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Working Capital Management Notes
Working Capital Management Notes
Working capital: current assets (3 primary assets – inventories, accounts receivable & cash) –
expected to be converted into cash < 1 yr
Working Capital Policy: basic policy decisions on (1) optimal level of investments in current assets &
(2) optimal financing of current assets
Investment in net working capital affects the risk & return of firm, its cash flows & liquidity as well
as its ability to operate efficiently
Working Capital Management: administration of current assets & current liabilities within the
working capital policy guidelines
Working capital cycle: period that cash is tied-up in working capital of entity
Ratio Analysis
2 WIP inventory days: WIP inventory / Cost of Production* x 365 days *if not available use cost of sales
4 Debtors days (credit sales): Debtors / Credit sales* x 365 days *if not available use sales
Creditors / Credit purchases* x 365 days *if not available use purchases
5 Creditors days:
Transfer
Purchase raw Finished Credit Cash
material
materials goods sale received
to factory
1 45 2 35 3 50 4 60 Working
capital cycle:
5 90 days 60 days 190 days
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Working Capital Policy
Return Risk
Inventory, debtors, Want to reduce capital Low investment is risky (shortages, etc)
cash tied up is costly High investment lowers risk (up to a point) but
rate on return is lower
Creditors Want to increase as free The higher the levels of finance through
financing saves money creditors, the higher the risk
Current ratio ≥ 2
2
Current Asset Management & Short-term financing
Analyse cost of financing working capital with trade credit, factoring & short-term bank financing
Credit Policy
Market pressure “forces” entity to offer credit facilities weigh significant costs {cost of bad debts,
cost of financing debtors & administrative costs of managing debtors} against ability to generate
extra sales
Customer’s attitude Collection policy, procedure & 2/10 net 30 2% if PMT > 10 days,
(commitment to paying debts), age analysis, influences sales, otherwise full PMT > 30 days
credit history, financial positon, collection period, losses from Balance cost of discount against
security offered & environment bad debts, % of customers who benefit of cash flow
customer’s operates in take discount Would attract more customers &
reduce avg. collection period
Effect of change in credit policy for debtors → if take into account tax, everything except working capital =
AFTER TAX!
New policy:
R(new sales) x %(customers who take discount) x (discount days)/365 XXX
R(new sales) x %(customers who don’t take discount) x (net days)/365 XXX
NEW AVERAGE XXX
Old policy
R(old sales) x %(customers who take discount) x (discount days)/365 XXX
R(old sales) x %(customers who don’t take discount) x (net days)/365 XXX
OLD AVERAGE XXX
3
NET ANNUAL BENEFIT (SAVING) / LOSS XXX
Inventory management
Balance costs that increase with larger stock holdings & costs that decrease with larger order sizes
Inventory models:
Cash Management
1. Accruals
- Continually recurring short-term liabilities accrued wages, taxes, interest
- Free finance no interest paid on funds raised through accruals
2. Trade credit
- Spontaneous source of financing
- Free trade credit during period of discount
- Costly trade credit forgone discount
3. Factoring of debtors
- Generate cash flow selling accounts receivable to lender with/ without recourse to
borrower
- Advantages:
o Factor has expertise to assess credit risk of customers & factor’s proficiency in
managing receivables may result in reduction of bad debts
o Co. saves costs of managing accounts receivables, administration, collection & credit
control
o Co. doesn’t have to offer expensive discounts to encourage early PMT
o Management time can be focused elsewhere
- Disadvantages:
o cost of factoring will normally be > bank overdraft rate
o factor would hold a retention % of outstanding accounts receivable
- A credit card is an example (credit card co. pays retailer and collects PMT from card holder)
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4. Bank overdraft
- Interest on overdraft calc. effective interest rate
5. Bankers’ acceptances (bank bills)
- Bill of exchange issued by Co. with stated maturity of normally 90/180 days, accepting bank
guarantees PMT to discount house on maturity date, borrower endorses the back of the
bill, which indicates liability to accepting bank on due date
- Minimum of R1million (have to be a very large Co. with a high credit rating)
Short-term financing:
- Advantages:
o Lower cost usually lower interest rates
o Fast funds can be available within days
o Lower credit checks & formalities funds outstanding for shorter period &
administrative formalities are reduced
o No loan covenants & pre-payment penalties no specifications in relation to
financial ratios
o Flexibility & matching Co. with seasonal trading patterns require funds for short-
term periods match financing requirements with right type of financing
instrument
- Disadvantages:
o Volatility of interest rates ST interest rates are more volatile than LT interest rates
o Risk of non-extension of facility banks might refuse to offer extensions
K = D/ (100 – D) x 365/ t
Compare lost discount rate to bank overdraft rate (if cost of discount > overdraft → take discount!)
Cost of factoring
Sales (all on credit) S
Accounts receivable
(S x avg. debtors days / 365) D
Less: Retention by factoring house (X% x D) (XXX)
Net debtors A
Cost of factoring
- Service facility (X% of S) (XXX)
- Finance facility (X% of A) (XXX)
- Admin cost saving (RXX) XXX
Net cost of factoring B
Advance received (net debtors) A
Net Cost (B)
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Avg. effective cost p.a. (B ÷ A) XX,X%
Concept of overtrading
CO. grows too fast with too little long term capital long term growth is thus financed with short
term capital