Professional Documents
Culture Documents
PROJECT REPORT
April 2007 - June 2007
Submitted in partial fulfillment of the requirements for the award of
two year full time, Masters in Business Administration
By
Sony Mathew
(Amrita School of Business)
Under the guidance of
Declaration
I hereby declare that the project entitled “Working Capital Management” is submitted in partial
fulfillment of my MBA Degree “2006-2008” was carried out with sincere intention of benefiting the
organization. The project duration was from 23rd April 2007 to 23rd June 2007.
To the best of my knowledge it is an original piece of work done by me and it has neither
been submitted to any other organization nor published at anywhere before.
Acknowledgement
Whatever we do and whatever we achieve during the course of our limited life is just
not done only by our own efforts, but by efforts contributed by other people associated with us
indirectly or directly. I thank all those people who contributed to this from the very beginning
till its successful end.
I sincerely thank Mr. Pradeep Kumar Bal (Senior Manager, Business Analysis, FP),
person of amiable personality, for assigning such a challenging project work which has
enriched my work experience and getting me acclimatized in a fit and final working ambience
in the premises of Flat Product Business Centre (TATA STEEL).
Last but not the least I would like to extend my thanks to all the employees at Flat
Product department and my friends for their cooperation, valuable information and feedback
during my project.
Executive Summary
The project on Working Capital Management has been a very good experience. Every
manufacturing company faces the problem of Working Capital Management in their day to day
processes. An organization’s cost can be reduced and the profit can be increased only if it is
able to manage its Working Capital efficiently. At the same time the company can provide
customer satisfaction and hence can improve their overall productivity and profitability.
This project is a sincere effort to study and analyze the Working Capital Management
of TATA Steel and also emphasis to Flat Product Profit Centre of TATA Steel. The project
work was divided into two phases. The first phase was focused on making a financial overview
of the company by conducting a Time series analysis of TATA Steel for the years 2002 to 2006
and a Comparative analysis of TATA Steel with its domestic competitors – SAIL, Jindal, Essar
& Ispat for the year 2006 in a cma(cash monitoring arrangement) format emphasizing on
Working Capital. The second phase was aimed at making a revised Working Capital projection
for the Flat Products Profit Centre (FPPC) for the year 2007-08 preceded by conducting an
operational overview, study of the valuation and controlling techniques and study of the credit
sales policy of Flat Products Profit Centre of TATA Steel.
The internship is a bridge between the institute and the organization. This made me to
be involved in a project that helped me to employ my theoretical knowledge about the myriad
and fascinating facets of finance. And in the process I could contribute substantially to the
organization’s growth.
The experience that I gathered over the past two months has certainly provided the
orientation, which I believe will help me in shouldering any responsibility in future.
Table of Contents
1. ABOUT THE COMPANY 3
2.1. Introduction 5
4. COMPARATIVE ANALYSIS OF TATA STEEL WITH SAIL, JSW, ESSAR & ISPAT 21
6. RECOMMENDATIONS 33
7. ANNEXURE 35
8. REFERENCES 36
Established in 1907, Tata Steel is Asia's first and India's largest private sector steel company.
Tata Steel is among the lowest cost producers of steel in the world and one of the few select steel
companies in the world that is EVA+ (Economic Value Added).
Its captive raw material resources and the state-of-the-art 4.9 mtpa (million tonne per annum)
plant at Jamshedpur, in Jharkhand State, India gives it a competitive edge. With the acquisition of
Corus, Tata steel has become the fifth largest steel maker in the world. Soon the Jamshedpur plant
will expand its capacity from 4.9 mtpa to 7 mtpa by 2008. The Company plans to further enhance its
capacity, manifold through organic growth and investments. Its associated / subsidiaries constitutes
about 24 mtpa making it’s total capacity about 29mtpa which is the fifth largest in the world. Out of
this the steel business comprising of Flat Products, Long Products, RM Division, CSI Division,
Shared Services constitutes 85% of its business. The rest comprising of Tubes, Bearings, Agrico
Products constitutes the rest 15% business.
The products of TATA STEEL can be broadly categorized into the following categories:
• Flat Products.
• Long Products.
In keeping with the company’s commitment to redefine the future of Indian Steel, the Flat
products business group at Tata Steel, today, is the country's largest manufacturer of world class
steel products. With a stretched capacity of 2.5 million metric tonne of Hot Rolled, Cold rolled &
Coated Products, Flat Products business group produces approx. 65% of total saleable steel.
Tata Steel's products include hot and cold rolled coils and sheets, galvanised sheets, tubes,
wire rods, construction rebars, rings and bearings. In an attempt to 'decommoditise' steel, the
company has introduced brands like Tata Steelium (the world's first branded Cold Rolled Steel),
Tata Shaktee (Galvanised Corrugated Sheets), Tata Tiscon (re-bars), Tata Bearings, Tata Agrico
(hand tools and implements), Tata Wiron (galvanised wire products), Tata Pipes (pipes for
construction) and Tata Structura (contemporary construction material). The company has launched
the Customer Value Management initiative with the objective of creating complete understanding of
customer problems and finding solutions jointly. The company's Retail Value Management
addresses the needs of distributors, retailers and end consumers. The company has also launched
India's first steel retail store – steel junction - for making steel shopping a happy and memorable
experience.
2.1 Introduction
A managerial accounting strategy focusing on maintaining efficient levels of both
components of working capital, current assets and current liabilities, in respect to each other is
referred to as working capital management. Working capital management ensures a company has
sufficient cash flow in order to meet its short-term debt obligations and operating expenses.
Implementing an effective working capital management system is an excellent way for many
companies to improve their earnings. The two main aspects of working capital management are ratio
analysis and management of individual components of working capital. Ratio analysis will lead
management to identify areas of focus such as inventory management, cash management, accounts
receivable and payable management.
The study objectives in working capital management particular to this study are:
Ø To examine the impact of accounts receivables days, inventories days, accounts payable
days and cash conversion cycle on return on total assets
Ø To analyze the trend in working capital needs of firms and to examine the causes for any
significant differences between the industries
Positive working capital means that the company is able to pay off its short-term liabilities.
Negative working capital means that a company currently is unable to meet its short-term liabilities
with its current assets (cash, accounts receivable, inventory). If a company's current assets do not
exceed its current liabilities, then it may run into trouble paying back creditors in the short term. The
worst-case scenario is bankruptcy. A declining working capital ratio over a longer time period could
also be a red flag that warrants further analysis. Working capital also gives investors an idea of the
company's underlying operational efficiency. Money that is tied up in inventory or money that
customers still owe to the company cannot be used to pay off any of the company's obligations. So,
even if a company is not operating in the most efficient manner (slow collection), it will show up as
an increase in the working capital. This can be seen by comparing the working capital from one
period to another; slow collection may signal an underlying problem in the company's operations.
invested in it changes form and substance during the normal course of business operations. If it
becomes weak, the business can hardly prosper and survive. The success of a firm depends
ultimately, on its ability to generate cash receipts in excess of disbursements. On the one hand,
working capital is always significant. This is especially true from the lender's or creditor's
perspective, where the main concern is defensiveness: can the company meet its short-term
obligations, such as paying vendor bills?
But from the perspective of equity valuation and the company's growth prospects, working capital is
more critical to some businesses than to others. At the risk of oversimplifying, we could say that the
models of these businesses are asset or capital intensive rather than service or people intensive.
resources; instead it is often used as a short term source of finance. Thus it helps firms to reduce its
cash operating cycle, but it has an implicit cost where discount is offered for early settlement of
invoices.
When considering these techniques and strategies, departments need to recognize that each
department has a unique mix of working capital components. The emphasis that needs to be placed
on each component varies according to department. For example, some departments have significant
inventory levels; others have little if any inventory.
Furthermore, working capital management is not an end in itself. It is an integral part of the
department’s overall management. The needs of efficient working capital management must be
considered in relation to other aspects of the department’s financial and non-financial performance.
Cash Conversion Cycle = Average Stockholding Period (in days) + Average Receivables
Processing Period (in days) - Average Payables Processing Period (in days) with:
§ Average Stockholding Period (in days) = Closing Stock / Average Daily Purchases
§ Average Receivables Processing Period (in days) = Accounts Receivable / Average
Daily Credit Sales
§ Average Payable Processing Period (in days) = Accounts Payable / Average Daily
Credit Purchases
A short cash conversion cycle indicates good working capital management. Conversely, a
long cash conversion cycle suggests that capital is tied up while the business waits for customers to
pay. The longer the production process, the more cash the firm must keep tied up in inventories.
Similarly, the longer it takes customers to pay their bills, the higher the value of accounts receivable.
On the other hand, if a firm can delay paying for its own materials, it may reduce the amount of cash
it needs. In other words, accounts payable reduce net working capital.
Balance Sheet
*Rs in Crores
2001-02 2002-03 2003-04 2004-05 2005-06
Total Current Liabilities 2999.03 4134.60 4278.43 5214.25 5197.43
Total Term Liabilities 4705.48 4225.61 3382.21 2739.70 2516.15
Total Net Worth 3445.96 3186.02 4515.86 7059.92 9755.30
Total Liabilities 12540.82 12386.45 13016.46 15843.29 18425.88
Total Current Assets 3095.39 3648.10 2808.52 4083.58 4237.60
Total Non-Current Assets 1242.89 1395.63 2957.76 4305.31 5227.69
Total Intangible Assets 988.99 0.00 155.97 214.82 253.27
Net Block 7213.55 7342.72 7094.21 7239.58 8707.32
Total Assets 12540.82 12386.45 13016.46 15843.29 18425.88
B Receivables Period
a) Credit Sales 6,697.49 8,721.32 10,702.39 14,493.16 15,135.41
b) Sales per day 18.35 23.89 29.32 39.71 41.47
c) Debtors 1,073.66 958.47 651.30 581.82 539.40
d) Debtors outstanding days 58.51 40.11 22.21 14.65 13.01
C Payables Period
GROSS WC CYCLE
(A+B) 147.47 131.08 104.33 132.43 144.66
NET WC CYCLE
(A+B-C) 39.13 21.18 -4.35 19.22 30.20
Holding Norms
700.00
600.00 39
500.00 21 30
-4 19
400.00
300.00
200.00
100.00
0.00
2002 2003 2004 2005 2006
Ø Raw material holding period has increased by 55% while there has been an efficient
Management in the stocks in process and stores & spares holding period this is depicted by a
decrease of 60% and 30% in the holding days respectively
Ø The credit receivables period has also been brought down considerably by about 77% which
shows the efficiency of the debtors’ management.
Ø The payables period has also been stretched alongside.
0.80
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
2002 2003 2004 2005 2006
Raw Material Stores & Spares Work In Process Finished Goods Debtors
Current Liabilities
Trade Creditors 1497.89 1731.17 1983.60 2319.96 2534.03
Advance Payments Received 83.01 95.74 133.59 199.51 185.07
Prov. for Tax 174.84 476.16 131.38 283.88 252.41
Dividend Payable 147.11 295.19 368.98 719.51 719.51
Other Statutory Liabilities 0.00 0.00 0.00 0.00 0.00
T.L./Deb. instalments due
within a year 0.00 0.00 0.00 0.00 0.00
Other C.L & Provisions 1096.18 1536.34 1660.88 1691.39 1506.41
Total Current Liabilities 2999.03 4134.60 4278.43 5214.25 5197.43
Current Assets
Short term Inv. in Govt. /Trust Sec. (4.09) (2.91) 13.91 59.91 12.72
Fixed Deposit with Banks 418.87 1282.73 (99.87) (80.00) 0.00
Receivables (16.08) (10.73) (32.05) (10.67) (7.29)
Raw Materials 18.35 23.64 11.64 106.17 17.20
Cons. Stores & Spares 43.64 (7.20) 2.18 7.02 26.81
Stocks in Process 23.68 (59.59) (36.66) 249.35 (26.19)
Finished Goods (4.09) 29.73 11.50 42.91 12.78
Advances to Suppliers 0.00 0.00 0.00 0.00 0.00
Advance Payment of Tax 28.66 126.81 (90.64) 10.52 70.42
Other Current Assets (incld. cash) (12.95) 25.69 (14.31) 88.87 (13.61)
Total Current Assets (4.04) 17.86 (23.01) 45.40 3.77
Current Liabilities
Trade Creditors (3.80) 15.57 14.58 16.96 9.23
Advance Payments Received (0.47) 15.34 39.53 49.35 (7.24)
Prov. for Tax (2.97) 172.34 (72.41) 116.08 (11.09)
Dividend Payable (20.00) 100.66 25.00 95.00 0.00
Other Statutory Liabilities 0.00 0.00 0.00 0.00 0.00
T.L./Deb. Instalments
due within a year 0.00 0.00 0.00 0.00 0.00
Other Curr.Lia.& Provisions 13.52 40.15 8.11 1.84 (10.94)
Total Current Liabilities 0.97 37.86 3.48 21.87 (0.32)
5. Increase / decrease in
Current Liabilities other
than Bank borrowings 10.69 1144.04 308.26 989.52 29.95
6. Increase / decrease in W.C Gap (140.91) (591.33) (1147.84) 285.54 124.07
7. Net Surplus / Deficit (3 - 6) 193.17 470.59 257.79 393.53 79.02
8. Increase / decrease in
Bank borrowings 18.08 (8.47) (164.43) (53.70) (46.77)
Break-up of (4)
i. Inc. / dec. in stocks in trade 126.02 131.36 96.13 623.32 302.35
ii. Inc. / dec. in receivables (205.65) (115.19) (307.17) (69.48) (42.42)
iii. Inc. / dec. in Adv. payments 0.00 0.00 0.00 0.00 0.00
iv. Inc. / dec. in other C.Assets. (50.59) 536.54 (628.54) 721.22 (105.91)
% of net sales
2001-02 2002-03 2003-04 2004-05 2005-06
Total Raw Material Consumed 20.91 20.07 20.98 20.84 19.98
Stores & Spares Consumed 5.92 5.86 4.47 4.29 4.87
Power & Fuel 10.74 9.03 6.77 5.37 5.93
Direct Labor 19.74 16.57 14.72 9.69 9.23
Other Mfg. Expenses 10.03 9.24 10.01 9.15 8.94
Depreciation 7.84 6.37 5.84 4.27 5.12
Cost of Production 75.08 67.39 62.85 53.45 54.14
Cost of Goods Sold 75.35 65.92 62.25 51.61 53.39
Selling, General & Adm. Expenses 12.21 11.15 9.86 9.00 8.94
Interest 6.02 3.93 2.12 1.58 1.11
Total operating Cost 93.58 81.00 74.23 62.19 63.44
There has been a considerable cut down in the various costs over the years depicting the improvement
in operational efficiency. This is due to :
Ø Increase in realization (Net realization per unit Net sales value)
Ø Reduction in consumption
Profitability Analysis
45.00
40.00
35.00
30.00
25.00
20.00
15.00
10.00
5.00
0.00
2002 2003 2004 2005 2006
Profitability has increased by about eight folds over the four years but there is only a nominal
increase of 75% in 2006 from 2005 this because:
Ø Operating cost has gone up proportionally higher than net sales from 2004-05 to 2005-06.
Ø Full benefit of investment to increase capacity was not realized in FY06.
Over the years, the company has highly succeeded in satisfying the investors by increasing the
dividend payout rate, at the same time retaining a considerable amount of profit. This is due to
the following reasons:
Ø Share capital has remained constant
Ø Company has financed growth projects through internal accruals
Ø There is substantial increase in PAT from 2001-05.Since dividend amount is constant or
there is minor increase in dividend, dividend payout ratio has come down.
The liquidity ratios implies there has been a considerable decrease in the net current asset level depicting
the risk of solvency.
4. COMPARATIVE ANALYSIS
Balance Sheet
*For Year 2006
*Rs in Crores
TATA SAIL JSW ESSAR ISPAT
Total Current Liabilities 5197.43 12428.14 2307.49 1570.04 2244.25
Total Term Liabilities 2516.15 4297.62 4173.03 8185.10 8261.09
Total Net Worth 9755.30 12601.41 5572.29 4031.47 3148.32
Total Liabilities 18425.88 30811.63 13065.47 13360.86 13025.36
Total Current Assets 4237.60 17498.91 2589.01 3892.08 2296.25
Total Non-Current Assets 5227.69 1049.94 2195.87 3070.33 729.16
Total Intangible Assets 253.27 215.82 194.87 0.00 1098.51
Net Block 8707.32 12162.14 8189.10 6398.45 8901.44
Total Assets 18425.88 30926.81 13168.85 13360.86 13025.36
B. Receivables Period
a) Credit Sales 15,135.41 28,081.41 8,595.03 6,168.66 4,914.73
b) Sales per day 41.47 76.94 23.55 16.90 13.47
c) Debtors 539.40 1,881.73 245.16 540.16 594.13
d) Debtors outstanding days 13.01 24.46 10.41 31.96 44.12
C. Payables Period
a) Credit purchases 8,080.20 22,272.36 6,073.37 4,773.15 4,834.19
b) Purchase per day 22.14 61.02 16.64 13.08 13.24
c) Creditors 2,534.03 2,426.23 509.41 1,071.99 898.65
d) Creditors outstanding days 114.47 39.76 30.61 81.97 67.85
GROSS WC CYCLE
(A+B+C) 144.66 110.65 80.79 212.67 125.07
NET WC CYCLE
(A+B+C-D) 30.20 70.89 50.17 130.70 57.22
Holding Norms
100.00 24.6
50.00
0.00
TATA SAIL JSW ESSAR ISPAT
Ø The holding norms of TATA are showing a negative value because it is in terms of net
consumption value. For internal control purposes, this is used. While for external reporting,
it is expressed in terms of net sales
Ø The holding norms of TATA are far better when compared to their competitors as well as
industry norms
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
TATA SAIL JSW ESSAR ISPAT
Raw Material Store And Spares Work In Process Finished Goods Debtors
Ø Although the work in process inventory of Tata steel has been maintained very less, because
of the raw materials and finished goods inventory inefficiency, the total inventory holding
is high.
Ø The debtors are managed efficiently by Tata steel.
Ø Operating cost of Tata is very less showing good efficiency of its operations
Ø Borrowings of Tata are also very less which is indicated by the low level of interest paid
Ø Direct labor cost of Tata is lesser than Sail but higher than the other three steel companies
Profitability Analysis
50.00
40.00
30.00
20.00
10.00
0.00
(10.00) TATA SAIL JSW ESSAR ISPAT
(20.00)
(30.00)
Ø The dividend payout of TATA to investors is really good. Also a substantial amount of their
profit is retained in the business.
Ø The liquidity of Tata is highly threatened when compared to the other steel cos.
Ø The funded debt with respect to equity is very less for tata depicting its less efficient usage of
leveraging.
Iron Ore,
Cost Coal, Coke, Blast Hot Metal
Centre Sinter Furnace
HRC CRM
Galvanized
CRCA
Valuation Techniques
Ø The Stores & Spares are valued at actual cost of production
Ø Work In Process & Finished Goods are valued using process/absorption costing for
reporting purposes and using standard costing for decision making purposes
Ø Obsolete Inventory is valued using XYZ Analysis
Control Techniques
Ø The Stores & Spares are controlled using ABC Analysis
Ø For Work In Process & Finished Goods, a sales plan is prepared based on the previous years
actual production and sale and a target is fixed based on it. The current year’s production
is so controlled not as to exceed the plan.
Ø Obsolete Inventory is controlled using XYZ Analysis
Ø For controlling the debtors, a credit limit is fixed based on the business value (order size)
and customer type. The credit controlling committee will continuously monitor the debtors
based on this technique.
1. Distributors
Sales to distributors are made on the basis of cash and carry. Tie up with banks where
distributors are financed by bank through an arrangement which is termed as Channel Finance.
2. OE Customers
Majority of the OE customers are routed through bank financing which is termed as OE Financing.
The arrangement is made with banks whereby banks pay to Tata Steel on the date of invoicing and the
customers pay to the bank on the due date as per terms of credit sales. Bank financing charges at the
agreed rate is borne by Tata Steel.
Tender Sales
A maximum of 45 days credit would be extended to such customers. At times, such credits
are secured by LC or BG, if felt necessary.
3. Other customers
Other customers having transactions with Tata Steel are also covered by financing scheme
through banks and the arrangement is termed as RP whereby the debit on account of sale is
transferred in favour of the bank. Financing charges on account of RP is borne by Tata Steel.
The gross working capital projection is prepared from the inventory projection and debtors’
projection for the year 2007-08. The inventory projection is prepared from the production plan which is
prepared according to the capacity, yield loss and lead time, obtained from the operations department of the
FPPC. The debtors’ projection is prepared from the sales plan obtained from the marketing division of
FPPC prepared according to the market demand, market share, and market potential of the products.
Accordingly the Inventory Projection for the year 2007-08 is obtained as:
Opening Inventory (Closing Balance)
Add Production (Production Plan)
Less Sales (Sales Plan) Inventory Projection 2007-08
=Inventory Projection
and the Debtors’ Projection for the fiscal 2007-08 is obtained as
Opening Debtors (Closing Balance)
Add Sales (Qty*Value)
Less Collection (Credit Policy) Debtors Projection 2007-08
=Debtors Projection
170 169
147
132 117
162
6. RECOMMENDATIONS
Ø The essence of effective working capital management is proper cash flow forecasting. This
should take into account the impact of unforeseen events, market cycles, loss of a prime
customer and actions by competitors. So the effect of unforeseen demands of working capital
should be factored in by FPPC. This was one of its reasons for the variation of its revised
working capital projection from the earlier projection.
Ø It pays to have contingency plans to tide over unexpected events. While market-leaders can
manage uncertainty better, even other companies must have risk-management procedures.
These must be based on objective and realistic view of the role of working capital.
Ø Addressing the issue of working capital on a corporate-wide basis has certain advantages.
Cash generated at one location can well be utilized at another. For this to happen,
information access, efficient banking channels, good linkages between production and
billing, internal systems to move cash and good treasury practices should be in place.
Ø An innovative approach, combining operational and financial skills and an all-encompassing
view of the company’s operations will help in identifying and implementing strategies that
generate short-term cash. This can be achieved by having the right set of executives who are
responsible for setting targets and performance levels. They could be then held accountable
for delivering, encouraged to be enterprising and to act as change agents.
Ø Effective dispute management procedures in relation to customers will go along way in
freeing up cash otherwise locked in due to disputes. It will also improve FPPC’s customer
service and free up time for legitimate activities like sales, order entry and cash collection.
Overall, efficiency will increase due to reduced operating costs.
Ø Collaborating with the customers instead of being focused only on own operations will also
yield good results. If feasible, helping them to plan their inventory requirements efficiently to
match FPPC’s production with their consumption will help reduce inventory levels. This can
be done with suppliers also.
Ø Working capital management is an important yardstick to measure a company operational
and financial efficiency. This aspect must form part of the FPPC’s strategic and operational
thinking. Efforts should constantly be made to improve the working capital position. This
will yield greater efficiencies and improve customer satisfaction.
Ø Inventories should be managed on a line-by-line basis using the 80/20 rule.
Ø Periodical analytical review can help the FPPC to focus its attention on critical areas.
Ø Placing the responsibility for collecting the debt upon the centre that made the sale. i.e., cold
rolled, hot rolled, galvanized etc.