Professional Documents
Culture Documents
On
ANALYSIS OF WORKING CAPITAL MANAGEMENT
OF
SHRIRAM PISTONS & RINGS LTD
SUBMITTED BY:
Nishant Kumar Sharma
ROLL No. 1480170132
Candidates Declaration/Certificate
I hereby declare that the Work which is being presented in this report entitled
Analysis of Mutual Funds and Ranking Them is an authentic record of my work
carried out under the supervision of Mrs.JAYA PANDEY
The matter embodied in this report has not been submitted by me for the award of any
other degree
Dated
MOHD.AHMAD.ANSARI
Department: MBA
This is certifying that the above statements made by the candidate are correct to the best of
my knowledge.
(Head of Department)
Date : ..
Department: MBA
Date:
PREFACE
During Master in Business Administration program, Students comes direct contact with the
real corporate world through the industrial training. A PGDM program provides its students
with an in-depth study of various managerial activities that are performed in any
organization.
A detailed research/analysis of managerial activities conducted in various departments like
finance, marketing, human resources, production department etc. gives the student the
conceptual idea of what they are expected to manage and how to manage and how to obtain
the maximum output through minimum inputs of resources available and how to minimize
the wastage of resources.
As MBA students, I have taken my summer internship training in SHRIRAM PISTONS
AND RINGS LTD.
.
ACKNOWLEDGEMENT
I feel immense pleasure and privilege to express my sincere thanks to my Project Guide Mr.
SANJAY MAHESHWARI (Finance Manager) for his incessant invaluable and
indispensible guidance throughout. At the same time, I cannot forget the courtesy and timely
help provided by Project Coordinator Mr. SAMEER PUNHANI.
I also express my sincere depth of gratitude to the Finance and Account & Administrative
Department staff members in providing me with all the necessary information in carrying
out my project study. I also extend my thanks to Ms. Divya Agarwal who helped me to
clear the concepts and also made valuable comments and suggestions, while preparing my
project.
Sudheer Kumar
MBA-III Sem.
TABLE OF CONTENT
EXECUTIVE SUMMERY-----------------------------------------------------------------------
INTRODUCTION --------------------------------------------------------------------------------
12
13
18
20
21
LIMITATIONS ------------------------------------------------------------------------------------- 86
REFERENCES -------------------------------------------------------------------------------------- 87
GLOSSARY ----------------------------------------------------------------------------------------- 88
76
84
EXECUTIVE SUMMARY
The management had to depend upon certain relevant information for taking various
strategic decisions. The information is made useful by its analysis and interpretation. My
project is related to Analysis of Working Capital Management
It was found that the operating cycle of the company is bit disturbed and is continuously
increasing due to which company is having the decreasing working capital position. By
adopting various calculation and analysis and then making interpretation with the solution of
specific problem I put my efforts in giving appropriate suggestion to the company. To this
context I adopted various methods and techniques like Trend analysis by using statistical
tool, a work towards the optimal level of working capital, estimation of working capital,
analyzing of operating cycle and use of various ratio to put an exact picture of company.
The report also consists of qualitative and quantitative analysis of Working Capital
Management of SHRIRAM PISTONS AND RINGS LIMITED, Ghaziabad .In the course of
study, I found that the organization faces the problem of liquidity.
INTRODUCTION
Working Capital:
Working capital in simple terms means the amount of funds that a company requires for
financing its day -to- day operations. Working Capital includes the current assets and current
liabilities areas of the balance sheet.
Working Capital Management is concerned with the problems that arise in attempting to
manage the current assets, the current liabilities and the interrelationship that exists between
them. Working Capital Management is the process of planning and controlling the level and
mix of current assets of the firm as well as financing these assets. Analysis of working
capital is of major importance to internal and external analysis because it is closely related to
the current day -to- day operations.
Concept of Working Capital:There are two concepts of working capitals: 1. Gross Working capital: - It means the current assets which represent the proportion of
investment that circulates from one form to another in the ordinary conduct of business.
2. Net Working Capital: - It is the difference between current assets and current liabilities or
alternatively the portion of current assets financed with long-term funds.
Constituents of Current Assets:1. Cash in hand and cash at bank.
2. Bill receivables.
3. Sundry debtors.
7
The gross concept is sometimes preferred to the concept of working capital for the following
reasons:
1. It enables the enterprise to correct amount of working capital at correct time.
2. Every management is more interested in total current assets with which it has to operate
then the source from where it is made available.
3. It take into consideration of the fact every increase in the funds of the enterprise would
increase its working capital. The net working capital concept, However, is also important
for following reasons:
Its a qualitative concept, which indicates the firms ability to meet its operating
expenses and short term liabilities.
It suggests the need of financing a part of working capital requirement out of the
permanent sources of funds.
On the basis of concept working capital can be classified as gross working capital and net
working capital. On the basis of time, working capital may be classified as:
necessary to meet the seasonal need of the enterprise is called seasonal working capital.
Special working capital is that part of working capital which is required to meet special
demands.
Temporary working capital differs from permanent working capital in the sense that is
required for short periods and cannot be permanently employed profitably in the business.
ESAY LOANS: - Adequate working capital leads to high solvency and credit standing
can arrange loans from banks and other on easy and favorable terms.
CASH DISCOUNT: Adequate working capital also enables a concern to avail cash
discounts on the purchases and hence reduces cost.
11
ABILITY TO FACE CRISES: - A concern can face the situation during the depression.
6. Due to lower rate of return n investments, the values of shares may also fall.
7. The redundant working capital gives rise to speculative transactions.
WORKING CAPITAL IS NEEDED FOR THE FOLLOWING PURPOSES:
To maintain the inventories of the raw material, work-in-progress, stores and spares and
finished stock.
13
14
DEBTORS
FINISHED GOODS
CASH
RAW MATERIAL
WORK IN PROGRESS
Fig. - 1
7. RATE OF STOCK TURNOVER: - There is an inverse co-relationship between the
question of working capital and the velocity or speed with which the sales are affected. A
firm having a high rate of stock turnover will needs lower amt. of working capital as
compared to a firm having a low rate of turnover.
8. CREDIT POLICY: - A concern that purchases its requirements on credit and sales its
product / services on cash requires lesser amt. of working capital and vice-versa.
9. BUSINESS CYCLE: - In period of boom, when the business is prosperous, there is need
for larger amt. of working capital due to rise in sales, rise in prices, optimistic expansion of
business, etc. On the contrary in time of depression, the business contracts, sales decline,
15
difficulties are faced in collection from debtor and the firm may have a large amt. of
working capital.
10. RATE OF GROWTH OF BUSINESS: - In faster growing concern, we shall require large
amt. of working capital.
11. EARNING CAPACITY AND DIVIDEND POLICY: - Some firms have more earning
capacity than other due to quality of their products, monopoly conditions, etc. Such firms
may generate cash profits from operations and contribute to their working capital. The
dividend policy also affects the requirement of working capital.
12. PRICE LEVEL CHANGES: - Changes in the price level also affect the working capital
requirements. Generally rise in prices leads to increase in working capital.
16
2. It is concerned with the decision about the composition and level of current assets.
3. It is concerned with the decision about the composition and level of current liabilities.
OBJECTIVE OF STUDY
This project was undertaken to analyze the working capital policies, working capital
management of the company and to reduce down their problems and to find the solutions
with respect to the working capital management of the company.
The objective of the study is to provide the solutions for reducing down the duration of the
operating cycle, to analyze the working capital position of the company and the liquidity
position, finding out the problems that the company is facing in managing the working
capital and showing trend of particular ratios in future and at the same suggesting them to
solve their problems. There are Two types of Objectives in this study:1. Primary Objective :- Primary Objectives is to Analysis of Working Capital
Management
2. Secondary Objective :- There are few secondary objectives :
To see whether the company is prepared with enough working capital to face any kind of
contingencies.
To compare the performance of working capital for a particular year with previous years.
To assess Liquidity position, Long term solvency, operational efficiency, and overall
profitability of SHRIRAM PISTONS AND RINGS Ltd.
17
COMPANY PROFILE
Shriram Pistons and Rings Ltd. is one of the largest and the most sophisticated
manufacturers of Precision Automobile Components i.e. pistons, piston rings, pistons ,pins
and engine valves in India, the products are sold under brand name USHA/SPR IN THE
markets.
SPRL manufacturing unit is located at Meerut Road in Ghaziabad (25 km from New Delhi).
SPR employs 6000+ skilled employees, has an annual turnover of approx. US$176 million
and has recently set up a second, most modern new Plant at Pathredi, next to Bhiwadi
Industrial Area (Rajasthan), about 60 kms from Delhi, to expand capacity and to offer the
latest technological products to all customers in India and abroad.
The plant has been recognized as one of the most modern and sophisticated plants in North
India in the field of automobile the production capacity of plant is as under:
Piston :
Pin
Rings
SPR received the ISO- 9001 certificate from RWTUV, Germany in 1994.Technology
from the collaborators was supplemented with in-house efforts and by implementing
world-class practices.
The company received QS-9000 certificate from TUV, Germany in the year 1999.
The company received ISO-14001 certificate in the year 2001
SPRL has received the Best Vendor Awards from Maruti Suzuki for 4 consecutive
times, Best Supplier Performance awards from Tata Cummins ltd for3 consecutive
ACMA.
Received Diamond Award-Overall Best performance in QCDDM.
Collaborations
On our path to great quality, we walk hand-in-hand with global technology leaders, who
share our commitment to product quality and performance.
We have unique distinction of having 4 collaborations with World leaders in their respective
fields. We have Technical Collaborations with Kolbenschmidt AG of Germany for Pistons,
Riken Corporation of Japan for Piston Rings and Fuji Oozx of Japan for Engine Valves. We
also have a technical collaboration with Honda Foundry of Japan for the manufacture of
Pistons for engines produced by Honda and its joint ventures in India.
20
HONDA Foundry, Japan, founded in 1963 is a wholly owned subsidiary of Honda Motors,
Japan. It has a fully automatic Piston casting plant and they also manufactures Intake
Manifolds, Cylinder Heads and intricate aluminum castings.
Riken Corporation, established in 1927, is the undisputed world leader in steel Piston Rings.
It also holds more than 50% market share of overall Piston Ring market within Japan. Piston
Rings are produced within diameter range of 20 mm to 3100 mm.
Besides Piston Rings, they also manufacture Cam Shafts, Knuckles, Valve Seats, Piston
Inserts, Pre-combustion Chambers, Rocker Arms, Tappets etc.
21
Fuji Oozx is the largest Engine Valve manufacturer in Japan. They have multiple production
facilities including fully automatic state-of-the-art plant.
They have joint ventures in Thailand, South Korea, Taiwan and the Peoples' Republic of
China.
22
RESEARCH METHODOLOGY
Methodology:
A. Type of Study:
The study carried out here is basically analytical in nature. This type of study relies on
data which is already available.
B. Type of Data used:
The methodology involved for data collection was mainly through secondary data
and was obtained from the companys financial statements and the companys website.
The Balance Sheets and the Profit & Loss Accounts for the last 3 years was the
source based on which forecasting was done which was from the companys archives. Extreme
care was taken in collecting the data from the financial statements and only
relevant data was taken for the analysis based on.
C. Sources of Data:
The source of data has been companys Balance Sheet and Profit and Loss Accounts
over a period of past 3 years.
D. Tools used for Data Collection:
The data has been collected mainly from the companys Balance Sheet and Profit &
Loss Account for the past 3 years. Interview schedule was taken to understand how the
Finance Department is working and what are the various policies followed in the
Organization.
E. Tools and techniques used for analysis:
Various tools and techniques have been used to fulfill the aforesaid objectives. A
thorough study of the organization has been along with in depth study of the
functioning of Finance and Accounts Department of SRPL. Further for the analysis
23
24
25
56.94%
2010-11 649.91/1133.27*100
57.34%
2011-12 1221.48/1560.83*100
78.25%
Note: Current Liabilities = Working Capital borrowings from Banks + Current Liabilities +
Proposed Dividend + Provision for Tax.
26
LIQUIDITY RATIOS:
Snapshot of Liquidity Ratios:
Table 3: Liquidity ratios
Basic Ratios
2009-10
2010-11
2011-12
Current ratio
2.60
2.17
2.43
1.66
1.28
1.57
Cash ratio
0.05
0.01
0.30
Current Ratio:
The current ratio is also known as the working capital ratio and is normally presented as a
real ratio.
Table4: Current Ratio
2009-10 Current Asset : Current Liability 2.60:1
2010-11 Current Asset : Current Liability 2.17:1
2011-12 Current Asset : Current Liability 2.43:1
27
Analysis:
The current ratio is the measure of whether a company has enough short-term assets to cover
its short-term debt and is index of strength of working capital. Anything below 1 indicates
negative W/C (working capital). While anything over 2 means that the company is not
investing excess assets. A ratio of greater than one means that the firm has more current
assets then current claims. Current ratio of the company has increased from 2.17 in Year
2010-11 to 2.43 in Year 2009-10. Current Ratio of the company depicts that for every Re.1
worth of current liability there are assets worth Rs.2.43. The company has sufficient
liquidity as the ratio is increasing. This year there is an increase in ratio due to almost double
inventory level in current year in comparison with previous year.
Suggestions:
Firstly the company should try to increase their inventory levels as money gets blocked.
28
In order to increase current ratio current assets should be increased. If we look into the
detailed schedule of current assets then we can find out that major portion of current
assets is due to debtors and inventories.
Company should make market survey and should decide first that what should be the
optimum amount of finished goods so that major portion of it can be sold off in the
market. This will help in reducing the locking of funds or working capital in the finished
goods.
1.66
1.28
29
Analysis:
Acid test ratio is a more rigorous test of liquidity than the current ratio and when used in
conjunction with it, gives a better picture of the firm s ability to meet its short-term debts out
of short-term assets. This ratio is used to determine risk that is not detected by the Working
Capital ratio. A quick or liquid ratio of 1:1 is considered as satisfactory as the firm can easily
or readily meets all of its current liabilities. Here Shriram Pistons have its last year ratings of
which is constant from last three years, which indicates company is not having satisfactory
financial position and not able to pay its current liabilities and should be looked at with
extreme care and also implies that current assets are highly dependent on inventory.
30
Comparison
Current
Acid Test
2009-10
2.10
1.66
2010-11
1.72
1.28
2011-12
1.91
1.57
SHRIRAM PISTONS AND RINGS liquidity position had worsened when looked at its
current ratio. The acid test ratio has fallen from 2010 to 2011. Current assets might not be
that liquid since most of them are debtors. The fact that the differences between the current
and acid test ratio is around .4, which is large, tells us that the SHRIRAM PISTONS stocks
are large. This is a huge level of stock holding. Additionally, the acid test ratio has decreased
over the three-year period, meaning that SHRIRAM PISTONS has a weak liquidity position
than it had before. Normally that is not a good thing.
Cash Ratio:
Table 7: Cash ratio for SHRIRAM PISTONS
Cash: Current
46.32/867.00
0.05:1
17.59/965.73
0.01:1
334.66/1089.21
0.30:1
Liabilities
2010-11
Cash: Current
Liabilities
2011-12
Cash: Current
Liabilities
Analysis:
As cash is being the most liquid asset, quoted investment has been taken as marketable
securities. In our case the company is showing an increasing trend but still it is not a
favorable cash ratio. From the above calculation it is clear that companys cash ratio had
remained very low. It is the notable point for the company as its current liabilities are much
higher than the cash in hand. It can create problems in the future payments of current
liabilities. Major portion of companys current assets goes to inventory and debtors, which
only increase the carrying cost. Company need to reduce these assets to their optimum level.
32
Shriram Pistons
Asset Usage
2010-11
2011-12
0.99 times
0.91 times
1.03 times
2.67 times
3.04 times
2.92 times
2.53 times
2.45 times
2.42Times
4.33times
5.65 times
4.95times
0.23 times
0.17 times
0.20 times
Efficiency
Working capital to Gross Sale
33
0.28 times
0.28 times
0.25 times
Debtors Turnover
5.17 times
6.35 times
6.90 times
69.61 days
56.69 days
52.17 days
Credits Turnover
3.33 times
2.65 times
3.36 times
108.10days 135.84days
107.14 days
Stock/Debtors/Creditors
6.09 times
6.37 times
6.63 times
Inventory Holding
59.11 days
56.16 days
54.29 days
59.11 days
56.51 days
54.29 days
0.38 times
0.33 times
0.38 times
0.12 times
0.36 times
0.40 times
0.35 times
0.48 times
0.43 times
0.49 times
0.340 times
1.69 times
1.62 times
1.81 times
0.10 times
0.10 times
1.00 times
34
Turnover
Current Assets
2009-10
6038/2260.58
= 2.67times
2010-11
6400/2099.75
= 3.04 times
2011-12
7739/2650.04
= 2.92 times
Analysis:
35
High current assets turnover ratio is more judicious and shows efficiency of management
and proper utilization of the assets. The graph shows the company has managed to higher the
ratio during the previous year however this year due to non-proportionate change in current
assets and turnover the ratio declines to 2.92. Due to more inventories this ratio falls.
Working Capital Turnover: This ratio signifies how effectively working capital is
being used in terms of the turnover.
Sales
Working Capital
2009-10
6038/1393.58
4.33 times
2010-11
6400/1133.27
5.65 times
2011-12
7739/1560.83
4.95 times
36
Analysis:
What this ratio tries to highlight is how effectively working capital is being used in terms of
the turnover it can help to generate: no ideal values here but the higher the better, surely. The
declining working capital turnover ratio in SHRIRAM PISTONS indicates that working
capital is not being utilized properly over the period of time. Management may think of
increasing the sales in the market or it is going for certain expansion plans.
Working Capital
Gross Sale
2009-10 1393.58/6038
0.23
2010-11 1133.27/6400
0.17
2011-12 1560.83/7739
0.20
37
Analysis:
The Company was showing decline in the year 2011 but now as the ratio increased to 0.17
from 0.20 there is a matter of concern but here also SHRIRAM PISTONS is far better than
the industrys average. In previous year companys working capital was very low but now
they are trying to improve it for liquidity purposes.
Working Capital
Cost of Sale
38
2009-10
1393.58/4960
0.28
2010-11
1133.27/5462
0.20
2011-12
1560.83/6168
0.25
Figure 10: Working Capital to Cost of Sale for the Shriram Pistons
Analysis:
The Company was showing decline in the year 2011 but now as the ratio increased to 0.25
from 0.20 there is a matter of concern but here also SHRIRAM PISTONS is far better than
the industrys average. In previous year companys working capital was very low but now
they are trying to improve it for liquidity purposes.
39
Debtors Turnover:
Debtors Turnover =
Sales
Debtors
5.17 times
2010-11 6400/1007.38
6.35 times
2011-12 7739/1120.41
6.90 times
Figure 11: Debtors Turnover Ratio for the Shriram Pistons
Analysis:
Firstly, the ratio seems to have change by going from 5.17 to 6.35 times in the two years;
and it means that, on average, the companys debtors are taking fewer days to pay their
accounts. Soundness of this ratio is more dependent on the business policy and the terms
with the clients. On the other side turnover is increasing over the years, which implies higher
40
the turnover, shorter the time between sales and collecting cash. It shows the companys
debt-collecting machinery has improved through years.
360
Debtor Turnover
360 / 5.17
69.61days
2010-11
360 / 6.35
56.69 days
2011-12
360 / 6.90
52.17 days
41
Analysis:
The average collection period measures the quality of debtors since it indicates the speed of
their collection. The shorter the average collection period, the better the quality of debtors,
as a short collection period implies the prompt payment by debtors. The trend of SHRIRAM
PISTON is showing that the company was a success in decreasing the average collection
period, which represent sound collection policy of the company. Previous year it was 56.69
being debtors were less but now it is on the previous trend.
Creditors Turnover:
Creditors Turnover
Purchases
Creditors
1378/413.69
3.33
2010-11
1390.10/523.95
2.65
2011-12
1685/500.83
3.36
Figure 13: Creditors Turnover Ratio for the Shriram Pistons
Analysis:
In 2010 creditors turnover ratio increased from 2.65 to 3.36 times that shows company was
having improved credit paying ability through proper working capital management while in
2011 the ratio decreased which implies terms of credit allowed by the suppliers are liberal
and creditors are not paid promptly. This shows company keeps its obligation for long time.
360
360 / 3.33
108.10 days
2010-11
360 / 2.65
135.84 days
2011-12
360 / 3.36
107.14 days
Analysis:
Since in 2010 and 2010 the average payment period of the company was less compared to
2011 i.e. 135.84 days which implies that 2011 company was less prompt in making payment
to suppliers compared to other years. As again it improved its criteria and kept fewer
44
obligations in the year 2010. The same shows that reduction in the payment period is
responsible for the creditworthiness of the company.
Inventory Turnover =
4960/814.19
6.09
2010-11
5462/857.25
6.37
2011-12
6168/929.57
6.63
45
Analysis:
It measures approximately the number of times an entity is able to acquire the inventories
and convert them into sales. The Shriram Pistons shows higher turnover ratio which is good
for the company while a low turnover is usually a bad sign because products tend to
deteriorate as they sit in a warehouse, but several aspects of inventory holding policy have to
be balanced like lead time, seasonal fluctuations in orders, alternative use of warehouse
space.
360
Inventory Turnover
360 / 6.09
59.11 days
2010-11
360 / 6.41
56.16 days
2011-12
360 / 6.63
54.29 days
Analysis:
47
Here, the company shows a decreasing trend in which there inventory holding ratio falls
down, which is good for the company as it avoids the unnecessary locking up of working
capital in the inventory and it shows efficiency of the management.
2260.58/5946.26
0.38
2010-11
2099.75/6266.87
0.33
2011-12
2650.04/6843.25
0.38
48
Figure 17: Current Asset to Total Asset Ratio for the Shriram Pistons
Analysis:
If we analyze the structural health of working capital for SHRIRAM PISTONS, the
proportion of current assets to total assets has been showing almost constant trend
continuously over the years, which shows that the company is having certain problems with
its current asset management. But as this picture is showing less declining so its very clear
that this can be due to some investment for long-term return.
Cash to Current
Asset
Cash
Current asset
49
46.32/2260.58
0.020
2010-11
17.59/2099.75
0.008
2011-12
334.66/2650.04
0.120
Table 20: Cash to current asset ratio
Analysis:
The company shows an increasing trend in 2010 & again it decrease in 2011 but as this
recovered again the increasing trend of cash in the current assets was observed. However in
the year 2011 it decreased drastically. We can say that it will effect liquidity position of the
firm but on the other hand it is observed that they do not keep any ideal cash with them,
which is a positive sign for the company.
50
Inventory
Current asset
814.19/2260.58
0.36
2010-11
857.25/2099.75
0.40
2011-12
929.57/2650.04
0.35
Analysis:
Here, the company shows an unfavorable trend of increase in the proportion of the inventory
to current assets in 2010-11, which represents that the company is locking up the working
51
capital unnecessarily in the inventory. Fortunately, the ratio rises in the year 2010 which is a
good sign.
Current Liabilities
Total Liabilities
Table 22: Current liabilities to total liabilities ratio for Shriram Pistons
867.00/1075.57
0.80
2010-11
965.73/1215.29
0.79
2011-12
1089.21/1382.14
0.78
52
Analysis:
The company shows a decreasing trend in the proportion of the current liabilities in the total
liabilities, this means company is taking fewer loans to meet its liability and project
investments are there, hence this shows a less burden on the management of SHRIRAM
PISTON. This ratio is not the only means of reviewing a company's debt structure.
Table 23: Loan & Advances to Current assets ratio for Shriram Pistons
53
Loan & Advances to Current Asset Ratio for the Shriram Pistons
2009-10
229.93/2260.58
0.10
2010-11
217.53/2099.75
0.10
2011-12
265.40/2650.04
1.00
Analysis:
The increase in this ratio in the year 2010 shows the efficiency of the management. However
this much increases in the ratio is not suggestible.
54
The utilization rate of net working capital as depicted by working capital turnover ratio
is fluctuating during the period. It shows that working capital has not been effectively
used over the period of years except in the year 2010.
As shown by current assets turnover ratio, the utilization of current assets in terms of
sales has shown an increasing trend which shows that current assets has been effectively
used to achieve sales.
Again if we look at the efficiency with which individual elements of working capital
have been utilized, the picture of inventory turnover is bright.
As we look at the extent of liquidity of working capital, we notice that the ratio shows a
decreasing trend. This indicates, problem on the liquidity front.
55
56
Relaxed
30
Moderate
20
Restricted
10
50
100
150
Sales
Turnover of
Relaxed
Modified
Restricted
SHRIRAM
Current Assets
3.3
4.3
6.3
3.07
PISTONS
Note: - The Sales/current assets relationship is shown here as being linear, but the
relationship is often curvilinear
Cash
Inventory
Accounts Receivables
Fund Allocation:
Here the initial allocation for manufacturing units is done by corporate office and all
supplementary requirements are to look upon by Commercial department.
Fund Utilization:
58
Company operates an annual Cash Budget and a rolling Cash Plan drawn up every
month. Although specific forecasting technique is used, funds are deployed to different
departments as per their requirements. Daily reports on cash transaction are prepared by
Procurement department to keep a track of all payments made in the days work. Every
month cash transaction report is sent to Finance department in the corporate office showing
all the transaction of cash, (inflow and outflows) actual utilization of cash and allocation of
fund is compared. If the utilization of cash is more than the allocation of fund, then the plant
has to justify its more utilization.
To meet the requirement of cash, company approach to bank and present the required
detailed by the bank. SHRIRAM PISTONS kept less cash in hand, to meet the entire cash
requirement it depends on financing process.
Evaluation of cash management performances:
To assess the cash management performance this phase is divided as follows:
a) Size of Cash
b) Liquidity and Adequacy of cash:
This is depicted by the current ratio and acid test ratio, as calculated in part ratio analysis for
working capital management and respective position is shown in graph.
c) Control of cash
One of the major objectives of cash management from the stand point of increasing return
on investment is to economize on the cash holding without impairing the overall liquidity
requirements of the firms. This is possible by effecting tighter controls over cash flows. The
following ratios have been applied to assess the efficiency of cash control:
2010-11
2011-12
46.32/2258
=0.020
17.59/2099 334.66/2650.04
=0.008
=0.12 times
=0.01 times
=0.30 times
Average: 0.049
Average: 0.12
Summary:
It can be inferred from the above table that cash to current assets ratio is increasing which
shows improving position of liquidity but it again starting decline from 2011, which
ultimately affect the operational efficiency of the firm. Cash to current liability ratio shows
the cash balance maintained by company at a certain point of time for meeting its current
liabilities. The cash to current liability ratio is nearly on decreasing trend shows the
efficiency of operations, but this year it increases which is not a good sign.
Mostly the creditor comprises of the bank that is financing the working capital needs and the
suppliers to whom payments are to be given. This is basically done as per terms and
condition with the respective parties. The company is not able to make proper payment to its
creditors as year on year companys creditors are increasing.
Evaluation of Payables Management:
The evaluation for payable management is done with the help of ratios:
SHRIRAM PISTONS
Payable Management
Creditors ratio
Average Payment period
2009-10
2010-11
3.33 times
2.65 times
2011-12
3.36 times
107.14 days
Inventory Management:
d) Reorder quantity or economic order quantity the quantity of stock, which must be
reordered to replenish the amount held at the point delivery, arrives up to the maximum
level.
Once these controls are implemented an efficient system of recording receipts and issues is
vital to exercise full control of inventories.
Inventory Management at SHRIRAM PISTONS:
Inventory is stock of a company, which is manufacturing the components that make up the
products, for sale. In managing inventories the objective of the company is to determine and
maintain optimum level of inventory investment. The optimum level of inventory lies
between two danger points of excess and inadequate inventories.
Inventory is monitored differently for raw material, work in progress, finished goods and
spares. Monthly inventory report is sent to the finance department in the corporate office.
Obviously the inventory report is prepared at plant level. Procurement Department gives the
date of closing stock of raw materials, finished goods as well as the work in progress.
Inventory Turnover Ratio:
Table 27: table showing Inventory turnover ratio
SHRIRAM PISTONS
Inventory Turnover
6.09 times
2010-11
6.37 times
2011-12
6.63 times
Average: 6.36
Summary:
Inventory turnover ratio establishes a relationship between the total sales during a period and
average inventory hold to meet that quantum at 6.63 times in 2010 and on average it is 6.36
times, that signifies the average moving of inventory. In other words, the stock held during
2010 is for 59.11 days as comparison of average at 56.52 days.
Receivable Management:
62
At a plant level mostly the finished goods are sold on credit to increase upon the market
share and retain the customers but the major portion of debtors are dealt by Marketing
Unit of the Commercial Department and the Finance Department. It is consideration as
an essential marketing tool.
Control of the debtors element (the amount owed the business in the short term) involves a
fundamental trade-off between the cost of providing credit to customers (which includes
financing bad debts and administration), and the additional net revenue that can be earned by
doing so. The former can be kept to a minimum with effective credit control policies, which
will require:
Before allowing credit to a new customer trade and bank references should be sought.
Accounts can be asked for and analyzed and a report including any county court judgments
Against the business and a credit score asked for from a credit rating business. Salesmens
views can also be canvassed and the premises of the potential customer visited.
The extent to which all means are called upon will depend on the amount of the credit
sought, the period, past experiences with this customer or trade sector, and the importance of
the business that is involved. But this is not a one-off requirement. One classic fraud is to
start off with small amounts of credit, with invoices being settled promptly, eventually
building up to a huge order and a disappearing customer.
63
Credit checking, even for established customers, should therefore feature in regular
procedures.
When the creditworthiness of a new customer is established, positive credit control calls for
the setting of a credit limit, any settlement discounts, the credit period, and credit charges (if
any).
The Late Payment of Commercial Debts (Interest) Act now allows small businesses to
charge large interest on late payment of business debts by companies and public sector
organizations. Nevertheless, it is wise to inform customers this right will be exercised.
Collection is a vital element of credit control and must include standard, polite and wellconstructed reminder letters and effective telephone or e-mail follow up. Use of collection
agencies should be considered, as could factoring in its most comprehensive form a loan
facility based on outstanding invoices plus a sales ledger and debtors control service.
Efficient control of debtors will assist cash flow, and help keep overdraft or other loan
requirements down, and hence reduce interest costs.
Debtors represent future cash or they should do if proper credit control policies are
pursued. Likewise stock will eventually become cash, but in the meantime represents
working capital tied up in the business. Keeping levels to the minimum required for efficient
operations will keep costs down. This means controlling buying, handling, and storing,
issuing, and recording stock.
Inherent in any system of inventory control is the concept of appropriate stock levels
normally expressed in physical units sometimes in monetary terms.
The objective of establishing control levels is to ensure that excessive stocks are never
carried (and working capital thereby sacrificed) but that they never fall below the level at
which they can be replenished before they run out.
SHRIRAM PISTONS in matter of granting a credit period to customers tightens their policy
and reduce credit period to 107 days to its debtors. Total Debtors amounted to Rs. 1167.56
by the end of 2010, which further decreased to Rs. 1007.38 in 2011.
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2009-10
2010-11
2011-12
1378.63
1390.10
1685
701.22
722.75
893.41
1378.63/701.22
1390.10/722.75
1685/893.41
=1.96 times
=1.92 times
=1.88 times
67
RCMP
360/1.96
360/1.92
360/1.88
=183.67 days
=187.5 days
=191.48 days
Years
Cost of Production
2009-10
2010-11
2011-12
2061.73
2310.03
1248.82
152.55
119.93
148.35
2061.73/152.55
2310.03/119.93
1248.82/148.35
=13.51 times
=19.26 times
=8.41 times
360/13.51
360/19.26
360/8.41
=18.69 days
=26.64 days
Avg.Work in progress
WIPCP
=42.80 days
c) Finished Goods Conversion Period:
Years
Sales
2009-10
2010-11
2011-12
6038
6400
7739
325.66
346.22
321.33
6038/325.66
6400/346.22
7739/321.33
=18.54 times
=18.48 times
=24.08 times
360/18.54
360/18.48
360/24.08
=19.41 days
=19.48 days
=14.95 days
Closing stock
FGCP
68
B) Debtors Conversion:
Years
Sales
2009-10
2010-11
2011-12
6038
6400
7739
1170.14
1007.38
1120.41
6038/1170.14
6400/1007.38
7739/1120.41
=5.16 times
=6.35 times
=6.90 times
360/5.16
360/6.35
360/6.90
=69.76 days
=56.69 days
=52.17 days
Closing debtors
DCP
C)
Payables Conversion:
Years
Purchases
2009-10
2010-11
2011-12
1378.63
1390.10
1685
413.69
523.95
500.88
Closing creditors
PCP
=3.33 times
=2.65 times
=3.36 times
360/3.33
360/2.65
360/3.36
=108.10 days
=135.8 days
=107.14 days
69
Operating Cycle:
Gross Operating Cycle (GOC):
Years
RCMP+WIPCP+FGCP+DCP
2009-10
2010-11
299.48 days
282.36 days
2009-10
2010-11
2011-12
301.40 days
299.48-108.10
282.36-135.80
2011-12
301.40-107.14
GOC-PCP
=191.38 days
=146.56 days
=194.26 days
Analysis:
The operating cycle of the firm is disturbed, as it is continuously increasing which is not
good for the company.
The company policy had a significant change for the year with regard to inventory as it
had increased continuously but this policy has a cost to the company in the presence of a
significant decrease in payables deferral period, will have to negotiate higher working
capital funds.
Company has tighten its steps towards the credit policy which signifies that in the
current year company is proving itself more efficient but other side it as well shows a
decline in the market share of the company.
70
The company had reduced down its payables deferral period significantly which
strengthens its creditworthiness in the market and helps the company in getting the loans
on liberal terms. This represents the efficiency of the management.
One can have a vastly different working capital outlay while performing the same activity.
Having a large amount invested in stocks and debtors does not necessarily mean large
profits, but it can mean a drop in the prime calculation that every businessman is interested
in the return on investment. The object of working capital management is to trim down on
stocks and debtors and get the cash coming faster within the comfort zone of the business. In
the normal periods of business activity, cash that had completed the working capital cycle
would be reinvested in stock and the whole process would begin again.
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SHRIRAM PISTONS
Years
Particulars
2009-10
2010-11
2011-12
Current asset
2258
2099
2650.04
Total asset
5946.26
6266.87
6843.25
37.02%
29.99%
35.49%
2.60
2.17
2.43
assets
Current ratios
72
Analysis: From the above calculation it can be analyzed that company is following an
adequate policy of working capital from last 2 years. When we give a thought to the current
ratio of last three years we can very easily depict that its current ratio is more than the
standard one i.e. of 2:1. This type of approach also gives the adverse impact on the liquidity
of the company.
Analysis of Change in Working Capital:
Table 29: Table showing analysis of working capital
SHRIRAM PISTONS
Particulars
2009-10
2010-11
2011-12
Current asset
2258
2099
2650.04
Current Liabilities
1052.03
1199.28
1351.91
1205.97
899.72
1298.13
Analysis:
73
As we can see from the above table and graph that companys Net Working Capital has
been showing variation in its trend as from last two years working capital is showing
positive trend in increasing order.
Making the comparison of current assets and current liabilities in 2010 & 2011 current
liabilities are less than current assets which leads the working capital in positive range
which is good for the company.
SHRIRAM PISTONS
Particulars
2009-10
2010-11
2011-12
Debtors
1167.56
1007.38
1120.38
Inventory
814.19
857.25
929.57
46.32
17.59
334.66
229.93
217.53
265.40
2258
2099.75
2650.01
Total
Analysis:
Composition of all parts seems to be distributing but almost each component is showing
increasing trend which has both kind of influence for the financial performance of the
company so company need to manage these components very carefully.
Inventory is showing an increasing trend that is the signal of danger for companys
profitability and these are not giving any return by locking up working capital.
Suggestions:
74
First and foremost suggestion for the company is that, it should look into the idle funds,
which are engaged in inventory. Company should withdraw money from this locked up
working capital and invest it in some other assets.
Analysis of Current Liabilities:
Table 26: Table showing analysis of current liabilities
Particulars
2009-10
2010-11
2011-12
Sundry Creditors
413.69
523.95
500.83
14.76
10.27
16.12
Other provisions
208.57
249.56
292.93
415.01
415.50
542.03
Total
Analysis:
1052.03
1199.28
1351.91
As we can see from the graph and table that major portion of current liabilities are with
sundry creditors and every year it keeps on increasing.
As the company obligations are increased so company need to put certain measure to
control current liabilities.
By looking the three years position of company in current assets and current liabilities it
can be seen that current liabilities are increasing over current assets so within the time
company need to manage its liability portion and need to make safer decisions.
Suggestions:
75
Due to the huge amount of current liabilities company has to lock up its funds in current
assets. Therefore, it should reduce its current liabilities by paying them off so that
regular cash outflow of cash get restricted and outflow gets converted into inflow to
increase in profitability of the firm.
One suggestion that could be made to the company is that, it should pay off its creditors
by withdrawing some cash from its debtors, which is idle at this point of time and some
amount from its inventory.
SHRIRAM PISTONS
Years
Particulars
2009-10
2010-11
2011-12
2258
2099
2650.04
1052.03
1199.28
1351.91
1205.97
899.72
1298.13
Analysis:
A statement of changes in working capital helps us in locating where these changes took
place. Since working capital is measured by subtracting current liabilities from current
assets. Any increase in current asset and any decrease in current liabilities show an increase
in working capital similarly, a decrease in current assets and an increase in current liabilities
represent a decrease in working capital.
This table shows the changes in net working capital of SHRIRAM PISTONS. A wise
financial policy of a firm requires that long-term funds be used to finance Fixed Assets and
short term funds are used to finance Current Assets. The statement of changes in working
capital shows that there was a tremendous continuous increase in current liabilities. It is
clear that our debtors are increasing in the previous year so it implies that company is losing
the interest on the working capital locked into it. There is a decrease in working capital
mainly because of the locking of working capital funds in inventories and receivables and
due to the increase in the liabilities.
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The most appropriate method of calculating the working capital needs of a firm is the
concept of operating cycle. However, a number of other methods may be used to determine
working capital needs in practice. We shall illustrate here three approaches, which have
been successfully applied in practice:
Current assets holding period: To estimate working capital requirements on the basis
of average holding period of current assets and relating them to costs based on the
companys experience in the previous years. This method is essentially based on the
operating cycle concept.
b) Work in progress:
Raw material per month + (Cost of Production /2)
= --------------------------------------------------------12
140.40 + (1248.82/ 2)
= ----------------------------- = 140.40 + 624.41= 764.81 Mn/Rs.
c) Finished Goods:
321.33
Total cost per month = --------------- = 26.77 Mn/Rs.
12
d) Total Inventory Needs:
= 140.40 + 764.81 + 26.77 = 931.98 Mn/Rs.
e) Debtors:
7739
Sales per month = ----------------- = 644.91 Mn/Rs.
12
f) Operating Cash:
624.41
Total cost per month = ------------------ =52.03 Mn/Rs.
12
Therefore, Total Working Capital Required
=
1628.92 Mn/Rs.
The first method gives details of the working capital items. This approach is subject to error
if markets are seasonal.
79
A number of factors will govern the choice of methods of estimating working capital.
Factors such as seasonal variations in operations, accuracy of sales forecasts, investment
cost and variability in sales price would generally be considered. The production cycle and
credit and collection policy of the firm would have an impact on working capital
requirements. Therefore, they should be given due weightage in projecting working capital
requirements.
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81
82
83
84
85
Trend of current ratio put a picture of company that company is not having short term
fund in hand to meet short term debt hence it put a threat in meeting current obligations.
Cash Ratio trend shows that company is having high amount of cash for paying current
liability which can influence the financial position of company in upcoming period.
Total asset turnover implies the asset base of company and this projection is in favour of
the company that shows efficacy of company in handling asset.
Working capital is decreasing over the period that can lead company to face liquidity
crunch & shows inefficiency in use of working capital. It needs to analyze the root cause
of the same to take required corrective action.
Debtors turnover trend is showing an increase in future that signifies that there is shorter
time period in sales and collecting cash.
86
As the Creditors turnover ratio trend is decreasing which shows that payments of
company are prompt and do not keep its obligation for long time.
Inventory is showing good position in hand of company but still company need to keep a
check over it as inventory is influenced by seasonal fluctuations and market conditions.
87
88
Findings:
The study conducted on working capital management of SHRIRAM PISTONS AND
RINGS LTD shows the evaluation of management performance in this context. Major
findings and suggestions thereon are narrated as under:
1.
As current ratio is showing an increasing trend year on year, which implies that
current asset, are more compared to current liabilities.
2. High current assets turnover ratio is more judicious and shows efficiency of
management and proper utilization of the assets.
3. SHRIRAM PISTONS AND RINGS LTD has not a sufficient amount of working
capital during the past two years. As company is showing decreasing trend of working
capital, which shows that company, kept its obligation for long time and less cash in
hand to pay off its obligations.
4. Current ratio (2.43:1) and quick ratio (1.57:1) of the year 2011-12 are little bit more
than that of the ideal figures i.e. ideal current ratio is 2:1 while quick ratio is 1:1.
5. Inventory turnover ratio depicts the increasing trend which indicates the faster sale of
inventory which is good for the company.
6. Debtors Turnover ratio reveals an increasing trend during the period of study and
average collection period came down from 69 to 52 days which shows that company
is having specific policy for debtors management.
7. The operating cycle of the firm is disturbed, as it is continuously increasing which is
not good for the company.
8. The optimum need for working capital on an average basis company roughly will
require more than 1628.92 Mn/Rs. as its working capital.
89
Suggestions: Keeping in view of detailed analysis for the 3 years of study and findings
mentioned in above paragraphs, the following suggestions shall be helpful in increasing the
efficiency in working capital management.
1. In case of inventory management ABC analysis, FSN technique, VED technique
should be adopted to increase the efficiency of inventory management. Further a
inventory monitoring system should be introduced to avoid holding of excess
inventory.
2. It is suggested to maintain a favorable current and quick ratios which shows a lesser
than ideal figures. It can be done either through increasing current assets or
decreasing liabilities.
3. With the help of proper inventory management systems, like demand-based
management, etc. the company can reduce the need for working capital and
inventories can be financed through accounts payable.
4. The company should try and maintain an optimum level of working capital in order
to improve upon the workings of the company.
90
LIMITATIONS
1. Availability of the financial data was very limited which is not disclosed due to
sensitive nature for the company.
2. The main component of working capital is cost of capital, which is not described in
the project because of confidential nature.
3. External environment influence was not considered while doing the theoretical
standard rather than the industrial standard because of unavailability of any such
specific standard.
4. The scope of the study was limited to SHRIRAM PISTONS AND RINGS LTD
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REFERENCES
www.spr.gzb@shrirampistons.com
www.google.com
92
GLOSSARY
Average Collection Period: Accounts receivables / (annual credit sales/360).A ratio that
express how rapidly the firm is collecting its credit accounts.
Balanced Policy: This policy is that balances the trade-off between risk and profitability
in a manner consistent with its attitude towards bearing risk.
Bills Payable: Bills Payable is a current liability and arises when the bills written by
creditors are accepted by the firm.
Capital Cost: The cost of the use of additional capital to support credit sales, which
alternatively could be profitably employed elsewhere is, therefore a part of the cost of
extending credit or receivables and are called capital costs.
Carrying Costs: These costs arise due to the storing of inventory and expenses made in
raising funds to finance the acquisition of inventory.
Cash Budget: It is statement of the expected cash flows for a firm over a specified
period of time.
93
Cash Cycle: This is length of the time between the purchase of raw materials and
collection of receivables in the sale of the final product.
Cash Discount: A percent reduction in sales or purchase price allowed for early
payment of invoices. It is an incentive for credit customers to pay invoices in a timely
fashion.
Collection Cost: These costs are administrative costs or legal costs incurred in
collecting the receivables from the customers to whom credit sales have been made.
Credit Period: It is total length of time period over which credit is extended to a
customer to pay bill.
94