4.3.

DAILY CASH INFLOW & OUTFLOW:

Here we have presented the daily cash inflow and outflow of HCBL.
Table 4.2: Daily Cash Inflow & Outflow (in BDT)
CASH INFLOW
2006

2007

2008

4,963,425,000

5,573,231,000

6,332,191,000

14,630,000

49,963,000

84,205,000

2009

2010

Cash received
from
customers

7207246000

8321771000

Cash received
from other
operating
income
Cash Inflow

96721000

190485000

7303967000

8512256000

20010868.49

23321249.32

through out
the year

4,978,055,000

5,623,194,000

6,416,396,000

Daily Cash
Inflow

13,638,506.85

15,406,010.96

17,579,167.12

Net Daily
89,569.88
CASH OUTFLOW
Cash Inflow
2006

3,089,613.72
2007

2,829,290.41
2008

2,505,375.04
2009

Payment

2,728,649
2010
1,914,000

for
financial
expense

(96,760,000)

(55,096,000)

(68,293,000)

24,857,000

Income tax
paid

581791000
(35,495,000)

(96,947,000)

(206,802,000)

553,270,000

(3,334,740,000)

(3,835,873,000)

(4,480,284,000)

5,092,076,000

6127552000

(501,761,000)

(507,571,000)

(628,326,000)

(719,302,000)

(805042000)

Cash paid
to suppliers
Cash paid
for
operating
expenses
Cash
outflow
through
(7516299000)

out the
year

(3,968,753,994.00)

(4,495,484,993.00)

(5383705000)

(6,389,505,000)

(17,489,597.24)

(12,316,397.24)

(14749876.71)

(17505493.15)

Daily Cash
outflow

(20592600)

4.4. RATIO ANALYSIS:

ACTIVITY RATIO:
2006
6.26

Inventory
Turnover
DOH(Days

of

Inventory

on

Hand)
Receivables

57.52

Turnover
DSO(Days of

9.52

2007
6.42

56.03
9.58

2008
3.49

2009
6.20

2010
5.14

58.05

70.05

12.03

14.15

29.93

25.44

4.00

4.06

89.90

88.75

6.11

3.86

103.14
10.28

Sales
Outstanding)
Payables

37.80

Turnover
Number of Days

3.71

of payables
WC Turnover

96.85
-9.51

37.56
3.22

35.02
3.54

111.57
-21.72

101.63
18.48

2007
1.02
0.71

2008
1.27
0.66

LIQUIDITY RATIO:

Current ratio
Quick ratio

2006
0.87
0.48

4.5. GRAFICAL PRESENTATION & INTERPRETATION:

2009
2.03
1.52

2010
2.38
1.74

 Current Ratio:
Figure 4.3: Current Ratio of year 2006,2007,2008,2009 and 2010

Current ratio of Heidelberg cement Bangladesh Ltd is in a increasing rate. From 2006 to 2007 & 2008
and 2009 the ratio increased slightly. But it increased from 2009 to 2010 because the current liabilities
(short term bank loan, other current liabilities) largely decreased from the previous years.
Quick Ratio
Figure 4.4: Quick Ratio of year 2006,2007,2008,2009 and 2010

Quick Ratio of Heidelberg cement Bangladesh Ltd largely increased in 2009 and 2010 than that of in
previous three years, due to increase in cash and other current assets in these two years & decrease in
current liabilities (short term bank loan, other current liabilities) in year 2010.
4.6. CASH CONVERSION CYCLE:

The cash conversion cycle of Heidelberg cement Bangladesh Ltd. is the net time interval between the
expenditure of cash in paying the liabilities and the receipt of cash from the collection of receivables.
The Cash Conversion Cycle of Heidelberg cement Bangladesh Ltd. of years 2006, 2007, 2008, 2009 and
2010 are as follows:
Year 2006
Inventory stocked

Cash received

58 days

38 days

Days inventory held

Days sales outstanding

Days inventory outstanding

97 days

CCC
Cash disbursed

-1 days

Year 2007
Inventory stocked

Cash received

56 days

38 days

Days inventory held

Days sales outstanding

Days inventory outstanding

112 days

Year 2008

CCC
Cash disbursed -18 days

Inventory stocked

Cash received

103 days

35 days

Days inventory held

Days sales outstanding

Days inventory outstanding

102 days

CCC
Cash disbursed

36 days

Year 2009
Inventory stocked

Cash received

58 days

30 days

Days inventory held

Days sales outstanding

Days inventory outstanding

90 days

CCC
Cash disbursed -2 days
Year 2010

Inventory stocked

Cash received

70 days

25 days

Days inventory held

Days inventory outstanding

89 days

Days sales outstanding

CCC
Cash disbursed 6 days

Figure 4.5: Cash Conversion Cycle of HCBL of years 2006,2007,2008,2009 and 2010