For large companies, it is often not a question of the right skills, but more whether those skilled team members are sufficiently focused and whether they have the time and information needed to plan effectively. More often than not, tax functions spend their time on necessary compliance and reporting matters, or collecting and reworking the information needed for planning and forecasting.
The indirect tax department needs to consist of the right number of tax personnel and the right level of skills and capabilities to be successful.
- Are the right tax competencies available?
- Is enough skilled tax personnel available?
- Is training and specialization available?
- Is there access to external expertise in a timely manner?
- How is attracting and retaining experienced indirect team managed?
- Is there sufficient budget available to realize objectives, considering the tasks and responsibilities assigned to our tax department?
via Global Indirect Tax Management: How to realize objectives via practice approaches, tools + methodology.