Professional Documents
Culture Documents
Mcs 035
Mcs 035
List the four main uses of funds in your organisation.
.
.
6.9 IMPORTANCE OF CASH AND CASH FLOW
STATEMENT
Cash is another form of fund although in a narrow sense, it refers to a supply that can
be drawn upon according to the need. Here the term cash includes both cash and cash
equivalents. Cash equivalents are highly liquid short term investments which could
be easily converted into cash without much delay.
It may however be appreciated that the obligations and liabilities of a business arising
on a day to day basis must be met through
"
Cash" or "Cheque". We must also be able
to distinguish between "Profit" and "Cash". One cannot pay the creditors, electricity
bills, tax or even dividend by
"
Net Profit". For such and many other purposes, a
business needs either physical cash or balance or credit limits with banks. Not to be
able to meet the business comitments through cash as and when these arise can spell
disaster for a business even if it has a strong working capital and has earned
handsome profit.
74
Understanding
Financial Statements
So far we had seen that the balance sheet and profit and loss account provide
information about the financial position and the results of operations in a financial
period. The funds flow statement explained earlier traces the flow of funds through
the organisation. But neither of these financial statements can provide information
about the cash flows relating to operating, financing and investing activities.
To ensure that the right quantity of cash is available in accordance with the needs of a
business it is necessary to make a "cash planning" by determining the amount of cash
entering the business (cash inflow) and the cash leaving the business (cash outflow).
The statement which explains the changes that take place in cash position between
two periods is called the cash flow statement.
Cash flow statement is an important tool in the hands of the management for short
term planning and coordinating of various operations and projecting the cash flows
for the future. It presents a complete view about the movement of cash and
identifying the sources from which cash can be acquired when needed. The
comparison of the actual cash flow statement with the projected cash flow statement
helps in understanding the trends of movement of cash and also the reasons for the
success or failure of cash planning.
Cash flow and fund flow statements are similar to each other in many respects. The
main difference however, lies in the fact that the terms "fund" and
"
cash
"
import
different meaning. The term "fund" in fund flow statement has a wide meaning. A
fund flow statement examines the impact of changes in fund's position during the
period under review on the working capital of the concern (working capital refers to
current assets - current liabilities). Cash in the cash flow statement refers only to cash
and or balance with bank, i.e., a small part of the total fund, although very important.
The cash flow statement starts with the opening cash balance, shows the sources from
where additional cash was received and also the uses to which cash was put and ends
up showing the closing balance as at the end of the year or period under review.
Whereas there are
no opening and closing balances in Funds Flow statement. Increase
in current assets or decrease in current liabilities increases the working capital,
whereas the decrease in current assets or increase in current liabilities increases the
cash flow.
6.10 SOURCES AND USES OF CASH
There are various activities undertaken by a business which prove to be either source
or use of cash. These can be classified under three broad categories, i.e., Operating
activities, Investing activities and Financing activities. A brief discussion of each
of these categories is given below:
Operating activities include cash inflows associated with sales, interest and
dividends received and the cash outflows associated with operating expenses
including payments to suppliers of goods or services, payments towards wages,
interest and taxes, etc. Increase or decrease in current assets, e.g., receivables,
inventory as well as increase or decrease in current liabilities, e.g., accounts payable,
wages payable, interest payable, taxes payable also reflect operating activities.
Investing activities refer to long life assets like land and building, plant and
machinery, investments and the like. Acquisitions of these assets imply cash outflow
whereas their disposal means inflow of cash.
Financing activities encompass changes in equity and preference capital, debentures,
long term loans and similar items. Issuance of equity, preference and, debenture
capital as well as raising of long term loans imply cash inflow. Retirement of capital,
dividend payments to shareholders, redemption of debentures, amortisation of long
term loans, on the other hand are associated with cash outflow.
75
Construction and Analysis of
Fund Flow and Cash Flow
Statements
The Cash Cycle: In order to deal with the problem of cash management we must
have an idea about the flow of cash through a firm's accounts. The entire process of
this cash flow is known as Cash Cycle. This has been illustrated in Figures 6.2 and
6.3. Cash is used to purchase materials from which goods are produced. Production
of these goods involves use of funds for paying wages and meeting other expenses.
Figure 6.3: Details of the Cash Cycle
76
Understanding
Financial Statements
(a)
(b)
(c)
(d)
(e)
a)
b)
Goods produced are sold either on cash or credit. In the latter case the pending bills
are received at a later date. The firm thus receives cash immediately or later for the
goods sold by it. The cycle continues repeating itself.
The diagram in Figure 6.2 only gives a general idea about the channels of flow of
cash in a business. The magnitude of the flow in terms of time is depicted in the
diagram given in Figure 6.3. The following information is reflected by Figure 6.3.
Raw material for production is received 10 days after placement of order.
The material is converted into goods for sale in 37 days (15+2+20) from
point of B to E.
The payment for material purchased can be deferred to 17 days (15+2) after
it is received i.e. (the distance of time between points B to D), assuming that
it takes 2 days for collection of payment of the cheque.
The amount of the bill for goods sold is received 32 days (30+2) after the
sale of goods as is depicted by duration of time between point E to G.
The recovery of cash spent till point D is made after 56 days (20+30+2+2+2)
as shown between points D to J.
Managing these inflows (collections) and outflows (disbursements) are discussed in
detail in unit 16 in Block No.5.
Ativity 6.3
Meet a responsible executive of Accounting and Finance Department of a
manufacturing organisation regarding the following:
What is the length of its Cash Cycle?
Cash Cycle is approximately of ..days.
Draw the sequence of Cash Cycle showing its successive events with the
respective number of days.
.
c) Inquire whether or not the organisation is satisfied with its length of cash
cycle. What steps it proposes to take for reducing the Cash Cycle?
.
6.11 PREPARATION OF CASH FLOW STATEMENT
To start with, we need two successive balance sheets and the operating statement or
profit and loss account linking the two balance sheets.
There are two ways in which this statement can be drawn up. One approach
is to start
with the operating cash balance, add/deduct the profit/loss from operation to it and then
proceed to give effect to the change of each item of current assets and liabilities
together with the additions to and reductions in other assets and shareholders funds and
long term liabilities and finally arrive at the closing cash balance. This is known as the
"Profit basis" statement. For the sake of better understanding, the changes in items of
current assets, current liabilities, shareholders' fund, long life assets and long term
liabilities can be organised under the three broad categories of operating, investing and
financing activities (as discussed above), changes measured under each category, the
opening cash balance adjusted to these changes and the closing cash balance arrived at.
The second way is to deal only with cash
receipts and disbursements. This does not
consider non cash items like depreciation, preliminary expenses written off, etc. The
latter type of cash flow statement is known as "Cash basis" statement.
77
Construction and Analysis of
Fund Flow and Cash Flow
Statements
Preparation of a cash flow statement on cash basis is a straight forward exercise and
left to the students. Here, we would take up the cash flow statement on "profit basis"
for further examination. A framework of the steps to be followed for this purpose is
appended below:
Steps involved in preparation of a "Profit basis" cash flow statement:
1.
2.
3.
4.
5.
From the first of the two balance sheets, take the closing cash balance, which
will be the opening cash balance for the purpose of our cash flow statement.
Take the net profit figure. If it is not directly given and you are provided
with only Profit and Loss account balances in both the Balance Sheets,
ascertain it (net profit) by preparing an "Adjusted Profit and Loss account".
For this purpose, all items of profit appropriations as well as non-cash
expenses and income are to be added to and subtracted from the balance of
P&L account, as the case may be. This gives the figure of "Profit from
operation."
Adjust increase or decrease in each item of current assets and current
liabilities to the "Profit from operation" figure to arrive at the
"
Cash from
operation".
Revert back to the "Opening Cash Balance". Add the "Cash from operation"
to it. Also add, cash flow from other sources like non-current assets & non-
current liabilities, e.g., equity and debenture issue, raising term loan, sale of
fixed assets. Deduct, cash outflow to various uses, again involving non-
current or fixed assets and non-current liabilities, e.g., redemption of
preference shares/debentures, retirement of term loan, purchase of fixed
assets, etc.
The balance arrived at (4) above should tally with the closing balance of
cash in the second balance sheet.
Increases and decreases in various items of assets and liabilities as mentioned under
items 3 & 4 above can be optionally organised under operational, investment and
financing activities for clarity sake.
We use the above approach and procedure in preparing a "profit-basis" cash flow
statement in Illustration 6.3.
Illustration 6.3
M/s Navyug Udyog
Balance Sheets as at 31st March, 2002
Rs.
31st March, 2003
Rs.
Assets:
Freehold Property 1,50,000 1,50,000
Plant and Machineries
Less: Depreciation
1,10,000 1,70,000
Goodwill 15,000 5,000
Investment 75,000 1,30,000
Debtors 1,08,000 1,32,000
Stock 70,000 1,02,000
Bills Receivable 42,000 53,000
Cash in hand and at bank 20,000 50,000
Preliminary Expenses 20,000 15,000
6,10,000 8,07,000
Balance Sheets as at 31st March, 2002
Rs.
31st March, 2003
Rs.
Liabilities:
Share Capital 4,00,000 5,00,000
(40,000 Equity Shares @ Rs. 10/- per
share)
60,000
General Reserve 50,000 65,000
Dividend Equalisation Reserve 25,000 15,000
Profit and Loss a/c 40,000 55,000
Sundry Creditors 60,000 67,000
Prov. for Taxation 20,000 35,000
Bills Payable 15,000 10,000
6,10,000 8,07,000
78
Understanding
Financial Statements
Aditional Information:
1.
2.
3.
5.
6.
Shares were issued at a premium of Rs. 1.50' per share.
During the year Taxation liability in respect of 2002 was Rs, 20,000 and
paid.
During the year, Rs. 11,000 was provided for depreciation on Plant and
Machinery.
4. An item of the plant the written down value Rs. 20,000 was sold at Rs.
25,000.
During the year, a dividend @ 7.5% was paid.
Part of the investment costing Rs. 30,000 was sold at Rs. 35,000 and the
profit was taken in Profit and Loss account.
Based on the above information, we first set ourselves to ascertain the cash inflow
and outflow in respect of Investment, Plant and Machineries and Tax, which cannot
be found out by a mere inspection of their balances in two balance sheets. The task is
accomplished by preparing the respective accounts and examining the effects of the
additional information on each of these. This is followed by preparation of an
"
Adjusted Profit and Loss a/c" to find out the actual net profit earned during the
period, in the light of the additional information now available. In the final stage, the
"Cash flow statement" is prepared (Table 6.3).
Investment Account
To Opening balance 75,000 By Sale 35,000
To P & L a/c (profit on sale) 5,000 By Closing balance 1,30,000
To Bank (Purchases) 85,000
1,65, 000 1,65, 000
Plant & Machinery Account
To Opening balance
1,10,000
By Sale 25,000
To P & L a/c (profit on sale)
5,000 By P & L a/c-
depreciation
11,000
To Bank
91,000 By Closing balance 1,70,000
2,06,000 2,06,000
Provision for taxation
79
Construction and Analysis of
Fund Flow and Cash Flow
Statements
To Bank 20,000 By Opening Balance 20,000
By Closing balance 35,000
By P & L a/c 35,000
55,000
55,000
Adjusted Profit and Loss Account
To General Reserve 15,000 By Opening balance 40,000
To Dividend 30,000 By Dividend Equalisn. Reserve 10,000
To Provision for tax 35,000 By Plant and Machineries profit on sale 5,000
To Depreciation 11,000 By Investment-profit on sale.
By profit for the year
(balancing figure)
5,000
1,01,000
To Goodwill 10,000
To Preliminary expenses 5,000
To Closing balance 55,000
1,61,000
1,61,000
Table 6.3
Statement of Cash flow
for the period 1.4 2002 to 31.3.2003
Rs.
Opening Cash balance as on 1.4.2002 20,000
Add/(deduct): Cash flow from
Operating Activities
Net profit (Ref: P&L Adjustment a/c) 1,01,000
Add:
Decrease in current assets
Increase in current liabilities:
Sundry Creditors
Nil
7,000
7,000
Deduct:
Increase in current assets
Debtors
Stock
Bills Receivables
24,000
32,000
11,000
67,000
Decrease in Current liabilities
Bills payable
Payment of tax
5,000
20,000
25,000
92,000
16,000
Add/(deduct): Cash flow from
Investment activities
Add: Sale of Plant & Machineries
Add: Sale of Investment
25,000
35,000
60,000
Deduct: Purchase of Plant and
Machineries
Deduct: Purchase of Investments
91,000
85,000
1,76,000
(1,16,000)
Add/(deduct): Cash flow from
Financing Activities
Add: Issue of share capital
Share premium
1,00,000
60,000
Deduct: Payment of dividend
Closing Cash Balance as on 31.3.2003
1,60,000
30,000
1,30,000
50,000
80
Understanding
Financial Statements
Activity 6.4
Mention the four major operating activities included in a cash flow statement.
.
6.12 SUMMARY
In this unit we have tried to develop the idea of flow of funds within the organisation.
Starting with the funds requirement for an organisation, we have tired to trace the
sources and uses of funds.
We tried to study the important sources of funds, namely, the operations, sale of fixed
assets, long-term borrowings and issue of new capital. Similarly, important uses of
funds were traced to acquisition of fixed assets, payment of dividends, repayment of
loans and capital. The whole exercise reveals the areas in which funds are deployed
and the source from which they are obtained. Finally, we learned how to go about
doing the funds flow analysis with the help of published accounting information.
We learnt, distinguishing between cash and fund as also cash flow statement and
funds flow statement. The importance of cash and cash flow statement was dwelt
upon. Our discussion centered around cash flow statement on
"
cash basis" and "profit
basis". We learnt how to go about doing the cash flow analysis with the help of
accounting information and finally presenting the cash flows in the form of a "cash
flow statement".
6.13 KEY WORDS
Working Capital: Current assets minus current liabilities.
Funds from Operations: The change in working capital resulting from operations.
Difference between inflow of funds in the form of revenue and outflow of funds in
the form of expenses.
Sources of funds: The sources from which we obtain working capital for application
elsewhere. Sources include operations, extraordinary profits, sale of fixed assets, new
long-term borrowings, new issue of capital and the reduction of existing working
capital.
Use of Funds: Also referred to as application of funds means use of additional
working capital and includes amounts lost in operations (Operating loss), acquisition
of fixed assets, working capital used for retiring long-term loans, payment of divi-
dends and amounts utilised to increase working capital.
Cash from Operations: It refers to "Profit from Operation" duly adjusted against the
increase or decrease in the current assets and liabilities.
Cash Equivalents: These are highly liquid short term investments which could be
readily converted to cash and which are subject to an insignificant risk of changes in
value.
Cash Cycle represents the tithe during which cash is tied up in operations.
6.14 SELF-ASSESSMENT QUESTIONS/EXERCISES
81
Construction and Analysis of
Fund Flow and Cash Flow
Statements
1. What is working capital and what factors affect the size of working capital in
an enterprise?
2.
"
Current assets to an extent are financed by current liabilities" Explain.
3.
"
Operations provide funds" Comment.
4. Differentiate between "Schedule of Changes in Working Capital
"
and "Fund
Flow Statement.
5. Does a substantial balance in Retained Earnings indicate the presence of
large cash balance?
6. "Net Profit of a business cannot pay dividend
"
. Comment.
7. Explain the purposes of a cash flow statement.
8. What are the differences between a cash flow statement and funds flow
statement?
9. X Ltd. has a sales revenue of Rs. 1,000. Depreciation for the period is
Rs.200. Other operating expenses are Rs.900. Net loss for the period is
Rs.100.
a)
b)
What is the amount of funds generated from operations during the period by
X Ltd.?
Under what circumstances can the funds from operation be zero?
10. The following information and the balance sheet relate to Shyamsons Ltd.:
SHYAMSONS LTD
Balance Sheet as on 31st December
Year 1 Year 2 Net change during the year
Increase Decrease
Assets Rs. Rs. Rs. Rs.
Cash 10,000 15,000 5,000
Receivables 20,000 25,000 5,000
Inventory 20,000 35,000 15,000
Plant and Machinery Cost 85,000 85,000
Less: Accumulated depreciation (15,000) (10,000) 5,000
Total Assets 1,20,000 1,50,000
Liabilities & Capital
Sundry Creditors
8,000 10,000 2,000
Outstanding expenses 7,000 10,000 3,000
Debentures payable 10,000 5,000 5,000
Long-term loans 5,000 25,000 20,000
Capital 50,000 50,000
Retained earnings 40,000 50,000 10,000
1,20,000 1,50,000
Net profit for the period after charging Rs.5,000 on account of depreciation was Rs.
20,000. A piece of equipment costing Rs.25,000 on which depreciation accumulated
in the amount of Rs. 10,000 was sold for Rs. 10,000. Dividends paid during the year
amounted to Rs. 10,000.
Prepare a Sources and Uses of funds statement in the following format:
82
Understanding
Financial Statements
SHYAMSONS LTD.
Sources and Uses of Funds
(in Rs.)
Uses of funds Sources of Funds
Purchase of Plant and
Machinery
Operations:
Net income
Repayment of
Debentures
Add: Loss in sale of
machinery
Payment of dividends
Increase in working
capital
Add: Depreciation
Sale of equipment
Long-term loan
Total uses of Funds
Total Sources of Funds
11. The Balance Sheet of Bestwood Limited as at 31st March 2002 and 31st
March 2003 are as follows:
31st March 31st March
2002 2003 2002 2003
Rs. Rs. Rs. Rs
Issued share
capital
60,000 80,000 Freehold property
at cost
50,000 50,00C
Profit and Loss
account
54,000 46,000 Equipment (see
note)
36,000 44,400
Corporation tax Stock in trade 32,800 35,600
due: Debtors 27,200 28,000
31st March 2002 12,000 - Bank 4,000 2,000
31st March 2003 - 8,000
Creditors 24,000 26,000
1,50,000 1,60,000 1,50,000 1,60,000
Note: Equipment movements during the year ended 31st March 2003 were:
Cost
Rs.
Depreciation
Rs.
Net
Rs.
Balance at 31st March 2002 60,000 24,000 36,000
Additions during the year 18,000 7,600
Depreciation provided during the year 78,000 31,600
Disposal during year 8,000 6,000
Balance at 31
st
March 2003 70,000 25,600 44,400
The company's summarised profit calculation for the year ended 31st March 2003 revealed:
Sales Rs. Rs.
Gain on Sale of equipment 2,00,000
800
2,00,800
Less: Cost of goods and trading expenses
Depreciation
1,73,200
7,600
1,80,800
Net Profit
Corporation tax on profits of the year
20,000
8,000
Retained profit of the year
12,000
83
Construction and Analysis of
Fund Flow and Cash Flow
Statements
During the year ended 31st March 2003 Bestwood Ltd. made a bonus issue of 1,000
ordinary shares of Rs. 10 each by capitalisation from the profit and loss account.
With the help of the above information, prepare a fund flow statement for Bestwood
Ltd. revealing the sources and applications of funds during the year ended 31st
March 2003.
Answers to self-assessment Questions/Exercises
9.
10.
(a) Funds generated from operations = Rs. 100
(b) When operating cash expenses are equal to operating incomes or
revenues.
Solution:
SHYAM SONS LTD.
Sources and Use of Funds
Use of Funds Rs. Sources of Funds Rs. Rs.
Purchase of Plant and Operations:
Machinery 25,000 Net Income 20,000
Repayment of Debentures 5,000 Add: Loss on sale of Machinery5,000
Payment of dividends 10,000 Add Depreciation 5,000
Increase in net 20,000 30,000
working capital Sale of equipment 10,000
Long-term loan 20,000
60,000 60,000 Total uses of funds Total Sources of Funds
Year 1 Year 2
Current Assets 50,000 75,000
Less: Current Liabilities 15,000 20,000
Working Capital 35,000 55,000
Increase in Working Capital 20,000
11. Decrease in working Capital Rs. 400
Funds from Sale of equipment Rs. 2,800.
6.15 FURTHER READINGS
Fraser Lyn. M and Aileen Ormiston, 04/10/2003 Understanding Financial
Statements, Prentice Hall: New Delhi (Chapter 4).
Pandey, I.M., 1999, Financial Management, Vikas Publishing House : New Delhi
Horngren, Charles T., Sundem Gary, L., 1994 (9th Ed.) Introduction to Management
Accounting, Prentice-Hall: Englewood-Cliffs of India Pvt. Ltd., New Delhi.
(Chapter 14)
Glantier, M. W. E., Underdown B. and A.C. Clark, 1979, Basic Accounting
Practices, Arnold Heineman: New Delhi: (Chapter 6, Section 6).
Hingorani, N.L. and A.R. Ramanathan, 1986, Management Accounting, Sultan
Chand : New Delhi. (Chapter 8).
Financial and
Investment Analysis
UNIT 12 RATIO ANALYSIS
Objectives
The main objectives of the unit are to:
provide a board classification of ratios
identify ratios which are appropriate for control of activities
attempt a system of ratios which responds to the needs of control by management
Structure
12.1 Introduction
12.2 Classification
12.3 The Norms for Evaluation
12.4 Computation and Purpose
12.5 Managerial Uses of the Primary Ratio
12.6 Summary
12.7 Key Words
12.8 Self Assessment Questions/Exercises
12.9 Further Readings
12.1 INTRODUCTION
You have already been exposed to the `Introduction and analysis' of financial
statements in Units 4-6 of this course. By now you might have acquired some
familiarity with financial ratios that provide basic relationships about several aspects
of a business. You may have observed that the Financial media (magazines like
Fortune India, Business India Business World, and dailies like Economic Times,
Financial Express and Business Standard, among many others) presents many of
these ratios to analyse the strengths and weaknesses of individual business firms.
Further, the Bombay Stock Exchange makes one of the most exhaustive efforts in the
country to analyse financial data of a large number of companies through a set of 21
ratios. An internationally cited use of ratios comes in the ranking of the 500 largest
corporations by a financial bi-monthly, viz., Fortune International. This exercise is
based on five basic parameters viz., Sales, Assets, Net Income, Stockholders Equity,
and Number of employees. The nine rating measures derived from these parameters
are: sales change, profits change, net income as a percent of sales, net income as a
per cent of stockholders equity, 10-year growth in earning per share, total return to
investors (latest year and 10-year average), assets per employee, and sales per
employee.
This is not an exhaustive list and you may come across many more sources of
published ratios including the individual companies, many of which now provide
summarised financial information and ratios for the past five or ten years. The point
is that users of ratios are vast, ratios that emerge from financial data are numerous
and uses to which these ratios can be put are many.
16
17
Ratio Analysis
12.2 CLASSIFICATION
Financial ratios have been classified in a variety of ways. You may find the following
broad bases having been employed in current literature:
Primacy Criterion: This distinguishes a measure, which could be considered useful
for all kinds and sizes of business enterprises, from many other measures which are
not so universal in usage. The first one has been called the Primary Ratio (viz., the
Return on Investment or the ROI) and the other category called Secondary measures
includes all other ratios. Such measures will essentially vary among firms, and they
will select only such of those measures as are relevant for their needs. The British
Institute of Management uses this classification for inter-firm comparisons.
Ratios tagged to needs of interest groups: The major interest groups identified for
this purpose are:
a)
b) Owners
c) Lenders
Management
This classification assumes that. management group is different from owner
group.
Management and operational control: Cost of goods sold and gross margin
analysis, profit (net income) analysis, operating expense analysis, contribution
analysis and analysis of working capital.
Owner's viewpoint Net profit to net worth, net profit available (to, equity share-
holders) to equity share capital, earnings per share, cash flow per share and dividends
per share.
Lenders' evaluation: Current Assets to Current Liabilities, Quick Assets (i.e.,
current assets minus inventories) to Current Liabilities, Total Debt to Total Assets,
Long-term Debt to Net Assets, Total Debt to Net Worth, Long-term Debt to Net
Worth, Long-term Debt to Net Assets and Net Profit before Interest and Taxes (i.e.,
NBIT) to Interest.
Fundamental classification Ratios under this classification are grouped according to
a basic function relevant to financial analysis. Four such functional groups have been
generally recognised.
a) Liquidity Ratios are ratios which measure a firm's ability to meet its matur-
ing short-term obligations. The most common ratio indicating the extent of
liquidity or lack of it are current ratio and quick ratio.
b) Leverage Ratios are ratios ' which measure the extent to which a firm has
been financed by debt. Suppliers of debt capital would look to equity as
margin of safety, but owners would borrow to maintain control with limited
investment. And if they are able to earn on' borrowed funds more than the
interest that has to be paid, the return to owners is magnified. (This aspect
has been elaborated and illustrated in the next Unit of Financial and
Operating Leverage). Example include debt to total assets, times interest
earned, and charge coverage ratios.
c) Activity Ratios are ratios which measure the effectiveness with which a firm
is using its resources. Example include Inventory. turnover. Average collec-
tion period, Fixed assets turnover, and Total assets turnover.
d) Profitable Ratios are ratios which measure management
'
s overall effective-
ness as shown by the returns generated on sales and investment. Examples
could be profit (net or gross) margin. Net Profit to total assets or ROI, Net
profit after taxes to Net worth.
18
Financial and
Investment Analysis
One more class of ratios is sometimes added to the four groups specified above. This
is called the `Market Value `group of ratios, which relate investors
'
expectations
about the company
'
s future to its present performance and financial conditions.
Examples would cover Price-earnings (PE) and Market/book-value ratios.
The fundamental classification is probably the most extensively used mode of
presenting financial statement analysis.
Activity 12.1
Table 12.1 on next page lists 21 ratios being computed by the Bombay Stock
Exchange. Tick the board class to which each of the 21 ratios belongs to in the blank
columns of the Table.
You must have begun grouping the ratios on the basis of what you have learnt about
them. However, we would help you in this exercise. The very first ratio and for that
matter the first three ratios are figured on net worth which is a parameter of great
interest to proprietors. Nevertheless, the ratios do not reflect either of the four
fundamental ratios viz., liquidity, leverage, profitability and activity. Also, they are
not primary since they do not measure final profitability of capital (or investment)
committed to the firm. Hence, ratios 1 to 3 are secondary and owner-oriented. Of
course, they do reveal one fundamental aspect viz., stability. The Bombay Stock
Exchange classifies these ratios under the board group of Stability ratios.
This exercise of classification has given you an idea about ratios, which are relevant
for controlling business activities, and the ratio in which top management would be
particularly interested. Obviously, they are activity ratios which we have classified as
`management-oriented' ratios. The primary ratio, which is of universal relevance to
top management, will be specifically explained regarding its rationale and con-
struction in this unit.
You have noticed that the basic flow of activities of a business firm follows a certain
sequence:
Investment decision financing of investment acquisition of resources
deployment of resources disposal of output reinvestment of surplus.
This sequence needs some explanation. A typical business firm would take a decision
to invest after an analysis of the projected inflows and outflows of the project. This
will be followed by a plan to finance the project, which may be debt finance and / or
proprietors' own funds. Finance will then be utilized to build facilities and
commercial output will be obtained as per the project schedule (assuming there are
no over-runs and delays) Sales revenue will follow the disposal of the output and
after meeting all costs and expenses (including tax and finance charges), a decision
will be taken to compensate the owners (dividend decision) and reinvest the balance,
if any.
You will appreciate that the cycle of business activities commences with the deploy-
ment of recourses and terminate in the disposal of output. A business would like to
have as many such cycles as possible during a time period, say a year. Apart from
increasing the number of such cycles during a time period the management would be
interested to reduce costs and expenses to the minimum at each stage of the cycle.
Accounting ratios, which belong to the category of management-oriented activity
ratios, enable business firms to exercise control over operations. The next section of
this unit focuses attention on these ratios.
Ratio Analysis
Table 12.1 : Table listing 21 ratios being computed by the Bombay Stock Exchange
Broad Classes of Ratios
Ratios Primacy Interest Groups Fundamental
Primary Secondary Management Owner Lender Liquidity Leverage Profitability Activity
1 Net worth to Total
2 Net block to Net worth
3
Total liabilities to Net worth
4 Current Assets to Current liabilities
5 Quick Assets to Current liabilities Net
6 Sales to Total assets
7 Net Sales to Net worth + Debentures
8 Net Sales to Plant & Machinery at Cost
9 Sundry Debtors to Average Daily Sales
10 Net profit to Total Capital Employed
11 Net Profit + Debenture Interest to Net worth +
Debentures
12
Net profit to Total Assets
13 Depreciation Reserve to Gross Block
14 Depreciation Provision to Net Block Tax
15 Tax Provision to Pre-tax profit
16 Preference Capital + Debentures to Equity
Capital
17 Debentures to Net worth + Debentures
18 Preference Capital to Net worth + Debentures
19 Equity Capital + Reserve to Net worth +
Debentures
20 Times Debenture Interest covered
21 Times Preference Dividends covered
19
Financial and
20
Investment Analysis
12.3 THE NORMS FOR EVALUATION
You may just be wondering as to how we control activities through ratios. The
answer is not difficult to seek. Ratios that we have identified for control of activities
measures relationships between key elements at any point of time. Such a measure is
then compared with some `norm' and the causes for deviation investigated. An
action-plan is then prepared and implemented to remove the cause(s). For example,
Nagpur Textile Mills Ltd. reports 89 days of inventories held on an average against
net sales during the year 2002. Now, how do we judge if the figure of `89 days' is just
about okay for a firm like Nagpur Textile Mills Ltd.? The following appear to be
the ways for evaluating this figure:
a) Against a trend over time: The following data may be observed for Nagpur
Textile Mill:
Year Average No. of days of inventory*
1998 90
1999 118
2000 115
2001 107
2002 98
b) Against an average of some past period: The relevant data for Nagpur
Textile Mill may be evaluated on the basis of the mean of average number of
days viz., (90 +118 + 115 + 107 + 89)/5 = 519/5 = 104 days approximately.
c) Against an industry average: A certain number of firms chosen (randomly
or otherwise) from textile industry, to which Nagpur Textile Mill Ltd.
belongs, may be used to compute the industry average as a norm. Thus; data
relating to average number of days of inventory of, say, 20 textile units of the
size and type of Nagpur Textile Mills Ltd. may be averaged for a particular
year for which Nagpur Textile's ratio is being evaluated. Period averages for
firms may also be used to obtain a grand mean for evaluation.
d) Against an average of a cross-section sample: The Reserve Bank of India
publishes financial statistics of joint companies. Their sample for the period
1998-99 to 2000-01 included 1927 public limited companies (with paid up
capital of Rs 100 crores and above). Year-wise averages for corporate sector
as a whole are available. In a similar manner, the ICICI publishes elaborate
data on financial performance of companies assisted by them. The latest
study pertains to the year 1984-85 and included 417 companies in different
industry groups. This sample covers around 50 per cent of the total private
corporate sector in terms of paid-up capital. Year-wise average for industry
groupings are available.
Ratio Analysis
Activity 12.2
21
The Study of Financial Performance presents the following data with regard to
inventory turnover of 43 textile companies.
Inventory as % of sales
Year 34 composite
mills
9 spinning
mils
Total 43
mils
1997-98 24.8 25.1 24.8
1998-99 26.5 24.2 26.3
1999-2000 26.4 24.2 26.1
2000-2001 26.0 22.9 25.6
2001-2002 24.4 23.7 24.3
Comment on the suitability of the given data to evaluate the inventory position of
Nagpur Textile Mills Ltd. in the year 2002.
.
12.4 COMPUTATION AND PURPOSE
A summary of management - oriented activity ratio are given below. This describes
the ratios and also their main purposes.
Activity Ratios (Secondary Group)
Ratio Computation
Method
Purpose(s)
I Cost of Goods Sold and Gross Margin Analysis
1. Cost of Goods
sold
Cost of Goods
sold/ Net Sales
2. Gross Margin Net Sales - Cost
of goods sold/net
sales
Provide an idea of gross margin
which in turn would depend on
relationship between prices,
volumes and costs
II Profit Analysis
3. Net Margin Net Profit / Net
Sales
Reflects management's ability to
operate business to recoup all
costs & expenses (including
depreciation, interest and taxes)
and also to provide a compensation
to owners
4. Operating Margin Net operating
Income before
Interest and
Taxes/Net Sales
Provides a view of operating
effectiveness
5. Post-tax Margin Net Profit after
tax but before
Interest*/ Net
Sales
Shows after-tax margin to both
owners and lenders.
* The numerator of post-tax margin may be obtained by adding back to net
profit the after-tax cost of interest on debt which is pre-tax interest times
(1-tax rate)
Financial and
22
Investment Analysis
Ratio Computation Method Purpose(s)
III Expense Analysis
6 Operating Ratio Operating expenses /
Net sales
Reflects the incidence of
operating expenses (which are
defined variously for different
costing systems)
IV Contribution Analysis
7 Total contribution Net sales - directly
variable costs / Net
Sales
Indicates the total margin
provided by operations towards
fixed costs and profits of the
period
V Management of Capital
8 Gross Assets Net Sales/ Total assets
Effectiveness of the use of all
assets viz., current and non-
current.
9 Net Assets
turnover
Net Sales / Total assets -
current liabilities
Effectiveness of assets
employed on the assumption
that current liabilities are
available to the business as a
matter of course, and will
effectively reduce the assets
required to be employed
10 Inventory turnover Net Sales or Cost of
Goods Sold / Average
Inventories
Shows the number of times
inventory replenishment is
required during an accounting
period to achieve a given level of
sales
11 Receivables
turnover
Net Sales / average
receivables
Amount of trade credit allowed
and revolved during a year to
achieve a level of sales.
12 Average collection
period
Average Receivables
X 365
Net Sales
Evaluates the effectiveness of
the credit period granted to
customers.
Activity 12.3
State whether the following statements are True or False :
True False
True False
True False
True False
True False
True False
True False
True False
a)
b)
c)
d)
e)
Cost of goods sold + Gross Margin = Net Sales
Net margin is the only measure of profitability of a
manufacturing firm
Net operating Income (NOI) is the same as Earnings
before Interest and Taxes (EDIT)
The numerator of the ratio called Post-tax margin is
obtained as follows Net profit after interest, depreciation
and taxes + Interest (1-tax rate)
In calculating the operating ratio, all firms employ a
standard definition of operating expenses.
f) The ratio called total contribution can also be
calculated as follows : Fixed costs/Net sales - Variable
costs
g) Net assets turnover is calculated b y Net sales/
Net Fixed Assets + Net Current Assets + Other assets
h) In computing the inventory turnover ratio, cost of goods
sold is a better numerator than net sales
Ratio Analysis
23
i)
j)
The ratio called Average collection period evaluates
all aspects for credit policy
Net sales are gross sales as reduced by returns, rebates and excise duty
True False
True False
You have been through a review of the select ratios, which focus managerial
attention on some of the critical aspects of a firm's activities. You may acquire a
greater degree of confidence in the use of the ratios summarised above if you review
their construction process also. What, therefore, follows is an example relating to a
company from the paper industry. You have to calculate the twelve ratios tabulated in
this section of the unit.
Activity 12.4
Compute the twelve activity ratios for the three years with the help of the following
information, which has been extracted from the annual accounts of Mahud Paper
Industries Ltd. Also offer you comments. On the basis of the limited information
available with you what areas would you identify for control?
Year ending on 31
st
March
20012002 2003 2004
(Amount in Rs. Crores)
Balance Sheet (Select items)
1. Current Assets
38.28 39.74 52.23
2 Of which Inventories 17.89 21.70 22.33 26.37
2A Of which S. Debtors 6.91 10.17 10.49 10.93
3 Net Fixed Assets 47.68 47.18 50.08
4 Total Assets 90.26 91.21 106.60
5. Current Liabilities 41.95 43.87 45.02
Profit & Loss Statement (Select Items)
6 Net Sales 95.09 113.60 155.29
7. Cost of goods sold 80.88 93.12 130.65
8. Directly variable expenses (Wages, salaries and
direct manufacturing expenses)
61.79
73.20
101.41
9. Interest 4.81 4.54 5.44
10. Operating Profit (after depreciation and
interest) .17 .39 2.60
11 Non-operating profit 4.34 2.49 3.27
12. Pre-tax-profit 4.51 2.88 5.87
13. Provision for taxes .80
14. Net Profit 4.51 2.88 5.07
12.5 MANAGERIAL USES OF THE PRIMARY RATIO
The return on investment has been aptly regarded as a primary ratio because it
specifies the relative net profit earned on the capital employed. This is one single
measure where the final outcome of all business activities gets recorded. It provides
not only a vehicle for measuring relative business efficiency but also focuses
attention on whether an adequate return has been earned in accordance with the
expectations of the investors on the capital contributed by them.
In many cases it becomes necessary to disaggregate an organisation into divisions
and the return on divisional investment can be employed to gauge the divisional
performance
Financial and
However, it may be stated that the concept of ROI (Return on Investment) is not free
from ambiguity. This is primarily due to the fact that numerator and denominator of
this ratio i. e. return and capital are subject to differing interpretations. As
standard definitions of these two basic terms do not exist as yet, the firms define the
terms according to their own thinking. While some firms may define investment
quite broadly, others may define it narrowly. As a consequence of this, variations of
ROI are found in practice, e.g.; ROA (i.e. Return on Assets).
24
Investment Analysis
You will appreciate these variations better as you go along with the discussion, and
the illustrations regarding the analysis of ROI.
You may note that the use of ROI which in fact is a combination of some other ratios
was pioneered by Du pont. That is why it is sometimes known as the Du point system
of Financial control.
The Du pont chart is presented in Figure 12.1 and it may be of interest to you to note
the manner in which the various key elements converge into a single measure viz:,
the Return on Investment: The right block charts out the investment made in various
assets and the left block depicts the earnings and costs flowing in and out of the
utilisation of these assets. Both the net income and total assets are then related to
sales to finally yield the single measure, which peaks the pyramid viz., the ROI.
You will notice that Cash, Accounts Receivable, Marketable Securities and Inven-
tories shown on the right block at the bottom are added up as current assets, which
then are added (leftward) to fixed
,
assets. This aggregates into total assets, which are
then divided (rightward) into sales to produce a ratio shown as Total Asset Utilisation
or Total Assets Turnover. A similar kind of measure based on income emerges from
the left block. The bottom four boxes at left sum up Interest Taxes, Depreciation and
other operating costs into Total Costs which are then deducted (rightward) from Sales
to yield Net Income: The Net Income is divided (leftward) into sales to generate
,
a
ratio known as the Net Margin. The two penultimate measures viz., Total Asset
Utilisation and Net Margin are then
Ratio Analysis
multiplied together to figure out the Return on Investment at the top box of the chart.
25
The return on investment may be expressed as a relationship in the following
formula:
ROI = Total Asset Turnover X Net Margin
You may further notice that total assets may be financed partly by owners' funds
(known as equity) and partly by borrowed funds (recognised as debt). Given the
proportion of assets financed by equity, an appropriate measure of Return on Equity
(ROE) may also be derived from the ROI. This will be given by
ROE = ROI/Proportion of Total Assets financed by Equity
The term Total Assets / Equity may be recognised as Equity Multiplier and then ROE
will be equal to ROI times the Equity Multiplier.
Versions of ROI
A large number of variations of ROT are found in practice, depending upon how
Investment and Return are defined Investment may be defined to include any
of the following:
1. Gross capital employed Net fixed assets + total current assets + other
assets
2.
3.
Net capital employed Net fixed assets + net current assets + other
assets
Proprietors' net capital Total assets - (Current liabilities + long-term
employed borrowing + any other outside funds)
4. Average capital employed Opening + closing balances of capital, reserves,
accumulated depreciation and borrowings/2
Similarly, Return may be defined to included any of the following:
1 Gross profit
2 Profits before depreciation, interest and taxes (PBDIT)
3 Profits before depreciation, interest and taxes (excluding capital and
extraordinary nary profits): PBDIT
4 Profits before tax (PBT)
5 Profits before tax (excluding capital and extraordinary profits): PBT*
The following versions of ROI are used in practice :
1. Gross Return on Investment = Gross Profit/Total Net Assets
2. Net Return on Investment = Net Profit/Total Net Assets
3. Return on Capital Employed = Profit before tax + Interest/Net Worth
(ROCE) + Interest bearing debt.
4. ROI (based on PBDIT) = PBDIT as per cent of average capital
Employed
Financial and
5. ROI (based on PBT) = PBT average of capital and
as per cent of reserves.
26
Investment Analysis
Activity 12.5
The following particulars have been selectively taken from the annual accounts of
Kavali Woolen Mills Ltd., for the years 2001, 2002 and 2003.
Particulars Years ending on March 31st
2001 2002 2003
Income Statement
1. Operating profit
18.75
22.78
28.48
2. Interest 6.74 8.90 10.78
3. Gross Profits (1- 2) 12.01 13.88 17.70
4. Depreciation 7.66 8.84 8.84
5. Profit before tax (PBT) : (3 - 4) 4.35 5.04 8.86
6. Tax 0.05 .01 .01
7. Net Profit (5 - 6) 4.30 5.03 8:76
Balance Sheet
1 Fixed Assets (gross)
94.61
112.28
162.16
2. Accumulated Depreciation 26.90 34.34 38.26
3 Net fixed assets (1 - 2 + capital work in
progress)
75.16 107.23 127.66
4 Investments 8.48 10.12 12.29
5 Current Assets 42.61 59.97 75.17
6 Current Liabilities and Provisions 30.95 36.53 56.30
7 Net Current Assets (5 - 6) 11.66 23.44 18.87
8 Total Net Assets (3 + 4 + 7) Financed by 95.30 140.79 158.82
9 Net worth 33.97 39.41 53.16
10 Borrowings 61.33 101,38 105.66
of which long-term 39.27 71.09 63.61
a)
b)
Compute Gross Return on Investment, Net Return on Investment, and Return
on Capital Employed for the three years. What are your conclusions?
Also derive the Return on Equity from the ROI (i.e., Net return on Total Net,
Assets).
Illustration 12.1
EVERLIGHT COMPANY LIMITED
Comparative Balance Sheet
December 31, Year 1 and Year 2
December 31st
Year 1 Year
Assets Rs. Rs.
Cash 1,000 1,200
Bank 6,000 7,500
Accounts Receivable 12,600 14,800
Inventory 18,400 20,500
Repayments 800 850
Land and Building 20,000 24,000
Ratio Analysis
27
Plant and Machinery 30,000 32,000
88,800 1,00,850
Liabilities and Shareholders'
Equity
Bills Payable
4,000
7,850
Accounts Payable 6,400 6,000
Other Current Liabilities 2,000 2,200
Debentures (10%) 20,000 18,000
Preference Shares (12%) 10,000 10,000
Ordinary Shares. Rs. 10 each 40,000 50,000
Retained Earnings 6,400 6,800
88,800 1,00,850
Income and Retained Earnings Statement of the Year Ended December 31, Year 2
Sales Revenue Rs. 60,000
Less Expenses:
Cost of Goods Sold
Rs. 28,000
Selling 8,000
Administrative 6,000
Interest 2,000
Income Tax 6,400
Total Expenses 50,400
Net Income 9,600
Less Dividend :
Preferred
1,200
Ordinary 8,000
9,200
Increase in Retained Earning for Year 2 400
Retained Earnings, December 31, Year 1 6,400
Retained Earnings, December 31, Year 2 6,800
With the above information, let us compute the following ratios
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
Rate of Return on Assets
Profit Margin (before interest and related tax effect)
Cost of Goods Sold to Sales Percentage
Selling Expenses to Sales Percentage
Operating Expense Ratio
Total Assets Turnover
Accounts Receivable Turnover
Inventory Turnover
Rate of Return on Ordinary Share Equity
Current Ratio
Quick Ratio
Long-Term Debt Ratio
Debt Equity Ratio
Times interest Charges Earned
Financial and
28
Investment Analysis
o)
p)
q)
Earnings per (Ordinary) Share
Price Earning Ratio
Book Value per Ordinary Share
The income tax rate is 40 per cent. The market price of an ordinary share at the end
of Year 2 was Rs. 14.80.
Let us take all these ratios one by one.
a) Rate of Return on Assets.
=
Rs. 9,600 + (1- .40) (Rs. 2, 000) = 11.39 per cent
.5 (Rs. 88,800 + Rs.1,00,850)
b) Profit Margin Ratio
=
Rs. 9,600 + (1-40) (Rs. 2,000) = 18 per cent
Rs. 60,000
c) Cost of Goods Sold to Sales Percentage
=
Rs. 28,000 = 46.67 per cent
Rs. 60,000
d) Selling expenses to Sales Percentage
=
Rs. 8,000 = 13.33 per cent
Rs. 60,000
e) Operating Expense Ratio
=
Rs. 8,000+ Rs. 6,000 = 23.33 per cent
Rs. 60,000
f) Total Asset Turnover
=
Rs. 60,000 = .63 times per year
.5 (Rs. 88,800 + Rs.1,00,850)
g) Accounts Receivable Turnover
=
Rs. 60,000 = 4.3 8 times per year
.5 (Rs. 12,600 + Rs. 1,4,800)
h) Inventory Turnover Ratio
=
Rs.28,000 = 1.44 times per year
.5 (Rs. 18,400 + Rs. 20,500)
i) Rate of Return or Ordinary Share Equity
=
Rs. 9,600 - Rs. 1,200 x 100 = 16.28 per cent
.5 (Rs. 46,400 + Rs. 56,800)
j) Current Ratio
December 31, Year 1 : Rs.38,800 = 3.13:1
Rs.12,400
Ratio Analysis
December 31, Year 2 : Rs. 44,850 = 2.79 : 1
29
Rs
.
16
,
050
k) Quick Ratio :
December 31, Year 1 : Rs.19,600 = 1.56 :1
Rs.12,400
December 31, Year 2: Rs.23500 = 1.46 :1
Rs.16,050
l) Long-term Debt Ratio
December 31, Year 1: Rs.20,000 = 24.86 per cent
Rs. 80,400
December 31, Year 2: Rs. 18,000 = 21.23 per cent
Rs. 84,800
m) Debt Equity Ratio
December31, Year 1 : Rs.20,000 = 43.1
Rs.46,400
December 31, Year 2 : Rs.18,000 = 31.69
Rs. 56,800
(Equity may or may not include retained earnings. Here, retained earnings
have been included)
n) Times Interest Charges Earned
Rs. 9,600 + Rs. 6,400 + Rs: 2,000 = 9 times
Rs: 2,000
o) Earnings per Ordinary Share (EPS)
December 31 Year 2:
=
Rs. 8,40 0 = Rs.1.87
.5 (4000 + 5000)
p) Price-Earnings Ratio
December 31, Year 2:
=
14.80 = 7.91 times
1.87
q) Book Value per Ordinary Share
December 31, Year 1 : = Rs. 46,400 = Rs.11.60
4,000
December 31, Year 2 : = Rs. 56,800 = Rs.11.36
5,000
Financial and
Illustration 12.2
30
Investment Analysis
The information contained in Tables 12.1 to 12.4 relate to a company for the year
2002 and 2003, we shall attempt a comprehensive analysis.
Table 12.1
Megapolitan Company Ltd.
Condensed Balance Sheet for the years ending
December 31, 2003 and December 31, 2002
Increase or (Decrease) Percentage of
total Assets
2003
Rs.
2002
Rs.
Rs. % 2003 2002
ASSETS
Current Assets
1,95,000
1,44,000
51,000
35.4
41.1
33.5
Plant and equipment (net) 2,50,000 2,33,500 16,500 7.1 52.6 54.3
Other Assets 30,000 52,500 (22,500) (42.9) 6.3 12.2
Total 4,75,000 4,30,000 45,000 10.5 100.0100.0
LIABILITIES & CAPITAL
Liabilities:
Current liabilities
56,000
47,000
9,000
(19.1)
11.8
10.9
12% Debentures 1,00,000 1,25,000 (25,000) (20.0) 21.1 29.1
Total 1,56,000 1,72,000 16,000 (9.3) 32.9 40.0
Shareholder's equity
9% preference shares
(Rs. 100 each)
50,000 50,000
10.5 11.6
Equity shares (Rs. 10 each) 1,25,000 1,00,000 25,000 25.0 26.3 23.2
Premium on issue of shares 35,000 20,000 15,000 75.0 7.4 4.7
Retained earnings 1,09,000 88,000 21,000 23.9 22.9 20.5
Total shareholders equity 3,19,000 2,58,000 61,000 23.6 67.1 60.0
Total 4,75,000 4,30,000 45,000 10.5 100.0100.0
Table 12.2
Income statement for the years ended December 31, 2003 and December 31, 2002
Increase or (Decrease) Percentage of net
Sales
2003 2002 Rs. % 2003 2002
Rs. Rs.
Net sales 4,50,000 3,75,000 75,000 20.2 100.0100.0
Cost of goods sold 2,65,000 2,10,000 55,000 26.2 58.9 56.0
Gross profit on sales 1,85,000 1,65,000 20,000 12.1 41.1 44.0
Operating expenses:
Selling 58,500 37,500 21,000
56.0 13.0 10.0
Administrative 63,000 47,500 15,500 32.6 14.0 12.7
Total 1,21,500 85,000 36,500 42.9 27.0 22.7
Operating income 63,500 80,000 (16,500) (20.6) 14.1 21.3
Interest expense 12,000 15,000 3,000 (20.0) 2.7 4.0
Ratio Analysis
Income before income
taxes
51,500 65,000 (13,500) (20.8) 11.4 17.3
Income taxes 14,000 20,000 6,000 (30.0) 3.1 5.3
Net Income 37,500 45,000 (7,500) (16.7) 8.3 12.0
31
Table 12.3
Statement of Retained Earnings
for the years ended December 31, 2003 and December 31, 2002
Increase or (Decrease)
2003 2002 Rs. %
Rs. Rs. Rs.
Retained earnings, beginning of year 88,000 57,500 30,500 53.
Net Income 37,500 45,000 (7,500) (16.7)
1,25,500 1,02,500 23,000 22.
Less : Dividends on equity shares 12,000 10,000 2,000 20.
Dividends on preference shares 4,500 4,500
16,500 14,500 2,000 13.
Retained earnings, end of year 1,09,000 88,000 21,000 23.
Table 12.4
Schedule of Working Capital
as at December 31, 2003 and December 31, 2002
Increase or
(Decrease)
Percentage of
total current items
2003 2002 Rs. % 2003 2002
Current Assets: Rs. Rs.
Cash 19,000 20,000 (1,000) (5.0) 9.7 13.9
Receivables (net) 58,500 43,000 15,500 36.0 30.0 29.9
Inventories 90,000 60,000 30,000 50.0 46.2 41.6
Prepaid expenses 27,500 21,000 6,500 31.0 14.1 14.6
Total current assets 1,95,000 1,44,000 51,000 35.4 100.0 100.0
Current liabilities
Bills Payable 7,300 5,000 2,300 46.0 13.1 10.7
Accounts payable 33,000 15,000 18,000 120.0 58.9 31.9
Accrued liabilities 15,700 27,000 (11,300) (41.9) 28.0 57.4
Total current liabilities 56,000 47,000 9,000 19.1 100.0 100.0
Working capital 1,39,000 97,000 42,000 43.3
Using the information in the above Tables let us consider analyses that would be of
particular interest to:
Equity shareholders
Long-term creditors
Short-term creditors
Equity shareholders : Equity shareholders, present and potential, look primarily to
the company's record of earnings. They are therefore interested in relationships such
as earnings per share (EPS) and dividends per share. Earnings per share are computed
by dividing the income available for equity shareholders by the number of equity
shares outstanding during the year. Any preference dividend must be subtracted from
the net income to ascertain the income available to equity shareholders.
Financial and
2003
Rs.
2002
Rs.
Net Income 37,500 45,000
Less Preference dividend 4,500 4,500
Income available to equity shareholders 33,000 40,500
Equity shares outstanding during the year 12,500 10,000
Earnings per (Equity) share 2.64 4.05
32
Investment Analysis
While dividend may be of prime importance to some equity shareholders, it may not
be so for other shareholders. Some shareholders may be interested in receiving a
regular cash income, while others may be more interested in securing capital gains
through rising market prices. In comparing the merits of alternative investment
opportunities, we should therefore relate earnings and dividends per share to the
market, value of shares. Dividends per share divided by market price per share would
give yield rate on equity shares. Dividend yield is of particular importance to those
investors whose objective is to maximise the dividend income from their
investments.
Earnings performance of equity shares is often expressed as price earning ratio by
dividing the market price per share by the annual earnings per share. Thus a share
selling for Rs. 40 and having earnings of Rs. 5 per share in the year just ended may
be stated to have a price-earning ratio of 8 times.
Assuming that the 2,500 additional equity shares issued by the company on January
1, 2003 received the full dividend of 96 paise in 2003, and further assuming the price
of the equity shares at December 31, 2002 and December 31, 2003 as given in Table
12.5, earnings per share and dividend yield may be summarised as follows.
Table 12.5
Earnings and dividends per equity share
Date Assumed
Market
value per
share
Earnings
per share
Price-
earnings
ratio
Dividend
per share
Dividends
yield %
Rs. Rs.
Dec. 31, 2002 18 4.05 4.44 1.00 5.56
Dec. 31, 2003 14 2.64 5.30 0.96 6.86
The decline in market value during 2003 presumably reflects the decrease in earnings
per share. The investors evaluating these shares on December 31, 2003 would
consider whether a price earning ratio of 5.30 and the dividend yield of 6.86 repre-
sented a satisfactory situation in the light of alternative investment opportunities. We
can also calculate the book value per share.
Table 12.6
Book value per equity share
.
2003
Rs.
2002
Rs.
Total shareholder's equity 3,19,000 2,58,000
Less: Preference shareholders equity 50,000 50,000
Equity of ordinary shareholders 2,69,000 2,08,000
Number of shares outstanding 12,500 10,000
Book value per equity share 21.52 20.8
Ratio Analysis
33
1.
2.
Book value indicates the net assets represented by each equity shares. This informa-
tion is helpful in estimating a reasonable price for company shares, especially for
small companies whose shares are not publicly traded. However, the market price of
the shares of a company may significantly differ from its book value depending upon
its future prospects with regard to earnings.
Long-term Creditors: Long-term lenders (or creditors) are primarily interested in
two factors:
The firms ability to meet its interest requirements.
The firms ability to repay the principal of the debt when it falls due.
From the viewpoint of long-term creditors, one of the best indicators of the safety of
their investments may be the fact that, over the life of the debt, the company has
sufficient income to cover its interest requirements by a wide margin. A failure to
cover interest requirements may have serious repercussions on the stability and
solvency of the firm. A common measure of the debt safety is the ratio of income
available for the payment of interest to annual interest expenses, called number of
time interest earned. This computation for Megapolitan Company would be as
follows:
Number of Times Interest Earned
2003
Rs.
2002
Rs.
Operating income (before interest and income taxes) a) 63,500 80,000
Annual interest expense b) 12,000 15,000
Times interest earned (a - b) 5.29 5.33
Long-term creditors are interested in the amount of debt outstanding in relation to the
amount of capital contributed by shareholders. The debt ratio is computed by
dividing long-term debt by shareholders equity as shown below:
Debt Ratio
2003
Rs.
2002
Rs.
Long-term/debt a) 1,00,000 1,25,000
Shareholders equity b) 3,19,000 2,58,000
Debt ratio (a - b) 31.35 48.45
From creditors point of view, the lower the debt ratio (or higher the equity ratio) the
better it is. The lower debt means the shareholders have contributed a bulk of funds
to the business, and therefore the margin of protection to creditors against shrinkage
of assets is high.
Short-term Creditors: Bankers and other short-term creditors have an interest
similar to those of the equity shareholders and debenture holders who are interested
in the profitability and long-term stability of the business. Their primary interest,
however, is in the current position of the firm, i.e. its ability to generate sufficient
funds (working capital) to meet current operating needs and to pay current debts
promptly.
The amount of working capital is measured by the excess of current assets over
current liabilities. What is important to short-term creditors is not merely the amount
of working capital available but more so-is its quality. The main factors affecting the
quality of working capital are (i) the nature of the current assets comprising the
working capital, and (ii) the length of time required to convert these assets into cash.
In this context we can calculate the following ratios:
1 Inventory turnover ratio
2 Account receivable turnover ratio
Financial and
Activity 12.6
34
Investment Analysis
In illustration 12.2 we analysed the financial statements (or information) from the
point of view of three groups of people and calculated certain ratios. But these ratios
by no means were all inclusive. Certain other ratios, useful for these groups of
people, can also be computed. For example, some other ratios useful for equity
shareholders (present and prospective) are: Return on investment (ROI), Leverage
ratio, and Equity ratio.
In the context of illustration 12.2:
a)
b)
Calculate and interprete all such ratios; and
Calculate and interprete some ratios for groups of people other than the three
above who might be interested in the company, e.g., preference shareholders
.........................................................................................................................
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12.6 SUMMARY
A large number of financial ratios are in use. They fulfill a wide variety of objectives
and functions. Managers evaluate performance and exercise control, investors match
their expectations, and lenders undertake credit approvals with their help.
Control of business activity is crucial for efficiency. Managerial action follows
meaningful information flows. Ratios provide a relevant basis, but all ratios may not
serve the objective of control. A profit performance measure, which is widely
prevalent, is the Return of Investment, which is considered a primary yardstick for
the measurement of operational efficiency. A decomposition of this measure into its
key elements as depicted in the Du pont Chart may underline areas, which need
managerial control for achieving the basic goal of maximizing the return on capital
employed in the enterprise
A series of secondary ratios has also been found useful in controlling business
activities. Since production and sales are the key parameters in an efficient conduct
of business activities, most of these ratios are related in some manner to sales and
output. The focus is on revenues and costs and also on the intensity of activity as
measured by the various turnover ratios. Going deeper into the conduct of business
transactions, a larger number of relationships would be uncovered e.g. stores control,
material usage control, labour hours control, machine maintenance quality control,
operating cycle control and so on. But the focus in this unit has been on control of
activities through ratios emerging from informations externally presented.
12.7 KEY WORDS
Primary Ratio is of primary concern for management because it provides an overall
measure of business efficiency and is measured by the much controversial but
nevertheless much widely employed Return on Capital Employed.
PBDIT or Profits before depreciation, interest and taxes. This amounts to gross cash
flow.
Liquidity Ratios measure the short-term solvency of the firm.
Ratio Analysis
Leverage Ratios measure the long-term solvency of the firm and also provide an
idea of the equity cushion for long-term indebtedness.
35
Activity or Turnover Ratios measure the intensity with which resources of the firm
are being utilised.
Average Capital Employed is one-half of the sum total of opening and closing
balances of capital, reserves, accumulated depreciation and long-term debt.
Net Total Assets are obtained by deducting current liabilities from total assets.
Equity Multiplier is used to derive the Return on Equity from the Return on
Investment, and is computed by dividing Equity into total assets.
Ratio Norm is obtained for different kinds of ratios either as an average over time of
the same firm, or an industry average or an average of a cross-section of firms, and is
used to evaluate performance and for control purposes.
Average Collection period is obtained by dividing average accounts receivables
with net credit sales and multiplying the resultant with 365 days of the year. It
suggests the average credit period actually granted during a year.
12.8 SELF-ASSESSMENT QUESTIONS/ EXERCISES
1. List the fundamental accounting ratios. Why are they called fundamental?
2. What are `Stability' ratios?. Can they be classed as fundamental ratios?
3. Enumerate ratios that are appropriate for controlling business activities. What
common criterion/criteria bring them together into one category?
4. Which of the control ratios are more important in your view? Why?
5. Point out the major limitation of Return on Capital Employed as a basis for
comparing one firm with another.
6. What is Return on Equity? Why do we measure it?
7. The ratios measuring management's overall effectiveness as shown by the
return generated on sales and investment are
a) Leverage
b)
c)
d)
a)
b)
c)
d)
e)
a)
b)
c) Gross
d)
a)
b)
ratios
Profitability ratios
Activity ratios
Liquidity ratios
8. According to the Du pont analysis, firms dealing with relatively perishable
commodities would be expected to have.
High profit margins and high turnover
Low profit margins and low turnover
High profit margins and low turnover
Low profit margins and high turnover
None of the above
9. Inventory turnover is defined as_________divided by inventories.
Cost of goods sold
Accounts receivable
profit
Net operating income
10. The primary purpose of the current ratios is to measure a firm's
Use of debt
Profitability
Financial and
36
Investment Analysis
c) Effectiveness
d)
e)
Liquidity
None of these
11. The Du pont System is designed to help pinpoint the trouble if a firm has
relatively low rate of return on equity. It focuses on the total asset turnover
ratio, the profit margin, and the equity/asset ratio True False
12. Because inventories are less liquid than other current assets, the quick ratio is
regarded as being a more stringent test of liquidity than die current ratio. .
True False
13. Other things being constant, (assuming an initial current ratio greater than
1.00) which of the following will not affect the current ratio?
a) Fixed assets are sold for cash
b) Long-term debt is issued to pay off current indebtedness
c) Accounts receivables are colleted
d) Cash is used to pay off accounts payable
e) A bank loan is obtained
14. The average collection period is found by dividing ________ with _________
and then dividing average sales per day into accounts _________. The average
collection period is the length of time that a firm must wait after making a sale
before it receives_________.
15. Individual ratios are of little value in analysing a company's financial
condition. More important is the_________ of a ratio over time, and a
comparison of the company's ratios to_________ ratios.
16. Prabhat Industries profit margin is 6 per cent, its total assets turnover ratio is 2
times, and its equity/total assets ratio is 40%. The company's rate of return on
equity is
(a) 5% (b) 7.5% (c) 12% (d) 30% (e) 20%
17. If the net profit margin for a firm is 20%, and the ROI is 10%, the total assets
turnover ratio must be
(a) 1 (b) 2 (c) .5 (d) .2 (e) Not possible
to compute.
18. Determine the sales of a firm with the financial data given below:
Current ratio 2.7
Quick ratio 1.8
Current liabilities Rs. 6,00,000
Inventory turnover 4 times
a) Rs. 34,00,000
b) Rs.19,60,000
c) Rs. 21,60,000
d) Rs.14,20,000
e) Rs.16,40,000
19. Complete the balance sheet and sales data by filling in the blanks using the
following financial data:
Debt/Net worth 50%
Acid Test ratio 1.4
Total Assets turnover 1.6 times
Days sales outstanding
in accounts receivable
40 days
Gross profit margin 25%
Inventory turnover 5 times
Ratio Analysis
Balance Sheet Rs.
Equity Share Capital
Rs.
25,000
Cash
Accounts Receivable
General Reserve 26,000 Inventories
Accounts Payable Plant & Equipment
Total assets
Total capital and liabilites Sales
Cost of goods sold
37
20. Weldone Co. and Goodluck Co, trade in the same industry but in different
geographical locations. The following data are taken from the 2002 annual
accounts.
Weldone Rs. Goodluck Rs.
Turnover 40,000 60,000
Total operating expenses 36,000 55,000
Average total assets during 2002 30,000 25,000
Attempt the following (ignore taxation):
a)
b)
c)
i)
ii)
Calculate the rate of return on total assets (profit as a percentage of total assets)
for each company.
Analyse the rates of return in part (a) into the net profit percentage and the ratio
of turnover to total assets.
Comment on the relative performance of the two companies in so far as the
information permits. Indicate what additional information you would require to
decide which company is the better proposition from the viewpoint of:
potential shareholder; and
potential loan creditors
21. Abrasives Ltd., has the following turnover ratios presented along with the
corresponding industry averages:
Ratio description Abrasive's ratio Industry average
Sales / Inventory 530/101 = 5 times 10 tithes
Sales / Receivables 530/44 = 12 times 15 times
Sales / Fixed assets 530/98 = 5.4 times 6 times
Sales / Total assets 530/300 = 1.77 times 3 times
Financial analysis of the company is presented on the next page in the form of a Du
Pont Chart. Study the chart, along with the four turnover ratios and industry averages,
and comment on the major weaknesses of the company where managerial attention
must be focused for future control.
Financial and
38
Investment Analysis
Answers or Approaches to Activities
Activity 12.1
Ratio Nos. Broad Class
1 to 3 Secondary, Owners
4 & 5 Secondary, Lenders,, Liquidity
6 to 9 Secondary, Management, Activity
10 to 12 Primary, Management, Profitability, Owners
13 to 15 Secondary, Management, Profitability (Appropriation)
16 to 21 Secondary, Lenders, Leverage
Activity 12.2
a) Nagpur Textile Mills data relating to average number of days of inventory will
have to be converted into inventory ratio as follows:
Ratio Analysis
Assuming the numerator to be 365 days, the inventory turnover ratios for the five
years will be:
39
Year Inventory turnover ratios
1998 100 365 / 90 =24.66
1999 100 365/118 =32.33
2000 100 365 / 115 = 31.51
2001 100 x 365/107 = 2932
2002 100 x 365 / 89 = 24.39
b)
c)
a) True
b) False
c) True
d) True
e) False
f) False
g) True
h)
i)
j) True
Nagpur Textile's is a composite mill. It may, therefore, be appropriate to
compare the inventory ratios for five years with the annual averages of compos-
ite mills for five years. It is manifest that Nagpur Textile's inventory turnover
ratio is higher than the industry average for the years 1999-2001.
The trend for the last four years since 1999 is for the ratio to decline.
Activity 12.3
True because inventory which is the denominator of the ratio is also carried
generally at cost in a world of rising prices.
False because it reflects only the average credit period and does not state
anything about discounts and credit standards.
Activity 12.4
Ratio Information
inputs
Computed ratio for
the year
2001 2002 2003
1. Cost of goods sold (7) (6) 85.06 81.97 84.13
2. Gross margin (6) - (7) (6) 14.94 18.03 15.87
3. Net margin (14) (6) 4.74 2.54 3.26
4. Operating margin (10) + (9) (6) 5.24 4.34 5.18
5. Post-tax margin (14)+ (9) x (13)/(12) 6 9.80 6.53 6.30
6. Operating Ratio (6) - (10) (6) 99.82 99.66 98.33
7: Total Contribution (6) - (8) (6) 35.02 35.56 34.70
8. Gross Assets Turnover (6) (4) 1.05 1.25 1.45
9. Net Assets Turnover (6) (4) - (5) 1.97 2.36 2.52
10. Inventory Turnover (7) (2) 4.09 5.16 6.38
11. Receivables Turnover (6) (2A) 11.13 11.03 14.50
12. Average Collection
Period (Days)
(2A) (6) / 365 32.78 33.10 25.17
Financial and
40
Investment Analysis
Activity 12.5
a) Gross Return on Investment
2001 2002 2003
12.61 9.86 11.14
4.51 3.57 5.81
11.63 9.90 12.61
Net Return on Investment
Return on Capital employed
b) You may first proceed to find out the Equity multiplier viz., Total Net
Assets/Equity for each of the three years, and then multiply the R0I by this
multiplier. Equity multipliers for the three years are as follows:
Years Equity multiplier
2001 95.30/33.97 = 2.81
2002 140.79/39.41 = 3.57
2003 158.82/53.16 = 2.99
Return on Equity 12.67 12.75 17.37
Answers to Self-Assessment Questions/ Exercises
7 (b)
8 (d)
9 (a)
10 (d)
11 (True)
12 (True)
13 (c)
14 annual sales; 360; receivable; cost;
15 Trend; industry average;
16 (d)
17 (c)
18 (c)
19 Accounts payable = Rs. 25,500; Total Capital and Liabilities as well as Total
Assets = Rs. 76,500; Cash = Rs. 22,100; Accounts Receivable = Rs. 13,600;
Inventories = Rs. 24,480; Cost of goods sold = Rs. 91,800; Plant & Equipment
= Rs. 16,320; and Sales = 1,22,400.
20. Weldone Co. Goodluck Co.
a)
b)
Rate of return on total assets 13.3% 20%
Net profit percentage 10% 8.3%
Asset turnover 1.33 times 2.4 times
c) The three ratios provide an estimate
of a company's overall performance. They
are inter-related: =
From the viewpoint of potential investors - shareholders and loan creditors - the
overall performance is important. In what way the profit between the two types of
finance (loan and equity) is apportioned is also of equal importance. They will
therefore need information about capital leverage i.e. the relation-ship between equity
and loan capital and the relationship between profits and interest payments.
41
Ratio Analysis
The potential loan creditor will also require information about security that the.
company can provide.
The potential shareholders are also interested in future dividends as well as current
yields. They will need information about the share prices and earnings per share so
that they could make relevant comparison against similar other investment in terms
of PEE ratio and yield.
21 a) Profit margin not too bad ; assets turnover quite low. Action
required.
b) Inventory per unit of sales higher that other firms. Action required.
Implications and impact of suggested action (like funds released in
the wake of inventory reduction utilized in liquidating debt and
reducing interest burden with improved profit prospects) should be
highlighted.
c) Excess capacity situation may exist, though not with definitiveness
12.9 FURTHER READINGS
Fraser, M. Lyn and Aileen Ormiston, 04/10/2003, Understanding Financial
Statements (Chapter 5) : Prentice Hall.
Khan, M.Y. and Jain, P.K., 2000. Management Accounting (Chapter 4), Tata
McGraw-Hill : New Delhi.
Brigham F. Eugene and Houston F. Joel, 1999, Fundamentals of Financial
Management, 2nd ed. (Chapter 3), Harcourt Brace and Company : Florida.
Fanning, David and M. Pendlebury, 1984, Company Accounts: A Guide, Allen &
Unwin : London.
Bhatia, Manohar L., 1986, Profit Centres: Concepts, Practices and Perspectives,
Somaiya Publications, Bombay (pp, 166-170)
Hingorani N.L. and A.R. Ramanathan, 1986. Management Accounting (Chapter 7)
Sultan Chand: Delhi.
AUDIO PROGRAMME
Role and Regulation of Stock Markets
41
Introduction to Financial
Management
UNIT 1 INTRODUCTION TO FINANCIAL
MANAGEMENT
Structure Page
Nos.
1.0 Introduction 5
1.1 Objectives 6
1.2 Evolution of Financial Management 6
1.3 Significance of Financial Management 6
1.4 Principles of Financial Management 8
1.4.1 Investment Decision
1.4.2 Financing Decision
1.4.3 Dividend Decision
1.4.4 Liquidity Decision
1.5 Objectives of Financial Management 9
1.6 Economic Profit vs. Accounting Profit 11
1.7 Agency Relationship 11
1.7.1 Problems Related with Agency Relationship
1.7.2 Costs of the Agency Relationship
1.8 The Changing Financial Landscape 12
1.9 Organisation of Financial Management 13
1.10 Tasks and Responsibilities of Modern Financial Manager 13
1.11 Summary 15
1.12 Self-Assessment Questions/Exercises 15
1.13 Solutions/Answers 15
1.0 INTRODUCTION
Finance is the application of economic principles and concepts to business decision
making and problem solving. The field of finance broadly consists of three
categories: Financial Management, Investments and Financial Institutions.
i) Financial Management: This area is concerned with financial decision
making within a business entity. Financial management decisions, include
maintaining optimum cash balance, extending credit, mergers and acquisitions,
raising of funds and the instruments to be used for raising funds and the
instruments to be used for raising funds etc.
ii) Investments: This area of finance focuses on the behaviour of financial
markets and pricing of financial instruments.
iii) Financial Institutions: This area of finance deals with banks and other
financial institutions that specialises in bringing supplier of funds together with
the users of funds. There are three categories of financial institutions which act
as an intermediary between savers and users of funds, viz., banks,
developmental financial institution and capital markets.
Financial management is broadly concerned with the acquisition and use of funds by
a business firm. The scope of financial management has grown in recent years, but
traditionally it is concerned with the following:
How large should a firm be and how fast should it grow?
What should be the composition of the firms assets?
What should be the mix of the firms financing?
How should the firm analyse, plan and control its financial affairs?
The past two decades have witnessed several rapid changes on the economic and
corporate front which have an important bearing on how firms are run and managed.
On the one hand we have witnessed economies of several countries opening up
5
Financial Management
and Decisions
thereby throwing new opportunities and on the other hand we have also witnessed
that the growth rate of developed countries are stagnating or even declining. The
impact of these changes is that the firms have to move out of the saturated markets
and explore new markets.
1.1 OBJECTIVES
After going through this unit, you should be able to:
understand the role and scope of financial management;
understand the evolution of financial management;
understand the various decisions taken by financial managers, and
understand the concept of economic and accounting profit.
1.2 EVOLUTION OF FINANCIAL
MANAGEMENT
The evolution of financial management may be divided into three broad phases:
i) The traditional phase
ii) The transitional phase
iii) The modern phase.
In the traditional phase the focus of financial management was on certain events
which required funds e.g., major expansion, merger, reorganisation etc. The
traditional phase was also characterised by heavy emphasis on legal and procedural
aspects as at that point of time the functioning of companies was regulated by a
plethora of legislation. Another striking characteristic of the traditional phase was
that, a financial management was designed and practiced from the outsiders point of
view mainly those of investment bankers, lenders, regulatory agencies and other
outside interests.
During the transitional phase the nature of financial management was the same but
more emphasis was laid on problems faced by finance managers in the areas of fund
analysis planning and control.
The modern phase is characterised by the application of economic theories and the
application of quantitative methods of analysis. The distinctive features of the
modern phase are:
Changes in macro economic situation that has broadened the scope of financial
management. The core focus is how on the rational matching of funds to their
uses in the light of the decision criteria.
The advances in mathematics and statistics have been applied to financial
management specially in the areas of financial modeling, demand forecasting and
risk analysis.
1.3 SIGNIFICANCE OF FINANCIAL
MANAGEMENT
The main objective of financial management is, to make optimum utilisation of
resources which results in maximum profits. The last five decades have witnessed
rapid industrial development and policies of globalisation and liberalisation as a
result of which financial activities have undergone tremendous changes. The success
or the failure of business operations largely depends upon the financial policies
pursued by the firm; as Irwin Friend has said a firms success and even survival, its
6
Introduction to Financial
Management
ability and willingness to maintain production and to invest in fixed or working
capital are to a very considerable extent determined by its financial policies both past
and present. In modern time where the ownership of firms is more dispersed, there is
a separation of ownership and management and the firms are focusing toward social
responsibility the role of financial management has spanned beyond planning and
control. In the words of Ezra Soloman Financial management is properly viewed
as an integral part of overall management rather than as a staff specialty concerned
with fund raising operations. In addition to raising funds, financial management is
directly concerned with production, marketing and other functions within an
enterprise where decisions are made about the acquisition or distribution of assets.
The significance of financial management is discussed as follows:
1) Determination of Business Success: Sound financial management leads to
optimum utilization of resources which is the key factor for successful
enterprises. If we analyse the factors which lead to an enterprise turning sick
one of the main factors would be mismanagement of financial resources.
Financial Management helps in preparation of plans for growth, development,
diversification and expansion and their successful execution.
2) Optimum Utilisation of Resources: One of the basic objectives of financial
management is to measure the input and output in monetary terms. Since
finance managers are responsible for the allocation of resources, they are also
responsible to ensure that resources are used in an optimum manner. In fact, the
failure of business enterprise is not due to inadequacy of financial resources,
but is the result of defective management of financial resources. In a country
like India, where capital is scarce effective utilisation of financial resources is
of great significance.
3) Focal Point of Decision Making: Financial management is the focal point of
decision-making as it provides various tools and techniques for scientific
financial analysis. Some of the techniques of financial management are
comparative financial statement, budgets, ratio analysis, variance analysis,
cost- volume, profit analysis, etc. These tools help in evaluating the profitability of
the project.
4) Measurement of Performance: The performance of the firm is measured by
its financial results. The value of the firm is determined by the quantum of
earnings and the associated risk with these earnings. Financial decisions which
increases earnings and reduces risk will enhance the value of the firm.
5) Basis of Planning, Co-ordination and Control: Each and every activity of
the firm requires resource outlays which are ultimately measured in monetary
terms. The finance department being the nodal department is closely associated
with the planning of most of the activities of the various departments. Since
most of the activities of the firm require co-ordination among various
departments, the finance department facilitates this co-ordination by supplying
the requisite information. Since the result of various activities are measured in
monetary terms, again the finance department is closely involved in control and
monitoring activities.
6) Advisory Role: The finance manager plays an important role in the success
of any organisations.
7) Information Generator for Various Stakeholders: In this modern era where
business managers are trustees of public money, it is expected that the firm
provides information to the various stakeholders about the functioning of the
firm. One of the major objectives of financial management is to provide timely
information to various stakeholders.
1.4 PRINCIPLES OF FINANCIAL MANAGEMENT
7
Financial Management
and Decisions
The broad principles of corporate finance are:
1) Investment Decision
2) Financing Decision
3) Dividend Decision
4) Liquidity Decision
1.4.1 Investment Decision
The firm has scarce resources that must be allocated among competing uses. On the
one hand the funds may be used to create additional capacity which in turn generates
additional revenue and profits and on the other hand some investments results in
lower costs. In financial management the returns, from a proposed investment are
compared to a minimum acceptable hurdle rate in order to accept or reject a project.
The hurdle rate is the minimum rate of return below which no investment proposal
would be accepted. In financial management we measure (estimate) the return on a
proposed investment and compare it to minimum acceptable hurdle rate in order to
decide whether or not the project is acceptable. The hurdle rate is a function of
riskness of the project, riskier the project higher the hurdle rate. There is a broad
argument that the correct hurdle rate is the opportunity cost of capital. The
opportunity cost of capital is the rate of return that an investor could earn by investing
in financial assets of equivalent risk.
1.4.2 Financing Decision
Another important area where financial management plays an important role is in
deciding when, where, from and how to acquire funds to meet the firms investment
needs. These aspects of financial management have acquired greater importance in
recent times due to the multiple avenues from which funds can be raised. Some of the
widely used instruments for raising finds are ADRs, GDRs, ECBs Equity Bonds and
Debentures etc. The core issue in financing decision is to maintain the optimum
capital structure of the firm that is in other words, to have a right mix of debt and
equity in the firms capital structure. In case of pure equity firm (Zero debt firms) the
shareholders returns should be equal to the firms returns. The use of debt affects the
risk and return of shareholders. In case, cost of debt is used the firms rate of return
the shareholders return is going to increase and vice versa. The change in
shareholders return caused by change in profit due to use of debt is called the
financial deverage.
1.4.3 Dividend Decision
Dividend decisions is the third major financial decision. The share price of a firm is a
function of the cash flows associated with the share. The share price at a given point
of time is the present value of future cash flows associated with the holding of share.
These cash flows are dividends. The finance manager has to decide what proportion
of profits has to be distributed to the shareholders. The proportion of profits
distributed as dividends is called the dividend pay out ratio and the retained
proportion of profits is known as retention ratio. The dividend policy must be
designed in a way, that it maximises the market value of the firms share. The
retention ratio depends upon a host of factors the main factor being the existence of
investment opportunities. The investors would be indifferent to dividends if the firm
is able to earn a rate or return which is higher than the cost of the capital. Dividends
are generally paid in cash, but a firm may also issue bonus shares. Bonus share are
shares issued to the existing shareholders without any charge. As far as dividend
decisions are concerned the finance manager has to decide on the question of
dividend stability, bonus shares, retention ratio and cash dividend.
1.4.4 Liquidity Decision
A firm must be able to fulfill its financial commitments at all points of time. In order
to ensure this the firm should maintain sufficient amount of liquid assets. Liquidity
decisions are concerned with satisfying both long and short-term financial
8
Introduction to Financial
Management
commitments. The finance manager should try to synchronise the cash inflows with
cash outflows. An investment in current assets affect the firms profitability and
liquidity. A conflict exists between profitability and liquidity while managing current
assets. In case, the firm has insufficient current assets it may default on its financial
obligations. On the other hand excess funds result in foregoing of alternative
investment opportunities.
) Check Your Progress 1
1) List the three broad phases of evolution of financial management.
2) List the significance of financial management.
3) What are the major principles of financial management?
1.5 OBJECTIVES OF FINANCIAL
MANAGEMENT
For optimal financial decisions, it is essential to define objectives of financial
management. These objectives serve as decision-criterion. Financing is a functional
area of business and, therefore, the objectives of financial management must be in
tune with the overall objectives of the business. The main objectives of business are
survival and growth. In order to survive in the business and to grow, a business must
earn sufficient profits. It must also maintain good relations with investors, employees,
customers and other groups of society. Financial management of an organisation may
seek to achieve the following objectives:
ensure adequate and regular supply of funds to the business,
provide a fair rate of return to the suppliers of capital,
ensure efficient utilisation of capital according to the principles of profitability,
liquidity and safety,
devise a definite system for internal investment and financing,
minimise cost of capital by developing a sound and economical combination of
corporate securities,
co-ordinate the activities of the finance department with the activities of other
departments of the organisation.
Generally, maximisation of economic welfare of its owners is accepted as the
financial objective of the firm. But, the question is, how does one maximise the
9
Financial Management
and Decisions
owners economic welfare? Financial experts differ while finding a solution to this
problem. There are two well known criteria in this regard:
i) Profit Maximisation
ii) Wealth Maximisation.
Profit Maximisation
The basic objective of every business enterprise is the welfare of its owners. It can be
achieved by the maximisation of profits. Therefore, according to this criterion, the
financial decisions (investment, financing and dividend) of a firm should be oriented
to the maximisation of profits (i.e. select those assets, projects and decisions which
are profitable and reject those which are not profitable). In other words, actions that
increase profits are be undertaken and those that decrease profits are to be avoided.
Profit maximisation as an objective of financial management can be justified on the
following grounds:
1) Rational
2) Test of Business Performance
3) Main Source of Inspiration
4) Maximum Social Welfare
5) Basis of Decision-Making
Drawbacks of Profit Maximisation Concept
1) It is vague
2) It ignores time value of money
3) It ignores risks
4) It ignores social responsibility
From the above description, it can be easily concluded that profit maximisation
criterion is inappropriate and unsuitable as an operational objective of financial
management. In imperfect competition, the profit maximisation criterion will
certainly encourage concentration of economic power and monopolistic tendencies.
That is why, the objective of wealth maximisation is considered as the appropriate
and feasible objective as against the objective of profit maximisation.
We shall discuss this criteria in detail and arrive at a satisfactory conclusion to
determine the goals or objectives of financial management.
Wealth Maximisation
The objective of profit maximisation, as discussed above, is not only vague and
ambiguous, but it also ignores the two basic criteria of financial management i.e. (i)
risk and (ii) time value of money. Therefore, wealth maximisation is taken as the
basic objective of financial management, rather than profit maximisation. It is also
known as Value Maximisation or Net Present Value Maximisation. According to
Ezra Soloman of Stanford University, the ultimate objective of financial
management should be the maximisation of wealth. Prof. Irwin Friend has also
supported this view.
Wealth Maximisation means to maximise the net present value (or wealth)
(NPV) of a course of action. It NPV is the difference between the gross present
value of the benefits of that action and the amount of investment required to achieve
those benefits. The gross present value of a course of action is calculated by
discounting or capitalising its benefits at a rate which reflects their timings and
uncertainty.
Superiority of Wealth Maximisation
10
Introduction to Financial
Management
We have discussed the goals or objectives of financial management. Now, the
question arises as to the choice i.e., which should be the goal of financial
management in decision making i.e., profit maximisation or wealth maximisation. In
present day changed circumstances, wealth maximisation is a better objective because
it has the following points in its favour:
It measures income in terms of cash flows, and avoids the ambiguity now
associated with accounting profits as, income from investments is measured on
the basis of cash flows rather than on accounting profits.
It recognises time value of money by discounting the expected income of
different years at a certain discount rate (cost of capital).
It analyses risk and uncertainty so that the best course of action can be selected
from different alternatives.
It is not in conflict with other motives like maximisation of sales or market value
of shares. It helps rather in the achievement of all these other objectives.
Therefore, maximisation of wealth is the operating objective by which financial
decisions should be guided.
1.6 ECONOMIC PROFIT VS. ACCOUNTING
PROFIT
Economic profit is the difference between revenues and costs where costs include
both the actual businesses costs (the explicit costs) and the implicit costs. The
implicit costs are the payments that are necessary to secure the needed resources, the
cost of capital. Accounting profits is the difference between revenues and costs
recorded according to accounting principles. The implicit cost-opportunity cost and
normal profits which reflects the uncertainty and timing of future cash flows are not
taken into consideration in according profits.
Economic Value Added
i) Calculate the firms operating profit
ii) Calculate the cost of capital
iii) Compare operating profit with cost of capital.
A related measure of economic profit is market value added (MVA), which focuses
on the market value of capital as compared to the cost of capital.
Calculate the market value of capital
Calculate the amount of capital invested.
Compare the market value of capital with capital invested.
In theory market value added is the present value of all expected future economic
profits.
In a nutshell financial decisions are concerned, with the firms decision to acquire
and dispose off assets and commitment of funds on a continuous basis. Financial
decisions affect the size, growth, profitability, risk and ultimately, the Value of the
firm.
1.7 AGENCY RELATIONSHIP
When firms are small they usually function as sole proprietorship firms or partnership
firms where owner/partners make the decisions. As the volume and complexity of
business increases the sole proprietorship partnership firms convert themselves into
public limited companies or joint stock companies. With increased geographical
11
Financial Management
and Decisions
spread and other complexities often it is not possible for owners to look after all the
aspects of the business. The decision making power is delegated to the managers
(agents). An agent is a person who acts for, and exerts power on behalf of another
person or group of persons. The person (or group of persons) whom the agent
represents is referred to as the principal. The relationship between the agent and the
principal is an agency relationship. There is an agency relationship between the
managers and shareholders of a company.
1.7.1 Problems Related with Agency Relationship
In an agency relationship the agent is charged with the responsibility of acting for the
principal and in the best interest of the principal. But, it is possible that the agent may
act in a fashion which serves his/her own self-interest rather than that of the principal.
In recent years we have witnessed numerous corporate frauds i.e. Enron, Xerox, etc.,
where the agents had misappropriated the authority vested in them by the principal.
The problems associated with agency relationship can manifest itself in many ways.
The most common being the misuse of power and authority by the managers, which
includes financial misappropriation, using the funds of the company for the personal
self (fringe benefits) etc. In case the reward and compensations are based on certain
parameters, for example sales; managers may indulge in practices which would yield
result in the short run but prove detrimental in the long run, i.e., overstocking the
various intermediaries in the supply chain, offering huge discounts, dumping of
goods in the territory of another manager etc. Another facet of this problem is, where
managers put a little effort towards expanding and exploring the market for new
business. In a nutshell the problems with agency relationship is that the managers act
in a fashion which serves their own interest rather than that of the shareholders.
1.7.2 Costs of the Agency Relationship
In order to minimise the potential for conflict between the principals interest and the
agents interest certain costs are to be incurred by the principal as well as the agent
and the cumulative effect of these costs is referred to as the agency costs. Agency
costs are of three types: monitoring costs, bonding costs and residual cost.
Monitoring Costs
These are the costs incurred by the principal to monitor and limit the actions of the
agent. In companies the shareholders may require the managers to periodically report
on their activities via audited financial statements. The cost of resources spent on
preparing these statements is monitoring cost. Another example is the implicit cost
incurred when the principal limits the decision making power of the agent; by doing
so, the principal may miss profitable investment opportunities. The foregone profit is
the monitoring cost.
Bonding Costs
These are the costs incurred by the agents to assure the principal that they will act in
the best interest of the principal.
Residual Costs
Residual costs is the remaining costs after taking into consideration of the above costs
(i.e., monitoring costs, bonding costs).
1.8 THE CHANGING FINANCIAL LANDSCAPE
The past two decades have been witnessing radical changes in the financial system
world over. The significant changes which has been taking place over the years are:
a) Low interest rate regime
b) Exchange control and convertibility
12
Introduction to Financial
Management
c) Development of capital markets
d) Less intermediation
e) Introduction of hybrid financial instruments
f) Increase in risk exposure
g) Volatility in commodity prices
h) Substantial lowering of custom duty (Removal of trade barriers).
These changes coupled with changing customer needs, technology driven innovations
and regulatory changes are imposing substantial changes in the financial systems
world over.
The impacts of these changes are as follows:
1) Increased competitions have resulted in the rationalisation of pricing and costs.
Companies having high cost structure are being forced to rationalise operations.
2) National financial system is now more closely integrated with international
financial system.
1.9 ORGANISATION OF FINANCIAL
MANAGEMENT
Organisation of financial management means the division and the classification of
various functions which are to be performed by the finance department.
In small organisations where partners or proprietors have main say in the running of
the firm, no separate finance department is established. At the most they may appoint
a person for book keeping and liasioning with banks and debtors.
In medium size organisations a separate department to organise all financial activities
may be created at the top level under the direct supervision of the Board of Directors
or a very senior executive. The important feature of this type of set up is that there is
no further sub division based on various functional areas of finance.
In large size organisations the finance department is further sub divided into
functional areas. In these organisations two main sub-divisions are that of the
Financial Controller and the Treasurer. The Financial Controller is concerned with
planning and controlling, preparation of annual reports, capital and working capital
budgeting, cost and inventory management maintenance of books and records and
pay-roll preparation. The treasurer is concerned with raising of funds both short term
and long term. In addition to this the treasurer is responsible for cash and receivable
management, auditing of accounts, protection and safe keeping of securities and the
maintenance of relations with banks and institutions.
1.10 TASKS AND RESPONSIBILITIES OF
MODERN FINANCIAL MANAGER
The task and responsibilities of finance managers vary from organisation to
organisation depending upon the nature and size of the business, but inspite of these
variations the main tasks and responsibilities of finance manager can be classified as
follows:
a) Compliance with policy and procedures laid by the Board of Directors.
b) Compliance with various rules and procedures as laid by law.
c) Information generation for various stakeholders.
d) Effective and efficient utilisation of funds.
The main tasks and responsibilities of a financial manager are discussed below:
1) Financial Planning and Forecasting: Financial manager is also concerned
with planning and forecasting of production, sales and level of inventory.
13
Financial Management
and Decisions
In addition to this, he has also to plan and forecast the requirement of funds and
the sources from which the funds are to be raised.
2) Financial Management: Fund management is the primary responsibility of the
finance manager. Fund management includes effective and efficient
acquisition, allocation and utilisation of funds. The fund management includes
the following:
Acquisition of funds: The finance manager has to ensure that adequate
funds are available from the right sources at the right cost at the right time.
The finance manager will have to decide the mode of raising fund, whether
it is to be through the issue of securities or lending from the bank.
Allocation of funds: Once funds are acquired the funds have to be
allocated to various projects and services as per the priority fixed by the
Board of Directors.
Utilisation of funds: The objective of business finance is to earn profiles,
which on a very large extent depend upon how effectively and efficiently
allocated funds are utilised. Proper utilisation of funds is based on sound
investment decisions, proper control and asset management policies and
efficient management of working capital.
3) Disposal of Profits: Finance manager has to decide the quantum of dividend
which the company wants to declare. The amount of dividend will depend upon
mainly the future requirement of funds for expansion and the prevailing tax
policy.
4) Maximisation of Shareholders Wealth: The objective of any business is to
maximise and create wealth for the investors, which is measured by the price of
the share of the company. The price of the share of any company is a function
of its present and expected future earnings. The finance managers should
pursue policies which maximises earnings.
5) Interpretation and Reporting: Interpretation of financial data requires skills.
The finance manager should analyse financial data and find out the reasons for
variance from standards and report the same to the management. He should
also assess the likely financial impact of these variances.
6) Legal Obligations: All the companies are governed by specific laws of the
land. These laws relate to payment of taxes, salaries, pension, corporate
governance, preparation of accounts etc. The finance manager should ensure
that a true and correct picture of the state of affairs should be reflected in the
statement of accounts. He should also ensure that the tax returns and various
other information should be submitted on time.
) Check Your Progress 2
1) What are the significant changes taking place in the financial system?
2) List the main tasks and responsibilities of a Financial Manager.
14
Introduction to Financial
Management
1.11 SUMMARY
Financial Management has undergone several changes over the last five decades as
more and more companies are raising funds from markets both domestic and
overseas. The modern phase of financial management is characterised by the
application of economic theories and advanced mathematical and statistical tools.
Financial managements significance is increasing day by day as it play the role of
facilitator among various departments. The objective of the firm has also changed
from profit maximisation to that of wealth maximisation. The agency problem is
concerned with how managers behave when, delegated with decision making powers.
1.12 SELF-ASSESSMENT
QUESTIONS/EXERCISES
1) Finance is the life blood of industry. Elucidate this statement with suitable
illustrations.
2) What is the finance function? Explain in brief the different approaches (or
concepts) to Finance Function.
3) What is Financial Management? How does a modern financial management
differ from traditional financial management?
4) What is meant by Financial Management? What are the salient features of
Financial Management?
5) Define Financial Management and discuss its main functions.
6) Explain the scope of financial management. What role should the financial
manager play in modern enterprise?
7) What do you understand by Financial Management? Discuss its significance
in business management.
8) The importance of financial management has increased in modern times.
Elucidate.
9) Sound Financial Management is a key to the progress for corporation.
Explain.
10) Without adequate finance no business can survive and without efficient
financial management, no business can prosper and grow. Comment on this
statement bringing out the role of financial management.
11) Discuss the objectives and goals of Financial Management.
1.13 SOLUTIONS/ANSWERS
Check Your Progress 1
1) The three broad phases of evolution of financial management are as follows:
15
Financial Management
and Decisions
a) The traditional phase
b) The transitional phase
c) The modern phase
2) The significance of financial management are:
a) Determination of business success
b) Optimum utilisation of resources
c) Focal point of decision making
d) Measurement of performance
e) Basis of planning coordination and control
f) Advisory role
g) Information generator for various stakeholders
3) The broad principles of corporate finance are:
a) Investment Decision
b) Financing Decision
c) Dividend Decision
d) Liquidity Decision
Check Your Progress 2
1) The following are the significant changes taking place in the financial system:
a) Low interest rate regime
b) Exchange control and convertibility
c) Development of capital markets
d) Less intermediation
e) Introduction of hybrid financial instruments
f) Increase in risk exposure
g) Volatility in commodity prices
h) Substantial lowering of custom duty
2) The main tasks and responsibilities of a financial manager are
a) Financial planning and forecasting
b) Financial management
c) Disposal of profits
d) Maximisation of shareholders wealth
e) Interpretation and reporting
f) Legal obligations
16
Time Value of Money
UNIT 2 TIME VALUE OF MONEY
Structure Page Nos.
2.0 Introduction 17
2.1 Objectives 17
2.2 Determining the Future Value 17
2.2.1 Shorter Compounding Period
2.2.2 Effective vs. Nominal Rates
2.2.3 Continuous Compounding
2.3 Annuity 23
2.4 Summary 31
2.5 Self-Assessment Questions/Exercises 32
2.6 Solutions/Answers 35
2.0 INTRODUCTION
The notion that money has time value is one of the most basic concepts of investment
analysis. For any productive asset its value will depend upon the future cash flows
associated with that particular asset. In order to assess the adequacy of cash flows one
of the important parameters is to assess the time value of the cash flows viz., Rs.100
received after one year would not be the same as Rs.100 received after two years.
There are several reasons to account for this difference based on the timing of the cash
flows, some of which are as follows:
there is a general preference for current consumption to future consumption,
capital (savings) can be employed to generate positive returns,
due to inflation purchasing power of money decreases over time,
future cash flows are uncertain.
Translating the current value of money into its equivalent future value is referred to as
compounding. Translating a future cash flow or value into its equivalent value in a
prior period is referred to as discounting. This Unit deals with basic mathematical
techniques used in compounding and discounting.
2.1 OBJECTIVES
After going through this unit, you should be able to:
understand the time value of money;
understand what gives money its time value;
understand the methods of calculating present and future value, and
understand the use of present value technique in financial decisions.
2.2 DETERMINING THE FUTURE VALUE
17
Let us suppose that you deposit Rs.1000 with a bank which pays 10 per cent interest
compounded annually for a period of 3 years. The deposit will grow as follows:
Financial Management
and Decisions
First Year
Principal at the beginning. Interest
for the year (1000x.10) Total
amount
Rs.
1000
100
1100
Second Year
Principal at the beginning. Interest
for the year (1100x.10). Total
Amount
1100
110
1210
Third Year Principal at the beginning. Interest
for the year (1210x.10)
Total Amount
1210
121
1321
To get the future value from present value for a one year period
k) (PV PV FV + =
where PV = Present Value
k = Interest rate
k) (1 PV FV + =
Similarly for a two year period
FV = PV + (PVk) + (PVk) + (PVkk)
Principal amount First period interest
on principal
Second period
interest on the
principal
Second periods
interest on the first
periods interest
FV = PV+PVk+PVk+PVk
2
= PV+2PVk+PVk
2
= PV (1+2k+K
2
) = PV (1+k)
2
Thus, the future value of amount after n periods is (2.1)
FV = PV (1+k)
n
where FV = Future value n years hence
PV = Cash today (present value)
k = Interest rate par year in percentage
n = number of years for which compounding is done
Equation (2.1) is the basic equation for compounding analysis. The factor (1+k)
n
is
refered to as the compounding factor or the future value interest factor (FVIFk,n).
Published tables are available showing the value of (1+k)
n
for various combinations of
k and n. One such table is given in appendix A of this unit.
Example 2.1 Find out the future value of Rs.1000 compounded annually for 10 years
at an interest rate of 10%.
Solution: The future value 10 years hence would be
FV = PV (1+k)
n
FV = 1,000 (1+.10)
10
= 1000(1.10)
10
= 1000 (2.5937)
= 2593.7
18
The appreciation in present value of an amount can also be expressed in terms of
return. A return is the income on investment over each period divided by the amount
Time Value of Money
of investment at the beginning of the period. From the above example the arithmetic
average return would be (2593.7 1000)/1000=159.37% over the ten year period or
15.937% per year. The main drawback of using arithmetic average is that it ignores
the process of compounding. To overcome this, the correct method is to use
geometric average return to calculate overage annual return.
Rearranging the equation 2.1 we get
) 2 . 2 ( 1
PV
FV
n k =
using the values from example 2.1
% 10 10 .
1 10 . 1
1
1000
7 . 2593
1
000 , 1
7 . 2593
10 / 1
10
= =
=
|
.
|
\
|
=
=
2.2.1 Shorter Compounding Period
So far in our discussion we have assumed that the compounding is done annually,
now let us consider the case where compounding is done more frequently. In this case
the equation (2.1) is modified to factor in the change of frequency of compounding.
n m
)
m
k
(1 PV
n
FV
+ =
(2.3)
where FV
n
= Future value after n years
PV = Present Value
K = nominal annual rate of interest
m = Frequency of compounding done during a year
n = number of years for which compounding is done.
If the interest is payable semiannually frequency of compounding is 2, if it is payable
monthly frequency is 12, if it is payable weekly frequency is 52 and so on.
Example 2.2 Calculate the future value of Rs.5000 at the end of 6 years, if nominal
interest rate is 12 per cent and the interest is payable quarterly (frequency = 4)
Solution:
10,164
2.0328 5000
.03) (1 5000
)
4
.12
(1 5000 FV
)
m
k
(1 PV FV
24
4 6
6
n m
n
=
=
+ =
+ =
+ =
The future value of Rs.5000 after 6 years on the basis of quarterly compounding
would be Rs.10 164 whereas in case of semi-annual and annual compounding the
future value would be
19
Financial Management
and Decisions
061 , 10
0122 . 2 5000
) 06 1 ( 5000
)
2
12 .
1 ( 5000 FV
12
2 6
6
=
=
+ =
+ =
9868
) 9738 . 1 ( 5000
6
) 12 . 1 ( 5000
6
FV
=
=
+ =
This difference in future value is due to the fact that interest on interest has been
calculated.
2.2.2 Effective vs. Nominal Rates
In the above example we have seen how the future value changes with the change in
frequency of compounding. In order to understand the relationship between effective
and nominal rate let us calculate the future value of Rs.1000 at the interest rate of 12
per cent when the compounding is done annually, semiannually, quarterly and
monthly.
6 . 1123
) 1236 . 1 ( 1000
) 06 . 1 ( 1000
)
2
12 .
1 ( 1000 FV
1120
) 12 . 1 ( 1000 FV
2
2
1
=
=
=
+ =
=
+ =
8 . 1126
) 1268 . 1 ( 1000
) 01 . 1 ( 1000
)
12
12 .
1 ( 1000 FV
5 . 1125
) 1255 . 1 ( 1000
) 03 . 1 ( 1000
)
4
12 .
1 ( 1000 FV
12
12
4
4
=
=
=
+ =
=
=
=
+ =
From the above calculations we can see that Rs.1000 grows to Rs.1120, Rs.1123.6,
Rs.1125.5 and Rs.1126.8 although the rate of interest and time period are the same. In
the above case 12.36, 12.55 and 12.68 are known as effective rate of interest. The
relationship between the effective and nominal rate of interest is given by
1 )
m
k
1 ( r
m
+ = (2.4)
where r = effective rate of interest
20
k = nominal rate of interest
m = frequency of compounding per year
Time Value of Money
Based on the above stated example the effective interest rate is calculated as follows:
a) Effective interest rate for monthly compounding
68 . 12 1268 .
1 1268 . 1
1 ) 01 . 1 (
1 )
12
12 .
1 ( r
12
12
= =
=
=
+ =
b) Effective interest rate for quarterly compounding
% 55 . 12
1255 . 1 1255 . 1 r
1 ) 03 . 1 ( r
1 )
4
12
1 ( r
4
4
=
= =
=
+ =
c) Similarly the effective interest rate for semi-annual compounding is
36 . 12 1236 . 1 1236 . 1 r
1 ) 06 . 1 ( r
1 )
2
12
1 ( r
2
2
= = =
=
+ =
Doubling Period
One of the first and the most common questions regarding an investment alternative is
the time period required to double the investment. One obvious way is to refer to the
table of compound factor from which this period can be calculated. For example the
doubling period at 3%, 4%, 5%, 6%, 7%, 8%, 9%, 10%, 12% would be approximately
23 years, 18 years, 14 years, 12 years, 10 years, 9 years, 8 years,
7 years, and 6 years respectively.
If one is not inclined to use future value interest factor tables there is an alternative,
known as rule of 72. According to this rule of thumb the doubling period is obtained
by dividing 72 by the interest rate. For example, at the interest rate of 8% the
approximate time for doubling an amount would be 72/8 = 9 years.
A much more accurate rule of thumb is rule of 69. As per this rule the doubling period
is equal to
rate Interest
69
35 . +
Using this rule the doubling period for an amount fetching 10 percent and 15 percent
interest would be as follows.
21
years 95 . 4 6 . 4 35 .
15
69
35 .
years 25 . 7 9 . 6 35 .
10
69
35 .
= + = +
= + = +
Financial Management
and Decisions
2.2.3 Continuous Compounding
The extreme frequency of compounding is continuous compounding where the
interest is compounded instantaneously. The factor for continuous compounding for
one year is eAPR where e is 2.71828 the base of the natural logarithm. The future
value of an amount that is compounded for n years is
FV = PV x e
kn
Where k is annual percentage rate and e
kn
is the compound factor.
Example 2.3: Find the future value of Rs.1000 compounded continuously for 5 year
at the interest rate of 12% per year and contrast it with annual compounding.
12 . 1822
82212 . 1 1000
71828 . 2 1000
71828 . 2 1000
PVe FV : Solution
60 .
N(APR)
5
=
=
=
=
=
3 . 1762
) 7623 . 1 ( 1000
) 12 . 1 ( 1000
) k 1 ( PV FV
5
n
5
=
=
+ =
+ =
From this example you can very well see the effects of extreme frequency of
compounding.
So far in our discussion we have assumed that the interest rate is going to remain the
same over the life of the investment, but now a days we are witnessing an increased
volatility in interest rates as a result of which the financial instruments are designed in
a way that interest rates are benchmarked to a particular variable and with the change
in that variable the interest rates also change accordingly.
In such cases the Future Value is calculated through this equation.
) k 1 ( ... ) k 1 ( ) k 1 ( ) k 1 ( PV FV
n 3 2 1 n
+ + + + + = (2.5)
Where k
n
is the interest rate for period n.
Example 2.4: Consider a Rs.50, 000 investment in a one year fixed deposit and
rolled over annually for the next two years. The interest rate for the first year is 5%
annually and the expected interest rate for the next two years are 6% and 6.5%
respectively calculate the future value of the investment after 3 years and the average
annual interest rate.
Solution:
25 . 267 , 59
) 065 . 1 ( ) 06 . 1 ( ) 05 . 1 ( 000 , 50
) k 1 ( ) k 1 ( ) k 1 ( PV FV
3 2 1
=
+ + + =
+ + + =
Average annual interest rate
22
) wrong ( 58333 .
3
065 . 06 . 05 .
=
+ +
Time Value of Money
By now we know the values of FV, PV, and n. The average annual interest rate would
be
% 8315 . 5 185345 . 1
000 , 50
25 . 59267
k
PV
FV
k
3
3
n
= = =
=
This is also equivalent to
8315 . 5
1 ) 065 . 1 ( ) 06 . 1 ( ) 05 . 1 ( k
3
=
+ + + =
) Check Your Progress 1
1) Calculate the compound value of Rs. 1000, interest rate being 12% per
annum, if compounded annually, semi annually, quarterly and monthly for
2 years.
.
.
.
2) Calculate the future value of Rs. 1000 deposited initially, if the interest is
12% compounded annually for the next five years.
.
.
.
3) Mr. X bought a share 15 years ago for Rs. 10, the present value of which is
Rs. 27.60. Compute the compound growth rate in the price of the share.
.
2.3 ANNUITY
An annuity is defined as stream of uniform period cash flows. The payment of life
insurance premium by the policyholder to the insurance company is an example of an
annuity. Similarly, deposits in a recurring bank account is also an annuity.
Depending on the timing of the cash flows annuities are classified as:
a) Regular Annuity or Deferred Annuity
b) Annuity Due.
The regular annuity or the deferred annuity are those annuities in which the cash flow
occur at the end of each period. In case of an annuity due the cash flow occurs at the
beginning of the period.
Example 2.5: Suppose Mr. Ram deposits Rs. 10,000 annually in a bank for 5 years, at
10 per cent compound interest rate. Calculate the value of this series of deposits at the
end of five years assuming that (i) each deposit occurs at the end of the year (ii) each
deposit occurs at the beginning of the year.
23
Financial Management
and Decisions
Solution: The future value of regular annuity will be
Rs. 1000 (1.10)
4
+ 1000 (1.10)
3
+1000 (1.10)
2
+1000 (1.10) +1000
= 6105.
The future value of an annuity due will be
Rs. 1000 (1.10)
5
+ 1000 (1.10)
4
+1000 (1.10)
3
+1000 (1.10)
2
+1000 (1.10)
= Rs 1000 (1.611) + 1000 (1.4641) + 1000 (1.331) + 1000 (1.21)+1000 (1.10)
= Rs. 6716.
In the above example you have seen the difference in future value of a regular annuity
and annuity due. This difference in value is due to the timing of cash flow. In case of
regular annuity the last cash flow does not earn any interest, whereas in the case of
annuity due, the cash flows earns an interest for one period.
Formula
In general terms the future value of an annuity (regular annuity) is given by the
following formula:
(
+
=
=
+
=
+ +
+ +
+ =
k
1
n
) k 1 (
A
n
1 t
t n
) k 1 (
A
) 6 . 2 ( A ...
2 n
) k 1 ( A
1 n
) k 1 ( A
n
FVA
Future value of an annuity due
) k 1 (
k
1
n
) k 1 (
A
) 7 . 2 (
n
1 t
1 t n
) k 1 ( A
) due ( n
FVA
) k 1 ( A ....
1 n
) k 1 ( A
n
) k 1 ( A
) due ( n
FVA
+
+
=
=
+
+ =
+ + +
+ + +
(
(
Where FVA
n
= Future value of an annuity which has a duration of n periods
A = Constant periodic cash flow
k = Interest rate per period
n = duration of the annuity
The term
(
+
k
1 ) k 1 (
n
is referred to as the future value interest factor for an annuity
(FVIFA
k
,
n
). The value of this factor for several combinations of k and n are given in
the appendix at the end of this unit.
Present Value of an Uneven Series
24
In real life cash flows occurring over a period of time are often uneven. For example,
the dividends declared by the companies will vary from year to year, similarly
payment of interest on loans will vary if the interest is charged on a floating rate basis.
The present value of a cash flow stream is calculated with the help of the following
formula:
Time Value of Money
PV
n
= ) 8 . 2 (
) k 1 (
A
) k 1 (
A
..........
) k 1 (
A
) K 1 (
A
n
1 t
t
t
n
n
2
2 1
+
=
+
+ +
+
+
+ =
Where
PV
n
= present value of a cash flow stream
A
t
= cash flow occurring at the end of the year
k = discount rate
n = duration of the cash flow stream
Shorter Discounting Periods
Sometimes cash flows may have to be discounted more frequently than once a year-
semi-annually, quarterly, monthly or daily. The result of this is two fold (i) the
number of periods increases (ii) the discount rate applicable per period decreases. The
formula for calculating the present value in case of shorter discounting period is
PV = FV
n
m / n
m / k 1
1
(
+
(2.9)
Where m = number of times per year discounting is done.
Example 2.6: Calculate the present value of Rs. 10,000 to be received at the end of
4 years. The discount rate is 10 percent and discounting is done quarterly.
Solution:
PV = FV
4
PVIF k/m, mn
= 10,000 PVIF 3%, 16
= 10,000 0.623
= Rs. 6230
Determining the Present Value
In the previous sections we have discussed the computation of the future value, now
let us work the process in reverse. Let us suppose you have won a lottery ticket worth
Rs. 1000 and this Rs. 1000 is payable after three years. You must be interested in
knowing the present value of Rs. 1000. If the interest rate is 10 per cent, the present
value can be calculated by discounting Rs. 1000 to the present point of time as
follows.
Value three years hence = Rs. 1000 |
.
|
\
10 . 1
1
|
Value one years hence = Rs. 1000 |
.
|
\
10 . 1
1
|
|
.
|
\
10 . 1
1
|
Value now (Present Value) = Rs. 1000 |
.
|
\
10 . 1
1
|
|
.
|
\
10 . 1
1
|
|
.
|
\
10 . 1
1
|
Formula
Compounding translates a value at one point in time into a value at some future point
in time. The opposite process translates future value into present value. Discounting
translates a value back in time. From the basic valuation equation
FV = PV (1 + k)
n
Dividing both the sides by (1+k)
n
we get
25
PV = FV
( )
n
k
(
+ 1
1
(2.10)
Financial Management
and Decisions
The factor
( )
n
k
(
+ 1
1
is called the discounting factor or the present value interest
factor [PVIF
k,n
]
Example 2.7: Calculate the present value of Rs. 1000 receivable 6 years hence if the
discount rate is 10 per cent.
Solution: The present value is calculated as follows:
PV
kn
= FV
n
PVIF
k,n
= 1,000 ( 0.5645)
= 564.5
Example 2.8: Suppose you are receiving an amount of Rs.5000 twice in a year for
next five years once at the beginning of the year and the other amount of Rs. 5000 at
the end of the year, which you deposit in the bank which pays an interest of
12 percent. Calculate the value of the deposit at the end of the fifth year.
Solution: In this problem we have to calculate the future value of two annuities of
Rs.5000 having duration of five years. The first annuity is an annuity due and the
second annuity is regular annuity, therefore the value of the deposit at the end of five
year would be
67336
577 , 35 765 , 31
) 12 . 1 )( 353 . 6 ( 5000 ) 353 . 6 ( 5000
) k 1 ( ) FVIFA ( A ) FVIFA ( A
) k 1 (
k
1 ) k 1 (
A
k
1 ) k 1 (
A
FVA FVA
5 , 12 5 , 12
n n
) due ( n n
=
+ =
+ =
+ + =
+
(
+
+
(
+
=
+
The value of deposit at the end of the fifth year is Rs. 67,342.
Sinking Fund Factor
Suppose you are interested in knowing how much should be saved regularly over a
period of time so that at the end of the period you have a specified amount. To answer
this question let us manipulate the equation
(
+
=
k
1 ) k 1 (
A FVA
n
n
which shows the relationship between FVA
n
, A, k, and
n
FVA
n
1 ) k 1 (
k
A
(
+
= (2.11)
Equation 2.11 helps in answering this question. The periodic deposit is simply A and
is obtained by dividing FVAn by FVIFA
k,n
. In eq 2.11
(
+ 1 ) k 1 (
k
n
is the inverse of
FVIFA
k,n
and is called the sinking fund factor.
26
Example 2.9: How much should you save annually so as to accumulate
Rs. 20,00,000 by the end of 10 years, if the saving earns an interest of 12 per cent?
Time Value of Money
Solution:
400 , 11 , 1
548 . 17
1
00000 , 20 . Rs
FVIFA
1
000 , 20 . Rs
1 ) k 1 (
k
FVA A
10 %, 12
n
n
=
=
=
(
+
=
Present value of an annuity
Let us suppose you expect to receive Rs.2000 annually for the next three years. This
receipt of Rs.2000 is equally divided. One part viz., Rs.1000 is received at the
beginning of the year and the remaining Rs.1000 is received at the end of the year. We
are interested in knowing the present value when the discount rate is10 per cent. The
cash flows stated above are of two types which are similar to regular annuity and
annuity due. The present value of this cash flow is found out as follows:
a) Present value of Rs.1000 received at the end of each year for three years (Regular
annuity).
. 2479 . Rs
7513 . 0 1000 08264 1000 09091 1000
)
10 . 1
1
( 1000 . Rs )
10 . 1
1
( 1000 . Rs )
10 . 1
1
( 1000 . Rs
3 2
+ +
+ +
b) Present value of Rs.1000 received at the beginning of each year for three year
(annuity due)
2735 . Rs
08264 1000 9091 . 0 1000 1000
)
10 . 1
1
( 1000 . Rs )
10 . 1
1
( 1000 Rs 1000 . Rs
2
=
+ + =
+ +
The present value of this annuity is Rs. 2479+Rs.2735 = Rs. 5214.
Formula
In general terms the present value of a regular annuity may be expressed as follows:
(
(
(
+
+
=
(
+
+
+
+
+
=
+
+
+ +
+
+
=
n
n
n 2
n 2
n
) k 1 ( k
1 ) k 1 (
A
) k 1 (
1
...
) k 1 (
1
k 1
1
A
) k 1 (
A
......
) k 1 (
A
) k 1 (
A
PVN
In case of annuity due
27
Financial Management
and Decisions
) k 1 (
) k 1 ( k
1 ) k 1 (
A PVA
n
n
) due ( n
+
(
+
+
= (2.12)
where PVA
n
= Present value of an annuity which has a duration of n periods
A = Constant periodic flows
k = discount rate
Capital Recovery Factor
Equation 2.12 shows the relationship between PVA
n
, A, K and n. Manipulating it a
bit:
We get
(
+
+
=
1 ) k 1 (
) k 1 ( k
PVA A
n
n
n
(2.13)
(
+
+
1 ) k 1 (
) k 1 ( k
n
n
in equation 2.13 is inverse of PVIFA
k,n
and is called the capital
recovery factor.
Example 2.10: Suppose you receive a cash bonus of Rs.1,00,000 which you deposit
in a bank which pays 10 percent annual interest. How much can you withdraw
annually for a period of 10 years.
From eq.2.13
273 , 16 A
145 . 6
000 , 00 , 1
A
10 PVIFA
1
PVA A
% 10
n
=
=
=
Present value of perpetuity:
A perpetuity is an annuity of an infinite duration
=
(
+
+ +
+
+
+
=
, k
2
PVIFA A PVA
) k 1 (
1
...
) k 1 (
1
) k 1 (
1
A PVA
where PVA
=
=
+
1 t
t
k
1
) k 1 (
1
28
The present value interest factor of an annuity of infinite duration (perpetuity) is
simply 1 divided by interest rate (expressed in decimal form. The present value of an
annuity is equal to the constant annual payment divided by the interest rate, for
example, the present value of perpetuity of Rs.20, 000 if the interest rate is 10%, is Rs.
2,00,000.
Time Value of Money
) Check Your Progress 2
1) Calculate the present value of Rs. 600 (a) received one year from now
(b) received at the end of five years (c) received at the end of fifteen years.
Assume a 5% time preference rate.
2) Mr. Ram is borrowing Rs. 50,000 to buy a motorcycle. If he pays equal
installments for 25 years and 4% interest on the outstanding balance, what is
the amount of installment? What will be amount of the instalment if quarterly
payments are requested to be made?
3) A bank has offered to pay you an annuity of Rs. 1,800 for 10 years if you
invest Rs. 12,000 today. What rate of return would you earn?
Derivation of Formulas
i) Future Value of an Annuity
Future value of an annuity is
) 1 a ( A ) k 1 ( A ....... ) k 1 ( A ) k 1 ( A FVA
2 n 1 n
n
+ + + + + + =
. gives k) (1 by a1 equation the of sides both g Multiplyin +
) k 1 ( A ) k 1 ( A ... ) k 1 ( A ) k 1 ( A ) k 1 ( ) FVA (
2 1 n n
n
+ + + + + + + = +
(a2)
Subtracting eq. (a1) from eq. (a2) yields
(
+
=
k
1 ) k 1 (
A k FVA
n
n
(a3)
Dividing both sides of eq. (a3) by k yields
(
+
=
k
1 ) k 1 (
A FVA
n
n
ii) Present Value of an Annuity
The present value of an annuity is
) 5 a ( ) k 1 ( A ...... ) k 1 ( A A ) k 1 ( PVA
: gives ) k 1 ( by ) 4 a ( eq of sides both g Multiplyin
) 4 a ( ) k 1 ( A .... ) k 1 ( A ) k 1 ( A k PVA
1 n 1
n
n 2 1
n
+
+ + + + + = +
+
+ + + + + + =
Subtracting eq (a4) from eq (a5) yields:
29
| |
(
+
+
= + =
n
n
n
n
) k 1 ( k
1 ) k 1 (
A ) k 1 ( 1 A k PVa (a6)
Financial Management
and Decisions
Dividing both the sides of eq (a6) by k results in:
(
+
+
=
n
n
n
) k 1 ( k
1 ) k 1 (
A PVA
iii) Present Value of a Perpetuity
+
+ + + + + + + + = ) k 1 ( A ) k 1 ( A ..... ) k 1 ( A ) k 1 ( A PVA
1 2 1
(a7)
Multiplying both the sides of eq (a7) by (1+k) gives:
1 2 1
) k 1 ( A ) k 1 ( A ...... ) k 1 ( A ) k 1 ( A ) k 1 ( PVA
+ +
+ + + + + + + = + = (a8)
subtracting eq (a7) from eq (a8) gives:
) 9 a (
k
A
PVA
A k PVA
: becomes ) 8 a ( . eq o ) k 1 ( As
] ) k 1 ( 1 [ A k PVA
=
=
+
+ =
iv) Continuous Compounding
In Section 2.2.2 we had established a relationship between the effective and nominal
rate of interest where compounding occur n times a year which is as follows:
1 )
m
k
1 ( r
m
+ = (a10)
Rearranging equation a10, it can be expressed as
1 ] )
k / m
k
1 [( r
k k / m
+ = (a11)
Let us substitute m/k by x om eq (a11)
1 ] )
x
1
1 [( r
k
+ = (a12)
In continuous compounding m which implies ) 12 a ( eq in x
... 71828 . 2 e
x
1
1
x
Lim
x
= = |
.
|
\
|
+
From equation (a12) results in
R = e
k
-1
k
e ) 1 r ( = +
Thus the future value of an amount when continuous compounding is done is as
follows:
km
n
e PV FV = (a13)
v) Continuous Discounting
From eq (a12)
km
n
e FV PV
=
30
Time Value of Money
2.4 SUMMARY
Individuals generally prefer possession of cash right now or in the present moment
rather than the same amount at some time in the future. This time preference is
basically due to the following reasons: (a) uncertainty of cash flows (b) preference
for current consumption (c) availability of investment opportunities. In case an
investor opts to receive cash in future s/he would demand a risk premium over and
above the risk free rate as compensation for time to account for the uncertaininty of
cash flows. Compounding and discounting are techniques to facilitate the comparison
of cash flows occurring at different time periods. In compounding future value of cash
flows at a given interest rate at the end of a given period of time are cash flows at a
given interest rate at the beginning of a given period of time is found out. An annuity
is a series of periodic cash flows of equal amount. Perpetuity is an annuity of infinite
duration. Table 2.1 depicts the various formulas used for discounting and
compounding.
Table 2.1: Summary of Discounting and Compounding Formulas
31
Purpose
compound
value of a
lump sum
Given PV Present
Value
Calculate FV
n
Future
value n years hence
Formula
FV
n
= PV (1+k)
n
Doubling
Period
Compound
value of a
lump sum with
shorter
compounding
period
Interest Rate
PV and frequency of
compounding
(m)
Time Required to
double an amount
Future value after n
year (FV
n
)
Rate Interest
69
35 . 0 +
n m
n
)
m
k
1 ( PV FV
+ =
Relationship
between
effective and
nominal rate
Nominal interest rate
(K) and frequency of
compounding (m)
Effective interest rate
(R)
1 )
m
k
1 ( r
m
+ =
Present value
of a single
amount
Future value (FV
n
) Present Value (PV)
n
n n
)
k 1
1
( FV PV
+
=
Future value
of a regular
annuity
Constant periodic
cash flow (A) interest
rate (k) and duration
(n)
Further value of a
regular annuity
(FVA
n
)
]
k
1 ) k 1 (
[ A FVA
n
n
+
=
Future value
of a annuity
due
Constant periodic
cash flow (A) interest
rate (k) and duration
(n)
Future value of an
annuity due FVA
n
(due)
) k 1 ](
k
1 ) k 1 (
[ A FVA
n
) due ( n
+
+
=
Present value
of a regular
annuity
Constant periodic
cash flow (A) interest
rate (k) and duration
(n)
Present value of a
regular annuity PVA
n (
+
+
=
n
n
n
) k 1 ( k
1 ) k 1 (
A PVA
Present value
of an annuity
due
Constant periodic
cash flow (A) interest
rate (k) and duration
(n)
Present value of an
annuity due PVA
n
(due)
) k 1 ](
) k 1 ( k
1 ) k 1 (
[ A PVA
n
n
) due ( n
+
+
+
=
Present value
of a perpetuity
Constant cash flows
(A) and interest rate
(k)
Present value of an
perpetuity
PVA
K
A
PVA =
Financial Management
and Decisions 2.5 SELF-ASSESSMENT QUESTIONS
1) If you are offered two investments, one that pays 5% simple interest per year
and one that pays 5% compound interest per year, which would you choose?
Why?
2) Suppose you make a deposit today in a bank account that pays compounded
interest annually. After one, year, the balance in the account has grown.
a) What has caused it to grow?
b) After two years the balance in the account has grown even more what
has caused the balance to increase during the second year?
3) The Florida Lottery pays out winnings, after taxes, on the basis of 20 equal
annual installments, providing, the first installment at that time when the
winning ticket is turned in.
a) What type of cash flow pattern is the distribution of lottery winnings?
b) How would you value such winnings?
4) Rent is typically paid at the first of each month. What pattern of cash flow, an
ordinary annuity or an annuity due, does a rental agreement follow?
5) a) Under what conditions does the effective annual rate of interest (EAR) differ
from the annual percentage rate (APR)?
b) As the frequency of compounding increases within the annual period what
happens to the relation between the EAR and the APR?
6) Using the appropriate table, calculate the compound factor for each of the
following combinations of interest rate per period and number of compounding
periods:
Number of Periods Interest rate per Period Compound Factor
2 2% -
4 3% -
3 4% -
6 8% -
8 6% -
7) Using the appropriate table, calculate the discount factor for each of the
following combinations of interest rate per period and number of discounting
periods.
Number of Periods Interest Rate per Period Discount Factor
2 2% -
4 3% -
3 4% -
6 8% -
8 6% -
8) Using the appropriate table, calculate the future value annuity factor for each of
the following combinations of interest rate per period and number of payments:
Number of Periods Interest Rate per Period Discount Factor
2 2% -
4 3% -
3 4% -
6 8% -
8 6% -
32
Time Value of Money
9) Using the appropriate table, calculate the present value annuity factor for each
of the following combinations of interest rate per period and number of
payments:
Number of Periods Interest Rate per Periods Discount Factor
2 2% -
4 3% -
3 4% -
6 8% -
8 6% -
10) Using an 8% compounded interest rate per period calculate the future value of
a) Rs.100 investment
b) one period into the future
c) two periods into the future
d) three periods into the future
e) four periods into the future
f) five periods into the future
g) 40 periods into the future.
11) Suppose you deposit Rs.1,000 into a savings account that earns interest at the
rate of 4% compounded annually, what would the balance in the account be:
a) after two years
b) after four years
c) after six years
d) after 20 years
12) You deposit Rs.10,000 in an account that pays 6% compounded interest
per period, assuming no withdrawal:
a) What will be the balance in the account after two periods?
b) after the two periods, how much interest has been paid on the principal
amount?
c) After the two periods, how much interest has been paid on interest?
13) Using an 8% compounded interest rate, calculate the present value of Rs.100 to
be received:
a) one period into the future
b) two periods into the future
c) three periods into the future
d) four periods into the future
e) five periods into the future
f) 40 periods into the future
14) Ted wants to borrow from Fred. Ted is confident that he will have Rs.1, 000
available to pay off Fred in two years. How much will Fred be willing to lend to
Ted in return for Rs.1,000 two years from now if he uses a compounded interest
rate per year of:
(a) 5% (b) 10% (c) 15%?
15) How much would you have to deposit into a savings account that earns 2%
interest compounded quarterly, to have a balance of Rs. 2,000 at the end of four
years if you make no withdrawals?
16) What is the present value of Rs.5, 000 to be received five years from now, if the
nominal annual interest rate (APR) is 12 % and interest is compounded:
(a) Annually (b) Semiannually (c) Quarterly (d) Monthly
33
Financial Management
and Decisions
17) Calculate the future value at the end of the second period of this series of end-of
period cash flows, using an interest rate of 10% compounded per period:
Year End of Year Cash Flow
Year 1 Rs. 2,000
Year 2 Rs. 3,000
Year 3 Rs. 4,000
Year 4 Rs. 5,000
18) An investor is considering the purchase of an investment at the end of Year 0
that will yield the following cash flows:
Year End of Year Cash Flow
Year 1 Rs. 2,000
Year 2 Rs. 3,000
Year 3 Rs. 4,000
Year 4 Rs. 5,000
If the appropriate discount rate for this investment is 10%, what will this
investor be willing to pay for this investment.
19) Calculate the present value (that is the value at the end of period 0) of the
following series of end of period cash flows:
Year End of Year Cash Flow
0 Rs.1,000
Year 2 Rs. 200
2 Rs. 400
20) Suppose the investment promises to provide the following cash flows:
Year End of Year Cash Flow
Year 1 Rs.0
Year 2 Rs.1,000
Year 3 Rs.0
Year 4 Rs.1,000
If interest is compounded annually at 5% what is the value of the investment at
the end of: (a) Year 1 (b) Year 0
21) Calculate the future value at the end of the third period of an ordinary annuity
consisting of three cash flows of Rs.2,000 each. Use a 5% rate of interest per
period.
22) What is the present value of Rs.10 to be received each period forever, if the
interest rate is 6%?
23) If an investor is willing to pay Rs.40 today to receive Rs.2 every year forever,
what is this investors opportunity cost used to value this investment?
24) Calculate the present value of an annuity due consisting of three cash flows of
Rs.1,000 each, one year apart. Use a 6% compounded interest rate per year.
25) Calculate the future value at the end of the third period of an annuity due,
consisting of three cash flows of Rs.1,000 each, each one year apart. Use a 6%
compounded interest rate per year.
34
26) Suppose you have won the Florida Lotto worth Rs.18 million. Further suppose
that the State of Florida will pay you the winnings in 20 annual installments,
35
Time Value of Money
starting immediately, of Rs.9,00,000 each. If your opportunity cost is 10% what
is the value today of these 20 installments?
27) Calculate the required deposit to be made today so that a series of ten
withdrawals of Rs.1,000 each can be made beginning five years from today.
Assume an interest rate of 5% per period of end of period balances.
28) How much would you need to deposit today so that you can withdraw Rs. 4,000
per year for ten years, starting three years from today?
29) Suppose you wish to invest Rs. 2,000 today so that you have Rs. 4,000 six
years from now. What must the compounded annual interest rate be in order to
achieve your goal?
2.6 SOLUTIONS/ANSWERS
Check Your Progress 1
1) i) Annual Compounding Rs. 1,254.
ii) Half year Compounding Rs. 1,262.
iii) Quarterly Compounding Rs. 1,267.
iv) Monthly Compounding Rs. 1, 270.
2) Rs. 1,806
3) 7%
Check Your Progress 2
1) a) Rs. 571.20 b) 470.50 c) 288.60
2) Equal yearly instalment = Rs. 3200.61
Equal quarterly instalment = Rs. 793.28
3) 8.15%
Working Capital
Decisions
UNIT 4 WORKING CAPITAL DECISIONS
Structure Page Nos.
4.0 Introduction 73
4.1 Objectives 74
4.2 Characteristics of Current Assets 74
4.3 Operating Cycle Concepts 76
4.4 Factors Influencing Working Capital Requirements 77
4.5 Sources of Working Capital 78
4.6 Strategies of Working Capital Management 83
4.7 Estimating Working Capital Requirement 84
4.8 Summary 101
4.9 Self-Assessment Questions/Exercises 101
4.10 Solutions/Answers 104
4.0 INTRODUCTION
The decisions regarding long-term investment are based on judgments on future cash
flows, the uncertaininty of these cash flows and the opportunity cost of the funds to be
invested. As far as working capital management decisions are concerned the
underlying criteria are the same but, there is an increased focus on liquidity and
management of operating cycle. Operating cycle refers to the time it takes to convert
current assets (excluding cash) into cash. The operating cycle in part determines how
long it takes for a firm to generate cash from current assets and therefore the risk and
cost of its investment in current assets or working capital. Working capital is the
capital that can be immediately put to work to generate the benefits of capital
investment. Working capital is also known as current capital or circulating capital.
The major difference between long-term financial management and short-term
financial management (also referred to as working capital management) is with
regards to quantum and frequency of cash flows. In case of long-term financial
management the amount of funds dedicated are usually large and one off decisions
whereas, in case of short term financing the amount of funds dedicated are relatively
small and frequently repetitive in nature. The impact of long term financing ranges
over an extended period of time usually 15-20 years or more, whereas, the impact of
short term financing is within the operating cycle usually ranging form three months
to a year.
There are two concepts of working capital:
(i) Gross working capital
(ii) Net working capital
The gross working capital is the total of all current assets. Net working capital is the
difference between current assets and current liabilities. The constituents of working
capital are shown in Table 4.1. Part A of this table shows current assets and part B of
this table shows current liabilities.
Table 4.1: Constituents of current assets and current liabilities
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Part A Part B
Current Assets
Cash and Bank Balances
Inventories
Raw material and components, work in
progress/process (WIP) finished goods,
trade debtors, loans and advances,
investments, pre-paid expenses
Current Liabilities
Sundry Creditors
Trade Advances
Borrowings (short term)
Outstanding expenses
Taxes and dividends payable,
Other liabilities maturing within a year
This unit deals with certain aspects and considerations related to overall working
capital management and is divided into the following sections:
characteristics of current assets
factors influencing working capital requirements
levels of current assets
current assets financing policy
profit criterion for current assets
operating cycle analysis
impact of inflation on working capital
approaches to bank financing
methods for estimating working capital requirements
source of working capital finance
4.1 OBJECTIVES
After going through this unit, you would be able to:
understand the concept and characteristics of working capital;
understand the difference between net working capital and gross working capital;
understand the concept of operating cycle;
understand how the various factors influence working capital requirements; and
understand the various methods of computing working capital.
4.2 CHARACTERISTICS OF CURRENT ASSETS
Working Capital management is influenced by two characteristics of current assets
which are as follows (i) short life span (ii) swift transformation into other asset forms.
Current assets have a short life span, cash balances can remain idle for 7 to 14 days,
while accounts receivable usually have a life span ranging from 30 to 90 days and
inventories may be held for 30 to 100 days.
Each current asset is transformed into another current asset. This transformation will
depend upon the time and degree of synchronisation of procurement, production, sales
and collection of receivables.
The production process starts with the purchase of raw material resulting in either
decrease in cash or creation of accounts payable. The raw material purchased from the
inventory, which is further processed to produce finished goods. Finished goods are
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sold resulting in either increase in cash or creation of accounts receivable while the
discharge of accounts payable results in cash outflow. The current asset cycle and the
operating cycle are shown in Figures 4.1 and 4.2 respectively.
Receivable
Suppliers
Raw material
Work in process
Cash
Wages, Salaries
Factory Overheads
Accounts
Finished goods
Figure 4.1: Current asset cycle
Collection of Accounts
Receivables
Purchase of Raw Material
Raw Material
Inventory
Work in
Progress
Finished Goods
Sales
Account
Receivable
Cash
Figure 4.2: Operating Cycle
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4.3 OPERATING CYCLE CONCEPTS
Operating cycle refers to the average time lapse between the acquisition of raw
material and the final cash realisation. This concept is used to ascertain the
requirements of cash working capital to meet the operating expenses. Figure 4.3
depicts the operating cycle and the cash cycle.
Accounts payable
period
PDP
Inventory Period
RMCP+WIPCP+FCGP
Inventory Period
RMCP+WIPCP+FCGP
Stock
arrives Order placed Accounts
Receivable period
(BDCP)
Cash Cycle
Operating cycle
Cash Paid for
material
Firm receives
invoice
Figure 4.3: Operating cycle
From the above figure you can easily estimate that the time which lapses between the
purchase of raw material and the collection of cash for sales is referred to as operating
cycle, whereas the time length between payment of raw material purchases and
collection of cash for sales is referred to as cash cycle.
In the operating cycle the inventory period consists of:
(i) Raw Material Conversion Period (RMCP), which is the time gap between
purchase of raw material and the issuance of raw material for production.
(ii) Work in Progress Conversion Period (WIPCP), which is the time gap between
issuance of raw material and the conversion of raw material into finished
goods.
(iii) Finished Goods Conversion Period (FGCP), which is the time gap between
sale of goods and the transfer of finished goods from shop floor to the
warehouse.
(iv) Book Debt Collection Period (BDCP), which is the time gap between sales
and realisation of cash
Now the length of the operating cycle for direct material can be calculated as follows:
Gross operating cycle = RMCP+WIPCP+FGCP+BDCP
Net Operating Cycle = Gross Operating Cycle PDP
= RMCP+WIPCP+FGCP+BPCP-PDP
Where PDP is the Payment Deferral Period PDP is the credit time extended by
suppliers to pay for the purchases.
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4.4 FACTORS INFLUENCING WORKING
CAPITAL REQUIREMENTS
The working capital needs of a firm are influenced by many factors. The important
ones are as follows:
1. Nature of business: The working capital requirement of a firm is closely related
to the nature of its business. In general businesses with short operating cycles will
require lesser amount of working capital as compared to businesses with longer
operating cycles. The firms engaged in manufacturing and trading will require
more working capital as large amount of funds are locked in inventories and
receivables. In general utility companies and service companies (water supply,
electricity undertakings, telecom companies) will require lesser amount of
working capital as compared to manufacturing and trading concern. Table 4.2
shows the relative proportion of investment in current assets and fixed assets of
certain industries.
Table 4.2: Proportion of current assets and fixed assets
Current Assets % Fixed Assets % Industries
10-20
20-30
80-90
70-80
Hotels and restaurants
Electricity generation and
Distribution
30-40
40-50
60-70
50-60
Aluminum and Shipping
Iron and Steel, Basic
industries, Chemicals
50-60
60-70
40-50
30-40
Tea plantation
Cotton textiles, Sugar
70-80
80-90
20-30
10-20
Edible oils, Tobacco
Trading, Construction
2. Business Cycle: During economic boom there is increased production which
require higher amount of working capital, but this is partly off set by reduced
operating cycle. At the time of economic recession again there would be need
for increased working capital, as large amount of funds would be locked in
inventories and receivables.
3. Seasonal Variations: Commodities with seasonal demand results in increased
level of working capital requirement. This could be offset by scaling down
operations during the lean part of the year and increasing production prior to
demand period. Products manufactured with raw materials, the production of
which is seasonal (agricultural products) would require higher amount of
working capital.
4. Size of Business: Size of the firm is also a determining factor in estimating
working capital requirements. The size of a firm may be measured either in
terms of scale of operations, or assets or sales. Large firms require more amount
of working capital for investment in current assets and also to pay current
liabilities than smaller firms. However, in some cases even a small firm may
need more working capital as a cushion against cash flow interruptions.
5. Change of Technology: Changes in technology generally leads to
improvements in the efficient processing of raw material, decrease in wastages,
higher productivity and more speedy production. All these improvements lead
to reduction in investment in inventories, which in turn leads to reduction in
working capital requirement. If changed technology results in shorter
manufacturing process the lesser would be the requirements of working capital.
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6. Length of Operating or Working Capital Cycle: As explained in the section
dealing with operating cycle concept of working capital the amount of working
capital will depend upon the duration of operating cycle. The operating cycle in
turn is dependent on many other variables such as length of manufacturing
process, debtors collection period, etc.
7. Firms credit policy: The credit policy of the firm also impacts working capital
needs. A firm following liberal credit policy will require more amount of
working capital, as a large amount of funds would be blocked in debtors.
4.5 SOURCES OF WORKING CAPITAL
Sources of Working Capital Finance
Working capital finance may be classified into the following:
Spontaneous Source of Finance
Finance which naturally arise in the course of business is known as spontaneous
financing. Trade creditors, credit from employees, credit from suppliers of
services, etc., are the examples of spontaneous financing.
Negotiated Financing
Financing which has to be negotiated with lenders, say commercial banks,
financial institutions, general public is known as negotiated financing. This kind
of financing may either be short-term in nature or long-term.
Before spontaneous and negotiated sources of finance, the latter is more expensive
and inconvenient to raise. Spontaneous source of finance reduces the amount of
negotiated financing. Working capital can be classified into long-term and short-
term sources, which can be analysed as shown in Figure 4.4
Internal
- Retained
profit
- Provision
for depre-
ciation
External
- Share capital
- Long term loan
- Debentures
External
- Bank overdraft/
Cash Credit
- Trade deposits
- Public deposits
- Bills discounting
- Short term loans
Internal
- Provision
for tax
- Provision for
dividend
Long term
sources
Short term
sources
Trade credit
- Sundry creditors
- Bills/Notes payable
and others
Spontaneous
sources
Negotiated
sources
Sources of
Working Capital
Figure 4.4: Financing Mix of Working Capital
Trade Credit 78
Working Capital
Decisions
Trade credit is a spontaneous source of finance which is normally extended to
business organization depending on the custom of the trade and competition
prevailing in the industry and relationship of the suppliers and buyers. This
form of business credit is more popular since it contributes to about one-third of
the total short-term credit. The dependence on this source of working capital
finance is higher due to negligible cost of finance as compared to negotiated
finances.
It is a facility whereby business firms are allowed by the suppliers of raw
materials, services, components and parts, etc., to defer immediate payment to a
definite future period. Trade credit is generated when a company acquires
supplies, merchandise or materials and does not pay for them immediately. If a
buyer is able to get the credit without any legal evidence or instrument, it is
termed as Open Account Trade Credit and appears in the Balance Sheet of the
buyer as sundry creditors. When an instrument is given, notably negotiable
instrument, in acknowledgement of the debt, the same appears in the final
statement as Bills or Notes payable.
Invoice Discounting or Factoring
If a company makes sales to a number of customers on credit terms it will have
to wait for two or even three months before its debtors pay what they owe. This
means that the debtors must be financed by the company, and the idea of
factoring is to passover to the finance of debtors from the selling company to a
special factoring, finance company or Bank. The factoring company after
reviewing the amount of the debts and the creditworthiness of the debtors, will
pay the selling company, at the end of the month in which the sales were made,
the amount it can expect to receive from the debtors (less a percentage). In this
way the selling company receives its money one or two months earlier than
would normally be the case. The factoring company will then collect the debts
from the selling companys customers when they fall due.
Bills of Exchange
A bill is defined as an unconditional order in writing, addressed by one person
to another, signed by the person giving it, requiring the person to whom it is
addressed to, to pay on demand, or at a fixed or determinable future time, a sum
certain in money to or to the order of a specified person or to the bearer.
Funds Generated from Operations
Funds generated from operations, during an accounting period, increase
working capital by an equivalent amount. The two main components of funds
generated from operations are profit and depreciation. Working capital will
increase along with the extent of funds generated from operations.
Deferred Tax Payments
Another source of short-term funds similar in character to trade credit is the
credit supplied by the tax authorities. This is created by the interval that lapses
between the earning of the profits by the company and the payment of the taxes
due on them.
Accrued Expenses
Another source of spontaneous short-term financing is the accrued expenses that
arise from the normal conduct of business. An accrued expense is an expense
that has been incurred, but has not yet been paid. For most firms, one of the
largest accrued expenses is likely to be employees accrued wages. For large
firms, the accrued wages held by the firm constitute an important source of
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financing. Usually, accrued expenses are not subject to much managerial
manipulation.
Working Capital Finance from Banks
Working capital is an essential requirement for any business activity. Banks in
India today constitute the major suppliers of working capital credit to any
business activity. Recently, however, some term lending financial institutions
have also announced schemes for working capital financing.
Bank Overdrafts
Short-term borrowing of the kind made available principally by the clearing
banks in the form of overdrafts is very flexible. When the borrowed funds are
no longer required they can quickly and easily be repaid. It is also
comparatively cheap. The banks will impose limits on the amount they can lend.
Line of Credit
Line of credit is a commitment by a bank to lend a certain amount of funds on
demand specifying the maximum amount of unsecured credit the bank will
permit the customer to borrow at any point of time. The bank will charge extra
cost over the normal rate of interest since it will keep the funds available to be
made use of the funds by the customer at all times.
Revolving Credit
The revolving credit facility will be given by the banker to the customer by
giving certain amount of credit facility on a continuous basis. The borrower will
not be allowed to exceed the limits sanctioned by the bank. Such credit facilities
will be given by the banks to their customers in the form of over draft facility.
In customer financing, credit cards are known for this source of financing.
Bridge Loans
Bridge loans are available from the banks and financial institutions when the
source and timing of the funds to be raised is known with certainty. When there
is a time gap for access of funds, then for speeding up of or implementation of
the projects, bridge loans will be provided. Such loans are repaid immediately
after raising the funds. The cost of bridge loans is normally higher than the
working capital facilities provided by the banks. At present the RBI has put a
restriction on banks in giving bridge loans to curb malpractices in capital market
dealings.
Transaction Loans
These loans are provided by the Banker for short periods for a specific activity
like financing for a civil contract work. When the customer receives payment,
the transaction will be repaid by the customer. The lender will evaluate the
ability of the cash flow of the borrower before sanctioning this type of loan.
Public Deposits
Deposits from the public is one of the important source of finance particularly
for well established big companies with a huge capital base. The period of
public deposits is restricted to a maximum of three years at a time and hence,
this source can provide finance only for short term to medium term, which
could be more useful for meeting the working capital needs of the company. It
is advisable to use the amounts of public deposits for acquiring assets of long-
term nature unless its pay back period is very short. 80
Working Capital
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Suppliers Line of Credit
Under this scheme, non-revolving line of credit is extended to the seller to be
utilised within a stipulated period. Assistance is provided to manufactures for
promoting sale of their industrial equipments on deferred payment basis. While
on the other hand, this credit facility can be availed of by actual users for
purchase of plant/equipment for replacement of modernisation scheme only.
Hire Purchase and Leasing
It is a most familiar form of medium term financing in acquiring plant and
machinery, vehicles, etc. In hire purchase transactions, the purchaser of goods
will acquire the possession of goods on payment of initial deposit, but the title
to the goods will only be passed on from seller to the purchaser after the
payment of the remaining installments.
Intercorporate Loans and Deposits
In the present corporate world, it is a common practice of companies with
surplus cash to lend to other companies for a short period normally ranging
from 60 days to 180 days. The rate of interest will be higher than the bank rate
of interest and will depend on the financial soundness of the borrower company.
This source of finance reduces the intermediation of banks in financing.
Commercial Paper (CP)
The CP introduced into the Indian financial market, on the recommendations of
the Vaghul Committee has become a popular debt instrument of the corporate
world. CP is a debt instrument for short-term borrowing, that enables highly
rated corporate borrowers to diversify their sources of short-term borrowings,
and provides an additional financial instrument to investors with a freely
negotiable interest rate. The maturity period ranges from three months to less
than a year. Since it is a short-term debt, the issuing company is required to
meet dealers fees, rating agency fees and any other relevant charges.
Commercial paper is short-term unsecured promissory note issued by
corporations with high credit ratings.
Salient Features:
Eligibility Criteria: A company can issue CP only if:
1) Its tangible net worth is not less than Rs. 4 crore as per the latest audited
balance sheet;
2) Its fund based working capital limit is not less than Rs. 4 crore;
3) It has obtained the specified minimum credit rating for issuance of CP
from an approved credit rating agency. Such credit rating should not be
more than 2 months old at the time of issue of the CP;
4) Its borrowal account is classified as standard by the financing bank; and
5) It has a minimum current ratio of 1.33:1 as per the latest audited balance
sheet and the classification of current assets and liabilities are in
conformity with the Reserve Bank guidelines issued from time to time.
Bank Guarantees
Bank guarantee is one of the facilities that the commercial banks extend on
behalf of their clients in favour of third parties who will be the beneficiaries of
the guarantees. In fact, when a bank guarantee is given, no credit is extended
and banks do not part with any funds. There will be only a guarantee to the
beneficiary to make payment in the event of the customer on whose behalf the
guarantee is given, defaults on his commitment. So, if the customer fails to pay
as per the terms of the guarantee, the banker giving the guarantee has to pay and
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claim reimbursement from his client. The bankers liability arises only if this
customer fails to pay the beneficiary of the guarantee. That is why bank
guarantee limits are known as non-borrowings limits or not-fund limits.
Asset Securitisation
The emerging financial scenario has created a fierce competition among the
companies to raise funds through innovative financial products from the capital
and/or money markets. Additional source of capital can be accessed through
securitisation, relieving the normal receivable/deposit collection process for
finance companies and banks, without disturbing the liabilities side of the
balance sheet. Companies can raise finance and increase their lending activity
thus, enhancing profitability.
Meaning:
The term Securitisation refers to both switching away from bank
intermediation to direct financing via capital market and/or money market, and
the transformation of a previously illiquid asset like automobile loans, mortgage
loans, trade receivables, etc., into marketable instruments.
Securitisation is a process of transformation of illiquid asset into security
which may be traded later in the open market.
Securitisation is the process of transforming the assets of a lending institution
into negotiable instruments.
Consortium Lending and Loan Syndication by Banks
When the individual bank finds it difficult to meet the huge financial
requirements of a borrower, it gives rise to multiple banking which may be in
the form of (i) Consortium Lending or (ii) Loan Syndication.
Consortium Lending: When the financial needs of a single unit are more than a
single bank can cater to, then more than one bank comes together to finance the
unit jointly spreading the risk as well as sharing the responsibilities of
monitoring and finance. The arrangement is called consortium lending and it
enables the industrial units to mobilise large funds for its operations.
Loan Syndication: There are two methods of syndication: direct lending and
through participation.
Direct Lending: In respect of direct lending all the lenders sign the loan
agreement independently with the borrower and agree to lend upto their
respective share. The obligations of the syndicate members are several and
they do not underwrite one another.
Through Participation: In this method of lending the lead bank is the only
lending bank, so far as the borrower is concerned, that approaches the other
lender to participate in the loan. This normally takes place without the
knowledge of the borrower. The lead bank grants a certain portion of the loan
to each participant as agreed. It also agrees to pay to the participants a pro
rata share of receipts from the borrower.
4.6 STRATEGIES IN WORKING CAPITAL
MANAGEMENT
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Working Capital
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So far banks were the sole source of funds for working capital needs of the business
sector. At present more finance options are available to a Finance Manager to enable
smooth functioning of his/her firm. Depending on the risk exposure of business, two
strategies are evolved to manage working capital.
Conservative Working Capital Strategy
A conservative strategy suggests the carrying high levels of current assets in relation
to sales. Surplus current assets enable the firm to absorb sudden variations in sales,
production plans, and procurement time without disrupting production plans.
Additionally, the higher liquidity levels reduce the risk of insolvency. But lower risk
translates into lower return. Large investments in current assets lead to higher interest
and carrying costs and encouragement for inefficiency. But a conservative policy will
enable the firm to absorb day to day business risks. It assures continuous flow of
operations and eliminates worry about recurring obligations. Under this strategy, long-
term financing covers more than the total requirement for working capital. The excess
cash is invested in short term marketable securities and in need, these securities are
sold off in the market to meet the urgent requirements of working capital.
Secular Growth
Rs.
Time
Long-term
Financing
Investment in
Marketable Securities
Seasonal
Variations
Figure 4.5: Conservative working capital strategy
Aggressive Working Capital Strategy
Under this approach current assets are maintained just to meet the current liabilities
without keeping any cushion for the variations in working capital needs. The core
working capital is financed by long-term sources of capital, and seasonal variations
are met through short-term borrowings. Adoption of this strategy will minimise
investment in net working capital and ultimately lower the cost of financing working
capital. The main drawback of this strategy is that it necessitates frequent financing
and also increases risk as the firm is vulnerable to sudden shocks.
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Financial Management
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Rs.
Seasonal Variations
Short-term
Financing
Secular Growth
Long-term
Financing
Time
Figure 4.6: Aggressive Working Capital Strategy
A conservative current asset financing strategy would go for more long-term finance
which reduces the risk of uncertainty associated with frequent refinancing. The price
of the firm has to pay for adopting of this strategy is higher financing costs since,
long-term rates will normally exceed short term rates. But when such an aggressive
strategy is adopted, sometimes the firm runs into mismatches and defaults.
It is the cardinal principle of corporate finance that long-term assets should be
financed by long-term sources and short-term assets by a mix of long and short-term
sources.
4.7 ESTIMATING WORKING CAPITAL
REQUIREMENTS
The most ticklish problem that is faced by the finance manager is the determination of
the amount of working capital requirement at a particular level of production. To
solve this problem, estimates of future requirements of current assets and cash flows
are made. With the help of these cash flows, future requirements and availability of
cash for current assets are ascertained. For this purpose a working capital forecast is
prepared involving some calculations after taking into consideration the factors
affecting working capital (as discussed above). All these calculations are made on
cash basis. Thus, estimation of working capital is the determination of future cash
requirements of a firm so that the liquidity of financial resources may be maintained.
Following methods are generally used in estimating working capital for the future
period:
a) Operating Cycle Method
b) Net Current Assets Forecasting Method
c) Projected Balance Sheet Method
d) Adjusted Profit and Loss Method
e) Cash Flow Forecast Method
a) Operating Cycle Method
Under this method, total operating expenses for a period are divided by the number of
operating cycles in the relevant period to calculate the cash requirement for working
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Working Capital
Decisions
capital. Thus, the computation of total operating expenses, operating cycle period and
number of operating cycles in the year is essential for estimating the amount of
working capital, as discussed below:
1. Operating Expenses: These expenses include purchase of raw materials, direct
labour cost, fuel and power, administrative and selling and distribution
expenses for a specific period for which estimates can be obtained from cost
records. Depreciation, write off of intangible assets are not included in these
expenses because these are non-cash items. Similarly, tax and dividend being
appropriation of profits are also excluded from these expenses. Capital expenses
are also not included in it. While estimating the amount of these expenses fact
like changes in product mix, introduction of a new product or discontinuation of
an old product should be made for the changes occurring in expenses and price
level due to internal and environmental factors.
2. Operating Cycle Period: Period of operating cycle means the total number of
days involved in the different stages of operation commencing from the
purchase of raw materials and ending with collection of sale proceeds from
debtors after adjusting the number of days credit allowed by suppliers. Thus,
the operating cycle is the total period involved in different stages of operations,
which may be calculated by using the following formula:
OC = M+W+F+D-C
Here, OC = Operating Cycle Period
M = Material Storage Period
W = Work in Process or Conversion Period
F = Finished Goods Storage Period
D = Debtors Collection Period
C = Creditors Payment Period
Material Storage Period (M) =
n Consumptio Average Daily
Materials Raw of Stock Average
Or
=
Year/365 the for Consumed Material
Stock)1/2 Closing Stock (Opening +
WIP or Conversion Period (W) =
Cost oduction Pr Average Daily
ocess Pr in Work of Stock Average
OR
=
365 / Cost oduction Pr Total
2 / ) WIP g sin Clo WIP Opening ( +
(a) Total Production or Factory Cost is calculated by adding opening stock of
work-in progress in the total of direct material, labour and factory overheads
and deducting from this the closing work-in-progress. Depreciation is
excluded being a non-cash item.
(b) Sometimes the Conversion Period is also known as the Production Cycle
Period. In case, information about this period is given, then conversion period
is not to be calculated with the above formula.
Finished Goods Storage Period (F) =
Sold Goods of Cost ge DailyAvera
Goods Finished of Stock Average
OR
365 / Sold Goods of Cost Total
2 / ) Stock g sin Clo Stock Opening ( +
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Financial Management
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Cost of Goods Sold is calculated by adding excise duty with the factory cost after
adjusting opening and closing stock of finished goods. Administration/selling and
distribution expenses are not considered in it, because, in financial accounting, stock
of finished goods is valued at production or factory cost.
Debtors Collection Period (D) =
Day Per Sales Credit
Debtors Average
OR
365 / Sales Credit Total
2 / .) Drs g sin Clo . Drs Opening ( +
Creditors Payment Period (C) =
365 / Purchases Credit Total
Creditors Average
OR
=
365 / Purchases Credit Total
2 / .) Crs g sin Clo . Crs Opening ( +
Notes: In respect of the above formula the following points are worth noting
The Average value in the numerator stands for the average of opening balance
and closing balance of the respective items. However, if only the closing
balance is available, then even the closing balance may be taken as Average.
The figure 365 represents number of days in a year. However, there is no hard
and fast rule and sometimes even 360 days are considered.
In the calculation of M, W, F, D and C, the denominator is calculated at cost
basis and the profit margin is excluded. The reason being that there is no
investment of funds in profits.
In the absence of any information, total purchases and total sales be treated as
credit.
3. Number of Operating Cycles: The number of operating cycles in a period are
determined by dividing the number of days in a year i.e.365 by the length of net
operating cycle. Expressed as formula-
No. of Operating Cycles =
Period Cycle Operating
365
4. Amount of Working Capital: Once the operating expenses and the number
of operating cycles have been determined, the amount of actual working
capital required is calculated by dividing the total operating expenses for the
period by the number of operating cycles in that period.
For example, if the total operating expenses for the year amounts to Rs. 45,000
and the number of operating cycles in a year are assumed to be 3, the amount of
working capital would be Rs.15,000 (Rs.45000/3).
Alternatively, the working capital may be calculated by using the following
formula:
CS
N
OC
C WC + =
where WC = Working Capital
C = Cash Balance Required
OC = Operating Cycle Period
CS = Estimated Cost of Goods sold
N = Number of days in year
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Working Capital
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5. Provision for Contingencies: After ascertaining the amount of working capital
as above, a certain amount say 5% or 10% may be added to cover
contingencies. It is to be noted that facts based on estimates may not be cent
percent accurate. Therefore, this provision is made to cover probable error in
these calculations.
Example 4.1: Himalaya Ltd.s Profit and Loss Account for the year ended
31
st
December 2005 is given below. You are required to calculate the working capital
requirements under operating cycle method.
Trading and Profit & Loss Account
For the year ended 31
st
December, 2005
Particulars Rs. Particulars Rs.
To Opening stock:
Raw Materials
Work-in-Progress
Finished Goods
To Purchases (Credit)
To Wages & Mfg. Expenses
To Gross Profit c/d
To Administrative Exp.
To Selling and Dist.Exp.
To Net Profit
Total
10,000
30,000
5,000
35,000
15,000
1,50,000
15,000
10,000
30,000
55,000
By Sales (Credit)
By Closing stock:
Raw Materials
Work-in-progress
Finished Goods
By Gross Profit b/d
Total
1,00,000
11,000
30,500
8,500
1,50,000
55,000
55,000
Opening and closing debtors were Rs. 6,500 and 30,500 respectively, whereas
opening and closing creditors were Rs 5,000 and Rs. 10,000 respectively.
Solution: Computation of Operating Cycle
1. Raw Material Storage Period:
=
n Consumptio Average Daily
Material Raw of Stock Average
=
365 / 000 , 34 . Rs
2 / ) 000 , 11 000 , 10 . Rs ( +
= days 113
15 . 93 . Rs
500 , 10 . Rs
=
Raw Material Consumed = Opening Stock +Purchases Closing Stock
= Rs.10, 000+35,000-11,000
= Rs.34, 000
2. Conversion or Processing Period
=
Cost oduction Pr ge DailyAvera
ogress Pr in work of Stock Average
=
365 / 500 , 48 . Rs
2 / ) 500 , 30 000 , 30 . Rs ( +
=
88 . 132
250 , 30 . Rs
87
Financial Management
and Decisions
Production Cost: Rs.
Opening Work-Progress 30,000
Add: Material Consumed (as Above) 34,000
Add: Wages and Mfg. Expenses 15,000
79,000
Less: Closing Work-in Progress 30,500
48,500
3. Finished Goods Storage Period
=
Sold Goods of Cost Average Daily
Goods Finished of Stock Average
=
365 / 000 , 45 . Rs
2 / ) 500 , 8 000 , 5 . Rs ( +
= days 55
29 . 123 . Rs
750 , 6 . Rs
=
Cost of goods sold: Rs.
Opening Stock of Finished Goods 5,000
Add: Production Cost (As above) 48,500
53,500
Less: Closing Stock of Finished Goods 8,500
45,000
4. Debtors Collection Period
=
Sales Average Daily
Debtors Average
=
365 / 000 , 00 , 1 . Rs
2 / ) 500 , 30 500 , 6 . Rs ( +
= days 67
97 . 273 . Rs
500 , 18 . Rs
=
5. Creditors Payment Period
=
Purchases Average Daily
Creditors Average
=
365 / 000 , 35 . Rs
2 / ) 000 , 10 000 , 5 . Rs ( +
= days 78
89 . 95 . Rs
500 , 7 . Rs
=
6. Net Operating Cycle Period:
OC = M + W + F + D C
= 113+228+55+67-78
= 385 Days
Computation of Working Capital Requirement
1. Number of Operating Cycle Per Year =
Period Cycle Operating Net
365
= 948 . 0
385
365
=
88
Working Capital
Decisions
2.
Total Operating Expenses:
Rs
Total cost of Production (as per 3) 45,000
Add: Administrative Expenses 15,000
Add: Selling And Distribution Expenses 10,000
70,000
3. Working Capital Required =
year a in Cycles Operating of . No
Expenses Operating Total
= 839 , 73 . Rs
948 . 0
000 , 70 .
=
Rs
Alternatively, CS
N
OC
C WC + =
where WC = Working Capital
C = Cash Balance Required
OC = Operating Cycle Period
CS = Estimated Cost of Goods Sold
N = Number of days in a year
000 , 70 . Rs
365
385
O WC + =
= Rs. 73,835
Note: The difference is due to approximation in the number of operating cycle:
& Check Your Progress 1
1) From the following information taken from SNS Company; calculate the working
capital required using the operating cycle method.
(1) Annual sales are estimated at 1,00,000 units @ 20 per unit.
(2) Production and sales quantities coincide and will be carried on evenly
throughout the year and production cost is: Material Rs. 10; Labour
Rs.4; Overheads Rs. 4 per unit.
(3) Customers are given 60 days credit and 40 days credit is taken from
suppliers.
(4) 30 days of supply of raw material and 15 days supply of finished goods
are kept in stock.
(5) The production cycle is 30 days and all materials are issued at the
commencement of each production cycle.
(6) A cash balance equal to one-third of the other average working capital is
kept for contingencies.
89
Financial Management
and Decisions
2) From the following information, extracted from the books of a manufacturing
company, compute the operating cycle period and working capital required:
Period Covered: 365 days
Average Period Allowed by Supplier: 16 days Rs.
Average total of debtors outstanding 48,000
Raw Material Consumption 4,40,000
Total Production Cost 10,00,000
Total Cost of sales 10,50,000
Sales for the year 16,00,000
Value of Average Stock Maintained:
Raw Material 32,000
Work-Progress 35,000
Finished goods 26,000
b) Net Current Assets Forecasting Method
This is the most practical method of estimating working capital requirements. Under
this method, the finance manager prepares a working capital forecast. In preparing this
forecast, first of all, an estimate of all the current assets is made on a monthly basis.
Thus, estimate of stock of raw materials, amount of raw material that will remain in
process, stock of finished goods and outstanding amount from debtors and other
receipts will have to be made. This should be followed by an estimate of current
liabilities comprising outstanding payments for material, wages, rent, and
administrative and other expenses. The difference between the forecasted amount of
current assets and current liabilities gives the networking capital requirements of the
firm.
To this amount, a flat percentage would be added by way of provision for
contingencies. The resulting figure will be the amount of total estimated working
capital required. From this, bank finance is to be subtracted, if available. The
remaining balance will be the amount of working capital that is to be managed by the
firm. The method of forecasting working capital needs is cash technique as all
transactions are shown on cash cost basis.
Statement showing working Capital Requirements
(A) Current Amount Rs.
(i) Stock of Raw Material (for month consumption) .
(ii) (a) Work-in-Process (for months)
(b) Direct Labour
(c) Overheads
.
.
.
(iii) Stock of finished Goods (for months sales)
(a) Raw Material
(b) (b) Labour
(c) Overheads
(iv) Sundry Debtors or Receivables ( for months sales)
(a) Raw Material
(b) Labour
(c) Overheads
--------------
(v) Payment in Advance (if any)
(vi) Balance of Cash (required to meet day-to-day expenses)
90
Working Capital
Decisions
(B) Current Liabilities
(i) Creditors (for months purchase of Raw Materials)
(ii) Lag in Payment of Expanses
(Outstanding expenses months)
(iii) Others (if any)
Net Working Capital (A) (B)
Add: Provision for Contingencies
Total Working Capital Required
--------------
--------------
------------
Example 4.2: Prepare an estimate of working capital requirements from the following
information of a trading concern:
(a) Projected Annual Sales 1,00,000
(b) Selling Price Rs.8 per unit
(c) Profit Margin on Sales 25%
(d) Average Credit Period Allowed to Customers 8 weeks
(e) Average Credit Period Allowed by Suppliers 4 weeks
(f) Average Stock Holding in terms of Sales Requirement 12 weeks
(g) Allow 10% for Contingencies
Solution:
Statement Showing working Capital Requirements
(a) Current Assets
Stock (12 Weeks)
(Rs.6,00,00012/52)
Debtors (8 weeks)
Rs. 6,00,0008/52)
Rs.
1,38,462
92,308
2,30,770
Less: Current Liabilities
Creditors (4 weeks)
(6,00,0004/52)
Net Working Capital (AB)
46,154
1,84,616
Add: 10% for Contingencies
Total Working Capital Required
18,462
Working Notes
(i) Cost of Goods Sold
Sales = Rs. 1,00,000 8 = Rs. 8,00,000
Profits = Rs. 8,00,000 25% = Rs. 2,00,000
Cost of Sales = Rs. 8,00,0002,00,000= Rs. 6,00,000
(ii) As, it is a trading concern; hence cost of sales is treated as purchases.
(iii) Profits have been ignored because profits may or may not be used as source of
working capital.
91
Financial Management
and Decisions
Example 4.3: On 1
st
January, 2005 the Board of Directors of Paushak Limited wanted
to know the amount of working capital required to meet the programme they have
planned for the year. From the following information, prepare an estimate of working
capital requirements.
Issued Share Capital Rs. 2,00,000
8% Debentures Rs. 50,000
Fixed Assets as on 1
st
January Rs. 1,25,000
Production during the previous year was 60,000 units and it is proposed to maintain
the same during 2005. The expected ratio of cost to selling price are:
Raw Materials 60%; direct wages 10% Overheads 20%.
The following further information is available:
a) Raw materials are expected to remain in the stores on an average for two
months before being issued to the production unit.
b) Each unit of production is expected to be in process for one month.
c) Finished goods will stay in the warehouse awaiting dispatch to customers for
approximately three months.
d) Credit allowed by creditors is two months from the date of delivery of raw
materials.
e) Credit given to debtors is three months from the date of dispatch.
f) Selling price is Rs 5 per unit.
Solution:
Statement Showing working Capital Requirements
(a) Current Assets Rs. Rs.
(i) Stock of raw material (2 months)
(Rs.15,0002)
30,000
(ii) Work-in-Progress (1 month)
Material (Rs.15,0001)
Labour (Rs.2,5001)
Overheads (Rs.5,0001)
15,000
2,500
5000
22,500
(iii) Stock of finished Goods (3 months)
Material (Rs.15,0003)
Labour (Rs.2,5003)
Overheads (Rs.5,0003)
45,000
7,500
15,000
67,000
(iv) Debtors (3 months)
Material (Rs. 15,0003)
Labour (Rs. 2,5003)
Overheads (Rs. 5,0003)
45,000
7,500
15,000
67,000
1,87,500
(B) Current Liabilities:
Creditors for raw Material (2 months)
Rs. 15,0002)
Net working Capital required (AB)
30,000
1,57,500
92
Working Capital
Decisions
Working Notes:
1) Debtors have been valued and calculated on sales basis which would be Rs.
75,000 (60,0005312). Hence, working capital taking Current Assets at
total value
Rs.
Working Capital required as per above statement 1,57,500
Add: Increase in Debtors (Rs. 75,000Rs.67, 500) 7,500
1,65,000
2) Monthly amount of each element of cost is calculated as follows-
Total sales 60,000 5 = Rs. 3,00,000
(a) Raw Materials = 000 , 15 . Rs
12 100
60 000 , 00 , 3
=
(b) Direct Labour = 500 , 2 . Rs
12 100
10 000 , 00 , 3
=
(c) Overheads = 000 , 5 . Rs
12 100
20 000 , 00 , 3
=
3) It is assumed that labour and overhead in the beginning. Hence, full amount of
labour and overhead is included in work-in-progress. If it is assumed that labour
and overheads accrued evenly, half of the amount will be included in work-in-
progress.
4) Additional capital required will be Rs. 35,500 (Rs. 1,57,500-1,25,000), because
Rs. 1,25,000 is available from long-term sources (share capital debentures-
Fixed assets)
& Check Your Progress 2
1) You are required to prepare for the Board of Directors of Suman Ltd. a
statement showing the working capital needed to finance a level of activity of
5,200 units of output. You are given the following information:
Elements of Cost Amount per unit (Rs.)
Raw Material 8
Direct Labour 2
Overheads 6
Total Cost 16
Profit 4
Selling Price 20
(i) Raw Materials are in stock, on an average one month, (ii) Materials are in
process, on an average half a month, (iii) Finished Goods are in stock on an
average 6 weeks, (iv) Credit allowed to Debtors is two months, (v) Lag in
payment of wages is 1
1/2
weeks, (vi) Assume 52 weeks in a year and 4 weeks in
a month.
Cash in hand and at Bank is expected to be Rs. 7,300. You are informed that
production is carried on evenly during the year and wages and overheads accrue
evenly.
93
Financial Management
and Decisions
2) From the following information, you are required to estimate the net working
capital:
Cost Per unit (Rs.)
Raw Material 200
Direct Labour 100
Overhead (excluding Depreciation) 250
Total Cost 550
Estimated data for the forthcoming period are given below:
Raw Material in Stock Average 6 weeks
Work-in-progress (assume 50% completion stage with
full material consumption)
Average 2 weeks
Finished Goods in Stock Average 4 weeks
Credit Allowed by Suppliers Average 4 weeks
Credit Allowed to Debtors Average 6 weeks
Cash at Bank Expected to be Rs.75,000
Selling Price Rs. 800 per unit
Output 52,000 units per annum.
Assume that production is sustained at an even pace during 52 weeks of the
year. All sales are on credit basis.
c) Projected Balance Sheet Method
Under this method, estimates, of different assets (excluding cash) and liabilities
are made taking into consideration the transactions in the ensuring period.
Thereafter, a balance sheet is prepared based on these forecasts. Assets and
liabilities are called Projected balance sheet. The difference between assets
and liabilities of this balance sheet is treated as shortage or surplus cash of that
period. If the total liability is more than total assets, it represents excess cash,
which is not required by the firm. The management may plan for its investment.
On the contrary, if total assets are more than total liabilities, then it indicates the
deficiency of working capital, which is to be arranged by the management either
from bank overdraft or from other sources.
d) Adjusted Profit and Loss Method
In this method, estimated profit is calculated based on transactions of the
ensuing period. Thereafter, increase or decrease in working capital is computed
adjusting the estimated profit by cash inflows and cash outflows. It is like cash
flow statement. A few banks in India use forms for computing working capital
under this method. A specimen of such a form is given below.
Computation of Working Capital
Rs.
Net Income ..
Add: (i) Non-cash Items
Working Capital Provided Operations
Add: (ii) Cash inflow Items ..
Less: Cash Outflow items .
Net Changes in Working Capital ..
e) Cash Forecasting Method
94
Working Capital
Decisions
In this method, estimate is made of cash receipts and payments in the ensuring
period. The difference of these receipts and payments indicates deficiency or
surplus of cash. The management formulates plans to procure the amount of
deficit. This method, in a way, is a form of cash budget.
Example 4.4: Calculate the operating cycle and the working capital requirements
from the following figures:
Balance as at Balance as at
1
st
January 31
st
December
Rs. Rs.
Raw Material 80,000 1,20,000
Work-in-Progress 20,000 60,000
Finished goods 60,000 20,000
Sundry Debtors 40,000 40,000
Wages and Manufacturing Expenses - 2,00,000
Distribution and Other Expenses - 40,000
Purchases of Materials - 4,00,000
Total Sales - 10,00,000
(i) The Company obtains a credit for 60 days from its suppliers.
(ii) All goods were sold for credit.
Solution:
Computation of Operating Cycle
(i) Material Storage Period:
=
n Consumptio Average Daily
Materials Raw of Stock Average
=
365 / 000 , 60 , 3 . Rs
2 / ) 000 , 20 , 1 000 , 80 . Rs ( +
= days 38 . 101
3 . 986 . Rs
) 000 , 00 , 1 . Rs (
=
Material Consumed = Opening Stock + Purchases Closing Stock
= Rs. 80,000 + 4,00,000-1,20,000
= Rs. 3,60,000
(ii) Conversion or Processing Period
Cost Factory Average Daily
progress in Work of Stock Average
=
365 / 000 , 20 , 5 . Rs
2 / ) 000 , 60 000 , 20 . Rs ( +
= days 07 . 28
65 . 424 , 1 . Rs
) 000 , 40 . Rs (
=
Factory Cost: Rs.
95
Financial Management
and Decisions
Opening Work-Progress 20,000
Material Consumed (as above) 3,60,000
Wages and Mfg. Expenses 2,00,000
5,80,000
Less: Closing Work-in-Progress 60,000
5,20,000
(iii) Finished Goods Storage Period
Sold Goods of Cost Average Daily
Good Finished of Stock Average
=
365 / 000 , 60 , 5 . Rs
2 / ) 000 , 20 000 , 60 . Rs ( +
= days 07 . 26
25 . 534 , 1 . Rs
) 000 , 40 . Rs (
=
Cost of Goods sold Rs.
Opening Stock of Finished Goods 60,000
Factory Cost (as above) 5,20,200
5,80,000
Less: Closing Stock of Finished Goods 20,000
5,60,000
(iii) Debtors Collection period
=
Sales Average Daily
Debtors Average
=
365 / 000 , 00 , 10 . Rs
2 / ) 000 , 40 000 , 40 . Rs ( +
= days 6 . 14
7 . 739 , 2 . Rs
) 000 , 40 . Rs (
=
Computation of Working Capital Required
1. Operating Cycle Period = M+W+F+D-C
= 101.38 +28.07+26.07+14.60-60
= 110.12 or 110 days
2. Total Cost of Sales Rs
Cost of Goods Sold 5,60,000
Distribution and other Expenses 40,000
6,00,000
3. Cash Working Capital = CS
N
OC
C +
= 822 , 80 , 1 . Rs 000 , 00 , 6 . Rs
365
110
O = +
Example 4.5: Mr. Krishan wishes to commence a new trading business and gives the
following information:
The total estimated sales in a year will be Rs. 12,00,000. 96
Working Capital
Decisions
His expenses are estimated as fixed expenses of Rs. 2,000 per month plus variable
expenses equal to five percent of this turnover.
He expects to fix a sale price for each product which will be 25 percent in excess of
his cost of purchase.
He expects to turnover his stock four times in a year.
The sales and purchases will be evenly spread throughout the year. All sales will be
for cash and purchases on credit, but he expects one months credit for purchases.
He keeps cash in hand to meet one months expenses.
Calculate: (a) His estimated profit for the year;
(b) His average working capital requirements.
Solution:
(a)
Estimated Profit of Mr. Krishan for the year
Sales Rs.
Less: Gross Profit
125
25
000 , 00 , 12
Cost of Goods Sold
Gross Profit (as above)
Less: Expenses:
Fixed ( ) 12 2000
Variable
100
5
000 , 00 , 12
24,000
60,000
12,00,000
2,40,000
9,60,000
2,40,000
84,000
1,56,000
(b) Statement of Average Working Capital Requirements
(A) Current Assets: Rs.
(i) Stock
(ii) Turnover of Stock is 4 times
(iii) Stock Turnover =
t cos at stock Average
Sold Goods of Cost
Or 4 =
Stock Average
000 , 60 , 9 . Rs
So Average Stock = 000 , 40 , 2 . Rs
4
000 , 60 , 9 . Rs
=
(i) Cash
To meet fixed expenses
To meet variable expenses
12
1
100
5
000 , 00 , 12
(ii) Debtors (as all the sales are for cash only)
(B) Current Liabilities
(i) Creditors [1 month/ (12,00,000x1/12)]
(ii) Working Capital Required (A-B)
2,000
5,000
2,40,000
7,000
Nil
2,47,000
1,00,000
1,47,000
Total Purchases = Cost of Goods Sold + Closing Stock
(As it is a new business, there is no opening stock)
= Rs. 9,60,000 + 2,40,000 = Rs. 12,00,000.
97
Financial Management
and Decisions
Example 4.6: Manekchand Ltd. Plans to sell 30,000 units next year. The expected
cost of goods sold is as follows:
Rs. (Per units)
Raw Material 100
Manufacturing Expenses 30
Selling Administration And Finance Expanses 20
Selling Price 200
The duration of various stages of the operating cycle is expected to be as follows:
Raw Material Stage 2 month
Work in Progress 1 month
Fished Goods Stage month
Debtors Stage 1 months
Assuming the monthly sales level of 2,500 units; estimate the gross working capital
requirements if the desired cash balance is 5 % of the gross working capital
requirement.
Solution:
Statement of Gross Working Capital Requirements
Current Assets: Rs. Rs.
(i) Raw Material (2 months)
(Rs. 2,5001002)
(ii) Work in progress (1 month)
Raw material (Rs. 2,5001001)
Mfg. Expenses (Rs. 2,500301)
(iii) Finished good (1/2 months)
Raw Material (Rs. 2,5001005)
Mfg. Expenses (Rs. 2,50030.5)
(iv) Debtors (1 month)
(Rs. 2,5001501)
(v) Cash
(5% of gross working capital i.e., 13,62,5005/95)
Gross Working Capital Required
`
2,50,000
75,500
1,25,000
37,500
5,00,000
3,25,000
1,62,500
3,50,000
13,62,500
71,711
14,34,211
Working Notes:
1. Selling administration and finance expenses are not included in the value of
closing stock of finished goods but added in the cost of sales for valuing
debtors.
2. It is assumed that degree of completion of work-in-progress is 100% as regards
materials, labour and overhead and as such material and manufacturing
expenses for the full period are included in the cost of work-in-progress.
3. It is assumed that all sales are credit sales.
4. Profit has not been treated as source of working capital hence fully ignored.
& Check Your Progress 3
98
Working Capital
Decisions
1) From the following particulars, calculate working capital adding 10% per
annum for contingencies.
(a) Average amount backed up for stocks:
Stock of finished products
Stock of materials and stores
1,000
1,600
(b) Average credit given:
Home market 6 weeks credit
Foreign market 1.5 weeks credit
62,400
15,600
(c) Payment in Advance:
Sales promotion expenses
(Paid quarterly in advance)
1,600
(d) Lag in payment of wages and other expenses:
Wages
Materials and Stores
Office Salaries
Rent
Other expenses
1.5 weeks
1.5 months
0.5 months
6 months
1.5 months
52,000
9,6000
12,480
2,000
9,600
2) M/s. ABC Limited have approached their bankers for their working capital
requirements, who have agreed to sanction the same by retaining the margin as
under.
Raw Material 20% Finished Goods 25%
Stock-in-process 30% Debtors 10%
From the following projections for 2004-2005, you are required to work out:
(i) The working capital required by the company and
(ii) The working capital limits likely to be approved by bankers Estimates for
2004-2005.
Annual Sales: Rs.
Cost Production (including depreciation of Rs. 1,20,000 14,40,000
Raw Material Purchases 12,00,000
Monthly Expenditures 7,05,000
Anticipated Opening Stock of Raw Materials 25,000
Anticipated Closing Stock of Raw Materials 1,40,000
Inventory norms:
Raw Materials 2 months
Work in progress 15 days
Finished Goods 1 months
The company enjoys a credit of 15 days on its purchase and allows one-month
credit to its debtors. On sales orders the company has received an advance of
Rs. 15,000.
You may assume that production is carried out evenly throughout the year and
minimum cash balance desired to be maintained is Rs.10,000.
3) Bharat Company Ltd. sells goods in the home market only and earns a gross
profit of 25 % on sales. For the year ending 31
st
Dec; 2005, the following
figures are available.
Rs.
Material used 1,12,500
Wages paid 90,000
99
Financial Management
and Decisions
Manufacturing expenses (including depreciation 1,35,000
Administrative expenses 30,000
Depreciation 15,000
Sales promotion expenses 15,000
Income Tax payable in four installments which falls in the next
financial year
37,500
Sales 4,50,000
Other particulars are
1. Suppliers of materials provide two months credit;
2. Wages are paid half month in arrear;
3. Manufacturing and administrative expenses are all cash expenses and are
paid one month in arrear;
4. Sales promotion expenses are paid quarterly in advance;
5. Sales are made at one months credit;
6. Company wishes to keep one month stock of raw materials and also of
finished goods;
7. The Company believes in keeping Rs. 25,000 available with it including the
overdraft limit of Rs. 12,500 not yet utilised by the Company.
You are required to ascertain the requirements of working capital for the year
2005.
4) A Performa cost sheet of a Company provides the following particulars:
Element of Cost Amount per unit
Rs.
Raw Materials 80
Direct Labour 30
Overhead 60
Total Cost 170
Profit 30
Selling Price 200
The following further particulars are available:
Raw materials are on stock for one month on an average. Materials are in
process of half month on an average. Finished goods are in stock for one month
on an average. Credit allowed by suppliers is one month. Credit allowed to
debtors is two months. Lag in payment of wages is 2 weeks. Lag in payment of
overhead expenses is one month. 25% of output is sold for cash. Cash in hand
and at bank is expected to be Rs. 30,000.
You are required to prepare a statement showing the working capital needed to
finance a level of activity of 1,04,000 units of production. You may assume that
production is carried on evenly throughout the year. Wages and overhead accrue
similarly and a time period of 4 weeks and 52 weeks is equivalent to a month
and a year respectively.
4.8 SUMMARY
Financial decisions are based on certain considerations the main being the cash flows,
cost and liquidity. Short-term financial decisions or working capital decisions are
100
Working Capital
Decisions
different with regard to quantum and frequency of cash flows. There are two concepts
of working capital:
(i) Gross Working Capital
(ii) Net Working Capital.
The main characteristic of the current asset is that they change their form within one
operating cycle. Working capital requirement is influenced by a variety of factors, the
main among them is nature and size of business. There are various methods of
calculating working capital requirement. In some the base figures are obtained from
financial statements.
4.9 SELF-ASSESSMENT QUESTIONS/EXERCISES
1. Explain the concept of working capital. Are gross and net concepts of working
capital exclusive? Discuss.
2. What is the importance of working capital for a manufacturing firm? What will
be the repercussions if a firm has (a) paucity of working capital (b) excess
working capital?
3. What is the concept of working capital cycle? What is meant by cash
conversion cycle? Why are these concepts important in working capital
management? Give an example to illustrate your point.
4. Briefly explain factors that determine the working capital needs of a firm.
5. How is working capital affected by (a) Sales, (b) Technology and Production
Policy, and (c) Inflation? Explain.
6. Define working capital management. Why is it important to study the
management of working capital as a separate area in financial management?
7. Do you recommend that a firm should finance its current assets entirely with
short term financing? Explain your answer.
8. What methods do you suggest for estimating working capital needs? Illustrate
your answer.
9. Explain the difference between Gross and Net Working Capital.
10. What is the operating cycle concept of working capital?
11. State the difference between fixed and variable working capital.
12. How is working capital affected by the nature of business?
13. Why is excess working capital dangerous?
14. Explain the concept of working capital. What are the constituents of working
capital of a company?
15. What is operating cycle concepts or working capital? How will you determine
the amount of working capital under this method? Explain with examples?
16. Inadequate working capital is disastrous whereas redundant working capital is
a criminal waste. Critically examine this statement.
17. What is the concept of Working Capital? What factors determine the needs of
working capital and how is it measured?
101
Financial Management
and Decisions
18. What is meant by working capital forecasting? Briefly explain the techniques
used in making such forecasts.
19. Write short notes on the following:
(i) Operating Cycle of Working Capital
(ii) Types of Working Capital.
Practical Questions
1. The following data has been taken from the financial records of Meenakshi
Company Ltd.
Raw Material Rs. 40 per units
Direct Labour Rs. 20 per unit
Overheads Rs. 5,40,000 (Total)
The following additional information is also available:
1. The management of the company is planning to manufacture 1,00,000 units in
the coming year. The selling price per unit will be Rs. 125. There is perfect
harmony between output and sales of the Company, which is maintained
throughout the year.
2. The average storage period is 40 days for raw material and 30 days for
finished goods.
3. The company sells goods to its customer on 30 days credit and purchase raw
material on 60 days credit from its suppliers.
4. The duration of the production cycle in the Company is 20 days and the
needed raw material is issued to the production at the beginning of each
production cycle.
5. 20% of the average working capital is kept as extra cash for contingencies.
Assume 360 working days in the operating period, work out an estimate of the
total requirements of working capital for the Company using Operating Cycle
Method.
2. From the following data, compute the duration of the operating cycle and
working capital requirements for each of the two years:
Average Stocks: Year 1 (Rs.) Year 2 (Rs.)
Raw Material 20,000 27,000
Work-in-progress 14,000 18,000
Finished Goods 21,000 24,000
Purchase 96,000 1,35,000
Cost of Goods Sold 1,40,000 1,80,000
Sales 1,60,000 2,00,000
Debtors 32,000 50,000
Creditors 16,000 18,000
Assume 360 days per year for computational purposes.
Forecasting Net Current Assets Methods
3. From the following information, you are required to estimate the working
capital requirements of Mahesh Ltd.
Raw Material Cost 0.75 per units
Overheads Rs. 15,000 per annum
Labour 581/2 p. per unit
102
Working Capital
Decisions
Output and Sales 10,000 units per month
Selling Price Rs. 5.00 per unit
Buffer Stocks to be carried
Raw Materials 2 weeks production
Finished Goods 3 weeks supply
The debtors on an average take 2.25 months credit. Raw Material is received in
uniform deliveries daily and suppliers have to be paid at the end of the month
when goods are received. Other creditors for overheads allow on an average
1 months credit. Calculate the working capital required for February in the
form, for presentation to the Board. For this purpose, you may assume that a
month is a four-week period.
4. The Board of Directors of ABC Engineering Company Ltd. requests you to
prepare a statement showing the working capital requirements forecast for an
expected level of production of 22,000 tonnes. The following information is
available for your computation.
Raw Material to remain in stock on an average 4 weeks
Processing Material in process 2 weeks
Permanent Material in process 200 tonnes
Finished Goods in Stock 6 weeks
Credit allowed to Customers 8 weeks
Expected ratio of material to sale price 72%
Wages and Overheads 22%
Selling Price per ton Rs. 3,000
5. Prepare a working capital forecast from the given below information:
Issued Share Capital Rs. 4,00,000
6% Debentures Rs. 1,50,000
Fixed Assets Rs. 3,00,000
Production during the previous year is 1-lac units. The same level of activity is
intended to be maintained during the year. The expected ratios of cost to selling
prices are:
Raw materials 50% Direct Wages 10% Overheads 25%. The inventory holding
norms are as under:
Raw Material 2 months Consumption
Stock-in-process 2 months cost of production
Finished Goods 4 months cost of sales
Besides sundry Creditors and Sundry Debtors are equivalent to 3 months
purchases and 3 months sales respectively. Selling price is Rs. 6 per unit. Both
production and sales are in regular cycle and wages and overhead accrue
evenly.
6. The Board of Directors of Nanak Engineering Company Private Limited
requests you to prepare a statement showing the working capital requirements
forecast for a level of activity of 1,56,000 units of production. The following
information is available for your calculation:
Raw Material 90
Direct Labour 40
103
Financial Management
and Decisions
Overheads 75
205
Profits 60
Selling Price 265
1) Raw Materials are in stock on an average for one month;
2) Materials are in process on an average two weeks;
3) Finished goods are in stock on an average one-month;
4) Credit allowed by suppliers one month;
5) Time lag in payment from debtors two months;
6) Lag in payment of wages is 1 weeks; and
7) Lag in payment of overheads is one month
20% of the output is sold against cash. Cash in hand and at bank is expected to
be Rs. 60,000. It is to be assumed that production is carried on evenly
throughout the year, wages and overheads accrue similarly and time period of 4
weeks is equivalent to a month and 52 weeks a year.
7. The following data is available from the cost sheet of a Company.
Cost per unit
Raw Material 50
Direct Labour 20
Overhead (including depreciation of Rs. 10) 40
Total Cost 110
Profit 20
Selling Price 130
Additional information:
Average raw material in stock is for one month. Average material in progress is
for half month. Credit allowed by suppliers is one month, credit allowed to
debtors is one month. Average time lag in payment of wages: 10 days; average
time lag in payment of overheads 30 days. 25% of the sales are on cash basis.
Cash balance expected to be Rs. 1,00,000. Finished goods lie in the warehouse
for one month.
You are required to prepare a statement showing the working capital needed to
finance a level of the activity of 50,000 units of output. Production is carried out
evenly throughout the year and wages and overheads accrue similarly. State
your assumptions if any, clearly.
4.10 SOLUTIONS / ANSWERS
Check Your Progress 1
Solution 1
Computation of Operating Cycle
1. Operating Period Days
(i) Raw Material Storage Period 30
(ii) Finished Stock Storage Period 15
(iii) Processing or Conversion Period 30
(iv) Debtors Collection Period 60
135
Less: Creditors Payment Period 40
95
2. Number of Operating Cycle per year 365/95 = 3.842
3. Total Operating Expenses Rs.
Raw Material (1,00,00010) 10,00,000
104
Working Capital
Decisions
Labour (1,00,0004) 4,00,000
Overheads (1,00,0004) 4,00,000
4. Working Capital =
Cycles Operating of . No
Expenses Operating Total
=
95 / 365 or 842 . 3
000 , 00 , 18 . Rs
Add: 1/3 for Contingencies 4,68,493
1,56,164
Total Working Capital Required 6,24,657
Alternatively
CS
N
OC
C WC + =
= 493 , 68 , 4 000 , 00 , 18
365
95
0 = +
Add: 1/3 for Contingencies = 1,56,164
6,24,657
Solution 2:
Computation of Operating Cycle Period
1. Material Storage Period
=
n Consumptio Average Daily
Material Raw of Stock Average
= days 27
48 . 205 , 1
000 , 32
365 / 000 , 40 , 4 . Rs
000 , 32 . Rs
= =
2. Conversion Period
Cost oduction Pr Average Daily
progress in work of Stock Average
days 13
73 . 739 , 2
000 , 35
365 / 000 , 00 , 10 . Rs
000 , 35 . Rs
= =
3. Finished Goods Storage Period
Sales of Cost Average Daily
Goods Finished of Stock Average
days 9
7 . 876 , 2
000 , 26
365 / 000 , 50 , 10 . Rs
000 , 26 . Rs
= =
4. Debtors Collection Period:
=
day per Sales
Debtors Average
= days 11
56 . 383 , 4
000 , 48
365 / 000 , 00 , 16 . Rs
000 , , 48 . Rs
= =
105
Financial Management
and Decisions
1. Operating Cycle Period Days
(i) Material Storage Period 27
(ii) Conversion Period 13
(iii) Finished Goods Storage Period 9
(iv) Debtors Collection Period
11/60
Less: Creditors Payment Period
16/44
2. Number of Operating Cycle Per year 365/44 8.3
3. Total Operating Expenses Rs. 10,50,000
4. Working Capital Required =
Year a in Cycles Operating of . No
Expenses Operating Total
=
3 . 8 . Rs
000 , 50 , 10 . Rs
= Rs. 1,26,506
Alternatively
575 , 26 , 1 . Rs
000 , 50 , 10 . Rs
365
44
0
CS
N
OC
C WC
=
+ =
+ =
Note: A little difference between the two methods is due to approximation.
Check Your Progress 2
Solution 1:
Statement Showing Working Capital Requirements
(A) Current Assets: Rs. Rs.
(i) Stock of Raw Materials (4 weeks):
(ii) Work in process (2 weeks):
Raw Materials (Rs.8002)
Labour (Rs. 2001)
Overheads (Rs.6001)
(iii) Stock of finished Goods (6 weeks):
Raw Materials (Rs.8006)
Labour (Rs 2006)
Overheads (Rs.6006)
1,600
200
600
4,800
1,200
3,600
3,200
2,400
9,600
(iv) Debtors (8weeks):
Raw Materials (Rs.8008)
Labour (Rs.2008)
Overheads (Rs.6008)
(v) Cash as per estimate
(B) Less: Current Liabilities:
(i) Creditors (4 Weeks)
(ii) Lag in payment of wages (1
1/2
Weeks):
Labour (Rs.2001
1/2
)
Working Capital Required (A-B)
6,400
1,600
4,800
3,200
300
12,800
7,300
35,300
3,500
31,800
Working Notes:
(1) Weekly amount of each element of costs calculated as follows:
Total Sales for of the year = 5,200Rs.20 = Rs.1,04,000
(i) Raw Material = 800 . Rs
20 52
000 , 04 , 1
=
106
Working Capital
Decisions (ii) Direct Labour = 200 . Rs
20 52
2 000 , 04 , 1
=
(iii) Overhead = 600 . Rs
20 52
6 000 , 04 , 1
=
Alternative Method
Annual Production = 5,200 units
Weekly production = 5,200/52 = 100 units
Material = 100 Rs.8 = Rs.800
Labour = 100Rs.2 = Rs.200
Overhead = 100Rs.6 = Rs.600
(2) Debtors are calculated at cash cost of sales.
(3) It has been assumed that material is issued at the commencement in each
production cycle, but labour and overheads are incurred in the process of
production. Therefore, half of the amount (one week) is invested in the
process.
(4) Profit may be or may not be a source of working capital. Payment of Income
Tax and Dividend are adjusted in these profits, therefore, profits have not
been considered.
Solution 2
Computation of Net Working Capital
(A) Current Assets Rs. Rs.
(i) Stock of raw Materials (6 weeks)
(Rs. 52,0002006/52)
(ii) Work-in-progress (2 weeks)
Raw Materials (Rs.52, 000 2002/52)
Direct Labour (Rs.52,0001001/52)
Overheads (Rs.52, 0002501/52)
(iii) Stock of Finished Goods (4 weeks)
(52,0008004/52)
(iv) Debtors (6 weeks)
(52,0008006/52)
(v) Cash at Bank
4,00,000
1,00,000
2,50,000
12,00,000
7,50,000
22,00,000
48,00,000
75,000
90,25,000
(B) Current Liabilities
(ii) Creditors (4 Weeks)
(iii) (52,000 400 4/52)
8,00,000
(c) Net Working Capital (A-B) 82,25,000
Working Notes:
(i) Debtors are taken at selling price as the amount of net working capital is to be
calculated. If working capital requirements are to be calculated, then debtors
should be taken at cash cost.
(ii) It is assumed that there is no time lag in payment of overheads.
Check Your Progress 3
Solution 1
Computation of Working Capital Requirements
(A) Current Assets Rs. Rs.
107
Financial Management
and Decisions
(i) Stock of Material and Stores
(ii) Stock of finished Goods
(iii) Books Debts (a) Home (62,4006/52)
(b) Foreign (15,6001.5/52)
(iv) Advance Payment (1,6003/12)
(B) Current Liabilities
(i) Creditors for Stores and Materials
(9,6001.5/12)
(ii) Outstanding expenses:
Wages (52,0001.5/52)
Office Salaries (12,480.5/12)
Rent (2,0006/12)
Other Expenses (9,6001.5/12)
Net Working Capital (A-B)
Add: 10% Contingency Allowance
Average amount of working Capital required
7,200
450
1,500
520
1,000
1,200
5,420
5,230
523
5,753
Working notes:
(i) For calculation purposes, 52 weeks or 12 months in a year are assumed.
(ii) In the absence of cash cost of current assets, the actual working capital will differ
from that of amount computed above.
Solution 2
(i) Statement Showing Working Capital Requirements
(A) Current Assets Rs. Rs.
(i) Cash Balance
(ii) Stock of Raw Materials (2 months)
(Rs. 7,20,0002/12)
(iii) Stock of Work-in-progress (15 days)
(Rs. 10,80,000.5/12)
(iv) Stock of Finished Goods (1months)
(Rs. 10,80,0001/12)
(v) Debtors (1 month)
(Rs. 10,80,0001/12)
(vi) Monthly Expenditure
(B) Current Liabilities
(i) Creditors (15 days)
(Rs. 7,05,000.5/12)
(ii) Advance received from Debtors
Net Working Capital Required (A) (B)
29,375
15,000
10,000
1,20,000
45,000
90,000
90,000
25,000
3,80,000
44,375
3,35,625
(ii) Working capital limits likely to be approved by bankers.
Particulars Required by Co.
(Rs.)
Margin
(Rs.)
Allowed by
bankers (Rs)
A. Raw Materials 1,20,000 20% = 24,000 96,000
B. Work-in-Progress 45,000 30% = 13,500 31,500
108
Working Capital
Decisions
C. Finished Goods 90,000 25% = 22,500 67,500
D. Debtors 90,000 10% = 9,000 81,000
E. Expenses 25,000 NIL
Working Capital Likely to be approved by Bankers. 2,76,000
Working Notes:
Rs.
A Calculation of raw material consumed:
Opening Stock of Raw Material
Add: Purchases
Less: Closing Stock of Raw Material
Annual Consumption
1,40,000
7,05,000
8,45,000
1,25,000
7,20,000
B Cash cost of annual production
Cost of production as given
Less: Depreciation
Rs.
12,00,000
1,20,000
10,80,000
(iii) It is assumed that there is neither opening stock of finished goods nor closing
stock. Hence, cost of sales is taken to Rs. 10,80,000 after deducting
depreciation.
Solution 3
A Current Assets Rs.
(i) Debtors (cash cost of goods sold i.e. (3,67,5002/12) 30,625
(ii) Prepayments: Sales Promotion Expenses (15,0003/12) 3,750
(iii) Stock of Raw Materials (Rs. 1,12,5001/12) 9,375
(iv) Stock of finished good (Rs. 3,22.50012) 26,875
(V) Cash in hand 25,000
Total 956,25
B Current Liabilities
(i) Sundry Creditors (Rs. 1,12,5002/12) 18,750
(ii) Outstanding Expenses:
(a) Wages (Rs. 90,0005/12) 3,750
(b) Mfg. Expenses (Rs. 1,20,0001/12) 10,000
(c) Administration Expenses (Rs. 30,0001/12) 2,500
(iii) Bank Overdraft 12,500
Total 47,500
C Net Working capital Required (A-B) 48,125
Working Notes:
(i) Cash Cost of Production and Total Cost is Calculated as under:
Rs.
Sales 4,50,000
Less: Gross Profit @ 25% on sales 1,12,500
3,37,500
Less: Depreciation 15,000
109
110
Financial Management
and Decisions
Cash Production Cost 3,22,000
Add: Administration Expenses 30,000
Sales Promotion Expenses 15,000
Total Cash Cost 3,67,500
Or
Material Consumed 1,12,500
Wages Paid 90,000
Cash Mfg. Expenses 1,20,000
Cash Production Cost 3,22,500
Add: Administration Expenses 30,000
Sales Promotion Expenses 15,000
Total Cash Cot 3,67,500
(ii) Debtors have been calculated at cash cost.
(iii) Income tax has been ignored because profits are not treated as source of working
capital, while income tax is paid out of profits.
Solution 4
Computation of Working Capital Requirement
A Current Assets: Rs.
(i) Stock of Materials (1 months)
(1,04,000804/52)
6,40,000
(ii) Work-in-progress (1/2 months)
Materials Cost (1,04,000802/52)
Labour Cost (1,04,000301/52)
Overheads (1,04,000601/52)
3,20,000
60,000
1,20,000
(iii) Finished Goods (1 months)
Material Cost (1,04,000804/52)
Labour Cost (1,04,000304/52)
Overheads (1,04,000604/52)
6,40,000
2,40,000
4,80,000
(iv) Debtors (2 months)
(78,000708/52)
20,40,000
30,000
(v) Cash Balance 45,70,000
B Current Liabilities
(i) Creditors for Material (1 months)
(1,04,000804/52)
6,40,000
(ii) Outstanding Expenses
(a) Overheads (1 months) (1,04,000604/52)
(b) Wages (2 weeks) (1,04,000302/52)
4,80,000
1,20,000
12,40,000
C Estimated Requirements of Working Capital (A-B) 33,30,000
Working Notes:
(ii) 25% of production i.e 26,000 units are sold for cash. Hence credit sales are
78,000 units. The cash cost of debtors is calculated on these units.
(iii) It is assumed that full material is issued in the beginning and labour and
overhead accrue evenly. Therefore, their 50% (one week) amount is included
in WIP.
(iv) Profit on cash as well as on credit sales may or may not be the source of
working capital. Income tax and dividends paid are to be adjusted from these
profits. Hence, profits are ignored.
(v) All the overheads are assumed to be variable. Working capital will be
reduced by the amount of depreciation. In absence of these data, estimates
cannot be accurate.
(vi) It is assumed that stock of raw material and finished goods is maintained on
the basis of goods produced.
Cash and Treasury
Management
UNIT 1 CASH AND TREASURY
MANAGEMENT
Structure Page Nos.
1.0 Introduction 5
1.1 Objectives 5
1.2 Facets of Cash Management 6
1.2.1 Motives for Holding Cash
1.2.2 Cash Planning
1.2.3 Determining Optimum Cash Balance
1.3 Methods of Cash Flow Budgeting 12
1.4 Investing Surplus Cash 13
1.5 Cash Collection and Disbursements 14
1.6 Treasury Management 14
1.6.1 Treasury Risk Management
1.6.2 Functions of the Treasury Department
1.7 Summary 18
1.8 Self-Assessment Questions/Exercises 18
1.9 Solutions/Answers 24
1.0 INTRODUCTION
Cash is an important current asset for the operations of business. Cash is the basic
input that keeps business running continuously and smoothly. Too much cash and too
little cash will have a negative impact on the overall profitability of the firm as too
much cash would mean cash remaining idle and too less cash would hamper the
smooth running of the operations of the firm. Therefore, there is need for the proper
management of cash to ensure high levels of profitability. Cash is money, which can
be used by the firm without any external restrictions. The term cash includes notes
and coins, cheques held by the firm, and balances in their (the firms) bank accounts.
It is a usual practice to include near cash items such as marketable securities and bank
term deposits in cash. The basic characteristics of near cash items is that, they can be
quickly and easily converted into cash without any transaction cost or negligible
transaction cost.
In the recent years we have witnessed an increasing volatility in interest rates and
exchange rates which calls for specialised skills known as Treasury Management.
Recent years have also witnessed an expanding economy due to which there is an
increased demand of funds from the industry.
1.1 OBJECTIVES
After going through this unit, you should be able to:
understand the motives for holding cash;
prepare cash budget;
understand how surplus cash is invested;
understand how to reduce collection float, and
understand the role and function of treasury management.
1.2 FACETS OF CASH MANAGEMENT
5
Working Capital
Management
Cash management is concerned with the management of:
Cash inflows and outflows of the firm
Cash flows within the firm
Cash balances (financing deficit and investing surplus).
The process of cash management can be represented by the cash management cycle
as shown in Figure 1.1.
Business
operations
Information
and control
Cash
Collections
Deficit
Surplus
Borrow
Invest
Figure 1.1: Cash Management Cycle
Sales generate cash which is used to pay for operating activities. The surplus cash
has to be invested while deficit has to be borrowed. Cash management seeks to
accomplish this cycle at minimum cost. At the same time it also seeks to achieve
liquidity and control. Cash management assumes more importance than other current
assets because cash is the least productive asset that a firm holds; it is significant
because it is used to pay the firms financial obligations. The main problem of cash
management arises due to the difference in timing of cash inflows and outflows. In
order to reduce this lack of synchronisation between cash receipts and payments the
firm should develop appropriate strategies for cash management, encompassing the
following:
Cash planning: Cash inflows and outflows should be planned. Estimates
regarding cash outflows and inflows for the planning period should be made to
project cash surplus or deficit. Cash budget should be prepared for this
purpose.
Managing cash flows: Cash flows should be managed in such a way, that it,
accelerates cash inflows and delays cash outflows as far as possible.
Optimum cash level: The firm should decide about the optimum cash balance,
which it should maintain. This decision requires a trade of between the cost of
excess cash and the cost of cash deficiency.
Investing surplus cash and financing deficit: Surplus cash should be invested
in short term instruments so as to earn profits as well as maintain liquidity.
Similarly, the firm should also plan in advance regarding the sources to finance
short term cash deficit.
The cash management system design is influenced by the firms products
organisation structure, the market, competition and the culture in which it operates.
Cash management is not a stand-alone function but it requires close coordination,
accurate and timely inputs from various other departments of the organisation.
Cash
payments
6
Cash and Treasury
Management
1.2.1 Motives for Holding Cash
The firms need to hold cash may be attributed to the three motives given below:
The transaction motive
The precautionary motive
The speculative motive.
Transaction Motive: The transaction motive requires a firm to hold cash to conduct
its business in the ordinary course and pay for operating activities like purchases,
wages and salaries, other operating expenses, taxes, dividends, payments for utilities
etc. The basic reason for holding cash is non-synchronisation between cash inflows
and cash outflows. Firms usually do not hold large amounts of cash, instead the cash
is invested in market securities whose maturity corresponds with some anticipated
payments. Transaction motive mainly refers to holding cash to meet anticipated
payments whose timing is not perfectly matched with cash inflows.
Precautionary Motive: The precautionary motive is the need to hold cash to meet
uncertainties and emergencies. The quantum of cash held for precautionary objective
is influenced by the degree of predictability of cash flows. In case cash flows can be
accurately estimated the cash held for precautionary motive would be fairly low.
Another factor which influences the quantum of cash to be maintained for this motive
is, the firms ability to borrow at short notice. Precautionary balances are usually kept
in the form of cash and marketable securities. The cash kept for precautionary motive
does not earn any return, therefore, the firms should invest this cash in highly liquid
and low risk marketable securities in order to earn some returns.
Speculative Motive: The speculative motive refers to holding of cash for investing in
profit making opportunities as and when they arise. These kinds of opportunities are
usually prevalent in businesses where the prices are volatile and sensitive to changes
in the demand and supply conditions.
1.2.2 Cash Planning
Firms require cash to invest in inventory, receivables, fixed assets and to make
payments for operating expenses, in order to increase sales and earnings and ensure
the smooth running of business.
In the absence of proper planning the firm may face two types of situations: i) Cash
deficit, and ii) Cash Surplus. In the former situation the normal working of the firm
may be hampered and in extreme cases this type of situation may lead to liquidation
of the firm. In the latter case the firm having surplus cash may be losing out on
opportunities of earning good returns, as the cash is remaining idle. In order to avoid
these types of conditions the firms should resort to cash planning. Cash planning is a
technique to plan and control the use of cash. It involves anticipating future cash
flows and cash needs of the firm. The main objective of cash planning is to reduce the
possibility of idle cash (which lowers the firms profitability) and cash deficits (which
can cause the firms failure). Cash planning involves developing a projected cash
statement from a forecast of cash inflows and outflows for a given period. These
forecasts are based on present operations or anticipated future operations. The
frequency of cash planning would depend upon the nature and complexity of the
firms operations. Usually large firms prepare daily and weekly forecasts whereas
medium and small firms prepare monthly forecasts.
Cash Forecasting and Budgeting
A cash budget is one of the most significant devices to plan and control cash receipts
and payments. In preparation of a cash budget the following points are considered.
Credit period allowed to debtors and the credit period allowed by creditors to
the firm for goods and services.
7
Working Capital
Management
Payment of dividends, taxes etc., and the month in which such payments are to
be made.
Non-consideration of non-cash transactions (Depreciation). These type of
transactions have no impact on cash flow.
Minimum cash balance required and the amount of credit/overdraft limit
allowed by the banks.
Plan to deal with cash surplus and cash deficit situations.
Debt repayment (time and amount).
Figure 1.2 highlights the cash surplus and cash shortage position over the period of
cash budget for preplanning to take corrective and necessary steps.
00
Cash and Bank +
Balances
0
Figure 1.2: Cash surplus and cash deficit situations
Expected cash and
bank balance with the
mpany co
Bank overdraft limit
J F M A M J J A S O N D
Time
Cash
Deficit
Cash Surplus
1.2.3 Determining Optimum Cash Balance
One of the primary responsibilities of the financial manager is to maintain a sound
liquidity position for the firm so that the dues are settled as and when they mature.
Apart from this the finance manager has to ensure that enough cash is available for
the smooth running of operating activities as well as for paying of interest, dividends
and taxes. In a nut shell there should be availability of cash to meet the firms
obligation as and when they become due. The real dilemma which the finance
manager faces is to decide on the quantum of cash balance to be maintained in such a
way that at any given point of time there is neither cash deficit nor cash surplus. Cash
is a non-earning asset; therefore, cash should be maintained at the minimum level.
The cost of holding cash is the loss of interest/return had that cash been invested
profitably. The cost of surplus cash is the cost of interest/opportunities foregone. The
cost of shortage/deficit of cash is measured by the cost of raising funds to meet the
deficit or in extreme cases the cost of bankruptcy, restructuring and loss of goodwill.
Cash shortage can result in sub-optimal investment decisions and sub-optimal
financing decisions.
The firm should maintain optimum just enough neither too much nor too little cash
balance. There are some models used to calculate the optimum cash balance that a
firm ought to maintain. But the most widely known model is Baumols model. It is
chiefly used when cash flows are predictable.
Optimum Cash Balance: Baumols Model
The Baumol Model (1952) considers cash management problem as similar to
inventory management problem. As such the firm attempts to minimise the total cost,
8
Cash and Treasury
Management
which is the sum of cost of holding cash and the transaction cost (cost of converting
marketable securities to cash). The Baumol model is based on the following
assumptions:
the firm is able to forecast its cash need with certainty,
the opportunity cost of holding cash is known and it does not change over time,
and
the transaction cost is constant.
Let us assume that the firm sells securities and starts with a cash balance of C rupees.
Over a period of time this cash balance decreases steadily and reaches zero. At this
point the firm replenishes its cash balance to C rupees by selling marketable
securities. This pattern continues over a period of time. Since the cash balance
decreases steadily therefore the average cash balance is C/2. This pattern is shown in
Figure 1.3.
Cash Balance
C
O
Time
Average
Cash
Balance
C/2
Figure 1.3: Pattern of Cash Balance: Baumols Model
The firm incurs a holding cost for maintaining a cash balance. It is an opportunity
cost, that is the return foregone on marketable securities. If the opportunity cost is I,
then the firms holding cost for maintaining an average cash balance is as follows:
Holding Cost =I (C/2).
The firm incurs a transaction cost whenever it converts its marketable securities to
cash. Total number of transactions during the year would be the total fund
requirement T divided by the cash balance C i.e., T/C. Since per transaction cost is
assumed to be constant and if per transaction cost is B the total transaction cost would
be B (T/C).
The total cost may be expressed as:
TC =I (C/2) +B (T/C)
Holding
cost
Transaction
cost
where
C = Amount of marketable securities converted into cash per cycle
I = Interest rate earned on marketable securities
T = Projected cash requirement during the period
TC = Total cost or sum of conversion and holding costs.
The value of C which minimises TC may be found from the following equation
I
2bt
* = C
The above equation is derived as follows:
9
Working Capital
Management
Finding the first derivative of total cost function with respect to C.
2
c
bT
2
I
C d
TC d
=
Setting the first derivative equal to zero, we obtain
0
c
bT
2
T
2
=
Solving for C
I
2bt
* C =
One can verify for second derivative condition ensuring C* to be minimized.
Example 1.1: M/s Sunrise Industries estimates its total cash requirement at Rs. 20
million for the next year. The companys opportunity cost fund is 15 per cent per
annum. The company will have to incur Rs. 150 per transaction when it converts its
short term securitites to cash. Determine the optimum cash balance. What is the total
annual cost of the demand for optimum cash balance? How many deposits will have
to be made during the year?
Solution:
C* =
I
2bT
C* =
15 .
) 00 , 000 , 00 , 2 ( ) 150 ( 2
= Rs. 2,00,000
The annual cost will be:
TC =I (C/2) +B
C
T
=0.15
2
00 , 000 , 00 , 2
+ 150
000 , 00 , 2
00 , 000 , 00 , 2
=15,000 +15,000
=Rs. 30,000
In this financial year therefore, the company would have to make 100 conversions.
Short Term Cash Forecasts
The important objectives of short-term cash forecast are:
determining operating cash requirement
anticipating short term financing
managing investment of surplus funds.
The short-term cash forecast helps in determining the cash requirement for a
predetermined period to run a business. In the absence of this information the finance
manager would not be able to decide upon the cash balances to be maintained. In
addition to this the information given earlier would also be required to tie up with the
financing bank in order to meet anticipated cash shortfall as well as to draw strategies
to invest surplus cash in securities with appropriate maturities. Some of the other
purposes of cash forecast are:
planning reduction of short and long term debt
scheduling payments in connection with capital expenditure programmes
planning forward purchase of inventories
taking advantage of cash discounts offered by suppliers, and
guiding credit policy.
10
Cash and Treasury
Management
1.3 METHODS OF CASH FLOW BUDGETING
Cash budget is a detailed budget of income and cash expenditure incorporating both
revenue and capital items. For control purposes the years budget is generally phased
into smaller periods e.g., monthly or quarterly. Since the cash budget is concerned
with liquidity it must reflect changes in opening and closing balances of debtors and
creditors. It should also focus on other cash outflows and inflows. The cash budget
shows cash flows arising from the operational budgets and the profit and asset
structure. A cash budget can be prepared by considering all the expected receipts and
payments for budget period. All the cash inflow and outflow of all functional budgets
including capital expenditure budgets are considered. Accruals and adjustments in
accounts will not affect the cash flow budget. Anticipated cash inflow is added to the
opening balance of cash and all cash payments are deducted from this to arrive at the
closing balance of cash.
Format of Cash Budget
Period : First Quarter of 2005
Months
J an. Feb. March
Particulars
Rs. Rs. Rs.
Balance b/d
Receipts:
Cash Sales
. . .
Cash collected from Debtors . . .
Calls on Shares and Debentures . . .
Sales of Investments . . .
Cash Available (A) . . .
Payments:
Cash Purchases
. . .
Payment to Creditors . . .
Wages and Salaries . . .
Expenses paid . . .
Dividend and Tax paid . . .
Repayment of Loans . . .
Purchase of Fixed Assets . . .
Total Payments (B) . . .
Balance c/d (A-B) . . .
) Check Your Progress 1
1) ABC Co. wishes to arrange overdraft facilities with its bankers during the
period April to J une of a particular year, when it will be manufacturing mostly
for stock. Prepare a Cash-Budget for the above period from the following data,
indicating the extent to which the company would require the facilities of the
bank at the end of each month:
(a)
Month Sales
Rs.
Purchases
Rs.
Wages
Rs.
February 1,80,000 1,24,800 12,000
March 1,92,000 1,44,000 14,000
April 1,08,000 2,43,000 11,000
May 1,74,000 2,46,000 10,000
J une 1,26,000 2,68,000 15,000
11
Working Capital
Management
(b) 50% of the credit sales are realised in the month following sales and
remaining 50% sales in the second month following. Creditors are paid in the
following month of Purchase.
(c) Cash in the Bank on 1st April (estimated) Rs. 25,000.
2) A company is expecting Rs. 25,000 cash in hand on 1st April 2005 and it
requires you to prepare an estimate of cash position during the three months,
April to J une 2005. The following information is supplied to you.
Month Sales
Rs.
Purchase
Rs.
Wages
Rs.
Expenses
Rs.
February 70,000 40,000 8,000 6,000
March 80,000 50,000 8,000 7,000
April 92,000 52,000 9,000 7,000
May 1,00,000 60,000 10,000 8,000
J une 1,20,000 55,000 12,000 9,000
Other Information: (a) Period of credit allowed by suppliers is two months;
(b) 25% of sale is for cash and the period of credit allowed to customers for
credit sale is one month; (c) Delay in payment of wages and expenses one
month; (d) Income tax Rs. 25,000 is to be paid in J une 2005.
3) From the following forecast of income and expenditure prepare a cash Budget
for three months ending 30
th
November. The Bank Balance on 1st September is
Rs. 3,000.
Month Sales
Rs.
Purchase Rs. Wages
Rs.
Factory
Exp.
Expenses
Rs.
J uly 24,000 12,000 1,680 1,170 3,000
August 22,950 12,600 1,740 1,230 3,600
September 23,400 11,550 1,740 1,260 4,200
October 2,000 11,250 170 1,530 4,800
November 28,500 13,200 1,770 1,800 3,900
Other Information : (i) A sales commission @ 5% on sales which is due in the
month following the month in which sales dues are collected is payable in
addition to office expenses; (ii) Fixed Assets worth Rs. 19,500 will be purchased
in September to be paid for in October; (iii) Rs. 5,000 in respect of debenture
interest will be paid in October; (iv) The period of credit allowed to customers is
two months and one months credit is obtained from the suppliers of goods;
(v) Wages are paid on an average fortnightly on 1
st
and 16
th
of each month in
respect of dues for periods ending on the date preceding such days; (vi) Expenses
are paid in the month in which they are due.
1.4 INVESTING SURPLUS CASH
The demand for working capital fluctuates as per the level of production, inventory,
debtors, creditors etc. The working capital requirements is not uniform throughout
the year due to the seasonality of the product being manufactured and business
cycles. Apart from this, the working capital requirement would also depend upon the
demand of the product and demand-supply situation of the raw material. Interplay of
all these variables would determine the need for working capital at any point of time.
In situations where the working capital requirement is reduced, it results in excess
cash. This excess cash may be needed when the demand picks up. The firms may
hold this excess cash as buffer to meet unpredictable financial needs. Since this
excess cash does not earn any return the firms may invest this cash balance in
marketable securities and other investment avenues.
Since this excess cash balance is available only for a short period of time, it should be
invested in highly safe and liquid securities. The three basic features safety,
maturity and marketability should be kept in mind while making investment decisions
12
Cash and Treasury
Management
regarding temporary surplus cash. Here safety implies that the default risk (viz.,
payment of interest and principal amount on maturity) should be minimum. Since the
prices of long-term securities are more sensitive to interest rate changes as compared
to short-term securities the firms should invest in securities of short-term maturity.
Marketability refers to convenience, speed and transaction cost with which a security
or an investment can be converted into cash.
Types of Short Term Investment Opportunities
The following short-term investment opportunities are available to companies in
India to invest their temporary cash surplus.
a) Treasury Bills: Treasury Bills are short-term government securities, they are
sold at a discount to their face value and redeemed at par on maturity. They are
highly liquid instruments and the default risk is negligible.
b) Commercial Papers: Commercial papers are short term, unsecured securities
issued by highly creditworthy and large companies. The maturity of these
instruments ranges from 15 days to one year. These instruments are marketable
hence they are liquid instruments.
c) Certificate of Deposits: Certificate of Deposits are papers issued by banks
acknowledging fixed deposits for a specified period of time, they are negotiable
instruments, this makes them liquid.
d) Bank Deposits: Firms can deposit excess/surplus cash in a bank for a period of
time. The interest rate will depend upon the maturity period. This is also a
liquid instrument in the sense that, in case of premature withdrawal only a part
of interest earned has to be foregone.
e) Inter-corporate Deposit: Companies having surplus cash can deposit its funds
in a sister or associate company or to other companies with high credit
standing.
f) Money Market Mutual Funds: Money market mutual funds invest in short
term marketable securities. These instruments have a minimum lock in period
of 30 days and returns are usually two percent above that of bank deposits with
the same maturity.
1.5 CASH COLLECTION AND DISBURSEMENTS
Once the cash budget has been prepared and appropriate net cash flows established
the finance manager should ensure that there does not exist a significant deviation
between projected and actual cash flows. The finance manager should expedite cash
collection and control cash disbursement. There are two types of floats, which would
require the attention of finance managers.
1) Collection Float: Collection float refers to the gap between the time, payment is
made by the customer/debtor and the time when funds are available for use in the
companys bank account. In simple words it is the amount tied up in cheques and
drafts that have been sent by the customers, but has not yet been converted into cash.
The reasons for this type of collection float are:
The time taken in postal transmission
The time taken to process cheques and drafts by the company, and
The time taken by banks to clear the cheques.
13
Working Capital
Management
To reduce this float companies can use various techniques, which are as follows:
a) Concentration Banking: When the customers of the company are spread over
wide geographical areas then instead of a single collection centre the company
opens collection centres at the regional level. The customers are instructed to
remit payments to their specific regional centres. These regional centres will
open bank accounts with the branches of banks where it has collection
potential. These branches will telegraphically or electronically transfer the
collected amount to the Head Office bank account. This system accelerates
cash inflows.
b) Lock Box System: In this system, the customers are advised to mail their
payments to a post office box hired by the firm for collection purposes near
their area. The payments are collected by local banks who are authorised to do
so. They credit the payments quickly and report the transaction to the head
office.
c) Zero Balance Account: In this type of account any excess cash is used to buy
marketable securities. Excess cash is the balance remaining after the cheques
presented against this account are cleared. In case of shortage of cash
marketable securities are sold to replenish cash.
d) Electronic Fund Transfer: Through electronic fund transfer the collection
float can be completely eliminated the other benefit of electronic fund transfer
is instant updation of accounts and reporting of balances as and when required
without any delay.
2) Payment Float: Cheques issued but not paid by the bank at any particular time is
called payment float. Companies can make use of payment float, by issuing cheques,
even if it means as per books of account an overdraft beyond permissible bank limits.
The company should be very careful in playing this float in view of stringent
provisions regarding the dishonouring of cheques, loss of reputation etc.
1.6 TREASURY MANAGEMENT
Treasury management is defined as the corporate handling of all financial matters,
the generation of external and internal funds for business, the management of
currencies and cash flows and the complex strategies, policies and procedures of
corporate finance.
In todays exceptionally volatile financial markets and complex business
environment, successful companies are directing their efforts aggressively to
strengthen their treasury management strategy and tactics for accelerating cash flow,
ensuring better management of unused cash, enhancing the performance of near cash
assets, optimising their capital structure and financing arrangements, identifying and
managing treasury risks and introducing more efficient and control oriented
processes. The role of the Treasury function is rapidly changing to address these
challenges in an effort to achieve and support corporate goals.
Cash has often been defined as King and it is. However, it is no longer good
enough just to mobilise and concentrate cash and then invest it overnight with pre-tax
returns barely exceeding 5% when the cost of short and longer-term debt is
significantly greater. The entire treasury cycle needs to be evaluated more closely.
Questions such as, how can we harvest our cash resources better, where can we
achieve the most efficient utilisation of our financial resources, and what are our
alternative needs to be answered. Treasures and Chief Financial Officer (CFOs) need
to get closer to the process of the overall treasury cash and asset conversion cycle
(sales/revenue generation/cash flow) to better understand how, when and where cash
will flow and then to take steps to enhance its utilisation.
14
Cash and Treasury
Management
An effective, and efficient treasury management operations predicts, analyses
and resolves the following questions which arise during business operations.
Do and will we have enough cash flow and funds available?
Are our near cash assets effectively utilised?
Should we pay down debt? Take on more debt?
Should we hedge our interest and currency risk exposures?
Where do our risks exist? What is the impact of those risks?
How effective is our risk identification and control processes?
How are these risks being mitigated? Are the methods adopted for mitigating
risk effective?
Do we have enough experienced human resources?
Do we have the right tools and technology?
Are we actively identifying opportunities to unlock value?
Are we implementing effectively and are alternatives properly evaluated?
Are our Financial Risks managed within a reasonable tolerance level?
By optimising the treasury operations and related risk management process, the
companies can reap significant benefits such as:
Improve cash flows, enhance return or reduce interest expense.
Put money on the table.
Reduce excessive and unnecessary costs.
Introduce more effective technologies.
Enhance the utilisation of near cash assets.
Better control and mitigate operational and financial risks.
Streamline banking structure.
Strengthen controls and procedures.
1.6.1 Treasury Risk Management
A few of the main focus areas of treasury operations are as follows:
1) Cash Flow-Receipts and Disbursements: Accelerating the collection of cash
receipts and mobilisation/consolidation of cash, improving effectiveness of
lockboxes; cheque clearing, credit card payments, wire transfer systems, and
electronic commerce initiatives to optimise cash utilisation. Design and operate
effective and control oriented payment and disbursement systems.
2) Bank and Financial Institution Relations: Assess global banking and
financial institutions relationships among themselves as well as with domestic
ones and identify ways to maximize the value of these relationships. Enhance
the value received from banking and financial products and implement more
efficient processes and account structures to strengthen global cash and
treasury risk management. Review capital structure and financing arrangements
to maximise the utilisation of financial resources and minimise their cost.
3) Cash Management Controls: Assess and improve controls to minimise
exposure to fraud and other such risks. This also strengthens and supports
internal control initiatives.
4) Cash Forecasting and Information Reporting: Improve the reliability,
accuracy and timeliness of data from domestic and international cash
forecasting models and processes; and improve the effectives of treasury
information reporting.
15
Working Capital
Management
5) International Cash Management: Optimize global cash and treasury risk
Management by improving Foreign Exchange (FX) management system.
6) FX and Interest Rate Management: Evaluate foreign exchange and interest
rate practices and strategy to identify, measure, manage and monitor these
activities. Also, assess opportunities for improvement.
The two main focus areas of treasury operations are: (i) Fund management, and
(ii) Financial risk management. The former includes cash management and asset-
liability mix. Financial risk management includes forex and interest rate management
apart from managing equity and commodity prices and mitigating risks associated
with them.
1.6.2 Functions of the Treasury Department
The important functions of a treasury department are as follows:
a) Setting up corporate financial objectives
Financial aim and strategies
Financial and treasury policies
Financial and treasury systems.
b) Liquidity Management
Working capital management
Money transmission and collection management
Banking relationships.
c) Funding Management
Funding policies and procedures
Sources of funds (Domestic, International, Private, Public)
Types of fund (Debt, equity, hybrid).
d) Currency Management
Exposure policies and procedures
Exchange dealings including, hedging, swaps, future and options
Exchange regulation.
e) Corporate Finance
Business acquisitions and sales
Project finance and joint ventures.
The main functions of the treasury department can be broadly classified as follows:
a) raising of funds
b) managing interest rate and foreign exchange exposure, and
c) maintenance of liquidity.
Raising of funds in not a regular activity. During normal operations the funds which
have already been raised are used for operations, but when the firm opts for new
projects, or when the firms go for backward and forward integration, additional
amount of funds are required. In these cases the treasury department has to look out
for different sources of funds and decide upon the source. The treasury department
16
Cash and Treasury
Management
will also decide the manner in which funds are to be raised viz., it should be either be
through a public issue or private placement, through debt or equity.
With the growing globalisation of economies all over the world, companies are
increasingly exporting and importing goods and services. This gives rise to the
problem of foreign exchange exposure. For example, company A exports goods
worth Rs.44, 000, as of today which is equivalent to $1000 assuming an exchange
rate of Rs.44 =1$. The payment for this export order will be received after 3
months. During this intervening period if the Indian rupee appreciates in comparison
to dollar by 5% i.e., Rs. 41.80 =1$ the effective receipt after 3 months would be
Rs.41, 800 only. In order to avoid this the company could take a forward cover
through which the unfavourable movement in currency prices are evend out.
The main function of the treasury department is to maintain liquidity. Liquidity here
implies the ability to pay in cash the obligations that are due. Corporate liquidity has
two dimensions viz., the quantitative and qualitative aspects. The qualitative aspects
refer to the ability to meet all present and potential demands on cash in a manner that
minimises costs and maximizes the value of the firm. The quantitative aspect refers to
quantum, structure and utilisation of liquid assets.
Excess liquidity (idle cash) leads to deterioration in profits and decreases managerial
efficiency. It may also lead to dysfunctional behaviour among managers such as
increased speculation, unjustified expansion and extension of credit and liberal
dividend. On the other hand a tight liquidity position leads to constraints in business
operations leading to, reduced rate of return and missing on opportunities. Therefore,
the most important challenge before the treasury department is to ensure the proper
level of cash in a firm.
) Check Your Progress 2
1) Optimising treasury operations results in:
...
..
..
2) The main focus areas of treasury operations are:
a)
b) ....
c) ..... ..
d)
.
3) The main functions of treasury department are:
a)
.
b)
.....
c) ...
..
d) .
.
17
Working Capital
Management
1.7 SUMMARY
In this unit we have discussed the motives for holding cash balances. Further we have
discussed cash deficit /surplus situation and how this can be contained through the
use of various models. Cash planning and forecasting is an important component of
cash management and the principal tool for effective cash management is cash
budget. We have also dealt with, how a firm can invest surplus cash and the type of
instruments that a firm should opt for. We have also examined collection float and
payment float and the ways and means to reduce collection float. In the last section
we have discussed the various functions of the treasury department and how an
effective and efficient treasury department will bring down the financial cost and
mitigate risks.
1.8 SELF-ASSESSMENT
QUESTIONS/EXERCISES
1) How do cash flow problem arise? What steps are suggested to overcome the
problem?
2) What are the reasons for holding cash balance?
3) Explain the Baumol model of cash management.
4) Write a short note on Cash Conversion Cycle.
5) Write short notes on the following:
Lock Box system
Zero Balance Accounts.
6) How is temporary cash surplus managed?
7) What is cash flow budget? What are the methods used in the preparation
of cash flow budget?
8) Treasury management mainly deals with working capital management and
financial risk management. Explain.
9) Prepare the Cash Budget of Fashion Fabrics for the months April 2005 to J uly
2005 (four months) from the details given below:
(i) Estimated Sales: (Rs.)
February 2005 12,00,000
March 2005 12,00,000
April 2005 16,00,000
May 2005 20,00,000
J une 2005 18,00,000
J uly 2005 16,00,000
August 2005 14,00,000
(ii) On an average 20% sales are cash sales. The credit sales are realised in the
third month (i.e., J anuary sales in March).
(iii) Purchases amount to 60% of sales. Purchases made in a month are generally
sold in the third month and payment for purchasing is also made in the third
month.
(iv) Variable expenses (other than sales commission) constitute 10% of sales and
there is a time lag of half a month in these payments.
(v) Commission on sales is paid at 5% of sales value and payment is made in the
third month.
18
Cash and Treasury
Management
(vi) Fixed expenses per month amount to Rs. 75,000 approximately.
(vii) Other items anticipated: Due
Interest payable on deposits 1,60,000 (April, 2002)
Sales of old assets 12,500 (May 2002)
Payments of tax 80,000 (J une, 2002)
Purchase of fixed assets 6,50,000 (J uly 2002)
(viii) Opening cash balance Rs. 1,50,000.
Solved Examples
Example 1: Company Ltd. has given the following particulars. You are required to
prepare a cash budget for three months ending 31
st
December 2005.
(i) Rs.
Months Sales Materials Wages Overheads
August 40000 20400 7600 3800
September 42000 20000 7600 4200
October 46000 19600 8000 4600
November 50000 20000 8400 4800
December 60000 21600 9000 5000
Credit terms are:
(ii) Sales/debtors - 10% Sales are on cash basis. 50% of the credit sales are
collected in the following month and the balance too is collected in the
following months:
Creditors Material 2 months
Wages 1/5 month.
Overheads 1/2 month.
(iii) Cash balance on 1
st
October, 2005 is expected to be Rs. 8000.
(iv) Machinery will be installed in August, 2005 at the cost of Rs. 100,000
The monthly instalment of Rs. 5000 will be payable from October onwards.
(v) Dividend at 10% on preference share capital of Rs.300,000 will be paid on
1
st
December 2005.
(vi) Advance to be received for sale of vehicle Rs. 20,000 in December.
(vii) Income-tax (advance) to be paid in December Rs. 5,000.
Solution:
(i) Cash collected from debtors:
Particulars Aug. Sept. Oct. Nov. Dec.
Cash Sales10% 4,000 4,200 4,600 5,000 6,000
Credit sales 90% 36,000 37,800 41,400 45,000 54,000
Collection debtors
1
st
Month 50% 18,900 20,700 22,500
2
nd
Month 50% 18,000 18,900 20,700
Total 36,900 39,600 43,200
(ii) Since the period of credit allowed by suppliers is two months the payment for
19
Working Capital
Management
a purchase of August will be paid in October and so on.
(iii) 4/5
th
of the wages is paid in the month itself and 1/5
th
will be paid in the next
month and so on.
(iv) 1/2 of the overheads is paid in the month itself and will be paid in the next
month and so on.
XYZ Company Ltd.
Cash budget for three months-October to December 2005
(Rs)
Particulars Oct. Nov. Dec.
Opening cash balance 8000 11780 18360
Receipts
Cash Sales 4600 5000 6000
Collection from debtors 36900 39600 43200
Advance from sale of vehicle - - 20000
Total 49500 56380 87560
Payments
Materials (creditors) 20400 20000 19600
Wages 7920 320 8880
Overheads 4400 4700 4900
Machinery (monthly instalment) 5000 5000 5000
Preference dividend - - 30000
Income-tax advance - - 5000
Total 37,720 38,020 73,380
Closing balance 11,780 18,360 14,180
Example 2: On 30
th
September 2002 the balance sheet of M.Ltd. (retailer) was as
under:
Liabilities Rs. Assets Rs.
Equipment (at cost) 20000 Equity shares of
Rs.10 each fully paid 20000 Less: Depreciation 5000
Reserve 10000 15000
Trade creditors 40000 Stock 20000
Proposed dividend 15000 Trade debtors 15000
Balance at bank 35000
85,000 85,000
The company is developing a system of forward planning and on 1
st
October 2005 it
supplies the following information:
Month Sales Purchases
Credit Cash Credit
September 2005 Actual 15000 14000 40000
October 2005 Budget 18000 5000 23000
November 2005 Budget 20000 6000 27000
December 2005 Budget 25000 8000 26000
All trade debtors are allowed one months credit and are expected to settle promptly.
All trade creditors are paid in the months following delivery. On 1
st
October 2005 all
equipments were replaced at a cost of Rs. 30,000. Rs.14, 000 was allowed in
exchange for the old equipment and a net payment of Rs. 16,000 was made. The
proposed dividend will be paid in December 2005.
The following expenses will be paid: Wages Rs. 3000 per month Administration
Rs. 1500 per monthly rent Rs. 3600 for the year upto 30
th
September 2006 (to be paid
in October 2005). You are required to prepare a cash budget for the months of
October November, and December 2005.
20
Cash and Treasury
Management
Solution:
Cash Budget of M. Ltd. for the quarter ending 31
st
December 2005
(Rs.)
Particular
October November December Total
Opening Balance 35,000 (9,100) (12,600) 35000
Cash receipts
Sales
Cash sales of current
month
5000 6000 8000 19000
Collection of credit
sales of previous month
15000 18000 20000 53000
Cash Payment
Payment to creditors (of
preceding month
purchase)
40000 23000 27000 90000
Payment for new
equipment
16000 - - 16000
Wages 3000 3000 3000 9000
Administration
expenses
1500 1500 1500 4500
Rent 3600 - - 3600
Dividend - - 15000 15000
Total (B) 64100 27500 46500 138100
Closing Balance 9100 12600 31100 31100
Total (A) 55,000 1,49,000 15,400 1,07,000
Example 3: From the following details furnished by a business firm, prepare its Cash
Budget for April 2005:
(i) The sales made and collection obtained conform to the following pattern:
Cash Sales 20%
Credit Sales 40% collected during the month of sales
30% collected during the first month
following the month of sale
25% collected during the second month
following the month of sale
5% become bad debts
(ii) The firm has a policy of buying enough goods each month to maintain its
inventory at 2.5 times the following months budgeted sales.
(iii) The firm is entitled to 2% cash discount on all its purchases if bills are paid
within 15 days and the firm avails of all such discounts.
(iv) Cost of goods sold without considering the cash discount is 50% of the sales
value at normal selling prices. The firm records inventory net of discount.
(v) Other information:
Sales (Rs.)
J anuary 2005 (actual) 1,00,000
February 2005 (actual) 1,20,000
March 2005 (actual) 1,50,000
April 2005 (budgeted) 170,000
May 2005 (budgeted) 1,40,000
(Rs.)
Inventory on 31
st
March 2005 2,25,400
Closing cash balance on 31
st
March,
2005
30,000
21
Working Capital
Management
Gross purchases made in March 2005 1,00,000
(vi) Selling general and administration expenses budgeted for April 2005 amounts
to Rs. 45,000 (includes Rs. 10,000 towards depreciation).
(vii) All transactions take place at an even pace in the firm.
Solution:
Cash Budget for April 2005
Particulars (Rs.)
Opening balance 30,000
Collection from Sales:
Cash Sales (20% of Rs. 1,70,000) 34,000
Collection against Credit Sales
Feb. 2002 Sales (25% of Rs. 96,000) 24,000
March, 2002 Sales (34% of Rs. 1,20,000) 36,000
April, 2002 Sales (40% of Rs. 1,36,000) 54,400
Total 1,78,400
Payments
For purchases:
March 2002 (Rs. 1,00,000 98% 1/2) 49,000
April 2002 (Rs. 29,400 12) 14,700
Selling, general and Admn. Expense excluding depreciation 35,000
Total 98,700
Budget Closing Cash balance 79,700
Working Notes:
Purchase Budget Gross Net
Desired ending inventory 1,75,000 1,71,500
Add Cost of Sales for April 2002 85,000 83,300
Total requirements 2,60,000 2,54,800
Deduct beginning inventory 2,30,000 2,25,400
Purchases to be made in April, 2002 30,000 29,400
Example 4: Prepare a cash budget for the three months ended 30
th
September 2005
based on the following information:
(Rs.)
Cash in bank on 1
st
J uly, 2005 25000
Monthly salaries and wages (estimated) 10000
Interest payable in August 2005 5000
(Rs.)
Estimated June July August September
Cash sales (actual) 1,20,000 140000 152000 121000
Credit sales 100000 80000 140000 120000
Purchases 160000 170000 240000 180000
Other expenses 18000 20000 22000 21000
Credit sales are collected 50% in the month of sale and 50% in the following month.
Collections from credit sales are subject to 10% discount if received in the month of
sale and to 5% if received in the month following. 10% of the purchase are in cash
and balance is paid in next month.
Solution:
Cash Budget for three months-July 2005 to September 2005
July August September
Opening Balance (i) 25,000 57,500 96,500
Receipts
22
Cash and Treasury
Management
Sales: Cash 1,40,000 1,52,000 1,21,000
Credit Current month 36,000 63,000 54,000
Previous month 47,500 38,000 66,500
Total Receipts (ii) 2,23,500 2,53,000 2,41,500
Total Cash (iii) =(i)+(ii) 2,48,500 3,10,500 3,38,000
Payments:
Purchases Cash 17,000 24,000 18,000
Credit (Previous Month) 1,44,000 1,53,000 2,16,000
Other expenses 20,000 22,000 21,000
Interest - 5,000 -
Salaries and Wages 10,000 10,000 10,000
Total Payment (iv) 1,91,000 2,14,000 2,65,000
Closing Balance (iii)-(iv) 57,500 96,500 73,000
1.9 SOLUTIONS/ANSWERS
Check Your Progress 1
1) Cash Balance April Rs. 56,000; O/D required May Rs. 47,000 but
assumed Rs. 50,000, J une Rs. 1,20,000 Total Rs. 1,70,000.
2) Closing Cash Balance: April Rs. 53,000; May Rs. 81,000 and J une
Rs. 91,000.
3) Closing Cash Balance September Rs. 7,200 October Rs. 15,185 (Cr.);
November Rs. 11,653 (Cr.).
23
Receivables
Management
UNIT 2 RECEIVABLES MANAGEMENT
Structure Page Nos.
2.0 Introduction 25
2.1 Objectives 25
2.2 Terms of Payment 25
2.3 Credit Policy Variables 27
2.4 Credit Evaluation 32
2.5 Monitoring Receivables 34
2.6 Factoring 35
2.7 Summary 37
2.8 Self-Assessment Questions 37
2.9 Solutions/Answers 39
2.0 INTRODUCTION
In the previous unit, we have seen how firms determine their needs for current assets
and manage their holdings in cash and marketable securities. In a typical
manufacturing company the debtors to total asset ratio varies from 20 to 25% which is
a considerable investment of funds. The effective management of this asset will have
a significant effect on the profitability of the company. The receivable (debtors) arise
due to credit sales, which is undertaken in order to encourage customers to purchase
goods or services. Accounts receivable use funds, and tying up funds in these
investments has an associated cost which, must be considered along with the benefits
from enhanced sales of goods and services. In this unit we are going to discuss the
various issues involved in management decisions of extending credit (i.e., accounts
receivable).
2.1 OBJECTIVES
After going through this unit, you should be able to:
understand the need for establishing sound credit policy;
understand the various credit policy variables;
understand the credit evaluation process;
understand the techniques of monitoring receivables, and
understand the concept of factoring.
2.2 TERMS OF PAYMENT
Terms of payment vary widely in practice. At one end, if the seller has financial
resources, s/he may extend liberal credit to the buyers, on the other hand the buyer
pays in advance and finances the entire trade cycle. The terms of credit vary for
different industries and are dictated by prevailing trade practices. In general,
businesses operating in monopoly environment will insist on advance/cash payment
whereas business operating in a competitive environment will extend credit to the
buyers. The major terms of payment are listed below:
Cash Terms
When goods are sold on cash terms, the sales consideration (payment) is received
either before goods are sold (advance payment) or when the goods are delivered (cash
on delivery) Cash term generally exist under the following conditions:
25
Working Capital
Management
(a) when goods are made to order
(b) when the buyer is perceived to be less credit worthy
(c) the seller is in strong bargaining position.
Open Account
Credit sales is generally on open account which implies that the seller ships the goods
to the buyer and thereafter sends the bill (invoice).
Consignment
Under this type of terms, the goods are merely shipped to the consignee; they are not
sold to the consignee. The consignee then sell these goods to the third party. One
should note here that the title of the goods is retained by the seller till they are sold by
the consignee to the third party. Sales proceeds are remitted by the consignee to the
seller.
Negotiable Instruments/Hundi
When the goods are sold on credit either through an open account or through
consignment an formal legal evidence of the buyers obligation is not created. In order
to overcome this a more secure agreement usually in the form of a draft is sought. A
draft represents an unconditional order issued by the seller to the buyer asking the
buyer to pay on demand (demand draft) or at some future certain date (time draft) the
amount specified on the draft. The draft is usually accompanied by the shipping
documents that are deliverable to the drawee when he pays or accepts the draft. Time
drafts can be discounted with the bank. The draft performs four useful functions:
(a) it creates an evidence of buyer obligation
(b) it helps in reducing the cost of finance
(c) it provides liquidity to the seller
(d) it is a negotiable instrument.
Letter of Credit
Under the documentary bills the seller faces a lot of risk the risk of non-payment or
non-acceptance of goods. This poses a major risk for the seller. This additional
security under this method comes from the fact that, the letter of credit is issued by the
bank and not by the party to the contract buyer. This instrument guarantees payment
to the seller on fulfilment of certain conditions specified therein. The Letter of Credit
can be defined as an instrument issued by a bank in favour of the seller (known as
beneficiary) whereby the issuing bank undertakes to pay the beneficiary a certain sum
against delivery of specific documents within a stated period of time. There are many
forms of a letter of credit; the most widely used are as follows:
1) Revocable vs. Irrevocable Letter of Credit
2) Confirmed vs. Unconfirmed Letter of Credit
3) Revolving Letter of Credit
4) Transferable Letter of Credit
5) Back to Back Letters of Credit
6) With Recourse vs. Without Recourse Letter of Credit.
2.3 CREDIT POLICY VARIABLES
26
Receivables
Management
Each company should establish its own credit policy depending upon the ground
situation and the environment in which it is operating. The main objective of the
credit policy is to stimulate sales as well as control expenses and bad debts associated
with granting credit. The following are the main components of a credit policy.
1) credit period to be allowed to general customers
2) credit period to be allowed to special customers and the criteria for defining
special customer to be predefined
3) credit rating system
4) cash discount policy or discount policy for pre-payment by debtors
5) collection policy
6) accounting system and management information system (MIS) for scrutiny and
efficient management of debtors
7) policy for dealing with bad and doubtful debts
8) credit insurance cover
9) proper documentation of credit sales.
If we regroup the above components they can be classified under the four dimensions
of a firms credit policy which are as follows:
a) credit standards
b) credit period
c) cash discount
d) collection effort.
Deciding on the credit policy involves a trade off between sales and expenses/losses.
Decreasing credit standards would increase sales but at the same time would lead to
increase in bad debt losses. The same is true for other variables of credit policy also.
Now let us examine the effect of each of these variables on the net profit on the firm.
Credit Standards
This variable deals with the granting of credit. On one extreme all the customers are
granted credit and on the other extreme none of them are granted credit irrespective of
their credit rating, but in todays competitive environment this is not possible. In
general liberal credit standards lead to increased sales accompanied by higher
incidence of bad debts, tying of funds in accounts receivable and increased cost of
credit collection. Stiff or tight credit standards lead to decreased sales, lower incidence
of bad debts, decreased investment in accounts receivable and decreased collection
cost.
The quantitative effect of relaxing the credit standards on profit can be estimated
by the equation 2.1
) 1 . 2 ( t) 1 ]( ) 1 ( [ I k b S V S NP
n
=
where
NP = Change in net profit
S = Increase in sales
V = Ratio of variable cost to sales
b
n
= Bad debt ratio on new sales
T = Tax rate
K = Cost of capital
I = Increase in receivable investment
I = V ACP
360
S
27
Working Capital
Management
360
S
= Average daily change (increase in sales)
ACP = Average collection period
Now let us see how each component of equation 2.1 affects net profit. S (1V)
represents the increase in gross incremental profit, due to relaxed credit standard and
for this purpose gross profit, is defined as Sales-Variable cost. Sb
n
calculates the
bad debts on incremental sales. The first part of the equation [ S (1V) Sb
n
]
(1-t) represents the post tax operating profit arising out of incremental sales and k I
measures the post tax opportunity cost of capital locked in additional investment on
account of relaxed credit standards. The pre tax operating profit is multiplied by (1t)
in order to get past tax operating profit.
Example 2.1: The current sales of M/s ABC is Rs.100 lakhs. By relaxing the credit
standards the firm can generate additional sales of Rs.15 lakhs on which bad debt
losses would be 10 per cent. The variable cost for the firm is, 80% percent average
collection period ACP is 40 days and post tax cost of funds is 10 percent and the tax
rate applicable to the firm is 40 percent. Find out whether the firm should relax credit
standards or not?
Solution:
NP = [ S (1V) S b
n
] (1t) k I
NP = [15 (1.80) 15.1] (1.4) .10
360
15
40.80
= [3 1.5] (.6) .1333
=.9 .1333
=.76671,00,000
=76,667
Since the impact of change in credit standards results in a positive change in net
profits therefore the proposed change should be accepted.
Credit Period
Credit period refers to the length of time provided to the buyer to pay for their
purchases. During this period no interest is charged on the outstanding amount. The
credit period generally varies from 30 to 90 days and in some businesses even a period
of 180 days is allowed. If a firm allows 45 days of credit with no discount for early
payment credit terms are stated as net 45. In case the firm allows discount for early
payment the credit terms are stated as 1.5/15, net 45 implying that if the payment is
made within 15 days a discount of 1.5 percent is allowed else the whole amount is to
be paid within 45 days.
Increasing the credit period results in increased sales but at the same time entails
increased investment in debtors and higher incidence of bad debts. Decreasing the
credit period would have the opposite result. The effect of increasing the credit period
on net profit can be estimated with the help of equation 2.2.
NP = [ S (1V) Sb
n
] (1 t) k I (2.2)
In this case I is calculated as follows:
I = (ACP
n
ACP
0
)
360
S
) ACP ( V
360
50
n
+
(2.2a)
28
Receivables
Management
where I = increase in investments
ACP
n
= new average collection period
ACP
0
= old average collection period
In equation 2.2a the first term represents incremental investments in receivables
associated with existing sales and the second term represents the investment in
receivables arising from incremental sales.
Example 2.2: M/s ABC has an existing sales of Rs.50 lakhs and allows a credit
period of 30 days to its customers. The firms cost of capital is 10 percent and the ratio
of variable cost to sales is 85. The firm is contemplating on increasing the credit
period to 60 days which would result in an increased sales of Rs.5 lakhs. The bad
debts on increased sales are expected to be 8 percent. The tax rate for M/s ABC is 40
percent. Should the firm extend the credit period?
Solution: I = (ACP
n
ACP
0
)
360
) ( ]
360
0 S
ACP V
S
n
[
+
360
5
60 85 .
360
50
) 30 60 ( +
= I
708333 .
360
50
30 + = I
9 . 99 , 874 , 4 500 , 87 , 4 000 , 00 , 1 8749997 . 4 = = = I
[ ]
750 , 27
000 , 00 , 1 ) 48750 . 21 (.
48750 . ) 6 ( ) 35 (.
875000 . 4 ) 6 (. ] 4 . 75 [.
500 , 87 , 4 10 . ) 04 1 ( ] 08 . 5 ) 015 ( 5 [
) 1 ( ) 1 (
=
=
=
=
=
= I k t
n
Sb V S NP
The increase in credit period results in a negative net profit therefore the credit period
should not be extended.
Cash Discount
Cash discount is offered to buyers to induce them to make prompt payment. The credit
terms specify the percentage discount and the period during which it is available.
Liberal cash discount policy imply that either the discount percentage is increased or
the discount period is increase. This leads to enhanced sales, decrease in average
collection period and increase in cost. The effect of this on net profit can be estimate
by the equation 2.3.
) 3 . 2 ( ) 1 ( ] ) 1 ( [ I k t DIS V S NP + =
where I = Savings in receivables investment
DIS = Increase in discount cost
I =
n n
ACP
S
V ACP ACP
S
360
) (
360
0
0
(2.3a)
DIS = P
0 0 0 n 0 n
d S P d ) S S ( + (2.3b)
where Pn = Proportion of discount sales after liberalising the discount terms.
29
Working Capital
Management
S
0
= Sales before liberalising the discount terms
S = Increase in sales
d
n
= New discount percentage
P
0
= Proportion of discount sales before liberalising the discount terms
d
0
= Old discount percentage
Example 2.3: M/s ABCs present credit terms are 1/10 net 30 which they are planning
to change to 2/10 net 30. The present average collection period is 20 days and the
variable cost to sales ratio is 85 and the cost of capital is 10 percent. The proportion
of sales on which customers currently take discount is .5. After relaxation of discount
terms it is expected that the ACP will reduce to 14 days, sales will increase from
Rs.80 lakhs to Rs 85 lakhs and the proportion of discount sales will increase to .8. Tax
rate for the firm is 40% calculate the effect of above changes on net profit.
Solution: I =
n n
ACP
S
ACP ACP
S
360
) (
360
0
0
= 14
360
5
85 . ) 14 20
360
(
80
= 1.1680555 lakhs
DIS = P
n
(S
0
+ S) d
n
P
0
S
0
d
0
= .96 lakhs
NP = I k ) t 1 ( ] DIS ) v 1 ( S +
=[ 1680555 . 1 1 . ) 4 . 1 ( ] 96 . ) 85 . 1 ( 5 +
= . (. 116805555 . ) 6 (. ) 96 75 +
= .126 + .11680555
= .009194 lakhs
Since the increase in net profit is negative the cash discount policy should not be
liberalised.
Collection Effort
The collection policy of a firm is aimed at timely collection of overdue amount and
consist of the following.
1) Monitoring the state of debtors (account receivable)
2) Reminders
3) Personal letters
4) Telephone calls
5) Personal visit of salesman
6) Restriction of credit
7) Use of collection agencies
8) Legal action.
An efficient and rigorous collection program tends to decrease sales, shorten average
collection period, reduce bad debts percentage and increase the collection expenses,
whereas a lax collection program will have just the opposite effect. The effect of
decreasing the collection effort on net profit can be estimated with the equation 2.4.
NP = [ S (1V) BD] (1 t) k I
where BD = increase in bad debt cost
I = increase in investment in receivables
30
Receivables
Management
0 0 0
0
0
) (
360
) (
360
S b S S b BD
V ACP
S
ACP ACP
S
I
n
n n
+ =
+ =
Example 2.4: M/s ABC is considering relaxing its collection efforts. At present its
sales are Rs.40 lakhs, the ACP is 20 days and variable cost to sales ratio is .8 and bad
debts are .05 per cent. Relaxation in collection effort is exected to push sales up by
Rs. 5 lakhs, increase ACP to 40 days and bad debt ratio to 0.06. ABC tax rate is 40
percent. Calculate the effect of relaxing credit effort on net profit.
Solution:
BD = b
n
(S
0
+ S) b0 S0
= .06 (40+5) - .05 40
= 2.7-2
=.7 lakhs
32 . 18 .
) 666667 . 2 ( 12 . ) 6 (. ] 7 . ) 2 (. 5 [
) 1 ( ] ) 1 ( [
6666667 . 2
9
4
9
20
8 . 40
360
5
) 20 40 (
360
40
360
) (
360
0
0
=
=
=
=
+
+ =
+ =
I k t BD V S NP
I
V ACP
S
ACP ACP
S
I
n n
= .14 lakhs
Since the effect on net profit is negative therefore the credit efforts should not be
relaxed.
Check Your Progress 1
1) As a part of the strategy to increase sale and profit, the sales manager of the
company proposes to sell goods to a group of new customers with 10% risk of
non-payment. This group would require one and a half months credit and is
likely to increase sales by Rs. 1,00,000 per annum. Production and selling
expenses amount to 80% of sales and the income tax rate is 50%. The
companys minimum required rate of return (after tax) is 25%. Should the
sales managers proposal be accepted?
2) Manjit Ltd. is examining the question of relaxing its credit policy. It sells at
present 20,000 units at a price of Rs. 100 per unit, the variable cost per unit is
Rs. 88 and average cost per unit at the current sales volume is Rs. 92. All sales
are on credit, the average collection period being 36 days.
A relaxed credit policy is expected to increase sales by 10% and the
average age of receivables to 60 days. Assuming 15% return, should the firm
relax its credit policy? Assume 360 days in a year.
3) A company wants to adopt a stricter collection policy. While going through
its books the following details are revealed:
The enterprise is at present selling 20,000 units on credit at a price of
Rs. 30 each, the variable cost per unit is Rs. 23 while the average cost per unit
31
Working Capital
Management
is Rs. 27. average collection period is 56 days and the collection expenses
amount to Rs. 8,000 and bad debts are 3%.
If the policy of collection is tightened a sum of Rs. 15,000 more will
be required as collection charges. Bad debts down to 1 percent and collection
period will reduce to 40 days. Sales volume is expected to reduce by 400 units.
Advice the company whether it should implement the decision or not. Assume
20% rate of return on investments.
4) The present credit terms of Padmavati Ltd. are 1/10 net 30. Its annual sales are
Rs. 80,00,000, and average collection period is 20 days. Its variable cost and
average table costs to sales are 0.85 and 0.95 respectively and its cost of capital
is 10 per cent. The proportion of sales on which customers currently take
discount is 0.5. The company is considering relaxing its discount terms of 2/10
net 30. Such relaxation is expected to increase sales by Rs. 5,00,000, reduce the
average collection period to 14 days and increase the proportion of discount
sales to 0.8. What will be the effect of relaxing the discount on the companys
profit? Take year as 360 days.
2.4 CREDIT EVALUATION
One of the important elements of credit management is the assessment of the credit
risk of the customer. While assessing risk two type of errors occur which are as
follows.
Type 1 error: Good customers are misclassified as poor credit risk
Type 2 error: Bad customers are misclassified as good credit risk.
Both the errors are costly. Type 1 error leads to loss of profit on sales and also loss of
good customers. Type II errors leads to bad debts and other costs associated with the
bad debts. These type of errors cant be totally eliminated but a proper credit
evaluation process can reduce these two types of errors. The credit evaluation process
involves the following steps.
1) Credit information
2) Credit investigation
3) Credit limits
4) Collection policy.
Credit Information
In order to ensure that the receivables are collected in full and on due date from the
customers, prior information of their credit worthiness should be available. This
information can be gathered from a variety of sources, which we are going to discuss
shortly. One important thing which needs to be kept in mind while gathering credit
information is that collecting credit information involves cost, therefore the cost of
collecting information should be less than the potential profitability of credit sales.
Another factor which should be borne in mind is that collecting credit information
may involve a lengthy period of time, on account of this the credit granting decision
should not be delayed for long. Depending upon these two factor any or a
combination of the following process may be employed to collect the information.
Financial Statements: Profit and loss a/c and Balance sheet of customers firm
provide valuable insight on the operating financial soundness, sources of funds,
application of funds, and debtors and creditors. The following ratios calculated
from financial statements seems particularly helpful in this context: Current ratio,
32
Receivables
Management
and acid test ratio, debt equity ratio, Earning Before Interest and Taxes (EBIT) to
total assets ratio and return on equity.
Bank References: A customers bank account is also a valuable source of
information regarding the credit worthiness of the customer. A thorough analysis
of bank transactions would reveal the financial behaviour and characteristics of
the customer. Bank references can be obtained either directly or by requesting
the customer to instruct his bank to provide the same.
Trade references: The seller can ask the prospective customer to give trade
references. Trade references are usually of those firms with whom the customer
is having current dealings.
Other Sources: A firm can also obtain information about the prospective
customer from credit rating agencies like (CRISIL, ICRA, CARE) and trade and
industry associations.
Credit Investigation
Once the credit information is gathered the next step is to analyse the gathered
information and isolate those matters, which may require further investigation. The
factors that affect the extent and nature of credit investigation are as follows:
Type of customer, whether new or existing
The customers business line, background and the related trade risks
The nature of products-perishable or seasonal
The size of the customers order and expected further volume of business with
him/her
Companys credit policies and practices
Capacity: Capacity refers to the ability of the buyer to pay the due on time and
is generally judged by the past turnover and the repayment behaviour
Character: Character refers to the willingness of the buyer to pay. The
character of the buyer is generally judged by his/ her past record of payments
and default history if any.
Collateral: Collateral means the security against the credit granted to
customers. A buyer willing to furnish adequate collateral is judged as more
creditworthy as compared to buyers who are unable to furnish any collateral.
Conditions: Conditions here refer to the sensitivity of the buyer to general
economic environment.
Analysis of Credit File: Credit file is a compilation of all the relevant credit
information of the customer. All the credit information collected during the credit
information process is annexed to this file. The information of all the previous
transactions and payments related to it are also recorded in the credit file. Any change
in customers payment behaviour like extension of time delayed payments enhancing
credit limits etc. are also recorded in the credit file. In case of new customers the
credit information collected should be thoroughly analysed and examined and in case
of existing customer the credit file should be analysed while extending credit for
larger accounts or for longer periods.
Analysis of Financial Ratios: Ratios are calculated to determine the customers
liquidity position and ability to repay debts. The ratios so calculated should be
compared with the industry average and the nearest competitors.
Analysis of Business and its Management: Besides analysing the fundamental
strength of the customers business the firm should also take into consideration the
quality of the management and the nature of the customer business. Some business are
inherently risky and granting credit to such customers may prove risky.
33
Working Capital
Management
Credit Limit
A credit limit is the maximum amount of credit, which the firm will extend at a point
of time. It indicates the extent of risk taken by the firm by supplying goods on credit
to a customer. Once the firm has decided to extend credit to the customer the amount
and duration of the credit will have to be decided. The amount of credit to be granted
will depend on the customers financial strength.
Collection Policy
Proper management of receivables require an appropriate collection policy which
outlines the collection procedures. Collection policy refers to the procedure adopted
by a firm to collect payments due on past accounts. The basic objective of the
collection policy is to minimise average collection period and bad debt losses. A strict
collection policy can affect the goodwill and can adversely affect potential future sales
whereas on the other hand a lenient collection policy can lead to increased average
collection period and increased bad debt losses. An optimum collection policy should
aim towards reducing collection expenditure.
2.5 MONITORING RECEIVABLES
A firm needs to continuously monitor and control its receivables to ensure that the
dues are paid on the due date and no dues remain outstanding for a long period of
time. The following two methods are used to evaluate the management of receivables.
1. Average collection period
2. Aging schedule.
Average collection period (ACP): Average collection period is defined as
Sales Credit
365 Debtors
ACP
=
The average collection period so calculated is compared with the firms stated credit
period to judge the collection efficiency. For example, if the firms stated collection
period is 45 days and the actual collection period is 60 days, one may conclude that
the firms collection efforts are lax. An extended credit period leads to liquidity
problems and may also result in bad debts. Two major drawbacks of this method are:
(i) It gives an average picture of collection efforts and is based on aggregate
data. It fails to pin point the receivables which are overdue.
(ii) It is susceptible to sales variation and the period over which sales and
receivable have been aggregated.
Ageing Schedule: The ageing schedule (AS) classifies outstanding accounts
receivable at a given point of time into different age brackets. An illustrative ageing
schedule is given below.
Age Groups (in days) Outstanding (Rs.) Percentage
0-30 45,000 37.50
31-60 15,000 12.50
61-90 10,000 12.50
91-120 30,000 250
Over 120 1,20,000 100.00
The actual aging schedule of the firm is compared with some standard ageing
schedule so as to determine whether accounts receivables are in control. If the greater
proportion receivable are in the higher age schedule than there is a need for some
corrective action.
34
Receivables
Management
2.6 FACTORING
Receivable management is a specialised activity and requires a lot of time and effort
on the part of the firm. Collection of receivables often poses problems, particularly for
small and medium size organisations. Banks do finance receivables but this
accommodation is for a limited period and the seller has to bear the risk in case
debtors default on payment.
In order to overcome these problems the firms can assign its credit management and
collection to specialist organisation known as factoring organisations.
Factoring is financial as well as management support to a firm. Through factoring
non-productive, inactive assets (Book debts or receivables) are assigned to a factor
which may be a bank or a financial institution or any other organisation which in turn
collects receivables from the debtors for a commission. The factoring can be defined
as a business involving a continuing legal relationship between the factor and a
business concern (the client) selling goods and services to trade customers (the
customers) whereby the factor purchases the clients accounts receivable and in
relation thereto, controls the credit extended to customers and administers the sales
ledger.
Factoring Services: The following basic services are provided by the factor apart
from the core service of purchasing receivables.
1) Sales Ledger administration and credit management
2) Credit collection and protection against default and bad debt losses
3) Financial accommodation against the assigned book debts (receivables).
In addition to these services the following services are also being provided by the
factor
1) Providing information about prospective buyers
2) Providing financial counselling
3) Assistance in liquidity management and sickness prevention
4) Financing acquisition of inventories
5) Providing assistance for opening letter of credit for the client.
Types of Factoring
The factoring facilities can be broadly classified in four groups which are as follows:
1) Full service non recourse (old line)
2) Full service recourse factoring
3) Bulk agency factoring
4) Non notification factoring.
Full Service Non Recourse: Under this method the book debts are purchased by the
factor assuming 100 percent credit risk. In case of default by the debtor the whole risk
is borne by the factor. In addition to this the factor may also advance 80-90% of the
books debts immediately to the client. Payments are made directly to the factor by the
customers. The factor also maintains the sales ledger and accounts and prepares age-
wise reports of outstanding book debts. This type of factoring services are specially
suited to the following conditions when,
a) Amounts involved per customer are relatively substantial
b) There are large number of customers of whom the client cant have personal
knowledge
35
c) Clients wish to have 100% cover rather than 70 to 80% cover provided by the
insurance companies.
Working Capital
Management
Full Service Recourse Factoring: In this type of factoring the client has to bear the
risk of default made by the debtors. In case the factor had advanced funds against
book debts on which the customer subsequently defaults the client will have to refund
the money. This type of factoring is more a method of short-term financing rather than
pure credit management and protection service. This type of factoring is suitable for
cases where there is high spread customers with relatively low exposure or where the
client is selling to high risk customers.
Advance Factoring and Maturity Factoring: In both non-recourse and recourse
factoring if the factor advances cash against book debts to the client immediately on
assignment of book debts it is known as advanced factoring. In maturity factoring the
factor makes payment to the client on maturity of book debts i.e., when they are due.
In non-recourse maturity factoring the payment is on maturity or when book debts are
collected or when the customer becomes insolvent. In recourse factoring the factor
pays the client when book debts have been collected.
Bulk Agency Factoring: This type of factoring is basically used as a method of
financing book debts. Under this type of factoring the client continues to administer
credit and maintain sales ledger. The factor finances the book debts against bulk either
on recourse or without recourse. This sort of factoring became popular with the
development of consumer durable market where credit management is not a problem,
but the firms require temporary financial accommodation.
Non-Notification Factoring: In this type of factoring customers are not informed
about the factoring agreement. The factor performs all the usual functions without
disclosing to customer that they own the book debts.
Costs and Benefits of Factoring
There are two types of costs involved in factoring:
1) the factoring commission or service fee, and
2) the interest on advances granted by the factor to the firm.
Factoring commission is paid to cover credit evaluation, collection, maintenance of
sales ledger, other services and to cover bad debt losses. The factoring commission
will depend upon the total volume of receivables, the size of individual receivables
and quality of receivables. The commission for non- recourse factoring is higher than
recourse factoring as the former factor assumes full credit risk.
In India the cost of factoring varies from 2.5% to 4% where as in developed countries
it ranges from 1% to 3%.
The interest on advances is usually higher than the prime lending rates of the bank or
the bank overdraft rate. In the United States of America, factors charge a premium of
2 to 5% over and above the prime interest rate.
The high cost of factoring is partly off set by the benefits of factoring some of which
are as follows:
factoring provide specialised service in credit management, thereby freeing
resources in the form of managements time and attention which they can focus
on core issues of manufacturing and marketing, and
factoring helps the firm to save cost of credit administration due to the scale of
economies and specialisation.
2.7 SUMMARY
36
Receivables
Management
Trade credit creates debtors or accounts receivables. Trade credit is used as a
marketing tool to gain competitive advantage over trade rivals. A firms investment in
accounts receivable would depend upon the volume of credit sales and collection
period. This investment in receivables can be increased or decreased by altering the
credit policy variables. The main variables of credit policy are credit period and cash
discount. The collection efforts of the firm are aimed at reducing bad debt losses and
accelerating collection from slow players. Factoring involves sale of receivables to
specialised firms known as factors. Factoring is basically used to improve liquidity
and for the timely collection of debts. Factors charge interest on advances and
commission for other services.
2.8 SELF-ASSESMENT QUESTIONS/EXERCISES
1) Describe the majors terms of payment in practice.
2) What are the importance dimensions of a firms credit period.
3) Discuss the consequences of lengthening versus shortening of the credit period.
4) Discuss the effects of liberal versus stiff credit standards.
5) What are the effects of liberalising the cash discount policy?
6) Develop a simple system of risk classification and explain its rationale.
7) Once the creditworthiness of a customer has been assessed, how would you go
abut analysing the credit granting decision?
8) What benefits and costs are associated with the extension of credit? How should
they be combined to obtain an appropriate credit policy?
9) What is the role of credit terms and credit standards in the credit policy of a firm?
10) What are the objectives of the collection policy? How should it be established?
11) What will be the effect of the following changes on the level of the firms
receivables?
a. Interest rate increases
b. Recession
c. Production and selling costs increase
d. The firm changes its credit terms from 2/10, net 30 to 3/10, net 30.
13) The credit policy of a company is criticised because the bad-debt losses have
increased considerably and the collection period has also increased. Discuss under
what conditions this criticism may not be justified.
14) What credit and collection procedures should be adopted in case of individual
accounts? Discuss.
Problems
1) The present sales of M/s Ram Enterprises is Rs.50 million. The firm classifies
customers into 3 credit categories: A, B and C. The firm extends unlimited
credit to customers in category A, limited credit to customers in category B, and
no credit to customer in category C. As a result of this credit policy, the firm is
37
Working Capital
Management
foregoing sales to the extent of Rs. 5 million to customers in category B and
Rs 10 million to customer in category C. The firm is considering the adoption of
a more liberal credit policy to customers in category C who would be provided
limited credit. Such relaxation would increase the sales by Rs. 10 million on
which bad debt losses would be 8 per cent. The contribution margin ratio for the
firm is 15 per cent, the average collection period is 60 days, and the cost of
capital is 12 per cent. The tax rate for the firm is 40 per cent. What will be the
effect of relaxing the credit policy on the net profit of the firm?
2) The Aravali Corporation currently provides 45 days of credits to its customer.
Its present level of sales is Rs. 15 millions. The firms cost of capital is 15 per
cent and the ratio of variable costs to sales is 0.80. The firm is considering
extending its credit period to 60 days. Such an extension is likely to push sales
up by Rs. 1.5 million. The bad debt proportion on additional sales would be
5 per cent. The tax rate is 45 per cent. What will be the effect of lengthening the
credit period on the firm?
3) The present credit terms of Lakshmi Company are 1/10, net 30. It sales are
Rs. 12 million, its average collection period is 24 days, its variable cost to sales
ratio is 0.80 and its cost of funds is 15 per cent. The proportion of sales on
which customer currently take discount is 0.3. Bhartya Company is considering
replacing its discount terms to 2/10, net 30. Such relaxation is expected to
increase the proportion of discount sales to 0.7. What will be the effect of
relaxing the discount policy on net profit? The tax rate of the firm is 50 per cent.
4) Shyam Venture is considering relaxing its collection efforts. Presently their
sales are Rs. 50 million, its average collection period 25 days. The relaxation in
collection efforts is expected to push sales up by Rs.6 million, increase the
average collection period to 40 days and raise the bad debts ratio to 0.06. The
tax rate of the firm is 30 per cent.
5) Ram Enterprises sell on terms 2/10 net 45. Total sales for the year is 40 million.
Thirty per cent of the customers pay on the tenth day and avail the discount, the
remaining seventy per cent pay, on average collection period and the average
investment in receivables.
6) Anil & Company sells on terms 1/5 net 15. The total sales for the year are Rs.
10 million. The cost goods sold is Rs. 7.5 million. Customers accounting for 30
per cent of sales take discount and pay on the fifth day, while others take an
average of 35 days to pay.
Calculate:
(a) the average collection period and
(b) the average investment in receivables.
7) Udar Limited is considering a change in its credit terms from 2/10, net 30 to
3/10 net 45. This change is expected to:
a) increase total sales from Rs. 50 million to Rs. 60 million
b) decrease the proportion of customer taking discount from 0.70 to 0.60
c) increase the average collection period from 20 days to 24 days.
The gross profit margin for the firm is 15 per cent and the cost of capital is 12
per cent. The tax rate is 40 per cent.
Calculate:
a) the expected change in profit and
b) the expected cost of increasing the cash discount.
38
39
Receivables
Management
8) The financial manager of a firm is wondering whether credit should be granted
to a new customer who is expected to make a repeat purchase. On the basis of
credit evaluation the financial manager feels that the probability is the customer
will pay 0.85 and the probability that S/he will pay for the repeat purchase
thereby increases to 0.95. The revenues from the sale will be Rs.10,000 and the
cost of sale would be Rs.8,500. These figures apply to both the initial and the
repeat purchase should credit be granted?
9) A firm is wondering whether to sell goods to a customer on credit or not. The
revenue from sales will be Rs. 10,000 and the cost of sale will be Rs 8,000.
What should be the minimum probability that the customer will pay, in order to
sell profitably?
2.9 SOLUTIONS/ANSWERS
Check Your Progress 1
1) Net Benefit Rs. 2,500; Proposal should be accepted. Profit on Additional Sales
Rs. 5,000; Additional Investment in Receivables Rs. 10,000 and cost is
Rs.2,500.
2) Net Profit Rs. 1200. Credit policy should be relaxed. Profit on Additional Sales
Rs. 24,000; Additional Investment in Receivables Rs. 1,52,000 and cost @ 15%
Rs. 22,800; Current Investment in Receivables Rs. 1,84,000; Proposed
Investment in Receivables Rs. 3,36,000.
3) Net Benefit Rs. 17,124. Collection policy should be tightened. Reduction in bad
debt losses Rs. 12,120; and cost of Average Investment in Receivables
Rs.5,004; Loss of Profit on reduced sales Rs. 2,800 and increase in collection
charge Rs. 15,000. Average Investment in Present Plan Rs. 84,000 and in
proposed plan Rs. 58,978.
4) Net Loss of Rs. 9,986. Present discount policy should not be relaxed. Profit on
additional sales Rs. 75,000; Cost savings on average investment in receivables
Rs. 11,014; Present Investment Rs. 4,22,222, proposed Rs. 3,12,083. Increase in
discount Rs. 96,000.
Working Capital
Management
UNIT 3 INVENTORY MANAGEMENT
Structure Page Nos.
3.0 Introduction 40
3.1 Objectives 40
3.2 Reasons for Holding Inventory 40
3.3 Objectives of Inventory Management 41
3.4 Techniques of Inventory Control 42
3.4.1 Traditional Techniques
3.4.2 Modern Techniques
3.5 Summary 52
3.6 Self-Assessment Questions/Exercises 53
3.7 Solutions/Answers 53
3.0 INTRODUCTION
Most firms build and maintain inventories in the course of doing business.
Manufacturing firms hold raw material, work in process, finished goods and spares in
inventories. Financial services firms hold inventories in the form of portfolio of
marketable securities consisting of debt, equity and hybrid instruments. Retails firms
(Shops, shopping malls, super markets etc.) hold inventories to meet demand for
products from customers.
In case of manufacturing firms inventories represents largest asset category, next only
to plant and machinery. The proportion of inventory to total assets ranges between
15 to 30 percent.
Inventory management is not an isolated activity; it requires coordination among the
production, purchasing and marketing departments. Decisions regarding of the
purchase raw material are taken by the purchasing and production department,
whereas work in process inventory is influenced by the production department.
Finished goods inventory levels are decided by both the production and marketing
departments. Since all these decision end up in tying of resources the financial
manager has the responsibility to ensure that the inventories are properly monitored
and controlled.
3.1 OBJECTIVES
After going through this unit, you will be able to:
highlight the need for and nature of inventory;
explain the techniques of inventory management;
highlight the need for analysing inventory problems, and
understand the process for managing inventory.
3.2 REASONS FOR HOLDING INVENTORY
The dictionary defines the word inventory as stock of goods. But, inventory means
such type of assets that will be disposed of in future in the ordinary course of
business. Bolten S.E. has defined it as, inventory refers to the stock-pile of the
product a firm is offering for sale and the components that make up the product. In
other words, inventory is used to represent the aggregate of those items of tangible
assets which are (i) held for sale in ordinary course of the business; (ii) in process of
production for such sale; or (iii) to be currently consumed in the production of goods
or services to be available for sale.
40
Inventory Management
Inventories are held basically to smoothen the operations of the firm. Shortage of
inventory at any point would disrupt operations resulting in either idle time for men
and machine or lost sales. A manufacturing firm may have inventories of different
stages in the production process.
1) Inventory of raw material are held to ensure that the production process is not
disrupted due to shortage of raw material. The amount of raw material
inventory would depend upon the speed at which the raw material can be
procured; the greater the speed, lower would be the level of raw material
inventory. Higher the uncertainty in the supply of raw material, higher would
be the level of raw material inventory.
2) Work in process (WIP) inventories arise in the process of production. These
type of inventories are also referred to as Process Inventories. In case of
simple products the WIP inventories would be less, whereas in case of complex
products requiring various sub-processes and sub-assemblies the work in
process inventory would be high.
3) Finished goods inventories are held to meet customers requirement
promptly. The quantum of finished goods inventory would depend upon:
time required to fill an order from the customer. If the products is of
such nature that any unexpected demand can be met at short notice the
level of inventories would be lower, and
diversity of the product line: Firms selling a wide range of products
generally need to invest more in finished goods.
4) Inventories are also held, so that the order cost is reduced.
5) Spares: An inventory of spare items which are required for the smooth running
of business is also kept.
6) Transaction/Precautionary and Speculative Motives: Inventories which are held
for conducting normal day to day business are known as transaction inventory.
Precautionary inventories are those inventories which are held to ensure that in
case of shortage or adverse price movement, the production process will not be
stopped due to the lack of inventory.
3.3 OBJECTIVES OF INVENTORY
MANAGEMENT
The twin objectives of inventory management are operational and financial. The
operational objective means that the materials and spares would be available in
sufficient quantity on time so that work is not disrupted for want of inventory. The
financial objective means that investment in inventories should not remain idle and
minimum amount of capital should be locked in inventories. The objectives of
inventory management are summarised as follows:
Operating Objectives
1) to ensure continuous supply of materials
2) to ensure uninterrupted production
3) to minimise risks and losses
4) to ensure better customer service
5) to avoiding stock out danger.
Financial Objectives
1) to minimise investment
2) to minimise inventory related costs and
3) to ensure economy in purchasing
41
Working Capital
Management
Factors Affecting Level of Inventory
As stated in the previous sections the firm should maintain its inventory at reasonable
level. The quantum of inventory depends upon several factors, some of the important
factors are mentioned below:
Nature of Business
Inventory Turnover
Nature and Type of Product
Market Structure
Economies of Production
Inventory Costs
Financial Position
Period of Operating Cycle
Attitude of Management
3.4 TECHNIQUES OF INVENTORY CONTROL
Inventory control signifies a planned approach of ascertaining when to buy, how
much to buy and how much to stock so that costs involving buying and storing are
optimally minimum, without interrupting production or affecting sales. There are
various techniques used to control inventory. These techniques are divided into two
categories Traditional Techniques and Modern Techniques
3.4.1 Traditional Techniques
Inventory Control Ratios
For purposes of monitoring the effectiveness of inventory management it is helpful to
ok at the following ratios and indexes: lo
Overall Inventory Turnover Ratio =
cost at s inventorie total Average
sold goods of Cost
Raw Material Inventory Turnover Ratio =
inventory material raw Average
material raw of n consumptio Annual
Work-in-process Inventory Turnover Ratio =
cost at inventory process in work age
e manufactur of Cost
Aver
Finished Goods Inventory Turnover ratio =
cost at goods finished of inve Average
Average Age of Raw Materials in Inventory
ntory
sold goods of Cost
=
Materials Raw of Purchase Daily
cost at Inventory Material Raw Average
Average
Average Age of Finished Goods Inventory =
day per ed manufactur goods of cost Average
Cost at inventory goods finished Average
42
Inventory Management
Out-of-stock Iindex =
ned requisitio times of Number
stock of out times of Number
Spare Parts Index =
Eeuipment Capital of Value
Inventory Parts Spare of Value
Two Bin System
Under this system all inventory items are stored in two separate bins (two bins for
each type of inventory items). In the first bin a sufficient supply of inventory is stored
which is going to be used over a designated period of time. In the second bin a safety
stock is maintained which is going to be used during lead times. As soon as material
in the first bin is consumed an order for further stock is placed and in the meantime
inventory from the second bin is used. On receipt of new order, second bin is restored
and the balance is put in the first bin. In this system depletion of inventory in the first
bin automatically generates a signal to re-order that particular inventory.
Perpetual Inventory System
In this type of system store balances are computed and recorded after each and every
issue and receipt. The main focus of this system is to make available details about the
quantity and value of stock at all points of time. If the balance of any item of
inventory falls below a particular pre-determined level the order is placed for a
further quantity of inventory. In this system physical verification is done after every
issue and receipt as a result of which this system is costly, but at the same time
materials statement, monitoring and follow up action can be smoothly carried out.
Periodic Inventory System
Under this system all stock levels are reviewed after a fixed time interval, depending
upon the importance of the item. Imported items may require a shorter review cycle,
whereas slow moving items may require a longer review cycle. In practice the review
of stock items takes place at the end of the accounting period. At the time of review,
orders are placed for further stocking up to a pre-determined level. Under this system
the order point is not actually determined but the time of review itself is an indication
to place further orders.
) Check Your Progress 1
1) A Publishing house purchases 2,000 units of a particular item per year at a unit
cost of Rs. 20. The ordering cost per order is Rs. 50 and carrying cost is Rs. 25.
Find the optimal order quantity and minimum total cost including purchase
cost.
If a 3% discount is offered by the supplier for purchases in lots of 1,000 or
more, should the publishing house accept the proposal?
2) Keshar Limited uses annually 24,000 kgs. of a chemical which costs Rs. 1.25
per kg. Placing each order costs Rs. 22.50 and the carrying cost is 15% per year
of the inventory cost. Find Economic Order Quantity, number or orders to be
placed per year and the total inventory cost (including cost of material).
(a) If procurement time is 12 days and safety stock (minimum stock) 500
kgs. Find the maximum inventory, re-order point and average inventory.
(b) What will be your decision if the company can get a concession of 5% on
purchase price if it orders 3000 kgs. or more? (Assume 300 days in a
year).
3) Calculate the minimum stock level, maximum stock level and reordering level
from the following information.
(a) Minimum consumption = 100 units per day
(b) Maximum consumption = 150 units per day
43
Working Capital
Management
(c) Normal consumption = 120 units per day
(d) Re-order period = 10 15 days
(e) Re-order quantity = 1,500 units
(f) Normal Re-order period = 12 days.
4) Two components A and B are consumed as follows:
Normal usage 100 units per week each
Minimum usage 50 units per week each
Maximum usage 150 units per week each
Re-order quantity A - 400 units; B - 600 units
Re-order period A 6 to 8 weeks; B 3 to 5 weeks.
Calculate the following for each component:
(i) Re-order Level
(ii) Minimum Level
(iii) Maximum Level
(iv) Average Stock Level
3.4.2 Modern Techniques
Economic Order Quantity (EOQ)
Graphical Methods:
The economic order quantity can also be determined with the help of a graph. Under
this method ordering cost, carrying cost and total inventory costs according to
different lot sizes are plotted on the graph. The point at which the line of inventory
carrying cost and the ordering cost intersect each other is the economic order
quantity. At this point the total inventory cost is also minimum. The function of EOQ
is illustrated below in Figure. 3.1.
In Figure. 3.1 costs like carrying, ordering and total cost are plotted on the vertical
axis (y) and order size is shown on the horizontal axis (x). From Figure. 3.1 one can
easily see that there is an inverse relationship between inventory carrying cost and
ordering cost i.e., inventory carrying cost increases and ordering cost decreases as the
order size increases. In the first instance the total cost line decreases as the order size
increases, but it starts increasing when decrease in ordering cost is more than off set
by the increase in carrying cost.
2800
400
800
1600
2400
1200
2000
Total Inventory Cost
100 200
300 400 500 600 700 800
0
Carrying Cost
Ordering Cost
E.O.Q
Order Size (Units)
Figure 3.1: Function of E.O.Q
C
o
s
t
(
R
u
p
e
e
s
)
44
Inventory Management
Assumption of the EOQ Model
The basic EOQ model is based on the following assumption:
1) The forecast usage/demand for a given period, usually one year, is known
2) The usage/demand is even throughout that period
3) Inventory orders can be replenished immediately (There is no delay in placing
and receiving orders).
There are two distinguishable costs associated with inventories: costs of ordering and
costs of carrying.
Figure 3.1 shows a graph illustrating the behaviour of the carrying cost, the ordering
cost, and the sum of these two costs. The carrying cost varies directly with the order
size (since the average level of inventory is one-half of the order size), whereas the
ordering cost varies inversely with the order size.
EOQ Formula
For determining the EOQ formula we shall use the following symbols:
U = annual usage/demand
Q = quantity ordered
F = cost per order
C = per cent carrying cost
P = price per unit
TC = total costs of ordering and carrying
Given the above assumptions and symbols, the total costs of ordering and carrying
inventories are equal to
C P
2
Q
F
Q
U
TC + =
In the equation, the first term on the right-hand side is the ordering cost, obtained as
the product of the number of orders (U/Q) and the cost per order (F) and the second
term on the right-hand side is the carrying cost, obtained as the product of the average
value of inventory holding (QP/2) and the percentage carrying cost C.
The total cost of ordering and carrying is minimised when:
PC
FU 2
Q=
which can be obtained by putting the first derivative of TC with respect to Q and
equating it with zero.
0
2
PC
Q
UF
dQ
dTC
2
= + =
2UF +Q
2
PC =0
Q
2
PC +2UF
Q
2
=
PC
UF 2
Q =
PC
UF 2
assuming that the second derivative condition is satisfied.
45
Working Capital
Management
The formula embodied in the equation is the EOQ formula. It is a useful tool for
inventory management. It tells us what should be the order size for the purchase of
items and what should be the size of production run for manufactured items.
The EOQ model may be illustrated with the help of the following data relating to the
Ace Company.
U = annual sales =20,000 units
F = fixed cost per order =Rs. 2,000
P = purchase price per unit =Rs. 12
C = carrying cost=25 per cent of inventory value.
Plugging in these values in eq. (3.2) we get.
Q = 164 . 5
25 . 0 12
000 , 20 000 , 2 2
=
Quality Discount and Order Quantity
The standard EOQ analysis is based on the assumption that the price per unit remains
constant irrespective of the size of the order. When quantity discounts are available,
which is often the case, the price per unit is influenced by the order quantity. This
violates the applicability of the EOQ formula. However, the EOQ framework can
still be used as a starting point for analysing the problem. To determine the optimal
order size when quantity discounts are available the following procedure may be
used:
1) Determine the order quantity using the standard EOQ formula assuming no
quantity discount, Call it Q*.
2) If Q* enables the firm to get quantity discount then it represents the optimal
order size.
3) If Q* is less than the minimum order size required for quantity discount (call it
Q) compute the change in profit as a result of increasing the order quantity
from Q* to Q as follow:
+ =
2
PC * Q
2
C ) D P ( ' Q
F
' Q
U
* Q
U
UD
where = change in profit.
U = annual usages/demand
D = discount per unit when quantity discount is available
Q* = economic order quantity assuming no quantity discount
Q = minimum order size required for quantity discount
F = fixed cost of placing an order
P = unit purchase price without discount
C = inventory carrying cost expressed as a percentage.
On the right-hand side of the equation, the first term represents savings in price, the
second term represents savings in ordering cost, and the third term represents the
increase in carrying cost.
4) If the change in profit is positive, Q represents the optimal order quantity. If
the change in profit is negative, Q* represents the optimal order quantity.
To illustrate the above procedure, consider the following data pertaining to Quantum
Ltd.
U = annual usage=10,000 units
F = foxed cost per order =Rs. 150
P = purchase price per unit =Rs. 20
C = carrying cost=25 percent of inventory value
46
Inventory Management
Q = minimum order size required for quantity discount=1,000 units
D = discount per unit =Re.1.
The EOQ assuming no quantity discount is
Q* = units 75
25 . 0 20
000 , 10 150 2
PC
FU 2
=
=
Since Q* is less than Q (1,000), the change in profit as a result of increasing the
order quantity from Q* to Q is
UD +
( )
2
*
2
'
' *
PC Q C D P Q
F
Q
U
Q
U
=10,000 1 + 150
000 , 1
000 , 10
775
000 , 10
( )
2
25 . 0 20 775
2
25 . 0 1 20 000 , 1
=10,000 +435 (2,375 1,938)
=Rs. 9,998.
Since the change in profit is positive, Q=1,000 represents the optimal order quantity.
It should be noted that the above procedure is based on the principle of marginal
analysis. This involves comparing incremental benefits with incremental costs in
moving from one level of inventory to another. This principle may be used to
compare a proposed order quantity with the present order quantity and more
generally for comparing any set of alternatives.
Levels
Mini-Max System
Under this method the maximum and minimum level for each item of inventory are
fixed. These levels serve as a basis for initiating action so that the quantity of each
item is controlled. These levels are not permanent and likely to change with the level
of activity. The maximum level indicates the maximum quantity of an item of
inventory which can be held at a point of time. The maximum level of inventory
would depend upon the following factor:
availability of storage space
lead time (time required in receiving the goods ordered)
availability of working capital
average rate of consumption of material
cost of storage and insurance
risk of obsolescence and deterioration
quantity discounts
Minimum level indicates the quantitative balance of an item of inventory, which must
be maintained in hand at all times. It is a level below which the inventories should not
fall. This level of inventory is held to avoid stock out and consequent stoppage of
production. The minimum level would depend upon:
rate of consumption of material
the maximum and minimum time required to acquire fresh supplies
the re-order level.
Re-order Period (ROP)
47
Working Capital
Management
The standard EOQ model assumes that materials can be procured instantaneously and
hence implies that the firm may place an order for replenishment when the inventory
level drops to zero. In the real world, however, procurement of materials takes time
and hence the order level
must be such that the inventory at the time of ordering
suffices and meet the needs of production during the procurement period which is
also known as Lead Time.
If the usage rate of materials and the lead time for procurement are known with
certainly then the ordering level would simply be:
Lead-time in days for procurement X Average daily usage
When the usage rate and lead time are likely to vary: the reorder level should be
higher than the normal consumption period requirement during the procurement
period in order to provide a measure of safety in the face of variability of usages and
lead time. Put differently, the reorder level should be equal to:
Normal consumption + Safety stock
Safety Stock
What should be the level of safety stock? In a simple situation where only the usage
rate is variable and the maximum usage rate can be specified, the safety stock
required to seek total protection against stock out is:
(Maximum usage rate Average usage rate) Lead time
When both the lead time and usage rate vary, which is often the case and the range of
variation is wide, complete protection against stockout may require an excessively
large safety stock. For example, if the lead time various between 60 days and 180
days with an average value of 90 days and the usage rate varies between 75 units and
125 units per day with an average value of 100 units per day, a safety stock of 13,500
units is required for complete protection against stockout. This has been worked out
as follows:
Maximum possible usage - Normal or Average usage
Maximum daily usage - Average or Normal daily usage
X Maximum lead time Average lead time
125 180 - 100 90 =13,500
Since inventory-carrying costs are proportional to the level of inventories carried, it
rarely makes sense to seek total protection against stockout. In view of the trade-off
between stockout cost and inventory carrying cost, the optimal level of safety stock is
usually much less than the level of safety stock required to achieve total protection
against stockout.
A manufacturing company will require 50,000 units of a product during the next year.
The cost of processing an order is Rs.20 and the carrying cost per units is 50 paise
per year. Lead-time of an order is 5 days and the company will keep a safety stock of
two days usage.
You are required to calculate (i) Economic Order Quantity; (ii) Re-order Point; (iii)
Minimum Inventory; (iv) Maximum inventory and (v) average Inventory. (Assume
250 days in a year.)
S
olution
(i) Economic Order Quantity
EOQ =
C
RO 2
Where; R = Annual Requirements or Usage
48
Inventory Management
O = Ordering cost per order
C = Carrying cost per unit per year
EOQ =
5 . 0 . Re
20 Rs. 000 , 50 2
= 000 , 00 , 40 =2,000 Units
(ii) Re-order Point
R.O.P. = (L UR) +S
Where; L = Lead Time;
U =Usage Rate (50,000 250) =200 (units per day);
S = Safety Stock
R.O.P. = (5 200) +(2 200)
= 1,000 +400 =1,400 Units
(iii) Minimum Inventory
Minimum Inventory is the Safety Stock kept by the company, which are
400 units. If there is no safety stock, minimum inventory will be zero.
(iv) Maximum Inventory
Maximum Inventory = EOQ +Safety Stock
= 2,000 +400
= 2,400 units.
(v) Average Inventory
2
Inventory Minimum Inventory Maximum +
Units 1,400
2
400 2,400
=
+
Order Point Formula
The analysis discussed above tends to be somewhat cumbersome when probability
distributions are most complex and dependent and multi-period cases are involved.
In view of this many firms would find the following formula helpful for calculating
the reorder point.
Recorder Point =S (L) + (L) SR
Where S =Usage
L =lead time needed to obtain additional inventory when the order is placed
R =average quantity ordered
F =stockout acceptance factor.
The value of F, the stockout acceptance factor, depends on the stockout percentage
rate.
Selective Inventory Control (Classification)
ABC Analysis:
ABC analysis [Always Better Control] is an application of the principle of
Management by Exception to the field of inventory control. If we look at the
inventory mix of a firm, it would constitute of hundreds of items. Most of these items
would be inexpensive and the frequency of their use would be less. The remaining
items would be expensive, more frequently used and account for large proportion of
firms investment in inventories.
It would be an expensive and cumbersome act to adopt a common policy and
determination of economic order quantity and reorder point for management of all
these items of inventory. In this technique all the items of inventory are classified in
three categories viz., A, B and C based on the usage rate, rupee value and criticality
of the item.
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Working Capital
Management
A category items are those inventory items which have maximum usage rate and
constitute 70% to 80% of inventory value, but only 5% to 10% of the inventory
volume. These type of inventories requires frequent monitoring and strict control.
B category items are those inventory items which have moderate value and usage
rate and constitute 20% to 25% of inventory value, but only 20% to 30% of the
inventory volume. These types of inventories require less monitoring and control.
C category items are of low or negligible value and usage rate. The remaining
items of inventory representing 5% to 10% of inventory value, but 60% to 70%
of the total quantity of inventory fall in this category and require general control.
Process of ABC Analysis
Classification: On the basis of expected use, the items of inventory are
classified according to their categories and per unit Price of each item is
determined.
Ascertainment of Total Cost: The total cost is calculated by multiplying the
expected units to be used by the per unit cost.
Rank Determination: Cost-wise rank is determine for each item of inventory.
First rank is assigned to the item with the highest total cost.
Computation of Ratio or Percentage: Two ratios/percentages are calculated
(i) Percentage of number of units of each item to total units of all items. (ii) Total
cost of each item to the total cost of all items.
Determination of ABC Category: ABC categories are formed by combining the
items on the basis of their relative values.
Example 2.1: Dinesh Limited is considering selective control for its inventories.
Using the following datas, prepare the ABC plan.
Items A B C D E F G
Unit 8,000 15,000 5,000 7,5000 5,000 7,000 2,500
Unit Cost (Rs.) 5.50 1.70 30.40 1.50 0.65 5.14 51.20
Solution:
ABC Analysis
Inventory Total Value Item Per Unit
Cost (Rs.)
Units % of
Total
Cumul-
ative %
Total
Cost Rs.
% of
Total
Cumul-
ative %
Cate-
gory
50
Inventory Management
C
G
A
F
B
D
E
30.40
51.20
5.50
5.14
1.70
1.50
0.65
5,000
2,500
8,000
7,000
15,000
7,500
5,000
10
15%
5
16
30%
14
30
15 55%
10
15%
45%
100%
1,52,000
1,28,000
44,000
36,000
25,000
11,250
3,250
38
70%
32
11
20%
9
6.38
10%
2.80
0.82
70%
90%
100%
A
B
C
Total 50,000 100% 4,00,000 100%
VED Analysis:
VED (Vital, Essential, Desirable) analysis is a technique used for spare part inventory
analysis and is widely used in the automobile industry specially for the maintenance
of the spare parts inventory. According to this technique, inventory items are
classified as follows:
Vital (V) items constitute such items of inventory, which are vital for continuous
operations. Shortage or absence of these items will bring the production activity
to a halt. These items of inventory are critical for continuous production and
therefore require close monitoring.
Essential (E) items are those items of inventory, which are essential for
continuous production. The difference between vital and essential items is that
the shortage of essential items can be tolerated for a few hours viz., it will not
bring the production process to a halt. The level of these type of inventory is
moderately low.
Desirable (D) items do not have any immediate impact on the production
process, hence inventory of these items may or may not be maintained.
In VED analysis the focus is not on the value of the inventory, but the focus is on
their likely impact on production.
SED Analysis
SDE (Scarce, Difficult and Easy) analysis evaluates the importance of inventory
items on the basis of their availability. As per SDE analysis the inventory items are
grouped into the following categories:
Scarce (S) items are those items which are in short supply. Most of the time these
items are important and essential for continuous production.
Difficult (D) items are those items which can not be produced easily.
Easy (E) items are those items which are readily available in the market.
In SDE analysis the main focus is on the availability of the inventory. This type of
analysis is resorted to when the markets are regulated and input and output is
controlled by the government.
FSN Analysis:
Under this method inventory items are classified according to the usage/consumption
pattern. They are classified as follows:
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Working Capital
Management
Fast Moving (F) items are stored in large quantities as their usage rate is high.
Special attention is given to the inventory level of these types of items.
Slow Moving (S) items are not frequently required by the production department,
hence moderate quantities with moderate supervision are maintained.
Non Moving (N) items are rarely required by the production department, hence
small number of items are kept in stores and less supervision is required for these
kind of inventory items.
In this method the focus is on the frequency of usage of a particular item.
) Check Your Progress 2
1) A Precision Engineering Factory consumes 50,000 units of a component per
year. The ordering, receiving and handling costs are Rs.3 per order while the
trucking costs are Rs.12 per order. Further details are as follows:
Interest cost Rs. 0.06 per unit per year.
Deterioration and obsolescence cost Rs. 0.004 per unit per year.
Storage cost Rs. 1,000 per year for 50,000 units.
Calculate the economic order quantity.
2) A company requires 1,250 units per month of a particular item. Ordering costs
is Rs.50 per order. The carrying cost is 15% per year, while unit cost of the
item is Rs. 10.
Determine economic lot size and minimum total variable cost.
3) The following relations to inventory cost have been established for ABC Ltd.
(a) Orders must be placed in multiples of 100 units.
(b) Requirement for the year are 3,00,000 units.
(c) The purchase price per unit is Rs. 3.
(d) Carrying cost is 25% of the purchase price of goods.
(e) Cost per order placed is Rs. 20.
(f) Desired safety stock is 10,000 units, this amount is on hand initially.
(g) Three days are required for delivery.
Calculate the following:
(i) E.O.Q.
(ii) How many orders should the company place each year.
(iii) At what inventory level should an order be placed?
3.5 SUMMARY
Inventories constitute a significant portion of the current assets ranging form 40 to
60% for manufacturing companies. The manufacturing companies hold investments
in the form of raw material, work in process and finished goods. The three main
motives for holding inventories are transaction, precautionary and speculative. The
various factors which need to be considered while formulating inventory policy are:
(a) Costs
(b) Returns
(c) Risk Factors.
There are two type of costs associated with inventory maintenance which are:
(a) Ordering Costs
(b) Carrying Costs.
52
Inventory Management
The Economic Order Quantity (EOQ) is that order quantity which minimises the sum
of ordering and carrying cost. The inventory level at which the firm places order for
further inventory is known as reorder point and it depends on:
(a) lead time
(b) the usage rate.
There are many inventory control systems, the most widely used one is ABC and
FSN System.
3.6 SELF-ASSESSMENT
QUESTIONS/EXERCISES
1) Distinguish between process or movement inventories and organisation
inventories.
2) What purpose is served by inventories?
3) What costs are incurred in the context of inventory managements?
4) What assumptions underlie the basic EOQ model?
5) What is the formula for EOQ? Device it.
6) How would you go about determining the optimal order size when quantity
discount is available? Illustrate your approach with a suitable example.
7) What modification is required in the basic EOQ analysis to cope with the
problem of inflation?
3.7 SOLUTIONS/ANSWERS
Check Your Progress 1
1) EOQ 4.226 units
2) EOQ 1,000 units; Minimum Total Variable Cost Rs. 1,500
3) (i) 4,000 units
(ii) 75
(iii) 12,500
Assume 360 days in a year.
Check Your Progress 2
1) EOQ 200 units; Total Cost Rs. 41,000; Net increase in total cost Rs. 325,
(Not to accept the offer.)
2) EOQ 2,400 kg; No. of orders 10; Total Purchase cost Rs. 30,450.
(a) Maximum Inventory 2,900 kg; ROP 1,460 kg; Average Inventory
1,700 kg.
(b) Discount should be availed; Saving Rs. 1,503.
3) ROL 2,250 units; Minimum Level 810 units; Maximum Level 2,750
units.
4) (i) A 1,200; B 750
(ii) A 500; B 350
(iii) A 1,300; B 1200
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Working Capital
Management
(iv) A 900; B 775.
54