Wc management ppt

Working Capital Management
By
Prof. (Dr.) G.S. Popli
Delhi School of Business

Working capital
Introduction
• Working capital typically means the firm’s
holding of current or short-term assets
such as cash, receivables, inventory and
marketable securities.
• These items are also referred to as
circulating capital
• Corporate executives devote a
considerable amount of attention to the
management of working capital.

Working Capital refers to that part of theWorking Capital refers to that part of the
firm’s capital, which is required for financingfirm’s capital, which is required for financing
short-term or current assetsshort-term or current assets
such as cash, marketable securities,such as cash, marketable securities,
debtors and inventories.debtors and inventories.
Funds thus, invested in current assets keepFunds thus, invested in current assets keep
revolving fast and are constantly convertedrevolving fast and are constantly converted
into cash and this cash flow out again ininto cash and this cash flow out again in
exchange for other current assets.exchange for other current assets.
Working Capital is also known asWorking Capital is also known as
““Revolving or Circulating Capital” or short-Revolving or Circulating Capital” or short-
term capital.term capital.

Concept of Working Capital
• There are two possible interpretations of
working capital concept:
1. Balance sheet concept
2. Operating cycle concept
Balance sheet concept :
There are two interpretations of working
capital under the balance sheet
concept.
(a). Excess of current assets over
current liabilities
(b). Gross or total current assets.

• Excess of current assets over current liabilities
are called the net working capital or net current
assets.
• Working capital is really what a part of long term
finance is locked in and used for supporting
current activities.
• The balance sheet definition of working capital is
meaningful only as an indication of the firm’s
current solvency in repaying its creditors.
• When firms speak of shortage of working capital
they in fact possibly imply scarcity of cash
resources.
• In fund flow analysis an increase in working
capital, as conventionally defined, represents
employment or application of funds.

• Operating cycle concept
• A company’s operating cycle typically consists of
three primary activities:
– Purchasing resources,
– Producing the product and
– Distributing (selling) the product.
These activities create funds flows that are both
unsynchronized and uncertain.
Unsynchronized because cash disbursements (for
example, payments for resource purchases) usually take
place before cash receipts (for example collection of
receivables).
These are uncertain because future sales and costs, which
generate the respective receipts and disbursements,
cannot be forecasted with complete accuracy.

“ Circulating Capital means current assets
of a company that are changed in the
ordinary course of business from one
form to another, as for example, from cash
to inventories, inventories to receivables,
receivable to cash”
…………GenestenbregGenestenbreg

• The firm has to maintain cash balance to
pay the bills as they become due.
• In addition, the company must invest in
inventories to fulfill their customer’s orders
promptly.
• And finally, the company has to invest in
Accounts Receivable to extend credit to
customers.
• Operating cycle is equal to the length of
inventory and receivable conversion
periods.

TYPES OF WORKING CAPITAL
WORKING CAPITAL
BASIS OF
CONCEPT
BASIS OF
TIME
Gross
Working
Capital
Net
Working
Capital
Permanent
/ Fixed
WC
Temporary
/ Variable
WC
Regular
WC
Reserve
WC
Special
WC
Seasonal
WC

Operating cycle of a typical company
Payable
Deferral period
Inventory conversion
period
Cash conversion
cycle
Operating
cycle
Pay for
Resources
purchases
Receive
CashPurchase
resources
Sell
Product
On credit
Receivable
Conversion period

• Inventory conversion period
Avg. inventory
= _________________
Cost of sales/365
• Receivable conversion period
Accounts receivable
= ___________________
Annual credit sales/365
• Payables deferral period
Accounts payable + Salaries, etc
= ___________________________
(Cost of sales + selling, general and admn. Expenses)/365

• Cash conversion cycle = Operating cycle
– payables deferral period.
• Importance of working capital
– Risk and uncertainty involved in managing the
cash flows
– Uncertainty in demand and supply of goods,
escalation in cost both operating and
financing costs.
– Working capital cycle is the life-blood of the
firm

• Strategies to Overcome the Problem
– Manage working capital investment or
financing as :
– Holding additional cash balances beyond
expected needs
– Holding a reserve of short term marketable
securities
– Arrange for availability of additional short-term
borrowing capacity
– One of the ways to address the problem of
fixed set-up cost may be to hold inventory.
– One or combination of the above strategies
will target the problem

Resource flows for a manufacturing firm
Fixed
Assets
Production
Process
Generates
Inventory
Via Sales Generator
Accounts
receivable
Used in
Accrued Direct
Labour and
materials
Accrued Fixed
Operating
expenses
Cash and
Marketable
Securities
Suppliers
Of Capital
External Financing
Return on Capital
Collection
process
Used to
purchase
Used to
purchase
Used in
Working
Capital
cycle

Working capital investment
• The size and nature of investment in
current assets is a function of different
factors.
• These are, type of products manufactured,
the length of operating cycle, the sales
level, inventory policies, unexpected
demand and unanticipated delays in
obtaining new inventories, credit policies
and current assets etc.

Three alternative working capital
investment policies
Sales (Rs.)
CurrentAssets
(Rs.)
Policy C
Policy A
Policy B

• Policy C represents conservative approach
• Policy A represents aggressive approach
• Policy B represents a moderate approach
• Optimal level of working capital investment
• Risk of long-term versus short-term debt

Difference between permanent & temporary workingDifference between permanent & temporary working
capitalcapital
Amount Variable Working CapitalAmount Variable Working Capital
ofof
WorkingWorking
CapitalCapital
Permanent Working CapitalPermanent Working Capital
TimeTime

Variable Working Capital
Amount
of
Working
Capital
Permanent Working Capital
Time

Financing Needs Over Time
Fixed Assets
Permanent Current Assets
Total Assets
Fluctuating Current Assets
Time
Rs.

Matching approach to asset financing
Fixed Assets
Total Assets
Time
Rs.
Short-term
Debt
Long-term
Debt +
Equity
Capital

Conservative approach to asset financing
Fixed Assets
Total Assets
Time
Rs.
Short-term
Debt
Long-term
Debt +
Equity
capital

Aggressive approach to asset financing
Fixed Assets
Total Assets
Time
Rs.
Short-term
Debt
Long-term
Debt +
Equity
capital

FACTORS DETERMINING WORKING CAPITALFACTORS DETERMINING WORKING CAPITAL
1. Nature of the Industry1. Nature of the Industry
2. Demand of Industry2. Demand of Industry
3. Cash requirements3. Cash requirements
4. Nature of the Business4. Nature of the Business
5. Manufacturing time5. Manufacturing time
6. Volume of Sales6. Volume of Sales
7. Terms of Purchase and Sales7. Terms of Purchase and Sales
8. Inventory Turnover8. Inventory Turnover
9. Business Turnover9. Business Turnover
10. Business Cycle10. Business Cycle
11. Current Assets requirements11. Current Assets requirements
12. Production Cycle12. Production Cycle
contd…contd…

Working Capital Determinants (Contd…)Working Capital Determinants (Contd…)
13. Credit control13. Credit control
14. Inflation or Price level changes14. Inflation or Price level changes
15. Profit planning and control15. Profit planning and control
16. Repayment ability16. Repayment ability
17. Cash reserves17. Cash reserves
18. Operation efficiency18. Operation efficiency
19. Change in Technology19. Change in Technology
20. Firm’s finance and dividend policy20. Firm’s finance and dividend policy
21. Attitude towards Risk21. Attitude towards Risk

EXCESS OR INADEQUATE WORKING CAPITALEXCESS OR INADEQUATE WORKING CAPITAL
Every business concern should have adequateEvery business concern should have adequate
working capital to run its business operations.working capital to run its business operations.
It should haveIt should have neither redundant or excessneither redundant or excess
working capital nor inadequate or shortage ofworking capital nor inadequate or shortage of
working capital.working capital.
Both excess as well as shortage of workingBoth excess as well as shortage of working
capital situations are bad for any business.capital situations are bad for any business.
However, out of the two, inadequacy or shortageHowever, out of the two, inadequacy or shortage
of working capital is more dangerous from theof working capital is more dangerous from the
point of view of the firm.point of view of the firm.

Disadvantages of Redundant or ExcessDisadvantages of Redundant or Excess
Working CapitalWorking Capital
 Idle funds, non-profitable for business,Idle funds, non-profitable for business,
poor ROIpoor ROI
 Unnecessary purchasing & accumulationUnnecessary purchasing & accumulation
of inventories over required levelof inventories over required level
 Excessive debtors and defective creditExcessive debtors and defective credit
policy, higher incidence of B/D.policy, higher incidence of B/D.
Overall inefficiency in the organization.Overall inefficiency in the organization.
When there is excessive working capital,When there is excessive working capital,
Credit worthiness suffersCredit worthiness suffers
 Due to low rate of return onDue to low rate of return on
investments,investments,
the market value of shares may fallthe market value of shares may fall

Disadvantages or Dangers of Inadequate orDisadvantages or Dangers of Inadequate or
Short Working CapitalShort Working Capital
 Can’t pay off its short-term liabilities inCan’t pay off its short-term liabilities in
time.time.
 Economies of scale are not possible.Economies of scale are not possible.
 Difficult for the firm to exploit favourableDifficult for the firm to exploit favourable
market situationsmarket situations
 Day-to-day liquidity worsensDay-to-day liquidity worsens
 Improper utilization the fixed assets andImproper utilization the fixed assets and
ROI falls sharplyROI falls sharply

MANAGEMENT OF WORKING CAPITAL ( WCM )MANAGEMENT OF WORKING CAPITAL ( WCM )
Management of working capital is concernedManagement of working capital is concerned
withwith the problems that arise in attempting tothe problems that arise in attempting to
manage the current assets, the current liabilitiesmanage the current assets, the current liabilities
and the inter-relationship that exists betweenand the inter-relationship that exists between
them.them. In other words, it refers to all aspects ofIn other words, it refers to all aspects of
administration of CA and CL.administration of CA and CL.
Working Capital Management Policies of a firmWorking Capital Management Policies of a firm
have a great effect on itshave a great effect on its profitability, liquidityprofitability, liquidity
and structural health of the organization.and structural health of the organization.

3D Nature of Working Capital Management3D Nature of Working Capital Management
Dimension I
Profitability,
Risk, & Liquidity
Dimension I
Profitability,
Risk, & Liquidity
Dimension II
Composition & Level
of CA
Dimension II
Composition & Level
of CA
Dimension III
Composition & Level
of CL
Dimension III
Composition & Level
of CL

PRINCIPLES OF WORKING CAPITALPRINCIPLES OF WORKING CAPITAL
MANAGEMENT / POLICYMANAGEMENT / POLICY
PRINCIPLES OF
WORKING CAPITAL
MANAGEMENT
Principle of
Risk
Variation
Principle
of Cost of
Capital
Principle of
Equity
Position
Principle of
Maturity of
Payment

FORECASTING / ESTIMATION OF WORKING CAPITALFORECASTING / ESTIMATION OF WORKING CAPITAL
REQUIREMENTSREQUIREMENTS
Factors to be consideredFactors to be considered
• Total costs incurred onTotal costs incurred on materials, wages and overheadsmaterials, wages and overheads
• TheThe length of timelength of time for which raw materials remain in storesfor which raw materials remain in stores
before they are issued to production.before they are issued to production.
• The length of the production cycle or WIP, i.e.,The length of the production cycle or WIP, i.e., the time taken forthe time taken for
conversion of RM into FG.conversion of RM into FG.
• TheThe length of the Sales Cyclelength of the Sales Cycle during which FG are to be keptduring which FG are to be kept
waiting for sales.waiting for sales.
• The average period ofThe average period of credit allowed to customers.credit allowed to customers.
• TheThe amount of cash required to pay day-to-day expenses of theamount of cash required to pay day-to-day expenses of the
business.business.
• TheThe amount of cash required for advance payments if any.amount of cash required for advance payments if any.
• The average period ofThe average period of credit to be allowed by suppliers.credit to be allowed by suppliers.
• Time – lag in the payment of wages and other overheadsTime – lag in the payment of wages and other overheads

PROFORMA - WORKING CAPTIAL ESTIMATESPROFORMA - WORKING CAPTIAL ESTIMATES
1. TRADING CONCERN1. TRADING CONCERN
STATEMENT OF WORKING CAPITAL REQUIREMENTS
Amount (Rs.)
Current Assets
(i) Cash ----
(ii) Receivables ( For…..Month’s Sales)---- ----
(iii) Stocks ( For……Month’s Sales)----- ----
(iv)Advance Payments if any ----
Less : Current Liabilities
(i) Creditors (For….. Month’s Purchases)- ----
(ii) Lag in payment of expenses -----_
WORKING CAPITAL ( CA – CL ) xxx
Add : Provision / Margin for Contingencies -----
NET WORKING CAPITAL REQUIRED XXX
Amount (Rs.)
Current Assets
(i) Cash ----
(ii) Receivables ( For…..Month’s Sales)---- ----
(iii) Stocks ( For……Month’s Sales)----- ----
(iv)Advance Payments if any ----
(i) Creditors (For….. Month’s Purchases)- ----
(ii) Lag in payment of expenses -----_
WORKING CAPITAL ( CA – CL ) xxx

1. MANUFACTURING CONCERN1. MANUFACTURING CONCERN
Amount (Rs.)
Current Assets
(i) Stock of R M( for ….month’s consumption) -----
(ii)Work-in-progress (for…months)
(a) Raw Materials -----
(b) Direct Labour -----
(c) Overheads -----
(iii) Stock of Finished Goods ( for …month’s sales)
(c) Overheads -----
(iv) Sundry Debtors ( for …month’s sales)
(c) Overheads -----
(v) Payments in Advance (if any) -----
(iv) Balance of Cash for daily expenses -----
(vii)Any other item -----
(i) Creditors (For….. Month’s Purchases) -----
(ii) Lag in payment of expenses -----
(iii) Any other -----
WORKING CAPITAL ( CA – CL )xxxx

Points to be remembered while estimating WCPoints to be remembered while estimating WC
• (1) Profits should be ignored while calculating working capital(1) Profits should be ignored while calculating working capital
requirements for the following reasons.requirements for the following reasons.
• (a) Profits may or may not be used as working capital(a) Profits may or may not be used as working capital
• (b) Even if it is used, it may be reduced by the amount of(b) Even if it is used, it may be reduced by the amount of
Income tax, Drawings, Dividend paid etc.Income tax, Drawings, Dividend paid etc.
• (2) Calculation of WIP depends on the degree of completion as(2) Calculation of WIP depends on the degree of completion as
regards to materials, labour and overheads. However, ifregards to materials, labour and overheads. However, if
nothing is mentioned in the problem, take 100% of the value asnothing is mentioned in the problem, take 100% of the value as
WIP. Because in such a case, the average period of WIP mustWIP. Because in such a case, the average period of WIP must
have been calculated as equivalent period of completed units.have been calculated as equivalent period of completed units.
• (3) Calculation of Stocks of Finished Goods and Debtors(3) Calculation of Stocks of Finished Goods and Debtors
should be made at cost unless otherwise asked in theshould be made at cost unless otherwise asked in the
question.question.

THE WORKING CAPITALTHE WORKING CAPITAL
CYCLECYCLE
(OPERATING CYCLE)(OPERATING CYCLE)
Accounts Payable
Cash
Raw
Materials
W I P
Finished
Goods
Value Addition
Accounts
Receivable
SALES

Time & Money Concepts inTime & Money Concepts in
Working Capital CycleWorking Capital Cycle
Each component of working capitalEach component of working capital
(namely inventory, receivables and(namely inventory, receivables and
payables) has two dimensionspayables) has two dimensions
........TIME ......... and MONEY, when it........TIME ......... and MONEY, when it
comes to managing working capitalcomes to managing working capital

TIME IS MONEYTIME IS MONEY
 You can get money toYou can get money to move fastermove faster around thearound the
cycle orcycle or reduce the amountreduce the amount of money tied up.of money tied up.
Then, business will generate more cash or it willThen, business will generate more cash or it will
need to borrow less money to fund working capital.need to borrow less money to fund working capital.
 As a consequence, you couldAs a consequence, you could reduce the costreduce the cost
of bank interestof bank interest or you'll have additionalor you'll have additional freefree
money available to support additional sales growthmoney available to support additional sales growth
or investment.or investment.
 Similarly, if you canSimilarly, if you can negotiate improved termsnegotiate improved terms
with suppliers e.g. get longer credit or anwith suppliers e.g. get longer credit or an
increased credit limit, you effectively createincreased credit limit, you effectively create freefree
finance to help fund future sales.finance to help fund future sales.

If youIf you ThenThen ............
Collect receivables (debtors)Collect receivables (debtors)
fasterfaster
You release cash from theYou release cash from the
cyclecycle
Collect receivables (debtors)Collect receivables (debtors)
slowerslower
Your receivables soak upYour receivables soak up
cashcash
Get better credit (in termsGet better credit (in terms
of duration or amount) fromof duration or amount) from
supplierssuppliers
You increase your cashYou increase your cash
resourcesresources
Shift inventory (stocks)Shift inventory (stocks)
fasterfaster
You free up cashYou free up cash
Move inventory (stocks)Move inventory (stocks)
slowerslower
You consume more cashYou consume more cash

MANAGEMENT OF CASHMANAGEMENT OF CASH
1. Importance of Cash1. Importance of Cash
When planning the short or long-termWhen planning the short or long-term
funding requirements of a business, it isfunding requirements of a business, it is
more important to forecast the likely cashmore important to forecast the likely cash
requirements than to project profitabilityrequirements than to project profitability
etc.etc.
Bear in mind that more businesses failBear in mind that more businesses fail
for lack of cash than for want of profit.for lack of cash than for want of profit.

2. Cash vs Profit2. Cash vs Profit
Sales and costs and, therefore, profits do notSales and costs and, therefore, profits do not
necessarily coincide with their associated cashnecessarily coincide with their associated cash
inflows and outflows.inflows and outflows.
The net result is that cash receipts often lag cashThe net result is that cash receipts often lag cash
payments and, whilst profits may be reported, thepayments and, whilst profits may be reported, the
business may experience a short-term cash shortfall.business may experience a short-term cash shortfall.
 For this reason it is essential to forecast cashFor this reason it is essential to forecast cash
flows as well as project likely profits.flows as well as project likely profits.

Income Statement:Income Statement: Month 1Month 1
Sales (Rs.000)Sales (Rs.000) 7575
Costs (Rs.000)Costs (Rs.000) 6565
Profit (Rs.000)Profit (Rs.000) 1010
CFs relating to Month 1:CFs relating to Month 1:
Amount in (Rs.000)Amount in (Rs.000)
Month 1Month 1 Month 2Month 2 Month 3Month 3 TotalTotal
Receipts from salesReceipts from sales 2020 3535 2020 7575
Payments to suppliers etc.Payments to suppliers etc. 4040 2020 55 6565
Net cash flowNet cash flow (20)(20) 1515 1515 1010
Cumulative net cash flowCumulative net cash flow
(20)(20) (5)(5) 1010 1010

Calculating Cash FlowsCalculating Cash Flows
 Project cumulative positive net cash flowProject cumulative positive net cash flow
over several periods and, conversely, aover several periods and, conversely, a
cumulative negative cash flowcumulative negative cash flow
 Cash flow planningCash flow planning entails forecasting andentails forecasting and
tabulating all significant cash inflowstabulating all significant cash inflows relatingrelating
to sales, new loans, interest received etc., andto sales, new loans, interest received etc., and
thenthen analyzing in detail the timing ofanalyzing in detail the timing of
expected paymentsexpected payments relating to suppliers,relating to suppliers,
wages, other expenses, capital expenditure,wages, other expenses, capital expenditure,
loan repayments, dividends, tax, interestloan repayments, dividends, tax, interest
payments etc.payments etc.

CASH MANAGEMENT STRATEGIESCASH MANAGEMENT STRATEGIES
Cash PlanningCash Planning
Cash Forecasts and BudgetingCash Forecasts and Budgeting
Receipts and Disbursements MethodReceipts and Disbursements Method
Adjusted Net Income Method (Sources andAdjusted Net Income Method (Sources and
Uses of Cash)Uses of Cash)

MANAGING CASH FLOWSMANAGING CASH FLOWS
After estimating cash flows, efforts should beAfter estimating cash flows, efforts should be
made to adhere to the estimates of receipts andmade to adhere to the estimates of receipts and
payments of cash.payments of cash.
Cash Management will be successful only ifCash Management will be successful only if
cash collections arecash collections are acceleratedaccelerated andand cashcash
paymentspayments (disbursements), as far as possible,(disbursements), as far as possible,
areare delayeddelayed..

Methods of ACCELERATING CASH INFLOWSMethods of ACCELERATING CASH INFLOWS
 Prompt payment from customers (Debtors)Prompt payment from customers (Debtors)
 Quick conversion of payment into cashQuick conversion of payment into cash
 Decentralized collectionsDecentralized collections
 Lock Box System (collecting centers at different locations)Lock Box System (collecting centers at different locations)
Methods of DECELERATING CASH OUTFLOWSMethods of DECELERATING CASH OUTFLOWS
 Paying on the last datePaying on the last date
 Payment through Cheques and DraftsPayment through Cheques and Drafts
 Adjusting Payroll Funds (Reducing frequency of payments)Adjusting Payroll Funds (Reducing frequency of payments)
 Centralization of PaymentsCentralization of Payments
 Inter-bank transfersInter-bank transfers
 Making use of Float (Difference between balance in Bank PassMaking use of Float (Difference between balance in Bank Pass
Book and Bank Column of Cash Book)Book and Bank Column of Cash Book)

MANAGEMENT OF RECEVABLESMANAGEMENT OF RECEVABLES
Receivables ( Sundry Debtors ) result fromReceivables ( Sundry Debtors ) result from
CREDIT SALES.CREDIT SALES.
A concern is required to allow credit in order toA concern is required to allow credit in order to
expand its sales volume.expand its sales volume.
Receivables contribute a significant portion ofReceivables contribute a significant portion of
current assets.current assets.
But for investment in receivables the firm has toBut for investment in receivables the firm has to
incur certain costs (opportunity cost and timeincur certain costs (opportunity cost and time
value )value )
Further, there is a risk of BAD DEBTS also.Further, there is a risk of BAD DEBTS also.
It is, therefore very necessary to have a properIt is, therefore very necessary to have a proper
control and management of receivables.control and management of receivables.

OBJECTIVESOBJECTIVES
The objective of Receivables ManagementThe objective of Receivables Management
isis to take sound decision as regards toto take sound decision as regards to
investment in Debtors.investment in Debtors. In the words ofIn the words of
BOLTON S E.,BOLTON S E., the objective of receivablesthe objective of receivables
management ismanagement is
“ to promote sales and profits until that“ to promote sales and profits until that
point is reached where the return onpoint is reached where the return on
investment in further funding ofinvestment in further funding of
receivables is less than the cost of fundsreceivables is less than the cost of funds
raised to finance that additional credit”raised to finance that additional credit”

DIMENSIONS OF RECEIVABLES MANAGEMENTDIMENSIONS OF RECEIVABLES MANAGEMENT
OPTIMUM LEVEL OF INVESTMENT IN TRADE RECEIVABLESOPTIMUM LEVEL OF INVESTMENT IN TRADE RECEIVABLES
ProfitabilityProfitability
Costs &Costs &
ProfitabilityProfitability Optimum LevelOptimum Level
LiquidityLiquidity
StringentStringent LiberalLiberal

AVERAGE COLLECTION PERIOD AND AGEINGAVERAGE COLLECTION PERIOD AND AGEING
SCHEDULESCHEDULE
The collection of BOOK DEBTS can beThe collection of BOOK DEBTS can be
monitored with the use of averagemonitored with the use of average
collection period and ageing schedule.collection period and ageing schedule.
The ACTUAL AVERAGE COLLECTIONThe ACTUAL AVERAGE COLLECTION
PERIOD IS COMPARED WITH THEPERIOD IS COMPARED WITH THE
STANDARD COLLECTION PERIOD toSTANDARD COLLECTION PERIOD to
evaluate the efficiency of collection so thatevaluate the efficiency of collection so that
necessary corrective action can be initiatednecessary corrective action can be initiated
and taken.and taken.

THE AGEING SCHEDULE HIGHLIGHTS THETHE AGEING SCHEDULE HIGHLIGHTS THE
DEBTORS ACCORDING TO THE AGE OR LENGTHDEBTORS ACCORDING TO THE AGE OR LENGTH
OF TIME OF THE OUTSTANDING DEBTORS.OF TIME OF THE OUTSTANDING DEBTORS.
The following table presents the ageing scheduleThe following table presents the ageing schedule
AGEING SCHEDULEAGEING SCHEDULE
Outstanding PeriodOutstanding Period O/s Amount of DebtorsO/s Amount of Debtors % of% of
DebtorsDebtors
0 – 30 Days0 – 30 Days 5,00,0005,00,000 5050
31 – 40 Days31 – 40 Days 1,00,0001,00,000 1010
41 – 60 Days41 – 60 Days 2,00,0002,00,000 2020
61 – 90 Days61 – 90 Days 1,00,0001,00,000 1010
Over 60 DaysOver 60 Days 1,00,0001,00,000 1010
TotalTotal 10,00,00010,00,000 100100

Guidelines for Effective Receivables ManagementGuidelines for Effective Receivables Management
1.1. Have the right mental attitude to the control ofHave the right mental attitude to the control of
credit and make sure that it gets the priority itcredit and make sure that it gets the priority it
deserves.deserves.
2.2. Establish clear credit practices as a matter ofEstablish clear credit practices as a matter of
company policy.company policy.
3.3. Make sure that these practices are clearlyMake sure that these practices are clearly
understood by staff, suppliers and customers.understood by staff, suppliers and customers.
4.4. Be professional when accepting new accounts,Be professional when accepting new accounts,
and especially larger ones.and especially larger ones.
5.5. Check out each customer thoroughly before youCheck out each customer thoroughly before you
offer credit. Use credit agencies, bankoffer credit. Use credit agencies, bank
references, industry sources etc.references, industry sources etc.
6.6. Establish credit limits for each customer... andEstablish credit limits for each customer... and
stick to them.stick to them.

7. Continuously review these limits when you7. Continuously review these limits when you
suspectsuspect tough times are coming or iftough times are coming or if
operating in a volatileoperating in a volatile sector.sector.
8. Keep very close to your larger customers.8. Keep very close to your larger customers.
9. Invoice promptly and clearly.9. Invoice promptly and clearly.
10. Consider charging penalties on overdue10. Consider charging penalties on overdue
accounts.accounts.
11. Consider accepting credit /debit cards as a11. Consider accepting credit /debit cards as a
payment option.payment option.
12. Monitor your debtor balances and ageing12. Monitor your debtor balances and ageing
schedules, and don't let any debts getschedules, and don't let any debts get
too large ortoo large or too old.too old.

MANAGEMENT OF INVENTORIESMANAGEMENT OF INVENTORIES
Managing inventory is a juggling act.Managing inventory is a juggling act.
Excessive stocks can place a heavy burden onExcessive stocks can place a heavy burden on
the cash resources of a business.the cash resources of a business.
Insufficient stocks can result in lost sales,Insufficient stocks can result in lost sales,
delays for customers etc.delays for customers etc.
INVENTORIES INCLUDEINVENTORIES INCLUDE
RAW MATERIALS, WIP & FINISHEDRAW MATERIALS, WIP & FINISHED
GOODSGOODS

FACTORS INFLUENCING INVENTORY MANAGEMENTFACTORS INFLUENCING INVENTORY MANAGEMENT
 Lead TimeLead Time
 Cost of Holding InventoryCost of Holding Inventory
Material CostsMaterial Costs
Ordering CostsOrdering Costs
Carrying CostsCarrying Costs
Cost of tying-up of FundsCost of tying-up of Funds
Cost of Under stockingCost of Under stocking
Cost of OverstockingCost of Overstocking
Contd…Contd…

 Stock LevelsStock Levels
Reorder LevelReorder Level
Maximum LevelMaximum Level
Minimum LevelMinimum Level
Safety Level / Danger LevelSafety Level / Danger Level
Variety ReductionVariety Reduction
 Materials PlanningMaterials Planning
 Service LevelsService Levels
 Obsolete Inventory and ScrapObsolete Inventory and Scrap
 Quantity DiscountsQuantity Discounts

INVENTORY MANAGEMENT TECHNIQUESINVENTORY MANAGEMENT TECHNIQUES
MANAGING INVENTORIES EFFICIENTLYMANAGING INVENTORIES EFFICIENTLY
DEPENDS ON TWO QUESTIONSDEPENDS ON TWO QUESTIONS
1.1. How much should be ordered?How much should be ordered?
2.2. When it should be ordered?When it should be ordered?
The first questionThe first question “how much to order”“how much to order”
relates torelates to ECONOMIC ORDER QUANTITYECONOMIC ORDER QUANTITY andand
The second questionThe second question “when to order”“when to order”arisesarises
because of uncertainty and relates tobecause of uncertainty and relates to
determining thedetermining the RE-ORDER POINTRE-ORDER POINT

ECONOMIC ORDER QUANTITY [ EOQ ]ECONOMIC ORDER QUANTITY [ EOQ ]
The ordering quantity problems are solved byThe ordering quantity problems are solved by
the firm by determining the EOQ ( or thethe firm by determining the EOQ ( or the
Economic Lot Size ) that is the optimum levelEconomic Lot Size ) that is the optimum level
of inventory.of inventory.
There are two types of costs involved in thisThere are two types of costs involved in this
model.model.
ordering costsordering costs
carrying costscarrying costs
The EOQ is that level of inventory whichThe EOQ is that level of inventory which
MINIMIZES the total of ordering and carryingMINIMIZES the total of ordering and carrying

ORDERING COSTSORDERING COSTS CARRYING COSTSCARRYING COSTS
 RequisitioningRequisitioning  WarehousingWarehousing
 Order PlacingOrder Placing  HandlingHandling
 TransportationTransportation Clerical StaffClerical Staff
 Receiving,Receiving,
InspectingInspecting && StoringStoring
 InsuranceInsurance
 Clerical & StaffClerical & Staff  Deterioration &Deterioration &
ObsolescenceObsolescence

EOQ FORMULAEOQ FORMULA
For determining EOQ the followingFor determining EOQ the following
symbols are usedsymbols are used
CC = Consumption /Annual Usage / Demand= Consumption /Annual Usage / Demand
QQ = Quantity Ordered= Quantity Ordered
OO = Ordering Cost per Order= Ordering Cost per Order
II = Inventory Carrying Cost (as a % on P )= Inventory Carrying Cost (as a % on P )
PP = Price per Unit= Price per Unit
TCTC = Total Cost of Ordering & Carrying= Total Cost of Ordering & Carrying
2 CO / PI2 CO / PI

Total Cost of ordering & carrying inventoryTotal Cost of ordering & carrying inventory
are equal to ( TC ) =are equal to ( TC ) =
CC QQ
x O + x P x Ix O + x P x I
QQ 22
TC is minimized at EOQTC is minimized at EOQ

EOQ – GRAPHICAL APPROACHEOQ – GRAPHICAL APPROACH
CostsCosts
Carrying Costs
Carrying Costs
Ordering CostOrdering Cost
Order Size QOrder Size QEOQEOQ
Minimum TotalMinimum Total
CostsCosts

QUANTITY DISCOUNTS & EOQQUANTITY DISCOUNTS & EOQ
TheThe standard EOQ analysisstandard EOQ analysis is based on theis based on the
assumption that theassumption that the price per unit remains constantprice per unit remains constant
irrespective of the order size. When quantityirrespective of the order size. When quantity
discounts are availablediscounts are available (very usual)(very usual) thenthen price perprice per
unit is influenced by the order quantityunit is influenced by the order quantity. To. To
determine the optimum lot size with price discounts,determine the optimum lot size with price discounts,
the following procedure is adoptedthe following procedure is adopted
1.1. Determine the normal EOQ assuming no discount.Determine the normal EOQ assuming no discount.
Call it Q*Call it Q*
2.2. If Q* enables the firm to get the quantity discountIf Q* enables the firm to get the quantity discount
then it represents the optimum lot size.then it represents the optimum lot size.
3.3. If Q* is less than the minimum order size ( Q’ )If Q* is less than the minimum order size ( Q’ )
required for quantity discount compute the changerequired for quantity discount compute the change
in profit as a result of increasing Q* to Q’in profit as a result of increasing Q* to Q’

The formula for change in profit is given asThe formula for change in profit is given as
C C Q’( P-D ) I Q* PIC C Q’( P-D ) I Q* PI
∆λ∆λ = CD + - O - -= CD + - O - -
Q* Q’ 2Q* Q’ 2 22
wherewhere
∆λ =∆λ = change in profitchange in profit
CC = Annual Consumption / Usage /= Annual Consumption / Usage /
DemandDemand
DD = Discount per unit when available= Discount per unit when available
Q*Q* = EOQ without Quantity Discount= EOQ without Quantity Discount
Q’Q’ = Min order size required for Discount= Min order size required for Discount
OO = Fixed Ordering Cost= Fixed Ordering Cost

SELECTIVE CONTROL OF INVENTORYSELECTIVE CONTROL OF INVENTORY
Different classification methodsDifferent classification methods
ClassificationClassification BasisBasis
ABCABC
[Always Better Control ][Always Better Control ]
Value of items consumedValue of items consumed
VEDVED
[ Vital, Essential,[ Vital, Essential,
Desirable ]Desirable ]
The importance orThe importance or
criticalitycriticality
FSNFSN
[ Fast-moving, Slow-[ Fast-moving, Slow-
moving, Non-moving ]moving, Non-moving ]
The pace at which theThe pace at which the
material movesmaterial moves
HMLHML
[ High, Medium, Low ][ High, Medium, Low ]
Unit price of materialsUnit price of materials
SDESDE
[ Scarce, Difficult, Easy ][ Scarce, Difficult, Easy ]
Procurement DifficultiesProcurement Difficulties

An eye-opener to Inventory ManagementAn eye-opener to Inventory Management
For better stock/inventory control, try the following:For better stock/inventory control, try the following:
• Review the effectiveness of existing purchasing andReview the effectiveness of existing purchasing and
inventory systems.inventory systems.
• Know the stock turn for all major items of inventory.Know the stock turn for all major items of inventory.
• Apply tight controls to theApply tight controls to the significant fewsignificant few items anditems and
simplify controls for thesimplify controls for the trivial manytrivial many..
• Sell off outdated or slow moving merchandise - it getsSell off outdated or slow moving merchandise - it gets
more difficult to sell the longer you keep it.more difficult to sell the longer you keep it.
• Consider having part of your product outsourced toConsider having part of your product outsourced to
another manufacturer rather than make it yourself.another manufacturer rather than make it yourself.
• Review your security procedures to ensure that noReview your security procedures to ensure that no
stock "is going out the back door !"stock "is going out the back door !"

MANAGEMENT OF ACCOUNTS PAYABLEMANAGEMENT OF ACCOUNTS PAYABLE
Creditors are a vital part of effectiveCreditors are a vital part of effective
cash management and should becash management and should be
managed carefully to enhance themanaged carefully to enhance the
cash position.cash position.
Purchasing initiates cash outflowsPurchasing initiates cash outflows
and an over-zealous purchasingand an over-zealous purchasing
function can create liquidity problems.function can create liquidity problems.
Guidelines for effective managementGuidelines for effective management
of Accounts Payable……of Accounts Payable……

•Who authorizes purchasing in your company - is it tightlyWho authorizes purchasing in your company - is it tightly
managed or spread among a number of (junior) people?managed or spread among a number of (junior) people?
•Are purchase quantities geared to demand forecasts?Are purchase quantities geared to demand forecasts?
•Do you use order quantities which take account of stock-Do you use order quantities which take account of stock-
holding and purchasing costs?holding and purchasing costs?
•Do you know the cost to the company of carrying stock ?Do you know the cost to the company of carrying stock ?
•Do you have alternative sources of supply ? If not, getDo you have alternative sources of supply ? If not, get
quotes from major suppliers and shop around for the bestquotes from major suppliers and shop around for the best
discounts, credit terms, and reduce dependence on adiscounts, credit terms, and reduce dependence on a
single supplier.single supplier.
•How many of your suppliers have a returns policy ?How many of your suppliers have a returns policy ?
•Are you in a position to pass on cost increases quicklyAre you in a position to pass on cost increases quickly
through price increases to your customers ?through price increases to your customers ?
•If a supplier of goods or services lets you down can youIf a supplier of goods or services lets you down can you
charge back the cost of the delay ?charge back the cost of the delay ?
•Can you arrange (with confidence !) to have delivery ofCan you arrange (with confidence !) to have delivery of

Ratios associated with WCMRatios associated with WCM
Stock Turnover RatioStock Turnover Ratio
(Times)(Times)
COGSCOGS
AVERAGE STOCKAVERAGE STOCK
Stock Turnover Ratio (Days)Stock Turnover Ratio (Days) Average Stock x 365Average Stock x 365
COGSCOGS
Receivables Turnover RatioReceivables Turnover Ratio
(Times)(Times)
Net Credit SalesNet Credit Sales
Average AccountsAverage Accounts
ReceivableReceivable
Average Receivables PeriodAverage Receivables Period
(Days)(Days)
Avg A/C Receivable x 365Avg A/C Receivable x 365
Payables Turnover RatioPayables Turnover Ratio
(Times)(Times)
Net Credit PurchasesNet Credit Purchases
Average AccountsAverage Accounts
ReceivableReceivable
Average Payables PeriodAverage Payables Period
(Days)(Days)
Avg A/C Receivable x 365Avg A/C Receivable x 365

Current RatioCurrent Ratio Current AssetsCurrent Assets
Current LiabilitiesCurrent Liabilities
Quick RatioQuick Ratio CA – StockCA – Stock
Current LiabilitiesCurrent Liabilities
Working Capital TurnoverWorking Capital Turnover
RatioRatio
Net SalesNet Sales
Net Working CapitalNet Working Capital

Wc management ppt

More Related Content

What's hot (16)

Similar to Wc management ppt (20)

Wc management ppt