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16
Working Capital Management
©2006 Thomson/South-Western
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Introduction
This chapter deals with the management of working capital, which involves decisions about the optimal overall level of current assets and the optimal mix of short-term funds used to finance the company’s assets.
It also discusses short-term credit sources of funding available to a company. These sources include trade credit and bank loans.
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Working Capital Policy
Involves decisions about a company’s current assets (C/A) and current liabilities (C/L) What they consist of How they are used How their mix affects the risk-return
characteristics of the company Working capital
Total investment in C/A Net working capital
C/A – C/L
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Working Capital Management Firm’s optimal level of C/A
Optimal mix of S-T and L-T debt
Level of investment in each type of C/A
Specific sources and mix of S-T credit the firm
should employ
For extensive information on working capital:
http://strategis.gc.ca/sc_mangb/sources/engdoc/
homepage.html
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Working Capital
Represents assets that flow through the firm Turned over at a rapid rate Usually recovered during the operating cycle
when inventories are sold and receivables are collected
Made necessary by the asynchronous nature of cash receipts and disbursements
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Financing Working Capital
This Web site helps small business obtain working capital to produce and market U.S. products and services for export:http://www.exim.gov/press/jan2496b.html
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Operating Cycle
Operating cycle
• Characterized by the time intervals between the following dates:
Date 1 Purchase of resourcesDate 2 Pay for resource purchasesDate 3 Sell product on creditDate 4 Collect receivables
1 2 3 4
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Decomposing the Operating Cycle
Payables deferral period Receivables conversion period
1 2 3 4
Cash conversion cycle
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OperatingCycle =
InventoryConversion
Period+
ReceivablesConversion
Period
InventoryConversion
Period=
Average Inventory
Cost of Sales/ 365
ReceivablesConversion
Period= Accounts Receivable
Annual Credit Sales/ 365
Operating Cycle Analysis
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Cash Conversion
Cycle=
OperatingCycle +
PayablesDeferralPeriod
Operating Cycle Analysis, Continued
PayablesDeferralPeriod
=
Accounts Payable +
Salaries, Benefits& Payroll Taxes
Payable
Cost ofSales
–Selling, Gen, Admin Exp( /365)
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Size and Nature of a Firm’s Investment in C/A Type of product Length of operating cycle Inventory size Safety stock Probability of running out Credit policies Efficiency of C/A management
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Appropriate Level of Working Capital
Conservative Aggressive
C/A More Less
Profitability Lower Higher
Risk Lower Higher
More conservative policies often result in lost sales due to restrictive credit policies.Optimal level of working capital investment is the levelwhich is expected to maximize shareholder wealth.
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Optimal Level of S-T and L-T Debt Term structure of interest rates Higher risk with S-T debt
Refund Fluctuating S-T interest rates
Permanent C/A Are not affected by seasonal or cyclical demand
Fluctuating C/A Are affected by seasonal or cyclical demand
Matching maturity of debt and assets Conservative Moderate Aggressive
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Sources of Short-Term Financing Trade credit Accruals and deferred income
Legal and practical considerations Loans from commercial banks Commercial paper Collateral for S-T loans
A/R Inventory
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Cost of S-T Credit
AFC = Interest + Fees
Usable funds 365
Maturity (Days)
Simple interest
Compounded interest
m
[ Interest + fees
Usable funds ] – 1 1 + APR =
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Trade Credit (T/C)
Extended on open account as A/P Spontaneous source of financing Cost of T/C is contained in the purchase
price Lost discounts T/C is never free
AFC = % discount
100% – % discount
365
Credit – Disc period
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Commercial Bank Loans
Single loans for specific financial needs Line of credit
Agreement to borrow up to predetermined limit at any time
Revolving creditLegally commits the bankUsually securedRequires a commitment fee
AFC =
Interestcosts
Usable funds
+Commitment
fee 365
Maturity ( days )
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Tying Bank Loans to Other Services Happens when finance executives are
pressured by commercial banks to purchase other financial services in exchange for obtaining loans
Recent rise in practice due to: Concentration in the banking industry
(Citigroup, JP Morgan Chase, Bank of America)
Repeal of laws that prevented commercial banks from engaging in various investment banking services
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Commercial Paper
S-T unsecured promissory notes Issued by large well-known corporations Maturities from a few days to 9 months Sold at a discount Purchasers
Individuals • Corporations • Banks • Insurance companies Pension funds • Money market funds
Maturity ( days )
Interest costs +
Placement fee
Usable funds 365
AFC =
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A/R as Collateral
Fairly liquid Easy to handle Subject to fraud High administrative costs Two common forms
Pledging–Firm retains title Factoring–Sale of A/R
http://www.factoring.org/
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Information on Factoring
Do a search at this Web site for “factoring accounts receivable”:http://www.google.com/
Investigate factoring at this Web site:http://www.21stcapital.com/
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Financing From Foreign A/R Insured by the Export-Import Bank
Contracts guaranteed by Foreign bank Government
Trading companies
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Inventory as Collateral
Stability
Characteristics
Perishability
Identifiability
Marketability
Price stability
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Inventory as Collateral, Continued Possession of the collateral
Floating lien
Trust receipt
Terminal warehouse
Field warehouse