Beruflich Dokumente
Kultur Dokumente
LIST OF TABLES Table No. 5.1 5.2 5.3.1 5.3.2 5.3.3 5.3.4 5.3.5 5.3.6 5.4.1 5.4.2 5.4.3 5.4.4 5.4.5 5.4.6 5.4.7 5.4.8 5.4.9 5.4.10 5.4.11 5.4.12 5.4.13 5.4.14 5.4.15 5.4.16 5.4.17 5.4.18 Name of the Table Cash from operation Cash flow statement Inventories Sundry debtors Cash/bank Loans & Advances Current liabilities Current Assets Current Asset to Fixed Asset Current Asset to Total Asset Net working capital Ratio Inventories to Current Asset Ratio Sundry Debtors to Current Asset Ratio Loans & Advances to Current Asset Ratio Cash to Current Asset Ratio Cash to Working Capital Ratio Cash to Sales Ratio Cash Ratio Current Ratio Liquidity Ratio Super Quick Ratio Working Capital Turnover Ratio Inventory Turnover Ratio Debtors Turnover Ratio Debt Collection Period Cash Interval Measure Ratio Page No. 29 30 31 32 33 34 35 36 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55
LIST OF CHARTS
Table No. No. 5.4.1 5.4.2 5.4.3 5.4.4 5.4.5 5.4.6 5.4.7 5.4.8 5.4.9 5.4.10 5.4.11 5.4.12 5.4.13 5.4.14 5.4.15 5.4.16 5.4.17 5.4.18
Page
Current Asset to Fixed Asset Current Asset to Total Asset Net working capital Ratio Inventories to Current Asset Ratio Sundry Debtors to Current Asset Ratio Loans & Advances to Current Asset Ratio Cash to Current Asset Ratio Cash to Working Capital Ratio Cash to Sales Ratio Cash Ratio Current Ratio Liquidity Ratio Super Quick Ratio Working Capital Turnover Ratio Inventory Turnover Ratio Debtors Turnover Ratio Debt Collection Period Cash Interval Measure Ratio
38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55
CONTENTS
TITLES
PAGE NO
1 2 9
II III IV V
REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS OF THE STUDY, SUGGESTION AND RECOMMENDATIONS
10 27 28 29 56 58 59 60 61 62
VI
VII VIII
CONCLUSION SCOPE FOR THE FUTHER STUDY LIMITATION OF THE STUDY BIBILIOGRAPHY
CHAPTER I
CASH MANAGEMENT
1.1 INTRODUCTION:
Cash is the important current asset for the operations of the business. Cash is the basic input needed to keep the business running on a continuous basis; it is also the ultimate output expected to be realized by selling the service or product manufactured by the firm. The firm should keep sufficient cash, neither more nor less. Cash shortage will disrupt the firms manufacturing operations while excessive cash will simply remain idle, without contributing anything towards the firms profitability. Thus, a major function of the financial manager is to maintain a sound cash position. Cash is the money which a firm can disburse immediately without any restriction. The term cash includes coins, currency and cheques held by the firm, and balances in its bank accounts. Sometimes near-cash items, such as marketable securities or bank times deposits, are also included in cash. The basic characteristic of near-cash assets is that they can readily be converted into cash. Generally, when a firm has excess cash, it invests it in marketable securities. This kind of investment contributes some profit to the firm.
Mr. Marie Susai Raj and Mr. Selvanayagam and other miscellaneous duties.
Todays profile of M/s Standard Polymers private limited posses a picture of a well established and progressively functioning company. The company with a production volume of 60 tonnes a month in the year 2004 has reached a capacity of 160 metric tones as per today. The production takes place in three shifts and even then the volume of pending orders has raised to its brim. The company is capable of manufacturing packing covers of high standards for industrial packing. The present financial turnover ranges upto two crores a month. The companys merits are well exposed and its reputation respectfully recognized by its customers and Bankers. The major customers are;
MRF Ltd., Kerala, Tiruvothiyur and Pondicherry. Parrys confectionery Limited. Nutrine confectionary company (P) Limited. Winner Dairy (P) Limited.
SNP Dairy milk, Madurai. Aiswariya Milk products, Virudhachalam. Sarva Seva dairy federation Limited. (Seva Milk). Sarva seva dairy federation (Sarvodaya Milk). G.K Dairy, Thanjavur (District) Kurichi. Balaji Oil Milk, Vanur (Lion Brand Double groundnut oil). South India flour mills Limited, Chennai. S.M Detergents (P) Limited, Coimbatore. Kovilpatti lakshmi roller flour mills Limited, Gangaikondan. Meenakshni foods India private Limited, Chennai. Vega marketing (P) Limited, Dindugal.
necessity in seek of other technologies. Though shortage of labour force arises now and then, the management is able to master this problem through labour agencies. In accordance to Indian labour laws and in consideration of huge manpower, there is also no necessity to go in for further automatisation. Only in consideration of increasing demand, the administration has decided to put up another production unit, whose housing is under construction. Precisely speaking, the company aims at maintaining its reputation of serving its customers to their satisfaction and free the company at the earliest from its existing financial encumbrance.
ORGANISATION STRUCTURE
General Executives
Administrative
Sales
Production
Accounts
Auditor Manager Salesman Data Entries Human Resource Collection Supervisor Security
3 Extruder operators 3 printer operators 3 Slitter operators
Supervisor
Cashier
Helpers
The importance of Cash management in any industrial concern cannot be overstressed. Under the present inflationary condition, management of Cash is perhaps more important than even management of profit and this requires greatest attention and efforts of
the finance manager. It needs vigilant attention as each of its components require different types of treatment and it throws constant attention on exercise of skill and judgment, awareness of economic trend etc, due to urgency and complicacy the vital importance of Cash. The anti-inflationary measure taken up by the Government, creating a tight money condition has placed working capital in the most challenging zone of management and it requires a unique skill for its management. Today, the problem of managing Cash has got the recognition of separate entity, so its study and management is of major importance to both internal and external analyst to judge the current position of the business concerns. Hence, the present study entitled An Analysis on Cash Management has been taken up.
Cash planning: Cash inflows and outflows should be planned to project cash surplus or deficit for each period of the planning period. Cash budget should be prepared for this purpose.
Managing the cash flows: The firm should decide about the properly managed. The cash inflows should be accelerated while, as far as possible, the cash outflows should be decelerated.
Optimum cash level: the firm should decide about the appropriate level of cash balances. The cost of excess cash and danger of cash deficiency should be matched to determine the optimum level of cash balances.
Investing surplus cash: The surplus cash balances should be properly invested to earn profits. The firms should decide about the division of such cash balances between alternative short-term investment opportunities such as bank deposits, marketable securities, or inter-corporate lending.
TRANSACTION MOTIVE The transactions motive requires a firm to hold cash to conduct its business in the ordinary course. The firm needs cash primarily to make payments for purchases, wages and salaries, other operating expenses, taxes, dividends etc. The need to hold cash would not arise if there were perfect synchronization between cash receipts and cash payments, i.e., enough cash is received when the payment has to be made. But cash receipts and payments are not perfectly synchronized. For those periods, when cash payments exceed cash receipts, the firm should maintain some cash balance to be able to make required payments. For transactions purpose, a firm may invest its cash in marketable securities. Usually, the firm will purchase securities whose maturity corresponds with some anticipated payments, such as dividends or taxes in the future. Notice that the transactions motive mainly refers to holding cash to meet anticipated payments whose timing is not perfectly matched with cash receipts.
PRECAUTIONARY MOTIVE The precautionary motive is the need to hold cash to meet contingencies in the future. It provides a cushion or buffer to withstand some unexpected emergency. The precautionary amount of cash depends upon the predictability of cash flows. If cash flows can be predicted with accuracy, less cash will be maintained for an emergency. The amount of precautionary cash is also influenced by the firms ability to borrow at short notice when the need arises. Stronger the ability of the firm to borrow at short notice, less the need for precautionary balance. The precautionary balance may be kept in cash and marketable securities. The amount of cash set aside for Marketable securities play an important role here.
precautionary reasons is not expected to earn anything; the firm should attempt to earn some profit on it. Such funds should be invested in high-liquid and low-risk marketable securities. Precautionary balances should, thus, be held more in marketable securities and relatively less in cash.
SPECULATIVE MOTIVE The speculative motive relates to the holding of cash for investing in profit-making opportunity to make profit may arise when the security prices change. The firm will hold cash, when it is expected that interest rates will rise and security prices will fall. Securities can be purchased when the interest rate is expected to fall; the firm will benefit by the subsequent fall in interest rates and increase in security prices. The firm may also speculate on materials prices. If it is expected that materials prices will fall, the firm can postpone materials purchasing and make purchases in future when pric4e actually falls. Some firms may hold cash for speculative purposes. By and large, business firms do not engage in speculations. Thus, the primary motives to hold cash and marketable securities are: the transactions and the precautionary motives.
CASH PLANNING
Cash flows are inseparable parts of the business operations of firms. A firm needs cash to invest in inventory, receivable and fixed assets and to make payment for operating expenses in order to maintain growth in sales and earnings. It is possible that firm may be making adequate profits, but may suffer from the shortage of cash as its growing needs may be consuming cash very fast. The poor cash position of the firm cash is corrected if its cash needs are planned in advance. At times, a firm can have excess cash may remain idle. Again, such excess cash outflows. Such excess cash flows can be anticipated and properly invested if cash planning is resorted to. Cash planning is a technique to plan and control the use of cash. It helps to anticipate the future cash flows and needs of the firm and reduces the possibility of idle cash balances ( which lowers firms profitability ) and cash deficits (which can cause the firms failure). Cash planning protects the financial condition of the firm by developing a projected cash statement from a forecast of expected cash inflows and outflows for a given period. The forecasts may be based on the present operations or the anticipated future operations. Cash plans are very crucial in developing the overall operating plans of the firm. Cash planning may be done on daily, weekly or monthly basis. The period and frequency of cash planning generally depends upon the size of the firm and philosophy of management. Large firms prepare daily and weekly forecasts. Medium-size firms usually prepare weekly and monthly forecasts. Small firms may not prepare formal cash forecasts because of the non-availability of information and small-scale operations. But, if the small firms prepare cash projections, it is done on monthly basis. As a firm grows and business operations become complex, cash planning becomes inevitable for its continuing success.
2. Money market rates: If money will bring a low return a firm may choose not to invest it. Since the loss or profit is small, it may not be worth the trouble to make the loan. On the other hand, if interest rates are very high, every extra rupee will be invested. 3. Variation in cash flows: Some firms experience wide fluctuation in cash flows as a routine matter. A firm with steady cash flows can maintain a fairly uniform cash balance.
4. Compensating balance: If a firm has borrowed money from a bank, the loan agreement may require the firm to maintain a minimum balance of cash in its accounts. This is called compensating balance. In effect this requires the firm to use the services of bank a guaranteed deposit on which it pays no interest. The interest free deposit is the banks compensation for its advice and assistance.
CASH CYCLE:
The cash cycle refers to the process by which cash is used to purchase materials from which are produced goods, which are them sold to customers. Cash cycle=Average age of firms inventory +Days to collect its accounts receivables -Days to pay its accounts payable. The cash turnover means the numbers of times firms cash is used during each year. 360 Cash turnover = ---------------Cash cycle
The higher the cash turnover, the less cash the firm requires. The firm should, therefore, try to maximize the cash turn.
MANAGING COLLECTIONS:
a) Prompt Billing: By preparing and sending the bills promptly, without a time log between the dispatch of goods and sending the bills, a firm can ensure earlier remittance.
b) Expeditious collection of cheques: An important aspect of efficient cash management is to process the cheques receives very promptly. c) Concentration Banking: Instead of a single collection center located at the company headquarters, multiple collection centers are established. The purpose is to shorten the period between the time customers mail in their payments and the time when the company has use of the funds are then to a concentration bank usually a disbursement account. d) Lock-Box System: With concentration banking, a collection center receives remittances, processes them and deposits them in a bank. The purpose is to lock-box system is to eliminate the time between the receipt of remittances by the company and their deposit in the bank. The company rents a local post office box and authorizes its bank in each of these cities to pick up remittances in the box. The bank picks up the mail several times a day and deposits the cheque in the companys accounts. The cheques are recorded and cleared for collection. The company receives a deposits the cheque in the companys accounts. The cheques are recorded and cleared for collation. The company receives a deposit slip and a lift of payments. This procedure frees the company from handling a depositing the cheques.
CONTROL OF DISBURSMENT
a) Stretching Accounts Payable A firm should pay its accounts payables as late as possible without damaging its credit standing. It should, however, take advantages of the cash discount available on prompt payment.
b) Centralized Disbursement One procedure for rightly controlling disbursements is to cenrealise payables in to a single account, presumably at the companys headquarters. Such an arrangement would enable a firm to delay payments and can serve cash for several reasons. Firstly, it increases transit time. Secondly, if a firm has a centralized bank account, a relatively smaller total cash balances will be needed. c) Bank Draft Unlike an ordinary cheque, the draft is not payable on demand. When it is presented to the issuers bank for collection, the bank must present it to the issuer for acceptance. The funds then are deposited by the issuing firm to cover payments of the draft. But suppliers prefer cheques. Also, bank imposes a higher service charge to process them since they require special attention, usually manual. d) Playing the float The amount of cheques issued by the firm but not paid for by the bank is referred to as the payment float. The differences between payment float and collection float are the net float. So, if a firm enjoys a positive net float, it may issue cheques even if it means having an ever drown account in its books. Such an action is referred to as playing the float, within limits a firm can play this game reasonably safely. Thus management of cash becomes essential and it should be seen to, that neither excessive nor inadequate cash balances are maintained.
4. Discloses success or failure of cash planning The extent of success or failure of cash planning be known by comparing the projected cash flow statement with the actual cash flow statement and necessary remedial measures can be taken.
The firm is able to forecast its cash needs with certainty. The firms cash payments occur uniformly over a period of time. The opportunity cost of holding cash is known and it does not change over time. The firm will incur the firm sells securities and starts with a converts securities to cash.
Cash balance
C/2
Average Time 0 T1 T2 T3
The limitation of the Baumol model is that it does not allow the cash flows to fluctuate. Firms in practice do not use their cash balance uniformly nor are they able to predict do not use their cash inflows and outflows. The Miller-Orr model overcomes this shortcoming and allows for daily cash flow variation. It assumes that net cash flows are normally distributed with a zero value of mean and a standard deviation. The MO model provides for two control limits-the upper control limit and the lower control limit as well as a return point. If the firms cash flows fluctuate randomly and hit the upper limit, then it buys sufficient marketable securities to come back to a normal level of cash balance (the return point). Similarly, when the firms cash flows wander and hit the lower limit, it sells sufficient marketable securities to bring the cash balance back to the normal level (the return point)
The
Drive
towards
Efficiency,
Transparency,
Fragmentation is a key driver of corporate inefficiency. This has long been the case in the movement of paper checks and related remittance documents within the U.S. payments system, and the flow of goods, trade-related documents and funds within the broader global supply chain. As corporate treasurers pursue end-to-end automation for treasury and supply-chain activities, they understand that to achieve straight-through processing and the subsequent optimization of working capital globally they must integrate the payment and information components of a transaction. Based on this drive for efficiency, three interrelated trends are shaping North Americas cash management landscape today. First, corporate treasurers and their banks are driving the convergence towards electronic payments to better integrate money and information flows. Second, there is a parallel convergence in international trade towards open account, electronic payment and the automation of information flows, as treasury pushes to integrate the physical and financial supply chains. On both fronts, solutions are emerging to digitize paper wherever it persists. Third, as companies continue to expand globally and information and money flows follow treasury is focused on standardizing processes and strengthening internal controls. The objective is to create transparency across a range of business activities to manage risk and ensure financial reporting integrity in compliance with SarbanesOxley.
Our review has found that Transportation has made significant progress or completed most of the recommendations made in our 2002 special report. Complete implementation of these changes will take at least four to five years. Over the last two years, Transportations management has started not only implementing recommendations, but more importantly begun implementing a change in the corporate and cultural structure of the organization. The success of change with Transportation will depend on whether a true structural change in organization takes place. The measure of success will require a substantial long-term commitment by management to not only making the change, but to prevent backsliding into Transportations old approaches.
In some ways, the accomplishments to date are the easy part of change. The harder part lays ahead in funding and implementing new systems, continuing to make the changes to get closer to capital budgeting process, and overcoming Transportations corporate and cultural structure to improve project management. The success of this effort is highly dependent on management guidance and direction, and current management has demonstrated their dedication towards this effort. If any management change occurs, it is essential that they have the same commitment; otherwise, progress may be negatively impacted. Transportation is restoring fiscal accountability by implementing several budgetary and financial changes, including adopting a debt management policy and model. Additionally, they are establishing a methodology to identify statewide transportation priorities and developing project management policies. Transportation has completed several budgetary and financial changes, including attempts to make the Six-Year Improvement Program a realistic management tool and reduce the projects with a deficit status. However, to ensure accurate matching on cash inflows and outflows, Transportation must begin estimating the cost of projects by fiscal year. Transportation does not currently have sufficient controls and processes in place to manage the rate at which they spend funds. For major projects, Transportation has begun assigning a project management team that follows a project from its inception to its completion. However, it is still too early in the process to determine if the policies put into place will provide Transportation with better project management. However, the actions to date are those considered best practices in both the private and public for large organizations. Maintenance is still an area of concern at Transportation. The growing maintenance requirements and the limited ability to budget on a needs-based approach increases the risk of inappropriately applied funding. Once the asset management system is fully implemented a needs-based approach will be possible and Transportation will be able identify and prioritize maintenance projects.
4.
It is a Financial Overview for School Administrators is a succinct overview of public school finance, presenting concepts of importance to both site-based and central-office leaders. A pragmatic blend of theoretical concepts and factual information provides readers with an excellent synopsis of public school finance.
The economics and politics of education are discussed in the context of human capital and the role of public education in the United States as an investment in human capital. Author Enid Jones, who is an associate professor of school finance at Fayetteville State University, stresses the importance of investment in human capital and its necessity for an educated, productive workforce. The chapter on adequacy and equity provides an understanding of the two concepts so frequently debated in school finance. As more states struggle with funding issues, this subject matter is timely and useful. Cash Management seems intended for use nationwide with information on basic school business procedures, including budgeting and financing of school facilities. The use of lay terminology and relevant examples make the book valuable both in graduate school classes on educational leadership and in the hands of practicing administrators.
(Cash Management: A Financial Overview for School Administrators, by Enid Beverley Jones, Scarecrow Press, Lanham, Md., 2001)
CHAPTER III
Secondary Objective:
To find out the liquidity position of the concern through ratio analysis. To study the growth of standard polymers in terms of cash flow statement. To make suggestion and recommendation to improve the cash position of standard polymers.
4.1 RESEARCH
Research is a process in which the researchers wish to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new facts in branch of knowledge
4.4 TOOLS USED IN THE ANALYSIS Cash flow statement Trend analysis Ratio analysis.
CHAPTER V
5.1 CALCULATIONS OF FUNDS FROM OPERATION AND CASH FROM OPERATION FOR THE YEAR ENDED (Rs in Thousand)
Particulars Net Profit Depreciation during the year FFO(FLO) ADD: Sundry debtors Prepaid Expenses Sundry creditors Outstanding liabilities Bank O/D LESS: Stock Bank O/D Outstanding liabilities Sundry Debtors Sundry Creditors CFO(CLO) 9854229 342963 1516020 1497634 567073 2950464 767131 9562393 334244 910746 1699354 8950797 1755576 1106913 736292 43200 4731130 1009534 2950464 1710210 10643203 91841 10801353 293962 1881243 2623459 2098945 2200701 2003-2004 621082 1260161 2004-2005 1183275 1440184 2005-2006 478738 1620207 2006-2007 400470 1800231
Cash from operation Increase in loan funds Sales of Asset Increase capital Total Outflows Cash outflow from operation Purchase of Asset Decrease funds Decrease in in in share
9854229
342963
1516020 2410798
8950797
6767781
7004825 1731144
share
63582 6831363
278410 9014379
Inference:
This table shows that the cash flow statements of STANDARD POLYMERS are to be efficient. The cash inflow of the company is to be increased for year after year. The fund from operation is also to differ from every year. The company should increase their share capital from 2006-2007 for Rs. 28, 00,000. Its must be used as efficient for the next year for decrease their loan amount.
5.3.1 INVENTORIES
Inventories YEAR 02 03 03 04 04 05 05 06 06 07 TOTAL a X -2 -1 0 1 2 X2 4 1 0 1 4 10 = 1, 42, 09,108 5 b = 61, 86,505 10 = 6, 18,650.5 (Rs in lakhs) Y 27,76,072 12,78,438 18,45,511 36,01,087 47,08,000 1,42,09,108 = XY (Rs in lakhs) -55,52,144 -12,78,438 0 36,01,087 94,16,000 61,86,505
2, 84,182.6
Inference:
This table indicates that the volume of inventory has been increased every year. Its must be increased for the last year 11, 06,913. Inventories value in 2008 will be about
Sundry YEAR X X2 Debtors (Rs) 02 03 03 04 04 05 05 06 06 07 TOTAL -2 -1 0 1 2 4 1 0 1 4 10 Y 20,69,513 28,05,805 25,11,842 1,20,74,236 1,29,84,982 3,24,46,378 XY (Rs) -41,39,026 -28,05,805 0 1,20,74,236 2,59,69,964 3,10,99,369
a =
3, 24, 46,378 5
64, 89,275.6
= 3, 10, 99,369 10
31, 09,936.9
Inference:
This table shows that the Sundry Debtors has been more every year. It must be increased more than 6 times from the beginning of the period of the study. Sundry Debtors
Cash / Bank YEAR 02 03 03 04 04 05 05 06 06 07 TOTAL X -2 -1 0 1 2 X2 4 1 0 1 4 10 (Rs) Y 14,564 64,679 61,858 63,582 2,78,410 4,83,093 XY (Rs) -29,128 -64,679 0 63,582 5,56,820 5,26,593
4, 83,093 5
96,618.6
5, 26,593 10
52,659.3
Inference:
The cash value of the STANDARD POLYMERS has been increased and the estimated it should be decreased for the previous year. Cash value in 2008 will be about
254596.5.
46, 20,354 5
9, 24,070.8
28, 70,104 10
2, 87,010.4
Inference:
The table indicates that the loans and advances of STANDARD POLYMERS will be reduced from the year 2006-2007. Loans & Advances value in 2008 will be about
17, 85,102.
Current YEAR X X2 Liabilities (Rs) 02 03 03 04 04 05 05 06 06 07 TOTAL -2 -1 0 1 2 4 1 0 1 4 10 Y 22,58,576 57,45,442 38,56,338 1,44,73,102 1,25,88,203 3,89,21,661 XY (Rs) -45,17,152 -57,45,442 0 1,44,73,102 2,51,76,406 2,93,86,914
3, 89, 21,661 5
77, 84,332.2
2, 93, 86,914 10
29, 38,691.4
Inference:
The table shows that the companys current liability will be increased from the every year.
5,11,11,213 5
1,02,22,242.6
5,08,06,947 10
50,80,694.7
Inference:
This table shows that the current asset of the company will be grown at 9times. When compared to the beginning of the period of study its must be increased. Current Asset value in 2008 will be about 2, 54,64,326.7.
RATIO ANALYSIS:
Ratio Analysis is a powerful tool of financial analysis. A Ratio is defined as the indicated quotient of two mathematical expressions and as the relationship between two or more things. In financial analysis, a ratio is used as a benchmark for evaluating the financial position and performance of a firm.
Ratio helps to summarize large quantities of financial data and to make qualitative judgment about the firms financial performance.
1.8 1.6 1.4 1.2 1 0.8 0.6 0.4 0.2 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07
Increase/ YEAR 2002 - 03 2003 - 04 2004 - 05 2005 - 06 2006 - 07 RATIO 0.26:1 0.48:1 0.62:1 0.59:1 0.59:1 Decrease 0.22 0.14 -0.03
Inference:
The Table shows the Current Assets to Total Assets ratio of the company, which registered a fluctuating trend throughout the study period. This ratio varied from 0.26 to 0.48 times during the study. There is no change for last year.
0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Current Assets to Total Assets Ratio
Inference:
Net Working Capital is used as a measure of a firms liquidity and the firms potential reservoir of funds. It can also be relate to net assets. The Net Working Capital Ratio from the table shows a fluctuating trend and the average Net Working Capital Ratio is 0.21 times of Net Working Capital to Net Assets. Hence it shows that STANDARD POLYMERS has an average liquidity position.
0.3 0.25 0.2 0.15 0.1 0.05 0 '02-'03 '03-'04 04-'05 '05-'06 '06-'07 Net Working Capital Ratio
Inference:
From the table it is known that the Inventories to Current Assets Ratio also register a fluctuating trend during the entire study period. The average ratio is 0.31 times and thus it is found that the investment in inventories (being one of the important Current Assets) is kept at the considerable level.
1.4 1.2 1 0.8 0.6 0.4 0.2 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Inventories to Current Assets Ratio
Inference:
From the table the Sundry Debtors to Current Assets Ratio shows a fluctuating trend throughout the study period from 2002-03 to 2006-07. The average ratio is 0.65 times. Hence it implies the credit policy followed by STANDARD POLYMERS is moderate.
Increase/ YEAR 2002 03 2003 04 2004 05 2005 06 2006 07 RATIO 0.02:1 0.19:1 0.06:1 0.15:1 0.02:1 Decrease 0.17 -0.13 0.09 - 0.13
Inference:
From the table it is noted that the Loans and Advances to Current Assets Ratio have registered a fluctuating trend. It implies that a quarter positions of the Current Assets are kept in for Loans and Advances; thereby it is found that STANDARD POLYMERS value of Loans and Advances is considerable.
0.2 0.15 0.1 0.05 0 Loans & Advances to Current Assets Ratio
Inference:
The table shows the details of Cash to Current Assets Ratio and registered a fluctuating trend throughout the study period from 2002-03 to 2006-07. Hence we find that STANDARD POLYMERS had maintained a moderate level of cash in proportion to Current Assets.
0.016 0.014 0.012 0.01 0.008 0.006 0.004 0.002 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07
Inference:
The Cash to Working Capital Ratio registered a fluctuating trend during the study period this is noted from the table. It was 0.11 times in 2004-05, which sharply increased to 0.04 times in the next year and later for the following years it is fluctuating. Hence it is found that 4% of the Working Capital ratio is managed by using the cash & bank balance available in the company. The policy regard financing the Working Capital in STANDARD POLYMERS can be said as aggressive policy.
0.12 0.1 0.08 0.06 0.04 0.02 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Cas h to Work ing Capital Ratio
Inference:
This is one of the important ratios of controlling cash. A study of cash to sales ratio will provide a deep insight into the cash balances held in the concerns. Evident from the table shows Cash to Sales registered a fluctuating trend throughout the study period.
0.007 0.006 0.005 0.004 0.003 0.002 0.001 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Cash to Sales Ratio
Cash Ratio
Increase / YEAR 2002 03 2003 04 2004 05 2005 06 2006 07 RATIO 0.0064:1 0.0112:1 0.0160:1 0.0044:1 0.0221:1 Decrease 0.0048 0.0048 -0.0116 0.0177
Inference:
From the table it is noted that the cash position of the STANDARD POLYMERS is satisfactory. It is found that the cash required to meet out the current liabilities is maintained at a normal level.
0.025 0.02 0.015 0.01 0.005 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Cash Ratio
Current Ratio
Increase / YEAR 2002 03 2003 04 2004 05 2005 06 2006 07 RATIO 0.94: 1 0.72: 1 1.55: 1 1.27: 1 1.62: 1 Decrease -0.22 0.83 -0.28 0.35
Inference:
This ratio is an indicator of the firms commitment to meet its short term liabilities. From the table it is clear that the Current Ratio of STANDARD POLYMERS has been fluctuating from the starting of the study period, later for last year it has been increasing; hence the Current Ratio is quite satisfactory. Thus the Current Ratio shows that the company has sufficient funds to meet its shortterm obligations.
Current Ratio
Liquidity Ratio
Increase /
Inference:
This helps management solvency. ratio the to The
Decrease
From the table it is clear that STANDARD POLYMERS liquid ratio is more than the ideal ratio during the starting of the study period and later in 2004 - 05 it had reduced slightly, yet for the rest of the period current liabilities were fully secured by liquid assets because the liquid assets were more than the current liabilities and hence the companys liquidity is satisfactory.
1.4 1.2 1 0.8 0.6 0.4 0.2 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Liquidity Ratio
Inference:
Super Quick Ratio is the healthy measure of the firms liquidity position. From the table 4.21 it is noted that the liquidity of STANDARD POLYMERS had a steep slope in between during the year 2003-04, yet it was able to have a slow increase in the rest of the study period and able to maintain its position. Hence it shows that STANDARD POLYMERS is able to meet its current obligations (liabilities).
0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Supe r Quick Ratio
Inference:
This ratio indicates whether Working Capital has been effectively utilized in making sales or not. From the table it is noted that Working Capital had some fluctuation in the middle of the study period, yet the company was able to increase it in the later years. Hence the turnover indicates that STANDARD POLYMERS had utilized its Working Capital efficiently and the company can also try to work on this to get more effective values.
Inventories Turnover
YEAR 2002 03 2003 04 2004 05 2005 06 2006 07 RATIO 1.36: 1 1.02: 1 1.02: 1 1.02: 1 1.53: 1 Increase / Decrease -0.34 0 0 0.51
Inference:
This ratio indicates whether investment in inventory is efficiently used or not and whether the investment is within proper limits. From the table it is found that the Inventory turnover Ratio of STANDARD POLYMERS had some fluctuations in the starting of the study period then it had a growth in it. Hence the efficiency of inventory control in STANDARD POLYMERS shows a satisfactory position.
'02'03
'03'04
'06'07
Debtors Turnover
Increase / YEAR 2002 03 2003 04 2004 05 2005 06 2006 07 RATIO 7.84: 1 8.54: 1 8.49: 1 3.30: 1 3.26: 1 Decrease 0.70 -0.05 -5.19 -0.04
Inference:
This is one of the techniques employed by the company with regard to the collection of the receivables through effective management of collection policy with the help of factoring services. From the table it shows that the Debtors turnover Ratio had satisfactory increase in the starting of the study period. However, in middle of the study period it had slight fluctuations, the company was able to raise it in the next year.
9 8 7 6 5 4 3 2 1 0
Inference:
This ratio indicates the extent to which the debts have been colleted in time. It gives the average debt collection period. STANDARD POLYMERS use this ratio to find out whether their borrowers are paying on time. From the table it is found that throughout the study period the collection period is fluctuating and is within the average.
120 100 80 60 40 20 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Debt Collection Period Ratio
Inference:
This ratio examines the firms ability to meet its regular cash expenses. The defensive interval measures the time period for which a firm can operate on the basis of present liquid assets without resorting to the next years revenue. This ratio of STANDARD POLYMERS, from the table shows that the company can meet its operating cash requirements within a period of 105 to 146 days without resorting to next years income.
160 140 120 100 80 60 40 20 0 '02-'03 '03-'04 '04-'05 '05-'06 '06-'07 Debt Collection Period Ratio
The cash management of STANDARD POLYMER has been working well in the organization. The Funds from operations of a company has been increased from year by year. The cash from operations has been find that it used as efficient. The cash inflow and outflow of cash flow statement have a cash balance will be increased 4.2 times when compared to last year balance. Current Ratio shows that the company has sufficient funds to meet its short-term obligations. The companys Liquidity Ratio shows a satisfactory trend. Super Quick Ratio shows that STANDARD POLYMER is able to meet its current obligations (liabilities).. The efficiency of inventory control in STANDARD POLYMER shows a satisfactory position.. The Cash Ratio shows that the cash required to meet out the current liabilities is maintained at a normal level hence, it shows that STANDARD POLYMER follows an average policy.
Interval Measure Ratio shows that the company can meet its operating cash requirements within a period of 105 to 146 days without resorting to next years income. The Current Assets to Total Assets Ratio implies that STANDARD POLYMER is maintaining a considerable level of Current Assets in proportion to Total Assets. The average Cash to Current Assets is maintained at 0.009 times. Hence, it is found that the company had maintained a moderate level of cash in proportion to Current Assets. The average ratio of Inventories to Current Assets is 0.46 times and thus it is found that the investment in inventories. The average ratio of Sundry Debtors to Current Assets is 0.67 times. Hence it implies that the credit policy followed by STANDARD POLYMERS is moderate. The loans and Advances to Current Assets ratio of the company imply that a quarter positions of the Current Assets are kept in for loans and advances, which is considerable. The policy regard financing the Working Capital in STANDARD POLYMER can be said as Aggressive policy according to the Cash to Working Capital Ratio. The average cash to sales ratio is 0.004 times and which indicates that only 0.4% of sales has been maintained as cash with the business.
CHAPTER VII
CONCLUSION
The Cash Management Analysis done on the financial position of the company has provided a clear view on the activities of the company. The use of the ratio analysis, trend analysis, Cash Flow Statement and other accounting and financial management helped in this study to find out the financial soundness of the company. This project was very useful for the judgment of the financial status of the company from the management point of view. This evaluation proved a great deal to the management to make a decision on the regulation of the funds to increase the sales and bring profit to the company. Before I conclude I wish to convey my thankfulness in regard to the training given to me in STANDARD POLYMER. It gave me extreme satisfaction and practical knowledge of the financial activities carried out in the company. The kindness, attention, and immense co-operation extended to me buy all the officials in the company made my project easy and comfortable. Really it was a very pleasant experience in STANDARD POLYMER.
BIBILIOGRAPHY
BOOKS:
S.N. Maheshwari, Financial management, Eleventh Edition 2006, Sultan Chaqnd & Sons, Educational Publishers. New Delhi. I.M Pandey, Financial management, Ninth Edition, Vikas publishing house pvt Ltd. M.Y Khan- P.K Jain, Management Accounting, Third edition, Tata Mc Graw-Hill Publishing co. Ltd B.L. Gupta, Management of Liquidity and Profitability, Arihant Publishing House, Jaipur.
WEBSITE:
www.financeindia.org www.fao.org