Presentation on theme: "Working Capital Management"— Presentation transcript:
1Working Capital Management Chapter 16Working Capital ManagementAlternative Working Capital PoliciesCash ManagementInventory and A/R ManagementTrade CreditBank Loans
2Working Capital Terminology Working capital – current assets.Net working capital – current assets minus non-interest bearing current liabilities.Working capital policy – deciding the level of each type of current asset to hold, and how to finance current assets.Working capital management – controlling cash, inventories, and A/R, plus short-term liability management.
3Selected Ratios for SKI Inc. Ind AvgCurrent ratio1.75x2.25xDebt/Assets58.76%50.00%Turnover of cash & securities16.67x22.22xDays sales outstanding45.6332.00Inventory turnover4.82x7.00xFixed assets turnover11.35x12.00xTotal assets turnover2.08x3.00xProfit margin2.07%3.50%Return on equity10.45%21.00%
4How does SKI’s working capital policy compare with its industry? Working capital policy is reflected in the current ratio, turnover of cash and securities, inventory turnover, and days sales outstanding.These ratios indicate SKI has large amounts of working capital relative to its level of sales.SKI is either very conservative or inefficient.
5Is SKI inefficient or conservative? A conservative (relaxed) policy may be appropriate if it leads to greater profitability.However, SKI is not as profitable as the average firm in the industry.This suggests the company has excessive working capital.
6Working Capital Financing Policies Moderate – Match the maturity of the assets with the maturity of the financing.Aggressive – Use short-term financing to finance permanent assets.Conservative – Use permanent capital for permanent assets and temporary assets.
7Moderate Financing Policy YearsLower dashed line would be more aggressive.$Perm C.A.Fixed AssetsTemp. C.A.S-TLoansL-T Fin:Stock,Bonds,Spon. C.L.
11Minimizing Cash Holdings Use a lockboxInsist on wire transfers and debit/credit cards from customersSynchronize inflows and outflowsReduce need for “safety stock” of cashIncrease forecast accuracyHold marketable securitiesNegotiate a line of credit
12Cash BudgetForecasts cash inflows, outflows, and ending cash balances.Used to plan loans needed or funds available to invest.Can be daily, weekly, or monthly, forecasts.Monthly for annual planning and daily for actual cash management.
15How could bad debts be worked into the cash budget? Collections would be reduced by the amount of the bad debt losses.For example, if the firm had 3% bad debt losses, collections would total only 97% of sales.Lower collections would lead to higher borrowing requirements.
16Analyze SKI’s Forecasted Cash Budget Cash holdings will exceed the target balance for each month, except for October and November.Cash budget indicates the company is holding too much cash.SKI could improve its EVA by either investing cash in more productive assets, or by returning cash to its shareholders.
17Why might SKI want to maintain a relatively high amount of cash? If sales turn out to be considerably less than expected, SKI could face a cash shortfall.A company may choose to hold large amounts of cash if it does not have much faith in its sales forecast, or if it is very conservative.The cash may be used, in part, to fund future investments.
18Inventory Costs Types of inventory costs Carrying costs – storage and handling costs, insurance, property taxes, depreciation, and obsolescence.Ordering costs – cost of placing orders, shipping, and handling costs.Costs of running short – loss of sales or customer goodwill, and the disruption of production schedules.Reducing inventory levels generally reduces carrying costs, increases ordering costs, and may increase the costs of running short.
19Is SKI holding too much inventory? SKI’s inventory turnover (4.82x) is considerably lower than the industry average (7.00x).The firm is carrying a lot of inventory per dollar of sales.By holding excessive inventory, the firm is increasing its costs, which reduces its ROE.Moreover, this additional working capital must be financed, so EVA is also lowered.
20If SKI reduces its inventory, without adversely affecting sales, what effect will this have on the cash position?Short run: Cash will increase as inventory purchases decline.Long run: Company is likely to take steps to reduce its cash holdings and increase its EVA.
21Do SKI’s customers pay more or less promptly than those of its competitors? SKI’s DSO (45.6 days) is well above the industry average (32 days).SKI’s customers are paying less promptly.SKI should consider tightening its credit policy in order to reduce its DSO.
22Elements of Credit Policy Credit Period – How long to pay? Shorter period reduces DSO and average A/R, but it may discourage sales.Cash Discounts – Lowers price. Attracts new customers and reduces DSO.Credit Standards – Tighter standards tend to reduce sales, but reduce bad debt expense. Fewer bad debts reduce DSO.Collection Policy – How tough? Tougher policy will reduce DSO but may damage customer relationships.
23Does SKI face any risk if it tightens its credit policy? Yes, a tighter credit policy may discourage sales.Some customers may choose to go elsewhere if they are pressured to pay their bills sooner.SKI must balance the benefits of fewer bad debts with the cost of possible lost sales.
24If SKI reduces its DSO without adversely affecting sales, how would this affect its cash position? Short run: If customers pay sooner, this increases cash holdings.Long run: Over time, the company would hopefully invest the cash in more productive assets, or pay it out to shareholders. Both of these actions would increase EVA.
25What is trade credit?Trade credit is credit furnished by a firm’s suppliers.Trade credit is often the largest source of short- term credit, especially for small firms.Spontaneous, easy to get, but cost can be high.
26Terms of Trade CreditA firm buys $3,000,000 net ($3,030,303 gross) on terms of 1/10, net 30.The firm can forego discounts and pay on Day 40, without penalty.
27Breaking Down Trade Credit Payables level, if the firm takes discountsPayables = $8,219.18(10) = $82,192Payables level, if the firm takes no discountsPayables = $8,219.18(40) = $328,767Credit breakdown
28Nominal Cost of Trade Credit The firm loses 0.01($3,030,303) = $30,303 of discounts to obtain $246,575 in extra trade credit:rNOM = $30,303/$246,575= = 12.29%The $30,303 is paid throughout the year, so the effective cost of costly trade credit is higher.