Escolar Documentos
Profissional Documentos
Cultura Documentos
quarterly budget and funds flow statement. Borrowers with credit limit of more than Rs 1
Crore are required to submit quarterly information. This information should be used to
see if the desired results have been achieved. A variance of about 10 % is considered to
be normal.
This report has helped in bringing a financial discipline through a balanced and
integrated scheme for bank lending.
Also the key components of the Chore Committee recommendations, which highly
influence the existing reporting system, are as follows:
Quarterly information system-form 1:It gives estimation of production and sales
for the current year and the ensuing quarter, and the estimates of current assets
and liabilities for the ensuing year.
Quarterly information system-form 2: This gives the actual production and sales
in the current year and for the latest completed year and the actual current assets
and liabilities for the latest completed year.
Half yearly operating statements- form 3:It gives the actual operating
performance for the half year ended
Half yearly funds flow statement-form 3b:It gives the sources and uses of funds
for the half year ended.
Credit monitoring: Based on the recommendations of the Marathe Committee, the RBI
replaced its Credit Authorization Scheme by its Credit Monitoring Arrangement in 1988.
The issues examined are:
Whether the minimum current ratio is 1.33?
Whether the sales, production, etc estimates match with the actual. If not, what
are the reasons for deviations
Are the information system requirements complied with?
Are the renewals of the limits in time?
Is the bank following the norms for inventory and receivables prescribed by the
RBI standing committee, if they are different, are they justified?
Financial information, specific industry analysis and financial models are used to
determine the credit worthiness of the borrower
The State Bank of India (SBI) has revamped its policy on working capital finance to
lower the cost to corporates and also to monitor the performance of assets better in
October 1997. The main features of the new policy are:
Decades-old quarterly information system (QIS) has been scrapped and replaced
with a modified and simpler version of financial follow-up reports, styled FFR1
and FFR2. These have to be submitted at quarterly and half-yearly intervals
The old penalties on non-submission of QIS have been scrapped
The system of fixing quarterly working capital limits for borrowers also stands
withdrawn
Decided to withdraw the commitment charge of one per cent levied on the
unutilized portion of fund-based working capital limits.
The interest rate on additional working capital limits sanctioned as ad-hoc
financing has been cut
Currently, ad hoc financing is priced two percentage points higher than the rate
applicable to cash credit advances. Henceforth, the rate for ad-hoc working capital
loans will be the same as that applicable to cash credit.
The bank has decided to focus on liquidity management as the key to determining
a company's maximum permissible bank finance (MPBF) .The bank will,
therefore, evaluate a company's eligibility for finance in terms of its inventory
levels, treasury management and inter-firm comparisons.
The bank has replaced the old MPBF method for calculating working capital
limits with a new assessment procedure called ``Projected Balance-Sheet
Method'' (PBS). The procedure aims at assessing the short-term financial
requirements of borrowers with a clear focus on their specific needs and a flexible
approach.
The PBS method includes all temporary investments money market mutual
funds, certificates of deposit and commercial paper in it current assets
Investments in inter-corporate deposits (ICDs), shares and debentures and in
subsidiaries and associates are classified as non-current assets.
ICDs taken from another companies will, however, be reckoned as current
liabilities
The margins deposited for letters of credit (LCs) and guarantees relating to
working capital, which are not recognised as current assets earlier, will be deemed
as current assets by the bank.
The facility for purchase of demand and usance bills drawn under letters of credit
will be computed outside the main assessment of working capital finance
Receivables in the form of sale bills (inland/export) drawn under L/Cs will not be
included in current assets. Correspondingly, bank borrowings in the form of L/C
bill purchase limits will not be included in the projected bank finance under
current liabilities.
The new assessment method will be used for assessing working capital finance
above Rs 25 lakh.
For small-scale units, which require working capital finance above Rs 25 lakh and
upto Rs 2 crore, the assessment will need to be carried out in terms of the
projected turnover of the unit as mandated by the RBI. The PBS method of
assessment will be used as a supporting analysis.
Even while withdrawing the need for QIS, the bank has emphasised that
submission of financial follow-up reports will be a condition for disbursing the
advances sanctioned.
Non-submission or delayed submissions will be treated as defaults in complying
with the terms of sanction and the bank will be free to take necessary action in
this regard if such a default occurs.
The SBI's policy changes follow nearly six months after the Reserve
Bank of India withdrew the detailed MPBF guidelines in its April 1997 credit policy. The
central bank has permitted banks to evolve assessment methods, which they consider
appropriate.
Public Deposits: Unsecured deposits are taken from the public to finance the WC
requirements. The interest rate payable 14 – 15 % One year deposit
on the public deposits was subject to 14 – 15 % Two year deposit
15% Three year deposit
ceiling till 1996.
The following are the advantages and disadvantages of public deposit from the
Company’s point of view:
Simple procedure for obtaining deposits
No restrictive covenants are involved
No security needs to be offered
The post tax cost is fairly simple
Only limited amount of funds can be raised
The maturity period being short, the funds have to repaid faster
The following are the advantages and disadvantages of public deposits from the investor
point of view:
Higher rate of interest
Short period of maturity, normally 1 to 3 years
No security offered by the company
The interest on public deposits is not exempt from tax
Although deposits can be of varying maturity structures, they work best as short-term
bridging instruments and not as a regular funding source.
Short-Term Loans From Financial Institutions: The LIC, GIC and UTI
provide short-term loans to manufacturing companies that have a good track
record. The following are the eligibility conditions if obtaining the loans:
Declared an annual dividend of 6 % for the past 5 years, in some cases it is 10
% over last 3 years
The debt equity ratio should not exceed 2:1
The current ratio should be at least 1:1
The average of the interest cover ratios for the past three years should be at
least 2:1
The important features of the short-term loans provided by the financial institutions
include:
They are unsecured and given on the basis of a demand promissory note
The loan is given for a period of 1 year and can be renewed for two
consecutive years if the eligibility conditions are satisfied
The company has to wait for at least 6 months after its repayment in order to
avail of a fresh loan
The interest rate works out to be around 19.29 %, which is reduced further by
1% if prompt payment is made
RIGHTS DEBENTURES FOR WORKING CAPITAL: In order to get long
term resources for working capital, the public limited companies can issue ‘rights’
debentures to their shareholders. The key guidelines to be followed include:
The amount of debenture issue should not exceed 20 % of the gross current
assets, loans and advances minus the long term loans presently available for
financing working capital OR 20 % of paid up share capital, including
preference capital and free reserves, whichever is the lower of the two
The debt – equity ratio including the proposed dividend issue should not
exceed 1:1
They shall be first offered to Indian resident shareholders of the company on a
pro rata basis
COMMERCIAL PAPER: Large firms who are financially strong issue
commercial paper .It represents a short-term unsecured promissory note issued by
firms of high credit rating. Its important feature include:
Maturity ranges from 60-180 days
It is sold at a discount from its face value and redeemed at its face value.
Thus the implicit interest rate is a function of size of the discount and the
period of maturity
Either directly placed with investors or sold through dealers
Usually bought by investors who keep it till the maturity and hence no
well developed secondary market
A company can issue commercial paper only if:
It has net worth of Rs. 50 million
MPBF is at least Rs. 100 million
Face value of it does not exceed 30 % of its WC limit
Its equity is listed on a stock exchange
Its commercial paper receives a minimum rating of p2 from
CRISIL or an equivalent rating from another credit rating agency
It has a minimum current ratio of 1.33
It enjoys health code no. 1 status
The minimum size of the issue is Rs. 2.5 million and the
denomination of each note is half a million Rs or a multiple thereof
The effective pre-tax cost of commercial paper is:
But the real driving force behind the CP boom has been the easing liquidity
situation, and the sharp drop in the CP rates from a high of 20.15 per cent in
March, 1996, to around 9-12 per cent now. Since the CP is a cheaper
alternative to bank credit, where rates start at 12.50-13 per cent
By relying largely on CP issues, AAA-rated corporates like the Rs 9,004-crore
Reliance Industries, the Rs 6,600.10-crore Hindustan Lever, the Rs 1,485.60-crore
Philips India, the Rs 730.40-crore Gujarat Ambuja, and the Rs 1,026-crore Indian
Aluminum have not even drawn on their sanctioned cash credit limits.
Foreign Currency Borrowings. For treasurers scouting for cheap and flexible
alternatives to bank finance, tapping the deep markets abroad is a lucrative option.
Echoes Rana Kapoor, 40, general manager, ANZ Investment Bank: "Allowing
short-term foreign currency loans to meet working capital financing requirements
has created the beginning of an on-shore dollar market, which can form a stable
source of funding at competitive costs for the CFO." Predicts Paresh Sukhtankar,
35, the head of credit and market risk at the HDFC Bank: "With a fully-
convertible rupee, corporates will be able to freely access the international market
to raise their working capital requirements." Such paper provides a mechanism for
highly-rated borrowers to raise funds overseas even more cheaply in spite of not
furnishing the backing of a bank
Region Factors
North The Punjab national bank
South Bank of Allahabad
West SBI factoring and commercial services limited
East Canbank factoring limited:
Says K. Shankar Narayan, 59, the managing director of the Rs 440-crore SBI Factor &
Commercial Services: "Upto 90 per cent of the sales ledger of the principal can be
financed through factoring."
Of course, this array of benefits does not come free. Discounts to the face value of
receivables average between 17 per cent and 18 per cent, which includes a charge for risk
protection, making factoring an expensive source of short-term credit. Admits E.R.
Sheshadari, 43, executive vice-president, Foremost Factors: "There is a cost, but you
have to weigh that against the advantage of immediate liquidity and 100 per cent risk
cover."
In the US, the market for factoring services amounts to a whopping $33 billion; in India,
the total value of factoring deals in 1996-97 did not exceed Rs 1,000 crore.
Unfortunately, factoring services have not acquired the status of a separate industry;
instead, they have been clubbed with Non Banking Finance Companies (NBFCs),
resulting in the dilution of their focus.
Factoring services here tend to be of the full recourse variety, rather than the non-
recourse variety that is the staple abroad, much of the benefits associated with the transfer
of credit risks are wiped out.
IDBI offers Working Capital Loan to provide a loan
component of working capital finance to companies already
assisted by IDBI.
Though norms for computation of Working Capital have been liberalized, PSU
banks continue to adopt the formula based norms to assess working capital which
protects them from any accusation of bias in lending.
Fear of NPAs, enquiries on bad loans and capital adequacy constraints make
banks credit averse
Increased competition for good client accounts: An analysis of the assisted units
of State Financial Institutions reveals that in most cases, the proven clients have
availed their subsequent loans from banks (most often PSU banks). Infact it was
also seen that all good clients had been visited by more than one banker offering
them better terms of credit. In many cases the existing loans of these clients to the
SFC was prepaid through loans provided by the banks
Banks have become increasingly choosy in providing credit to industry.
The small-scale sector has emerged as a dynamic and vibrant sector of the Indian
economy. The sector accounts for 40% of the industrial production, 35% of the total
exports. There are about 30 lacs Small Scale Industries in the country and about 90% of
employment in the country is in this sector.
We will now look at the management of working capital in SSI’s. For the purpose of this
project the details about various SSI’s are given below:
The short-term finance is raised by hundis. The company makes purchases of raw
materials with a credit period of 30 days. Similarly, they sell the goods also at 30 days
credit period. The amount to be paid to the suppliers is normally paid after the credit
period of 30 days. Hence they efficiently manage their funds and reduce their WC
requirements
As soon as the goods are sold, they draw a bill on the customer and then discount the bill
with the bank. (For sourcing funds) Also, the customer and the company share the
interest charged equally. Thus this provides a good source of short-term finance.
Inventory, Receivables
Formerly, they used to keep inventory of four weeks. But now they are
practicing JIT. They now maintain a stock for only 3 days. The value of the
3-day inventory is around Rs 20 lakhs. (They have realized the importance of
funds and hence are trying to avoid blocking of too much money in the
inventory and hence are resorting to modern inventory management
practices.)
The entire plant capacity is utilised, as Girnar gets enough orders. In fact, they
receive and accept 20 % more orders than their actual capacity. They do so to earn
more profits and because they expect a few cancellations or postponement of
some orders that they receive. If they cannot complete the orders, they give out
the job to other small firms and then they send it to their customers.
On – Line Packaging Ltd, situated in Goa, was established in the year 1998 .
Sources of Finance
The owner’s meet the company’s Short term and Long-term finance
needs. The company does not have to depend on Banks or any other
financial institutions.
Working capital of the plant is 30 lakhs, which is contributed by the
partners.
Inventory The planning and production of the packaging material is done as per the
client’s policy of Just In Time (JIT). The company usually gets four weeks for
planning and production. The finished products are kept ready one week prior to
the actual delivery date. They simply keep the inventory to minimum and
procure it as and when necessary.
Long term and short term requirements of Janak Enterprises are covered by Co -
operative Banks like Saraswati & Kapol Co - operative Bank and Nationalised
Banks like State Bank of India and Bank of Baroda. Nationalized banks also give
loans for R & D projects. They pay a comparatively high rate of bank interest.
Loans are given on the basis of past performance of the unit. But according to
them, bank financing depends to a considerable extent on Bank - Agent
relationships and facts of a proposal.
Now they work only on cash credit basis i.e. they only take credit in the form of
cash for fulfilling working capital requirements. The cash credit limit is calculated
on the basis of stock hypothecated and sundry debtors.
Sources of Finance
“SSIs don’t usually have very quick returns”, said Mr. Rohit Bhubna.
Working Capital:
Inventory Rs. 15,00,000
Sundry Debtors Rs. 20,00,000
Cash & Bank Balances Rs. 20,000
Less: Liabilities Rs. 15,00,000
They maintain a raw material inventory of about 45-50 tons, which is Rs. 14-15
Lakhs in money value.
The Economic Ordering Quantity for him is 10 tons of Paper, which is 1
truckload. The minimum time taken for the raw material to reach the factory is
one week, since all his suppliers are located at Vapi.
They maintain a maximum of 10-day inventory of finished goods, depending on
the consignment, or if the delivery is deferred.
The manufacturing unit is situated at Tarapur and its main office is at Goregaon.
(1981)
Loans taken
Initially they did not take any term loan but after 3 years he took a short-term
loan of Rs 2 lacs and a cash credit of Rs 2.5 lacs from Saraswati Bank at a rate of
18.5% to 19% p.a.
Short-term loan taken during initial investment was repaid within the first few
years. The present rate of interest is 16% and interest on cash credit is also 16%
Working Capital
Their working capital requirement is approximately Rs. 30 lacs. It mainly
includes the cost of raw materials, credits given to customers for an average of 3
months, etc. The working capital is high mainly due to the credit given to the
customers and the long period of time for which the credit is given. The credit
period may sometimes stretch upto 4-5 months. The cash credit that is taken is
used to fulfill the working capital requirements. The operating cycle is
approximately 3 months.
LIJJAT PAPAD:
Capital structure
10% - owned capital
25% - Margin Money Scheme
65% - Term Loan
Part of profits after the members take their share is ploughed back in the
organisation.
Since it was a matter relating to finance, not everybody revealed all the aspects of WC
management. However an effort was put in to get the maximum out of them .The
following conclusion can be made on the basis of information gathered:
Most of them are not very professionally managed and hence they are really not aware of
their working capital policy as to whether it is aggressive or conservative. Basically they
are not very conscious about it. However now they have started realizing the of
importance of cost of money and have started planning their cash.
Cash management: They are facing problems managing their cash as their cash is
mainly stuck in debts and inventory, to overcome this they try and discount the bill with
the bank as soon as possible, deal only on cash basis and keep the credit period to the
minimum.
Receivables management:
They try to match the credit they get with the credit period they give, for efficient
management, as is in the case of Girnar packaging. (Matching approach)
Debtors take unusually long time to repay and hence most of their funds are
blocked in there. They need efficient receivable management system. Since they
are SSI’s it is practically difficult for them to have contract for payment period
over which they can charge interest, also there is more personal relation with their
customers and they normally wouldn’t take immediate action if the payment is not
made on time.
Inventory management:
Though most of them are not very professionally managed, some of them are now
practicing JIT and are aware of the EOQ concept. They have realized the need to
reduce blockage of funds in inventory and are working towards it.
Trying to reduce the lead time and servicing the orders as fast as possible is the
only way out for them
Financing for WC:
Their main source of their cash has been bank loans. Many of them have taken
bank loans at a very high interest rates. At times they give 200% collateral as is in
the case of Shivam packaging. Thus they are paying a high cost of cash and hence
need better cash management.
Many of them take cash credit to finance their fluctuating WC needs
Cash credit limit is fixed on the basis of sundry debtors and stock hypothecated
(hence collateral is very important for obtaining bank loans),
Obtaining bank finance is not only about past performance and future projections
but also about developing trust-based relationship with the bankers. This makes
obtaining loans easier.
Maximum limit under working capital term loan scheme to a company shall be
Rs. 150 lakhs over and above the term loan sanctioned by DFC subject to a
maximum exposure of Rs. 240 lakhs. In partnership and proprietary units the
maximum limit of loan shall be Rs. 90 lakhs including existing exposure of DFC.
Fear of Non Performing Assets, enquiries on bad loans and capital adequacy constraints
make banks credit averse.
The PR Nayak Committee that was appointed to devise norms for assessing the working
capital requirement of small-scale industries arrived at simplified norm pegging the
Working Capital bank financing at 20% of the projected annual turnover. However, in
case of units which are non-capital intensive such as hotels, etc. banks often assess
requirements both on the Nayak Committee norms as well as the working cycle norms
and take the lower of the two figures.
Eligibility and Norms for bank financing of SSIs as per Nayak Committee [CHECK
THE YEAR]
a. Applicability: In case of SSIs, with working capital requirement of less than Rs. 5
crores
In case of other industries, with working capital requirement of less than
Rs. 1 crore
b. Quantum of Working Capital bank financing: 20% of the projected annual turnover
c. Subject to a Promoter bringing in a margin of: 5% of the projected annual turnover (i.e.
20% of the total fund requirement that has been estimated at 25% of the projected annual
turnover)
In a number of public sector banks that faced massive erosion in capital, enquiries were
instituted against officials who sanctioned the bad loans thereby making bankers more
cautious of taking any kind of credit decisions. In such circumstances banks increasingly
resorted to investing in risk-free government debt and avoided taking on industrial credit.
The sector had witnessed a high level of directed lending in the past decade most of
which turned bad thereby putting off the banks from further credit to the sector. Even
otherwise, the adverse impact of liberalization has been felt more in the SME sector that
among larger industries.
(An Example)
Assumptions :
2) Raw materials are issued to production right in the beginning, whereas wages and
overheads are incurred evenly.
1) 1year = 52 weeks
SOLUTION:
(A)STOCK
Raw Material 20,00
0
(2,60,000/52 *4)
Finished Goods 39,61 59,616
6
(515,000/52*4)
(B) WIP
Raw Material 10,00
0
(2,60,000/52*2)
Wages 3,750
(1,95,000/52*2*0.5)
Overheads 1,150
(60,000/52 *2*0.5)
(C) DEBTORS 87,500
(6,50,000/52*7)
CURRENT LIABILITIES
CREDITORS
Raw materials 30,000
(2,60,000/52*6)
Wages 5,625
(1,95,000/52*1.5)
Administration overheads
60,00/52*8)
TOTAL 56,570
WC reqd.(CA-CL) 1,45,260
The following, easily calculated, ratios are important measures of working capital
utilization.
(Total Current
Assets - Similar to the Current Ratio but takes account
Quick Ratio Inventory)/ = X times of the fact that it may take time to convert
Total Current inventory into cash.
Liabilities
Working
( Net Sales/ A high percentage means that working capital
Capital As % Sales
Working Capital) needs are high relative to your sales.
turnover
SOURCES OF FUNDS
Equity capital 216.4 216.4 216.4
Capital reserve 3.0 3.0 3.0
Share premium account 860.1 860.1 860.1
P&L/general reserve 600.9 208.7 836.5
Other reserves 113.1 113.1 55.5
Reserves and surplus 1577.2 1185.0 1755.1
Net worth 1793.6 1401.4 1971.5
Secured loans 226.6 130.3 58.1
Unsecured loans 127.1 129.9 -
Total debt 353.7 260.1 58.1
Capital employed 2147.3 1661.5 2029.6
APPLICATION OF FUNDS
Gross block 2209.4 2339.3 2290.9
Accumulated depreciation (626.9) (749.4) (925.6)
Capital work in progress 154.1 73.9 116.9
Total fixed assets 1736.5 1663.7 1482.2
Investments 88.2 87.0 87
Inventories 388.6 470.0 450.6
Sundry debtors 211.5 59.5 207.2
Cash and bank balance 202.3 354.7 604.6
Total loans and advances 1016. 1438.3 669.5
Sundry creditors/acceptances (1024.7) (1280.9) (1370.9)
Other liabilities (96.7) (1010.7) (100.6)
Provisions (194.6) (120.1) -
Net current assets 322.5 (89.3) 460.4
Capital deployed 2147.3 1661.5 2029.6
APPLICATION OF FUNDS
Gross block 13,841.3 14,810.6 16,687.4
Accumulated depreciation (4,207.3) (4,978.7) (5,949.5)
Capital work in progress 903.7 1,039.8 1,296.8
Total fixed assets 10,537.7 10,871.7 12,034.7
Investments 6,975.1 10,361.1 17,697.4
Inventories 11,456.8 13,100.1 11,821.0
Sundry debtors 1,929.4 2,337.5 2,645.1
Cash & bank balance 6,598.8 8,104.5 5,220.8
Total loans & advances 6,102.1 6,269.4 7,926.2
Sundry creditors/ Acceptances (17,873.6) (20,810.9) (21,635.3)
Other liabilities (706.6) (621.7) (707.5)
Provisions (5,246.4) (6,806.4) (9,004.1)
Net current assets 2,260.5 1,572.5 (3,733.8)
Capital deployed 19,773.4 22,805.3 25,998.3
RATIOS
Turnover ratios (x)
Net sales to total assets 4.8 4.4 4.1
Net sales to fixed assets 9.0 9.3 8.8
Net sales to working capital 41.9 64.5 (28.4)
Net sales to inventory 8.3 7.7 9.0
Gross sales to debtors 52.9 46.7 43.1
Liquidity ratios (x)
Current ratio 1.1 1.1 0.9
Debt equity ratio 0.2 0.1 0.0
Interest cover 46.5 74.5 147.6
Return on (%)
Networth (post tax) 47.0 50.7 52.0
Capital employed (pre tax) 58.7 61.8 64.6
Per share (Rs)
Net earnings (EPS) 3.7 4.8 5.9
Cash earnings (CPS) 4.1 5.4 6.5
Dividend payout 2.2 3.2 4.3
Book value (NAV) 7.8 9.6 11.3
Asset composition (%)
Net fixed assets 53.3 47.7 46.3
Working capital 11.4 6.9 (14.4)
Hindustan Lever Ltd
APPLICATION OF FUNDS
Gross block 1,728.7 1,928.7 2,048.5 2,515.7
Accumulated depreciation (470.1) (613.4) (766.8) (944.9)
Capital work in progress 18.6 37.9 24.4 16.9
Total fixed assets 1,277.2 1,353.3 1,306.1 1,587.7
Investments 911.9 1,293.1 1,469.9 2,156.1
Inventories 585.8 663.6 704.6 830.8
Sundry debtors 489.7 299.8 377.9 326.2
Cash & bank balance 56.8 285.8 493.7 345.8
Total loans & advances 591.0 677.9 731.0 809.5
Sundry creditors/
(1,509.0) (1,687.3) (1,955.9) (1,696.6)
Acceptances
Other liabilities (30.0) (14.0) (15.6) (32.2)
Provisions (177.5) (208.3) (270.7) (326.6)
Net current assets 6.9 17.5 65.1 257.0
Miscellaneous expenses - - 121.8 163.0
Capital deployed 2,196.0 2,663.9 2,962.9 4,163.8
RATIOS
Turnover ratios (x)
Net sales to total assets 3.8 3.8 3.8 3.1
Net sales to fixed assets 6.5 7.4 8.7 8.1
Net sales to working capital 1,197.5 573.4 175.0 50.0
Net sales to inventory 14.1 15.1 16.2 15.5
Gross sales to debtors 17.3 34.4 31.0 41.0
Liquidity ratios (x)
Current ratio 1.0 1.0 1.0 1.1
Debt equity ratio 0.8 0.8 0.6 0.7
Interest cover 14.4 142.6 16.5 14.9
Return on (%)
Networth (post tax) 23.9 26.5 27.4 29.4
Capital employed (pre tax) 21.5 21.8 29.1 27.0
Per share (Rs)
Net earnings (EPS) 15.6 21.3 18.3 25.3
Cash earnings (CPS) 21.9 29.9 24.5 32.1
Dividend payout 5.5 6.1 5.0 6.1
Book value (NAV) 65.2 80.4 67.0 86.2
Asset composition (%)
Net fixed assets 58.2 50.8 46.0 39.7
Working capital 0.3 0.7 2.3 6.4
Britannia Industries Ltd
Profit & loss account (Rs mn)
Period ended 03/98 03/99 03/00 03/01
No. of months 12 12 12 12
Gross Sales 8,478.4 10,301.4 11,698.4 13,384.2
Excise Duty (235.7) (277.7) (302.9) (525.1)
Net sales 8,242.7 10,023.8 11,395.5 12,859.0
Other income 113.4 130.6 159.1 161.2
Total income 8,356.1 10,154.4 11,554.6 13,020.2
Raw materials 2,863.4 3,653.2 4,042.1 3,880.7
Stock adjustment (Inc)/ Dec (52.3) (33.7) (45.2) (114.9)
Purchase of finished goods 949.6 1,224.7 1,257.3 1,850.1
Cost of material 3,760.7 4,844.1 5,254.2 5,615.9
Employee cost 725.7 829.1 904.5 953.0
Power & fuel 107.7 123.2 161.2 152.9
Advertising/ promotion/ public 525.2 584.0 770.1 852.9
Freight & forwarding 318.5 401.0 471.5 613.8
Other expenses 2,326.9 2,632.1 2,957.8 3,519.6
Cost of sales 7,764.6 9,413.6 10,519.2 11,708.1
PBIDT 591.4 740.8 1,035.5 1,312.2
Interest & finance charges 49.2 6.3 73.2 100.9
PBDT 542.2 734.5 962.3 1,211.3
Depreciation 118.2 158.9 171.8 188.9
PBT 424.0 575.6 790.5 1,022.4
Provision for taxation 134.7 180.0 260.7 434.1
Extraordinary items/ Prior year
- - (19.6) 117.1
adj.
Adjusted PAT 289.3 395.6 510.2 705.4
Dividend payout 102.1 113.4 139.1 168.8
Forex inflow 64.4 39.6 29.4 23.5
Forex outflow 128.2 148.9 159.1 129.4
Book value of quoted
150.4 577.0 283.1 69.0
investments
Market value of quoted
165.3 630.6 320.0 88.9
investments
Contingent liabilities 167.3 405.5 207.9 592.0
RATIOS
As % of net sales
Gross sales 102.9 102.8 102.7 104.1
Excise duty (2.9) (2.8) (2.7) (4.1)
Net sales 100.0 100.0 100.0 100.0
Other income 1.4 1.3 1.4 1.3
Total income 101.4 101.3 101.4 101.3
Cost of material 45.6 48.3 46.1 43.7
Employee costs 8.8 8.3 7.9 7.4
Selling expense 10.2 9.8 10.9 11.4
Other expenses 28.2 26.3 26.0 27.4
Cost of sales 94.2 93.9 92.3 91.0
Profitability ratios (%)
PBIDT excl. other income 5.8 6.1 7.7 9.0
PBIDT 7.2 7.4 9.1 10.2
PBDT 6.6 7.3 8.4 9.4
Profit before tax 5.1 5.7 6.9 8.0
Profit after tax 3.5 3.9 4.5 5.5
Growth ratios (% yoy)
Net sales 13.5 21.6 13.7 12.8
PBIDT 61.0 25.3 39.8 26.7
PBT 43.8 35.8 37.3 29.3
PAT 61.8 36.8 29.0 38.3
Payout ratios (%)
Tax (% of PBT) 31.8 31.3 33.0 42.5
Dividend (% of PAT) 35.3 28.7 27
We can see that HLL is managing its inventory better as it has a high
inventory ratio as compared to P&G; though BIL has the highest turnover
ratio. The inventory is moving fast in its case. However we further need to
find out that they need do not maintain an extremely low level of
inventory, which may further lead to stock outs, etc ;before we draw any
final conclusion.
Again we see that the number of days for which HLL is keeping its
inventory is comparatively lower, though BIL keeps it for the least number
of days and hence we can see that it does better inventory management.
Again we see that HLL has a higher accounts receivable turnover
indicating that it is efficiently doing credit management. We can say that it
is probably using better credit standards and putting more collection effort
as compared to P&G and BIL. How ever the ratios have been calculated
on the basis of net sales and not net credit sales and hence finding the
internal break up of the net sales as to whether cash or credit , is important
from the analysis point of view.
As a result of the above efforts, HLL is obviously able to collect its
receivables in a comparatively shorter period and this can be said from the
account receivable period. However its credit policy also needs to be
considered before deciding whether it has a fast or a slow collection
period.
Because of better inventory management, receivables management and
cash management, HLL has a better liquidity position as compared to
P&G and BIL; this can be seen from the high current ratio of 1.31.
However since it is a normal practice to maintain a current ratio of 2:1.
1.31 would still be considered to be a low ratio compared to the industry
averages.
We can see that P&G is in the best liquidity position of the two as it has
the highest quick ratio. Though HLL has a high current ratio, it also has a
comparatively high inventory and hence has a lower quick ratio and less
liquidity as compared to P&G.
Since BIL has a comparatively the least inventory period and accounts
receivable period it is able to have a shorter operating cycle, this is clearly
evident from the above table. This is because of better inventory
management and credit management not to oversee the problems of
keeping less then required inventory or conservative credit policy.
As far as he working capital turnover ratio is concerned (which here have
been picked up from their respective balance sheet) we see wide
differences among the same company over two years and also among the
different companies. In case of P&G and HLL ,it has also become
negative because they had excess of current liabilities over current assets.
In P&G this happened because they had a high amount of other liabilities
(1010.7).
For HLL WC ratio has moved from a positive 64.5 to negative
28.4, this is because their cash balance has reduced and at the same
time their provisions have considerably increased over a period of
two years. It shows a cash crunch for the company, thus
demanding better cash management.
Again for BIL the turnover ratio has gone down from a significant 573 to
175 because over the period of two years their working capital
requirement has considerably increased though their sales haven’t
increased by that extent.
As far as the working capital turnover ratio is concerned it is very high for
BIL why?????????
To maximise cash flow, finance teams throughout Europe are tightening their
grip on working capital
Larry Rosen, group senior vice-president and treasurer of Aventis: .
management services firm, says “It’s not something that merely concerns the
finance team, but it’s regarded as part of our operational strategy.” They
started with receivables management, training managers at all levels of the
organization . Benchmarking data shows that the training has paid off—the
US has reduced its billing cycle from 17 days to ten days
V.K. Kaul, 53, the CFO of the Rs 1,068-crore Ranbaxy Laboratories:
"Factors such as the state of the industry, the quality, and credibility, of the
management, the financial discipline practised, and the track-record will
figure in credit appraisal
Increasingly, commercial success in a fiercely-competitive marketplace is
predicated by intangibles such as brand equity and know-how. "Placing
intangibles, such as brands, on the balance-sheet forces the firm to identify
and finance its value-drivers," says Mohandas Pai, 40, director (finance) of the
Rs 139.22-crore Infosys
S. Narayan Prasad, 43, senior manager (corporate banking), National Bank
of Bahrain, cautions: "With the banks' NPAs at 14 per cent of advances, the
regulators will frown on unsecured transactions."
WC MANAGEMENT IN SERVICE INDUSTRY (AIRLINES) A CASE
Working Capital Financing Policy: Their entire floating WC (Rs 100crs) requirement
is met by cash credit facility they take from the banks. They have a term loan of Rs 50
cr. They also have a housing loan of Rs.28 Cr. They roll over cash credit every year.
So it is a form of a short-term loan, which keeps getting extended.
The permanent working capital requirement (700 Cr) is supported by the long-
term loan from banks for which they mortgage their assets. Hence they use a, moderate
mix of short term and long term sources to finance their working capital needs middle
route to avoid running out of cash. We can say that they use the strategy C.
CASH MANAGEMENT
The main source of their cash include sale of air tickets and engineering services they
provide to others. They receive the cash even before actual sale takes place. This is
because, they sell the tickets to the agents and collect the money for it, but the actual
value of ticket is known only when the passenger fly’s, at a future date.
Their sales are done through agents (BSP and GSA) and to the government
parties. They have about 100-200 agents only in Mumbai. They follow receipts and
payment methods to plan their cash requirements. Their cash flow statement looks like
following:
Collections
Month Op Cash Inward Unsche. Engg Foreign Misc Total
bal credit remm. rcpts Ser. Remm. rcpts
Coll.
Op bal
April
May
June
July
August
September
Oct
Nov
Dec
Jan
Feb
Mar
Total
Disbursements
Month Sal/ Fuel/ LBP Capital INS/ Misc. Unsch. Total Cl. bal
PLI/ Oil Payment Exp. INT
PF/
TDS
Op bal
April
May
June
July
August
September
Oct
Nov
Dec
Jan
Feb
Mar
Total
Collections: The main source of cash is the inward remittances. All the centers send
their collections to Mumbai (this is the cash they earn through sale of tickets).
Unscheduled receipts come from special flights they operate, say for the prime
minister or for Hajj pilgrims. They also provide engineering services to others, which
is a source for cash. Foreign remittances include sale of tickets abroad and earnings
from abroad. They can, based on their past experience and considering the peak
seasons and peak routes estimate more or less how much they will receive from each
sector, each month. Hence their cash can be effectively planned.
Disbursements: Their main expenditures include payment of salary, fuel and oil,
landing and parking charges, capital expenditure, insurance and interest payment,
catering, etc. Most of this is also predictable since they know how many flights they
are going to fly (therefore how much fuel, parking charges, salary, insurance premium,
interest charges they need to pay. They need to monitor better specially if they are
intending to make capital expenditure. The closing balance for them has mostly been
negative since their expenses are more; to meet this cash deficit they take cash credit
for the balance amount by mortgaging their assets.
If carefully observed, we see that it is not as per a certain date. It is on an ongoing
basis. It is not a forecast, they just believe in borrowing the difference.(debt trap???)
Collection of cash: Initially a lot of their cash was blocked in various branches at
various banks, as they have to keep a certain minimum balance in the bank. As a result
a large amount (at one time about Rs 500 crores) was blocked to meet the minimum
balance. Hence they paid a high opportunity cost for the cash.
But now they have made it a centralized collection procedure, the entire amount is
deposited at a central account. This has been done for the central and the western zone.
Hence they no longer keep bank accounts at various places. As a result a large amount
of their funds are freed up and they have better cash flows; though they still continue to
be negative.
Also initially for payment of salaries they used to deposit the amount with the
bank 5 days before the last day of the month. They used to lose interest on crores of
Rupees for five full days.
Now they follow an electronic clearance system. Now a sponsor bank acts as an
interface with the RBI. The sponsor bank does payment to the RBI. The branch
network of RBI is used for the distribution of salaries and also for payment to the
suppliers. This speeds up the entire process again freeing the funds for 5 days. They
save almost 30 cr. interest on this. The entire amount is deposited in and paid from the
Mumbai branch. Hence the cash position is known all the time and better planning and
control can be done. However one major drawback in this is that payment in foreign
currency cannot be done because of exchange rate fluctuations.
Future plans: They are planning to open up regional cash management centers at
strategic locations like Hongkong, Nairobi, London, America, etc, from where
centralized administration of cash can be done for those regions. Also the EURO
currency will solve the exchange rate problems and conversion cost will be reduced.
They also wish to have an ERP system for better monitoring and control of cash.
Though they haven’t finalized about it as yet.
Monitoring receivables: They mainly have to collect money from the agents and the
government parties. Collecting cash from the government parties is no problem as the
payment is assured.
As far as the BSP agents are concerned, they are IATA approved and have
BSP (bill settlement procedure). All the agents pay to one central authority. They take
bank guarantees from the agents of the amount up till which the can sell the tickets
(IATA agents do not require a separate B/G as their is a combined guarantee for all their
agents taken by IATA.) and do not indulge in risk taking .All agents pay to one central
authority every 15 days (for cargo 30 days). This credit period is based on the industry
averages. Since they are IATA agents same credit period is given by all the airlines.
Investment of surplus: Initially the AIR CORPORATION ACT and now the
COMPANIES ACT lays certain restrictions regarding where they can invest their surplus
funds, for ex: they cannot invest in shares, etc. They normally invest in fixed deposits. In
India they earning interest rate of 9.5% where as abroad they earn a 3 to 5% interest rate.
They could possibly look in for better options of investment where they could get higher
returns. As far as this airline is concerned, they mostly have cash deficit and hence do not
have surplus to invest.
However they are looking forward to better cash positions in future. They wish that a
sound system for ‘overnight investment’ (where the funds are invested only for the night
period and the next morning before the office starts the funds are back in your bank)
could be developed in India. This means making the maximum us of your funds.
CREDIT MANAGEMENT.
Credit policy: They have very aggressive credit standards. They do not give credit
without security. (A B/G or L/C is normally demanded) They give credit for 15-30 days.
This is the normal industry average .All airlines give this much credit period. .
Cash discount:It is a normal practice in the airline industry to offer a 40-45% incentive
on the gross fare published by the IATA. (Gross Fare – Incentive = Set Fare). To
government parties they offer 12% cash discount if they pay within 30 days. (Again this
is a normal industry practice.) Hence if you buy through the agent you get an incentive
benefit and if bought directly a cash discount (govt.parties). Also the agents are given 7
to 12% commission on set fare .GSA are given extra 3% overwriting commission.
Creditability: The IATA publishes a default report of the agents; any agent whose name
appears on that list is not generally given business again by any airline. They can only
sell tickets upto a limit for which the agent gives security .therefore they don’t require to
do any credit rating for them The govt.obviously pays, though it may sometimes delay
.No credit rating is normally done by the airline. For foreign countries they outsource the
credit appraisal in case they find a need to do so.
INVENTORY MANAGEMENT:
Inventory Period 56.73 days 43.74 days 36.06 days 25.54 days
13%
5% 33%
In spite of significant improvement in
6%
inventory management, it has not
shown much on the profitability, this is 13%