1. Financial Management Liliya N. Zhilina, World Economy and Inrernational Relations Department, Vladivostok State University of Economic and Services (VSUES). liliya.zhilina@vvsu.ru 10. Current Asset Management.

2. Alternative working capital policies Cash management Inventory management Accounts receivable management

3. Basic Definitions Gross working capital: Total current assets. Net working capital: Current assets - Current liabilities. Working capital policy: The level of each current asset. How current assets are financed.

4. Working capital management: Includes both establishing working capital policy and then the day-to-day control of: Cash Inventories Receivables Short-term liabilities

5. Selected Ratios for MicroDrive Inc. MicroDrive Inc.Industry Average Liquidity ratios Current Ratio 3,24,2 Quick Ratio 1,22,1 Asset Management ratios Inventory Turnover 4,99 Days Sales Outstanding 4536 Fixed Asset Turnover 33 Total Asset Turnover 1,51,8 Debt Management ratios Debt Ratio 0,50,4 Times Interest Earned 3,26 EBITDA Coverage Ratio 3,08 Profitability ratios Profit Margin 0,00,1 Basic Earning Power 0,10,2

6. How does MicroDrive’s working capital policy compare with the industry? Working capital policy is reflected in a firm’s current ratio, quick ratio, turnover of cash and securities, inventory turnover, and DSO. These ratios indicate MicroDrive has large amounts of working capital relative to its level of sales. Thus, MicroDrive is following a relaxed (fat cat) policy.

7. Alternative Current Asset Investment Policies Current Assets ($) Sales ($) Restricted Moderate Relaxed

8. Is MicroDrive inefficient or just conservative? A relaxed policy may be appropriate if it reduces risk more than profitability. However, MicroDrive is much less profitable than the average firm in the industry. This suggests that the company probably has excessive working capital.

9. The cash conversion cycle focuses on the time between payments made for materials and labor and payments received from sales: Cash Inventory Receivables Payables conversion = conversion + collection - deferral. cycle period period period Cash Conversion Cycle

10. CCC = + – CCC = + 45 – 30 CCC = 75 + 45 – 30 CCC = 90 days. Days per year Inv. turnover Payables deferral period Days sales outstanding 360 4.9

11. The cash conversion cycle focuses on the time between payments made for materials and labor and payments received from sales: Cash Inventory Receivables Payables conversion = conversion + collection - deferral. cycle period period period What does the cash conversion cycle tell us about working capital management? Cash Conversion Cycle

12. Cash Management: Cash doesn’t earn interest, so why hold it? Transactions : Must have some cash to pay current bills. Precaution : “Safety stock.” But lessened by credit line and marketable securities. Compensating balances : For loans and/or services provided. Speculation : To take advantage of bargains, to take discounts, and so on. Reduced by credit line, marketable securities.

13. What’s the goal of cash management? To have sufficient cash on hand to meet the needs listed on the previous slide. However, since cash is a non-earning asset, to have not one dollar more.

14. Ways to Minimize Cash Holdings Insist on wire transfers from customers. Synchronize inflows and outflows. Use a remote disbursement account. Increase forecast accuracy to reduce the need for a cash “safety stock.” Hold marketable securities instead of a cash “safety stock.” Negotiate a line of credit (also reduces need for a “safety stock”).

15. Cash Budget: The Primary Cash Management Tool Purpose: Uses forecasts of cash inflows, outflows, and ending cash balances to predict loan needs and funds available for temporary investment. Timing: Daily, weekly, or monthly, depending upon budget’s purpose. Monthly for annual planning, daily for actual cash management.

16. Data Required for Cash Budget 1.Sales forecast. 2.Information on collections delay. 3.Forecast of purchases and payment terms. 4.Forecast of cash expenses: wages, taxes, utilities, and so on. 5.Initial cash on hand. 6.Target cash balance.

17. Inventory Management: Categories 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, loss of customer goodwill, and the disruption of production schedules.

18. Effect of Inventory Size on Costs Reducing the average amount of inventory held generally: Reduces carrying costs. Increases ordering costs. Increases probability of a stockout.

19. Accounts Receivable Management: Do MicroDrive ’s customers pay more or less promptly than those of its competitors? MicroDrive ’s days’ sales outstanding (DSO) of 45 days is well above the industry average (36 days). MicroDrive ’s customers are paying less promptly. MicroDrive should consider tightening its credit policy to reduce its DSO.

20. Cash Discounts: Lowers price. Attracts new customers and reduces DSO. Credit Period: How long to pay? Shorter period reduces DSO and average A/R, but it may discourage sales. Credit Standards: Tighter standards reduce bad debt losses, but may reduce sales. Fewer bad debts reduces DSO. Collection Policy: Tougher policy will reduce DSO, but may damage customer relationships. Elements of Credit Policy

21. Does MicroDrive 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.

22. If MicroDrive succeeds in reducing DSO without adversely affecting sales, what effect would this have on 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.