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Slide NHTC1119 - Cash Flows Management
Slide NHTC1119 - Cash Flows Management
Slide NHTC1119 - Cash Flows Management
Tel: 0912588916
Email: nhungdh@gmail.com
Web: www.sbf.neu.edu.vn
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Q&A
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CASH FLOWS MANAGEMENT
CASH IS KING!
Rob Reider
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TIMETABLE
EXERCISE
CHAPTER CONTENT HOURS THEORY
PRESENT
1 Chapter 1: Introduction 3 2 1
Recepts and disbursements
2 Chapter 2: management 12 6 6
mid-term test 1
Attendance: 10%
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CHAPTER 1
INTRODUCTION CASH FLOWS MANAGEMENT
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What is cash flow management?
This helps you spot trends, prepare for the future, and tackle
any problems with your cash flow.
It pays to practice cash flow management often to make sure
your business has enough money to keep running.
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Cash flow or Cash
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OBJECTIVES
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IMPORTANCE OF CASH FLOW MANAGEMENT
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OBJECTIVES
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CASH FLOWS AND BUSINESS
PROFIT VERSUS CASH FLOW
EXAMPLE
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PROFIT VERSUS CASH FLOW
EXAMPLE
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PROCESS
CASH FLOWS MANAGEMENT
Planning
Purpose
Personel
Timetable
Content
Estimate cash flows
Managment model
Apply corporate governance model
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PROCESS
CASH FLOWS MANAGEMENT
→ Purpose: Budget
optimization and
Sales Manufacturing
budget handling
Inventory
As slowly As quickly
as possible as possible
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CONTENT
CASH FLOWS MANAGEMENT
CASH
FLOWS Estimate CASH OUTFLOWS
MANAGEMENT
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CONTENT
CASH FLOWS MANAGEMENT
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CASH INFLOWS
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CASH INFLOWS
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CASH OUTFLOWS
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RATIOS
CASH FLOWS MANAGEMENT
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RATIOS
CASH FLOWS MANAGEMENT
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CONCLUSION
Case study
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Receipts and Disbursements
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1 ROLES OF STATEMENTS OF CASH FLOWS
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1 2 3
Master the meaning of the statement of cash flows. Understand the requirements
of Vietnamese accounting standards and current regulations on presenting the
statement of cash flows
▪Business activities
▪Investment activities
Financial activities
Cash Debts ▪ Hoạt động tài chính
Cash Debts
other Other
assets Equity Equity
assets
Undistributed Undistributed
profit profit
CFS
XYZ Company
Statement of cash flows
202X
34
Cash inflows
Is cash flow
• Sell fixed assets
related to
• Sell long-term investment stocks fixed asset
• Loan recovery (principal) trading and
• Received dividends long-term
• Loan interest investment
activities.
Cash outflows
2 Methods
Direct Indirect
(not use for current exam)
plus
Finance
Cash flows
Business
minus
Investment
3. Additional information
Usefulness and Format
2. Focuses on differences
between net income and net
cash flow from operating
activities.
Preparing the Statement of Cash Flows
Indirect Method
Preparing the Statement of Cash Flows
Preparing the Statement of Cash Flows
Question
Which is an example of a cash flow from an operating
activity?
a. Payment of cash to lenders for interest.
b. Receipt of cash from the sale of capital stock.
c. Payment of cash dividends to the company’s
stockholders.
d. None of the above.
Step 1: Operating Activities
Depreciation Expense
Although depreciation expense reduces net income, it does not
reduce cash. The company must add it back to net income.
Accounts Receivable
1/1/14 Balance 30,000 Receipts from customers 517,000
Sales revenue 507,000
Inventory
1/1/14 Balance 10,000 Cost of goods sold 150,000
Purchases 155,000
Cost of goods sold does not reflect cash payments made for
merchandise. The company deducts from net income this
inventory increase.
Operating Activities
Changes to Noncash Current Asset Accounts
Summary of Conversion to
Net Cash Provided by
Operating Activities
Indirect Method
Step 2: Investing and Financing Activities
Company purchased land of $110,000 by exchanging bonds for
land. This is a significant noncash investing and financing activity
that merits disclosure in a separate schedule.
Land
1/1/14 Balance 20,000
Issued bonds 110,000
12/31/14 Balance 130,000
Bonds Payable
1/1/14 Balance 20,000
For land 110,000
12/31/14 Balance 130,000
Investing and Financing Activities
Partial statement
Net cash provided by operating activities 172,000
Cash flows from investing activities:
Purchase of building (120,000)
Purchase of equipment (25,000)
Sale of equipment 4,000
Net cash used by investing activities (141,000)
Cash flows from financing activities:
Issuance of common stock 20,000
Payment of cash dividends (29,000)
Net cash used by financing activities (9,000)
Net increase in cash 22,000
Cash at beginning of period 33,000
Cash at end of period $ 55,000
Building
Equipment
Cash 4,000
Journal
Accumulated Depreciation 1,000
Entry
Loss on Disposal of Plant Assets 3,000
Equipment 8,000
Cash flows from operating activities:
Statement Net income
Adjustments to reconcile net income to net cash
$ 145,000
Common Stock
Retained Earnings
Review Question
Which is an example of a cash flow from an investing
activity?
a. Receipt of cash from the issuance of bonds payable.
b. Payment of cash to repurchase outstanding capital
stock.
c. Receipt of cash from the sale of equipment.
d. Payment of cash to suppliers for inventory.
Using Cash Flows to Evaluate a Company
Required:
Calculate
Microsoft’s
free cash flow.
Expense
Eliminate non-cash expense
ADVANTAGES OF DIRECT METHOD
85
Cash inflows
Cash outflows
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OBJECTIVES
88
CASH FLOW STATEMENT
Operating CF
Cash Flows in the period
(Movement) Investing CF
Financing CF
2 Methods
Direct Indirect
Required:
What are the items that should be included for the disposal of the vehicle in the statement of
cash flows for the year:
(a) in the adjustments to get from operating profit to cash flow from operations?
(b) under the heading: ‘Cash flows from investing activities’?
Questions
Exercise 2
A company made an operating profit before tax of $16,000 in the year just ended.
Depreciation charges were $15,000. There was a gain of $5,000 on disposals of non-current
assets and there were no interest charges. Values of working capital items at the beginning
and end of the year were:
Receivables Inventory Trade payables
Beginning of the year $9,000 $3,000 $4,000
End of the year $6,000 $5,000 $6,500
Taxation paid was $4,800.
Required: Calculate the amount of cash generated from operations, as it would be shown in
a statement of cash flows using the indirect method.
Questions
Exercise 3
A company had liabilities in its statement of financial position at the beginning and at the end of Year 1,
as follows:
Liability for interest charges Liability for taxation
Beginning of Year 1 $4,000 $53,000
End of Year 1 $3,000 $61,000
During the year, interest charges in the income statement were $22,000 and taxation on profits were
$77,000.
Required: Calculate the amounts of interest payments and tax payments (cash flows) for inclusion in the
statement of cash flows
Questions
Exercise 4
During the year a vehicle was disposed of for a gain of $3,000. The original cost of this asset
was $60,000.
Required: Calculate the cash paid for PPE acquired.
Questions
Exercise 5
The statements of financial position of Grand Company at the beginning and end of Year 1
include the following information:
Property, plant and equipment Beginning of Year 1 End of Year 1
cost/re‐valued amount 1,400,000 1,900,000
Accumulated depreciation 350,000 375,000
Carrying value 1,050,000 1,525,000
During the year, some property was re-valued upwards by $200,000. An item of equipment
was disposed of during the year at a profit of $25,000. This equipment had an original cost of
$260,000 and accumulated depreciation of $240,000 at the date of disposal.
• Which TWO of the following criticisms of the above extract are valid?
A. Depreciation charges should have been added, not deducted.
B. Increase in inventory should have been added, not deducted.
C. Increase in accounts payable should have been deducted, not added.
D. Proceeds of sale of non-current assets should not appear in this part of
the statement of cash flows.
Question 6
• Which TWO of the following items could appear ¡n
a company’s statement of cash flows?
A. Proposed dividends
B. Rights issue of shares
C. Bonus issue of shares
D. Repayment of loan
Question 7
• In the course of preparing a company’s statement of cash flows, the
following figures are to be included in the calculation of net cash from
operating activities.
$
Depreciation charges 980,000
Profit on sale of non-current assets 40,000
Increase in inventories 130,000
Decrease in receivables 100,000
Increase in payables 80,000
• What will the net effect of these items be in the statement of cash
flows?
$
A Addition to operating profit 890,000
B Subtraction from operating profit 890,000
C Addition to operating profit 1,070,000
D Addition to operating profit 990,000
PLANNING PROCESS
Short-term planning
Preparation
Cash
Forecast
Cash
planning
Cash budgeting
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PLANNING PROCESS
Short-term planning
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PLANNING PROCESS
Short-term planning
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PLANNING PROCESS
Step 4
Forecasting sales
Projecting cash receipts
Projecting cash disbursements
Projecting cash balances
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State the essentials of effective budgeting and
STEP 1
the components of the master budget.
◆ Promotes efficiency.
Sales Budget
◆ First budget prepared.
Illustration 9-6
Soriano Company is preparing its master budget for 2017. Relevant data
pertaining to its sales, production, and direct materials budgets are as follows:
Sales: Sales for the year are expected to total 1,200,000 units. Quarterly sales
are 20%, 25%, 30%, and 25% respectively. The sales price is expected to be
$50 per unit for the first three quarters and $55 per unit beginning in the fourth
quarter. Sales in the first quarter of 2018 are expected to be 10% higher than
the budgeted sales for the first quarter of 2017.
Production: Management desires to maintain ending finished goods
inventories at 25% of next quarter’s budgeted sales volume.
Direct materials: Each unit requires 3 pounds of raw materials at a cost of $5
per pound. Management desires to maintain raw materials inventories at 5% of
the next quarter’s production requirements. Assume the production
requirements for the first quarter of 2018 are 810,000 pounds.
Example 2 Sales, Production, and Direct Materials Budget
Cash receipts
Cash sales
Accounts receivable collections
Sales of assets
Interest and dividends received
Proceeds from borrowing
Proceeds from new equity
Other cash receipts
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CASH PLANNING
Direct method: Cash Receipts
Cash Flow Planning 269
ACTUAL PROJECTED
OCT NOV DEC JAN FEB MAR APR MAY JUN
Sales (actual for
first three months;
then forecasted) 196 207 203 200 250 400 500 300 200
Collections:
Cash sales—5% Actual Actual Actual 10 12 20 25 15 10
Current month
at 10% Actual Actual Actual 20 25 40 50 30 20
Prior month
at 60% Actual Actual Actual 122 120 150 240 300 180
Second prior
month at 15% Actual Actual Actual 31 30 30 37 60 75
Third prior
month at 10% Actual Actual Actual 20 21 20 20 25 40
___ ___ ___ ____ ____ ____
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CASH PLANNING
Direct method: Cash Receipts and Disbursements
Cash disbursements
Cash sales Dividend payments
Accounts payable Debt amortization
Payroll costs (net) Capital expenditures
Payroll taxes Rents, royalties, etc.
Fringe benefits payments Income taxes
Manufacturing/service Property taxes
expenses Insurance premiums
Marketing/administrative Other cash disbursements
expenses
Interest expense
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CASH PLANNING
Direct method: Disbursements
ACTUAL PROJECTED
OCT NOV DEC JAN FEB MAR APR MAY JUN
Sales (actual
for first three months;
then forecasted) 196 207 203 200 250 400 500 300 200
Cash Expenditures:
Material
purchases Actual Actual Actual 48 60 96 120 72 48
Payroll Actual Actual Actual 37 40 49 55 43 37
Payroll taxes and
fringe benefits Actual Actual Actual 2 3 4 5 4 2
Other
manufacturing
expenses Actual Actual Actual 33 47 91 120 61 33
Commissions Actual Actual Actual 10 12 20 25 15 10
Other SG&A
expenses Actual Actual Actual 50 63 100 125 75 50
Capital
equipment Actual Actual Actual 0 0 20 0 0 30
Debt service Actual Actual Actual 10 10 10 10 10 10
Other
expenditures Actual Actual Actual 5 0 5 5 5 5
___ ___ ___ ____ ____ ____
Total Cash
Payments—
Month Actual Actual Actual 195 235 395 465 285 225
___ ___ ___ ____ ____ ____
Total Cash
Payments—
Cum. 195 430 825 1,290 1,575 1,800
___ ___ ___ ____ ____ ____
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CASH PLANNING
Direct method: Disbursements
ACTUAL PROJECTED
Sales (actual
for first three
months; then
forecasted) 196 207 203 200 250 400 500 300 200
Beginning Cash
without
Borrowing Actual Actual Actual $100 $119 $ 94 $ (37) $(122) $ 33
NET CASH
FLOW— Month Actual Actual Actual 19 (25) (131) (85) 155 105
____ ____ ____ ____ ____ ____
Ending Cash
without
Borrowing Actual Actual 100 119 94 (37) (122) 33 138
Borrowing
required Actual Actual Actual 0 6 137 222 67 0
____ ____ ____ ____ ____ ____
ENDING CASH
BALANCE Actual Actual Actual $119 $100 $100 $100 $100 $138
____ ____ ____ ____ ____ ____
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Prepare budgets for direct labor, manufacturing
STEP 3 overhead, and selling and administrative expenses,
and a budgeted income statement.
Case study: Variable expense rates per unit of sales are sales
commissions $3 and freight-out $1. Variable expenses per
quarter are based on the unit sales from the sales budget. Hayes
expects sales in the first quarter to be 3,000 units. Fixed
expenses are based on assumed data.
Case study: All data for the income statement come from the
individual operating budgets except the following: (1) interest
expense is expected to be $100, and (2) income taxes are
estimated to be $12,000.
Budgeted Income Statement
Question
Each of the following budgets is used in preparing the budgeted
income statement except the:
a. Sales budget.
Soriano Company is preparing its master budget for 2017. Relevant data
pertaining to its sales, production, and direct materials budgets are as
follows:
Sales: Sales for the year are expected to total 1,200,000 units. Quarterly
sales are 20%, 25%, 30%, and 25% respectively. The sales price is
expected to be $50 per unit for the first three quarters and $55 per unit
beginning in the fourth quarter. Sales in the first quarter of 2018 are
expected to be 10% higher than the budgeted sales for the first quarter of
2017.
Production: Management desires to maintain ending finished goods
inventories at 25% of next quarter’s budgeted sales volume.
Direct materials: Each unit requires 3 pounds of raw materials at a cost
of $5 per pound. Management desires to maintain raw materials
inventories at 5% of the next quarter’s production requirements. Assume
the production requirements for the first quarter of 2018 are 810,000
pounds.
Example 3 Budgeted Income Statement
Calculate the budgeted total unit cost and prepare the budgeted
income statement for 2017.
(a)
Example 3 Budgeted Income Statement
Calculate the budgeted total unit cost and prepare the budgeted
income statement for 2017.
(b)
(b)
STEP 4 Prepare a cash budget and a budgeted balance sheet.
Cash Budget
◆ Shows anticipated cash flows.
► Cash Disbursements
► Financing
2. Sales : 60% are collected in the quarter sold and 40% are
collected in the following quarter. Accounts receivable of
$60,000 at December 31, 2016, are expected to be collected in
full in the first quarter of 2017.
Question
Expected direct materials purchases in Read Company are
$70,000 in the first quarter and $90,000 in the second quarter.
Forty percent of the purchases are paid in cash as incurred,
and the balance is paid in the following quarter. The budgeted
cash payments for purchases in the second quarter are:
a. $96,000 c. $78,000
b. $90,000 d. $72,000
Example 4 Cash Budget
Merchandisers
◆ Sales Budget: starting point and key factor in developing the
master budget.
Question
The budget for a merchandiser differs from a budget for a
manufacturer because:
172
CASE STUDY
123 company
Question:
Prepare cash flow statements using direct method
Determine the Company's budget
Handle the budget (surplus or deficit)
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CONCLUSION OF CHAPTER 3
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CHAPTER 4
CASH FLOWS FORECASTING MODEL
Case study
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OBJECTIVE
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CASH FLOWS FORECAST
Objective
To manage short-term money fluctuations and determine the
optimal cash balance to meet payments incurred.
The basis for the method and model of cash flow forecasting
Availability of data
Reliability of data
Forecast time
Sensitivity
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CASH FLOWS FORECAST
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CASH FLOW FORECAST PROCESS
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CASH FLOWS FORECAST METHOD
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CASH FLOWS FORECAST METHOD
CASE STUDY
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ADDITION FUND NEEDED
(Nhu cầu tiền tăng thêm)
Trong đó:
A*_Assets increasing
Budget handling
Case study
184
OBJECTIVE
Understanding Float
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MAKE OPTIMAL CASH BALANCE
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Understanding Float
Size of float depends on the dollar amount and the time delay.
Delay = mailing time + processing delay + availability delay
Suppose you mail a check each month for $1,000 and it takes
3 days to reach its destination, 1 day to process, and 1 day
before the bank makes the cash available.
Collection Delay
Benefits
Average daily collections = 3(5,000)(500) = 7,500,000
Increased bank balance = 2(7,500,000) = 15,000,000
Costs
Daily cost = 0.10(15,000) + 3 × 10 = 1,530
Present value of daily cost = 1,530 / 0.0001 = 15,300,000
NPV = 15,000,000 – 15,300,000 = -300,000
The company should not accept this lock-box
proposal.
Cash Disbursements
Boumol model
Miller – Orr model
Stone model
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BAUMOL MODEL
200
Costs of Holding Cash
Opportunity
Costs
The investment income
foregone when holding cash.
Trading costs
C* Size of cash balance
The Baumol Model – I
Time
1 2 3
The Baumol Model – II
As we transfer $C each period we
incur a trading cost of F.
C
If we need $T in total over the
planning period, we will pay $F
times. T
–2
C –C
The trading cost is –C× F
T
1 2 3 Time
The Baumol Model – III
C T
Total cost = R + F
2 C
Opportunity C R
Costs 2
T
Trading costs F
C
C* Size of cash balance
2T
C =
*
F
R
The Baumol Model – IV
The optimal cash balance is found where the opportunity costs equals
the trading costs.
C T
R = F
2 C
Multiply both sides by C.
C2 2TF TF
R =TF C =
*
C = 2
2
2 R R
MILLER – ORR MODEL
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MILLER – ORR MODEL
Assumptions:
The net cash flow of the business fluctuates completely randomly;
An enterprise holds two types of assets: corporate bonds and liquid assets,
such as liquidity securities with a yield of k;
Transaction costs are fixed. This transaction cost is the same for buying
and selling liquid securities;
Matured securities are automatically reinvested or not mentioned as part of
cash flow;
The budget will not fall below the lower limit of money reserves;
Based on the principles of inventory management, Miller - Orr
hypothesizes that the goal of the business is to minimize the cost of
holding money.
207
The Miller-Orr Model
• The firm allows its cash balance to wander randomly between
upper and lower control limits.
When the cash balance reaches the upper control limit U, cash is invested
$ elsewhere to get us to the target cash balance C.
L
Time
The Miller-Orr Model: Math
4C * − L
Average cash balance =
3
Implications of the
Miller-Orr Model
To use the Miller-Orr model, the manager must do four
things:
1. Set the lower control limit for the cash balance.
2. Estimate the standard deviation of daily cash flows.
3. Determine the interest rate.
4. Estimate the trading costs of buying and selling
securities.
Implications of the
Miller-Orr Model (ctd.)
• The model clarifies the issues of cash management:
• Borrowing
• Borrowing is likely to be more expensive than
selling marketable securities.
• The need to borrow will depend on management’s
desire to hold low cash balances.
CASE STUDY
CASH FLOW MANAGEMENT OF 123 COMPANY
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PRESENTATION
GROUP PRESENTATION
214
CONCLUSION