Chapter 13 Working Capital Management Outline Short-term Cash Flow Planning Managing Accounts Receivable Credit Terms, Float, and Cash Management Inventory Management Effect of Working Capital on Capital Budgeting Short-term Cash Flow Planning Cash is an inventory item Need to know how much you will need to complete daily transactions Anticipate daily cash inflow Plan for any short fall between outflow and inflow For a business it’s the cash conversion cycle (CCC) CCC looks at the timing of cash flow or how long it takes the business to generate cash Short-term Cash Flow Planning CCC components Production cycle – from when product is started until customer “buys” the product Collection cycle – from time customer “buys” the product until customer makes payment Payment cycle – from the time company receives materials for production until the Short-term Cash Flow Planning Estimating production cycle Find average inventory Determine inventory turnover using COGS Calculate production cycle Example page 351…7.6 Days Estimate collection cycle Find average accounts receivable Determine A/R turnover using credit sales Calculate collection cycle Short-term Cash Flow Planning Estimate payment cycle Find average accounts payable Determine accounts payable turnover Calculate payment cycle Example page 353…7.0 days CCC = 7.6 + 13.8 – 7.0 = 14.4 days Must carry operations 15 days Managing Accounts Receivable Objective in accounts receivable management: speed up receivables Want payment from customers as soon as practical Must be aware of standard business practices First step is to estimate cash flow from sales Managing Accounts Receivable Aging receivables Identifies chronic late payers Assigns late fees to proper accounts Follow-up with late paying customers Example 13.2 Follow-up invoice with late fees Late fees billed by individual invoices Credit Terms, Float & Cash Management Granting of credit to customers Policy on qualifying customers for credit Policy on payment plan Policy on follow-up for late payments Qualifying for credit Credit screening Increasing cost as more information required Increasing cost usually match the increase in the size of the credit Credit Terms, Float & Cash Management Payment Policy Methods to speed up receivables Discount for speedy payment Lock boxes for faster processing of payments Wire transfers Your Payment Policy (Accounts Payable) Methods to slow down payables Inventory Management Keeping track of inventory ABC Method A goods are critical goods, or high priced goods B goods are moderately priced or essential goods C goods are low priced or non-essential goods Most effort is spent on A goods Little effort is spent on C goods Economic Order Quantity – how much Inventory Management Cost components of inventory Carrying Costs The storage and handling costs while inventory is in “store” or “manufacturing facililty” Costs include space and utilities Ordering Costs The cost paid to ship inventory items from supplier to company Does not include the cost of the item EOQ finds optimal trade-off between carrying Inventory Management Carrying Costs (cc), per unit carrying costs times average inventory Ordering Costs (oc) number of orders times cost per order Total Inventory Costs = CC + OC EOQ is optimal order quantity that minimizes total inventory costs with S being annual sales Inventory Management Additional Issues with EOQ Reorder Point Placement of order quantity before inventory hits zero due to shipping time Does not alter the actual order quantity or average inventory on hand Safety Stock Placement of order quantity before inventory hits zero and with additional days in case order is delayed Does not alter quantity but does increase average inventory on hand JIT – Just in Time, system that sets safety Effect of Working Capital on Capital Budgeting Working Capital usually a necessary component of a project Build up current assets and current liabilities at start of a project Necessary components for making products Expensed as products are sold Maintained inventory levels during the project but could build as production increases Recover working capital at end of project Draw down of inventory items supporting Problems – First Set Problem Problem Problem Problem Problem Problem 1 – Business Operating Cycle 3 – Production Cycle 5 – Collection Cycle 7 – Payable Cycle 9 – Accounts Receivable 11– Aging Accounts Receivable Problems – Second Set Problem 13 – Credit Screening Problem 15 – Credit Terms Problem 17 – Economic Order Quantity