Best Working Capital Management Solution Highly Commended: Linamar Corporation

Published: Jul 2019


Photo of Serina Hourican, Bank of America Merrill Lynch, Elaine Wright and Dageria Morgan, Linamar Corporation and Hollie Sharkey, ION Treasury.

Dageria Morgan

Manager of Treasury

Elaine Wright

Director of Treasury


Linamar Corporation is a publicly-traded Canadian manufacturing company which operates worldwide. It is Canada’s second-largest automobile parts manufacturer. Linamar is an advanced manufacturing company where the intersection of leading-edge technology and deep manufacturing expertise is creating solutions that power vehicles, motion, work and lives for the future. The company is made up of two operating segments – the industrial segment and the transportation segment. Linamar has more than 29,000 employees in 60 manufacturing locations, eight R&D centres and 25 sales offices in 17 countries in North and South America, Europe and Asia which generated sales of US$7.6bn in 2018.

in partnership with


Solution delivered in just nine months and all during major acquisition

The challenge

The company had multiple bank accounts which they wanted to rationalise, together with a legacy and quite disjointed treasury operation, required an overhaul. To compound the situation, the company, as part of it’s diversification strategy, had recently been involved in a billion dollar plus acquisition of an agricultural equipment manufacturing company – MacDon Industries. This presented its own challenges of disparate systems and the company wanted to improve its working capital management for a firm operating in 17 countries across the globe.

The solution

Linamar embarked upon a project which addressed the company’s cash management which resulted in 92% of all the company’s bank accounts being reported into its treasury management system. Any bank accounts identified as superfluous were closed and the project focused on: payments; cash management; risk management; debt; in-house banking; cash forecasting and liquidity planning and static data.

Reval is the company’s treasury management system and their cash pooling banks are Bank of America Merrill Lynch, Scotiabank, Bank of Montreal and BNP Paribas. Linamar has a total of 17 financial institutions in it’s bank syndicate. The treasury manages daily an average of CA$250m in over 16 currencies. The global footprint of Linamar means the organisation is exposed to liquidity risk, currency risk, interest rate risk, counterparty and credit risk.

Winning this very prestigious Adam Smith Award has been an exhilarating experience. We are extremely proud of our treasury team and winning this award is evidence of the talent, creativity, passion and fervour that the entire team brings to work every single day.

Dageria Morgan, Manager of Treasury, Linamar Corporation

Best practice and innovation

In less than just nine months the team at Linamar completed approximately 95% of their planned implementation which was made all the more complicated as a result of the aforementioned acquisition.

As Dageria Morgan, Manager of Treasury, Linamar Corporation recalls, “The team worked diligently to integrate the acquisition, improve and update the existing disparate systems operations and maintain the day-to-day activities and working capital at a firm that operates across 17 countries.”

The Linamar treasury team worked in record time to take a series of outdated and disparate treasury systems and migrate to a new consolidated, workstation platform. Linamar has a very lean team who managed this project in-house, no external consultants, apart from banking partners, were involved in this project. The team managed this process during a year of industry upheaval and at the same time managed to onboard and integrate a major acquisition in MacDon industries. Efficiency by design and a balanced approach to ensure all stakeholders were involved (part of Linamar’s “Stepping Stool” philosophy) make this project unique.

Key benefits

  • Improved process efficiency.
  • Increased automation.
  • Number of bank accounts reduced.
  • Costs reduced.
  • Increased profitability.
  • Cash flow forecasting and liquidity planning improved.
  • Increased straight through processing.
  • Operational risks reduced.
  • Working capital improved.

“The team focused on the mission at hand and worked collectively and collaboratively with other stakeholders across the organisation, to meet the agreed milestones and timelines and managed to do so with a sense of humour and comradery,” explains Morgan.

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