Richard Cornelisse

Tax strategic plan

In Indirect Tax Strategic Plan on 18/05/2016 at 1:54 pm

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Even as the world is shrinking, businesses and their growth strategies are becoming more complicated. A schematic drawing of the functions of a typical multinational today might look like a Rube Goldberg contraption—a complex of moving parts that must connect one to another for tax, regulatory, and reporting purposes.

And unlike the more contained structure for handling income-based taxes, responsibilities and key drivers for indirect taxes may be spread throughout the enterprise, residing not just in the tax department but in any of such diverse departments as finance, information technology, supply chain management and logistics, human resources, and beyond.

Added is the growing trend toward shared service centers (SSCs) that are responsible for operational processes including accounts payable and accounts receivable as well as other outsourced functions for tax, finance, and treasury.

Tax determination and reporting for the entire operation may be governed by one or more enterprise resource planning systems, which in turn may be integrated to varying degrees, with or without the benefit of sophisticated technology tools.

All these factors make for a changing and increasingly sophisticated business environment that requires a different approach to business indirect tax advice.


Become a Center of Excellence: a central entity coordinates the activities throughout the organization and builds a community to share knowledge and best practices: centralized team of well-trained tax professionals.



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