Professional Documents
Culture Documents
Capital
Manageme
nt
WorkingCapitalreferstothatpartofthe
firmscapital,whichisrequiredfor
financingshort-termorcurrentassetssucha
cashmarketablesecurities,debtorsand
inventories.Fundsthus,investedincurrent
assetskeeprevolvingfastandare
constantlyconvertedintocashandthiscash
flowoutagaininexchangeforothercurrent
assets.WorkingCapitalisalsoknownas
revolving or circulating capital or shortterm capital.
BASIS OF
TIME
Permanent
/ Fixed
WC
Net
Working
Capital
Temporary
/ Variable
WC
Seasonal
WC
Regular
WC
Reserve
WC
Special
WC
Significance of Gross WC
OptimuminvestmentinCA
InvestmentinCAmustbeadequateCAinvestmentshouldnot
beinadequateorexcessiveinadequateWCcandisturb
productionandcanalsothreatenthesolvencyoffirm,ifitfails
tomeetitscurrentobligationexcessiveinvestmentinCA
shouldbeavoided,sinceitimpairsfirmsprofitability
FinancingofCA
NeedforWCarisesduetoincreasinglevelofbusinessactivity
&itistoprovidedquicklysometimesurplusfundmayarises
whichshouldbeinvestedinShorttermsecurities,theyshould
notbekeptidle
MaintainingLiquidityposition
Formaintainingliquiditypositionthereisa
needtomaintainCAsufficientlyinexcessof
CL
JudgeFinancialSoundnessofafirm
TheNetworkingcapitalhelpscreditorsand
investorstojudgefinancialsoundnessofa
firm
Rs
Assets
Rs
Equity Shares
20000
0
Goodwill
20000
8% Debentures
10000
0
Land and
Building
15000
0
Plant and
Machinery
10000
0
Sundry Creditors
15000
0
Inventories
Bills Payable
30000
Finished Goods
60000
Outstanding
Expenses
20000
Work in process
40000
Bank Overdraft
Provision for
Taxation
Marketable
Securities
60000
Sundry Debtors
90000
Bills Receivables
20000
20000
Amount
of
Working
Capital
Time
Permanent and temporary working capital for Growing firm
Raw
Materials
Cash
WIP
Operating Cycle in
Manufacturing firm
Debtors
SALES
Finished
Goods
Operating cycle
Manufacturing
of Non
Firm
Receivables
cash
Sales3000Lakhs
InventoryOpeningRs610Lakhs;
closingRs475Lakhs
ReceivableopeningRs915Lakhs;
ClosingRs975Lakhs
CostofGoodsSoldRs2675Lakhs
CASHCONVERSIONCYCLE
Theamountoftimeafirmsresourcesaretiedup
calculatedbysubtractingtheaveragepayment
periodfromtheoperatingcyclethetimeperiod
betweenthedateafirmpaysitssupplierandthe
dateitreceivescashfromitscustomer
CCC=OCAPP
AAI=AverageInventory
Costofgoodsold/365
ARP=AverageAccountReceivable
AnnualSales/365
APP=AccountPayablePeriod
Costofgoodsold/365
Calculate CCC
(CASH CONVERSION CYCLE)
Average use of Inventory 80 days
Account receivable collection period 50
days
Account payable period is 40 days
CCC= OC- APP
OC = AAI+ARP
80+50=130
CCC =130-40 =90 days
PurchaseofSaleofGoods
Collectionof
RawMaterial
onCredit
AccountReceivables
Oncredit
Averageageof Accountreceivable
Inventory(AII)
period(ARP)
AccountPayable
Period(APP)
Paymentto
suppliers
ReceiptofInvoice OperatingCycle(OC)
Production
Process
Used in
Generates
Accrued Direct
Labour and
materials
Working
Capital
cycle
Inventory
Via Sales Generator
Accounts
receivable
Collection
process
Accrued Fixed
Operating
expenses
Used to
purchase
Cash and
Marketable
Securities
External Financing
Return on Capital
Suppliers
Of Capital
Used to
purchase
Fixed
Assets
FORECASTING / ESTIMATION OF
WORKING CAPITAL REQUIREMENTS
Factorstobeconsidered
Totalcostsincurredonmaterials,wagesandoverheads
Thelengthoftimeforwhichrawmaterialsremaininstoresbeforethey
areissuedtoproduction.
The length of the production cycle or WIP, i.e., the time taken for
conversionofRMintoFG.
ThelengthoftheSalesCycleduringwhichFGaretobekeptwaiting
forsales.
Theaverageperiodofcreditallowedtocustomers.
The amount of cash required to pay day-to-day expenses of the
business.
Theamountofcashrequiredforadvancepaymentsifany.
Theaverageperiodofcredittobeallowedbysuppliers.
Timelaginthepaymentofwagesandotheroverheads
CurrentAssets
Assets
Current
(i)Cash
Cash
(i)
(ii)Receivables
Receivables((For..Months
For..MonthsSales)---Sales)---(ii)
(iii)Stocks
Stocks((ForMonths
ForMonthsSales)----Sales)----(iii)
(iv)AdvancePayments
Paymentsififany
any
(iv)Advance
Less::Current
CurrentLiabilities
Liabilities
Less
(i)Creditors
Creditors(For..
(For..Months
MonthsPurchases)Purchases)(i)
(ii)Lag
Lagin
inpayment
paymentof
ofexpenses
expenses
(ii)
WORKINGCAPITAL
CAPITAL((CA
CACL
CL))
WORKING
Add::Provision
Provision //Margin
Marginfor
forContingencies
Contingencies
Add
NETWORKING
WORKINGCAPITAL
CAPITALREQUIRED
REQUIRED
NET
-----------------------------------_
-----_
xxx
xxx
--------XXX
XXX
1. MANUFACTURING CONCERN
STATEMENT OF WORKING CAPITAL REQUIREMENTS
Amount (Rs.)
Current Assets
(i) Stock of R M( for .months consumption)
(ii)Work-in-progress (formonths)
(a) Raw Materials
(b) Direct Labour
(c) Overheads
(iii) Stock of Finished Goods ( for months sales)
(a) Raw Materials
(b) Direct Labour
(c) Overheads
(iv) Sundry Debtors ( for months sales)
(a) Raw Materials
(b) Direct Labour
(c) Overheads
(v) Payments in Advance (if any)
(iv) Balance of Cash for daily expenses
(vii)Any other item
Less : Current Liabilities
(i) Creditors (For.. Months Purchases)
(ii) Lag in payment of expenses
(iii) Any other
WORKING CAPITAL ( CA CL )xxxx
Add : Provision / Margin for Contingencies
NET WORKING CAPITAL REQUIRED
--------------------------------------------------------------------XXX
100000units
Sellingprice
Rs8perunit
%ageofNetprofitonsales
25%
AverageCreditPeriodallowedto
customer
8weeks
AverageCreditPeriodallowedby
supplier
4weeks
Averagestockholdingintermaofsales
requirement
12weeks
contingencies
10%
Share Capital
8% Debentures
Fixed asset
Material
Direct lab our
Overheads
150000
200000
130000
40%
20%
20%
The Hedging or
Matching Approach
The Conservative
Approach
The Aggressive
Approach
Fixed Assets
Time
Long-term
Debt +
Equity
Capital
Conservative Approach
This approach suggested that the entire
estimated investments in current asset
should be finance from long term source
and short term should be use only for
emergency requirement
Distinct features of this approach
Liquidity is greater
Risk is minimized
The cost of financing is relatively more as
interest has to be paid even on seasonal
requirement for the entire period
Fixed Assets
Time
Long-term
Debt +
Equity
capital
Fixed Assets
Time
Long-term
Debt +
Equity
capital
Aggressive approach
More Risky
Less costly
More Profitable
Management of Working
Capital
DDiim
men
C
Coom
mpo enssiion
possiti on IIII
itioonn
II
&
ooffCCL& LLeevvel
el
L
Policy A
ASSET LEVEL
Assumptions
50,000 maximum
units of production
Continuous
production
Three different
policies for
current asset
levels are possible
Policy B
Policy C
Current Assets
25,000
OUTPUT (units)
50,0
Impact on Liquidity
Optimal Amount (Level) of Current Assets
Policy A
ASSET LEVEL
Liquidity Analysis
Policy
Liquidity
A High
B Average
C Low
Policy B
Policy C
Current Assets
25,000
OUTPUT (units)
50,0
Impact on
Expected
Profitability
Optimal Amount (Level) of Current Assets
Return on Investment =
Policy A
ASSET LEVEL
Net Profit
Total Assets
Policy B
Policy C
Current Assets
Net Profit
Current + Fixed Assets
0
25,000
OUTPUT (units)
50,0
Impact on
Expected
Profitability
Optimal Amount (Level) of Current Assets
Policy A
ASSET LEVEL
Profitability Analysis
Policy
Profitability
A Low
B Average
C High
Policy B
Policy C
Current Assets
25,000
OUTPUT (units)
50,0
Impact on Risk
Optimal Amount (Level) of Current Assets
Decreasing cash
reduces the firms
ability to meet its
financial obligations.
More risk!
Stricter credit policies
reduce receivables and
possibly lose sales and
customers. More risk!
Lower inventory levels
increase stockouts and
lost sales. More risk!
Policy A
ASSET LEVEL
Policy B
Policy C
Current Assets
25,000
OUTPUT (units)
50,0
Impact on Risk
Optimal Amount (Level) of Current Assets
Policy A
ASSET LEVEL
Risk Analysis
Policy
Risk
A
Low
B
Average
C
High
Policy B
Policy C
Current Assets
25,000
OUTPUT (units)
50,0
Summary of the
Optimal Amount of
Current Assets
SUMMARY OF OPTIMAL CURRENT ASSET ANALYSIS
Policy
Liquidity Profitability
A
High
Low
Low
B Average
Average
Average
C
Low
High
High
Risk
Techniques of analysis of
working capital
Current
CURRENT ASSETS
CURRENT LIABILITIES
Cash in hand
Bills Payable
Cash at bank
Sundry Creditors
Sundry Debtors
Accrued or Outstanding
Expenses
Marketable securities
(Short term)
Bills Receivable
Dividend payable
Inventories of Stock
Bank Overdraft
Work in progress
Finished goods
Prepaid Expenses
Quick or liquid
Current Liabilities
Cash in hand
Bills Payable
Cash at bank
Sundry Creditors
Sundry Debtors
Accrued or Outstanding
Expenses
Marketable securities
Temporary
Investments
Bills payable
Sundry
creditors
Bank over
draft
Outstanding
expenses
500000 Goodwill
Land and
1000000 building
200000 Plant
Furniture
100000 and fixtures
Bills
60000 receivable
Sundry
70000 debtors
Bank
30000 balance
short term
5000 investments
100000
650000
800000
150000
70000
90000
45000
25000
CONCLUSION:
Current
Inventory conversion
period
Inventory conversion period = Days in a
year
Inventory Turnover Ratio
M/s Rakesh & Co supplies you the
following information for the year ending
31st Dec 1999
Credit Sales
Rs 150000
Cash Sales Rs 250000
Return Inward Rs 25000
Opening Stock Rs 25000
Closing Stock
Rs 35000
Average Collection
Period
The average collection period
represent the average number of days
for which a firm has to wait before its
receivable are converted into cash
Average Collection period =
Average Trade Debtors (Drs + B/R)
Sales per day
Sales Per day = Net Sales
No of working days
Or
Average collection period =Average
trade debtors Net Sales
No of working days
If the period is in months:
Average collection period =No of
working days Debtors turnover ratio
The two basis component of the ratio are
debtors and sales per day
Creditor/Payable
turnover ratio
FIND
OUT
Average Stock
Purchases
Credit turnover ratio
Average Payment Period
Average Collection Period
Working Capital turnover ratio
Working
capital Budgeting :
Working capital budget as a part
of total budgeting process of a
business , is prepared estimating
future long term and short term
working capital need and the
sources of finance them .
The objective of a working capital
budget is to ensure availability of
fund as and when needed and to
ensure effective utilization of these
resources .