows, we would have a very accurate measurement of the Capital consumption of them (capital consumption is directly proportional to the risk weighted exposures).

This is what we have done during the last 12 years; we have analyzed the capital flows of the real economy, modelled in SAP systems, and built a systematic model for estimating the risk weighted exposures of these business flows, tracking them individually as they are transferred amongst counterparties.

With this information, we can measure the expected profit of a business process, weighted by its Capital consumption, which is the first pillar of a Capital Optimization system.

Looking forward to reading your opinions.

Kindest Regards,

Ferran Frances.

www.capitency.com

Join the SAP Banking Group at: https://www.linkedin.com/groups/92860

Visit my SAP Banking Blog at: http://sapbank.blogspot.com/

Let's connect on Twitter: @FerranFrancesGi

Ferran.frances@capitency.com


Tuesday, May 11, 2021

Why will SAP Banking be the leader in Capital Optimization?

Dear,

The financial system is drowning due to lack of capital. Excess of debt consumes massive amounts of Capital and weak economic growth limits Capital generation.


According to the European Banking Authority, european banks face a 135 billion euro capital shortfall.


https://www.reuters.com/article/eu-banks-regulator/eu-watchdog-says-banks-face-135-billion-euro-capital-shortfall-idINL8N2433U3


While other sources warn that the capital shortfall of the european bank could be 600 billion euro.


https://www.spglobal.com/marketintelligence/en/news-insights/latest-news-headlines/eurozone-banks-may-face-8364-600b-capital-shortfall-in-systemic-crisis-8211-economists-59238561


Capital is the most critical resource of the Financial System, and if we are in the new environment of capital scarcity, capital optimization becomes the most critical activity.


McKinsey made it very clear in this 2012 paper.


https://www.mckinsey.com/business-functions/risk/our-insights/capital-management-bankings-new-imperative


The final objective of Capital Optimization is maximizing the economic profit weighted by Capital consumption, including all the inflows and outflows of the process. And the first step in a Capital Optimization process is measuring accurately how much Profit or Loss is generated in an economic process and how much Capital is consumed.


This efficiency driven value proposition has been at the center of SAP architecture from the beginning. The first question we can answer in an integrated system is how the company operations drive profit generation. With the first versions of SAP R3 Analytical Accounting (even with R2), executives could answer the question, where and how we make money or suffer losses.


With Profit Center accounting, and even more with the New General Ledger of SAP ECC, we could include assets and liabilities value in the efficiency measurement process. The question was not limited to where and how companies make money or suffer losses, as we could include the assets and liabilities involved in the process, we could determine the Return of the Investment.


But as Capital has become escarce, in addition to determining Profit and invested assets, we also must estimate the potential losses due to risk exposure (Expected Loss, Value at Risk, etc.), which at the end is another word for calling Capital consumption.


But calculating the losses due to risk exposure requires measuring the exposure and its ponderation of risk, and here is when SAP becomes the absolute leader in providing answers to our questions.


Capital consumption flows from companies to their counterparties and they have to be tracked for optimizing Capital. 


If we look at a Loan, we can simplistly think that the exposure is the disbursed amount; this is how it is modelled in many legacy banking systems. But actually the committed and not disbursed amount (free line) is also part of the exposure. 


The not disbursed commitments are also called off-balance exposures, which means that they are not represented in traditional “on-balance” Financial Statements. This is another limitation for legacy banking systems which have the Financial Statements at the center of their regulatory reporting architecture.


In the real economy there are many commitments, bilateral firmed commitments like a Contract, unilateral firmed commitments like an Offer (an Option that the other counterparty will accept or not) or less formalized like a Quotation.


When a Financial Instrument provides Capital and Liquidity to a company, all the risk exposures of the company and their risk ponderations determine the company solvency, and consequently the Capital consumption of the company counterparty (bank or not).


During the last 30 years, SAP has become the absolute leader in measuring and tracking exposures and risk in big and medium size corporations, which is the basis of Capital consumption in the real economy.


As the Financial System has to be transformed from a model based in volume to a model based in Capital Optimization, it requires to track the flows of Capital consumption. All these capital consumption flows are already in SAP systems, speaking SAP language. The only alternative is that the financial system “speaks” the same language in order of tracking the capital consumption flows. This is what SAP professionals call “Integration”.


The last 11 years our team has worked in modelling all the economic events and business flows represented in the SAP systems of the Real Economy, in terms of Capital and Liquidity consumption and generation. With this information, our systems measure how to offer Financial Instruments for covering Capital and Liquidity gaps or investing Capital and Liquidity surpluses, optimizing the Capital and Liquidity consumption of the system. 


We are working on presenting our system to the market, and looking for business partners and investors, if you are interested do not hesitate in contacting me at ferran.frances@capitency.com


Looking forward to reading your opinions.

Kindest Regards,

Ferran Frances.


www.capitency.com

Join the SAP Banking Group at: https://www.linkedin.com/groups/92860

Visit my SAP Banking Blog at: http://sapbank.blogspot.com/

Let's connect on Twitter: @FerranFrancesGi

Ferran.frances@capitency.com


Saturday, February 20, 2021

The future of Banking is Capital Optimization.

 Dear,

For decades, Global Debt has grown till rising historically high levels. At the same time, overconsumption of natural resources reduced the future potential growth.

Debt consumes Capital and Limited Economic Growth reduces Capital generation; if the system consumes more Capital than what it generates, makes Capital scarce.

As Capital is the most important resource of the economic system and it has become scarce, there is no higher priority than Capital Optimization.

Just two links where you can check what I just said.

https://www.economist.com/content/global_debt_clock

https://www.imf.org/external/pubs/ft/fandd/2020/03/larry-summers-on-secular-stagnation.htm


Actually, Capital Optimization has been a concern for years, most people understand that we can not grow unlimitedly in a world of limited resources (and Solvency/Capital is also a resource).

In the 2008 Financial Crisis, it became clear that Solvency is limited, and some recognized advisors gave a warning that Capital Optimization had become a critical activity.

A very good example is McKinsey’s paper of 2012 "Capital management: Banking's new imperative"

https://www.mckinsey.com/business-functions/risk/our-insights/capital-management-bankings-new-imperative


But there are many others;

https://www.oliverwyman.com/content/dam/oliver-wyman/v2/publications/2013/jun/Oliver_Wyman_RWA_Commercial_and_Retail_Banking.pdf

https://www.oliverwyman.com/content/dam/oliver-wyman/global/en/2015/jan/Efficient%20Regulatory%20Capital%20Management.pdf


Unfortunately, most of these documents give general advice, but in my opinion, failed on describing a concrete proposal for Capital Optimization.

I have been an SAP Consultant for nearly 30 years, first in the "real economy" (Chemical, Retail, Manufacturing, Telco, etc.) and since 2006 in Analytical Banking.

Capital Optimization has always been at the core value proposition of SAP; reducing Production, Storage and Transportation costs by collaborating and integrating processes. For instance; SAP Vendor Managed Inventory scenarios are clear examples of Capital Optimization.

For me, it was clear that the answer to Solvency and Liquidity Optimization requirements of the Financial System had to be driven by SAP, and in 2009 I finished the theoretical analysis of what should be a Capital Optimization model for Solvency and Liquidity.

You can find a short and simplified description in this video.

https://www.youtube.com/watch?v=GkcVF5CWVrU


Physics Principles teach us that Capital Optimization is determined by the capacity of reducing the entropy of a system, like a production process, a combustion engine, or a lithium battery.

Same principle applies to Solvency and Liquidity; Optimizing Financial Capital, for instance reducing Risk Weighted Assets, requires reducing the uncertainty (entropy) of the system with information. The question is, where and how to collect the necessary information?

With my experience as SAP Consultant in the "real economy" I knew that SAP is the world’s biggest collector of corporate information. As I mentioned before, companies share the information stored in their SAP systems for reducing Production and Transportation costs, improving customer service levels, etc. All these are examples of Capital optimization.

Same principle applies to Solvency and Liquidity, only by sharing information between Financial Services and Real Economy we can optimize Solvency and Liquidity; and if SAP is the biggest collector of corporate information (approx. 70% of the world’s GDP), the answer is clear.

Every process in the real economy, from a sales order to a production operation consumes and generates capital and liquidity (inflows and outflows of the process), the more efficient the process is, the higher the outflows are, minimizing the inflows. But the process requires a business process maturation, and this time-mismatch is covered by the Financial System.

If you model the capital and liquidity consumption of all the inflows and outflows (financial and non-financial) involved in a business process, you have the key for opening the capital optimization gate.

For the last 8 years a group of partners have worked on this, modelling the business events on the real economy for calculating how they consume and generate capital and liquidity, for answering the question of the solvency and liquidity that must be incorporated to the business processes for optimizing the capital of the system.

The final outcome is an SAP Banking system which speaks with the SAP systems of the corporations managed with SAP systems, and offers them Financial Services, optimizing the Capital and Liquidity of the System.

In a few words, we have translated the principles of the Vendor Managed Inventory scenarios to Financial Services, so instead of optimizing Inventory Levels or Production Capacity, we optimize Solvency and Liquidity.

We have run several prototypes and demos, and we feel ready to offer the service and we are looking for partners willing to be part of this endeavor.

If any of you is interested, you can send me an email to ferran.frances@capitency.com

Kind Regards,

Ferran Frances.

www.capitency.com

Join the SAP Banking Group at: https://www.linkedin.com/groups/92860

Visit my SAP Banking Blog at: http://sapbank.blogspot.com/

Let's connect on Twitter: @FerranFrancesGi

Ferran.frances@capitency.com