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PROJECT REPORT
Working Capital
Management at
Raymond Ltd.
SUBMITTED BY:
Varada S. Bhate
(MMS- Finance)
UNIVERSITY OF MUMBAI
(2005-2007)
Certificate
I would like to thank project guide Prof. Anil Gor for the
support and guidance throughout the project.
Varada S. Bhate
MMS- IV (Finance)
N.L.Dalmia Institute of Management Studies and Research
TABLE OF CONTENTS
I. EXECUTIVE SUMMARY
II. INTRODUCTION
Objectives
Scope
Methodology
V. WORKING CAPITAL
X. CONCLUSION
XI. RECOMMENDATION
XII. REFERENCES
I. EXECUTIVE SUMMARY
Current assets and current liabilities include three accounts which are of
special importance. These accounts represent the areas of the business
where managers have the most direct impact: accounts receivable
(current asset) ,inventory (current assets), accounts payable (current
liability).
Raymond Limited was incorporated in 1925 and is now a Rs.1, 400 crore
plus conglomerate having varied businesses like Textiles, Readymade
Garments, Denims, Engineering Files & Tools, Aviation and Designer
Wear. The company is one of the largest players in the core worsted
fabric business with over 60% domestic market shares.
Objectives of the Project are to study working capital management
process, to study receivable management of the company and to study
the process of cash and inventory management.
Current liabilities have increased by 34.67% from the last year 2005.
Provisions have increased by 20.78%, thus the total current liabilities
have increased by 31.42%. Hence as the increase in the current
liabilities is much more than the increase in the current assets, the
current ratio has declined slightly.
When the returns for these “soft costs” investments are not immediate
but rather are reaped over time through increased sales or profits, then
the company needs to finance them. Thus, working capital can
represent a broader view of a firm’s capital needs that includes both
current assets and other nonfixed asset investments related to its
operations.
Current assets and current liabilities include three accounts which are of
special importance. These accounts represent the areas of the business
where managers have the most direct impact:
Just as working capital has several meanings, firms use it in many ways.
Most fundamentally, working capital investment is the lifeblood of a
company. Without it, a firm cannot stay in business. Thus, the first, and
most critical, use of working capital is providing the ongoing investment
in short-term assets that a company needs to operate.
A business requires a minimum cash balance to meet basic day-to-day
expenses and to provide a reserve for unexpected costs. It also needs
working capital for prepaid business costs, such as licenses, insurance
policies, or security deposits. Furthermore, all businesses invest in some
amount of inventory, from a law firm’s stock of office supplies to the
large inventories needed by retail and wholesale enterprises. Without
some amount of working capital finance, businesses could not open and
operate.
Today the mill has turned into a Rs. 1400 crores conglomerate and is
India’s leading producer of worsted suiting fabric with 60% market
share. It is also the largest exporter of worsted fabrics and readymade
garments to 54 countries including Australia, Canada, USA, the
European Union and Japan. The Raymond group is also the leader
among ready-mades in India with a turnover of Rs. 2000 million with its
three brands – Park Avenue, Parx and Manzoni.
Customers today the world over, are looking at one-stop shops that can
fulfill all their needs. At Raymond, they offer fully finished products that
span various garment categories that has been made possible by a
seamless horizontal and vertical integration across divisions. Their
textile solutions encompass everything - from worsted suiting to denim
and shirting.
Its not just range but volume and quality that make them the textile
major that they are today. Their plants have a capacity of 31 million
meters in producing the finest worsted fabrics and wool blends. The
blends comprise of exotic fibres like cashmere, Mohair or Angora or
blends of wool with casein and bamboo or the ultimate in fine pure wool
– Super 230s.
Six state- of- the- art textile plants and four garmenting factories in
India and Europe support their design Studios in India and Italy. Being
integrated suppliers of fabrics as well as garments, they offer their
customers total textile solutions.
Raymond continues to achieve enhanced customer satisfaction through
ongoing innovation. Internationally renowned menswear designers
today, style their latest collections from Raymond- the fabric in fashion.
Raymond is amongst the few companies in the world with the expertise
to manufacture even finer worsted suiting fabric- the Super 230s. Today
they are recognized as a pioneer in manufacturing worsted suitings in
India, producing nearly 20,000 designs and colors of suiting fabrics,
which are retailed through 30,000 stores in over 400 towns across India.
From fabric to fine tailored clothing, Silver Spark Apparel Ltd. marks the
Group's foray into the global apparel market.
World-class facilities:
Thane Plant:
This is the mother plant and is the center of competence for world-class
manufacturing and design facilities. With decades and expertise and
finely honed skills, this plant is a treasure house of knowledge for
producing superfine worsted suiting fabrics.
Chhindwara Plant:
The Raymond Chhindwara plant, set up in 1991, is a state-of-the-art
integrated manufacturing facility located 57 kms away from Nagpur in
Central India. Built on 100 acres of land, the plant produces premium
pure wool, wool blended and polyester viscose suiting. This plant has
achieved a record production capacity of 14.65 million meters, giving it
the distinction of being the single largest integrated worsted-suiting unit
in the world.
Vapi Plant:
Raymond has increased its worsted suiting capacity by 3 million meters,
as part of the second developmental phase of the Vapi plant. After this
expansion, Raymond will have a total capacity for manufacturing 31
million meters of worsted suiting per annum. Modeled to meet
international standards, the Vapi plant has been set up on 112 acres of
lush green land with Hi-tech machinery such as warping equipment from
Switzerland, weaving machines from Belgium, finishing machines,
automatic drawing-in and other machines from Italy.
Raymond Limited
Incorporated in 1925, Raymond Limited has five divisions comprising of
Textiles, Denim, Engineering Files & Tools, Aviation and Designer Wear.
Furnishings:
The company is known in the market for trend
setting designs in furnishings (home & office) and
product innovations.
Product portfolio:
Plain - Hotels & Auditoriums in
India.
Shadow Velvet - shadow effect in the plain fabric for elegant
appearance -leading hotels in India.
Stencil – Sole producer. Shades of Plain Velvet.
The fabric ranges from knits to woven and cottons & linens to silk, with
a spectrum of colors starting from earthy and aqua tones to bright
colors. The price range is equally exciting that starts as low as Rs. 600/-
to a maximum of Rs. 6000/-. Presently the Be: collection consists of
designer bags for women, belts inspired by traditional Indian artistry,
designer shoes by Rinaldi.
Million Air: The Aviation division - launched in 1996. Known for high
quality and reliable services, Million Air has a
fleet of three helicopters and one executive jet.
Million Airs has the distinction of achieving
overall technical reliability of 99%. Million Airs is also a member of HAI
(Helicopter Association International) & NBAA (National Business
Aviation Association), USA and has been awarded “safety Awards” by
both the organizations.
Limitations:
Not considered other current assets and their ratios, which form a part
of working capital like Stock of raw material, work in progress,
outstanding expenses, labor, etc as too many calculations may lead to
confusion.
One measure of cash flow is provided by the cash conversion cycle - the
net number of days from the outlay of cash for raw material to receiving
payment from the customer. As a management tool, this metric makes
explicit the inter-relatedness of decisions relating to inventories,
accounts receivable and payable, and cash. Because this number
effectively corresponds to the time that the firm's cash is tied up in
operations and unavailable for other activities, management generally
aims at a low net count.
Cash management: Identify the cash balance which allows for the
business to meet day to day expenses, but reduces cash holding costs.
On other hand, net working capital refers to amount of funds that must
be invested by the firm, more or less regularly in current assets. The net
working capital also denotes the net liquidity being maintained by the
firm. This also gives an idea of buffer available to the current liability.
Need for adequate working capital:
Every firm must maintain a sound working capital position otherwise; its
business activities may be adversely affected.
On the other hand, inadequate working capital is not good for the
firm. It may result in the following:
Nature of business:
The Working capital requirement depends upon the nature of business
carried on by the organization. In a manufacturing firm the requirement
is generally high, but it also depends on the type and nature of the
product. The proportion of current asset to total assets measures the
relative requirements of working capital of various industries.
Manufacturing cycle:
Time span required for the conversion of raw materials into finished
goods is a block period. The period in reality extends a little before and
after the work-in-progress. The manufacturing cycle and the fund
requirements vary in direct proportion. The funds blocked in
manufacturing cycle vary from industry to industry. Further, even within
the same group of industries, the operating cycle may be different due
to technological considerations.
Business cycle:
Business fluctuations lead to cyclical and seasonal changes, which, in
turn, cause a shift in working capital position particularly for working
capital requirement. The variations in business conditions may be in two
directions: Upward phase when boom conditions prevail, and
Downswing phase when economic activity is marked by a decline.
During the upswing of business activity, the need for working capital is
likely to grow and during the downswing phase the working capital
requirement is likely to be less. The decline in economy is associated
with a fall in the volume of sales, which, in turn, leads to a fall in the
level of inventories and book debts.
Seasonal variation:
Variation apart, seasonally factor creates production or even shortage
problem. This is the reason as to why manufacturing concerns
producing seasonal products purchase their raw material throughout the
year and carry on the manufacturing activity. For example woolen
garments have a demand during winter. But the manufacturing
operation for the same has to be conducted during the whole year
resulting in working capital blockage during off-season.
Production policy:
While working capital requirements vary because of seasonal factors,
the impact can be minimized by suitably gearing the production
schedule. There are two choices- either the production is periodically
adjusted to meet the seasonal requirements or a steady level of
production is maintained throughout, consequently allowing the
inventories to build up in the off-season.
Scale of operations:
Operational level determines the working capital demand during a
particular period. Higher the scale, higher will be the need for working
capital. However, pace of sales turnover is another factor. Quick
turnover calls for lesser investment for inventory while low turnover rate
necessitates larger investments.
Credit policy:
The credit policy influences the requirement of working capital in two
ways:
Through credit terms granted by the firm to its
customers/buyers of goods.
Credit terms available to the firm from its creditors.
Dividend policy:
The payment of dividend consumes cash resources and, thereby, effects
working capital to that extent. However, if the firm does not pay
dividend but retains the profit, working capital increases. There are wide
variations in industry practices as regards the inter relationship between
working capital requirement and dividend payment. In some cases,
shortage of working capital is sometimes a powerful reason for reducing
or even skipping dividends in cash (resolved by payment of bonus
shares).
Depreciation policy:
There is an indirect effect of depreciation policy on working capital.
Enhanced rates of depreciation lower the profits and tax liability and,
thus, more cash profits. Higher depreciation means lower disposable
profits and a smaller dividend payment. Thus cash is preserved. If the
current capital expenditure falls short of the depreciation provision, the
working capital position is strengthened and there may be no need for
short-term borrowing. If the current capital expenditure exceeds the
depreciation provision, either outside borrowing will have to be resorted
to or a restriction on dividend payment coupled with retention of profits
will have to be adopted to prevent working capital position from being
adversely affected.
Operating efficiency:
The efficient utilization of resources by eliminating waste, improved
coordination and full utilization of existing resources would increase the
operating efficiency. Efficiency of operations accelerates the pace of
cash cycle and improves the working capital turnover. It releases the
pressure on working capital by improving profitability and improving the
internal generation of funds.
Sources of working capital finance:
Commercial banks are the largest financing source for external business
debt including working capital loans, and they offer a large range of
debt products. With banking consolidation, commercial banks are
multistate institutions that increasingly focus on lending to small
business with large borrowing needs that pose limited risks.
Many entrepreneurs and small firms also rely on personal credit sources
to finance working capital, especially credit cards and second mortgage
loans on the business owner’s home. These sources are easy to come
by and involve few transaction costs, but they have certain limits. First,
they provide only modest amounts of capital. Second, credit card debt is
expensive with interest rates of 18% or higher, which reduces cash flow
for other business purposes.
Third, personal credit links the business owner’s personal assets to the
firm’s success, putting important household assets, such as the owner’s
home, at risk. Finally, credit cards and second mortgage loans are not
viable for entrepreneurs who do not own a home or lack a formal credit
history.
Negotiated financing:
Financing which has to be negotiated with lenders (commercial banks,
financial institutions, and general public) is called as negotiated
financing. This kind of financing may short term or long term in nature.
Between spontaneous and negotiated sources of finance, the latter is
more expensive and inconvenient to raise. Spontaneous source of
finance reduces the amount of negotiated financing.
Trade credit:
Trade credit refers to the credit extended by suppliers of goods and
services in the normal course of transaction/ business/ sales. It is an
informal spontaneous source of finance. Not requiring negotiation and
formal agreement trade credit is free from the restrictions associated
with formal/negotiated source of finance/ credit. It does not involve any
explicit interest charge, however there is an implicit cost of trade credit.
As, the cost of trade credit is generally very high beyond the discount
period; the firms should avail of the discount on prompt payment.
Bank Credit:
It is the primary institutional source of working capital finance in India.
Banks in five ways provide working capital finance:
Term loans:
Under this arrangement the banks advance loans for three to seven
years repayable in yearly or half yearly installments.
Letter of credit:
It is an indirect form of working capital financing and banks assume only
the risk, the credit being provided by the supplier himself. The
purchaser of goods on credit obtains a letter of credit from a bank. The
bank undertakes the responsibility to make the payment to the supplier
in case the buyer fails to meet his obligation.
Commercial paper:
Commercial paper is a debt instrument used for short term financing
that enables highly rated corporate borrowers to diversify their sources
of short-term borrowings and provide an additional financial instrument
to investors to a freely negotiable interest rate. The maturity period
ranges from three months to one year. Since it is short-term debt, the
issuing company is required to meet dealers’ fees, rating agency fees,
and any other relevant charges. It is a short term unsecured promissory
note issued by corporations with high credit ratings.
Public Deposits:
The period of public deposits is usually restricted to a maximum of 5
years at a time. Thus, this source can provide finance only for short
term to medium term, which could be useful for meeting working capital
needs of the company. It is therefore advisable to use the amounts of
public deposits for acquiring assets of long-term nature unless its pay
back period is very short.
Funds generated from operations:
Funds generated from operations during an accounting period increase
working capital by an equivalent amount. The two main components of
funds generated from operations are profits and depreciation. Working
capital will increase by the extent of funds generated from operations.
Deferred tax payment:
Under this arrangement the tax authorities supply the credit. This is
created by the interval that elapses between the earning of the profits
of the company and the payment of the taxes due on them.
Accrued Expenses:
For most firms accrued expenses act as a spontaneous source of short-
term finance. One such example would be that of employee’s accrued
wages. For large firms, the accrued wages held by the firm constitute an
important source of financing. In case of Raymond Limited, this would
amount to wages and salaries of about 6000 employees and workers.
VI. STATEMENT OF WORKING CAPITAL
Changes In W-cap
For the year ended
PARTICUL Increase Decrease
ARS 2004 2005 2006 2004-05 2005-06 2004-05 2004-05
Current
Assets
Inventories 31904.1
29490.66 28756.59 6 3147.57 734.07
Sundry 24846.74
24614.52 22627.67 2219.07 1986.85
Debtors
Cash and 2503.17
2675.92 1324.83 1178.34 1351.09
Bank
Other Current 3315.06
1887.79 2277.72 389.93 1037.34
Assets
Loans and 14442.06
12122.14 12206.35 84.21 2235.71
Advances
Total Current 77011.19
Assets 70791.03 67193.16 9818.03 3597.87
Current
Liabilities
Acceptances 45.09
89.75 42.17 2.92 47.58
Sundry 16427.41
10491.99 11009.37 517.38 5418.04
Creditors
Advances 560.35
449.05 459.52 10.47 100.83
against sales
Due to
177.84
Subsidiary 137.82 207.25 69.43 29.41
Co’s
Deposits
5318.21
from Dealers 4874.25 5134.95 260.7 183.26
and Agents
Overdrawn
Bank 1125.67 297.56 641.61
186.60 484.16
Balances
Other 2044.72
1491.91 1689.99 198.08 354.73
liabilities
Interest
50.85
accrued but 528.05 161.33
315.87 477.20
not due
6770.84
Provisions 8373.15 5605.17 1165.67 2767.98
Total Current 26227.34
Liabilities 26410.39 25109.78 1117.56 1300.61
Net Working 44380.64 42083.38 50783.85
Capital 8700.47
(CA – CL) 2297.26
Inventory refers to the stock of products a firm is offering for sale and
the components that make up the product. It includes raw materials;
work in process (semi-finished goods). Managing inventory is a juggling
act. Excessive stocks can place a heavy burden on the cash resources of
a business. Insufficient stocks can result in lost sales, delays for
customers etc. The key is to know how quickly the overall stock is
moving or, put another way, how long each item of stock sit on shelves
before being sold. Obviously, average stock-holding periods will be
influenced by the nature of the business.
Inventory Financing:
As with accounts receivable loans, inventory financing is a secured loan,
in this case with inventory as collateral. However, inventory financing is
more difficult to secure since inventory is riskier collateral than accounts
receivable. Some inventory becomes obsolete and looses value quickly,
and other types of inventory, like partially manufactured goods, have
little or no resale value.
This release occurs with partial or full loan repayment. While inventory
financing involves higher transaction and administrative costs than
other loan instruments, it is an important financing tool for companies
with large inventory assets. When a company has limited accounts
receivable and lacks the financial position to obtain a line of credit,
inventory financing may be the only available type of working capital
debt. Moreover, this form of financing can be cost effective when
inventory quality is high and yields a good loan-to-value ratio and
interest rate.
It should be noted that stock sitting on shelves for long periods of time
ties up money, which is not working.
Higher than necessary stock levels tie up cash and cost more in
insurance, accommodation costs and interest charges.
v. Camel hair
(Locally)
Raw material:
Wool: Tops of around 19microns and less are seasonally imported and of
around 21, 22,and 24 microns are imported throughout the year. The
ordering of the raw materials depends on the landing cost, which is the
product of the following: Price, availability, and exchange rate
fluctuations. The company gets 0.5 to 2.5% cash discount while
purchasing the raw material.
The maximum demand is during the festive and wedding season, i.e.
from the month of October onwards. The production time being 2-2.5
months, the lead-time (the time from when the order is placed to when
the material stock is actually received) being 2 months, the inventory is
accordingly ordered in the months of June –July and stored for the entire
year.
Machine efficiency
Loading
Flow
Finished goods:
The finished goods inventory at the company is very volatile. The
production is more or less in stock during the period April – August and
starts depleting somewhere in the months of September / October, it
again starts picking up in the months of December / January (which is
the peak). Exports are more or less constant, though there the
predominant exports are in the months of April – July.
Ratios:
Ratio used for Formula used Ratio for the financial year
evaluation ended
Inventory
Turnover COGS
ratio 2.84
Average Inventory 1.34 3.43
(Times)
Inventory 365
129
Period Inventory Turnover Ratio 272 106
(Days)
Interpretation:
For Raymond Ltd. the inventory turnover ratio has increased from
2.84 times (2004) to 3.43 times (2005), but showed a major decline in
the year 2005-06 indicating that inventory management has to be
taken due attention. But the decline in the inventory turnover ratio
could be attributed to many reasons and not just poor inventory
management.
Inventory Period had shown a downward trend from 129 days (2004)
and 106 days (2005) corresponding to then increase in the inventory
turnover period in the same period. But there is major variation to the
earlier years. In the year 2006 the inventory period has increased
tremendously from 106 days in 2005 to 272 days in 2006. This is also
supported by the decline in the inventory turnover ratio to a meager of
1.34 times in 2006. Since the company is a textile industry therefore
the inventory varies according to seasonal and festive demands.
Current ratio:
The current ratio is a reflection of financial strength. The current
ratio measures the ability of the firm to meets its current liabilities-
current assets get converted into cash and provide the funds needed
to pay current liabilities. A current ratio can be improved by increasing
current assets or by decreasing current liabilities. Steps to accomplish
an improvement include:
A high current ratio may mean that cash is not being utilized in an
optimal way. For example, the excess cash might be better invested in
equipment. The higher the current ratio, the greater the margin of
safety, the larger the amount of current assets in relation to current
liabilities, the more the firms ability to meet its current obligations.
The current ratio for Raymond Ltd. was 2.68:1 in 2004. The current
ratio stood at 2.68:1 for the year ended 2005.If we compare current
ratio of 2005 with 2004,we can see that the percentage of the ratio
remains same for both years but here cash bank balance has
decreased by 51%. Other current assets have increased by 20.6%
compared with 2004. And provisions has decreased by 33.05%, current
liabilities so the current ratio for both the years has remained constant
i.e. 2.68:1.
When one sees the changes in assets, cash and bank balance has
increased tremendously by 79.07 %. This is because company has
received prompt payments from debtors. Other current assets have
decreased by 25%. This is because company received less interest and
dividend in the year 2004 than in the year 2003.
The overall decrease in earning of interest and dividend was 70%. The
Current Liabilities, provisions have increased by 22.42 %. This is
because the provision made by the company such as proposed
dividend, tax on dividends, retirement benefits and excise duties has
increased by 22%.
But the current ratio has decreased from 2.68:1 (2005) to 2.33:1 in the
year 2006.
This is the result of the changes in current assets and current liabilities
or changes in the working capital. Current assets comprises of
Inventory, Debtors, Cash & Bank balances, Other Current Assets and
Loans & Advances.
Current liabilities have increased by 34.67% from the last year 2005.
Provisions have increased by 20.78%, thus the total current liabilities
have increased by 31.42%. Hence as the increase in the current
liabilities is much more than the increase in the current assets, the
current ratio has declined slightly.
Slowing disbursements:
Avoidance of early payments
Centralized disbursements
Float
Paying from a distant bank
Cheque encashment analysis
Accruals (goods and services accrued but not paid for)
Ratio used for Formula used Ratio for the financial year
evaluation ended
Cash Ratio Cash & Book Balances + Current 1.73 2.46 2.35
Investments
Current Liabilities
Notes:
In all the calculations involving Net Sales, the amount is taken net of
excise duties paid.
Net sales = Net sales – Excise duty
(Rs. In lakhs)
Particulars 2006 2005 2004
Net sales
(Net of 132275. 111534.4
99431.64
excise) 51 4
Cash Profit:
Cash Profit = Profit available for appropriation + Depreciation +
Miscellaneous Expenditure written off
Interpretation:
Cash Ratio:
The cash ratio measures the extent to which a corporation or other
entity can quickly liquidate assets and cover short-term liabilities, and
therefore is of interest to short-term creditors. It is also called liquidity
ratio or cash asset ratio. This ratio is the most stringent measure of
liquidity. However, it can be argued that lack of immediate cash
may not matter if the firm can stretch payments or borrow money at
short notice.
For the year ended 2005, the cash ratio is 2.46 and in 2004 it was 2.35
so net result is slight increased by 17.45%. This sudden jump in the
ratio occurred because of the slight increase in the current
investments (increased by 1.58%). Another reason for this may be
attributed to a certain extent to the decrease in the current liabilities
(15.44 % decline).
For the year ended 2005-2006, the cash ratio has fallen from
2.46:1(2005) to 1.73:1 in 2006. Current investments have not
fluctuated as compared to the earlier year.
Increase in the current liabilities by 1117.56 lakhs can also be
attributed to the fall in the cash ratio. Sales have registered an
increase of 15%. The increase in the current liabilities is much more
than the increase in the current assets, hence there is a decline in the
cash ratio.
This ratio for Raymond limited, has been 22.75 % for the year ended
2004 and decreased to 18.68 % for the year ended 2005 due to
decrease in profit. However, it should be noted that for the purpose of
evaluation of this ratio, exceptional items might also be considered. It
is still decelerating to 17.72% in the year 2006 also. Special attention
has to be given to the decline in this ratio. Measures have to tightened
to earn larger profits.
IX. RECEIVABLES MANAGEMENT (DEBTORS)
Cash flow can be significantly enhanced if the amounts owing to a
business are collected faster. Every business needs to know.... who
owes them money.... how much is owed.... how long it is owing.... for
what it is owed.
Have the right mental attitude to the control of credit and make
sure that it gets the priority it deserves.
Establish clear credit practices as a matter of company policy.
Make sure that these practices are clearly understood by staff,
suppliers and customers.
Be professional when accepting new accounts, and especially
larger ones.
Check out each customer thoroughly before you offer credit. Use
credit agencies, bank references, industry sources etc.
Establish credit limits for each customer... and stick to them.
Continuously review these limits when you suspect tough times
are coming or if operating in a volatile sector.
Keep very close to your larger customers.
Invoice promptly and clearly.
Consider charging penalties on overdue accounts.
Consider accepting credit /debit cards as a payment option.
Monitor your debtor balances and ageing schedules, and don't let
any debts get too large or too old
Debtors due over 90 days (unless within agreed credit terms)
should generally demand immediate attention. Look for the
warning signs of a future bad debt.
For example.........
Longer credit terms taken with approval, particularly for smaller
orders.
Use of post-dated cheques by debtors who normally settle within
agreed terms.
Evidence of customers switching to additional suppliers for the
same goods.
New customers who are reluctant to give credit references.
Receiving part payments from debtors.
The act of collecting money is one, which most people dislike for many
reasons and therefore put on the long finger because they convince
themselves there is something more urgent or important that demands
their attention now. There is nothing more important than getting paid
for your product or service. A customer who does not pay is not a
customer.
Here are a few ideas that may help you in collecting money
from debtors:
Develop appropriate procedures for handling late payments.
Track and pursue late payers.
Get external help if your own efforts fail.
Don't feel guilty asking for money.... its yours and you are
entitled to it.
Make that call now. And keep asking until you get some
satisfaction.
In difficult circumstances, take what you can now and agree
terms for the remainder. It lessens the problem.
When asking for your money, be hard on the issue - but soft on
the person. Don't give the debtor any excuses for not paying.
Make it your objective is to get the money - not to score points or
get even.
The credit period given by Raymond Ltd. [(as not due)- for MIS
purpose]:
Retailers - 16 days
Franchisees - 45 to 60 to 90 days.
Wholesalers - 60 to 90 days
The provision regarding bad debts is not thought as very essential as the company as
never had any bad debts till date; this is attributed to the credit policy as well as the
Collections
collection policy of the company. The company never writes off any party Disbursements
or any amount
as bad, it tries of every possible measure to recover their payments,
when not received directly the company adjusts for the same from the
agents commission. The receivables overdue are against invoices as
well as against debit notes. When the overdue is against the invoices
aggressive actions are take by the company. The company withholds
commission for its habitual defaulters. However on an average the
credit given is for 104 days.
Marketable securities
Investment
Ratio used
for Ratio for the financial
evaluation Formula used year ended
Debtors
Turnover Net Sales 5.50 4.72 3.70
Ratio Avg. Debtors
(times)
Credit 365 66 77 99
Period
Debtors Turnover Ratio
Interpretation:
Debtors Turnover Ratio:
The debtor’s turnover ratio has been gradually increasing over the
years from 2004 to 2005, from 3.70 to 4.72 respectively. This indicates
that the credit period has declined from 99 days (2004) to 77 days
(2005). This implies that for the year ended 2005 debtors on an
average are collected in a period of 77 days. A turnover ratio of 4.72
(2005) signifies that debtors get converted into cash (4.72)
approximately 5 times in a year.
For the previous year the debtor’s turnover ratio has increased by
almost 28 % from 3.70 to 4.72 thereby reducing the collection period
to a meager 77 days. The debtors turnover ratio has improved further
in 2006 as it has increased to 5.50 times. Hence as an effect of the
increase in the debtors turnover ratio, there is a significant
improvement in the credit period as it has reduced to 66 days from 77
days.
X. CONCLUDING OBSERVATIONS
For Raymond Ltd. the inventory turnover ratio has increased from
2.84 times (2004) to 3.43 times (2005), but showed a major decline in
the year 2005-06.
In the year 2006 the inventory period has increased tremendously
from 106 days in 2005 to 272 days in 2006. This is also supported by
the decline in the inventory turnover ratio to a meager of 1.34 times
in 2006.
XI. RECOMMENDATIONS
Cash management:
Here Raymond ltd. already is holding the cash so the goal is to
maximize the benefits from holding it and wait to pay out the cash
being held until the last possible moment. The goal for cash
management here is to shorten the amount of time before the cash is
received. Firms that make sales on credit are able to decrease the
amount of time that their customers wait until they pay the firm by
offering discounts.
Creditors ratio:
There is no need to pay creditors before payment is due. Raymond
ltd’s objective should be to make effective use of this source of free
credit, while maintaining a good relationship with creditors.
Stockout costs:
Lost sales.
Delayed service.
Ordering costs:
Freight.
Order administration.
Loss of quantity discounts.
Making frequent small orders can minimize carrying costs but this
increases ordering costs and the risk of stock-outs. Risk of stock-outs
can be reduced by carrying "safety stocks" (at a cost) and re-
ordering ahead of time. The best ordering strategy requires balancing
the various cost factors to ensure the department incurs minimum
inventory costs.
In summary:
There is a trade-off to be made between carrying costs, ordering costs,
and stockout costs.
This is represented in the Economic Reorder Quantity (ERQ)
model.
Inventories should be managed on a line-by-line basis using the
80/20 rule.
Analytical review can help to focus attention on critical areas.
Inventory management is part of the overall management
strategy.
Payments management:
While it is unnecessary to pay accounts before they fall due, it is
usually not worthwhile to delay all payments until the latest possible
date. Regular weekly or fortnightly payment of all due accounts is the
simplest technique for creditor management.
Where possible, cash floats (mainly petty cash and advances) should
be avoided. If, on review, the only reason that can be put forward for
their existence is that "we've always had them", they should be
discontinued. There may be situations where they are useful, however.
For example, it may be desirable for peripheral parts of departments to
meet urgent local needs from cash floats rather than local bank
accounts.
Internal Control:
Cash and cash management is part of a department's overall internal
control system. The main internal cash control is invariably the bank
reconciliation. This provides assurance that the cash balances recorded
in the accounting systems are consistent with the actual bank
balances. It requires regular clearing of reconciling items.
Good management of working capital is part of good
financial management. Effective use of working capital will
contribute to the operational efficiency of Raymond Ltd.
Optimum use will help to generate maximum returns.
Ratio analysis can be used to identify working capital
areas, which require closer management.
Various techniques and strategies are available for managing
specific working capital items.
Debtors, creditors, cash and in some cases inventories are
the areas most likely to be relevant to departments.
XII. REFERENCES:
www.bseindia.com
www.economictimes.com
www.financemaster.com
www.indiainfoline.com
www.indiabulls.com
www.icicidirect.com
www.moneycontrol.com
www.raymondindia.com