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CAPITAL
• Excess of current assets over current liability
• CA-CL = WC
• For daily expenses like purchases, overheads etc
• Working capital plays a key role in a business just as the role of heart in
human body.
• It act as ‘grease’ to run the wheels of fixed assets.
• The efficiency of a business enterprise depends largely on its ability
to manage working capital.
DEFINITIONS OF WORKING
CAPITAL
• “Working Capital is the excess of C.A. over current liabilities.” - H.G,
Guthmann
• 7. Credit Policy:
– The credit policy of a concern in its dealing with debtors and creditors
influence considerably the requirement of working capital.
– A concern that purchases its requirement on credit and sell its
products/services on cash require lesser amount of working capital.
• 8. Business Cycle:
– Business cycle refers to alternate expansion and contraction in
general business activity.
– In a period of boom i.e., when the business is prosperous, there is a
need of larger amount of working capital due to increase in sales, rise
in prices, optimistic expansion of business contracts sales decline,
difficulties are faced in collection from debtors and firms may have a
large amount of working capital lying idle.
• 9. Rate of Growth of Business:
– The working capital requirement of a concern increase with the
growth and expansion of its business activities.
– Although it is difficulties to determine the relationship between the
growth in the volume of business and the growth in the working
capital of a business, yet it may be concluded that of normal rate of
expansion in the volume of business, we may have retained profits to
provide for more working capital but in fast growth in concern, we
shall require larger amount of working capital.
WHY W/C IS CALLED AS FLOATING
CAPITAL?
• Operating Cycle
• WC changes its form
ESTIMATION OF WORKING
CAPITAL
•Working Capital = Cost of Goods Sold (Estimated) * (No. of
Days of Operating Cycle / 365 Days) + Bank and Cash Balance.
INVENTORY MANAGEMENT
TECHNIQUES
INVEN
TORY
• The dictionary meaning of Inventory is STOCK OF GOODS.
• The word inventory is understood differently by various authors.
• In accounting it may mean stock of finished goods only.
• In a manufacturing concern, it may include raw materials, work in progress and stores, etc.
• In Retail, the amount of stock present in a retail outlet and ready to be distributed.
INVENTORY
MANAGEMENT
• Inventory Management is a Science primarily about specifying the shape
and percentage of stocked goods.
• A proper planning of purchasing, storing, and accounting should form a part
of inventory management.
• An efficient system of inventory management will determine:
1) What to purchase
2) How much to purchase
3) From where to purchase.
4) Where to Store.
• The purpose of inventory management is to keep the stock in such a way
that neither there is over- stocking nor under- stocking.
• Inventory control is the systematic control and regulation of purchase,
storage and usage of materials:
– To maintain an even flow of production;
– To avoid excessive investment in materials.
• Efficient material control reduces loses and wastages of materials that
otherwise pass unnoticed.
• Inventory control is the core of materials management.
• The need and importance of material varies in direct proportion to the
idle time cost of men and machinery and the urgency of requirements.
WHY INVENTORY
MANAGEMENT
• To meet sales
• To continue uninterrupted production
• To reduce cost
• To keep sufficient inventory (Under – Over)
STAGES OF INVENTORY MANAGEMENT
• Decision Stage : Co-ordination of purchasing, supplier development, guiding design
decisions, introducing new inventory and some minor changes in the production
process.
• Sourcing Stage : Make or buy decision, procurement facilities etc.
• Production Planning Stage : Preparation of master schedule, calculation
of inventory requirements etc.
• Stage of Ordering : Placing the orders, follow-up, packaging and transportation.
• Receiving Stage : Receiving the items, inspection of inventory, quality problems etc.
• Inventory Control : Determination of economic lot sizes, safety margins
and
inventory costs.
KEY INVENTORY TERMS
• Safety Stock:
– Safety stock or the buffer stock is an ideal quantity of material that has to
be always maintained and it is drawn only in the emergency situation.
• Lead Time:
– It is the time lapse between placement of an order and receipt of items
including their approval by quality control department.
– This is counted on past experiences.
– Procurement of material has a long lead time .
• Reorder Level:
– It indicates that level of material stock at which it is necessary to take
the steps for the procurement of further lots of material.
– The reorder level is slightly more than minimum stock level to guard
against abnormal use of item and abnormal delay in supply.
– Reorder level= Maximum lead time × Maximum uses
COST OF
INVENTORY
• Ordering cost
– Order placing cost
– Order Proceedings
• Carrying cost
– Storage, insurance, risk of damage, Depreciation, Price fall
• Stock out cost
– Out of stock, immediate purchase, customer value
INVENTORY MANAGEMENT
TECHNIQUES
• EOQ
• ABC ANALYSIS
• VED ANALYSIS
• JIT
EOQ - ECONOMIC ORDER
QUANTITY.
• EOQ is a quantity of inventory which can reasonably be ordered economically
at time.
• In determining this point, ordering costs and Carrying Costs are taken into
consideration.
– Ordering costs are basically the cost of placing an order.
– Carrying cost includes costs of storage facilities and loss of value through
physical deterioration, cost of obsolescence.
• The balancing point is known as Economic Order Quantity.
• Economic Order Quantity is one of the techniques of inventory control
which minimizes total holding and ordering costs for the year.
• Definition of EOQ :- EOQ is essentially an accounting formula that
determines at which the combination of order, costs and inventory
carrying cost are at the least.
C = Annual Consumption / use of material
O = Cost of order placing
I = Annual Carrying Cost
ADVANTAGES
• Each material can be procured in the most economical quantity.
• Purchasing and inventory control personnel automatically devote
attention to the items that are needed only when required.
• Positive control can easily be exerted to maintain total inventory
investment at the desired level simply by manipulating the planned
maximum and minimum value.
• Minimizes Storage and Holding Costs
• Specific to the Business
DISADVANTAGE
• Complicated Math Calculations
• Based on Assumptions
• The orders are raised at irregular intervals which may not be
convenient to the suppliers
• In case the lead time is very high supply of inventory may interpret
• EOQ may give you an order quantity which is much below the supplier
minimum, and there is always a chance that the ordering level for an
item has been reached but not noticed in which case a stock out may
occur; and
• The items cannot be group and ordered at a time since the recorder
points occur irregularly
ABC ANALYSIS
• Vital (V)
• Essential (E)
• Desirable(D)
• Vital-
– Items without which treatment comes to standstill: i.e. non- availability
can not be tolerated. The vital items are stocked in abundance , essential
items and very strict control
• Essential-
– Items whose non- availability can be tolerated for 2-3 days, because similar
or alternative items are available. Essential items are stocked in medium
amounts, purchase is based on rigid requirements and reasonably strict
watch.
• Desirable-
– Items whose non –availability can be tolerated for a long period. Desirable
items are stocked in small amounts and purchase is based on usage
estimates.
VED
ANALYSIS
• VED ranking may be done on the basis of the shortage costs
of materials, which can be either quantified or qualitatively
expressed.
• The fundamental question behind VED analysis is: what items
could your business not operate without?
• In most manufacturing environments there are a few
components without which production will grind to a halt.
• Failing to order those items on time is clearly an expensive mistake.
• In VED method (vital, essential, and desirable), each stock items is
classified on either vital, essential or desirable based on how critical the
item is for providing health services.
• The vital items are stocked in abundance , essential items are stocked in
medium amounts and desirable items we socked in small amounts .
• Vital and essential items are always in stock which means a minimum
disruption in the services offered to the people.
ADVANTAG
ES
• FSN
• LIFO
• FIFO
• HIFO
• NIFO
RECEIVABLE
MANAGEMENT OR
ACCOUNTS RECEIVABLE
MANAGEMENT
RECEIVABLES
Forming of credit
policy
Formulating
and Executing credit
executing policy
collection
policy
FORMING OF CREDIT
POLICY
• Quality of trade accounts or credit standards
• Length of credit period
• Cash discount
• Discount period
EXECUTING CREDIT
POLICY
• Collecting credit information
• Credit analysis
• Credit decision
• Financing investments in receivables and factoring
FORMULATING AND EXECUTING
CREDIT POLICY
• The collection of amounts due to the customers is very important.
• The concern should devise procedures to be followed when accounts
become due after the expiry of credit period.
• The collection policy be termed as strict and lenient.
• A strict policy of collection will improve more efforts on collection.
• This policy will enable early collection of dues and will reduce
bad debt losses.
PROBLEM – SOLUTION
MODEL
Particulars Policy A Policy B Policy C
Credit Period XXX XXX XXX
Projected Sales XX XX XX
Less XX XX XX
Variabl XXX XXX XXX
e Cost XX XX XX
(Cont XXX XXX XXX
ributi XXXX XXXX XXXX
on = XX XX XX
Sales
- VC)
Less
Fixed
Cost
( Pro
fit )
Cost of sales =
VC+FCSolution: Select the policy which has highest net return
Investment In
PROBLEM – SOLUTION
Particulars
MODELCurrent Policy A B C D
Credit Period 30
Projected Sales 50
Less Variable Cost 80% of 50 = 40
(Contribution = Sales - VC) 10
Less Fixed Cost 5
( Profit ) 5
Cost of sales = VC+FC 40+5 = 45
Invest. In Drs = Cost of Sales x Cr. Period/360 45 x 30/360 = 3.75
Profit 5
Less cost of funds in debtors at 20% 20% x 3.75 = 0.75
Net Return 4.25
CASH AND MARKETABLE SECURITIES
MANAGEMENT
CASH
MANAGEMENT
• Cash is an important component of current assets and is
most essential for business operations.
• Cash is the basic input needed to keep the
business running on a continuous basis.
• It is also the ultimate output expected to be realised by
selling the service and product manufactured by the firm.
CASH
MANAGEMENT
• Cash management has assumed importance because it is the
most significant of all the current assets.
• It is required to meet business obligations and it is
unproductive when not used.
• Cash management deals with the following:
– Cash inflows and outflows
– Cash flows within the firm
– Cash balance held by the firm at a point of time.
MEANING AND DEFINATION
OF CASH
• In the words of P. V. Kulkarni:
“Cash in the business enterprise may be compared to the blood of
the human body; blood gives life and strength to the human body,
and cash imparts life and strength to the business organisation”.
• According to J. M. Keyens:
“It is the cash which keeps a business going. Hence every enterprise
has hold necessary cash for its existence”.
MOTIVES FOR
HOLDING CASH
2. Precautionary motive
– It is the motive for holding cash or near cash as a cushion to meet
unexpected contingencies. Cash is needed to meet the unexpected
situation like, floods strikes etc.
3. SPECULATIVE
MOTIVE
– It is the motive for holding cash to quickly take advantage of
opportunities typically outside the normal course of business. Certain
amount of cash is needed to meet an opportunity to purchase raw
materials at a reduced price or make purchase at favorable prices.
4. Compensating motive
– It is a motive for holding cash to compensate banks for providing
certain services or loans. Banks provide variety of services to the
business concern, such as clearance of cheque, transfer of funds etc.
• The speculative Motives:
• The financial manager would like to take advantage of
unexploited opportunities.
• Some reserve of money is always essential to enable the firm
to take advantage of cash when such opportunities arise.
• The speculative motives helps to take advantage of:
– An opportunity to purchase raw materials at a reduced
price on payment of immediate cash.
–A chance to speculate on interest rate movements by
buying securities when interest rates are expected to decline.
– Delay purchases of raw materials on the anticipation of
decline in prices.
– To make purchases at favourable prices
– Any other opportunity.
• Yet another motive to hold cash balances is to compensate banks
for providing certain services and loans.
• Banks provide a variety of services to business firms, such as
clearence of cheque, supply of credit information, transfer of
funds, and so on.
• While for some of these services banks charge a commission or fee,
for others they seek indirect compensation.
• Usually clients are required to maintain a minimum balance of cash
at the bank.
• Since this balance cannot be utilised by firms for transaction
purposes, the banks themselves can use the amount to earn a
return. Such balances are compensating balances
OBJECTIVES OF CASH
MANAGEMENT
• The basic objectives of cash management are as follows:
These are conflicting and mutually contradictory and the task of cash
management is to reconcile them
TO MEET THE CASH DISBURSEMENT NEEDS
(PAYMENT SCHEDULE)
• In the normal course of business, firms have to make payments of
cash on a continuous and regular basis to suppliers of goods,
employees and so on.
• At the same time, there is a consist inflow of cash through
collections from debtors.
• Cash is, therefore, aptly described as the ‘oil to lubricate the ever-
turning wheels of business: without it the process grinds to a stop.‘
• A basic objective of cash management is to meet the payment
schedule, that is to have sufficient cash to meet the cash
disbursement needs of a firm
TO MINIMISE FUNDS COMMITTED TO CASH
BALANCE
• In minimizing the cash balances, two conflicting aspects have to be
reconciled.
• A high level of cash balances will,
– ensure prompt payment together with all the advantages.
– But it also implies that large funds will remain idle, as cash is a
non- earning asset and the firm will have to forego profits.
• A low level of cash balances,
– on the other hand, may mean failure to meet the payment schedule.
• The aim of cash management, therefore, should be an
optimal amount of bank balances.
CASH MANAGEMENT
TECHNIQUES
• Cash management will be successful only if cash collections are
accelerated and cash disbursements, as far as possible are
delayed.
• The following methods of cash management will help::
1. Safety
2. Maturity
3. Liquidity and Marketability
4. Return or Yield
IMPORTANT FACTORS THAT SHOULD BE CONSIDERED
WHILE CHOOSING AMONG ALTERNATIVE SECURITIES TO BE
PURCHASED: