A STUDY ON CASH MANAGEMENT

OF
ANGLO FRENCH TEXTILES

SUMMER PROJECT REPORT

Submitted by
K.RAJESH
REGISTER NO: 26348325

Under the Guidance of

Mr. D.SARAVANAN MBA, M.PHIL
FACULTY, Department of Management Studies.

In partial fulfillment for the award of the degree

of
MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY, INDIA
OCTOBER - 2007
 SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled “ A STUDY ON CASH

MANAGEMENT OF ANGLO- FRENCH TEXTILES” is a bonafide work done
by K.RAJESH, [ REGISTER NO: 26348325] in partial fulfillment of the
requirement for the award of Master of Business Administration by Pondicherry
University during the academic year 2007 – 2008.

GUIDE HEAD OF DEPARTMENT

Submitted for Viva Voce Examination held on _________

EXTERNAL EXAMINER
 CONTENTS

CHAPTER TITLE PAGE NO

ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLE
LIST OF CHART

I INTRODUCTION
1.1 Profile of an organization
II NEED FOR THE STUDY

III REVIEW OF LITERATURE

IV OBJECTIVES OF THE STUDY

V RESEARCH METHODOLOGY

VI DATA ANALYSIS AND INTERPRETATION

VII FINDINGS OF THE STUDY

VIII SUGGESTION & RECOMMENDATION

IX CONCLUSION

X LIMITATIONS OF THE STUDY

XI SCOPE FOR FURTHER STUDY

ANNEXURE
XII 1. Questionnaire
2. Bibliography
 ACKNOWLEDGEMENT

With the divine blessing of God, I express my deep gratitude to

Mr. N. KESAVAN. Chairman and Mr. M. DHANASEKARAN, Managing Director and
S.V. SUGUMARAN, Vice Chairman, Sri Manakula Vinayagar Engineering College.

My special thanks to our college Principal DR. V.S.K VENKATACHALAPTHY for

extending me moral support during the course of this work.

I wish to place on my records my sincere gratitude to Mr. S. JAYAKUMAR, Head of the

Department of Management studies for his motivation and providing me permission to do this
project work.

I wholeheartedly thank my internal guide Mr. D.SARAVANAN for being so resourceful

right from the beginning of this project and helped to bring out this project successfully amidst of
all odds.

I thank Mr. .velautham (Personnel) Anglo French Textiles who was kind enough in permitting
me to do my project in Anglo French Textiles.

I thank Mr. .Veda Raman (Finance) Anglo French Textiles for helping and guiding me through
out the project.

I am also thankful to all other faculty members of the department for their constant co-operations
and encouragement in pursuing my project work.

My heart gratitude to all staffs of A.F.T.Ltd. Puducherry for providing me details about the
company for the completion of project.

At this turning point in my life, my profound thanks goes to my parents, my brothers and to my
friends who supported me by giving love and encouragement which I needed the most, I owe
deep sense of gratitude to all of them.
 ABSTRACT

The title of the project is “A study on cash management of Anglo French textiles limited”.

The main objective is to ascertain the cash position of the A.F.T.

The research is based on through secondary data.

The need for Cash to run the day-to-day business activities cannot be overemphasized.
One can hardly find a business firm, which does not require any amount of Cash. Indeed, firms
differ in their requirements of the Cash.

A firm should aim at maximizing their wealth. In its endeavor to do so, a firm should earn
sufficient return from its operation. The firm has to invest enough funds in current asset for
generating sales. Current asset are needed because sales do not convert into cash instantaneously.
There is always an operating cycle involved in the conversion of sales into cash.

The objectives are to analyze the Cash management and to determine efficiency in cash,
inventories, debtors and creditors. Further, to understand the liquidity and profitability position of
the firm.
These objectives are achieved by using ratio analysis and then arriving at conclusions,
which are important to understand the efficiency / inefficiency of Cash.

The company goes in insufficient manner in the past five years. So the company takes steps to
improve the performance and concentrate in local areas. The company financial capacities are
low and borrow funds from the government and outsiders. It creates liabilities for the
company.The working capital is reducing from year to year. So they should take some necessary
steps for adding more amounts to working capital.
 List of Tables

Table No Title Page No

Table 6.1 Current ratio.

Table 6.2 Quick ratio

Table 6.3 Inventory turn over ratio

Table 6.4 Debtor turn over ratio

Table 6.5 Working capital turn over ratio

Table 6.6 Ratio of current assets to fixed assets

Table 6.7 Cash to working capital ratio

Table 6.8 Cash to sales ratio

Table 6.9 Cash ratio

Table 6.10 Current assets to total assets ratio

Table 6.11 Loans and advances to current assets ratio

Table 6.1.1 Funds from operation and cash from

operation

Table 6.1.2 Cash flow statement

Table 6.1.3 Trend analysis

 List of charts

Table No Title Page No

Table 6.1 Current ratio.

Table 6.2 Quick ratio

Table 6.3 Inventory turn over ratio

Table 6.4 Debtor turn over ratio

Table 6.5 Working capital turn over ratio

Table 6.6 Ratio of current assets to fixed assets

Table 6.7 Cash to working capital ratio

Table 6.8 Cash to sales ratio

Table 6.9 Cash ratio

Table 6.10 Current assets to total assets ratio

Table 6.11 Loans and advances to current assets ratio

 CHAPTER I
INTRODUCTION

1.1 COMPANY PROFILE

At the end of the 19 th century, puducherry one of the small town within the French territory,
on the southeastern coast of India, on the bay of Bengal, witnessed the birth of a textile mill in the
names of Rodier Mills. It was established and incorporated on England in 1898 by the Anglo
French Textiles Limited, a British Textile firm.

The shareholders of the mill became restless, as the years want by, because of the fact that
their investment was located in a quite far off place, on a French territory, they were apprehensive
as to the security of their property on Puducherry.

On the departure of the French and annexation of Puducherry to India in 1958, the mill was
sold off to Best and Crompton, on English Management Company. In 1963, they sold their
interest in the mill t60 Sri C.R.Ramachaki, a textile industrialist from Madurai. The mill thrived
within the period under this management managing to expand by building unit B and C.
After the death of Sri C.R. Ramachaki there developed a lot of mismanagement, family problems
and persistent labour unrest which led to the eventual selling of the mill in 1982 to Mr. Jatia of
the somani group, a textile trader from Bombay. But unfortunately due to continued labour
unrests, Mr. Jatia too failed to manage this mill and abandoned it in 1983.

Due to public appeals the Puducherry government took over the mill in 1985. It was not until
June of 1986 that the mill was opened. The mill became a government undertaking and a unit of
Pondicherry Textile Corporation Ltd., the government has injected into it funds for renovations
improvements and modernization. Many
Technological advances have been made by introducing projectile loans from USSR and return
types of loans from Lakshmi mills in Coimbatore.

Initially AFT started off with spinning and weaving departments making only gray fabrics. It
was only between 1964 and 1970 that extensive modernization programme were implemented.
This included the installation of sophisticated automatic loans and process house, which resulted
in increased efficiency both in production and quality.

The raw material used to produce cloth is cotton and their products are 100% cotton. The
sequence of operations carried out to produce cloth are carding, spinning and weaving,
processing up to godown.

The specialty products of AFT are bed linen, pillow cases, garments include ready made like
cotton shirts, trousers, shorts, handkerchiefs and kitchen aprons.

AFT is dedicated to a system of quality management, which ensures that its products and
services meet the requirements of its customers at all times. Recently AFT got the ISO 9002
which is issued by the direction General, Bureau of Indian standards. It has strong orientation
towards quality and dedication that has helped the company’s fabric to weave their way into the
fashion conscious markets of USA, UK, France, Italy, Switzerland, Belgium, Australia,
Germany, Middle East and Africa.
1.2 AFT PRODUCT SPECTRUM

Institutional Fabrics

 Entire range of hospital linen.

 Linen for hospitals and restaurants.

 Uniforms for schools, institutions, factories, defence and paramilitary organizations.

 Fire resistant fabrics.

 Strain/water resistant fabrics.

Industrial Fabrics

 Form coated cotton curtain lining.

 PVC, coated lining.

 Recreational and campaign equipment.

 Belting.

 Shoe uppers.
Consumer products

 Household linen of all types.

 Dress material in safin, poplin, chambray etc.,

 Furnishings and draperies in all ranges.

 Specialized fabrics and fashion garments.

Today AFT makes more than 45% of its sales through exports. It is accelerating towards
greater achievements by way of expansion and modernization although it has a capital raising
constraint being a state keen corporation. This plus the fact that it faces stiff competition from
both local manufactures as well as countries like China, Pakistan, Egypt, Far East and Asian
countries. The driving force leading them towards growth is its commitments to quality
consciousness, which is stressed by the company’s motto.

AFT is functionally in three units A, B, and C. Units A and B are located in Mudaliyarpet in
the heart of Puducherry town while C is located in Iyankuttipalayam some distance towards
cuddalore. AFT employs approxiamately 6000 workers and staff. The strength of the mill’s
employees is thus:
The strength of the mill’s employees:

UNIT WORKMEN STAFF&OFFICER

A 3505 550
B 1035 65
C 670 32
TOTAL 5210 647

At present AFT is managed by Managing Director and Joint Managing Director, subjected to
control, supervision and management of the Board of Directors. The Board consists of one
chairman and five other directors. Directors are appointed according to the company’s Act 1956.

1.3 Managing Director

The managing director Mr. Padmanaban of Puducherry Textile Corporation was the caretaker
of Anglo French Textiles and is directly appointed by the government of Puducherry. The M.D.
is the supreme power of Aft even if there is a higher post of chairman. Who is the chief secretary
of Puducherry Government? The M.D. holds responsible for the day- to- day affairs of the
company. He has the power to dismiss, transfer, take disciplinary action on any employee of the
mills, and to decide the policy matters for the welfare of the company.

The M.D. with the co-ordination of the joint managing director decides marketing of cloth
material, director decides marketing of cloth materials in all regions of the country and also
abroad. The selling price of the finished goods is determined after arriving the cost of production
and with the concern of the M.D.
1.4 Performance of AFT

In 1998-1999, the company accumulated loss of Rs. 105.93 crores by end of 99. In warded
18.44 crores loss during the year against 20.83 during 97-98. In 98-99 the loss was reduced by
about Rs.2.39 crores.

2000-2001 -- Accumulated loss of Rs. 122.70 cr by end of March 2001. During the year loss
incurred is 20.27 cr against Rs.18.44 during 98-99.

2001-2002 – Accumulated loss of Rs. 139.44 crore by end of 2002. Loss increased is Rs. 17.66
cr against the Rs. 20.27 cr during 1999-2000.

2002-2003 – Accumulated loss of Rs. 159.64 cr by end of 2003. During the year the Loss is
20.07 cr against 17.66 cr during 2001-2002
.
2003-2004 – Accumulated loss of Rs. 183.91 cr by end of 2004. During the year the loss
Incurred is Rs. 24.43 cr against Rs.20.07 cr during 2001-02.

2004-2005 – Accumulated loss of Rs. 222.55 cr by end of 2005. During the year the loss Rs.
183.91 cr in 2003-2004.
1.5 PRODUCTION

DEPARTMENT OF AFT
The various departments of AFT are viz:

PRODUCTION DEPARTMENT

1. Spinning department – blow, room, carding and spinning.

2. Weaving preparatory department – winding, warping and sizing.
3. Weaving department – loom shed
4. Processing department – bleaching, printing and dyeing
5. Warehouse department – examining, parking and baling

SERVICE DEPARTMENT

6. Marketing department
7. Finance and accounts department
8. Purchase and stores
9. Quality assurance
10. Engineering
11. Personnel

SERVICE SECTION

12. EDP 17. Internal audit

13. Costing 18. Canteen
14. Dispensary 19. Security
15. Horticulture 20. Garment Factory
16. Transport and Automobile
RAW MATERIALS
i) Cotton
ii) Nylon

ABOUT THE PRODUCTS

The following products are presently manufactured in AFT Ltd. (P.T.C.), Puducherry.
1. Cotton clothes 5. Pant and Shirt clothes
2. Towels 6. Screen clothes
3. Uniforms 7. Bed spread
4. Pillow covers

(AFT MANUFACTURING PROCESS)

Raw material

Blow room Carding Drawing

Warping Winding Spinning

Sizing Weaving Dying

Baling Examining Printing

Fabrics
1.6 OBJECTIVES OF THE COMPANY

 The main objective of the company can be generally stared as the manufacturing and
selling of cotton yard and cotton fabrics.
 To manufacture and market cotton years
 To manufacture and market cotton Fabrics
 To manufacturing garments and uniforms for various agencies and service organization
 To protect the interest of the employees through welfare measures
 To modernized the mills and its systems including computerization

1.7 SAFETY MEASURES

 AFT has a full fledged safety department to monitor the safety in the factory. The
Company has been recipient of the state industrial safety for many years for its excellent
in safety protection and preservation of environment.

1.8 QUALITY POLICY OF AFT LIMITED

 Anglo French Textile is committed to meet

 The requirement of its customers
 And to continually improve its
 Product and services by Technological
 Up gradation and enriching the resources
 With perpetual review of the
 Quality system
 Meeting Tomorrows
 Need Today
1.9 OBJECTIVES OF PERSONAL FUNCTION IN AFT LTD

1. The personnel office in AFT is fulfilling these objectives

2. Fuller utilization of human resources
3. Establish and an adequate organization structure
4. Secures integration
5. Maximum development
6. Compensation
7. Moral and human relation

1.10 FUNCTIONS OF PERSONNEL MANAGEMENT AND HRD DEVELOPMENT

1. Recruitment
2. Trainings and development
3. Wage and salary administration
4. Labour welfare measures
5. Health and safety management
6. Industrial relation management
7. Compliance of statutory requirement
8. Disciplinary proceedings
 1.11 STRUCTURE OF THE PERSONNEL DEPARTMENT

Personnel Department

Deputy Manager Manager

(Personnel & HRD) (IR)

Assistant Manager Safety Manager Labour office Deputy Manager

(Canteen)

Supervisor Supervisor Assistant Labour Assistant Labour

(7) Officer (1) Welfare Officer (4)
Assistant Labour
Welfare Officer(2)
 CHAPTER II

NEED FOR THE STUDY

The importance of Cash management in any industrial concern cannot be

overstressed. Under the present inflationary condition, management of Cash is perhaps more
important than even management of profit and this requires greatest attention and efforts . It
needs vigilant attention as each of its components require different types of treatment and it
throws constant attention on exercise of skill and judgment, awareness of economic trend etc, due
to urgency and complicacy the vital importance of Cash.

The anti-inflationary measure taken up creating a tight money condition has placed
working capital in the most challenging zone of management and it requires a unique skill for its
management. Today, the problem of managing Cash has got the recognition of separate entity, so
its study and management is of major importance to both internal and external analyst to judge
the current position of the business concerns. Hence, the present study entitled “A study on Cash
Management” has been taken up.
 CHAPTER III

REVIEW OF LITERATURE

Meaning

Cash is the money which a firm can disburse immediately without any restriction. The
term cash includes coins, currency and cheques held by the firm, and balances in its bank
accounts. Sometimes near-cash items, such as marketable securities or bank times deposits, are
also included in cash. The basic characteristic of near-cash assets is that they can readily be
converted into cash.

FACETS OF CASH MANAGEMENT

Cash management is concerned with the managing of: (i) Cash flows into and out of the
firm, (ii) Cash flows within the firm, and (iii) Cash balances held by the firm at a point of time by
financing deficit or investing surplus cash. It can be represented by a cash management cycle.
Sales generate cash which has to be disbursed out. The surplus cash has to be invested while
deficit this cycle at a 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 most significant and the least productive asset that a firm’s holds. It is significant because it
is used to pay the firm’s obligations. However, cash is unproductive. Unlike fixed assets or
inventories, it does not produce goods for sale. Therefore, the aim of cash management is to
maintain adequate control over cash position to keep the firm sufficiently liquid and to use excess
cash in some profitable way.

Cash management is also important because it is difficult to predict cash flows accurately,
particularly the inflows, and there is no prefect coincidence between the inflows and outflows of
cash. During some periods, cash outflows will exceed cash inflows, because payments for taxes,
dividends, or seasonal inventory build up. At other times, cash inflow will be more than cash
payments because there may be large cash sales and debtors may be realized in large sums
promptly. Further, cash management is significant because cash constitutes the smallest portion
of the total current assets, yet management’s considerable time is devoted in managing it. In
recent past, a number of innovations have been done in cash management techniques. An
obvious aim of the firm these days is to manage its cash affairs in such a way as to keep cash
balance at a minimum level and to invest the surplus cash in profitable investment opportunities.

In order to resolve the uncertainty about cash flow prediction and lack of synchronization
between cash receipts and payments, the firm should develop appropriate strategies for cash
management. The firm should evolve strategies for cash management. The firm should evolve
strategies regarding the following four facets of cash management.

 Cash planning: Cash inflows and outflows should be planned to project cash surplus or
deficit for each period of the planning period. Cash budget should be prepared for this
purpose.
 Managing the cash flows: The firm should decide about the properly managed. The
cash inflows should be accelerated while, as far as possible, the cash outflows should be
decelerated.
 Optimum cash level: the firm should decide about the appropriate level of cash
balances. The cost of excess cash and danger of cash deficiency should be matched to
determine the optimum level of cash balances.
 Investing surplus cash: The surplus cash balances should be properly invested to earn
profits. The firms should decide about the division of such cash balances between
alternative short-term investment opportunities such as bank deposits, marketable
securities, or inter-corporate lending.

MOTIVES FOR HOLDING CASH

The firm’s need to hold cash may be attributed to the following three motives:
 The transactions motive
 The precautionary motive
 The speculative motive
TRANSACTION MOTIVE

The transactions motive requires a firm to hold cash to conduct its business in the ordinary
course. The firm needs cash primarily to make payments for purchases, wages and salaries, other
operating expenses, taxes, dividends etc. The need to hold cash would not arise if there were
perfect synchronization between cash receipts and cash payments, i.e., enough cash is received
when the payment has to be made. But cash receipts and payments are not perfectly
synchronized. For those periods, when cash payments exceed cash receipts, the firm should
maintain some cash balance to be able to make required payments. For transactions purpose, a
firm may invest its cash in marketable securities. Usually, the firm will purchase securities
whose maturity corresponds with some anticipated payments, such as dividends or taxes in the
future. Notice that the transactions motive mainly refers to holding cash to meet anticipated
payments whose timing is not perfectly matched with cash receipts.

PRECAUTIONARY MOTIVE
The precautionary motive is the need to hold cash to meet contingencies in the future. It
provides a cushion or buffer to withstand some unexpected emergency. The precautionary
amount of cash depends upon the predictability of cash flows. If cash flows can be predicted
with accuracy, less cash will be maintained for an emergency. The amount of precautionary cash
is also influenced by the firm’s ability to borrow at short notice when the need arises. Stronger
the ability of the firm to borrow at short notice, less the need for precautionary balance. The
precautionary balance may be kept in cash and marketable securities. Marketable securities play
an important role here. The amount of cash set aside for precautionary reasons is not expected to
earn anything; the firm should attempt to earn some profit on it. Such funds should be invested in
high-liquid and low-risk marketable securities. Precautionary balances should, thus, be held
more in marketable securities and relatively less in cash.
SPECULATIVE MOTIVE

The speculative motive relates to the holding of cash for investing in profit-making
opportunity to make profit may arise when the security prices change. The firm will hold cash,
when it is expected that interest rates will rise and security prices will fall. Securities can be
purchased when the interest rate is expected to fall; the firm will benefit by the subsequent fall in
interest rates and increase in security prices. The firm may also speculate on materials prices. If
it is expected that materials prices will fall, the firm can postpone materials purchasing and make
purchases in future when pric4e actually falls. Some firms may hold cash for speculative
purposes. By and large, business firms do not engage in speculations. Thus, the primary motives
to hold cash and marketable securities are: the transactions and the precautionary motives.

CASH PLANNING

Cash flows are inseparable parts of the business operations of firms. A firm needs cash to
invest in inventory, receivable and fixed assets and to make payment for operating expenses in
order to maintain growth in sales and earnings. It is possible that firm may be making adequate
profits, but may suffer from the shortage of cash as its growing needs may be consuming cash
very fast. The ‘poor cash’ position of the firm cash is corrected if its cash needs are planned in
advance. At times, a firm can have excess cash may remain idle. Again, such excess cash
outflows. Such excess cash flows can be anticipated and properly invested if cash planning is
resorted to. Cash planning is a technique to plan and control the use of cash. It helps to
anticipate the future cash flows and needs of the firm and reduces the possibility of idle cash
balances ( which lowers firm’s profitability ) and cash deficits (which can cause the firm’s
failure).

Cash planning protects the financial condition of the firm by developing a projected cash
statement from a forecast of expected cash inflows and outflows for a given period. The
forecasts may be based on the present operations or the anticipated future operations. Cash plans
are very crucial in developing the overall operating plans of the firm.
Cash planning may be done on daily, weekly or monthly basis. The period and frequency
of cash planning generally depends upon the size of the firm and philosophy of management.
Large firms prepare daily and weekly forecasts. Medium-size firms usually prepare weekly and
monthly forecasts. Small firms may not prepare formal cash forecasts because of the non-
availability of information and small-scale operations. But, if the small firms prepare cash
projections, it is done on monthly basis. As a firm grows and business operations become
complex, cash planning becomes inevitable for its continuing success.

OTHER FACTORS THAT AFFECT THE SIZE OF CASH BALANCE

1. Availability of short-term credit:

To avoid holding unnecessary large balances of cash, most firms attempt to make
arrangements at borrow money is case of unexpected needs. With such an agreement, the firm
normally pays interest only during the period that the money is actually used.

2. Money market rates:

If money will bring a low return a firm may choose not to invest it. Since the loss or profit
is small, it may not be worth the trouble to make the loan. On the other hand, if interest rates are
very high, every extra rupee will be invested.

3. Variation in cash flows:

Some firms experience wide fluctuation in cash flows as a routine matter. A firm with
steady cash flows can maintain a fairly uniform cash balance.

4. Compensating balance:
If a firm has borrowed money from a bank, the loan agreement may require the firm to
maintain a minimum balance of cash in its accounts. This is called compensating balance. In
effect this requires the firm to use the services of bank a guaranteed deposit on which it pays no
interest. The interest free deposit is the bank’s compensation for its advice and assistance.
CASH MANAGEMENT – BASIS STRATEGIES

The management should, after knowing the cash position by means of the cash budget, work out
the basic strategies to be employed to manage its cash.

CASH CYCLE:

The cash cycle refers to the process by which cash is used to purchase materials from
which are produced goods, which are them sold to customers.
Cash cycle=Average age of firm’s inventory
+Days to collect its accounts receivables
-Days to pay its accounts payable.

The cash turnover means the numbers of times firm’s cash is used during each year.

360
Cash turnover = ----------------
Cash cycle

The higher the cash turnover, the less cash the firm requires. The firm should, therefore, try to
maximize the cash turn.
MANAGING COLLECTIONS:

a) Prompt Billing:
By preparing and sending the bills promptly, without a time log between the dispatch of
goods and sending the bills, a firm can ensure earlier remittance.

b) Expeditious collection of cheques:

An important aspect of efficient cash management is to process the cheques receives very
promptly.

c) Concentration Banking:
Instead of a single collection center located at the company headquarters, multiple collection
centers are established. The purpose is to shorten the period between the time customers mail in
their payments and the time when the company has use of the funds are then to a concentration
bank – usually a disbursement account.

d) Lock-Box System:
With concentration banking, a collection center receives remittances, processes them and
deposits them in a bank. The purpose is to lock-box system is to eliminate the time between the
receipt of remittances by the company and their deposit in the bank. The company rents a local
post office box and authorizes its bank in each of these cities to pick up remittances in the box.
The bank picks up the mail several times a day and deposits the cheque in the company’s
accounts. The cheques are recorded and cleared for collection. The company receives a deposits
the cheque in the company’s accounts. The cheques are recorded and cleared for collation. The
company receives a deposit slip and a lift of payments. This procedure frees the company from
handling a depositing the cheques.

CONTROL OF DISBURSMENT
a) Stretching Accounts Payable
A firm should pay its accounts payables as late as possible without damaging its credit
standing. It should, however, take advantages of the cash discount available on prompt payment.

b) Centralized Disbursement
One procedure for rightly controlling disbursements is to cenrealise payables in to a single
account, presumably at the company’s headquarters. Such an arrangement would enable a firm to
delay payments and can serve cash for several reasons. Firstly, it increases transit time.
Secondly, if a firm has a centralized bank account, a relatively smaller total cash balances will be
needed.

c) Bank Draft
Unlike an ordinary cheque, the draft is not payable on demand. When it is presented to
the issuer’s bank for collection, the bank must present it to the issuer for acceptance. The funds
then are deposited by the issuing firm to cover payments of the draft. But suppliers prefer
cheques. Also, bank imposes a higher service charge to process them since they require special
attention, usually manual.

d) Playing the float

The amount of cheques issued by the firm but not paid for by the bank is referred to as the
“payment float”. The differences between “payment float” and “collection float” are the net float.
So, if a firm enjoys a positive “net float”, it may issue cheques even if it means having an ever
drown account in its books. Such an action is referred to as “playing the float”, within limits a
firm can play this game reasonably safely.
Thus management of cash becomes essential and it should be seen to, that neither
excessive nor inadequate cash balances are maintained.

FLOW OF STATEMENTS

The funds flow statement analyses only the causes of changes in the firm’s working capital
position. The cash flow statement is prepared to analyze changes in the flow of each only. These
statements fail to consider the changes in the firm’s total financial resources. They do not reveal
some significant items which do not affect the firm’s cash or working capital position, but
considerably influence the financing position and asset mix of the firm. For example, ordinary
shares issued to acquire some asset, say land, affect the financing and asset mix of the firm. For
example, ordinary shares issued to statement will not include this transaction as it does not
involve any change in cash or working capital. A comprehensive statement of changes in
financial position would disclose or working capital. A comprehensive statement of changes in
financial position would disclose this information along with information on cash or working
capital changes.
The statement of changes in financial position is an extension of the funds flow statement
or the cash flow statement. It is more informative and com apprehensive in indicating the changes
in the firm’s financial position. However, the analysis of changes in the firm’s cash position or
working capital is still very significant. Therefore, to get better insights, a firm may prepare a
comprehensive, all – inclusive, statement of changes in financial position incorporating changes
in the firm’s cash and working capital positions. In the following sections, we illustrate the
preparation and use of the statement of changes in financial position involving:
 Changes in the firm’s working capital position
 Changes in the firm’s working capital position
 Changes in the firm’s total financial resources.

FUNDS FLOW STATEMENT

The statement of changes in financial position, prepared to determine only the sources and
uses of working capital between dates of two balance sheets, is known as the funds flow
statement. Working capital is defined as the difference between current assets and current
liabilities. Working capital determines the liquidity position of the firm. A statement reporting the
changes in working capital is useful in addition to the financial statements.

CASH FLOW STATEMENT

 An analysis of cash flows is useful for short-run planning. A firm needs sufficient cash to
pay debts maturing in the future, to pay interest and other expenses and to pay dividends to
shareholders. The firm can make projections of cash inflows and outflows for the near future to
determine the availability of cash. This cash balance can be matched with the firm’s need for cash
during the period, and accordingly, arrangements can be made the deficit or invest the surplus
cash temporarily. A historical analysis of cash flows provides insight to prepare reliable cash flow
projections for the immediate future.

A statement of changes in financial position on cash basis. Commonly known as the cash
flow statement, summarizes the causes of changes in cash position between dates of the two
balance sheets. It indicates the sources and uses of cash. The cash flow statement is similar to the
funds flow statement except that it focuses attention on cash (immediate or near term liquidity)
instead of working capital or funds (potential or medium term liquidity). Thus, this statement
analyses changes in non-current accounts as well as current accounts (other than cash) to
determine the flow of cash.

UTILITY OF CASH FLOW ANALYSIS

A Cash flow analysis is an important financial tool for the management. Its chief
advantages are as follows.

1. Helps in efficient cash management

Cash flow analysis helps in evaluating financial policies and cash position. Cash is the
basis for all operation and hence a projected cash flow statement will enable the management to
plan and co-ordinate the financial operations properly. The management can know how much
cash is needed from which source it will be derived, how much can be generated, how much can
be utilized.

2. Helps in internal financial management

 Cash flow analysis information about funds, which will be available from operations.
This will helps the management in repayment of long-term debt, dividend policies etc.,

3. Discloses the movements of Cash

Cash flow statement discloses the complete picture of cash movement. The increase in
and decrease of cash and the reasons therefore can be known. It discloses the reasons for low
cash balance in spite of heavy operation profits on for heavy cash balance in spite of low profits.

4. Discloses success or failure of cash planning

The extent of success or failure of cash planning be known by comparing the projected
cash flow statement with the actual cash flow statement and necessary remedial measures can be
taken.

Measurement of Current Ratio

The current ratio is the ratio of total current assets to total current liabilities. It is
calculated by dividing current assets by current liabilities:

Current ratio = Current assets

Current liabilities

The current assets of a firm, as already stated, represent those assets which can be, in
ordinary course of business, converted into cash within a short period of time, normally not
exceeding one year and include cash and bank balances, marketable securities, inventory of raw
materials, semi-finished (work-in- progress) and finished goods, debtors net of provision for bad
and doubtful debts, bills receivable and pre-paid expenses. The current liabilities defined as
liabilities which are short-term maturing obligations to be met, as originally contemplated, within
a year, consist of trade creditors, bills payable, banks credit, provision for taxation, dividends
payable and outstanding expenses.

Acid-Test or Quick Ratio

 As observed above, one defect of the current ration is that it fails to convey any
information on the composition of the current assets of a firm. A rupee of cash is considered
equivalent to be rupee of inventory or receivables. But it is not so. A rupee of cash is more readily
available (i.e. more liquid) to meet current obligations than a rupee of , say, inventory. This
impairs the usefulness of the current ratio. The acid-test ration is a measures of liquidity designed
to overcome this defect of the current ratio. It is often to convert its current assets quickly into
cash in order to meet its current liabilities. Thus, it is a measure of quick or acid liquidity.

The acid-test ratio is the ratio between quick current assets and current assets by the
current liabilities:

Quick assets_____
Acid-test ratio= Current liabilities

The term quick assets refers to current assets which can be converted into cash
immediately or at short notice without diminution of value.

Inventory Turnover Ratio

It is computed by dividing the cost of goods sold by the average inventory. Thus,

Cost of goods sold

Inventory turnover ration = Average inventory

The cost of goods sold means, sale minus gross profit, the average inventory refers to the
simple average of the opening and closing inventory. The ration indicates how fast inventory is
sold. A high ratio to good from the view point of liquidity and vice versa. A low ratio would
signify that inventory does not sell fast and stays on the shelf or in the ware-house for a long
time.

Management of Cash

Introduction
 Cash management is one of the key areas of working capital management. Apart from the
fact that it is the most liquid current asset, cash is the common denominator to which all current
assets can be reduced because the other major liquid assets, i.e. receivables and inventory get
eventually converted into cash. This underlines the significance of cash management.

The present chapter is concerned with a detailed account of the problems involved in
managing cash. The main coverage of this chapter is as follows. The first section outlines the
motives for holding cash followed in section two by the objectives of cash management. The next
section presents an in-depth discussion of the methods to plan and determine the cash needs
through cash budgets. The basic strategies for efficient management of cash are the subject’s
matter of the subsequent section. We then explain specific techniques to manage cash. The
remainder of the chapter is devoted to the discussion of marketable securities. The chapter
concludes with the major points.

MOTIVES FOR HOLDING CASH

The term cash with reference to cash management is used in two senses. In a narrow sense
it is used broadly to cover currency and generally accepted equivalents of cash such as cheques,
drafts and demand deposits in banks. The broader view of cash also includes near-cash assets,
such as marketable securities and time deposits in banks. The main characteristics of these is that
they can be readily sold and converted into cash. They serve as a reserve pool of liquidity that
provides cash quickly when needed. They also provide a short-term investment outlet for excess
cash and are also useful for meeting planned outflow of funds. We employ the term cash
management in the broader sense. Irrespective of the form in which it is held, a distinguishing
feature of cash, as an asset, is that it has no earning power. If cash does not earn any return, why
is it held by firms? There are four primary motives for maintaining cash balances: (i) Transaction
motive; (ii) Precautionary motive; (iii) Speculative motive; and (iv) Compensating motive

Transaction Motive
 An important reason for maintaining cash balances is the transaction motive. This refers
to the holding of cash, to meet routine cash requirements to finance the transaction which a firm
carries on in the ordinary course of business. A firm enters into a variety of transactions to
accomplish its objectives which have to be paid for in the form of cash. For example, cash
payments have to be made for purchases, wages, operating expenses, financial charges, like
interest, taxes, dividends, and so on. Similarly, there is a regular inflow of cash to the firm from
sales operation, returns on outside investments, etc. these receipts and payments constitute a
continuous two-way flow of cash. But the inflows (receipts) and outflows (disbursements) do not
perfectly coincide or synchronise, i.e. they do not exactly match. At times, receipts coincide or
outflows while, at other times, payments exceed inflows. To ensure that situation in which
disbursements are in excess of the current receipts, it must have and adequate cash balance. The
requirement of cash balances to meet routine cash needs is known as the transaction motive and
such cash balances are termed as transaction balances. Thus, the transaction motive refers ot the
holding of cash to meet anticipated obligations whose timing is not perfectly synchronized with
cash receipts. If the receipts of cash and its disbursements could exactly coincide in the normal
course of operation, a firm would not need cash for transaction purposes. Although a major part
of transaction balances are held in cash, a part may also be in such marketable securities whose
maturity conforms to the timing of the anticipated payments, such as payment, of taxes,
dividends, etc.

Precautionary Motive

In addition to the non-synchronizations of anticipated cash inflows and outflows in the

ordinary course of business, a firm may have to pay cash for purposes which cannot be predicted
or anticipated. The unexpected cash needs at short notice may be the result of:
(i) floods, strikes and failure of important customers;
(ii) Bills may be presented for settlement earlier than expected;
(iii) Unexpected slow down in collection of accounts receivable;
(iv) Cancellations of some order for goods as the customer is not satisfied;
(v) Sharp increase in cost of raw materials.

The cash balances hold in reserve for such random and unforeseen fluctuations in cash
flows are called as precautionary balances. In other words, precautionary motive of holding cash
implies the need to hold cash to meet unpredictable obligations. Thus, precautionary cash balance
serves to provide a cushion to meet unexpected contingencies. The more unpredictable the cash
flows, the larger the need for such balances. Another factor which has a bearing on the level of
such cash balances is the availability of short-term credit. If a firm can borrow at short notice to
pay for unforeseen obligations, it will need to maintain a relatively small balance and vice-versa.
Such cash balances are usually held in the form of marketable securities so that they earn a
return.

Speculative Motive

It refers to the desire of a firm to take advantage of opportunities which present

themselves at unexpected moments and which are typically outside the normal course of
business. While the precautionary motive is defensive in nature, in that, firms must make
provisions to tide over unexpected contingencies, the speculative motive represents a positive and
aggressive approach. Firms aim to exploit profitable opportunities and keep cash in reserve to do
so. The speculative motive helps to take advantage of:

(i) an opportunity to purchase raw materials at a reduced price on payment of

immediate cash;
(ii) a chance to speculate on interest rate movements by buying securities when
interest rates are expected to decline;
(iii) delay purchases of raw materials on the anticipation of decline in prices; and
(iv) to make purchases at favorable prices.

Compensation Motive
 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 clearance of cheque, supply
of credit information, transfer of funds, etc. while for some of the 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 utilized by the
firms for transaction purposes, the banks themselves can use the amount to earn a return. To be
co,pensated for their services indirectly in this form, they require the clients to always keep a
bank balance sufficient to earn a return equal to the cost of services. Such balances are
compensating balances.

Compensating balances are also required by some loan agreements between a bank and its
customers. During periods when the supply of credit is restricted and interest rate during the
period when the loan will be pending.

The compensating cash balances can take either of two forms: (i) an absolute minimum,
say, Rs. 5 lakhs, below which the actual bank balance will never fall; (ii) a minimum average
balance, say, Rs. 5 lakhs over the month. The first alternative is more restrictive as the average
amount of cash held during the month must be above Rs.5 lakhs by the amount of transaction
balance. From the firm’s view point this is obviously dead money. Under the second alternative,
the balance could fall to zero one day provided it was Rs. 10 lakhs some other day with the
average working to Rs. 5 lakhs.

Of the four primary motives of holding cash balances the two most important are the
transactions motive and the compensation motive. Business firms normally do not speculate and
need not have speculative balances. The requirement of precautionary balances can be met out of
short –term borrowings.

CASH MANAGEMENT: TECHNIQUES/ PROCESSES

 The basic strategies of cash management have been outlined in the preceding section. It
has been shown that the strategic aspects of efficient cash management are: (1) efficient inventory
management, (2) speedy collection of accounts receivable, and (3) delaying payments on
accounts payable. The main elements of an efficient management of inventory are discussed in
some detail. There are some specific techniques and processes for speedy collection of
receivables from customers and slowing disbursements. We discuss them in the present section.

Speedy Cash Collections

In managing cash efficiently, the cash inflow process can be accelerated through
systematic planning and refined techniques. There are two broad approaches to do this. In the
first place, the customers should be encouraged to pay as quickly as possible. Secondly, the
payment from customers should be converted into cash without any delay.
 CHAPTER IV

OBJECTIVES OF THE STUDY

 To meet the Cash Disbursement needs

 To know the sources of Cash Inflow and uses of Cash Outflow in AFT

 To determine how short term / current obligations of the Company are met
by the Liquidity Ratio.

 To know the short term Solvency Position and the trend

 To make suggestion and recommendation to improve the cash position of

A.F.T ltd

CHAPTER V
 RESEARCH METHODLOGY

Research design

The research approach used for the study is descriptive. The form of the study is on the cash
management in general and specific to the financial position.

Data collection

Primary data

The study has been made using secondary data, which are obtained from annual reports and
statements of accounts.

Secondary data

The study is period for the annual reports and statement of accounts extended from the year
2000-2001 to 2005-2006.

Analytical tools for the study

During the course of research for the researcher for analysis and interpretation of data is given
below has applied various tools.

 Cash flow statement analysis

 Funds from operations

 Ratio analysis.

 Trend analysis

CHAPTER VI
 DATA ANALYSIS AND INTERPRETATION

CURRENT RATIO

Table Number: 6.1

YEAR CURRENT ASSETS CURRENT RATIOS

LIABLITIES
2000-2001 65,84.62 20,32.27 3.24
2001-2002 68,99.66 29,61.12 2.33
2002-2003 58,71.06 26,16.37 2.24
2003-2004 56,48.37 26,84.73 2.10
2004-2005 60,09.83 45,36.09 1.89

Interpretation:-

The above ratio shows the position of the firm. The standards norm for this ratio is 2:1. From
the above table the current ratio for the year 2000- 2001 is normally 3.24 and 2004 -2005 it was
1.89. It is not good position.
Chart Title: Current Ratio

Chart Number: 6.1

QUICK RATIO
 Table Number: 6.2

YEAR CURRENT CURRENT STOCK RATIO

ASSETS LIABILITIES
2000-2001 65,84.62 20,32.27 36,32.11 1.45
2001-2002 68,99.66 29,61.12 29,63.44 1.33
2002-2003 58,71.06 26,16.37 21,77.15 1.41
2003-2004 56,48.37 26,84.73 25,93.75 1.14
2004-2005 60,09.83 45,36.09 30,88.89 0.92

Interpretation:-

The standard norms for the quick ratio are 1:1. From the above table the quick ratio for the
year 2001 – 2004 are satisfactory position and 2005 - 2006 it was 0.99:1. This level is not
satisfactory level.
 Chart Title: Quick Ratio

Chart Number: 6.2

1.45
1.6 1.41
1.33

1.4
1.14

1.2
0.92

RATIOS
0.8

0.6

0.4

0.2

0
2001 2002 2003 2004 2005
 INVENTORY TURNOVER RATIO

Table Number: 6.3

YEAR COST OF SALES AVERAGE RATIO

STOCK
2001 10,15.99 39,54.11 0.25
2002 92,15.09 25,70.29 3.59
2003 91,19.10 25,70.29 3.55
2004 90,79.10 28,41.32 3.20
2005 93,88.64 28,41.32 3.30

Interpretation:-

Inventory turnover ratio represent operational efficiency of the contend. From the above
table, it shows in the year 2001 the ratio is 0.25 times and it is show very poor performance of
sales. But in year 2002, the ratio is 3.59; it is a good inventory management. In the year 2005,
the ratio is 3.30 but compare to the year 2002 it is reduce.

Chart Title: Inventory Turnover Ratio.

 Chart Number: 6.3

DEBTOR TURNOVER RATIO

Table Number: 6.4

 YEAR NET SALES DEBTOR RATIO
2000-2001 83,94.08 8,19.84 10.24
2001-2002 71,94.52 7,26.86 9.90
2002-2003 66,77.57 7,11.81 9.38
2003-2004 70,11.25 5,82.93 12.03
2004-2005 75,93.31 10,66.83 7.12

Interpretation:-

From the above table, the ratio is decreased gradually from year to year (2001-2002). It
shows, low turnover ratio and minimize bad debts and minimize the capital interest loss.

Chart Title: Debtor Turnover Ratio

Chart Number: 6.4

 WORKING CAPITAL TURNOVER RATIO

Table Number: 6.5

YEAR SALES WORKING RATIO

 CAPITAL
2000-2001 83,94.08 13,948.80 2.13
2001-2002 71,94.52 3,49.06 2.06
2002-2003 66,77.57 27,60.25 2.42
2003-2004 70,11.25 121,54.59 3.25
2004-2005 75,93.31 13,50.78 5.62

Interpretation:-

From the above table, the working capital turnover ratio in the year 2005 is 5.62. A very high
turnover of working capital is 2.13 to 5.62. Under this concept it is not effective one.

Chart Title: Working Capital Turnover Ratio

Chart Number: 6.5

 RATIO OF CURRENT ASSET TO FIXED ASSET

Table Number: 6.6

YEAR CURRENT FIXED ASSETS RATIO

ASSETS
 2000-2001 65,84.62 35,54.97 1.85
2001-2002 68,99.66 34,52.28 1.99
2002-2003 58,71.06 33,94.31 1.73
2003-2004 56,48.37 34,91.13 1.62
2004-2005 60,09.83 37,81.88 1.59

Interpretation:-

From the above table show that, the relationship between current assets to fixed asset. The
Current Asset to Fixed Asset turnover ratio in all the year from 1.62 to 1.85 times. It is not an
effective operation of a business.

Chart Title: Ratio of Current Assets to Fixed Assets

Chart Number: 6.6
 CASH TO WORKING CAPITAL RATIO

Table number: 6.7

YEAR CASH WORKING RATIO

 CAPITAL
2000-2001 1589.00 13948.80 0.11
2001-2002 1784.21 3940.66 0.45
2002-2003 2590.96 2760.24 0.93
2003-2004 4869.35 12154.59 0.40
2004-2005 2475.03 1350.78 1.83

Interpretation:-

From the above table, the ratio is decreased gradually from year to year (2001-2004) it shows,
low cash to working capital ratio minimize working capital and the ratio is decreasing.

Chart title: cash to working capital ratio

Chart number: 6.7

CASH TO SALES RATIO

Table number: 6.8

YEAR CASH SALES RATIO
2000-2001 1589.00 8394.00 0.18
2001-2002 1784.21 7194.52 0.24
2002-2003 2590.96 6677.57 0.38
2003-2004 4869.35 7011.24 0.69
2004-2005 2475.03 7593.31 0.32

Interpretation

From the above table the cash to sales ratio is raising from the year of 2000-2004 and at the end
of the year it decrease. So the cash to sales ratio is not in a good manner.

Chart title: cash to sales ratio

Chart number: 6.8

 CASH RATIO

Table number: 6.9

YEAR CASH CURRENT RATIO
LIABILITIES
2000-2001 1589.00 2032.27 0.78
2001-2002 1784.21 2961.12 0.60
2002-2003 2590.96 2616.37 0.99
2003-2004 4869.35 2684.73 1.81
2004-2005 2475.03 4536.09 0.54

Interpretation

From the above table it is proved that the cash to current liabilities are not in a constant the ratios
changes for each and every year. The ratio is not decreasing.

Chart title: cash ratio

Chart number: 6.9

CURRENT ASSETS TO TOTAL ASSESTS RATIO

Table number 6.10

YEAR CURRENT TOTAL ASSETS RATIO
ASSETS
2000-2001 6584.62 10139.59 0.64
2001-2002 6899.66 10351.94 0.66
2002-2003 5871.06 9265.37 0.63
2003-2004 5684.37 9139.50 0.62
2004-2005 6009.83 9791.71 0.61

Interpretation:

the ratios shows the relationship between the current assets to total assets. There is no much
differences between the ratios from each year.

Chart title: current assets to total assets ratio

Chart number: 6.10

LOANS AND ADVANCES TO CURRENT ASSETS RATIO

Table number: 6.11

YEAR LOANS AND CURRENT RATIO
ADVANCES ASSETS
2000-2001 5436.50 6584.62 0.82
2001-2002 4873.37 5981.72 0.73
2002-2003 3911.33 5871.06 0.66
2003-2004 2654.08 5483.17 0.48
2004-2005 1103.03 6009.83 0.18

Interpretation:

The above table shows the relationship between loans and advances to current assets ratio and
ratios gradually decreases from the year of 2000 to the end of the year.

Chart title: loans and advances to current assets ratio

Chart number: 6.11

CALCULATION OF FUNDS FROM OPERATION AND CASH FROM OPERATION
FOR THE YEAR.
 Table 6.1.1

PARTICULARS 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005

Net profit 139,45,65 159,64,21 183,91,41 204,59,27 222,54,59

(add) depreciation 28,23,640 56,399 7,58,484 4,58,077 20,97,973

Funds from 42,18,205 16,52,820 25,97,625 25,04,004 43,23,432

operation

PARTICULARS 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005

Current assets
Inventories 4,16,59,987 4,95,13,535
Sundry debtors 4,83,89,460
Cash and bank 9,12,22,356 11,40,93,719
Loans and
advances 58,29,922
Other liabilities 4,05,43,000 2,30,25,000
(less) current
liabilities
Other liabilities 9,50,42,000 1,37,80,000 11,65,26,000
Inventories 6,43,98,656 6,68,67,061 7,86,28,807
Sundry debtors 1,54,74,575 92,98,061 15,05,184 1,28,87,761
Cash and bank 1,38,98,359 4,77,77,004 13,62,11,068
Loans and 64,23,980 88,27,765 32,63,845 7,44,53,830
advances
C.F.O 8,86,71,197 6,34,37,877 7,98,35,115 3,60,48,663 8,03,80,243

Cash flow statement

Inflow 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005
Opening
balance 32,56,91,320 43,67,54,492 1,59,64,21,899 183,91,41,943 204,59,27,460

C.F.O 8,86,71,197 6,34,37,877 7,98,35,115 3,60,48,663 8,03,80,243

Increase
in loan
funds 4,04,61,798 82,46,495 75,78,595

Sale of
assets 24,82,299 52,90,476 21,44,781 21,85,005 17,09,754

Increase
in share
capital 19,16,01,906 26,72,49,544 15,35,38,861 17,64,00,000 12,54,08,000

Total 70,89,08,520 77,27,32,389 1,84,01,87,157 2,06,13,54,206 2,25,34,25,457

Outflow
Purchase 27,21,54,028 68,75,62,363 10,46,008 1,54,26,746 2,55,29,229
Decrease
in loan 13,61,27,147 24,36,563
Closing
balance 43,67,54,492 1,59,64,21,899 1,83,91,41,943 2,04,59,27,460 2,22,54,59,665
Total 70,89,08,520 77,27,32,389 1,84,01,87,151 2,06,13,54,206 2,25,34,25,457

Inference:
 This table shows that the cash flow statements of ANGLO FRENCH TEXTILES are to be
efficient. The cash inflow of the company is to be increased for year after year. The fund from
operation is also to differ from every year. The company should increase their share capital .Its
must be used as efficient for the next year for decrease their loan amount.
 TREND ANALYSIS

Trend analysis is very helpful in making a comparative study of the financial statement of
several years. Under this technique, information for a number of years is taken up and one year
(usually the first year) is taken as the base year. Each items of the base year is taken as 100 and
on that basis; the percentage for other year are calculated.

In trend analysis the information contained in balance sheet is suitable for analysis. Such
presentation helps in a better understanding of the financial statements.
 TREND ANALYSIS OF ANGLO FRENCH TEXTILE
FOR THE YEAR ENDED OF 31-03-2000 TO 31-03-2005
Trend % Base year 2000

ASSETS 2000 2001 2002 2003 2004 2005

CURRENT
ASSETS
Inventories 100 85 70 51 61 73
Sundry debtors 100 124 110 108 88 161
Cash & bank 100 235 404 383 313 111
Loan advances 100 112 99 81 74 228
100 108 113 97 93 99
FIXED ASSETS

Land 100 103 103 103 103 102

Lease hold 100 99 98 97 96 95
Building 100 91 87 83 81 77
Railway 100 85 70 55 ---- ----
plant 100 88 102 89 110 137
Furniture 100 84 80 69 54 53
Office equipment 100 95 87 78 70 62
Motor vehicles 100 67 174 179 211 493
Computer 100 179 143 177 293 238
equipment

Interpretation:-

a) The current assets are fluctuations in all the years (2000 – 2005). The percentage in 2005
is 99. When compared to 100 in 2000. The difference is 1%. When compared to 2002 it
shows 113% it is the highest current assets percentages.
b) The fixed assets are decrease in 2003 it was 99%. When compared to 2000 it is 100. In
2004 and 2005 the Anglo French Textiles Limited is increased to utilize the fixed assets.
In 2004, the utilization of fixed asset is 103. in 2005, it was increased the percentage of
fixed asset is 106.

c) The company has incurred loss for all the years. So, the firm has increase the utilization
of fixed assets in proper manner and increases the current assets. It will give gain for the
firm.

CHAPTER VII
FINDINGS OF THE STUDY

 The standards norms for the current ratio are 2:1. But in AFT the current ratio is not
efficient manner. So the short term solvency position of the company is not good position.
  The standard norms for the quick ratio are 1:1. The AFT limited quick ratio is below
standard norms. So, the financial soundness of Anglo-French Textiles Limited is not
effective one.

 The company does not utilize the inventory in proper manner. The company should
concentrate on sales.

 The debt-equity ratio is decreasing position in each the past five years. It shows the
unsoundness of the long-term financial position of the Anglo-French Textiles..

 The cash to sales has been decreased gradually from each year. In the year 2005, it is low
(0.32). It shows the inefficiency and performances of the firm.

 From the analysis of Trend Analysis tools we found that,

 The current assets are decreased when compared to base year.

 The fixed asset increased in the year 2005(106), when compared to the base year and the
continuous several years (2001, 2002, 2003, 2004).

CHAPTER VIII

SUGGESTION AND RECOMMENDATION

1. AFT may try to reduce its level of inventories to a reasonable level. It will create liquidity
position and also the increase in profitability of the concern.
 2. The concern may try to maximize the sales through new design and high promotional
activities. It will create good results.

3. The company may try to improve its working capital position through long term sources. It
will create free flow of funds. So that the cash management and the company performance
will be in a good position.

4. The company should provide more credit facilities to the customers. It will create good
sales and also to yield a good profit.

5. The company should concentrate on local sales over sales by export. It will improve the
sales and profitability of the concern.

6. The current ratio below 2:1. Incase of inadequacy, arrangement can be made for improving
the working capital position. It will create good result.

7. The company can try to utilize the fixed assets in efficient manner. It will create a higher
productivity and also create profit.

CHAPTER IX
CONCLUSION

From the critical analysis depicted through out of the study. It is evident that the over all cash
management of the company with regard to profitability is not satisfactory but still, the company
can be maximize through stringent measures which will enhances the operating of the company.
Since the company faces losses management has to take several steps in order to improve the
profitability. The clothes are one of the basic needs of human beings; I deduce that A.F.T sickness
is not terminal. The cure for such sickness is if the company adopts the prescription and if its
applies recommendation of the study towards its management of the company will be back on to
a profitable position within no time.

CHAPTER X
LIMITATIONS OF THE STUDY

 Difficulty of getting access to some important data due to its sensitivity and secretive
nature.
 The non- uniformity in the accounting periods of the years under study made it difficult to
interpret the data concisely.

 It took time to collect data from the finance departments.

CHAPTER XII

SCOPE FOR FURTHER STUDY

 This study helps to take short term financial decision

 It indicates the cash requirement needed for plant or equipment expansion programmes.

 To find strategies for efficient management of cash.

  It helps to meet routine cash requirement to finance the transaction.

 It reveals the liquidity position of the firm by highlighting the various sources of cash and
its uses.

CHAPTER XII
ANNEXURE-I

BALANCE SHEET AT THE YEAR OF 31-03-2004 TO 31-03-2005

Schedule 31-03-2005 31-03-2004
S. OF FUNDS

Capital 1 214,01,64,000 201,47,56,000

R&S 2 40,21,77,649 2,54,23,41,640 40,23,77,649 241,69,33,649

LOANFUNDS

Secured loans 3 167430974 123914820

Unsecured 4 76707710 244138684 122660427 246575247
TOTAL 2786480333 2663508896
APP. FUNDS

Fixed assets
Gross block 754439368 731074713

(-) dep 395177955 384285259

Net block 359261413 346789454

Capital w-i-p 18927333 378188746 2324011 349113465

Investments 5000 5000
Current assets

Inventories 308889064 259375529

Sundry debtors 106683277 58293817

Cash & Bank 75107929 211318997
Loans 110303296 35849466
(-) Current
Liabilities
CL 317726494 268473525
Provisions 135882578 27901313
Net CA 147374494 268462971
Miscellaneous 35452428 --------
Profit & Loss 2225459665 2045927460
Total 2786480333 2663508896

ANNEXURE-II
BIBILIOGRAPHY

1. FINANCIAL MANAGEMENT - M.Y.KHAN

P.K.JAIN
1. COST AND MANAGEMENT ACCOUNTING - A. MURTHY.
S. VISWANATHAN (printer &
publishers)
2. FINANCIAL ACCOUNTING - S. CHAND
S. CHAND & COMPANY LTD

3. WEBSITES - WWW.UNIXI.COM
WWW.BRINGCO.COM
WWW.BIZZER.COM
WWW.AFT.COM
WWW.ANSWERS.COM