Professional Documents
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Tilak Maharashtra University, Pune
Tilak Maharashtra University, Pune
A Project Report
On
SUBMITTED BY
PRN NO
Of
___________________________
___________________________
Guided by Prof.Mr R.Subramanian.
TILAK MAHARASTHRA UNIVERSITY
GULTEKDI, PUNE -411037.
CERTIFICATE
CERTIFICATE
Désignation
Signature
Signature of guide
Name:
Designation:
Institute:
Date:
Place:
Acknowledgement
I would also like to express my thank to Mr. Ajay Pinge, Our Centre Co-ordinator for
giving me the opportunity to undertake a project entitled "Working Captial
Management".
Finally, I would like to thank all the personalities behind the successful completion
of the Project. I thank my friends and colleagues for the suggestions they provided
TABLE OF CONTENTS
PAGE NO
CHAPTER 7 : FINDINGS. 38
CHAPTER 8 : LIMITATIONS. 39
Executive Summary:
Traditional analysis of working capital is defensive; it asks " Can the company meet
its short-term cash obligations?" But working capital accounts also tell you about
the operational efficiency of the company. The length of the cash conversion cycle
tells you how much working capital is tied up in ongoing operations. And trends in
each of the days- outstanding numbers may foretell improvements or declines in the
health of the business.
CHAPTER-1
CHAPTER-1
Working capital is the money used to make goods and attract sales. The less
working capital is used to attract sale, the higher is it likely to be the return of
investment. Working capital management is about the commercial and financial
aspect of inventory, credit, marketing, royalty and investment policy. The higher the
profit margin, lower is it likely to be the level of working capital tied up in creating
and selling titles. The faster that we create and sell the books the higher is it likely to
be the return on investment.
The perfect world does not requires or concentrates about current assets and
current liabilities because there would not be uncertainty, no transaction costs,
information search costs, scheduling costs or production and technology
constraints. The unit cost of production would not vary with the quantity produced .
Capital, Labour and products markets shall be perfectly competitive and would
reflect all available information. Thus in such an environment , there would be no
advantage for investing in short term assets. Whereas, the world in which we live is
not perfect. It is characterized by considerable amount of uncertainty regarding the
demand, market price, quality and availability of own products and those of
suppliers. There are transaction costs for purchasing or selling goods or securities.
Information is costly to obtain and is not equally distributed. There are spreads
between the borrowing and lending rates for investments and financing of equal risk.
Similarly each organization is faced with its own limits on the production capacity
and technology it can employ. There are fixed as well as variable costs associated
with producing goods. In other words, the markets in which real firms operate are
not perfectly competitive.
These real world facts introduce problems and require the necessity of
working capital. The most important areas in the day to day management of the firm,
is the management of working capital. Working capital Management is the functional
area of finance that covers all the current accounts of the firm. It is concerned with
management of the level of individual current assets as well as the management of
total working capital. Working Capital Management involves the relationship
between a firm's short-term assets and its short-term liabilities. The goal of working
capital management is to ensure that a firm is able to continue its operations and
that it has sufficient ability to satisfy both maturing short-term debt and upcoming
operational expenses. The management of working capital involves managing
inventories, accounts receivable and payable, and cash.
Working Capital refers to the funds invested in current assets, ie. Investment
in stocks, sundry debtors, cash and other current assets. Current assets are
essential to use fixed assets profitably. The term current assets refers to those
assets which in the ordinary course of business can be converted into cash within
one year without undergoing diminish in value and without disrupting the operations
of the firm. The current assets are cash. Marketable securities, accounts receivable
and inventory. Current liabilities are those which are to be paid within a year out out
of the current assets or earnings of the concern. The current liabilities are accounts
payable, bills payable, bank overdraft and outstanding expenses.
CHAPTER-2
OBJECTIVE OF STUDY
* TITLE OF THE PROJECT.
* OBJECTIVE OF THE STUDY.
CHAPTER-2
OBJECTIVE OF STUDY
1. To minimize the amount of capital employed in financing the current assets. This
also leads to an improvement in the "Return of Capital Employed".
2. To manage the current assets in such a way that the marginal return on
investment in these assets is not less than the cost of capital acquired to finance
them. This will ensure the maximization of the value of the business unit.
3. To maintain the proper balance between the amount of current assets and the
current liabilities in such a way that the firm is always able to meet the financial
obligations, whenever due. This will ensure the smooth working of the unit without
any paucity of funds.
4. To decide upon the optimum level of investment in various current asset I.e.
determining the size of working capital.
7. The company should always be in a position to meet its current obligation, which
should be properly supported by current assets available with the firm. Maintaining
excess fund in working capital means locking of funds without any returns.
11. The Firm should manage its current asset in such a way that marginal returns on
investment in current asset is not less than the cost of capital employed to
finance the current assets.
1. Debt Collection:
2. Inventory Management:
The Excess storage of Inventories more than the normal required level to carry out
the day to day functions of the Company speaks of poor Working Capital
Management, which results in locking on up precious working capital.
Keeping optimum inventory level, the study aims at avoiding over stocking and over
stocking so also avoid blocking of funds.
CHAPTER-3
PROFILE OF THE
COMPANY
CHAPTER-3
The aviation industry in India has been growing exponentially over the past
few years with the new reforms being introduced by the government. This industry
has seen a major boom in terms of sales turnover of air service operators.
The Indian Civil aviation Industry took its first steps in the early 1930s, when
the TATA's established TATA AIRLINES. The next two decades saw the entry of
several private carriers. In 1953, the government chose to nationalize private
carriers and set up Indian Airlines to serve the domestic market and Air India to
serve the international market. The national carriers enjoyed a monopoly till 1990-
91, when the Open Sky policy was implemented. With the repeal of the Air
Corporation Act, several private players such as Jet Air, Sahara Airlines, Modi luft,
and East Weste Airlines were allowed to operate commercial airlines and a new
chapter in the history of Indian Aviation began.
In 2003, more reforms were introduced in the aviation sector like an increase
in the FDI limit to 49% from 40%, and a reduction of excise duty on aviation turbine
fuel to 8% from 16%. The policy reforms and a favorable business environment
attracted several more private players like Air Deccan, Spice Jet, Go Airways, Indigo
Airlines, etc, who were set-up to operate under a low cost model.
many new air service operators entering this market. The government is planning to
establish an independent regulatory authority, to be called Airport Economic
Regulatory Authority (AERA), to regulate tariffs in heavy- traffic sectors. However,
there are a few major challenges that may hinder the growth of the aviation industry.
These include high fuel costs, high airport charges, and the high rate of failure in the
airline business.
Before Airports Authority was formed it was only Civil Aviation Department
(CAD) which was trusted with development, management and expansion of airports
in the country. The department was purely a Central Government entity and
management was under direct purview of the then Minister. The first branching from
the Civil Aviation Department took place when two divisions were formed namely
International Airports Authority of India (IAAI) and National Airports Authority
(NAA). The IAAI was formed to manage and expand the four international airports of
the country and the other airports were under the management of NAA. This was the
first time a professional management was introduced in the civil aviation sector by
forming a public sector undertaking.
Under the Honorable late Prime Minister Rajiv Gandhi a new initiative was
taken by merging the two divisions which were although a monopoly sector were
competing for the same market. A new entity was formed and was named as
Airports Authority of India(AAI). The entire journey leading up to the formation of
AAI has been depicted in a diagrammatic format for ease of undertaking and putting
the above words in one picture.
Corporate Office
Phone:91-11-24632950
FUNCTIONS OF AAI
AAI has set for itself ambitious targets for upgrading the infrastructure during
the 10th Five- Year Plan and is working steadily to achieve these targets. The airports
at Ahmedabad, Amirtsar, Bangalore, Goa, Guwahati, Hyderabad and CIAL(Pvt.), in
addition to those at Mumbai, Delhi, Calcutta, Chennai and Thiruvananthapuram, are
today International Airports open to operations even by Foreign International
Airlines. Besides the International flights by National Flag Carriers operate from
Calicut, Coimbatore, Tiruchirappalli, Vananasi, Jaipur and Gaya Airports too. Tourist
Charter now touch Agra, Coimbatore, Jaipur, Lucknow , Patna airports etc.
AAI's proposal to lease out, on global tender basis, the four most profitable
jewels in its crown viz. Delhi, Mumbai, Kolkatta and Chennai airports primarily aims
to upgrade these to emulate the world standars.
All major air-routes over Indian landmass are Radar covered (24 Radar
installations at 11 locations) along with VOR/DVOR coverage (72 installations) co-
located with Distance Measuring Equipment (71 installations), 39 runways provided
with ILS installations with Night Landing Facilities at 36 Airports and Automatic
Message Switching System at 15 airports.
Dr. K.Ramalingam
Chairman
WHOLE-TIME MEMBERS
Shri P.Seth
Member(Operations)
Shri H.S.Bains
Shri S.C.Chhatwal.
Member(Finance)
Shri V.P.Agrawal.
Member(Planning)
PART-TIME MEMBERS
CHAPTER-4
THEORETICAL
PERSPECTIVE
CHAPTER 4
THEORETICAL PERSPECTIVE
The financial management of any business organization involves the three following
vital functions.
1. Management of Long Term Assets.
2. Management of Long Term Capital.
3. Management of Short Term Assets and Liabilities.
In most of the organizations of the first & second one which refers to Capital
Budgeting and Capital Structure respectively will be maintained and cope up with
organization growth. The third one which refers to Working Capital Management
requires more skills for sustaining and steady growth rate for any organization.
4. How much the firm should enjoy credit from its suppliers.
JAMES C VAN HORNE: “Current asset, by definition are asset normally converted
into cash within one year. Working capital management is concerned with the
administration of these asset-namely cash and marketable securities”.
Investment in current asset: Generally more than half of the total capacity of
the firm is invested in current assets. Thus less than half of the capital is blocked in
fixed asset. Therefore management of working capital attracts the attention of the
management.
No alternative for current asset: While fixed capital can be acquired on lease in
emergency, there is no alternative for current asset. Investment in current asset
cannot be avoided without substantial losses.
The main source of working capital financing, namely trade credit, bank credit,
RBI framework/regulation of bank credit/finance/advances, factoring and commercial
papers.
CASH
ACCOUNTS RECEIVABLE
PURCHASE OF RAW MATERIAL
INVENTORY FINISHED GOODS
W.I.P
OPERATING CYCLE OF WORKING CAPITAL
Working capital ratios indicate the ability of a business concern in meeting its
current obligation as well as its efficiency in managing the current asset in the
generation of sales. These ratios are applied to evaluate the efficiency with which the
firm manages and make use of its current assets. The fallowing three categories of
ratio are used for efficient management of working capital (a) efficiency ratios (b)
Liquidity ratios (c) Structural health ratios.
Efficiency ratio: This ratio is computed by dividing the working capital by sale.
This ratio helps to measure the efficiency of utilization of networking capital. It
signifies for an amount of sale a relative amount of working capital is needed. If any
increase in sale is contemplated, working capital should be adequate and thus this
ratio is useful for maintaining adequate level of working capital.
Inventory turnover ratio: This ratio indicate the effectiveness and efficiency of
the inventory management .The formulae is as fallows
INVENTORY TURNOVER RATIO = SALES / CURRENT ASSET
This ratio shows how speedily the inventory is turned into accounts receivable
through sales. The lower the inventory of sales ratio, the more efficiently the
inventory is said to manage and vice versa.
Liquidity ratio: This ratio indicate the extend of soundness of the current
financial position of an undertaking and the degree of safety provided to the
creditors. The higher the current ratio, the larger amount of rupee available, per
rupee for current liability, the more the firms ability to meet current obligation and
the greater safety of funds of short term creditors. The liquidity ratio formulae is
LIQUIDITY RATIO = CURRENT ASSET, LOANS, ADVANCES/ CURRENT LIABILITY
Current assets are those assets, which can be converted into cash within an
accounting year. Current liability and provisions are those liability that are payable
within a year. A current ratio of 2: 1 indicates a highly solvent position. Banks
consider a current ratio of 1: 3: 1 as minimum acceptable level for providing working
capital finance. The constituents of the current asset are as important as current
asset themselves for evaluation of companies solvency position.
Quick ratio: This ratio is a more refined tool to measure the liquidity of an
organization. It is a better test of financial strength than the current ratio, because it
excludes very slow moving inventories and the item of current asset, which cannot
be converted into cash easily. This ratio shows the extend of cushion of protection
provided from the quick assets to the current creditors. A quick ratio of 1: 1 is
usually considered satisfactorily through it is again a rule of the thumb only.
Structural health ratio: This ratio explains the relationship between current
asset and total investment in current asset. A business enterprise should use its
current asset effectively and economically because it is out of the management of
these assets that profits accrue. A business will end up in losses if there is any
lacuna in managing assets to the advantage of business. Investment in fixed assets
being inelastic in nature there is no elbowroom to make an amendment in this
sphere and its impact on profitability remains minimal. This structural ratio can be
indicated as
S.H.R = NET ASSETS / CURRENT ASSET
An analysis of current assets composition enable one to examine in which
components the working capital funds are locked up. Large tie up of funds in
inventories effect profitability of the business adversely owing to carry over cost .in
addition losses are likely to occur by the way of depreciation, decay, obsolesce,
evaporation and so on. Receivable constitute another component of current assets If
the major portion of current assets are made of cash alone the profitability will be
decreased because cash is a non earning asset. If the portion of cash balance is
excessive then it can be said that management is not efficient to employ surplus
cash.
Debtor turnover ratio: This ratio shows the extend of trade credit granted and
the efficiency in the collection of debts and thus it is an indicative of trade credit
management. The lower the debtor to sale ratio the better the trade credit
management and better the quality of debtors. The lower debtor means prompt
Bad debts to sale ratio: This ratio indicates the efficiency of the controlled
procedure of the company. The actual ratio is compared with the target of norms to
decide whether or not it is acceptable.
OVERTRADING
Overtrading arises when a business expands beyond the level of funds available.
Overtrading an attempt to finance a certain volume of production and sales with
inadequate working capital .If the company does not have enough funds of its
own to finance stock and debtors it is forced, if it wish to expand, to borrow from
creditors and from banks on overdraft sooner or later and such expansion
financed completely by funds of others, will lead to a chronic imbalance in the
working capital ratio.
Expansion is advantageous so long as the business has funds available to
finance stock and debtors involved. Overtrading begins at a point where the
business relies on extra trade credit and increased turnover are financed by
taking longer period of credit from suppliers and/or negotiating an extension of
overdraft limits with the banks.
Over dependence on outside finance is a sign of weakness, unless the expansion
is curtailed, suppliers may refuse credit beyond certain limit, and the banks may
call for the reduction in overdrafts. If this happens the business may be insolvent
in that it does not have sufficient liquid resource to pay for current operation or to
repay current liability until customers pay for sale made on credit terms, or
unless the stock is sold for a loss for immediate cash payments.
Using the fallowing ratios it will be possible to analyze the situation properly
1. Working capital = current asset: current liability
2. Acid test = quick asset: current liability
3. Stock turnover = stock: cost of sale
4. Debtor’s turnover = debtors: credit purchases
5. The object of using these ratios is to detect a disorientation of liquidity
position of a firm and increase reliance upon trade creditors and
overdraft facilities.
If there are excessive stock, debtors and cash and very few creditors, there will
be an over investment in current asset. The inefficiency of managing working
capital will cause this excessive working capital resulting in lower returns in
working capital employed. and long-term funds will be unnecessarily tied up
Aggressive working capital strategy: Under this approach current asset are
maintained just to meet the current liability without keeping cushions for the
variation in working capital needs. The companies working capital is financed by
long-term source of capital and seasonal variation are met through short-term
borrowing. Adoption of this strategy will minimize the investment in net working
capital and ultimately it lowers the cost financing working capital needs. The
main drawback of this strategy is that it necessitates frequent financing and also
increase, as the firm is variable to sudden shocks.
Rs
SECULAR GROWTH
LONG TERM
FINANCING
SEASONAL INVESTMENT IN
VARIATION MARKETABLE SECURITY
Tim
e
Rs Seasonal variation
Time
Good cash management can have a major impact on overall working capital
management. The key elements of cash management are:
1. Cash forecasting;
2. Balance management;
3. Administration;
4. Internal control.
CHAPTER-5
RESEARCH
METHODOLOGY
CHAPTER 5
Research Methodology:
For this project I have collected the Primary Data from Personal Interview,
questionnaire.
The Secondary Data has been collected from Annual Reports, Case study of ITC
from ITC.Com
Sampling Plan
Sampling Size: 1(as Policies are decided at CHQ Level, New Delhi).
CHAPTER-6
CHAPTER-6
FINANCIAL PERFORMANCE
The financial highlights of AAI for the year 2006-07 are as under:
(Rupees in crores)
i) Appropriations to Reserves:
CAPITAL STRUCTURE
(Rupees in crores)
Payment to Government
During the year following payments excluding taxes were made to Government of
India.
Dividend
Interim Dividend: AAI paid an Interim Dividend of Rs:60 crores for the year 2006-07 to
Government of India.
(RS.IN CRORES)
2006-07
Particulars 2005-06 2004-05 2003-04 2002-03 2001-02
6,366.20
Current 5,286.68 4,285.34 3,509.34 3,322.28 2,881.91
Assets
4,874.39
Current 4,000.87 3,160.81 2,612.64 2,501.76 2,140.29
Liabilities
1,491.81
Working 1,285.81 1,124.53 896.70 820.52 741.62
Capital
Profit After
Percentag 23% 21% 11% 12% 12% 12%
Tax to
e
Total
Revenue
No.of Nos. 55 42 36 32 27 25
Aircraft
Movements
per
Employee
employee
(RS: IN LAKHS)
A CURRENT ASSEST
B CURRENT LIABILITIES
CURRENT ASSETS:
The following are Particulars of Sundry Debtors for the F.Y. 2006-07 and 2005-06
The Debt more than 2 years old recoverable from parties other than Government
Departments are considered doubtful and provided for. Security Deposit available has
not been considered while making the provision for doubtful debts. In cases where
the matter has been referred to arbitration/litigation/disputed, necessary provision is
made in the accounts irrespective of the period of debt.
This is overstated by Rs:1.00 crore due to non accounting of relief granted to India
Tourism Development Corporation in the arbitration award relating to duty free shops
pronounced in October,2006 and accepted by the Board in February,2007. This has
resulted in overstatement of profit by Rs:1.00 crores.
7 CASH IN TRANSIT -
5 LOAN TO VAYUDOOT -
8 PREPAID EXPENSES -
for. Non provision towards these has resuled in overstatement of profit by Rs:2.27
crore.
This includes Rs:91.89 lakh being value of inventory items whose unit prices were
Rs:5000 and less in contravention of accounting policy No.6. This has resulted in
understatement of expenditure and overstatement of profit by Rs:91.89 Lakhs.
ii) Stock at year end(except store/spare with unit cost of Rs:5,000 and less) is valued
at cost price on FIFO basis for a period of five years from the date of receipt.
Thereafter the valuation is to be done as under:
CURRENT LIABILITIES
1. LIABILITY FOR :
Arbitration 18,33,84,962 -
CURRENT LIABILITIES :
i) This is understated by Rs: 30.22 crore due to non-inclusion of liability towards taxes
payable (Rs: 29.32 crore) and leasing and other charges payable (Rs: 90.48 Lakh).
Consequently, accumulated profit is overstated by Rs: 30.22 crore.
ii) This is overstated by Rs: 3.51 crore due to creation of liabilities in excess of
requirement (Rs: 1.29 crore) and non write back of liabilities outstanding for over three
years for which no claims are pending (Rs: 2.22 crore). Consequently, net profit is
understand by Rs: 3.51 crore.
iii) This is understand by Rs: 2.52 crore due to non inclusion of liabilities towards cost
of work done and bills received upto 31st March, 2007. Consequently Gross Block of
Fixed Assets and Capital Work in Progress stand understand by Rs: 1.25 crore and
Rs: 1.27 crore respectively. Depreciation is also understated and profit overstated by
Rs: 12.40 Lakh.
PROVISIONS
1 INCOME TAX
2 EXCHANGE FLUCTUATION - -
CHAPTER-7
FINDINGS
CHAPTER:7
FINDINGS:
By perusing the primary data of the company, I could get an insight about the
various components of the Working Capital Management ie. Sundry Debtors and
related Debts collection period, Cash Flow of the Company and the richness of the
company enjoys due to its status in the Industry(i.e. Monopoly).
The details of Stock Accounting of the Company and the implications of the
same on the Working Capital Management also could be analysed.
I could also know about how Creditors of the Company are being discharged
so also the various provisions being made by the Company in its Books of Accounts
at the end of the Financial Year and its implications on the Working Capital
Management.
Ratio analysis can be used to identify working capital areas, which require
closer management. Various techniques and strategies, discussed above are
available for managing specific working capital items.
Debtors, creditors, cash and in some cases inventories are the areas most
likely to be relevant to a firm.
CHAPTER-8
LIMITATION IF ANY
Chapter-8
Limitations
CHAPTER-9
EXPECTED
CONTRIBUTION FROM THE
STUDY
CHAPTER-9
3. Increased cash flow which could be used even for Short Term Investments
which in turn increases the liquidity taking into account the interest accrued
on such investments.
CASE STUDY
THE ITC
ITC is one of the India's foremost private sector companies with a market
capitalization of nearly US $ 18 billion and a turnover of over US $ 5.1 Billion. ITC is
raed among the World's Best Big Companies. Asia's 'Fab 50' and the World's Most
Reputable Companies by Forbes magazine, among India's Most Respected
ITC's diversified status originates from its corporate strategy aimed at creating
multiple drivers of growth anchored on its time-tested crore competencies:
unmatched distribution reach, superior brand-building capabilities, effective supply
chain management and acknowledged service skills in hoteliering. Over time, the
strategic forays into new businesses are expected to garner a significant share of
these emerging high-growth markets in India.
ITC's production facilities and hotels have won numerous national and
international awards for quality, productivity, safety and environment management
systems. ITC was the first company in India to voluntarily seek a corporate
governance rating.
ITC employees over 24,000 people at more than 60 locations across India. The
Company continuously endeavors to enhance its wealth generating capabilities in a
globalising environment to consistently reward more than 3,81, 000 shareholders,
fulfill the aspirations of its stakeholders and meet societal expectations. This over-
arching vision of the company is expressively captured in its corporate positioning
statement: "Enduring Value. For the nation. For the Shareholder."
CURRENT ASSETS:
CURRENT LIABILITY
QUESTIONNAIRE
1. NAME :
_______________________________________
2. DESIGNATION :
________________________________________
3. ADDRESS :
________________________________________
4. OCCUPATION :
________________________________________
5. AGE :
________________________________________
1 LIQUIDITY
2 PROFITABILITY
3 PRICE CHANGES
4 SERVICE CONSIDERATION
5 SATISFACTION OF CUSTOMERS.
5. What steps should be required to be taken for improving the Working Capital
Management?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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BIBLIOGRAPHY: