Table of Contents

Executive Summary..........................................................................................................................................1
1.0 Introduction.................................................................................................................................................2
2.0 Main issue...................................................................................................................................................3
3.0 Analysis and Discussion.............................................................................................................................4
3.1 Short-term borrowing.............................................................................................................................8
3.2 Ethical Analysis......................................................................................................................................9
3.3 Lack of internal control.........................................................................................................................10
4.0 Recommendation......................................................................................................................................11
4.1 Develop different types of chicken products........................................................................................11
4.2 Change or mixed chicken feed..............................................................................................................11
4.3 Proper documentation and segregation of duties.................................................................................12
4.3 Establish new policies by management................................................................................................14
Figure 1 Process of Sales Order Entry............................................................................................................14
Figure 2 Process of Cash Collection...............................................................................................................15
Table 1 Performance analysis of EPM for the past 3 years from 2006 to 2008...............................................5
Table 2 Percentage of increase/decrease in the account balances....................................................................6
Table 3 Increase of price of feed and production cost......................................................................................6
Table 4 Financial ratio analysis of EPM...........................................................................................................7
Table 5 Types of chicken production..............................................................................................................12

Executive Summary
The purpose of this report is to evaluate and analyse the current position of EPM after the
occurrence of the problems in the case study and recommend few suggestion to resolve these
issues.
First, this report provides an analysis and evaluation of the current and prospective
profitability, liquidity and financial stability of EPM. Methods of analysis include horizontal
and vertical analyses as well as ratios such as profit margin, inventory turnover ratio, account

receivable turnover ratio and days to collect account receivable. Results of data analysed
show that all ratios are below industry averages. In particular, comparative performance is
poor in the areas of profit margins, credit control and inventory management.
Other than that, there are analysis on the issue of short term borrowings by performed the
comparative analysis on short term borrowing to long term borrowing. An ethical analysis to
the action that perform by En Selamat which show the intention not to fulfill his responsibily
and duty of care which lead to the problem of conflict of interest. At the end, the analysis to
the internal control of EPM and the results show that the EPMs internal control is really in a
bad state which lead to credit control issue.
This report finds that the prospects of the company in its current position are not positive.
The major areas of weakness require further investigation and remedial action by
management.
Recommendations discussed include:

Develop more types of chicken products

Change or mixed chicken feed with other feed

Proper documentation and segregation of duties

Establish policies by management to prevent any irregularities actions

1.0 Introduction
Encik Selamat, the General Manager of Excel Poultry & Meat Sdn Bhd (EPM) had received a
report which indicated that the operating cash flow of EPM was systematically running low.
The company had to resort to significant increase in the short-term borrowing in order to
meet its operating obligations thus increase the interest payments. The credit limit of its major
customer, Cold Gold Sdn Bhd also had gone into its level and yet the marketing department
continued to supply products to the company.
Another problem faced by this company is Mr Siva, its retail customer complaining that the
figures on the statement of accounts sent to him were incorrect. He had no outstanding
balance in his account as cash payments had been made to Encik Munir, a former staff at
finance department. All of these problems interrelated to each other and became the main
issue in this company which is low liquidity of cash flow.
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This report is prepared to analyze the issues in EPM that put it in this kind of situation. It
provides information obtained through ratio analysis, regarding the profitability, liquidity and
financial stability of EPM. This report pay particular attention to the earning power, liquidity
and credit management, inventory management and debt management, and will highlight
major strengths and weaknesses while offering some explanation for observed changes. The
report will comment on the prospects of the company and make recommendations that would
improve companys current performance. These observations do have limitations which will
be noted.

2.0 Main issue

The main issue in this case is the low liquidity of cash flow in Excel Poultry & Meat (EPM).
The problem arises from several other issues.

Since 2008, the company has been facing the problem of increased chicken feed cost which
has risen to RM88 from RM54.50 (an increase in almost 61.5%). The increase in feeding cost
has ultimately increased the companys production cost to about 56.5%. Even though EPM
had growing in revenue, it still cannot improve its operating profit. It was mainly pertaining
to less significant difference between cost of sales and revenue. In that event, the company
resorted to borrowing short-term loans from the bank in order to meet these operating
obligations. This in turn increased its financial obligations in terms of interest payments and
caused more losses to the company.

In addition, the financial position becomes worse as EPM continues to supply products to
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Cold Gold Sdn Bhd even though their credit limit had already exceeded. This leads to the
increasing of trade receivables and trade creditors because EPM did not collect its customers
debt. It also cannot pay its own debt. The receivable collection in this company is out of
control. As example, Mr. Siva (a retailer) complained that the figures on the statement of
accounts sent to him were incorrect. He had no outstanding balance in his accounts as cash
payments had been made to Encik Munir (one of the former personnel in finance
department). This proves that the companys accounts are not in proper order and there is
possibility of misstatements in their accounts. Lack of internal control in EPM leave a loop
hole for Encik Munir and Encik Selamat to cause these problems.

Other than that, EPMs credit controller (Ms Choy) discovered that Encik Selamat (General
Manager) has close relationship with one of the executive directors of Cold Gold Sdn. Bhd.,
Encik Azman. This relationship has enabled Cold Gold to extend its credit limit with
authorisation from Encik Selamat. This situation may create conflict of interest as Encik
Selamat did not disclose it to the Board.

3.0 Analysis and Discussion

Particular/ Year

Revenue
Cost of Sales
Operating Profit/ (Loss)
Expenses
Net Profit/ (Loss)
Trade Receivables
Stock
Trade Creditor

2006

2007

2008

(RM million)

(RM million)

(RM million)

54.70
51.70
3.00
0.80
2.20
12.70
3.10
18.50

55.01
54.10
0.91
1.10
(0.19)
16.20
1.50
30.00

74.90
74.09
0.81
1.60
(0.79)
26.00
2.60
45.00

Table 1 Performance analysis of EPM for the past 3 years from 2006 to 2008

Particular/ Year

2007

2008

Revenue
Cost of Sales
Operating Profit/ (Loss)
Expenses
Net Profit/ (Loss)

0.57%
4.64%
(69.67%)
37.5%
(108.64%)

36.16%
36.95%
(10.99%)
45.45%
(315.79%)
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Trade Receivables
Stock
Trade Creditor

27.56%
(51.61%)
62.16%

60.49%
73.33%
50%

Table 2 Percentage of increase/decrease in the account balances

Particular/ Year

2006

2008

Increment

Price of Feed

RM 54.50

RM 88.00

RM 33.50

(per bag)
Production cost

RM 3.22

RM 5.04

RM 1.82

Table 3

(per kilo)
Increase of price of feed and production cost

In late 2008, the operating cash was running low because of the problems in cash liquidity.
From the abstract of account above, we found that the cost of sales was increasing from 2006
to 2008 and it is too close to the revenue amount. However, in 2007, the cost of sales
increased while the revenue did not increase much and operating loss was recorded in 2008
as the retail price of chicken was increased from RM 3.22 to RM 5.04 per kilo from 2006 to
2008. Thus, the increment of revenue in 2008 by 36.16% was almost same with the increment
in cost, 36.95% in that year.
On the other hand, in 2008, the cost of feeding was increased by RM 33.50 from RM 54.50 to
RM 88.00 per bag which is an increased of almost 61.5%. Hence, the production cost was
also increase from RM 3.22 to RM 5.04 per kilo from 2006 to 2008 by RM 1.82 which is
56.5%. In short, the exorbitant cost of chicken feed resulting the operating loss faced by the
company.

Particular/Year
Profit Margin

2006
5.48%

2007
1.65%

2008
1.08%

Inventory Turnover Ratio

16.68

36.07

28.50

3.40

2.88

107days

126days

Account

Receivable 4.31

Turnover Ratio
Days to Collect Account 84days
Receivable

Table 4 Financial ratio analysis of EPM

Profit margin is very useful to assess the current financial position and financial performance.
The higher the profit margin indicates more profitable company that has better control over
the costs compared the years. In this case, EPM have the highest profit margin which is
5.48% in 2006 and decreases gradually in the following years to 1.08% in 2008. This is
because the increment of cost of sales, EPM is profiting only 1.08% for every dollar of
product sold in 2008.
Besides that, the inventory turnover ratio is used to measure the inventory management
efficiency of a business. It is an activity/ efficiency ratio and it measures how many times per
period, a business sells and replaces its inventory again. In general, a higher value indicates
better performance and lower value means inefficiency in controlling inventory levels. For
the year 2007 we can see that the value of inventory turnover is higher compare with 2008
may be an indication of overstocking which may pose risk of obsolescence and increased
inventory holding costs. EPM was turning over its inventory on average, 3 times per month in
2007 while it reduces to twice per month in 2008.
The reason of the low running operating cash was also due to significant increase in the trade
receivables, also cash collection. The credit controller, Ms Choy was discovered from the
aging analysis of customers that one of the major customers, Cold Gold Sdn Bhd, was exceed
the credit limit and the marketing department of EPM still continued to supply products to
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that particular company. Encik Selamat has personal benefit from the deal with Cold Gold
Sdn Bhd. Therefore although Cold Gold Sdn Bhd did not pay within the credit limit, Encik
Selamat did not stop the marketing department to continued supply products to the company.
EPM has weakeness in their cash collection because of customer selection and depends on
the relationship rather than business matter. There is a supported evidence which between
General Manager, Encik Selamat and one of the executive directors of Cold Gold Sdn Bhd,
Encik Azman, who was the best friend during college days. Besides that, there is two
possibilities that the statement of customer account is not tie up with the client records.
Firstly, the account receivable is not being maintained properly. There is an assumption that
Encik Selamat might use the companys fund illegally and he instructed the Account
Executive, Puan Azura to prepare the accounts in a ways to conceal his acts. It is an illegal
transferring of a particular debtors balances to another debtor. Secondly, there is theft on
cash collections. This might be one of the former staff in finance department; Encik Munir
did not record properly and committed fraud on cash skimming. Cash skimming is an illegal
practice of taking the money for personal used. And the person skimming is not reporting the
cash as the payment of Mr Siva, one of the retail customers with small account. By
calculating the financial ratio analysis, account receivable turnover ratio is indicates how
quickly a company is having difficulties collecting sales made on credit. It is an important
indicator of a companys financial and operational performance also. However, the
receivables turnover ratio is convert it into days to collect account receivable. The days to
collect account receivables is also called Average collection period is the number of days , on
average, that it takes a company to collect its account receivables. In 2006 we can see that the
company collects its trade receivables in 84 days (around 3 months) compare with the year
2007 and 2008 when their collect the money in 107days and 126 days (around 4 months),
where there is the differences about 1 month. It means that a higher value of average
collection period is unfavorable whereas a lower value is favorable. So, it is means that EPM
takes around 3 months to collect its debt in 2006, while it takes more than 4 months in 2008.

3.1 Short-term borrowing

The another reason of the low running operating cash was also due to the company had to
resort to significant increase in the short-term borrowing in order to meets its operating
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obligations. This may in turn increase its financial obligations in terms of interest payments.
By increasing short-term borrowing, the company may incur short-term debt; the debt is
usually made up of short-term bank loans taken out by the company. The value of the debt is
important when determining the companys financial health. If the debt is larger than the
companys cash and cash equivalents, the company may results in poor financial health and
does not have enough cash to pay off its debts. EPM will facing loss if the debts incur could
not be clear and the interest payments will keep on increasing. On the other hand, short-term
borrowing may in turn increase its financial obligations in terms of interest payments. The
interest payments on the short-term bank loans can quickly add up to a major expenses for
EPM.

Short-term borrowing

Long-term borrowing

-The borrowing time usually not more than -EPM can take longer period of time to
one year.

start paying of their loans.

-Unsecured.

-Lent over a longer lending term.

-High interest rate with additional fees.

-Long-term

borrowing

is

good

for

-Short-term borrowing is good non-regular equipment and other depreciable assets.

expenses that come up.

3.2 Ethical Analysis

Encik Selamat and Encik Azman were best friends during college days. They involve in the
issues of conflict of interest during the trading business between both companies. Both of
them have personal deal within the companys interest. Cold Gold Sdn Bhd was one of the
major customers in EPM, the relationship between Encik Selamat and Encik Azman may
affect the judgment of Encik Selamat as a General Manager of EPM. Fraud was founded in
EPM especially the irregularities in the debtors account. This is lead to the figures of the
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debtors account does not tie up to the balances in the companys account, this happened
caused by one of the former staff at the finance department Encik Munir who did not record
the payment paid from customer in companys account. One of the retail customers Mr. Siva,
with the small account in EPM came to the office and complaining about the figures on the
statement of accounts that sent to him were incorrect. He stated that he had no outstanding
balance in his account as payments had been made to Encik Munir. This happened was totally
unusual in the companys account, there is some where goes wrong when preparing the
account.
Moreover, there is another ethical part which is when Ms. Choy realizes this issues was
happened, she approached one of the company directors and highlighted the fiasco, only to
discover about the deal between Encik Selamat with one of the Cold Gold Sdn Bhds
directors. The director was reluctant to take any action against Encik Selamat, since he was
very well-connected and had good reputation at the previous company. Encik Selamats
connections with parent company will results that he can secure his position in EPM and
settled the problem that he created without facing any penalize. Encik Selamat will continue
make this fraud because he know that nobody will caught him or get any penalize just
because of his relationship and well-connected with all the related person, he know that
they will cover up his fraud.

3.3 Lack of internal control

Internal control plays an important role in how management meet its stewardship or agency
responsibilities. Management has the responsibility to maintain controls that provide
reasonable assurance that adequate control exists over the entitys assets and records. Proper
internal control not only ensures that assets and records are safeguarded, but also creates an
environment in which efficiency and effectiveness are encouraged and monitored. Encik
Selamat had been the General Manager of EPM, a subsidiary of PCK Holding. He was
transferred from another subsidiary of the same group, which dealt in the business of
transportation. He was initially reluctant to accept the current position due to his lack of
expertise in poultry and meat industry. PCK Holding Company was still transferred him to
become General Manager of EPM, PCK was founded lack of internal control that did not
consider Encik Selamat was lack of expertise in poultry and meat industry. After Encik
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Selamat was accepted the offer, the career track had been smooth until the closing of the year
2008 when the company he presently helmed faced operational crises. The chicken run
saga pictured a case that was familiar in respect of management of small-and-medium sizedindustry, at the infant stage when there was a lack of focus on the important considerations
for proper running of business operations. Due to Encik Selamat was lack of expertise and
dont have experience in this industry, he was unable to handle when things become more and
more serious.

4.0 Recommendation
4.1 Develop different types of chicken products
In order to resolve the main issue of the low liquidity of cash, we recommend that EPM can
expand or develop more chicken products to sale. Since the main activity of EPM is
supplying the whole chicken to customers, it is advisable to develop more products to
increase the sales as below.
Types
Eggs

Purpose
EPM can raise the chicken eggs either for

Feathers

consumption or to breed more chicken to sell.

The chicken feathers also can be use to sell to the

Livestock

handicraft makers.
EPM can sell the chickens not only for consumption
but also to customers who would like to buy chicken
as pet.
Table 5 Types of chicken production

Another problem that causes the low liquidity of cash flow is the increase in the cost of
chicken feed. It is recommended that EPM mix the chicken feed with other cheap ingredients
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to reduce the chicken feed cost.

4.2 Change or mixed chicken feed

The following are the list of other feed that can be use to replace the current chicken feed:

Wheat one of the best grains for poultry feeding should be ground and fed in mashes
and less in the scratch feed.

Oats vary considerably in feeding value, due to difference in hull, can be fed whole as
part of a scratch feed or in mashes in the crushed, rolled or finely ground form.

Barley work well as part of the scratch feed and in mashes in crushed, rolled or finely
ground form.

Corn a very desirable grain that can feed as whole, cracked or ground. Shell corn may
be used with other grains as scratch feed and corn chop can be included in any of the dry
mash rations.

4.3 Proper documentation and segregation of duties

Based on the analysis, we recommend that EPM to manage their cash flow system. EPM
allows their customers to purchase their products by credit. Thus, before approving the
customers, EPM should conduct a background check on their customers credit account and
related relationship pertaining to creditors. This is to avoid any personal interest in the
companys management team. EPM should prepare a specific contract that includes the credit
term (e.g. 90 days, 120 days or 180 days) in collecting the debt. EPM can send reminders to
customers with outstanding balances in respect of their accounts. Therefore, the customer will
not have long outstanding and can avoid paying higher debts and pay at time given.
In order for EPM to avoid having risk with customers purchase in credits, EPM can find their
customers that afford to pay in term of cash. They can be the small-medium sized company or
small groceries stores. This will increase directly the income of the company thus higher
operating cash flow. Somehow, they can also export their products to other countries.
Besides that, EPM can apply for banking facilities and financial assistance in order to meet
their financial obligations. For example, Skim Pembiayaan Perniagaan MARA or TEKUN.
With the money they received, EPM can use them for improving the cash flow of the
company. They also can purchase additional raw materials in order to supply their products to
10

their customers.
In term of maintaining their resources, EPM can find other supplier for their product. They
can implement the backward integration as one of the way to control their supplier. From the
supplier, they can ask to buy in bulk so that EPM can get discount for every purchase. This
will reduce their cost and increase the sales.
Other than that, since marketing department continued to supply their product even the credit
limit of Cold Gold Sdn Bhd had gone into its limit, EPM should take alert on their revenue
cycle especially sales order entry.

Figure 1 Process of Sales Order Entry

In order to solve the problem on cash collection, EPM should maintain their account
receivables. Errors in maintaining customer accounts can lead to loss of future sales and may
indicate possible theft of cash. EPM can implement the closed-loop verification to ensure that
proper account is being credited. A field check onto the numeric values must be done
frequently for the payment amounts. It is also important to reconcile the subsidiary account
receivables in general which should be done by another person.

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Figure 2 Process of Cash Collection

4.3 Establish new policies by management

In order to resolve this issue, it is recommended to bring the matter internally to the board of
directors with sufficient evidences and justifications together with any solutions to boards of
directors. For example, EPM should establish policies for clear ethical conducts, job scopes
and management of EPM to solve the ethical problems. Other than that, EPM should develop
whistle blowing policy to ensure and encourage the members of EPM to disclose any conflict
of interest issues or irregularities. In the end, a good communication across levels of
management to implement these policies and absorb them into EPMs corporate culture to be
shared within the organization.

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