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The Management  of Working Capital Chapter 15
Basics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Working Capital, Funding Requirements, and the Current Accounts ,[object Object],[object Object],[object Object],[object Object]
Working Capital, Funding Requirements, and the Current Accounts   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Objective of Working Capital Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Objective of Working Capital Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Low Levels High Levels Cash Low Levels High Levels Inventory
Objective of Working Capital Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Low Levels High Levels Payables and Accruals Low Levels (unfavorable terms) High Levels (favorable credit terms) Accounts Receivable
Operations—Cash Conversion Cycle ,[object Object],[object Object],[object Object],[object Object]
Figure 15.2:  Time Line Representation of the Cash Conversion Cycle
Permanent and Temporary Working Capital ,[object Object],[object Object]
Figure 15.3:  Working Capital Needs of Different Firms
Financing Net Working Capital ,[object Object],[object Object],[object Object],[object Object]
Short-Term vs. Long-Term Financing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Alternative Policies ,[object Object],[object Object]
Figure 15.4—Working Capital Financing Policies
Working Capital Policy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Sources of Short-term Financing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Spontaneous Financing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Spontaneous Financing ,[object Object],[object Object],If the terms of trade are 2/10, net 30, and you elect to not pay by the 10 th  day, you are essentially paying 2% interest for 20 days’ use of money.  There are 18.25 20-day periods in one year (365 days    20).  We can convert the 2% foregone discount into an annual rate by multiplying 2% by 18.25 to obtain 36.5%.  Thus, most prompt payment discounts are very attractive. Example
Spontaneous Financing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Unsecured Bank Loan ,[object Object],[object Object],[object Object],[object Object]
Unsecured Bank Loans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Unsecured Bank Loans ,[object Object],[object Object],[object Object],[object Object],[object Object],Example ,[object Object],[object Object],[object Object]
Unsecured Bank Loans ,[object Object],[object Object],[object Object],[object Object]
Unsecured Bank Loans Q: A firm borrows $100,000 subject to a 20% compensating balance.  The firm will only receive $80,000 in usable funds and the remaining $20,000 must remain in the firm’s account.  If the stated rate on the loan is 12%, what is the effective rate? A: The firm must pay the 12% on the entire $100,000 borrowed.  Thus, the firm will pay $12,000 in interest for a year on $80,000 of usable funds.  This translates to an effective annual rate of 15%, or $12,000    $80,000. Example
Unsecured Bank Loans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Commercial Paper ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Short-Term Credit Secured by Current Assets ,[object Object],[object Object],[object Object]
Short-Term Credit Secured by Current Assets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Short-Term Credit Secured by Current Assets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Short-Term Credit Secured by Current Assets—Example Q: The Kilraine Quilt Company has an average receivables balance of $100,000 which turns over once every 45 days.  It generally pledges all of its receivables to the Kirkpatrick County Cooperative Finance Company, which advances 75% of the total at 4% over prime plus a 1.5% administrative fee.  If prime is 11%, what total interest rate is Kilraine effectively paying for its receivables financing? A: Since the finance company advances 75% of the receivables balance, the average loan amount is $75,000.  Interest at 4% over prime is 15%.  The firm pledges all of its receivables, thus $800,000 in new receivables are pledged each year ($100,000 x 360/45).  The administrative fee of 1.5% is charged on this amount and is $12,000, or 1.5% x $800,000.  This amounts to 16% of the average loan balance ($12,000    $75,000), thus the annual interest rate is 16% + 15%, or 31%. Example
Short-Term Credit Secured by Current Assets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Short-Term Credit Secured by Current Assets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cash Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Objective of Cash Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Check Disbursement and Collection Procedures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 15.5:  The Check-Clearing Process
Accelerating Cash Receipts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 15.6:  A Lock Box System in the Check-Clearing Process
Lock-Box Example Q: Kelso Systems Inc. operates primarily on the East Coast, but has a cluster of customers in California that remit about 5,000 checks a year.  The average check is for $1,000.  West Coast checks currently take an average of eight days from the time they are mailed by customers to clean into Kelso’s East Coast account.  A California bank has offered Kelso a lock box system for $2,000 a year plus $0.20 per check.  The system can be expected to reduce the clearing time to six days.  Is the bank’s proposal a good deal for Kelso if it borrows at 12%? A: On average Kelso has $109,589 tied up in cash, or [(8    365) x $1,000 x 5,000] but the proposed lockbox system will reduce this to $82,192, or [(6    365) x $1,000 x 5,000]; thus, freeing up $27,397 of cash.  Kelso will be able to borrow $27,397 less, thus saving $3,288 in interest [$27,397 x 0.12].  The system is expected to cost $3,000, or [$2,000 + ($0.20 x 5,000)].  Hence, the bank’s proposal is only marginally worth doing. Example
Accelerating Cash Receipts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Cash Outflow ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Accounts Receivable ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Accounts Receivable ,[object Object],[object Object],[object Object],[object Object],[object Object]
Credit Policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms of Sale ,[object Object],[object Object],[object Object],[object Object],[object Object]
Collections Policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Inventory Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits and Costs of Carrying Adequate Inventory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Inventory Control and Management ,[object Object],[object Object],[object Object]
Economic Order Quantity (EOQ) Model ,[object Object],[object Object],[object Object],[object Object]
Economic Order Quantity (EOQ) Model ,[object Object]
Economic Order Quantity (EOQ) Model—Example  Q: The Galbraith Corp. buys a part that costs $5.  The carrying cost of inventory is approximately 20% of the part’s dollar value per year.  It costs $45 to place, process and receive an order.  The firm uses 1,000 of the $5 parts per year.  What ordering quantity minimizes inventory costs and how many orders will be placed each year if that order quantity is used?  What inventory costs are incurred for the part with this ordering quantity? A: Since the unit carrying cost is 20% of the part’s price, the annual carrying cost per unit in dollars is $1, or 20% x $5.  Substituting the known information into the EOQ equation, we have: Example The annual number of reorders is 1,000    300, or 3.33.  Carrying costs are $150 a year, or (300    2) x $5 x 20%; and ordering costs are $45 x 3.333, or $150.  The total inventory cost of the part is $300.
Safety Stocks, Reorder Points and Lead Times ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 15.9:  Pattern of Inventory on Hand
Tracking Inventories—The ABC System ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Just In Time (JIT) Inventory Systems ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Chapter 15 The Management Of Working Capital

  • 1. The Management of Working Capital Chapter 15
  • 2.
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  • 6.
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  • 9. Figure 15.2: Time Line Representation of the Cash Conversion Cycle
  • 10.
  • 11. Figure 15.3: Working Capital Needs of Different Firms
  • 12.
  • 13.
  • 14.
  • 15. Figure 15.4—Working Capital Financing Policies
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  • 25. Unsecured Bank Loans Q: A firm borrows $100,000 subject to a 20% compensating balance. The firm will only receive $80,000 in usable funds and the remaining $20,000 must remain in the firm’s account. If the stated rate on the loan is 12%, what is the effective rate? A: The firm must pay the 12% on the entire $100,000 borrowed. Thus, the firm will pay $12,000 in interest for a year on $80,000 of usable funds. This translates to an effective annual rate of 15%, or $12,000  $80,000. Example
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  • 31. Short-Term Credit Secured by Current Assets—Example Q: The Kilraine Quilt Company has an average receivables balance of $100,000 which turns over once every 45 days. It generally pledges all of its receivables to the Kirkpatrick County Cooperative Finance Company, which advances 75% of the total at 4% over prime plus a 1.5% administrative fee. If prime is 11%, what total interest rate is Kilraine effectively paying for its receivables financing? A: Since the finance company advances 75% of the receivables balance, the average loan amount is $75,000. Interest at 4% over prime is 15%. The firm pledges all of its receivables, thus $800,000 in new receivables are pledged each year ($100,000 x 360/45). The administrative fee of 1.5% is charged on this amount and is $12,000, or 1.5% x $800,000. This amounts to 16% of the average loan balance ($12,000  $75,000), thus the annual interest rate is 16% + 15%, or 31%. Example
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  • 37. Figure 15.5: The Check-Clearing Process
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  • 39. Figure 15.6: A Lock Box System in the Check-Clearing Process
  • 40. Lock-Box Example Q: Kelso Systems Inc. operates primarily on the East Coast, but has a cluster of customers in California that remit about 5,000 checks a year. The average check is for $1,000. West Coast checks currently take an average of eight days from the time they are mailed by customers to clean into Kelso’s East Coast account. A California bank has offered Kelso a lock box system for $2,000 a year plus $0.20 per check. The system can be expected to reduce the clearing time to six days. Is the bank’s proposal a good deal for Kelso if it borrows at 12%? A: On average Kelso has $109,589 tied up in cash, or [(8  365) x $1,000 x 5,000] but the proposed lockbox system will reduce this to $82,192, or [(6  365) x $1,000 x 5,000]; thus, freeing up $27,397 of cash. Kelso will be able to borrow $27,397 less, thus saving $3,288 in interest [$27,397 x 0.12]. The system is expected to cost $3,000, or [$2,000 + ($0.20 x 5,000)]. Hence, the bank’s proposal is only marginally worth doing. Example
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  • 53. Economic Order Quantity (EOQ) Model—Example Q: The Galbraith Corp. buys a part that costs $5. The carrying cost of inventory is approximately 20% of the part’s dollar value per year. It costs $45 to place, process and receive an order. The firm uses 1,000 of the $5 parts per year. What ordering quantity minimizes inventory costs and how many orders will be placed each year if that order quantity is used? What inventory costs are incurred for the part with this ordering quantity? A: Since the unit carrying cost is 20% of the part’s price, the annual carrying cost per unit in dollars is $1, or 20% x $5. Substituting the known information into the EOQ equation, we have: Example The annual number of reorders is 1,000  300, or 3.33. Carrying costs are $150 a year, or (300  2) x $5 x 20%; and ordering costs are $45 x 3.333, or $150. The total inventory cost of the part is $300.
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  • 55. Figure 15.9: Pattern of Inventory on Hand
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