1. The Management of Working Capital Chapter 16 (Ch. 15 in the 4 th edition)

2. 2 Basics Working Capital Basics The assets/liabilities that are required to operate a business on a day-to-day basis Cash Accounts Receivable Inventory Accounts Payable Accruals Sometimes short term debt These assets/liabilities are short-term in nature and turn over regularly

3. 3 Working Capital, Funding Requirements, and the Current Accounts Gross Working Capital (GWC) represents the investment in current assets Working Capital Requires Funds Maintaining a working capital balance requires a permanent commitment of funds Example: Your firm will always have a minimum level of Inventory, Accounts Receivable, and Cash—this requires funding

4. 4 Working Capital, Funding Requirements, and the Current Accounts Spontaneous Financing Your firm will also always have a minimum level of Accounts Payable—in effect, money you have borrowed from suppliers Accounts Payable (and Accruals) are generated spontaneously Offset the funding required to support assets  Net working capital is Gross Working Capital – Current Liabilities (or sometimes just subtract spontaneous financing)  Reflects the net amount of funds needed to support routine operations

5. 5 Objective of Working Capital Management To run the firm efficiently which generally means as little money as economical tied up in Working Capital Involves trade-offs between easier operation and the cost of carrying short-term assets Benefit of low working capital  Less capital invested for the level of business (higher rate of return and lower cost) Cost of low working capital  Lost sales  risk

6. 6 Objective of Working Capital Management Inventory High LevelsLow Levels Benefit: Happy customers Few production delays (always have needed parts on hand) Cost: Expensive High storage costs Risk of obsolescence Cost: Shortages Dissatisfied customers Benefit: Low storage costs Less risk of obsolescence Cash High LevelsLow Levels Benefit: Reduces risk Cost: Increases financing costs Benefit: Reduces financing costs Cost: Increases risk

7. 7 Objective of Working Capital Management Accounts Receivable High Levels (favorable credit terms)Low Levels (unfavorable terms) Benefit: Happy customers High sales Cost: Expensive High collection costs Increases financing costs Cost: Dissatisfied customers Lower Sales Benefit: Less expensive Payables and Accruals High LevelsLow Levels Benefit: Reduces need for external finance--using a spontaneous financing source Cost: Unhappy suppliers Benefit: Happy suppliers/employees Cost: Not using a spontaneous financing source

8. 8 Operations—Cash Conversion Cycle A firm begins with cash which then “becomes” inventory Which then becomes a product which is sold Eventually this will turn into cash again The firm’s operating cycle is the time from the acquisition of inventory until cash is collected from product sales

9. 9 Figure 15.2: Time Line Representation of the Cash Conversion Cycle

10. 10 Example CCC from earlier in semester CompanyICPACPAP defCCC M175.863.2683.7795.35 AMZN43.7517.870.46-8.91 WMT51.374.1940.3115.24 COST36.084.0836.323.84 TGT (2015) 62.482.6354.9610.16 TGT (2012) 58.6131.5650.9439.23 Data ttm on 1/21/2016 from Morningstar

11. 11 Permanent and Temporary Working Capital Temporary working capital supports seasonal peaks in business Working capital is permanent to the extent that it supports a constant of minimum level of sales

12. 12 Figure 15.3: Working Capital Needs of Different Firms

13. 13 Financing Net Working Capital Since working capital is of a short-term nature, it is often financed with short-term sources This is known as the maturity-matching principle Permanent working capital can be financed either long or short term Temporary working capital needs should be supported with short-term funds

14. 14 Short-Term vs. Long-Term Financing Long-term financing Safe but expensive Safe because you don’t have re-issue risk Expensive because long-term rates are generally higher than short-term rates Short-term financing Cheap but risky Cheap because short-term rates are generally lower than long-term rates Risky because you are continually entering marketplace to borrow—borrower will face changing conditions

15. 15 Alternative Policies Matching maturity of assets and financing is a logical point of reference The mix of short- or long-term working capital financing is a matter of policy Deviations from maturity matching are considered Use of longer term funds reflects conservatism

16. 16 Figure 15.4— Working Capital Financing Policies

17. 17 Working Capital Policy Firm must set policy on following issues: How much working capital is used The extent to which working capital is supported by short- vs. long-term financing The nature/source of any short-term financing used How each component of working capital is managed

18. 18 Sources of Short-term Financing Spontaneous financing Accounts payable and accruals Unsecured bank loans Commercial paper Secured loans

19. 19 Spontaneous Financing Accruals Money you owe employees (for example) for work they have performed but not yet been paid Tend to be very short-term Accounts payable (AKA trade credit) Money you owe suppliers for goods you bought on credit Credit Terms: Terms of trade specify when you are to repay the debt  Example of terms of trade: 2/10, net/30  You must pay the entire amount by 30 days  If you pay within 10 days, you will receive a 2% discount

20. 20 Spontaneous Financing The prompt payment discount Passing up prompt payment discounts is generally a very expensive source of financing If the terms of trade are 2/10, net 30, and you elect to not pay by the 10 th day, you are essentially paying 2% interest for 20 days’ use of money. There are 18.25 20-day periods in one year (365 days  20). We can convert the 2% foregone discount into an annual rate by multiplying 2% by 18.25 to obtain 36.5%. Most prompt payment discounts are very attractive. Example

21. 21 Spontaneous Financing Abuses of Trade Credit Terms Trade credit, while originally a service to a firm’s customers, has become so commonplace it is now expected Companies offer it because they have to Stretching payables is a common abuse of trade credit Paying payables beyond the due date Slow paying companies receive poor credit ratings in credit reports issued by credit agencies

22. 22 Unsecured Bank Loan Represent the primary source of short-term loans for most companies Promissory note (AKA Notes Payable) Note signed promising to repay the amount borrowed plus interest Bank usually credits the amount to borrower’s checking account

23. 23 Unsecured Bank Loans Line of credit Informal, non-binding agreement between bank and firm that specifies the maximum amount firm can borrow over a specific time frame (usually a year) Borrower pays interest only on the amount borrowed Revolving credit agreement Similar to a line of credit except bank guarantees the availability of funds up to a maximum amount (effectively a binding agreement) Borrower pays a commitment fee on the unborrowed funds (whether they are used or not)

24. 24 Unsecured Bank Loans : example of a commitment fee Q:The Arcturus Company has a $10 million revolving credit agreement with its bank at prime plus 2.5% based on a calendar year. Prior to the month of June, it had taken down $4 million that was outstanding for the entire month. On June 15, it took down another $2 million (assume the funds were available on June 16). Prime is 9.5% and the bank’s commitment fee is 0.25% annually. What bank charges will Arcturus incur for the month of June? A:Arcturus will have to pay both interest on the money borrowed and a commitment fee on the unused balance of the revolving agreement. Monthly interest rate: (Prime + 2.5%)  12 = 1% Monthly commitment fee: 0.25%  12 = 0.0208% $4 million was outstanding for the entire month of June and $2 million was outstanding for 15 days of June, so the total dollar interest charges are: Example The commitment fee must be paid on an average of $5,000,000 that was unused during June ($6 million the first half, $4 million the second half), or: $5,000,000  (0.0025/12) = $1,041.67 Total interest payment = $51,041.67

25. 25 Unsecured Bank Loans Compensating balances A minimum amount by which the borrower’s bank account cannot drop below (therefore it is unavailable for use)  Increases the effective interest rate on a loan Typically between 10% and 20% of amounts loaned FCS stock purchase requirements are like a compensating balance

26. 26 Unsecured Bank Loans Clean-Up Requirements Theoretically a firm can constantly roll-over its short-term debt Borrow on a new note to pay off an old note  Risky for both the firm and the bank Some banks require that borrowers clean up short-term loans once a year Remain out of short-term debt for a certain time period

27. 27 Commercial Paper Notes issued by large, financially-strong firms and sold to investors Basically a short-term corporate bond Unsecured (usually) Buyers are usually other institutions (insurance companies, mutual funds, banks, pension funds) Maturity is less than 270 days Considered a very safe investment, therefore pays a relatively low interest rate Rather than paying a coupon rate, interest is discounted Commercial paper market is rigid and formal—no flexibility in repayment terms

28. 28 Short-Term Credit Secured by Current Assets Debt is secured by the current asset being financed More popular in some industries than in others Common in seasonal businesses such as agriculture and agribusiness

29. 29 Short-Term Credit Secured by Current Assets Receivables Financing: Accounts receivable represent money that is to be collected in the near future Banks recognize that this money will be collected soon are are willing to lend money based on this soon-to-be- collected money Pledging AR: firm promises to use the money paid from the collected AR to pay off bank loan (but AR still belong to firm which still collects the accounts)  If firm doesn’t repay, lender has recourse to borrower Factoring AR: firm sells AR to lender (at a severe discount) and the lending firm (factor) takes control of the accounts  AR are now paid directly to lender

30. 30 Short-Term Credit Secured by Current Assets Pledging Accounts Receivable Firm promises to use the money paid from the collected accounts to pay off bank loan Accounts Receivable still belong to firm which still collects the accounts If firm doesn’t repay, lender has recourse to borrower Lender can provide General line of credit tied to all receivables  Lender likely to advance at most 75% of the balance of accounts Specific line of credit tied to individual accounts receivable  Evaluates based on creditworthiness of account  Lender likely to advance as much as 90% of the balance of accepted accounts Expensive form of financing

31. 31 Short-Term Credit Secured by Current Assets Factoring Accounts Receivable Firm sells Accounts Receivable to lender (at a severe discount) and the lending firm (factor) takes control of the accounts Accounts Receivable are now paid directly to lender Factor usually reviews accounts and only accepts accounts it deems creditworthy Factors offer a wide range of services Perform credit checks on potential customers Advance cash on accounts it accepts or remit cash after collection Collect cash from customers Assume the bad-debt risk when customers don’t pay

32. 32 Short-Term Credit Secured by Current Assets Inventory Financing Use a firm’s inventory as collateral for a short-term loan Popular but subject to a number of problems Lenders aren’t usually equipped to sell inventory Specialized inventories and perishable goods are difficult to market Types of methods used Blanket liens—lender has a lien (claim) against all inventories of the borrower but borrower remains in physical control of inventory Chattel mortgage agreement—collateralized inventory is identified by serial number and can’t be sold without lender’s permission (but borrower remains in physical control of inventory) Warehousing—collateralized inventory is removed from borrower’s premises and placed in a warehouse (borrower’s access controlled by third party)  When inventory is sold a paper trail is generated and copy sent to lender (signaling lender to expect money from borrower soon)

33. 33 Cash Management Why have cash on hand? Transactions demand: need money to pay bills (employees, suppliers, utility/phone, etc.) Precautionary demand: to handle emergencies (unforeseen expenses) Speculative demand: to take advantage of unexpected opportunities (purchase of raw materials that are on sale) Compensating balances

34. 34 Objective of Cash Management Cash doesn’t earn a return Want to maintain liquidity without losing too much in return Can place a portion of cash balance into marketable securities (AKA: near cash or cash equivalents) Liquid investments that can be held instead of cash and earn a modest return  Examples include Treasury bills, commercial paper

35. 35 Check Disbursement and Collection Procedures When you pay a bill, the process generally works like this: You write a check and place it in the mail to payee (2-3 days of mail float) Payee receives check and performs internal processing (1 day of processing float) Payee deposits check in its own bank (1 day of processing float) Payee’s bank sends check into Federal Reserve’s interbank clearing system which processes the check (2 days of transit float) As a payer, you want to extend this time period As a payee, you want to reduce this time period

36. 36 Accelerating Cash Receipts Lock-box systems A post office box(es) located near customers in order to shorten mail and processing float Payee rents post office box(es) in strategic locations and hires a bank to check the box and deposit payments received into account After deposits are made, copies are send to payee’s office and internal processing completed Concentration Banking A single concentration bank manages balances in multiple remote accounts, sweeping excess cash into a central location for investment in marketable securities Funds can be moved electronically or via a depository transfer check

37. 37 Managing Accounts Receivable Generally firms like as little money as economical tied up in receivables Reduces costs (firm has to borrow to support the receivable level) Minimizes bad debt exposure But, having good relationships with customers is important Increases Sales Firm needs to strike a balance on these issues

38. 38 Managing Accounts Receivable Objective: Maximize profitability (not Sales) Questions that need to be answered: Credit Policy—what type of customer will you lend to? How financially viable must that customer be? Terms of sale (Trade)—What terms will the firm offer to credit customers? Collections Policy—How will the firm collect from those customers who don’t pay?

39. 39 Credit Policy Must examine the creditworthiness of potential credit customers Credit report Customer’s financial statements Bank references Customer’s reputation among other vendors Having a tight credit policy means you’ll probably have lower Sales Having a loose credit policy means you’ll probably have high bad debts Conflicts often arise between the sales and credit departments Sales department’s job is to generate sales and if salespeople are paid on commission it can get personal

40. 40 Terms of Sale Credit sales are made according to specified terms of sales Example: 2/10, net 30 means the customer receives a 2% discount if payment is made within 10 days, otherwise the entire amount is due by 30 days Prompt payment discount is usually an effective tool for managing receivables Customers pay quickly to save money Generally follow industry standard

41. 41 Collections Policy Collections department’s function is to follow up on overdue receivables (called dunning) Mail a polite letter Follow up with additional dunning letters Phone calls Collection agency Lawsuit A firm’s collection policy is the manner and aggressiveness with which a firm pursues payment from delinquent customers Being overly aggressive can damage customer relations

42. 42 1. Days Sales Outstanding (DSO) The average length of time required to collect accounts receivable Also called the average collection period Receivables Monitoring

43. 43 2. Aging Schedule Report showing how long accounts receivable have been outstanding The report divides receivables into specified periods, which provides information about the proportion of receivables that are current and proportion that are past due for given lengths of time Receivables Monitoring

44. 44 Aging Schedule

45. Inventory Management Mismanagement of inventory has the potential to ruin a company Inventory is not the direct responsibility of the finance department Usually managed by a functional area such as manufacturing or operations However, finance department has an oversight responsibility for inventory management Monitor level of lost of obsolete inventory Supervise periodic physical inventories

46. Benefits and Costs of Carrying Adequate Inventory Benefits Reduces stockouts and backorders Makes operations run more smoothly, improves customer relations and increases sales Costs Interest on funds used to acquire inventory Storage and security Insurance Taxes Shrinkage Spoilage Breakage Obsolescence

47. Inventory Control and Management Inventory management refers to the overall way a firm controls inventory and its cost Define an acceptable level of operating efficiency with regard to inventory Try to achieve that level with the minimum inventory cost Extremely important for many businesses. I don’t know much about actual techniques to manage inventory

48. Safety Stocks, Reorder Points and Lead Times Safety stock provides a buffer against unexpectedly rapid use or delayed delivery An additional supply of inventory that is carried at all times to be used when normal working stocks run out Rarely advisable to carry so much safety stock that stockouts never happen Carrying costs would be excessive Ordering lead time is the advance notice needed so that an order placed will arrive at the needed time Usually estimated by the item’s supplier