Working Capital Management Current Assets
Working Capital Management Current Assets
Working Capital Management Current Assets
CORPORATE FINANCE
Laurence Booth W. Sean Cleary
CHAPTER 24
Working Capital Management:
Current Assets and Current
Liabilities
Lecture Agenda
Learning Objectives
Important Terms
Cash Management
Inventory Management
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Learning Objectives
You should understand the following:
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ABC approach
Capacity
Character
Conditions
Credit analysis
Credit enhancements
Economic Order Quantity
Factoring arrangements
Finance motive
Float
Just-in-time inventory
systems
Materials requirement
planning
Open account
Optimal cash balance
Precautionary motive
Prepayments
Securitization
Special purpose vehicles
Speculative motive
Terms of credit
Transactions motive
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1.
2.
3.
4.
Transactions motive
Precautionary motive
Finance motive
Speculative motive
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Delaying outflows:
Arrange with suppliers for more liberal trade credit terms (net 40
rather than net 30 for example)
Paying employees once a month rather than twice.
CHAPTER 24 Working Capital
Management Current Assets and Current
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Cash Managements
Float
Debit cards
Preauthorized payments
Electronic funds transfer (EFT) and electronic data interchange
(EDI) systems.
CHAPTER 24 Working Capital
Management Current Assets and Current
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Accounts Receivable
Working Capital Management
Current Assets and Current Liabilities
Accounts Receivable
1. The decision to extend credit to customers has
significant cash flow and credit risk implications for
the firm.
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Accounts Receivable
The Credit Decision
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Accounts Receivable
Credit Analysis
The process designed to assess the risk of nonpayment by potential customers, which involves
collecting information about potential customers with
respect to their credit history, their ability to make
payments as reflected in their expected cash flows,
and their overall financial stability.
From the firms point of view:
Often willing to extend credit on terms better than a bank
because:
The potential for the firm developing a good customer into the
future, and
Losses are limited to production costs in the case of default.
CHAPTER 24 Working Capital
Management Current Assets and Current
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Accounts Receivable
Credit Analysis
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Accounts Receivable
Credit Policies
Options include:
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Accounts Receivable
Change in Credit Policy Analysis
[ 24-1]
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Accounts Receivable
The Collection Process
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Accounts Receivable
Factoring
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Receivables turnover
RT
S
AR
[4- 16]
Sales
Accounts Receivable
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AR
365
AR
Receivables turnover
[4- 17]
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Inventory
Working Capital Management
Current Assets and Current Liabilities
Inventory
The level of inventory a firm holds is a trade off
between benefits and costs:
Benefits of Holding Inventory:
Take advantage of large-volume discounts
Reduce the probability of production disruptions because of lack of
inventory
Minimize lost sales because of stock-outs
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Inventory
Inventory Management Approaches
ABC Approach
Economic Order Quantity (EOQ) Model
Materials Requirement Planning (MRP)
Just-in-time (JIT) Inventory systems.
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Inventory
Evaluating Inventory Management
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Productivity Ratios
Inventory Turnover
Estimates the number of times, ending inventory was
turned over (sold) in the year.
CGS
Inventory Turnover
INV
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Productivity Ratios
Inventory Turnover
When Cost of Goods Sold is not available, it may be
necessary to estimate inventory turnover using sales.
Sales
Inventory Turnover
INV
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Productivity Ratios
Average Days Sales in Inventory (ADSI)
INV
ADS
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365
Inventory turnover
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[ 24-2]
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Readily available
Convenient
Flexible
Usually does not entail any restrictive covenants or pledges of
security.
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The firm is being charged 2% for the use of funds from day 10 to
day 30 (20 days).
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Options include:
Operating loans / lines of credit
Secured by accounts receivable and inventory to a maximum
percent of those assets
Interest only payments
Balance can be retired at the firms discretion
Factor arrangements
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[ 24-3]
Discount
365
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Internet Links
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Copyright
Copyright 2007 John Wiley & Sons
Canada, Ltd. All rights reserved.
Reproduction or translation of this
work beyond that permitted by
Access Copyright (the Canadian
copyright licensing agency) is
unlawful. Requests for further
information should be addressed to
the Permissions Department, John
Wiley & Sons Canada, Ltd. The
purchaser may make back-up copies
for his or her own use only and not
for distribution or resale. The author
and the publisher assume no
responsibility for errors, omissions,
or damages caused by the use of
these files or programs or from the
use of the information contained
herein.
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