Working Capital Management

Chapter 8 Working Capital Management

1.       Objectives

1.1       Describe the nature of working capital and identify its elements.
1.2       Identify the objectives of working capital management in terms of liquidity and profitability, and discuss the conflict between them.
1.3       Explain the cash operating cycle and the role of accounts payable and accounts receivable.
1.4       Explain and apply relevant accounting ratios.
1.5       Explain the concept of overtrading and its application.

2.       The Elements of Working Capital

2.1       Working capital is the capital available for conducting the day-to-day operations of an organization; normally the excess of current assets over current liabilities.

2.2	Working Capital Management
	Working capital management is the management of all aspects of both current assets and current liabilities, to minimize the risk of insolvency while maximizing the return on assets.

2.3       Investing in working capital has a cost, which can be expressed either as:
(a)        the cost of funding it, or
(b)       the opportunity cost of lost investment opportunities because cash is tied up and unavailable for other uses.
2.4       Working capital is an investment which affects cash flows.
(a)        When inventory is purchased, cash is paid to acquire it.
(b)       Receivables represent the cost of selling goods or services to customers, including the costs of the materials and the labour incurred.
(c)        The cash tied up in working capital is reduced to the extent that inventory is financed by trade payables. If suppliers give a firm time to pay, the firm’s cash flows are improved and working capital is reduced.

3.       The Objectives of Working Capital Management

3.1       Current assets are a major balance sheet item and especially significant to smaller firms.
3.2       Mismanagement of working capital is a common cause of business failure, e.g.:
(a)        inability to meet bills as they fall due
(b)       overtrading during periods of growth
(c)        overstocking.

 

3.3

Objectives of Working Capital Management                    (Dec 07, Jun 10)

(a)      The two main objectives of working capital management are to ensure: (i)         it has sufficient liquid resources to continue in business and to increase its probability. (ii)        the objective of profitability supports the primary financial management objective, which is shareholder wealth maximization. (iii)       the objective of liquidity ensures that liabilities can be met as they fall due. (b)      Conflict between two objectives: (i)         liquid assets such as bank accounts earn very little return or no return, so liquid assets decrease profitability. (ii)        profitability is met by investing over the longer term in order to achieve higher returns. (c)      Trade-off between two objectives: (i)         it depends on the particular circumstances of an organization. (ii)        liquidity may be more important objective when short-term finance is hard to find. (iii)       profitability may become a more important objective when cash management has become too conservative. (iv)       both objectives are important and neither can be neglected.

3.4

Example 1

What differences would there be in working capital policies for a manufacturing company and a food retailer? Solution: The manufacturing company will need to invest heavily in spare parts and may be owed large amounts of money by its customers. The food retailer will have a large inventory of goods for resale but will have low accounts receivable. The manufacturing company will therefore need a carefully considered policy on the management of accounts receivable which will need to reflect the credit policies of its close competitors. The food retailer will be more concerned with inventory management.

3.5       Liquidity in the context of working capital management means having enough cash or ready access to cash to meet all payment obligations when these fall due. The main sources of liquidity are usually:
(a)        cash in the bank
(b)        short-term investments that can be cashed in easily and quickly
(c)        cash inflows from normal trading operations (cash sales and payments by receivables for credit sales)
(d)        an overdraft facility or other ready source of extra borrowing.
3.6       A firm choosing to have a lower level of working capital than rivals is said to have an ‘aggressive’ approach, whereas a firm with a higher level of working capital has a ‘defensive’ approach.
3.7       Cash flow is the lifeblood of the thriving business. Effective and efficient management of the working capital investment is essential to maintaining control of business cash flow. Management must have full awareness of the profitability versus liquidity trade-off. For example, healthy trading growth typically produces:
(a)        increased profitability
(b)        the need to increase investment in non-current assets and working capital.
3.8      Here there is a trade-off under which trading growth and increased profitability squeeze cash. Ultimately, if not properly managed, increased trading can carry with it the spectre of overtrading and inability to pay the business creditors.
3.9       It is worth while stressing the difference between cash flow and profits. Cash flow is as important as profit. Unprofitable companies can survive if they have liquidity. Profitable companies can fail if they run out of cash to pay their liabilities (wages, amounts due to suppliers, overdraft interest, etc.).
3.10    Some examples of transactions that have this ‘trade-off’ effect on cash flows and on profits are as follows:
(a)        Purchase of non-current assets for cash. The cash will be paid in full to the supplier when the asset is delivered; however profits will be charged gradually over the life of the asset in the form of depreciation.
(b)        Sale of goods on credit. Profits will be credited in full once the sale has been confirmed; however the cash may not be received for some considerable period afterwards.
(c)        With some payments such as tax there may be a significant timing difference between the impact on reported profit and the cash flow.
3.11     Clearly, cash balances and cash flows need to be monitored just as closely as trading profits. The need for adequate cash flow information is vital to enable management to fulfil this responsibility.

3.12	Test your understanding 1
	Fill in the blanks in the table to identify the advantages of having more or less working capital.

4.      The Cash Operating Cycle
(Dec 11, Jun 13)

4.1	The Cash Operating Cycle
	The cash operating cycle (working capital cycle or trading cycle) is the length of time between the company’s outlay on raw materials, wages and other expenditures and the inflow of cash from the sale of goods.

4.2       Calculation of the cash operating cycle

4.2.1    For a manufacturing business, the cash operating cycle is calculated as:

Raw materials holding period	x
Less: Payables’ payment period	(x)
WIP holding period	x
Finished goods holding period	x
Receivables’ collection period	x
	x

4.2.2    For a wholesale or retail business, there will be raw materials or WIP holding periods, and the cycle simplifies to:

Inventory holding period	x
Less: Payables’ payment period	(x)
Receivables’ collection period	x
	x

The cycle may be measured in days, weeks or months.

4.2.3

Example 2

A company generally pays its suppliers six weeks after receiving an invoice, whilst receivables usually pay within four weeks of invoicing. Raw materials inventory is held for a week before processing begins. Processing itself takes three weeks. Finished goods stay in inventory for an average of two weeks. How long is the company’s cash operating cycle? Solution: Cash operating cycle = 1 – 6 + 3 + 2 + 4 = 4 weeks

 

 

4.2.4	Test Your Understanding 2
	A company has provided the following information: Receivables collection period 56 days Raw material inventory holding period 21 days Production period (WIP) 14 days Suppliers’ payment period 42 days Finished goods holding period 28 days Calculate the length of the operating cycle.

Solution:

4.3       Use of the cash operating cycle

4.3.1    The cash operating cycle is a critical measure of the overall cash requirements for working capital.
4.3.2    After observing the length of time money is invested in working capital management of the firm are likely to try to think of ways of shortening the cash operating cycle – so long as such shortening does not excessively damage operations. A number of actions could be taken:
(a)        debtor levels could be cut by changing the conditions of sale or being more forceful in the collection of old debts;
(b)        inventory levels can be examined to see if overstocking is occurring and whether the production methods can be altered to process and sell goods quickly;
(c)        creditors could be pushed into granting more credit.
4.3.3    The following figure provides a brief overview of the tension with which managers have to cope. If there is too little working capital, it results in inventories, finished goods and customer credit not being available in sufficient quantity.
4.3.4    On the other hand, if there are excessive levels of working capital, the firm has unnecessary additional costs: the cost of tying up funds, plus the storage, ordering and handling costs of being overburdened with stock. Running throughout is the risk of being temporarily short of that vital lifeblood of a business – cash (that is, suffering a liquidity risk).

5.       Working Capital Ratios

5.1       The periods used to determine the cash operating cycle are calculated by using a series of working capital ratios.
5.2       The ratios for the individual components (inventory, receivables and payables) are normally expressed as the number of days/weeks/months of the relevant income statement figure they represent.

5.3	Working Capital Ratios
	Working capital ratios may help to indicate whether a company is over-capitalised, with excessive working capital, or if a business is likely to fail. A business is trying to do too much too quickly with too little long-term capital is overtrading.

5.4	Types of Working Capital Ratios             (Dec 08, Dec 09, Jun 12, Jun 13)
	(1)         Current ratio = (2)         Quick ratio = (3)         Accounts receivable payment period = (4)         Finished goods turnover period =   (5)         Raw materials holding period = (6)         WIP holding period = (7)         Accounts payable payment period = (8)         Working capital turnover =

5.5       These liquidity ratios are a guide to the risk of cash flow problems and insolvency. If a company suddenly finds that it is unable to renew its short-term liabilities (for instance if the bank suspends its overdraft facilities) there will be a danger of insolvency unless the company is able to turn enough of its current assets into cash quickly.
5.6       In general, high current and quick ratios are considered ‘good’ in that they mean that an organisation has the resources to meet its commitments as they fall due. However, it may indicate that working capital is not being used efficiently, for example that there is too much idle cash that should be invested to earn a return.
5.7       Conventional wisdom has it that an ideal current ratio is 2 and an ideal quick ratio is 1. It is very tempting to draw definite conclusions from limited information or to say that the current ratio should be 2, or that the quick ratio should be 1.
5.8       However, this is not very meaningful without taking into account the type of ratio expected in a similar business or within a business sector. Any assessment of working capital ratios must take into account the nature of the business involved.
5.9       For example a supermarket business operating a JIT system will have little inventory and since most of sales are for cash they will have few receivables. In addition the ability to negotiate long credit periods with suppliers can result in a large payables figure. This can result in net current liabilities and a current ratio below 1 – but does not mean the business has a liquidity problem.
5.10     Some companies use an overdraft as part of their long-term finance, in which case the current and quick ratios may appear worryingly low. In such questions you could suggest that the firm reschedule the overdraft as a loan. Not only would this be cheaper but it would also improve liquidity ratios.

5.11

Example 3

Calculate liquidity and working capital ratios from the following accounts of a manufacturer of products for the construction industry, and comment on the ratios.   2010 2009   $m $m Sales revenue 2,065.0 1,788.7 Cost of sales 1,478.6 1,304.0 Gross profit 586.4 484.7       Current assets     Inventories 119.0 109.0 Accounts receivable (note 1) 400.9 347.4 Short-term investments 4.2 18.8 Cash at bank and in hand 48.2 48.0   572.3 523.2       Current liabilities     Loans and overdrafts 49.1 35.3 Corporation taxes 62.0 46.7 Dividend 19.2 14.3 Accounts payable (note 2) 370.7 324.0   501.0 420.3       Net current assets 71.3 102.9 Notes 2010 2009   $m $m 1 Trade accounts receivable 329.8 285.4 2 Trade accounts payable 236.2 210.8 Solution:       2010 2009 Current ratio Quick ratio Accounts receivable payment period Inventory turnover period Accounts payable turnover period Sales revenue/ net working capital (a)      The company is a manufacturing group serving the construction industry, and so would be expected to have a comparatively lengthy accounts receivable turnover period, because of the relatively poor cash flow in the construction industry. (b)     The company compensates for this by ensuring that they do not pay for raw materials and other costs before they have sold their inventories of finished goods (hence the similarity of accounts receivable and accounts payable turnover periods.) (c)      The company’s current and quick ratio have fallen but are still reasonable, and the quick ratio is not much less than the current ratio. This suggests that inventory levels are strictly controlled, which is reinforced by the low inventory turnover period. (d)     The ratio of sales revenue/net working capital indicates that working capital has not increased in line with sales. This may forecast future liquidity problems. It would seem that working capital is tightly managed, to avoid the poor liquidity which could be caused by a high accounts receivable turnover period and comparatively high accounts payable. However, turnover has increased but net working capital has declined due in part to the fall in short term investments and the increase in loans and overdrafts.

5.12

Test Your Understanding 3

The following data relate to ABC Co, a manufacturing company. Sales revenue for year: $1,500,000 Costs as percentage of sales:   Direct materials 30% Direct labour 25% Variable overheads 10% Fixed overheads 15% Selling and distribution 5% Average statistics relating to working capital are as follows: (1)     Receivables take 2.5 months to pay (2)     Raw materials are in inventory for three months (3)     WIP represents two months’ half-produced goods (4)     Finished goods represent one month’s production (5)     Credit it taken: - Materials 2 months - Direct labour 1 week - Variable overheads 1 month - Fixed overheads 1 month - Selling and distribution 1/2 month WIP and finished goods are valued at the cost of material, labour and variable expenses. Required: Compute the working capital requirement of ABC Co assuming that the labour force is paid for 50 working weeks in each year.

 

 

6.       Overtrading
(Dec 08, Jun 12)

6.1	Overtrading (or under-capitalisation)
	Overtrading occurs when a business has insufficient finance for working capital to sustain its level of trading.

6.2       A business is said to be overtrading when it tries to engage in more business than its working capital will allow. It could be that too much money is tied up in stocks and trade debtors, and cash is not coming in quickly enough to meet debts as they fall due.
6.3       It could be that the firm failed to obtain sufficient equity finance when it was established to support its trading level, or it could be that the managers are particularly bad at managing the working capital resources that they have.
6.4       Even if an overtrading business operates at a profit, it could easily run into serious trouble because it is short of money. Such liquidity troubles stem from the fact that it does not have enough capital to provide the cash to pay its debts as they fall due.
6.5       Symptoms of overtrading are as follows.
(a)        There is a rapid increase in turnover.
(b)       There is a rapid increase in the volume of current assets and possibly also fixed assets. Inventory turnover and accounts receivable turnover might slow down, in which case the rate of increase in inventories and accounts receivable would be even greater than the rate of increase in sales.
(c)        There is only a small increase in proprietors’ capital (perhaps through retained profits). Most of the increase in assets is financed by credit, especially:
(i)        Trade accounts payable – the payment period to accounts payable is likely to lengthen
(ii)       A bank overdraft, which often reaches or even exceeds the limit of the facilities agreed by the bank
(d)       Some debt ratios and liquidity ratios alter dramatically
(i)        The proportion of total assets financed by proprietors’ capital falls, and the proportion financed by credit rises.
(ii)       The current ratio and the quick ratio fall.
(iii)      The business might have a liquid deficit, that is, an excess of current liabilities over current assets.

6.6

Example 4

ABC Co appoints a new managing director who has great plans to expand the company. He wants to increase turnover by 100% within two years, and to do this he employs extra sales staff. He recognizes that customers do not want to have to wait for deliveries, and so he decides that the company must build up its inventory levels. There is a substantial increase in the company’s inventories. These are held in additional warehouse space which is now rented. The company also buys new cars for its extra sales representatives. The managing director’s policies are immediately successful in boosting sales, which double in just over one year. Inventory levels are now much higher, but the company takes longer credit from its suppliers, even though some suppliers have expressed their annoyance at the length of time they must wait for payment. Credit terms for accounts receivable are unchanged, and so the volume of accounts receivable, like the volume of sales, rises by 100%. In spite of taking longer credit, the company still needs to increase its overdraft facilities with the bank, which are raised from a limit of $40,000 to one of $80,000. The company is profitable, and retains some profits in the business, but profit margins have fallen. Gross profit margins are lower because some prices have been reduced to obtain extra sales. Net profit margins are lower because overhead costs are higher. These include sales representatives’ wages, car expenses and depreciation on cars, warehouse rent and additional losses from having to write off out-of-date and slow-moving inventory items. The statement of financial position of the company might change over time from (A) to (B).   Situation A Situation B   $ $ $ $ $ $ Non-current assets     160,000     210,000 Current assets             Inventory   60,000     150,000   Accounts receivable   64,000     135,000   Cash   1,000     -       125,000     285,000   Current liabilities             Bank 25,000     80,000     Accounts payable 50,000     200,000         75,000     280,000         50,000     5,000       210,000     215,000               Share capital     10,000     10,000 Income statement     200,000     205,000       210,000     215,000               Sales     $1,000,000     $2,000,000 Gross profit     $200,000     $300,000 Net profit     $50,000     $20,000 In situation (B), the company has reached its overdraft limit and has four times as many accounts payable as in situation (A) but with only twice the sales turnover. Inventory levels are much higher, and inventory turnover is lower. The company is overtrading. If it had to pay its next trade account, or salaries and wages, before it received any income, it could not do so without the bank allowing it to exceed its overdraft limit. The company is profitable, although profit margins have fallen, and it ought to expect a prosperous future. But if it does not sort out its cash flow and liquidity, it will not survive to enjoy future profits. Suitable solutions to the problem would be measures to reduce the degree of overtrading. (a)      New capital from the shareholders could be injected. (b)     Better control could be applied to inventories and accounts receivable. The company could abandon ambitious plans for increased sales and more fixed asset purchases until the business has had time to consolidate its position, and build up its capital base with retained profits. A business seeking to increase its turnover too rapidly without an adequate capital base is not the only cause of overtrading. Other causes are as follows. (a)      When a business repays a loan, it often replaces the old loan with a new one (refinancing). However a business might repay a loan without replacing it, with the consequence that it has less long-term capital to finance its current level of operations. (b)     A business might be profitable, but in a period of inflation, its retained profits might be insufficient to pay for replacement of fixed assets and inventories, which now cost more because of inflation.

Examination Style Questions

Question 1
Identify the objectives of working capital management and discuss the conflict that may arise between them.                                                                                                                           (3 marks)
(ACCA F9 Financial Management December 2007 Q4(a))

Question 2
Discuss whether profitability or liquidity is the primary objective of working capital management.         (4 marks)
(ACCA F9 Financial Management June 2010 Q1(c))

Question 3
Outline the advantages to a company of taking steps to improve its working capital management, giving examples of steps that might be taken.                                                              (7 marks)
(ACCA 2.4 Financial Management and Control June 2003 Q3(d))

Question 4
Explain the meaning of the term ‘cash operating cycle’ and discuss its significance in determining the level of investment in working capital. Your answer should refer to the working capital needs of different business sectors.                                                                                                               (7 marks)
(ACCA 2.4 Financial Management and Control June 2004 Q2(c))

Question 5
Extracts from the recent financial statements of Anjo plc are as follows:

Income statements	2006	2005
	$000	$000
Turnover	15,600	11,100
Cost of sales	9,300	6,600
Gross profit	6,300	4,500
Administration expenses	1,000	750
Profit before interest and tax	5,300	3,750
Interest	100	15
Profit before tax	5,200	3,735

 

Statement of financial position	2006		2005
	$000	$000	$000	$000
Non-current assets		5,750		5,400
Current assets
Inventory	3,000		1,300
Receivables	3,800		1,850
Cash	120		900
		6,920		4,050
Current liabilities
Trade payables	2,870		1,600
Overdraft	1,000		150
		(3,870)		(1,750)
Total assets less current liabilities		8,800		7,700

All sales were on credit. Anjo plc has no long-term debt. Credit purchases in each year were 95% of cost of sales. Anjo plc pays interest on its overdraft at an annual rate of 8%. Current sector averages are as follows:
Inventory days: 90 days
Receivable days: 60 days
Payables days: 80 days

Required:

(a)     Calculate the following ratios for each year and comment on your findings.
(i)      Inventory days
(ii)     Receivables days
(iii)    Payables days
(6 marks)
(b)     Calculate the length of the cash operating cycle (working capital cycle) for each year and explain its significance.                                                                                              (4 marks)
(c)     Discuss the relationship between working capital management and business solvency, and explain the factors that influence the optimum cash level for a business.                  (7 marks)
(d)     A factor has offered to take over sales ledger administration and debt collection for an annual fee of 0.5% of credit sales. A condition of the offer is that the factor will advance Anjo plc 80% of the face value of its debtors at an interest rate 1% above the current overdraft rate. The factor claims that it would reduce outstanding debtors by 30% and reduce administration expenses by 2% per year if its offer were accepted.

Required:

Evaluate whether the factor’s offer is financially acceptable, basing your answer on the financial information relating to 2006.                                                                    (8 marks)
(Total 25 marks)
(ACCA 2.4 Financial Management and Control December 2006 Q3)

Question 6 – Interest Rate Risk, Overtrading and Factoring
The following financial information related to Gorwa Co:

Income statements	2007	2006
	$000	$000
Sales (all on credit)	37,400	26,720
Cost of sales	34,408	23,781
Operating profit	2,992	2,939
Finance costs (interest payments)	355	274
Profit before taxation	2,637	2,665

Statement of financial position	2007		2006
	$000	$000	$000	$000
Non-current assets		13,632		12,750
Current assets
Inventory	4,600		2,400
Trade receivables	4,600		2,200
	9,200		4,600
Current liabilities
Trade payables	4,750		2,000
Overdraft	3,225		1,600
	7,975		3,600
Net current assets		1,225		1,000
		14,857		13,750
8% Bonds		2,425		2,425
		12,432		11,325
Capital and reserves
Share capital		6,000		6,000
Reserves		6,432		5,325
		12,432		11,325

The average variable overdraft interest rate in each year was 5%. The 8% bonds are redeemable in ten years’ time.

A factor has offered to take over the administration of trade receivables on a non-recourse basis for an annual fee of 3% of credit sales. The factor will maintain a trade receivables collection period of 30 days and Gorwa Co will save $100,000 per year in administration costs and $350,000 per year in bad debts. A condition of the factoring agreement is that the factor would advance 80% of the face value of receivables at an annual interest rate of 7%.

Required:

(a)     Discuss, with supporting calculations, the possible effects on Gorwa Co of an increase in interest rates and advise the company of steps it can take to protect itself against interest rate risk.          (7 marks)
(b)     Use the above financial information to discuss, with supporting calculations, whether or not Gorwa Co is overtrading.                                                                                             (10 marks)
(c)     Evaluate whether the proposal to factor trade receivables is financially acceptable. Assume an average cost of short-term finance in this part of the question only.                      (8 marks)
(Total 25 marks)
(ACCA F9 Financial Management December 2008 Q2)