aswini simha-working capital mgmt.1
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Working Capital Management & Profitability Analysis of Kennametal Widia India________________________________________________________________
M. P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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A Study ofWorking Capital Management
& Profitability Analysisof Kennametal Widia India
A Dissertation submitted in partial fulfillment of the requirement for theaward of M.B.A Degree of Bangalore University
By
Ashwini Simha
Reg.No. 02XQCM6011
Under the Guidance of
Prof Sadhu Handa
M.P.Birla Institute of ManagementAssociate Bharatiya Vidya Bhavan#43, Race Course Road
Bangalore 560001
October 2004
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DECLARATION
I hereby declare that this project work embodied in this dissertation
entitled A Study of Working Capital Management & Profitability
Analysis Of Kennametal Widia India has been carried out by me
under the guidance and supervision of Prof.Sadhu Handa, M.P.B.I.M
Bangalore.
I also declare that this dissertation has not been submitted to any
University/Institution for the award of any Degree/Diploma.
Place: Bangalore (ASHWINI SIMHA)
Date: 13th
September 2004
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CERTIFICATE
I hereby certify that the project work embodied in this dissertation
entitled A Study of Working Capital Management & Profitability
Analysis of Kennametal Widia India has been undertaken and
completed by Ms.Ashwini Simha under my guidance and supervision.
I also certify that she has fulfilled all the requirements under the covenant governing thesubmission of dissertation to the Bangalore University for the award of M.B.A Degree.
Place: Bangalore (Professor Sadhu Handa)
Date: M.P.B.I.M
Bangalore 560001
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CERTIFICATE
This is to certify that the project work embodied in this dissertation entitledA Study of Working Capital Management & Profitability Analysis ofKennametal Widia India has been carried out by Miss. Ashwini Simha underthe guidance of Prof. Sadhu Handa, Faculty, M.P.B.I.M Bangalore
Place: Bangalore (Dr. N.S. Malavalli)
Date: PRINCIPAL
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ACKNOWLEDGEMENT
I take this opportunity to thank Dr N.S.Mallavalli, Principal, M.P.BirlaInstitute of Management for having given this opportunity to conductthis dissertation. I would like to express my deep sense of gratitude tomy guide Prof.Sadhu Handa for providing me with sufficientinteraction, and information and for guiding me during the course ofmy dissertation.
I hereby extend my sincere thanks Mr.Selvarajan and Mr.Varadaraj,
Kennametal Widia India for their valuable inputs.
I would like to thank all the personnel of Kennametal Widia India for
their cooperation and for providing the relevant data required.
Last but not the least; I would also like to thank my family and friends
for their support and encouragement throughout the project.
Ashwini Simha
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CONTENTS
EXECUTIVE SUMMARY 1
1 INTRODUCTION1.1 BACKGROUND OF THE STUDY 31.2 STATEMENT OF THE PROBLEM 41.3 NEED & SIGNIFICANCE OF THE STUDY 51.4 OBJECTIVES OF THE STUDY 9
2 COMPANY PROFILE 102.1 VISION 122.2 MISSION 122.3 PRODUCT RANGE 13
3 REVIEW OF LITERATURE3.1 PURPOSE OF LITERATURE REVIEW 163.2 METHODOLOGY OF LITERATURE REVIEW 163.3 CONCLUSIONS 17
4 RESEARCH METHDOLOGY4.1 TYPE OF RESEARCH 184.2 INSTRUMENTATION TECHNIQUES 184.3 ACTUAL DATA COLLECTION 194.4 TOOLS FOR ANALYSIS OF DATA 194.5 OTHER SOFTWARE USED FOR DATA ANALYSIS 194.6 LIMITATIONS OF THE STUDY 20
5 PRESENTATION, ANALYSIS & INTERPRETATION OF DATA5.1 GENERAL INDICATORS 215.2 LIQUIDITY ANALYSIS 295.3 ACTIVITY RATIOS 325.4 LEVERAGE RATIOS 405.5 PROFITABILITY RATIOS 455.6 INVENTORY MANAGEMENT 565.7 ACCOUNTS RECEIVABLE MANAGEMENT 60
6 SUMMARY AND CONCLUSION6.1 CONCLUSIONS FROM STUDY 706.2 SUGGESTIONS FOR FURTHER RESEARCH 74
7 SUPPLEMENTARY PAGES 757.1 BIBLIOGRAPHY7.2 ANNEXURE
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LIST OF TABLES AND GRAPHS
5.1.1: COMPONENTS OF CURRENT ASSETS
5.1.2: COMPONENTS OF CURRENT LIABILITIES
5.1.3: NET WORKING CAPITAL
5.1.4: OPERATING CYCLE
5.2.1: CURRENT RATIO
5.2.2: QUICK RATIO
5.3.1: WORKING CAPITAL TURNOVER RATIO
5.3.2: DEBTOR TURNOVER RATIO
5.3.3: CREDITORS TURNOVER RATIO
5.3.4: CURRENT ASSETS TURNOVER RATIO
5.3.5: FIXED ASSETS TURNOVER RATIO
5.4.1: DEBT EQUITY RATIO
5.4.2: DEBT TO CAPITAL EMPLOYED
5.4.3: INTEREST COVERAGE RATIO
5.4.1: OPERATING PROFIT MARGIN RATIO
5.4.2: COST STRUCTURE
5.4.3: COST STRUCTURE EXPRESSED AS A PERCENTAGE OF SALES5.4.4: RETURN ON INVESTMENT5.4.5: ECONOMIC VALUE ADDED5.4.5: RETURN ON CAPITAL EMPLOYED (ROCE)5.5.1:COMPONENTS OF INVENTORY5.5.2:INVENTORY TURNOVER RATIO5.6.1:TREND IN RECEIVABLE & PAYABLE PERIOD
5.1:CONSOLIDATED STATEMENT SHOWING CA, CL & WC OF
KENNAMETAL WIDIA INDIA
5.2: TREND ANALYSIS OF CA, CL & WC AT KENNAMETAL WIDIA INDIA
5.3:COMMON SIZE STATEMENT OF CA & CL
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EXECUTIVE SUMMARY
The research is conducted as the case study of KENNAMETAL-WIDIA INDIA
LIMITED. Kennametal Widia India is engaged in the manufacture of a wide range
of tungsten carbide products and is a forerunner in the field of hard metal
technology. The industry scenario is such that it has a long selling cycle, and
Kennametal Widia is no exception. Hence it has a continuously increasing
turnover. Kennametal Widia belongs to an industry where the operating cycle is
long and the working capital requirements are high. In such a scenario it dwells
upon the management of the company to play according to the dynamics of theindustry in such a way that it leads to an advantage to the company. The
management should workout the optimal level of working capital, which gives an
ideal trade-off between liquidity and profitability. Hence this study is conducted
with an objective to analyze the various components of current assets and
liabilities, the extent of funds tied up in each, the trend changes, the efficiency
with which each component is managed and the overall efficiency of working
capital management and its impact on profitability. The study has also tried to
find a relation between working capital and economic value added during the
period of study.
At Kennametal Widia, the working capital management has shown a dramatic
improvement in the period of study. The management has realized the
importance of liquidity and cash balances as the real goals of the business.
Towards this end, serious measures have been initiated to bring down the
working capital by 37% within a span of two years. Better inventory management,adopting a pullpush strategy to bring the manufacturing in tune with the
marketing requirement etc are few of the strategies that the company has
adopted. It is learnt that by the various corrective actions initiated by the
company, the performance in the current year is back to track with operating
margin of 15%.
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During the period of study the company has had a change in management, which
has seen dramatic changes in the handling of working capital and the overall
outlook of the company. The study shows that the company is gradually moving
from a conservative working capital management policy to an aggressive policy.The synergy created by the takeover will be reflected in the companys
performance in the coming years.
To conclude, a healthy working capital position is the sine-qua-non of a
successful business. The short-term solvency of the firm depends upon proper
and efficient management of working capital. Efficient working capital
management will not only increase the profitability of the firm but also in the long
run create value to the stakeholders of the firm.
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CHAPTER 1: INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Importance of the working capital
The developing economies are generally faced with the problem of inefficient
utilization of resources available to them. Capital is the scarcest productive
resource in such economies and proper utilization of these resources promotes
the rate of growth, cuts down the cost of production and above all improves the
efficiency of the productive system. Fixed capital and working capital are the
dominant contributors to the total capital of the developing country. Fixed capital
investment generates production capacity whereas working capital makes the
utilization of that capacity possible. Thus the study of working capital behavior
occupies an important place in financial management. Working capital has
acquired a great significance and sound position for the twin objects of
"Profitability and Liquidity".
WORKING CAPITAL -- THE FLESH AND BLOOD OF BUSINESS
Every business needs funds for two purposes - for its establishment and to carry
out day-to-day operations. Accordingly, funds needed for a business can be
broadly classified under:
Fixed capital (long term needs)
Working capital (short-term needs)
Fixed capital forms the skeleton of any business; working capital is its flesh and
blood.
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Long-term funds are required to create production facilities through purchase of
fixed assets such as plant, machinery, land, building, furniture etc. Investment in
these assets represent a part of the firms capital that is blocked more or less on
a permanent or fixed basis and hence is called fixed capital.
Funds are also required for short-term purposes like purchase of raw materials,
payment of wages, salaries and other expenses. These funds are known as
working capital. Working capital is what makes a company work. It is impossible
to carry on any business only with fixed assets; working capital is a must.Inadequacy of working capital takes any business to death.
1.2 STATEMENT OF THE PROBLEM
Kennametal Widia India is engaged in the manufacture of a wide range of
tungsten carbide products and is a forerunner in the field of hard metal
technology. Since the industry scenario is such that it has a long selling cycle,Kennametal Widia is no exception. Hence it has a continuously increasing
turnover. In a manufacturing engineering industry to which Kennametal Widia
belongs the operating cycle is long and the working capital requirements are
high. In such a scenario it dwells upon the management of the company to play
CURRENT
ASSETS
FIXED
ASSETS
SHORT TERMCAPITAL
LONG TERMCAPITAL
LONG TERM
CAPITAL
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according to the dynamics of the industry in such a way that it leads to an
advantage to the company. The management should workout the optimal level of
working capital, which gives an ideal trade-off between risk, return and
profitability. The short-term solvency of the firm depends upon propermanagement of working capital. This study is conducted to analyze the
efficiency of working capital management and its impact profitability at
Kennametal Widia India.
1.3 NEED & SIGNIFICANCE OF THE STUDY
The management of assets in any organization is an essential part of overall
management. The enterprises, at the time of formation attaches great importance
to fixed assets management, as a part of investment decision-making. However,
in the overall day-to-day financial management, after the initial investment, the
management gives more importance to managing working capital. If we look at
any financial statement it will be evident that the investment in fixed assets
remain more or less static but the working capital is constantly changing.
A healthy working capital position is the sine-qua-non of a successful
business. This is reflected in adequate inventories, lowest level of debtors,
minimum utilization of bank facilities for working capital, etc. thus the
study of working capital management occupies an important place in
financial management.
Effective management of working capital compels finance managers to seek
interdepartmental coordination for inventories (purchase, supply planning,manufacturing, marketing, logistics), debtors (marketing), creditors (purchase
and manufacturing), cash (finance and other managers). The time lag between
the purchase of raw materials and the realization of cash from debtors forces the
company to find money to finance its operations during that period.
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Working capital management has dual objectives, which are likely to pull in
opposite directionsliquidity and profitability.
The management has to strike a delicate balance between the two objectives of
liquidity and profitability. Working capital should be maintained at a satisfactory
level, neither inadequate nor excessive. Current assets should be sufficiently in
excess of current liabilities to constitute a margin or buffer for maturing the
obligations within the operating cycle of business.
An inadequacy of working capital may lead the firm to insolvency and excessive
of working capital take the cost of profitability. Short-term creditors wish the
company to have more current assets than current liabilities. It is conventional
rule to maintain the level of current assets at twice the level of current liabilities.
The level of working capital should be judiciously determined because any
shortage in working capital apart from threats of solvency leads to deprivation of
opportunities of earnings that are open to an enterprise. On the other hand
excessive availability of working capital leads to higher cost of operation in terms
of financing cost. Different strategies have to be employed for inventorymanagement, credit management and cash management to maintain a balance
between the twin objectives of working capital management.
The nature and size of business, the length of the manufacturing cycle and
marketing conditions would be largely influencing the working capital needs of
the concern. A hotel industry where materials are procured on credit and the
finished goods are sold in cash would require a low level of working capital
whereas an engineering industry under a competitive atmosphere would require
a higher level of working capital. A concern, manufacturing a consumer non-
durable products, having very short manufacturing cycle, would need a lower
working capital than a concern manufacturing consumer durable products,
requiring longer manufacturing cycle. The product line, whether having a
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monopoly or facing competition, extent of distribution networks, credit policy of
the industry, seasonality or otherwise of a product also leads to substantial
changes in the need for working capital. Apart from these, the managements
planned extent of growth due to vast unexplored market etc also largely influencethe requirement of working capital.
There is generally an impression that the entire need for working capital is purely
short-term. But, in fact, there are two clearly distinct elements:
Long- term Working Capital: This represents the amount of funds needed to
keep a company running in order to satisfy demand at its lowest point. The value,
which represents the long-term working capital, stays with the business process
all the time. It is for all practical purposes as permanent as fixed assets. In other
words, it consists of the minimum currents assets to be maintained at all times.
The size of the permanent working capital varies directly with the size of the firm.
Short-term Working Capital: This varies directly with the level of activity
achieved by a company. The volume of operations decides the quantum of short-
term working capital. It also changes from one form to another; from cash toinventory to debtors back to cash. Temporary working capital should be obtained
from sources, which will allow its return when it is not in use.
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GROSS
Work
Working capital management deals with the most dynamic field in finance, which
needs constant interaction between finance and other functional managers. The
finance manager acting alone cannot improve a companys working capital
situation. The ultimate long-term solution for a difficult working capital does not lie
with the banks; rather, it lies with the manufacturing, marketing and finance
activities.
Manufacturing has an important role to play in operating with minimum
inventories; the purchase department should be able to obtain the best possibleterms from suppliers. The marketing department should negotiate with customers
for the best terms. The finance manager should be able to coordinate and
achieve optimal utilization of operating funds at the lowest interest cost. Thus,
working capital management has come to be known as the cash triangle.
KINDS OF WORKINGCAPITAL
ON THE BASISOF CONCEPTS
ON THE BASISOF TIME
GROSSWORKINGCAPITAL
NET WORKINGCAPITAL
FIXED WORKINGCAPITAL
SPECIALWORKINGCAPITAL
SEASONALWORKINGCAPITAL
RESERVEWORKINGCAPITAL
REGULARWORKINGCAPITAL
TEMPORARYWORKINGCAPITAL
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MARKETING FINANCE
(CREDIT) (CASH FLOWS)
FLOWS)
MANUFACTURING (INVENTORY)
Fig. The Cash Triangle
Due to the factors mentioned above the management of working capital becomes
one of the most significant jobs of the finance manger. In this project the various
components of current assets and liabilities, the extent of funds tied up in each,
the trend of changes in funds tied up with each component, the efficiency with
each component are managed and overall efficiency of working capital
management and its impact on profitability is studied.
1.4 OBJECTIVE OF THE STUDY:
The objective of the project is to study
The different components of current assets and liabilities and the extent
of funds tied up in each
The trend of changes of each component
To find out the relationship between working capital and profitability
To find out the impact of Working Capital on Economic Value Addition to
the stake holder
CASH
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CHAPTER 2: COMPANY PROFILE
2.1 BACK GROUND
The success story WIDIA began more than 70 years ago. It was 1926, that
WIDIA came to be known world over. The Krupp group of industries West
Germany, developed tungsten carbide commercially for the first time in the
world. The substance was found to be as hard as diamond and could even
substitute it in many applications. So the name Widia was coined from WIE
DIAMANT-German for like diamond.
The Bangalore division went on stream in 1967 and has grown by leaps and
bounds since then. From a Rs 7.1 lakhs turnover at inception, the company has
notched up an impressive Rs 216 crores in 2001. With the active involvement of
the employees and executives Widia is sure that the company will grow to
greater heights and continue to be the market leader despite tough competition,
both domestic and global.
WIDIA (INDIA), where German precision, Indian excellence and American
management principles join hands to create a formidable force in the Indian
industry. A force that asserts itself as the largest subsidiary of WIDIA GmbH,
wholly owned by Milacron Inc., USA.
At the helm of affairs at WIDIA (INDIA) and based in Bangalore, is a fleet of the
best engineers and metallurgists working in unison, uncompromising in anendeavour to bring out the best to help their customers enhance productivity and
cut down production costs. A full fledged R & D center works in constant pursuit
to offer the right tooling solution for every individual machining application,
however complex it may be.
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Today WIDIA has almost become a generic name, synonymous with tungsten
carbide the world over and has been making significant contribution towards the
growth of core sectors of Indian industries such as Automobiles, HeavyEngineering, Railways, Power Generation, Aviation and Mining. The product
range of WIDIA encompasses more than 20,000 products covering Metal
Cutting, Metal Forming and Mining. Keeping pace with modernization and
emerging technological trends new products are aggressively introduced. WIDIA
INDIA decided in 1984 to manufacture Machine Tools including CNC machines.
The Machine Tool division - WIDMA was thus formed specializing in the design
of Special Purpose Machines, to suit specific requirements of customers.
WIDIA was acquired in 2002 by Kennametal of United States of America
who are No.1 in USA. Thus WIDIA INDIA enjoys the multifaceted expertise
of Kennametal.
Today KENNAMETAL WIDIA INDIA is:
A customer driven company.
An ISO 9001 certified company. A market leader in the country with a wide range of products.
A company with a turn over of over Rs.210/-crores.
A company with a share capital of Rs. 21,97,82,400/-.
Having a strong customer base and is the market leader in India.
It has
A dedicated team of people.
Leadership in export of carbide tools.
Specialization in carbides, ceramics and SPMs.
Institutionalized R & D.
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KENNAMETAL WIDIA INDIA is a FERA company with 77% of the share holding
being owned by Meturit AG, which is fully owned by Kennametal Inc., USA.
Public holds 23%. The board of directors consists of 7 Directors at present, ofwhom two are whole time Directors viz. Managing Director & CEO Executive
Director- Finance & Administration.
2.2VISION STATEMENT OF KENNAMETAL WIDIA INDIA
To achieve profitable growth of more than 10% per year and to maintain marketleadership
2.3 MISSION OF KENNAMETAL WIDIA INDIA
Be responsive to customer needs and develop, manufacture and supply
high tech. quality products and services to enhance their productivity and
reduce costs
Train, motivate and provide a growth oriented environment to employees
and encourage team work, mutual co-operation and support team
members to achieve peak performance
Encourage innovation and creativity to stay ahead of the competition
Give necessary support to suppliers, sub-contractors and business
associates, to enable them to meet the companies requirements on a
continual basis
Be systematic and cost effective in working and ensure adequate profits to
satisfy shareholders and provide resources for continuous growth
Control pollution and environment deterioration fro improving quality of life
Meet commitments to the Government, Community and Society at large
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METAL CUTTING TOOLS:
WIDAX Tool holders
WIDAX Boring Bars and cartridgesWIDAFLEX and ROTAFLEX Tooling System
WIDA Hard metal Tips and Tipped Tools
WIDATRONIC Tool Monitoring Systems
WIDAX Milling Cutters and End mills
WIDIA Carbide Tipped Circular Saws
WIDAX BW / BW-S Drills
WIDIA Gun drills and BTA Drill Heads
WIDIA Lugged Reamers and Hole Mills
TiN / TiAIN Coated Drills
WIDAX Progroove and Twin groove Systems
WIDIA Hardmetal Inserts
WIDALON Coated Inserts
WIDIALOX Ceramic Inserts
CBN and PCD Inserts
METAL FORMING TOOLS:
WIDIA Cold Heading Dies
WIDIA Hot Forging Dies
WIDIA Extrusion Dies
WIDIA Blanking Tools
WIDIA Bar and Tube Drawing Dies
WIDIA Rolls for Wire Rod Mills
WIDIA Hardmetal Pellets and Blanks
WIDIALOX Ceramic Wear Parts
WIDIA Tungsten Copper Electrical Contacts
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MINING TOOLS:
WIDIA Tungsten Carbide Rock Roller Bits
WIDIA Milled Tooth Rock Roller Bits
Rhino Button Bits for Down the Hole Hammers
WIDIA Flat and Round Cutter Picks
WIDIA Coal Auger Drills
WIDIA Button Type Drifter Bits
WIDIAROC Integral Drill Rods and Knock on Bits
WIDIA Mining Tips and Wear parts
WELDUR and WIDIAROC Hard Facing Alloys
SPECIAL PURPOSE MACHINES:
WIDMA Deep Hole Drilling Machines
WIDMA Deep Hole Drilling, Boring, Skiving and Roller Burnishing
Machine
WIDMA 6 Axis and 4 Axis CNC Tool and cutter Grinder
WIDMA CNC Hob Grinding Machine
WIDMA CNC Valve Seat Generating and Valve Guide ReamingMachine
WIDMA CNC Cylinder Block Boring Machine
WIDMA Fine Boring Machine
WIDALASER Laser Marking Machine
WIDAFELS Work Handling System
What makes KENNAMETAL WIDIA different from the competitors? The special
KENNAMETAL WIDIA touch a feeling for the customers needs and the
prompt, appropriate response to them. A large percentage of KENNAMETAL
WIDIAs products are in fact Specials which have been tailor-made to suit
specific requirements of customers.
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3.3 CONCLUSION
The review of the literature provided a solid guideline to conduct the study. It
provided the secondary data required and the adequate guideline for the nature
of the primary data.
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CHAPTER 4: METHODOLOGY
4.1 TYPE OF RESEARCH
This project A Study on Working Capital Management & Profitability
Analysis of Kennametal Widia India is considered as an analytical research.
Analytical Research is defined as the research in which, researcher has to use
facts or information already available, and analyze these to make a critical
evaluation of the facts, figures, data or material.
The project includes finding of primary data and secondary data. It includes
surveys and fact-finding enquiries. So, the project basically covers description of
state of affairs, as it exists at present. Here in this case, the researcher does not
have control over the variables. Here, the job done as a researcher is to use the
facts and information already available. The research is done with the aid of the
annual reports, the company database textbooks and the observation and
interaction being the only source of primary data whatever is used. The same set
of information is analyzed to make the critical evaluation of the material.
With the given nature of research this is an analytical type of research wherein
the analysis of the existing set of affairs are used to arrive the effect of working
capital management on the return and profitability of the company.
4.2 INSTRUMENTATION TECHNIQUES
The techniques used for the collections of the financial statements, data and
other information as follows. The primary data were collected by interaction and
observation. The secondary data were collected from the published annual
reports, budgeted manuals and the audited balance sheet and profit and loss
account, database of the company.
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4.3 ACTUAL COLLECTION OF DATA
The project makes use of both the primary as well as secondary data.
Primary data were collected by observation and interaction. In the course of time,
the finance manager and his executives, the purchase manager and his
executives and the store manager and his executives provided very appreciable
co-operation during the interaction.
As for the secondary data, the various published materials were used along with
the database. The annual reports, fact-sheets, budgeted manuals and the
audited balance sheet and profit and loss account, accounting and financial
database of the company.
4.4 TOOLS USED FOR ANALYSIS OF DATA
The data were analyzed using the following financial tools and techniques
Ratio analysis
Common size statements Statement of changes in working capital
4.5 OTHER SOFTWARE USED FOR DATA ANALYSIS
The application software used for the typing of data, analysis of data, and
presentations of different charts, tables, graphs etc is Microsoft Word and Excel.
MS Excel made a very handy tool for the analysis of the data. It was rigorously
made use of during the calculation and comparisons among the data, graphical
and tabular presentation, calculation of various ratios, their analysis etc.
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4.6 LIMITATIONS OF THE STUDY
The analysis is limited to just three years of data study (from Jan 1, 2000to June 30, 2003) for financial analysis
The study conducted deals only with impact of working capital on
profitability without taking into consideration the risk involved
The study conducted throws light only on the impact of working capital on
a minuscule part of strategic management namely EVA.
The figures and facts claimed in the annual reports and in other forms are
taken at face value
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CHAPTER 5:PRESENTATION, ANALYSIS AND
INTERPRETATION OF DATA
5.1 GENERAL INDICATORS
COMPONENTS OF CURRENT ASSETS
Current assets means assets that will either be used up or converted into cash
within a year' s time or normal operating cycle of the business whichever is
longer. They include cash and bank balances, marketable securities, inventory of
raw materials, semi-finished and finished goods, debtors, bills receivables and
pre-paid expenses.
TABLE 5.1.1: COMPONENTS OF CURRENT ASSETS
(Rs. Crores)
PARTICULARS 2000 2001 2003
INVENTORIES 66.39 88.51 50.10
SUNDRY DEBTORS 80.87 77.53 55.30
CASH & BANK BALANCES 9.92 45.25 11.44
LOANS & ADVANCES 20.38 22.52 15.26
TOTAL CURRENTS ASSETS 177.56 233.81 132.10
INCREASE/(DECREASE) IN CA -- 56.25 (101.71)
%INCREASE/(DECREASE) IN CA -- 31.67 (43.50)
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GRAPH 5.1.1: COMPONENTS OF CURRENT ASSETS
0%
20%
40%
60%
80%
100%
%s
2000 2001 2003
YEARS
COMPONENTS OF CURRENT ASSETS
INVENTORIES SUNDRY DEBTORS
CASH & BANK BALANCES LOANS & ADVANCES
The table shows the composition of current assets in three years. There has
been an increase in current assets in the year 2001 compared to the other years.
This is due to increase in inventory level in that year. The year 2003 has seen a
sharp decrease in current assets. There is a decrease in all the components of
current assets right from inventory to loans and advances in 2003. This has led
to overall decrease in current assets by 43.5% compared to the previous year.
COMPONENTS OF CURRENT LIABILITIES
Current liabilities are those liabilities or obligations, which are expected to
mature in the next twelve months. They include short-term loans and advances,
accounts payable / sundry creditors, provision for taxation, outstanding expenses
and dividend payable.
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TABLE 5.1.2: COMPONENTS OF CURRENT LIABILITIES
(Rs. Crores)
CURRENT LIABILITIES (CL) 2000 2001 2003
SUNDRY CREDITORS 24.90 26.59 38.49
ADVANCES FROM CUSTOMERS 3.03 2.82 3.99
UNCLAIMED DIVIDENDS 0.07 0.10 0.12
OTHER LIABILITIES 18.93 48.80 4.32
PROVISIONS 6.94 2.91 7.11
TOTAL CURRENT LIABILITIES 53.87 81.22 54.00
INCREASE/(DECREASE) IN CL -- 27.35 (27.19)
%INCREASE/(DECREASE) IN CL -- 0.51 (0.33)
GRAPH 5.1.2: COMPONENTS OF CURRENT LIABILITIES
0%20%40%60%80%
100%
%s
2000 2001 2003
YEAR
COMPONENTS OF CURRENT LIABILITIES
SUNDRY CREDITORS ADVANCES FROM CUSTOMERS
UNCLAIMED DIVIDENDS OTHER LIABILITIES
PROVISIONS
The table shows the composition of current liabilities in three years. There has
been an increase in current assets in the year 2001 compared to the other years.
This is due to increase in other liabilities level in that year. The year 2003 has
seen a sharp decrease in current liabilities 33% compared to the previous year.
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NET WORKING CAPITAL
Net working capital (NWC) represents the excess of current assets over current
liabilities. The greater the amount of net working capital, the greater the liquidity
of the firm. However, the problem of net working capital as the measure of
liquidity is that the change in net working capital does not necessarily reflect the
change in liquidity of the firm.
TABLE 5.1.3: NET WORKING CAPITAL
(Rs. Crore)
PARTICULAR 2000 2001 2003
CURRENT ASSETS 177.56 233.81 132.1
CURRENT LIABILITIES 53.87 81.22 54.03
NET WORKING CAPITAL (NWC) 123.69 152.59 78.07
INCREASE/(DECREASE) IN NWC -- 28.9 (74.52)
%INCREASE/(DECREASE) IN NWC -- 23.36 (48.83)
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GRAPH 5.1.3: NET WORKING CAPITAL
0
50
100
150
200
2000 2001 2003
YEAR
NET WORKING CAPITAL (NWC)
NET WORKING CAPITAL (NWC)
The table shows that the net working capital at Widia has increased in 2001 by
23.36% compared to the previous year. There has been a decrease in NWC forthe year 2003 compared to 2001 by 48.83%. This decrease in NWC in 2003 is
due to better inventory management and focus on collections.
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OPERATING CYCLE
The operating cycle represents the time taken for cash spent on raw materials to
come back to the business in the form of cash from collection of sale proceeds.
In case of a manufacturing firm, the following are the sequence of events, which
is termed as operating cycle of the manufacturing firm.
Conversion of cash into raw materials
Conversion of raw materials in WIP
Conversion of WIP into finished goods
Conversion of finished goods into Accounts receivables
Conversion of accounts receivables into cash
The term cash or operating cycle contains the length of time necessary to
complete the following cycle events:
Conversion of cash into inventory
Conversion of inventory into receivableConversion of receivable into cash
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Fig: Operating Cycle
TABLE 5.1.4: OPERATING CYCLE
(Days)
2000 2001 2003
RM PERIOD 52 41 73
S&S PERIOD 77 73 21
WIP PERIOD 39 48 36
FG PERIOD 89 113 47
DEBT PERIOD 126 134 145
GROSS OPERATING CYCLE 383 409 322
CREDIT PERIOD * 147 119 225
NET OPERATING CYCLE 236 290 97
* Credit Period: This includes advances from customers. The company as a
conscious decision on policy solicits for advances for all the special orders to
take care of the cost of the materials to be procured. As on 30th June 2003, the
advance amount received from customers in Rs. 4.7 crore. This has impact of
50 days in bringing down the net operating cycle.
CASH
RAW MATERIALSCOLLECTION PHASE
WORK-IN- PROGRES
FINISHED GOODS
DEBTORS
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GRAPH 5.1.4: OPERATING CYCLE
OPERATING CYCLE
236290
97
0
100
200
300
400
2000 2001 2003
YEAR
DAYS
2000
2001
2003
The operating cycle had increased from 236 days to 290 days in 2001. But in
2003 the operating cycle has reduced drastically to 97 days. This is due to good
management by the company in 2003. The stock of raw materials was equivalent
to 1.7 months in 2000. It has increased to 2.4 months in 2003. The stores and
spares holding period have reduced to a great extent from 2.4 months in 2001 to0.7 a month in 2003. There has been a better management in the WIP level as
well as FG holding level in 2003. The debt collection period is gradual on the rise
over the years. The credit payment period also has increased in 2003 compared
to the previous years. All these have led to a lower operating cycle in 2003
compared to the previous. The lower the operating cycle the better. It indicates
the efficient management of inventory and stores in the company. The company
is moving towards better management and control of working capital
components, which is indicated by a lower operating cycle.
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5.2 LIQUIDITY ANALYSIS
CURRENT RATIO:
The current ratio is an indicator of the firm' s commitment to meet its short-term
liabilities. The current ratio is an index of the concern' s financial stability since itshows the extent of working capital, which is the amount by which the current
assets exceed the current liabilities. A very high current ratio would indicate
inadequate employment of funds while a poor current ratio is a danger signal to
the management. It shows that business is trading beyond its resources.
TABLE 5.2.1: CURRENT RATIO
(Rs. Crores)
PARTICULAR 2000 2001 2003
CURRENT ASSETS 177.56 233.81 132.1
CURRENT LIABILITIES 53.87 81.22 54.03
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QUICK RATIO
Quick ratio is a refinement over current ratio as it shows the instant ability to
meet the current liabilities. Liquid assets means all the current assets lessinventories, sticky debts, etc., i.e. such assets as can be quickly converted into
cash. The general norm for a healthy quick ratio is 1:1. This ratio is also known
as acid-test ratio.
TABLE 5.2.2: QUICK RATIO
(Rs Crores)
GRAPH 5.2.2: QUICK RATIO
PARTICULARS 2000 2001 2003
LIQUID ASSETS 111.2 145.3 82.0
CURRENT LIABILITIES 53.9 81.2 54.0
QUICK RATIO 2.1 1.8 1.5
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0.0
0.5
1.0
1.5
2.0
2.5
RATIO
2000 2001 2003
YEAR
QUICK RATIO
At Widia the quick ratio is maintained above the normal norms. The ratio is 2.1:1
for the year 2000. Though the ratio is absolutely strong and favourable from the
creditors point of view, at the same time it shows the underperformance on the
part of the management to utilize the resources and funds properly. But through
the years there has been a better utilization of the resources and funds by the
management and hence the quick ratio is 1.8:1 in 2001 and 1.5:1 in 2003.
5.3ACTIVITY RATIOS
WORKING CAPITAL TURNOVER RATIO:
This ratio indicates whether or not working capital has been effectively utilized in
making sales. If a firm makes higher volume of sales with relatively small amount
of working capital, it is an indicator of the operating efficiency of the company.
TABLE 5.3.1: WORKING CAPITAL TURNOVER RATIO
(Rs. Crores)
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PARTICULARS2000 2001 2003
SALES 234.47 210.98 208.44
NET WORKING CAPITAL 123.69 152.59 78.07
W.C. TURNOVER (TIMES) 1.90 1.38 2.67
GRAPH 5.3.1: W.C TURNOVER
0.000.50
1.00
1.50
2.00
2.50
3.00
RATIO
2000 2001 2003
YEAR
W.C. TURNOVER (TIMES)
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In the year 2000 the working capital turnover was 1.89, which came down to 1.38
in 2001 due to rising prices in raw material and a general slump in the industry. In
2002-2003 the working capital turnover ratio grew to 2.66, which is very good. It
indicates that effective methods were employed in the usage of working capital inthat year when compared to the previous years.
DEBTORS TURNOVER RATIO
The average collection period indicates the number of days of credit being given
to a companys customers. The ratio indicates the extent to which the debts have
been collected in time. An increase in the period will result in greater blockage of
funds in debtors. Debtors collection period measures the quality of debtors since
it measures the rapidity or the slowness with which money is collected from them
a shorter collection period implies prompt payment by debtors.
It reduces the chances of bad debts. A longer collection period implies too liberal
and inefficient credit collection performance. However, in order to measure a
firms credit and collection efficiency, its average should be compared with the
average of the industry. It should be neither too liberal nor too restrictive. A
restrictive policy will result in lower sales, which will reduce profits.It is difficult to provide a standard collection period of debtors. It depends upon
the nature of the industry, seasonal character of the business and credit policies
of the firm. In general, the amount of receivables should not exceed 3-4 months
credit sales.
TABLE 5.3.2: DEBTOR TURNOVER RATIO
(Rs. Crore)
PARTICULARS/YEAR 2000 2001 2003
SALES 234.47 210.98 208.44
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AVERAGE DEBTORS 77.24 79.2 66.42
DEBTOR TURNOVER RATIO 3.04 2.66 3.14
AVERAGE COLLECTION PERIOD (DAYS) 120 137 116
GRAPH 5.3.2: DEBTOR TURNOVER RATIO
GRAPH 5.3.3: AVERAGE COLLECTION PERIOD
2.40
2.60
2.80
3.00
3.20
RATIO
2000 2001 2003
YEAR
DEBTOR TURNOVER RATIO
DEBTOR TURNOVER RATIO
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AVERAGE COLLECTION PERIOD
100
110
120
130
140
2000 2001 2003
YEAR
DAYS
AVERAGE COLLECTION PERIOD
The table and the graphs show that the debtor turnover ratio had come down in
the year 2001 when compared to the previous year. The year 2002-2003 saw a
sharp increase in the debtor turnover ratio indicating that the debts are being
collected on time. The average collection period saw a drastic change in the year
2003 where it decreased to 116 days, the lowest when compared to the previous
years.
CREDITORS TURNOVER RATIO
The creditors turnover ratio indicates the speed with which the payments for
credit purchases are made to the creditors. It indicates the promptness or
otherwise in making payment of credit purchases. A higher creditors turnover
ratio or a lower credit period enjoyed ratio signifies that the creditors are being
paid promptly, thus enhancing the credit worthiness of the company. However, avery favourable ratio to this effect also shows that the business is not taking full
advantage of credit facilities, which can be allowed by creditors.
TABLE 5.3.3: CREDITORS TURNOVER RATIO
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(Rs. Crore)
PARTICULARS/YEAR 2000 2001 2003
PURCHASES 69.3 90 103
AVERAGE CREDITORS 22.92 25.75 32.54
CREDITORS TURNOVER RATIO 3.02 3.50 3.17
AVERAGE PAYMENT PERIOD (DAYS) 121 104 115
GRAPH 5.3.4 CREDITORS TURNOVER RATIO
2.60
2.80
3.00
3.20
3.40
3.60
RATIO
2000 2001 2003
YEAR
CREDITORS TURNOVER RATIO
CREDITORS TURNOVER RATIO
GRAPH 5.3.5: AVERAGE PAYMENT PERIOD
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AVERAGE PAYMENT PERIOD
95
100
105
110
115
120
125
2000 2001 2003
YEAR
DAYS
AVERAGE PAYMENT PERIOD
The table shows that the credit turnover ratio is moreover constant over the
years, with an average of 3.2, which is very good. It shows that the company has
maintained the average payment period at 113 days.
CURRENT ASSETS TURNOVER RATIO
The current assets turnover ratio gives the relationship between a companys
sales and current assets. A decrease in this ratio is a good indication of the
performance of the company. It shows the ability of the company to realize the
cash from debtors as well as the less amount of money blocked in inventories.
TABLE 5.3.4: CURRENT ASSETS TURNOVER RATIO
(Rs. Crore)
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PARTICULARS/YEAR 2000 2001 2003
CURENT ASSETS 177.56 233.81 132.1
SALES 234.47 210.98 208.44
CURRENT ASSETS TURNOVER RATIO 0.76 1.11 0.63
GRAPH 5.3.6: CURRENT ASSETS TURNOVER RATIO
0.00
0.50
1.00
1.50
RATIO
2000 2001 2003
YEAR
CURRENT ASSETS TURNOVER RATIO
CURRENT ASSETS TURNOVER RATIO
The table shows that the ratio has increased in 2001 indicating high sales. The
ratio has decreased in the year 2003from 1.11 to 0.63 indicating the good
performance of the company. It shows the ability of the company to realize the
cash from debtors as well as the less amount of money blocked in inventories
FIXED ASSETS TURNOVER RATIO
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DEBT TO EQUITY RATIO
The debt equity ratio is a very important ratio which highlights a companyscapital structure in a nutshell. This ratio is determined to ascertain the
soundness of the long term financial policies of the company. It also reveals
the relation between long-term debt and proprietors fund of the concern. It
shows the efficiency of the management in financial planning. The ratio also
indicates the extent to which the firm depends upon outsiders for its existence.
The ratio provides a margin of safety to the creditors. It tells the owners the
extent to which they can gain the benefits or maintain control with a limited
investment. Indian financial institutions usually permit a debt-equity of 2:1. A
very high debt equity ratio is not desirable because it entails correspondingly
heavy interest payment and loan repayment commitments.
TABLE 5.4.1: DEBT EQUITY RATIO
(Rs. Crore)
PARTICULARS / YEAR 2000 2001 2003
DEBT 9.03 47.9 23.8
EQUITY 170.77 165.5 118.8
DEBT TO EQUITY RATIO 0.1:1 0.3:1 0.2:1
GRAPH 5.4.1: DEBT EQUITY RATIO
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0.0
0.1
0.2
0.3
RATIO
2000 2001 2003
YEAR
DEBT TO EQUITY RATIO
DEBT TO EQUITY RATIO
The debt-equity ratio was highest in the year 2001. It decreased to 0.2:1 in 2003.
This is a significant improvement on the part of the management to promote
shareholders fund.
DEBT TO CAPITAL EMPLOYED
Debt to capital employed ratio indicates the proportion of total debt, including
both short-term and long-term in the total capital employed. It is necessary to
keep a watch on this ratio so that the company does not end up in an over
leveraged situation, which in extreme cases leads to bankruptcy.
TABLE 5.4.2: DEBT TO CAPITAL EMPLOYED
(Rs. Crore)
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PARTICULARS / YEAR 2000 2001 2003
DEBT 9.03 47.9 23.8
CAPITAL EMPLOYED 179.8 213.4 142.6
DEBT TO CAPITAL EMPLOYED 0.05 0.22 0.17
GRAPH 5.4.2:DEBT TO CAPITAL EMPLOYED
0.00
0.05
0.10
0.15
0.20
0.25
RATIO
2000 2001 2003
YEAR
DEBT TO CAPITAL EMPLOYED
DEBT TO CAPITAL EMPLOYED
The year 2001 saw an increase in this ratio, which is alarming, but the year 2003
the ratio decreased to 0.17 from 0.22, which is a good sign.
INTEREST COVERAGE RATIO
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The interest coverage ratio indicates the number of times the companys profits
before interest and taxes cover the liability interest. The higher the cover, the
better it is for the companys lenders.
TABLE 5.4.3: INTEREST COVERAGE RATIO
(Rs. Crore)
PARTICULARS / YEAR 2000 2001 2003
EBIT 40.44 21.7 10.38
DEPRECIATION 9.9 10.2 16.1
EBIT + DEPRECIATION 50.3 31.9 26.5
INTEREST 5.95 6.77 6.82
INTEREST COVERAGE RATIO 8.5 4.7 3.9
GRAPH 5.4.3: INTEREST COVERAGE RATIO
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0.0
2.0
4.0
6.08.0
10.0
RATIO
2000 2001 2003
YEAR
INTEREST COVERAGE RATIO
INTEREST COVERAGE RATIO
The table shows that the interest coverage appears pretty healthy and thus the
company has a greater ability to meet or pay the interest burden of outsiders.
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5.4 PROFITABILITY RATIO
OPERATING PROFIT MARGIN RATIO
The operating profit margin shows the return on sales. This is one of the very key
factors, which indicates the operating efficiency and earning capacity of the
organisation. From the business perspective the return on sales should be at
least twice the interest rate prevailing. This will ensure adequate return for therisk the entrepreneur takes in investing and running the business.
TABLE 5.4.1: OPERATING PROFIT MARGIN RATIO
(Rs Crores)
PARTICULARS / YEAR 2000 2001 2003
SALES 234.47 210.98 208.44
OPERATING PROFIT 40.44 21.7 10.38
OPERATING PROFIT MARGIN 17.2 10.3 5.0
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GRAPH 5.4.1: OPERATING PROFIT MARGIN RATIO
0.0
5.0
10.0
15.0
20.0
%RATIO
2000 2001 2003
YEAR
OPERATING PROFIT MARGIN
OPERATING PROFIT MARGIN RATIO
At Kennametal Widia, the return on sales has come down 16.9% to 1.3%. This is
mainly on account of various restructuring efforts and drastic cut in the output
(about 35%) to bring down the very high level of inventories held. It is learnt thatthe situation of 2002-2003 was a temporary phenomena and the company is
back on track with current year performance of about 12% operating margin.
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TABLE 5.4.2: COST STRUCTURE
(Rs. Crores)
PARTICULARS / YEAR 2000 2001 2003
MATERIALS 49.8 53.5 105.5
LABOUR COST 43.4 43.9 66.3
MANFG & OTHER EXP 60.19 60.5 84.5
DEPRECIATION 9.87 10.2 16.1
INTEREST 5.95 6.7 6.8
PROFIT 34.49 14.9 3.6
SALES & INCOME 203.7 189.7 282.8
TABLE 5.4.3: COST STRUCTURE EXPRESSED AS A PERCENTAGE OF SALES
(%)
PARTICULARS / YEAR 2000 2001 2003
MATERIALS 24.5 28.2 37.3
LABOUR COST 21.3 23.1 23.4
MANFG & OTHER EXP 29.6 31.9 29.9
DEPRECIATION 4.8 5.4 5.7
INTEREST 2.9 3.5 2.4
PROFIT 16.9 7.9 1.3
SALES & INCOME 100 100 100
The increase in material cost percentage to the sales has had an impact on the
profitability of the company. Actions to bring down the same by improving sales
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realization, procurement cost reduction and inventory write down due to
obsolescence are required. The labour cost of 23% is also high as compared to
general engineering industry norms of about 15%. Restructuring of the
organisation and achieving substantial growth are the ultimate solutions inbringing down the labour cost.
RETURN ON INVESTMENT (ROI)
The return on capital invested is a concept that measures the profit, which a firm
earns on investing a unit of capital. It is desirable to ascertain this periodically. It
indicates the percentage of return on the total capital employed in the business.
The profit being the net result of all operations, the return on capital expresses all
efficiencies or inefficiencies of a business collectively and thus, is a dependable
measure for judging its overall efficiency or inefficiency. On this basis, there can
be comparison of one company with another and one industry with another. The
return on capital when calculated using earnings before interest and tax, would
show whether the company' s borrowing policy was wise economically and
whether the capital had been employed fruitfully. The business can survive onlywhen the return on capital employed is more than the cost of capital employed in
the business.
TABLE 5.4.4: RETURN ON INVESTMENT
(Rs. Crores)
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PARTICULARS2000 2001 2003
EBIT 40.44 11.92 10.38
TOTAL CAPITAL EMPLOYED 179.76 212.46 142.60
RETURN ON INVESTMENT ( % ) 22.50 5.61 7.28
GRAPH 5.4.2: ROI
0.00
5.00
10.00
15.00
20.00
25.00
2000 2001 2003
RETURN ON INVESTMENT ( % )
The table shows the ROI for the years 2000, 2001,2002-2003 (18 months). The
ROI for the year 2001 has dropped drastically to 5.61% from the previous year of
22.49%.
Two reasons can be attributed to this sudden fall in ROI of the company in 2001:
Abnormal raw material price increase in 2001: This price increase could
not be passed on to the customers and the company had to bear the cost.
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There was approximately 15.3 crore drop in the company' s earnings due
to this abnormal hike in the prices of raw material.
Drop in sales in 2001 when compared to 2000: around 10% drop in salesoccurred in the company. Any drop in sales below breakeven sales will
reduce the contribution by more than 50%. This is what happened in
Widia. Sales dropped from Rs.234 crore to Rs.208 crore due to which
earnings went down by approximately Rs.11 cr.
Adding the figures 15.3 crore and 11 crore to the earnings in 2001, 11.92, we get
earnings to be around 38 cr. Using this the ROI when calculated will be 18.2%.
This would have been the ROI figure for the year 2001 if the above instances had
not occurred. The ROI would have been a reasonable at 18.2% as normally ROI
should be around 3 times the bank interest rate.
ECONOMIC VALUE ADDED (EVA)
Economic Value Added (EVA) analysis is a technique of value-basedmanagement. It measures the profitability of a company after taking into account
the cost of capital including equity. It is the post-tax return on capital employed
(adjusted for the tax shield on debt) minus the cost of capital employed. In other
words, EVA is a residual income after charging the company for the cost of
capital provided by lenders and shareholders. It represents the value added to
the shareholders wealth by generating operating profits in excess of cost of
capital employed in the business. EVA is a measure of total factor of
productivity. EVA compels the managers to focus more critically and objectively
on the return they are achieving for investors. Economic Value Added is the
financial performance measure that comes closely than any other to capturing
the true economic profit of an enterprise.
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TABLE 5.4.5: ECONOMIC VALUE ADDED
(Rs Crores)
PARTICULARS/YEAR2000 2001 2003
PAT 42.40 29.22 -21.65
INT 5.95 6.77 6.82
PAT+INT 48.35 35.99 -14.83
1-Tax rate 0.65 0.65 0.65
Cost of capital 0.15 0.15 0.15
CAPITAL 21.98 21.98 21.98
EVA 28.13 20.10 -12.94
GRAPH 5.4.3: ECONOMIC VALUE ADDED (EVA)
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-20.00
-10.00
0.00
10.00
20.00
30.00
EVA
2000 2001 2003
YEAR
ECONOMIC VALUE ADDED (EVA)
EVA
The table and the graph show that the year 2003 has seen a negative economic
value, which indicates that there is value destruction in the year 2003 rather than
value creation when compared to the previous years. The reason for this can be
attributed to several factors. One of the main reasons is that during the year
2002-2003 Widia was taken over by Kennametal, USA and became Kennametal
Widia India. This change in management saw lot of restructuring in the company,
which resulted in heavy one-time, non-recurring costs to the company. This
resulted in lowering the operating profits of the company for that year. Hence the
EVA for the year 2003 is negative.
This is in contrast with the ROI, an indicator of the profit, which a firm earns on
investing a unit of capital, which is positive for the year 2003. The ROI is positive
indicating that the company is getting a good return on investment. But the reality
is that in that particular year 2003 the value has actually been destroyed and the
company has registered a loss. Thus using EVA, one of the new techniques
when compared to the outdated ROI, gives a better picture of the performance
and the efficiency of the company. The investments made in the year will be
fruitful in the coming years. The synergy created due to the takeover will
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definitely create a good and high value to the stakeholders in the near future
itself.
RETURN ON CAPITAL EMPLOYED (ROCE)
Return on Capital Employed (ROCE) is another way of finding the return on
investments. Here the profits are related to the total capital employed. Here the
term capital employed refers to the long-term funds supplied by the creditors and
owners of the firm. Thus the capital employed basis provides a test of profitability
related to the sources of long-term funds. The higher the ratio the more efficient
is the use of capital employed.
TABLE 5.4.5: RETURN ON CAPITAL EMPLOYED (ROCE)
(Rs Crores)
PARTICULARS/YEAR 2000 2001 2003
PAT 42.40 29.22 -21.65
Book Capital 21.98 21.98 21.98
ROCE 1.93 1.33 -0.99
GRAPH 5.4.4: RETURN ON CAPITAL EMPLOYED (ROCE)
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-1.00
-0.50
0.00
0.50
1.00
1.50
2.00
ROCE
2000 2001 2003
YEAR
RETURN ON CAPITAL EMPLOYED (ROCE)
ROCE
The table and the graph show that the return on capital employed (ROCE)) is
negative for the year 2003. This is in line with the findings derived from EVA.
ROCE is a better and more consistent way to find the return on capital employed
when compared to return on investment.
5.5 INVENTORY MANAGEMENT
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Inventories constitute the most significant part of the current assets of a large
majority of companies in India. On an average, inventories are approximately
40% of current assets, 50-60% of Working capital and 20-30% of sales. Inventory
management involves a tight ropewalk between two conflicting goals not tohave too high an inventory level, and not to have one, which is too low. An
undertaking neglecting the management of inventories will be jeopardizing its
long run profitability and fail ultimately. The reduction in excessive inventories
carries a favourable impact on the companys profitability.
The various forms of inventories existing in manufacturing companies are raw
materials; work in process and finished goods. The levels to be maintained in
these three depend on the nature of business. The general motives for holding
inventories are:
9The transaction motive, which emphasizes the need to maintain
inventories to facilitate smooth production and sales operation.
9The precautionary motive, which necessitates holding of inventories to
guard against the risk of unpredictable changes in demand and supply
forces and other factors.9The speculative motive, which influences the decision to increase or
reduce inventory levels to take advantage of price fluctuations.
The objectives of inventory management can be broadly classified into operative
and financial objectives. Operating objectives aims at avoiding production
bottlenecks by providing continuous supply of all types of materials, promotion of
manufacturing efficiency and prompt execution of their orders to ensure better
services to customers. The financial objectives of inventory management
includes effecting economy in purchasing through economic order quantity and
taking advantage of favourable markets, maintaining optimum level of investment
in inventories etc.
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The various inventory control techniques used are
Setting inventory levels
ABC analysisAgeing schedule
Operating cycle
TABLE 5.5.1:COMPONENTS OF INVENTORY
(Rs. Crores)
PARTICULARS 2000 2001 2003
RAW MATERIALS (RM) 11.41 12.02 11.83
FINISHED GOODS (FG) 39.58 54.61 22.88
WORK IN PROGRESS (WIP) 15.39 21.87 15.38
TOTAL 66.38 88.50 50.09
GRAPH 5.5.1: COMPONENTS OF INVENTORY
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0%
20%
40%
60%80%
100%
%s
2000 2001 2003
YEAR
COMPONENTS OF INVENTORY
RAW MATERIALS (RM) FINISHED GOODS (FG)
WORK IN PROGRESS (WIP)
At Kennametal Widia, the inventory components are raw material, work in
progress and finished goods. The graph depicts the components of inventory in
Widia and their changes over the years 2000 to 2003. The inventory holding
period has drastically been reduced from 91 days in 2001 to 34 days in 2003
indicating better inventory control and management in the company.
INVENTORY TURNOVER RATIO (ITR):
This ratio reveals the effectiveness of a company' s inventory management.
Higher sales turnover with relatively lower inventory is a desirable situation. This
ratio shows the number of times the inventory is being replaced during the year.
So, higher the ratio the better it is as it indicates efficient inventory management.
TABLE 5.5.2:INVENTORY TURNOVER RATIO(Rs. Crores)
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PARTICULARS2000 2001 2003
AVG INVENTORY 62.69 77.44 69.30
SALES 234.47 210.98 208.44
COGS 162 177 273
ITR 2.58 2.29 3.94
INVENTORY HOLDING PERIOD 141 160 93
GRAPH 5.5.2: INVENTORY HOLDING PERIOD
0
50
100
150
200
DAYS
2000 2001 2003
YEAR
INVENTORY HOLDING PERIOD
The ITR of the company is relatively good, the best being in the year 2002-
2003 which is 10.89 shows that in the year 2003 inventory was best managed.
The inventory holding period for the company has decreased drastically from 160
days in 2001 to 93 days in 2002-2003 again indicating the effective management
of inventory.
5.6 ACCOUNTS RECEIVABLES MANAGEMENT
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Accounts receivables constitute a significant portion of the total current assets of
the business next after inventories. They are a direct consequence of trade
credit, which has become an essential marketing tool in modern business. While
the extension of credit is essential for sales promotion, credit sales result inaccounts receivables with all their attendant risks. When a firm sells goods for
cash, payments are received immediately and, therefore, no receivables are
created. However, when a firm sells goods or services on credit, the payments
are postponed to future dates and receivables are created. Usually, the credit
sales are made on an open account, which means that no formal
acknowledgements of debt obligations are taken from buyers. The only
documents evidencing the same are a purchase order, shipping invoice or even
a billing statement. The policy of open account sales facilitates business
transactions and reduces to a great extent the paper work required in connection
with credit sales.
Receivables are asset accounts representing amounts owed to the firm as a
result of sale of goods / services in the ordinary course of business. Receivables
are the result of extension of credit facility to the customers. The objective of
such a facility is to allow the customers as reasonable period of time in whichthey can pay for the goods purchased by them. Receivables are a direct result of
credit sale. Credit sale is resorted to by a firm to push up its sales, which
ultimately result in pushing up the profits earned by the firm. At the same time
selling goods on credit results in blocking of funds in accounts receivables.
Additional funds are, therefore, required for the operation needs of the business,
which involve extra costs in terms of interest. Moreover, increase in receivables
also increases chances of bad debts. Thus creation of accounts receivables is
beneficial as well as dangerous. The finance manager has to follow a policy
which uses cash funds as economically as possible in extending receivables
without adversely affecting the chances of increasing sales and making more
profits. Thus the objective of receivables management is to promote sales and
profits until that point is reached where the return on investment in further funding
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of receivables is less than the cost of funds raised to finance that additional credit
(i.e. cost of capital).
There are many factors, which influence the magnitude, the accountsreceivables in a company like cyclical influences, seasonal sales, and
competitive credit terms.
Credit policy of Kennametal Widia India
The company ended up providing Rs. 34.2 crore towards Bad & Doubtful
receivables, as at the end of Sep 2002, against total receivables of Rs. 102
crore. This amounted to 34% of total receivables and washed off whatever profits
shown in the past couple of years. It is clear that these happenings are due to
lack of clear Credit Policy and extension of indiscreet credits to achieve targets
in the past. Hence, the Company decided to draw a clear set of rules for
extension for credit in the form of a Corporate Credit Policy Document for future
adherence.
Glimpse of the credit policy at WIDIA
The Policy:
It is appropriate to have one policy for Metal Cutting, Metal Forming & Mining (for
product selling) and a separate policy for SPM division (on the basis of project
selling).
1. For Metal cutting, Metal forming and Mining product groups:
Classification of the customers:
The customers are classified across the entire products group as follows
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1. Stockist / Distributor
2. Consumer
3. Government
4. ExportsThey are further sub-classified on the following lines, on the basis of size
and nature of business:
1. Stockiest / Distributor
Master stockist [sales over Rs.50 lac pa]
Major stockist [sales between Rs.25 lac and Rs.50 lac pa]
Others [sales up to Rs.25 lac pa]
2. Consumers
Large business segment [sales over Rs.10 lac pa]
Small and medium business [sales up to Rs.10 lac pa]
Original equipment manufacturer (OEM) [for mining]
3. Government
Consisting only defence, railways and other direct departmental
customers. The customers under this category are classified as
consumers.
4. Exports
Stockist / Distributor
Consumer
Affiliates
Credit Limit
The credit limit is fixed on 2 basis: Firstly in terms of the period and
secondly in terms of monetary limit. The credit period set is 90 days for
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Master Stockist and Large Business Consumers and 60 days to other type
of customers but in practice a 120-day period is set.
GovernmentFor government customers the credit period set can be long as the money is
assured from these the government departments. The payment period
maybe also is long because of the bureaucracy in government departments.
Consumers
For customers a policy which can be followed is that for old customers a
longer period of credit can be given as they are old customers and money is
assured from them and constant remainders can be sent to them if payment
is not made on time and if still they have difficulty in getting payment they
can resort to legal action.
2. For SPM division
In the case of SPM division, it shall rather be called as Sales Policy instead of
Credit Policy.
Classification of Customers:
SPM customers can be classified as:
9Government Customers
9Private Customers
9Exports
Sales PolicyGovernment Customers:
No advance on order acceptance
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80% - 90% of advance payment on acceptance of the machine at their
stores.
10% - 20% balance payment on Commissioning (paid 30 days after
commissioning due to paper work).
Private customers:
15% - 40% advance payment on order acceptance / Design approval
75% - 50% on dispatch of machine (on Performa Invoice for smaller
customers).
10% - 15% balance payment on commissioning.
For all kinds of customers, installation and commissioning should be
completed within 60 days form the date of dispatch and final payment should
be collected within 30 days from completion of commissioning.
Exports:
Newly entered segment, operating with the same terms of Private customers,
but secured by L/Cs.
CONCLUSION
The SBU heads along with the credit Controllers are responsible for strict
adherence to these Credit policy guidelines as it would be important to cover the
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Working Capital Management & Profitabili