analysis of working capital management shriram piston- finance
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PART 1
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CHAPTER 1
INTRODUCTION
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COMPANY PROFILE
"Hero", the brand name symbolizing the steely ambition of the Munjal brothers, came into
being in the year 1956. From a modest manufacturer of bicycle components in the early
1940's to the world's largest bicycle manufacturer today, the odyssey was fueled by one
vision - to build long-lasting relationships with everyone, including workers, dealers and
vendors. This philosophy has paid rich dividends through the years.
Hero, a name synonymous with two wheelers in India is today a multi-unit, multi-product,
geographically diversified Group of companies. Through fully integrated operations, the
Munjals roll their own steel, make critical components such as free wheels for their bicycles,
and have the foresight to simultaneously diversify into myriad ventures, like product
designing, IT enabled services, finance and insurance, just to name a few.
Like every success story, Hero's saga contains an element of spirit and enterprise; of
achievement through grit and determination, coupled with vision and meticulous planning.
Throughout its success trail, the Hero Group and its members have displayed unwavering
passion of setting higher standards for themselves and delivering simply the best to their
customers. The Hero Group philosophy is: "To provide excellent transportation to the
common man at easily affordable prices and to provide total satisfaction in all its
spheres of activity." Thus apart from being customer-centric, the Hero Group also provides
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its employees with a fine quality of life and its business associates with a total sense of
belonging.
"Engineering Satisfaction" is the prime motive of the Hero Group and it has become a way
of life and a part of the work culture of the Group. This is what drives the Group to seek
newer vistas, adopt faster technology and create quality driven products to the utmost
satisfaction of customers, partners, dealers and vendors.
Today the Hero Group has a number of accolades and achievements to its credit … yet
consumer requirements and newer technologies provide fresh challenges every day, and at
Hero the wheels of progress continue to turn ...
CHAIRMAN
Mr Brijmohan Lall Munjal, patriarch of the US$1.36 billion Hero Group was born in 1923, in
what is now Pakistan. After partition, the Munjal brothers started a small business of
manufacturing bicycle components in Ludhiana in North India in the face of the bottlenecks
of industrial infrastructure and investments. Mr Lall led a small time manufacturer of 60
cycles a day to become a manufacturing giant, which churns out not only 18,500 cycles per
day but is also diversified into various domains. Undoubtedly, Mr Lall is a first generation
business entrepreneur of the 1950s'.
Mr Lall has enriched the Hero Group with his vision of sound business governance and value
driven management practices. His foresight has made the Hero Group a leader in its
business. Mr Brijmohan Lall is a role model for Indian Industry in corporate governance and
ethical and value-driven management practices. His principle-based leadership has led the
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Group companies to receive the best industrial governance and safety awards and acquire
stringent value certifications.
Mr Lall was amongst the first Indian industrialists to effectively implement backward
integration and he is acknowledged as the trend setter in the area. Apart from the promotion
of the Indian industry, he is the actively involved in many national associations such as CII,
SIAM, ASSOCHAM and PHD and is a member of the Regional Board of the Reserve Bank
of India. He is Honorary Fellow of the Indian Institute of Industrial Engineering. He has
received various accolades and awards for his immense contribution to the Indian industry.
He was adjudged Businessman of the Year in 1994 by a leading business magazine -
Business India. In 1995, Mr Lall received the National Award for outstanding contribution
to the Development of Indian Small Scale Industry. (NSIC award - presented by the
President of India) In 1999, the Business Baron recognized him as the "Most Admired
CEO." The PHD
Chamber of Commerce and Industry presented him with the Distinguished
Entrepreneurship Award in 1997, in recognition of his outstanding exemplary
entrepreneurship.
Xavier Labour Relations Institute (XLRI), a premier institution has conferred on him the honor
of Sir Jehangir Ghandy Medal for Industrial Peace in 2000. Ernst and Young has
recognized him as the "Entrepreneur of the year 2001."
Mr Lall has made an unfailing commitment of his time, energy and resources to strive for the
upliftment of the communities and villages around the Group's manufacturing units. He has
encouraged the setting up of numerous medical, educational and infrastructure facilities.
Amongst his notable contributions to his adoptive city, Ludhiana, are the Ludhiana Stock
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Exchange, the Ludhiana Aviation Club - of which he is still the president - and the Dayanand
Medical College and Hospital.
INTRODUCTION
Working Capital:
Working capital in simple terms means the amount of funds that a company requires for
financing its day -to- day operations. Working Capital includes the current assets and current
liabilities areas of the balance sheet.
Working Capital Management is concerned with the problems that arise in attempting to
manage the current assets, the current liabilities and the interrelationship that exists between
them. Working Capital Management is the process of planning and controlling the level and
mix of current assets of the firm as well as financing these assets. Analysis of working
capital is of major importance to internal and external analysis because it is closely related to
the current day -to- day operations.
Concept of Working Capital:-
There are two concepts of working capitals: -
1. Gross Working capital: - It means the current assets which represent the proportion of
investment that circulates from one form to another in the ordinary conduct of business.
2. Net Working Capital: - It is the difference between current assets and current liabilities or
alternatively the portion of current assets financed with long-term funds.
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Constituents of Current Assets:-
1. Cash in hand and cash at bank.
2. Bill receivables.
3. Sundry debtors.
4. Short term loans and advances.
5. Inventories.
6. Prepaid Expenses.
7. Accrued Income.
8. Marketable Securities.
Constituents of Current Liabilities:-
1. Accrued and outstanding expenses.
2. Short term loans, advances and deposits.
3. Dividends payable.
4. Bank overdraft.
5. Provision for taxation.
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6. Sundry Creditors.
7. Bills payable.
The gross concept is sometimes preferred to the concept of working capital for the following
reasons:
1. It enables the enterprise to correct amount of working capital at correct time.
2. Every management is more interested in total current assets with which it has to operate
then the source from where it is made available.
3. It take into consideration of the fact every increase in the funds of the enterprise would
increase its working capital. The net working capital concept, However, is also important
for following reasons:
It’s a qualitative concept, which indicates the firm’s ability to meet its operating
expenses and short term liabilities.
It indicates the margin of protection available to the short term creditors.
It is an indicator of the financial soundness of enterprise.
It suggests the need of financing a part of working capital requirement out of the
permanent sources of funds.
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CLASSIFICATION OF WORKING CAPITAL
Working capital may be classified in two ways:
On the basis of concept.
On the basis of time.
On the basis of concept working capital can be classified as gross working capital and net
working capital. On the basis of time, working capital may be classified as:
Permanent or Fixed working capital.
Temporary or variable working capital.
PERMANENT OR FIXED WORKING CAPITAL
Permanent or fixed working capital is minimum amount which is required to ensure
effective utilization of fixed facilities and for maintaining the circulation of current assets.
Every firm has to maintain a minimum level of raw material, work- in-process, finished
goods and cash balance. This minimum level of current assets is called permanent or fixed
working capital as this part of working is permanently blocked in current assets. As the
business grow the requirements of working capital also increases due to increase in current
assets.
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TEMPORARY OR VARIABLE WORKING CAPITAL
Temporary or variable working capital is the amount of working capital which is necessary
to meet the seasonal demands and some special necessities. Variable working capital can
further be categorized as seasonal working capital and special working capital. The capital
necessary to meet the seasonal need of the enterprise is called seasonal working capital.
Special working capital is that part of working capital which is required to meet special
demands.
Temporary working capital differs from permanent working capital in the sense that is
required for short periods and cannot be permanently employed profitably in the business.
IMPORTANCE OF ADEQUATE WORKING CAPIATAL
SOLVENCEY OF THE BUSINESS: - Adequate working capital helps in maintaining
the solvency of the business by providing uninterrupted of production.
GOODWILL: - Sufficient amount of working capital enables a firm to make prompt
payments and makes and maintain the goodwill.
ESAY LOANS: - Adequate working capital leads to high solvency and credit standing
can arrange loans from banks and other on easy and favorable terms.
CASH DISCOUNT: Adequate working capital also enables a concern to avail cash
discounts on the purchases and hence reduces cost.
REGULAR SUPPLY OF RAW MATERIAL: - Sufficient working capital ensures
regular supply of raw material and continuous production.
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REGULAR PAYMENT OF SALARIES, WAGES AND OTHER DAY TO DAY
COMMITMENTS: - It leads to the satisfaction of the employees and raises the morale
of its employees, increases their efficiency, reduces wastage and costs and enhances
production and profits.
EXPLOITATION OF FAVORABLE MARKET CONDITIONS: - If a firm is having
adequate working capital then it can exploit the favorable market conditions such as
purchasing its requirements in bulk when the prices are lower and holdings its
inventories for higher prices.
ABILITY TO FACE CRISES: - A concern can face the situation during the depression.
QUICK AND REGULAR RETURN ON INVESTMENTS: - Sufficient working capital
enables a concern to pay quick and regular of dividends to its investors and gains
confidence of the investors and can raise more funds in future.
HIGH MORALE: - Adequate working capital brings an environment of securities,
confidence, high morale which results in overall efficiency in a business.
DISADVANTAGES OF EXCESSIVE WORKING CAPITAL
1. Excessive working capital means ideal funds which earn no profit for the firm and
business cannot earn the required rate of return on its investments.
2. Redundant working capital leads to unnecessary purchasing and accumulation
of inventories.
3. Excessive working capital implies excessive debtors and defective credit policy which
causes higher incidence of bad debts.
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4. It may reduce the overall efficiency of the business.
5. If a firm is having excessive working capital then the relations with banks and other
financial institution may not be maintained.
6. Due to lower rate of return n investments, the values of shares may also fall.
7. The redundant working capital gives rise to speculative transactions.
WORKING CAPITAL IS NEEDED FOR THE FOLLOWING PURPOSES: -
For the purpose of raw material, components and spares.
To pay wages and salaries.
To incur day-to-day expenses and overload costs such as office expenses.
To meet the selling costs as packing, advertising, etc.
To provide credit facilities to the customer.
To maintain the inventories of the raw material, work-in-progress, stores and spares and
finished stock.
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FACTORS DETERMINING THE WORKING CAPITAL REQUIRMENTS
1. NATURE OF BUSINESS: - The requirements of working is very limited in public utility
undertakings such as electricity, water supply and railways because they offer cash sale only
and supply services not products, and no funds are tied up in inventories and receivables. On
the other hand the trading and financial firms requires less investment in fixed assets but
have to invest large amt. of working capital along with fixed investments.
2. SIZE OF THE BUSINESS: - Greater the size of the business, greater is the requirement
of working capital.
3. PRODUCTION POLICY: - If the policy is to keep production steady by accumulating
inventories it will require higher working capital.
4. LENGTH OF PRODUCTION CYCLE: - The longer the manufacturing time the raw
material and other supplies have to be carried for a longer in the process with progressive
increment of labor and service costs before the final product is obtained. So working capital
is directly proportional to the length of the manufacturing process.
5. SEASONALS VARIATIONS: - Generally, during the busy season, a firm requires larger
working capital than in slack season.
6. WORKING CAPITAL CYCLE: - The speed with which the working cycle completes one
cycle determines the requirements of working capital. Longer the cycle larger is the
requirement of working capital.
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Fig. - 1
7. RATE OF STOCK TURNOVER: - There is an inverse co-relationship between the
question of working capital and the velocity or speed with which the sales are affected. A
firm having a high rate of stock turnover will needs lower amt. of working capital as
compared to a firm having a low rate of turnover.
8. CREDIT POLICY: - A concern that purchases its requirements on credit and sales its
product / services on cash requires lesser amt. of working capital and vice-versa.
9. BUSINESS CYCLE: - In period of boom, when the business is prosperous, there is need
for larger amt. of working capital due to rise in sales, rise in prices, optimistic expansion of
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CASH
RAW MATERIAL WORK IN PROGRESS
FINISHED GOODS
DEBTORS
business, etc. On the contrary in time of depression, the business contracts, sales decline,
difficulties are faced in collection from debtor and the firm may have a large amt. of
working capital.
10. RATE OF GROWTH OF BUSINESS: - In faster growing concern, we shall require
large amt. of working capital.
11. EARNING CAPACITY AND DIVIDEND POLICY: - Some firms have more earning
capacity than other due to quality of their products, monopoly conditions, etc. Such firms
may generate cash profits from operations and contribute to their working capital. The
dividend policy also affects the requirement of working capital.
12. PRICE LEVEL CHANGES: - Changes in the price level also affect the working
capital requirements. Generally rise in prices leads to increase in working capital.
MANAGEMENT OF WORKING CAPITAL
Management of working capital is concerned with the problem that arises in attempting to
manage the current assets, current liabilities. The basic goal of working capital management
is to manage the current assets and current liabilities of a firm in such a way that a
satisfactory level of working capital is maintained, i.e. it is neither adequate nor excessive as
both the situations are bad for any firm. There should be no shortage of funds and also no
working capital should be ideal.
WORKING CAPITAL MANAGEMENT POLICES of a firm has a great on its probability,
liquidity and structural health of the organization. So working capital management is three
dimensional in nature as:
1. It concerned with the formulation of policies with regard to profitability, liquidity and
risk.
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It is concerned with the decision about the composition and level of current assets.
NEED OF STUDY
The need for working capital (Gross) or current assets cannot be overemphasized. The
objective of financial decision making to maximize the share holder’s wealth, it is necessary
to generate sufficient profits.
The amount of such profits largely depends upon the magnitude of sales. However, sales do
not convert into cash instantaneously. There is always a time gap between of goods and
receipt of cash. Working capital is required for this period in order to sustain the sales
activity. In case adequate working capacity is not available for this period, the company will
not be in a position of sustaining the sales, since it may not be in an opposition to purchase
raw materials, pay wages and other expenses required for manufacturing the good to be sold.
Working capital is required because of the time gap between the sales and their actual
realization in cash. This time gap is technically termed as operating cycle of the business. In
other words, the term cash cycle of operating cycle refers to the length of time necessary to
complete the following cycle of events.
The operating cycle consists five phases:-
I phase: - Cash get converted into raw material.
II phase: - Raw material gets converted into work-in-progress.
III phase: - Work-in-Progress gets converted into finished goods.
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IV phase: - Finished goods get converted into sales.
V phase: - Sales get converted into debtors.
SCOPE OF STUDY
The amount of funds tied up in working capital would not typically be a constant figure
throughout the year.
Only in the most unusual of businesses would there be a constant need for working capital
funding. For most businesses there would be weekly fluctuations.
Many businesses operate in industries that have seasonal changes in demand. This means
that sales, stocks, debtors, etc. would be at higher levels at some predictable times of the
year than at others.
In principle, the working capital need can be separated into two parts:
• A fixed part, and
• A fluctuating part
The fixed part is probably defined in amount as the minimum working capital requirement
for the year.
The fluctuating part is defined in amount required as the fluctuating in sales.
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OBJECTIVE OF STUDY
This project was undertaken to analyze the working capital policies, working capital
management of the company and to reduce down their problems and to find the solutions
with respect to the working capital management of the company.
The objective of the study is to provide the solutions for reducing down the duration of the
operating cycle, to analyze the working capital position of the company and the liquidity
position, finding out the problems that the company is facing in managing the working
capital and showing trend of particular ratios in future and at the same suggesting them to
solve their problems. There are Two types of Objectives in this study:-
To “Analysis of Working Capital Management “
To see whether the company is prepared with enough working capital to face any
kind of contingencies.
To identify the financial strength and weakness of the company
To see how the day-to-day operations of the company takes place.
To compare the performance of working capital for a particular year with previous
years.
To assess Liquidity position, Long term solvency, operational efficiency, and overall
profitability of HERO MOTORS Ltd.
Providing suggestions to solve the problems of the company.
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PART-II
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CHAPTER 2
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RESEARCH METHODOLOGY
According to Redman and Morry
“Research is a careful and systematized effort of gaining new knowledge.”
According to Clifford Woody,
“Research comprises of defining and redefining problems, formulating hypothesis or suggested
solutions, collecting, organizing and evaluating data, making deductions and reaching
conclusions. And at last carefully testing the conclusions, to determine, whether they fit the
formulating hypothesis or not.”
OBJECTIVES OF RESEARCH:
To gain familiarity with a phenomenon or to achieve new insights into it.
To portray accurately the characteristics of a particular individual situation or a group.
To determine the frequency with which something occurs or with which it is associated
with something else.
To test a hypothesis of a causal relationship between variables.
Types of research
Descriptive research
Analytical research
Applied research
Fundamental research
Conceptual research
Empherical research
Quantitative research
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Qualitative research
Exploratory research
Conclusive research
Descriptive research
Such researches include surveys, fact finding enquiry methods of different types. It generally
reports what has occurred or what may happen in future. Methods of research used in descriptive
research are survey methods of all kinds.
Analytical research
The researchers use facts or information that is already available. The researcher then analyses
the available information facts to make a critical and meaningful evaluation of the material.
Applied research
It aims to determine solution for immediate problem faced by any society or industry or business
organization.
Fundamental research
Research that is concerned with generalization and with the formulation of theory are termed as
fundamental research. For example, the research related to natural phenomenon or relating to pure
mathematics, related to pure mathematics etc.
Conceptual research
This relates to abstract idea or theory. Generally conceptual research is used by philosophers,
analysts and thinkers.
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Empherical research
Such researches rely on experience or observation alone. They do not consider any existing
system or theory. The research is purely data based. The conclusion can be verified with the help
of observations or experiments.
.Exploratory research
Exploratory research provides insights into and comprehension of an issue or situation.
Conclusive research
Conclusive research draws conclusions: the results of the study can be generalized to the whole
population.
Qualitative research
It is a set of research techniques used in marketing and social sciences in which data are obtained
from a relatively small group of respondents and are not analyzed with statistical techniques. They
are inexpensive and fast.
The main types of Qualitative research are:
Depth interview
Interview is conducted one by one, and lasts between 30 and 60 minutes. Different techniques
used are Laddering, Hidden Issue, and Symbolic Analysis etc.
Focus interview
It is an interactive group discussion lead by a moderator. There are usually 8 to 12 members in a
group and it usually lasts for 1 to 2 hrs.
Quantitative research
It is a research that utilizes statistical techniques. It involves large number of respondents, tests of
a specific hypothesis, and the use of random sampling techniques to enable inference from the
sample to the population
• It is generally used to draw conclusion
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• It tests a specific hypothesis
• It uses random sampling techniques so as to infer from sample to the population
• It involves large number of respondents
Research design:
A research design is used to structure the research, to show how all of the major parts of the
research project, samples or group, work together to try to address the central research questions.
Design decisions:
What is the study about
Why the study being made
Where will the study be carried
What type of data is required and where it can be found etc.
Based on the above design decisions, the research design has following parts:
The sampling design, which deals with the method of selecting items to be observed for the given
study.
The observational design, which relates to the conditions under which the observations are to be
made.
The statistical design, which concerns with the questions of how many items are to be observed
and how the information and data gathered are to be analyzed.
The operational design, which deals with the techniques by which the procedures specified
in the sampling, statistical and observational designs are carried out
Methodology:
A. Type of Study:
The study carried out here is basically analytical in nature. This type of study relies on
data which is already available.
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B. Type of Data used:
The methodology involved for data collection was mainly through secondary data
and was obtained from the company’s financial statements and the company’s website.
The Balance Sheets and the Profit & Loss Accounts for the last 3 years was the
source based on which forecasting was done which was from the company’s archives. Extreme
care was taken in collecting the data from the financial statements and only
relevant data was taken for the analysis based on.
C. Sources of Data:
The source of data has been company’s Balance Sheet and Profit and Loss Accounts
over a period of past 3 years.
D. Tools used for Data Collection:
The data has been collected mainly from the company’s Balance Sheet and Profit &
Loss Account for the past 3 years. Interview schedule was taken to understand how the
Finance Department is working and what are the various policies followed in the
Organization.
E. Tools and techniques used for analysis:
Various tools and techniques have been used to fulfill the aforesaid objectives. A
thorough study of the organization has been along with in depth study of the
functioning of Finance and Accounts Department of SRPL. Further for the analysis
of Working Capital Management, study of working Capital cycle / Operating cycle
has been made along with Operating cycle of SPRL. Thereafter analysis of working capital
has been done by taking into consideration past 3 years Current Assets and current
Liabilities. After this component wise analysis has been done, to have in depth view of working
capital requirements and its trend. To find out the efficiency of Working Capital
management, Ratio analysis tool has been used for the evaluation of inventory, Cash
Management and Receivables Management at SRPL. Trend Projection of Working
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Capital Requirements has also been done to assess the future requirements of
Working Capital.
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LIMITATIONS
1. Availability of the financial data was very limited which is not disclosed due to
sensitive nature for the company.
2. The main component of working capital is cost of capital, which is not described in
the project because of confidential nature.
3. External environment influence was not considered while doing the theoretical
standard rather than the industrial standard because of unavailability of any such
specific standard.
4. The scope of the study was limited to HERO MOTORS LTD.
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CHAPTER 3
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ANALYSIS OF WORKING CAPITAL MANAGEMENT
Methods adopted for Working Capital analysis:
The broad range of project management and financial advisory services include:
Working Capital policy
Financial Ratio analysis for Working Capital Management
Managing the components of Working Capital of HERO MOTORS LTD.
Determination of operating cycle of HERO MOTORS LTD.
Statement of change in Working Capital
Estimating Working Capital needs, Permanent & Variable Capital
Trend Analysis of Working Capital Management
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FINANCIAL RATIO ANALYSIS FOR WORKING CAPITAL
MANAGEMENT
Return on Working Capital:
Return on Working Capital (ROWC) = PBIT / Working Capital * 100
Table2: Return on Working Capital
Return on Working Capital For Hero Motors
2009-10 793.58/1393.58*100 56.94%
2010-11 649.91/1133.27*100 57.34%
2011-12 1221.48/1560.83*100 78.25%
Figure 3: Return on working capital
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Note: Current Liabilities = Working Capital borrowings from Banks + Current Liabilities
+ Proposed Dividend + Provision for Tax.
Current Assets = Inventories + Debtors + Cash & Bank balance + Current
Investments + Advance Income Tax + Advance recoverable in Cash.
Analysis:
There has been a decline in ROWC between the two years – it reduces 20% during 2009-10.
This situation arises because of increase in current liabilities in past years as company is
having proposal of lots of investment due to which company is financing its project and
there is less tendency of free cash flow.
LIQUIDITY RATIOS:
Snapshot of Liquidity Ratios:
Table 3: Liquidity ratios
Basic Ratios 2009-10 2010-11 2011-12
Current ratio 2.60 2.17 2.43
Acid test ratio 1.66 1.28 1.57
Cash ratio 0.05 0.01 0.30
Current Ratio:
The current ratio is also known as the working capital ratio and is normally presented as a
real ratio.
Table4: Current Ratio
2009-10 Current Asset : Current Liability 2.60:1
2010-11 Current Asset : Current Liability 2.17:1
2011-12 Current Asset : Current Liability 2.43:1
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Figure 4: Current Ratio
Analysis:
The current ratio is the measure of whether a company has enough short-term assets to cover
its short-term debt and is index of strength of working capital. Anything below 1 indicates
negative W/C (working capital). While anything over 2 means that the company is not
investing excess assets. A ratio of greater than one means that the firm has more current
assets then current claims. Current ratio of the company has increased from 2.17 in Year
2010-11 to 2.43 in Year 2009-10. Current Ratio of the company depicts that for every Re.1
worth of current liability there are assets worth Rs.2.43. The company has sufficient
liquidity as the ratio is increasing. This year there is an increase in ratio due to almost double
inventory level in current year in comparison with previous year.
Suggestions:
Firstly the company should try to increase their inventory levels as money gets blocked.
In order to increase current ratio current assets should be increased. If we look into the
detailed schedule of current assets then we can find out that major portion of current
assets is due to debtors and inventories.
Company should make market survey and should decide first that what should be the
optimum amount of finished goods so that major portion of it can be sold off in the
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market. This will help in reducing the locking of funds or working capital in the finished
goods.
Acid Test Ratio:
Table 5: Acid Test Ratio for Hero Motors
Acid Test Ratio For Hero Motors
2009-10 Current Assets - Stocks: Current Liabilities 2258.21-814.19/867.00 1.66
2010-11 Current Assets - Stocks: Current Liabilities 2099.75-857.25/965.73 1.28
2011-12 Current Assets - Stocks: Current Liabilities 2650.04-929.57/1089.21 1.57
Figure 5: Acid Test Ratio for HERO MOTORS
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Analysis:
Acid test ratio is a more rigorous test of liquidity than the current ratio and when used in
conjunction with it, gives a better picture of the firm s ability to meet its short-term debts out
of short-term assets. This ratio is used to determine risk that is not detected by the Working
Capital ratio. A quick or liquid ratio of 1:1 is considered as satisfactory as the firm can
easily or readily meets all of its current liabilities. Here Shriram Pistons have its last year
ratings of which is constant from last three years, which indicates company is not having
satisfactory financial position and not able to pay its current liabilities and should be looked
at with extreme care and also implies that current assets are highly dependent on inventory.
Comparison between Current Ratio & Acid Test Ratio:
Table 6: Comparison between current ratio and acid test ratio
Comparison Current Acid Test
2009-10 2.10 1.66
2010-11 1.72 1.28
2011-12 1.91 1.57
HERO MOTOR liquidity position had worsened when looked at its current ratio. The acid
test ratio has fallen from 2010 to 2011. Current assets might not be that liquid since most of
them are debtors. The fact that the differences between the current and acid test ratio is
around .4, which is large, tells us that the HERO MOTORS stocks are large. This is a huge
level of stock holding. Additionally, the acid test ratio has decreased over the three-year
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period, meaning that HERO MOTORS has a weak liquidity position than it had before.
Normally that is not a good thing.
Cash Ratio:
Table 7: Cash ratio for HERO MOTORS
Cash Ratio For Hero Motors
2009-10 Cash: Current
Liabilities
46.32/867.00 0.05:1
2010-11 Cash: Current
Liabilities
17.59/965.73 0.01:1
2011-12 Cash: Current
Liabilities
334.66/1089.21 0.30:1
Figure 6: Cash Ratio for Hero Motors
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Analysis:
As cash is being the most liquid asset, quoted investment has been taken as marketable
securities. In our case the company is showing an increasing trend but still it is not a
favorable cash ratio. From the above calculation it is clear that company’s cash ratio had
remained very low. It is the notable point for the company as its current liabilities are much
higher than the cash in hand. It can create problems in the future payments of current
liabilities. Major portion of company’s current assets goes to inventory and debtors, which
only increase the carrying cost. Company need to reduce these assets to their optimum level.
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OTHER SNAPSHOT OF WORKING CAPITAL MANAGEMENT
RATIO S
Table 8: Working capital management ratios
Hero Motors For the three years
Asset Usage 2009-10 2010-11 2011-12
Fixed Asset Turnover 0.99 times 0.91 times 1.03 times
Current Asset Turnover 2.67 times 3.04 times 2.92 times
Capital Employed Turnover 2.53 times 2.45 times 2.42Times
Working Capital Turnover 4.33times 5.65 times 4.95times
Efficiency
Working capital to Gross Sale 0.23 times 0.17 times 0.20 times
Working Capital to Cost of Sale 0.28 times 0.28 times 0.25 times
Stock/Debtors/Creditors
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Debtors’ Turnover 5.17 times 6.35 times 6.90 times
Average Collection Period 69.61 days 56.69 days 52.17 days
Credits’ Turnover 3.33 times 2.65 times 3.36 times
Credit Payment Period 108.10days 135.84days 107.14 days
Inventory Turnover 6.09 times 6.37 times 6.63 times
Inventory Holding 59.11 days 56.16 days 54.29 days
Conversion Period (In Days) 59.11 days 56.51 days 54.29 days
Ratio to analyze WC Structure
Current Asset to Total Assets Ratio 0.38 times 0.33 times 0.38 times
Cash to Current Asset Ratio 0.020 times 0.008 times 0.12 times
Inventory to Current Asset Ratio 0.36 times 0.40 times 0.35 times
Current Liabilities to Total
Liabilities
0.48 times 0.43 times 0.49 times
Finished goods to Inventory Ratio 0.400 times 0.403 times 0.340 times
Raw Material to Inventory Ratio 1.69 times 1.62 times 1.81 times
Loan & Advances to CA ratio 0.10 times 0.10 times 1.00 times
Working Capital Management I: Asset Usage
Current Asset Turnover:
Current Asset Turnover = Turnover
Current Assets
39
40
Table 9: Current asset turnover for HERO MOTORS
Current Asset Turnover For Hero Motors
2009-10 6038/2260.58 = 2.67times
2010-11 6400/2099.75 = 3.04 times
2011-12 7739/2650.04 = 2.92 times
Figure 7: Current Asset Turnover
Analysis:
High current assets turnover ratio is more judicious and shows efficiency of management
and proper utilization of the assets. The graph shows the company has managed to higher
the ratio during the previous year however this year due to non-proportionate change in
current assets and turnover the ratio declines to 2.92. Due to more inventories this ratio falls.
41
Working Capital Turnover: This ratio signifies how effectively working capital is
being used in terms of the turnover.
Working Capital Turnover = Sales
Working Capital
Table 10: Working capital turnover for Hero Motors
Working Capital Turnover For Hero Motors
2009-10 6038/1393.58 4.33 times
2010-11 6400/1133.27 5.65 times
2011-12 7739/1560.83 4.95 times
Figure 8: Working Capital Turnover for HERO MOTORS
42
Analysis:
What this ratio tries to highlight is how effectively working capital is being used in terms of
the turnover it can help to generate: no ideal values here but the higher the better, surely.
The declining working capital turnover ratio in HERO MOTORS indicates that working
capital is not being utilized properly over the period of time. Management may think of
increasing the sales in the market or it is going for certain expansion plans.
Working Capital Management II: Efficiency
Working Capital to Gross Sale:
Working Capital to Gross Sale =Working Capital
Gross Sale
Table 11: Working capital to gross sale for HERO MOTORS
Working Capital to Gross Sale for the HERO MOTORS
2009-10 1393.58/6038 0.23
2010-11 1133.27/6400 0.17
2011-12 1560.83/7739 0.20
Figure 9: Working Capital to Gross Sale for the HERO MOTORS
43
Analysis:
The Company was showing decline in the year 2011 but now as the ratio increased to 0.17
from 0.20 there is a matter of concern but here also HERO MOTORS is far better than the
industry’s average. In previous year company’s working capital was very low but now they
are trying to improve it for liquidity purposes.
Working Capital to Cost of Sale:
Table 12: Working capital to cost of sale for HERO MOTORS
44
Working Capital to Cost of Sale =Working Capital
Cost of Sale
S
Figure 10: Working Capital to Cost of Sale for the Hero motors
Analysis:
The Company was showing decline in the year 2011 but now as the ratio increased to 0.25
from 0.20 there is a matter of concern but here also HERO MOTORS is far better than the
industry’s average. In previous year company’s working capital was very low but now they
are trying to improve it for liquidity purposes.
Working Capital Management III: Stock/Debtors/Creditors
45
Working Capital to Cost of Sale for the Hero motors
2009-10 1393.58/4960 0.28
2010-11 1133.27/5462 0.20
2011-12 1560.83/6168 0.25
Debtor’s Turnover:
Debtor’s Turnover = Sales
Debtors
Table 13: Debtor’s turnover ratio for Hero Motors
Figure 11: Debtor’s Turnover Ratio for the Hero Motors
Analysis:
Firstly, the ratio seems to have change by going from 5.17 to 6.35 times in the two years;
and it means that, on average, the company’s debtors are taking fewer days to pay their
46
Debtor’s Turnover Ratio for the Hero Motors
2009-10 6038/1167.56 5.17 times
2010-11 6400/1007.38 6.35 times
2011-12 7739/1120.41 6.90 times
accounts. Soundness of this ratio is more dependent on the business policy and the terms
with the clients. On the other side turnover is increasing over the years, which implies higher
the turnover, shorter the time between sales and collecting cash. It shows the company’s
debt-collecting machinery has improved through years.
Average Collection Period:
Avg. Collection Period = 360
Debtor Turnover
Table 14: Average collection period for Hero Motors
Average Collection Period for the Hero Motors
2009-10 360 / 5.17 69.61days
2010-11 360 / 6.35 56.69 days
2011-12 360 / 6.90 52.17 days
Figure 12: Average Collection Period for the Hero Motors
47
Analysis:
The average collection period measures the quality of debtors since it indicates the speed of
their collection. The shorter the average collection period, the better the quality of debtors,
as a short collection period implies the prompt payment by debtors. The trend of HERO
MOTORS is showing that the company was a success in decreasing the average collection
period, which represent sound collection policy of the company. Previous year it was 56.69
being debtors were less but now it is on the previous trend.
Creditor’s Turnover:
Creditor’s Turnover = Purchases
Creditors
Table 15: Creditor’s turnover ratio for Hero Motors
48
Figure 13: Creditor’s Turnover Ratio for the Hero Motors
Analysis:
In 2010 creditors turnover ratio increased from 2.65 to 3.36 times that shows company was
having improved credit paying ability through proper working capital management while in
2011 the ratio decreased which implies terms of credit allowed by the suppliers are liberal
and creditors are not paid promptly. This shows company keeps its obligation for long time.
Credit Payment Period:
49
Creditor’s Turnover Ratio for the Hero Motors
2009-10 1378/413.69 3.33
2010-11 1390.10/523.95 2.65
2011-12 1685/500.83 3.36
Credit Payment Period = 360
Payable turnover ratio
Table 16: Credit payment period for Hero Motors
Credit Payment Period for the Hero motors
2009-10 360 / 3.33 108.10 days
2010-11 360 / 2.65 135.84 days
2011-12 360 / 3.36 107.14 days
Figure 14: Credit Payment Period for the Hero Motors
Analysis:
50
Since in 2010 and 2010 the average payment period of the company was less compared to
2011 i.e. 135.84 days which implies that 2011 company was less prompt in making payment
to suppliers compared to other years. As again it improved its criteria and kept fewer
obligations in the year 2010. The same shows that reduction in the payment period is
responsible for the creditworthiness of the company.
Inventory Turnover Ratio:
Inventory Turnover = Cost of Goods Sold
Closing Stock
Table 17: Inventory turnover ratio for Hero Motors
Inventory Turnover Ratio for the Hero motors
2009-10 4960/814.19 6.09
2010-11 5462/857.25 6.37
2011-12 6168/929.57 6.63
Figure 15: Inventory Turnover Ratio for the Hero Motors
51
Analysis:
It measures approximately the number of times an entity is able to acquire the inventories
and convert them into sales. The Shriram Pistons shows higher turnover ratio which is good
for the company while a low turnover is usually a bad sign because products tend to
deteriorate as they sit in a warehouse, but several aspects of inventory holding policy have to
be balanced like lead time, seasonal fluctuations in orders, alternative use of warehouse
space.
Inventory Holding Period:
Inventory Holding Period = 360
Inventory Turnover
Table 18: Inventory holding period
52
Inventory Holding Period for the Hero Motors
2009-10 360 / 6.09 59.11 days
2010-11 360 / 6.41 56.16 days
2011-12 360 / 6.63 54.29 days
Figure 16: Inventory Holding Period for the Hero Motors
Analysis:
53
Here, the company shows a decreasing trend in which there inventory holding ratio falls
down, which is good for the company as it avoids the unnecessary locking up of working
capital in the inventory and it shows efficiency of the management.
Working Capital Management IV: Ratio to analyze W/C Structure
Current Asset to Total Assets Ratio:
Table 19: Current asset to total asset ratio for HERO MOTORS
Current Asset to Total Asset Ratio for the Hero motors
2009-10 2260.58/5946.26 0.38
2010-11 2099.75/6266.87 0.33
2011-12 2650.04/6843.25 0.38
54
Figure 17: Current Asset to Total Asset Ratio for the Hero motors
Analysis:
If we analyze the structural health of working capital for HERO MOTORS, the proportion
of current assets to total assets has been showing almost constant trend continuously over
the years, which shows that the company is having certain problems with its current asset
management. But as this picture is showing less declining so it’s very clear that this can be
due to some investment for long-term return.
Cash to Current Asset Ratio:
Cash to Current
Asset=
Cash
Current asset
55
Cash to Current Asset Ratio for the Hero Motors
2009-10 46.32/2260.58 0.020
2010-11 17.59/2099.75 0.008
2011-12 334.66/2650.04 0.120
Table 20: Cash to current asset ratio
Figure18: Cash to Current Asset Ratio for the Hero Motors
Analysis:
The company shows an increasing trend in 2010 & again it decrease in 2011 but as this
recovered again the increasing trend of cash in the current assets was observed. However in
the year 2011 it decreased drastically. We can say that it will effect liquidity position of the
firm but on the other hand it is observed that they do not keep any ideal cash with them,
which is a positive sign for the company.
56
Inventory to Current Asset Ratio:
Inventory to Current Asset = Inventory
Current asset
Table 21: Inventory to current asset ratio for Hero motors
Inventory to Current Asset Ratio for the Hero Motors
2009-10 814.19/2260.58 0.36
2010-11 857.25/2099.75 0.40
2011-12 929.57/2650.04 0.35
Figure: 19 Inventory to current asset ratio
Analysis:
57
Here, the company shows an unfavorable trend of increase in the proportion of the inventory
to current assets in 2010-11, which represents that the company is locking up the working
capital unnecessarily in the inventory. Fortunately, the ratio rises in the year 2010 which is a
good sign.
Current Liabilities to Total Liabilities:
Current Liabilities to Total Liabilities =Current Liabilities
Total Liabilities
Table 22: Current liabilities to total liabilities ratio for Hero Motors
Current Liabilities to Total Liabilities Ratio for the Hero Motors
2009-10 867.00/1075.57 0.80
2010-11 965.73/1215.29 0.79
2011-12 1089.21/1382.14 0.78
Figure 20: Current liabilities to Total liabilities
58
Analysis:
The company shows a decreasing trend in the proportion of the current liabilities in the total
liabilities, this means company is taking fewer loans to meet its liability and project
investments are there, hence this shows a less burden on the management of HERO
MOTORS. This ratio is not the only means of reviewing a company's debt structure.
Loan & Advances to Current Asset Ratio:
Loan & Advances to Current Asset =Loan & Advances
Current Asset
Table 23: Loan & Advances to Current assets ratio for Hero Motors
59
Loan & Advances to Current Asset Ratio for the Hero Motors
2009-10 229.93/2260.58 0.10
2010-11 217.53/2099.75 0.10
2011-12 265.40/2650.04 1.00
Figure 22: Loan & Advances to Current Asset
Analysis:
The increase in this ratio in the year 2010 shows the efficiency of the management. However
this much increases in the ratio is not suggestible.
INTERPRETATION (RATIO ANALYSIS):
60
The utilization rate of net working capital as depicted by working capital turnover ratio
is fluctuating during the period. It shows that working capital has not been effectively
used over the period of years except in the year 2010.
As shown by current assets turnover ratio, the utilization of current assets in terms of
sales has shown an increasing trend which shows that current assets has been effectively
used to achieve sales.
Again if we look at the efficiency with which individual elements of working capital
have been utilized, the picture of inventory turnover is bright.
As we look at the extent of liquidity of working capital, we notice that the ratio shows a
decreasing trend. This indicates, problem on the liquidity front.
MANAGEMENT OF CURRENT ASSETS
61
Alternative Current Asset Investment policies
Three alternative policies are there regarding the total amount of current assets. Essentially,
these policies differ with regard to the amount of current assets carried to support any given
level of sales, hence in the turnover of those assets. The line with the steepest slope
represents a relaxed current asset investment (also known as “fat cat”) Policy, where
relatively large amounts of cash, marketable securities, and inventories are carried, and
where sales are stimulated by the use of a credit policy that provides liberal financing to
customers and a corresponding high level of receivables. Conversely, with the restricted
current asset investment (also known as “lean and mean”) policy, the holdings of cash,
securities, inventories and receivables are minimized. Under the restricted, current assets are
turned over more frequently, so each dollar of current assets is forced to “work harder”. The
moderate current asset investment policy is between the two extremes.
Under the conditions of certainty, all firms would hold only minimal levels of current assets.
Any larger amounts would increase the need for external funding without a corresponding
increase in profits, while any smaller holdings would involve late payments to suppliers
along with lost sales due to inventory shortages and an overly restrictive credit policy.
When uncertainty is introduced the firm requires some minimum amount of cash and
inventories. A restricted lean and mean current asset investment policy often provides the
highest expected return on this investment, but it entails the greatest risk, while the reverse is
true under a relaxed policy.
Alternative Current Assets Investment Policies:
62
Figure 23: Alternate current assets investment policies
Current Assets
50
HERO MOTORS
40 Relaxed
30 Moderate
20
Restricted
10
0 50 100 150 Sales
Table showing Alternative Current Assets Investment Policies:
Table 24: Table showing alternative current assets investment policies
Policy Current asset to support
Sales of INR 100/-
Turnover of
Current Assets
Relaxed 30 3.3
Modified 23 4.3
Restricted 16 6.3
SHRIRAM
PISTONS
32.57 3.07
Note: - The Sales/current assets relationship is shown here as being linear, but the
relationship is often curvilinear
MANAGING THE COMPONENTS OF WORKING CAPITAL OF
HERO MOTORS
63
Four main components:
Cash
Marketable securities/Account Payables
Inventory
Accounts Receivables
Cash Management in HERO MOTORS:
Cash management system adopted by Finance Department in HERO MOTORS is very
reliable and transparent. As cash is a very important activity for a good operation of
company here in HERO MOTORS cash is monitored every day and intimated to Finance
Department. The daily cash report includes all the details of cash inflows and outflows.
Monthly cash budgets are maintained for the estimated of monthly cash inflows and
outflows. Finally the annual cash budget is made by the Finance Department in the corporate
head office.
The corporate office allocates different amount of each to different manufacturing units as
per their requirement. Corporate office acts as a linkage between the manufacturing unit and
creditors. Corporate office has determined the credit facility for every units of the company
and this keeps on changing from year to year depending up on company’s position
transactions, profitability and inventory position.
The corporate office provides cash to manufacturing units but there most function is
controlled in unit itself. All the need related to inventory are met through corporate office as
well as individual efforts of unit.
Fund Allocation:
64
Here the initial allocation for manufacturing units is done by corporate office and all
supplementary requirements are to look upon by Commercial department.
Fund Utilization:
Company operates an annual ‘Cash Budget’ and a rolling ‘Cash Plan’ drawn up every
month. Although specific forecasting technique is used, funds are deployed to different
departments as per their requirements. Daily reports on cash transaction are prepared by
Procurement department to keep a track of all payments made in the days work. Every
month cash transaction report is sent to Finance department in the corporate office showing
all the transaction of cash, (inflow and outflows) actual utilization of cash and allocation of
fund is compared. If the utilization of cash is more than the allocation of fund, then the plant
has to justify its more utilization.
To meet the requirement of cash, company approach to bank and present the required
detailed by the bank. HERO MOTORS kept less cash in hand, to meet the entire cash
requirement it depends on financing process.
Evaluation of cash management performances:
To assess the cash management performance this phase is divided as follows:
a) Size of Cash
b) Liquidity and Adequacy of cash:
This is depicted by the current ratio and acid test ratio, as calculated in part ratio analysis for
working capital management and respective position is shown in graph.
c) Control of cash
One of the major objectives of cash management from the stand point of increasing return
on investment is to economize on the cash holding without impairing the overall liquidity
requirements of the firms. This is possible by effecting tighter controls over cash flows. The
following ratios have been applied to assess the efficiency of cash control:
Cash to Current Assets ratio
Cash turnover ratio
Cash to current liabilities ratio
Table 25: Table showing different cash ratios
65
HERO MOTORS For the year ended Mn/Rs.
Efficiency of cash control 2009-10 2010-11 2011-12
Cash to Current Asset Ratio 46.32/2258
=0.020
17.59/2099
=0.008
334.66/2650.0
4
=0.12 times
Cash to Current liability Ratio 46.32/867.0
0
=0.05 times
17.59/965.7
3
=0.01 times
334.66/1089.2
1
=0.30 times
Average: 0.049
Average: 0.12
Summary:
It can be inferred from the above table that cash to current assets ratio is increasing which
shows improving position of liquidity but it again starting decline from 2011, which
ultimately affect the operational efficiency of the firm. Cash to current liability ratio shows
the cash balance maintained by company at a certain point of time for meeting its current
liabilities. The cash to current liability ratio is nearly on decreasing trend shows the
efficiency of operations, but this year it increases which is not a good sign.
Payable Management in HERO MOTORS:
Mostly the creditor comprises of the bank that is financing the working capital needs and the
suppliers to whom payments are to be given. This is basically done as per terms and
condition with the respective parties. The company is not able to make proper payment to its
creditors as year on year company’s creditors are increasing.
Evaluation of Payables Management:
The evaluation for payable management is done with the help of ratios:
Creditor’s turnover ratio
Average Payment Period
66
Table 26: Table showing payables management
HERO MOTORS For the year ended Mn/Rs.
Payable Management 2009-10 2010-11 2011-12
Creditor’s ratio 3.33 times 2.65 times 3.36 times
Average Payment period 108.10 days 135.84days 107.14 days
Average: 117.02 days
Summary:
The analysis shows that the minimum average creditor period is 107 days and maximum is
135 days. By analysis reveals the increasing and decreasing trend in average payment
period, which shows company is provided with liberal and strict credit payment period over
the year and according to the market situation.
Inventory Management:
Here the inventory is categorized in to:
(1) A B C analysis
(2) X Y Z analysis
1) ABC Analysis: - Items which constitutes to 70% of total consumption (of stores and
spares) value when arranged in descending order of consumption value will be termed as
‘A’ class items. Next 20% of total consumption value will be termed as ‘B’ class items and
the rest 10% as the ‘C’ class items.
2) XYZ Analysis: - Items which constitute top 70% of total stock of stores and spares
holding value when arranged in descending order of stock holding will be termed a ‘X’ class
items next 20% of total stock holding value is ‘Y’ class items and the rest 10% as the ‘Z’
class.
Higher than necessary stock levels tie up cash and cost more in insurance, accommodation
costs and interest charges.
Four basic levels will need to be established for each line/category of stock. There are the:
67
a) Maximum level – achieved at the point a new order of stock is physically received;
b) Minimum level – the level at point just prior to delivery of a new order (sometimes
called buffer stocks – those held for short term emergencies);
c) Reorder level – point at which a new order should be placed so that stocks will not fall
below the minimum level before delivery is received; and the
d) Reorder quantity or economic order quantity – the quantity of stock, which must be
reordered to replenish the amount held at the point delivery, arrives up to the maximum
level.
Once these controls are implemented an efficient system of recording receipts and issues is
vital to exercise full control of inventories.
Inventory Management at HERO MOTORS:
Inventory is stock of a company, which is manufacturing the components that make up the
products, for sale. In managing inventories the objective of the company is to determine and
maintain optimum level of inventory investment. The optimum level of inventory lies
between two danger points of excess and inadequate inventories.
Inventory is monitored differently for raw material, work in progress, finished goods and
spares. Monthly inventory report is sent to the finance department in the corporate office.
Obviously the inventory report is prepared at plant level. Procurement Department gives the
date of closing stock of raw materials, finished goods as well as the work in progress.
Inventory Turnover Ratio:
Table 27: table showing Inventory turnover ratio
HERO MOTORS For the year ended Mn/Rs.
2009-10 2010-11 2011-12
Inventory Turnover 6.09 times 6.37 times 6.63 times
Average: 6.36
Summary:
68
Inventory turnover ratio establishes a relationship between the total sales during a period and
average inventory hold to meet that quantum at 6.63 times in 2010 and on average it is 6.36
times, that signifies the average moving of inventory. In other words, the stock held during
2010 is for 59.11 days as comparison of average at 56.52 days.
Receivable Management:
At a plant level mostly the finished goods are sold on credit to increase upon the market
share and retain the customers but the major portion of debtors are dealt by Marketing
Unit of the Commercial Department and the Finance Department. It is consideration as
an essential marketing tool.
Control of the debtors’ element (the amount owed the business in the short term) involves a
fundamental trade-off between the cost of providing credit to customers (which includes
financing bad debts and administration), and the additional net revenue that can be earned by
doing so. The former can be kept to a minimum with effective credit control policies, which
will require:
Setting and enforcing credit terms;
Vetting customers prior to allowing them credit;
Setting and reviewing individual credit limits;
Efficient invoicing and statement generation;
Prompt query resolution;
Continuous review of debtors position (generating ‘aged debtors’ report);
Effective chasing and collection procedures; and
Limits beyond which legal action will be pursued.
Before allowing credit to a new customer trade and bank references should be sought.
Accounts can be asked for and analyzed and a report including any county court judgments
Against the business and a credit score asked for from a credit rating business. Salesmen’s
views can also be canvassed and the premises of the potential customer visited.
69
The extent to which all means are called upon will depend on the amount of the credit
sought, the period, past experiences with this customer or trade sector, and the importance of
the business that is involved. But this is not a one-off requirement. One classic fraud is to
start off with small amounts of credit, with invoices being settled promptly, eventually
building up to a huge order and a disappearing customer.
Credit checking, even for established customers, should therefore feature in regular
procedures.
When the creditworthiness of a new customer is established, positive credit control calls for
the setting of a credit limit, any settlement discounts, the credit period, and credit charges (if
any).
The Late Payment of Commercial Debts (Interest) Act now allows small businesses to
charge large interest on late payment of business debts by companies and public sector
organizations. Nevertheless, it is wise to inform customers this right will be exercised.
Collection is a vital element of credit control and must include standard, polite and well-
constructed reminder letters and effective telephone or e-mail follow up. Use of collection
agencies should be considered, as could factoring – in its most comprehensive form a loan
facility based on outstanding invoices plus a sales ledger and debtors control service.
Efficient control of debtors will assist cash flow, and help keep overdraft or other loan
requirements down, and hence reduce interest costs.
Debtors represent future cash – or they should do if proper credit control policies are
pursued. Likewise stock will eventually become cash, but in the meantime represents
working capital tied up in the business. Keeping levels to the minimum required for efficient
operations will keep costs down. This means controlling buying, handling, and storing,
issuing, and recording stock.
Inherent in any system of inventory control is the concept of appropriate stock levels –
normally expressed in physical units sometimes in monetary terms.
The objective of establishing control levels is to ensure that excessive stocks are never
carried (and working capital thereby sacrificed) but that they never fall below the level at
which they can be replenished before they run out.
70
Receivables Management in HERO MOTORS:
Corporate office and the commercial department in coordination do the management of
receivables. The management of receivable is dealt on major part by corporate office and
minor part by commercial department of the company.
HERO MOTORS in matter of granting a credit period to customers tightens their policy and
reduce credit period to 107 days to its debtors. Total Debtors amounted to Rs. 1167.56 by
the end of 2010, which further decreased to Rs. 1007.38 in 2011.
71
DETERMINATION OF OPERATING CYCLE OF HERO MOTORS:
The determination of length of the operating cycle of a manufacturing firm is the sum of:
The broad range of project management and financial advisory services include:
inventory conversion period (ICP), &
debtors conversion period (DCP)
A) Inventory conversion period:
It is the total time needed for producing and selling the product. Typically, it includes:
a) raw material conversion period (RMCP)
b) work-in-process conversion period (WIPCP), and
c) Finished goods conversion period (FGCP).
Inventory Conversion period = RMPC + WIPCP + FGCP
The raw material conversion period is depends on:
1) raw material consumption per day, &
2) raw material inventory
Raw Material Consumption per day = Total Raw Material Consumption/Number of
days in the year
Raw Material Conversion period = Raw Material Inventory/Raw Material
Consumption per day
Similar calculations can be made for other inventories, debtors and creditors.
B) Debtors’ conversion period:
It is the time required to collect the outstanding amount from the customers. The total of
inventory conversion period and debtors’ conversion period is referred to as gross operating
cycle (GOC).
72
Gross Operating Cycle = ICP + DCP
C) Payable Deferral period:
This is very common to get gross operating cycle but in practice, a firm may acquire
resources (such as raw materials) on credit and temporarily postpone payment of certain
expenses. Payables, which the firm can defer, are spontaneous sources of capital to finance
investment in current assets. The payables deferral period (PDP) is the length of time the
firm is able to defer payments on various resource purchases.
Net Operating Cycle = Gross Operating Cycle – Payable Deferral period
If depreciation is excluded from expenses in the computation of operating cycle, the net
operating cycle also represents the cash conversion cycle. It is net time interval between
cash collections from sale of the product and cash payments for resources acquired by the
firm. It also represents the time interval over which additional funds, called working capital,
should be obtained in order to carry out the firm’s operations.
A) Inventory conversion period:
a) Raw Material Conversion Period:
Years 2009-10 2010-11 2011-12
Raw material consumed
Avg. Raw material inventory 1378.63
701.22
1378.63/701.22
=1.96 times
1390.10
722.75
1390.10/722.75
=1.92 times
1685
893.41
1685/893.41
=1.88 times
73
RCMP 360/1.96
=183.67 days
360/1.92
=187.5 days
360/1.88
=191.48 days
b) Work-In-Progress Conversion Period:
Years 2009-10 2010-11 2011-12
Cost of Production
Avg.Work in progress
2061.73
152.55
2061.73/152.55
=13.51 times
2310.03
119.93
2310.03/119.93
=19.26 times
1248.82
148.35
1248.82/148.35
=8.41 times
WIPCP 360/13.51
=42.80 days
360/19.26
=18.69 days
360/8.41
=26.64 days
c) Finished Goods Conversion Period:
74
Years 2009-10 2010-11 2011-12
Sales
Closing stock
6038
325.66
6038/325.66
=18.54 times
6400
346.22
6400/346.22
=18.48 times
7739
321.33
7739/321.33
=24.08 times
FGCP 360/18.54
=19.41 days
360/18.48
=19.48 days
360/24.08
=14.95 days
B) Debtors Conversion:
C)
Payables Conversion:
75
Years 2009-10 2010-11 2011-12
Sales
Closing debtors
6038
1170.14
6038/1170.14
=5.16 times
6400
1007.38
6400/1007.38
=6.35 times
7739
1120.41
7739/1120.41
=6.90 times
DCP 360/5.16
=69.76 days
360/6.35
=56.69 days
360/6.90
=52.17 days
Years 2009-10 2010-11 2011-12
Purchases
Closing creditors
1378.63
413.69
1378.63/413.69
=3.33 times
1390.10
523.95
1390.10/1007.38
=2.65 times
1685
500.88
1685/500.88
=3.36 times
PCP 360/3.33
=108.10 days
360/2.65
=135.8 days
360/3.36
=107.14 days
Operating Cycle:
Gross Operating Cycle (GOC):
Years 2009-10 2010-11 2011-12
RCMP+WIPCP+FGCP+DCP 299.48 days 282.36 days 301.40 days
Net Operating Cycle (NOC):
Years 2009-10 2010-11 2011-12
GOC-PCP
299.48-108.10
=191.38 days
282.36-135.80
=146.56 days
301.40-
107.14
=194.26 days
Analysis:
The operating cycle of the firm is disturbed, as it is continuously increasing which is not
good for the company.
The company policy had a significant change for the year with regard to inventory as it
had increased continuously but this policy has a cost to the company in the presence of a
significant decrease in payables deferral period, will have to negotiate higher working
capital funds.
Company has tighten its steps towards the credit policy which signifies that in the
current year company is proving itself more efficient but other side it as well shows a
decline in the market share of the company.
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The company had reduced down its payables deferral period significantly which
strengthens its creditworthiness in the market and helps the company in getting the loans
on liberal terms. This represents the efficiency of the management.
One can have a vastly different working capital outlay while performing the same activity.
Having a large amount invested in stocks and debtors does not necessarily mean large
profits, but it can mean a drop in the prime calculation that every businessman is interested
in the return on investment. The object of working capital management is to trim down on
stocks and debtors and get the cash coming faster within the comfort zone of the business. In
the normal periods of business activity, cash that had completed the working capital cycle
would be reinvested in stock and the whole process would begin again.
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Analysis of Asset Percentage:
Table 28: Table showing analysis of asset percentage
HERO MOTORS Years
Particulars 2009-10 2010-11 2011-12
Current asset 2258 2099 2650.04
Total asset 5946.26 6266.87 6843.25
Percentage of current assets over
fixed assets
37.02% 29.99% 35.49%
Current ratios 2.60 2.17 2.43
Figure 24: Percentage of Current Asset to Fixed Asset
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ANALYSIS From the above calculation it can be analyzed that company is following
an adequate policy of working capital from last 2 years. When we give a thought to the
current ratio of last three years we can very easily depict that its current ratio is more than
the standard one i.e. of 2:1. This type of approach also gives the adverse impact on the
liquidity of the company.
Analysis of Change in Working Capital:
Table 29: Table showing analysis of working capital
HERO MOTORS For the year ended Mn/Rs.
Particulars 2009-10 2010-11 2011-12
Current asset 2258 2099 2650.04
Current Liabilities 1052.03 1199.28 1351.91
Net Working Capital 1205.97 899.72 1298.13
Figure 25: Net working Capital
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Analysis:As we can see from the above table and graph that company’s Net Working
Capital has been showing variation in its trend as from last two years working capital is
showing positive trend in increasing order.
The above situation shows that company management is efficient in management of
working capital.
Making the comparison of current assets and current liabilities in 2010 & 2011 current
liabilities are less than current assets which leads the working capital in positive range
which is good for the company.
Analysis of Current Assets:
Table 30: Table showing analysis of current assets
HERO MOTORS For the year ended Mn/Rs.
Particulars 2009-10 2010-11 2011-12
Debtors 1167.56 1007.38 1120.38
Inventory 814.19 857.25 929.57
Cash & Bank balance 46.32 17.59 334.66
Loans & Advances 229.93 217.53 265.40
Total 2258 2099.75 2650.01
Analysis:
Composition of all parts seems to be distributing but almost each component is showing
increasing trend which has both kind of influence for the financial performance of the
company so company need to manage these components very carefully.
Inventory is showing an increasing trend that is the signal of danger for company’s
profitability and these are not giving any return by locking up working capital.
Suggestions:80
First and foremost suggestion for the company is that, it should look into the idle funds,
which are engaged in inventory. Company should withdraw money from this locked up
working capital and invest it in some other assets.
Analysis of Current Liabilities:
Table 26: Table showing analysis of current liabilities
Particulars 2009-10 2010-11 2011-12
Sundry Creditors 413.69 523.95 500.83
Advances from customers 14.76 10.27 16.12
Other provisions 208.57 249.56 292.93
Other Current liabilities 415.01 415.50 542.03
Total 1052.03 1199.28 1351.91
Analysis:
As we can see from the graph and table that major portion of current liabilities are with
sundry creditors and every year it keeps on increasing.
As the company obligations are increased so company need to put certain measure to
control current liabilities.
By looking the three years position of company in current assets and current liabilities it
can be seen that current liabilities are increasing over current assets so within the time
company need to manage its liability portion and need to make safer decisions.
Due to the huge amount of current liabilities company has to lock up its funds in current
assets. Therefore, it should reduce its current liabilities by paying them off so that
regular cash outflow of cash get restricted and outflow gets converted into inflow to
increase in profitability of the firm.
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One suggestion that could be made to the company is that, it should pay off its creditors
by withdrawing some cash from its debtors, which is idle at this point of time and some
amount from its inventory.
STATEMENT OF CHANGE IN WORKING CAPITAL
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Table 33: Table showing statement of change in working capital
HERO MOTORS Years
Particulars 2009-10 2010-11 2011-12
Total Current assets (A) 2258 2099 2650.04
Total Current Liabilities (B) 1052.03 1199.28 1351.91
Working Capital Shortfall (A-B) 1205.97 899.72 1298.13
Analysis:
A statement of changes in working capital helps us in locating where these changes took
place. Since working capital is measured by subtracting current liabilities from current
assets. Any increase in current asset and any decrease in current liabilities show an increase
in working capital similarly, a decrease in current assets and an increase in current liabilities
represent a decrease in working capital.
This table shows the changes in net working capital of HERO MOTORS. A wise financial
policy of a firm requires that long-term funds be used to finance Fixed Assets and short term
funds are used to finance Current Assets. The statement of changes in working capital shows
that there was a tremendous continuous increase in current liabilities. It is clear that our
debtors are increasing in the previous year so it implies that company is losing the interest
on the working capital locked into it. There is a decrease in working capital mainly because
of the locking of working capital funds in inventories and receivables and due to the increase
in the liabilities.
ESTIMATING WORKING CAPITAL NEEDS
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The most appropriate method of calculating the working capital needs of a firm is the
concept of operating cycle. However, a number of other methods may be used to determine
working capital needs in practice. We shall illustrate here three approaches, which have
been successfully applied in practice:
Current assets holding period: To estimate working capital requirements on the basis
of average holding period of current assets and relating them to costs based on the
company’s experience in the previous years. This method is essentially based on the
operating cycle concept.
Ratio of sales: To estimate working capital requirements as a ratio of sales on the
assumption that current assets change with sales.
Ratio of fixed investment: To estimate working capital requirements as a percentage of
fixed investment.
Estimating Optimal Need of Working Capital
a) Raw material consumed per month:
= 1685/12 =140.40 Mn/Rs.
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b) Work in progress:
Raw material per month + (Cost of Production /2)
= ---------------------------------------------------------
12
140.40 + (1248.82/ 2)
= ----------------------------- = 140.40 + 624.41= 764.81 Mn/Rs.
c) Finished Goods:
321.33
Total cost per month = --------------- = 26.77 Mn/Rs.
12
d) Total Inventory Needs:
= 140.40 + 764.81 + 26.77 = 931.98 Mn/Rs.
e) Debtors:
7739
Sales per month = ----------------- = 644.91 Mn/Rs.
12
f) Operating Cash:
624.41
Total cost per month = ------------------ =52.03 Mn/Rs.
12
Therefore, Total Working Capital Required
= 931.98 + 644.91 + 52.03
= 1628.92 Mn/Rs.
The first method gives details of the working capital items. This approach is subject to error
if markets are seasonal.
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A number of factors will govern the choice of methods of estimating working capital.
Factors such as seasonal variations in operations, accuracy of sales forecasts, investment
cost and variability in sales price would generally be considered. The production cycle and
credit and collection policy of the firm would have an impact on working capital
requirements. Therefore, they should be given due weightage in projecting working capital
requirements.
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TREND ANALYSIS FOR WORKING CAPITAL MANAGEMENT
Trend analysis is comparative analysis of company’s ratios over time. It tries to predict the
future movement based on past data. Trend analysis is based on idea what is happened in
past and given the idea what would happen in past. In trend analysis, industry ratios are
compared over time, typically years. Year-to-year comparisons can highlight trends and
point up the need for action. Trend analysis works best with five years of ratios.
"With the past, we can see trajectories into the future - both catastrophic and creative
projections."
The Trend Analysis module allows plotting aggregated response data over time. This is
especially valuable on the basis of five-year data and a result of long survey.
The following data points can be measured (Y-Axis)
1. Mean and Mean Percentile
2. Standard Deviation and Variance
3. Ratio
The "Time Factor" (X-Axis) can have the following granularity
1. Daily
2. Weekly
3. Monthly
4. Quarterly (Jan-Mar, Apr-Jun, Jul-Sept, Oct-Dec)
5. Yearly
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Projection of Ratios through Trend Analysis
Figure 26: Current Ratio Trend
Figure 27: Cash Ratio Trend
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Figure 28: Total Asset Turnover Trend
Figure 29: Current Asset Turnover Trend
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Figure 30: Working Capital Turnover Trend
Figure 31: Debtor Turnover Trend
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Figure 32: Creditor Turnover Trend
Figure 33: Inventory Turnover Trend
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Analysis on the basis of Trend:
Trend of current ratio put a picture of company that company is not having short term
fund in hand to meet short term debt hence it put a threat in meeting current obligations.
Cash Ratio trend shows that company is having high amount of cash for paying current
liability which can influence the financial position of company in upcoming period.
Total asset turnover implies the asset base of company and this projection is in favour of
the company that shows efficacy of company in handling asset.
Current asset turnover trend of company is decreasing which shows inefficiency in
handing assets.
Working capital is decreasing over the period that can lead company to face liquidity
crunch & shows inefficiency in use of working capital. It needs to analyze the root cause
of the same to take required corrective action.
Debtor’s turnover trend is showing an increase in future that signifies that there is
shorter time period in sales and collecting cash.
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As the Creditor’s turnover ratio trend is decreasing which shows that payments of
company are prompt and do not keep its obligation for long time.
Inventory is showing good position in hand of company but still company need to keep a
check over it as inventory is influenced by seasonal fluctuations and market conditions.
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CURRENT ASSET FINANCING
Process of working capital financing:
1) Predictions are made based on sales.
2) Company has Credit Monitoring Arrangement (CMA) with banks. Accordingly
Forms are prepared and sent to consortium of banks for approval.
a. Form I contains information about Current Assets, this Form I should be sent
one week before beginning of Quarter.
b. Form II contains details about operations; this Form II should be sent six
weeks from entering the Quarter.
3) Accordingly margins are decided. The company itself should meet margin amount.
E.g. Inventory – 25%, Receivables – 35%. Normally margins are 25-35%.
4) Advances are received.
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CHAPTER 4
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FINDING & SUGGESTIONS
Findings:
The study conducted on working capital management of HERO MOTORS LTD. shows the
evaluation of management performance in this context. Major findings and suggestions
thereon are narrated as under:
1. As current ratio is showing an increasing trend year on year, which implies that
current asset, are more compared to current liabilities.
2. High current assets turnover ratio is more judicious and shows efficiency of
management and proper utilization of the assets.
3. HERO MOTORS LTD. has not a sufficient amount of working capital during the past
two years. As company is showing decreasing trend of working capital, which shows
that company, kept its obligation for long time and less cash in hand to pay off its
obligations.
4. Current ratio (2.43:1) and quick ratio (1.57:1) of the year 2011-12 are little bit more
than that of the ideal figures i.e. ideal current ratio is 2:1 while quick ratio is 1:1.
5. Inventory turnover ratio depicts the increasing trend which indicates the faster sale of
inventory which is good for the company.
6. Debtors Turnover ratio reveals an increasing trend during the period of study and
average collection period came down from 69 to 52 days which shows that company
is having specific policy for debtors’ management.
7. The operating cycle of the firm is disturbed, as it is continuously increasing which is
not good for the company.
8. The optimum need for working capital on an average basis company roughly will
require more than 1628.92 Mn/Rs. as its working capital.
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Suggestions: Keeping in view of detailed analysis for the 3 years of study and findings
mentioned in above paragraphs, the following suggestions shall be helpful in increasing the
efficiency in working capital management.
1. In case of inventory management ABC analysis, FSN technique, VED technique
should be adopted to increase the efficiency of inventory management. Further a
inventory monitoring system should be introduced to avoid holding of excess
inventory.
2. It is suggested to maintain a favorable current and quick ratios which shows a lesser
than ideal figures. It can be done either through increasing current assets or
decreasing liabilities.
3. With the help of proper inventory management systems, like demand-based
management, etc. the company can reduce the need for working capital and
inventories can be financed through accounts payable.
4. The company should try and maintain an optimum level of working capital in order
to improve upon the workings of the company.
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CHAPTER 5
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REFERENCES
Annual reports of Shriram Pistons and Rings Ltd.
Khan M.Y, Financial Management.
Financial accounting, Weygandt, Keiso, kimmel .
Fundamental of financial management D. chandra Bose
Financial management, Paresh Shah
Financial Management , Khan & Jain - 2011 Edition
www.hero motor [email protected]
www.google.com
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GLOSSARY
ABC Analysis: An approach of inventory management, which classifies inventories
according to their monetary values. Inventory items are thus categorized as (i) A- items:
high value items for which careful management is needed; (ii) B-items: moderate value
items for which rules of thumb such as past inventory turnover are adequate
management techniques, and (iii) C-items: low value items which can be maintained at a
flat minimum amount.
Accrued Liability: - Also known as outstanding liabilities or expenses. For example,
accrued wages, accrued rent, accrued taxes and accrued interest and so on. They
typically represent obligations for certain services for which payments are yet to be
made and are indirect sources of financing.
Ageing Schedule: It is a tabular classification of receivables which showing the length
of time which the account has been outstanding.
An Aggressive Policy: It resorts to short-term liabilities to finance temporary and also
part or the entire permanent current assets requirement.
Average Collection Period: Accounts receivables / (annual credit sales/360).A ratio
that express how rapidly the firm is collecting its credit accounts.
Balanced Policy: This policy is that balances the trade-off between risk and profitability
in a manner consistent with its attitude towards bearing risk.
Bills Payable: Bills Payable is a current liability and arises when the bills written by
creditors are accepted by the firm.
Capital Cost: The cost of the use of additional capital to support credit sales, which
alternatively could be profitably employed elsewhere is, therefore a part of the cost of
extending credit or receivables and are called capital costs.
Carrying Costs: These costs arise due to the storing of inventory and expenses made in
raising funds to finance the acquisition of inventory.
Cash Budget: It is statement of the expected cash flows for a firm over a specified
period of time.
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Cash Cycle: This is length of the time between the purchase of raw materials and
collection of receivables in the sale of the final product.
Cash Discount: A percent reduction in sales or purchase price allowed for early
payment of invoices. It is an incentive for credit customers to pay invoices in a timely
fashion.
Collection Cost: These costs are administrative costs or legal costs incurred in
collecting the receivables from the customers to whom credit sales have been made.
Conservative Policy: A conservative policy ignores the distinction between temporary
and permanent current assets, by financing almost all assets investments with long term
capital.
Consumer Credit: Credit granted to an individual is referred to as consumer credit.
Credit Period: It is total length of time period over which credit is extended to a
customer to pay bill.
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