Beruflich Dokumente
Kultur Dokumente
Learning Objectives
What is Cash
Management
Preparation of CASH
BUDGETS
Cash Management
Models
Cash Management:
Currency Management
Fund Management
Banking
Corporate Finance
l
l
Baumol Model
Miller Orr Model
Diagram
Cost in Rs
Minimum cost
Total cost
Opportunity cost
Transaction cost
Cash Balance
Computed Algebraically
l
Where,
A= Annual Cash disbursements
T = Transaction cost (Fixed cost) per transaction
H = Opportunity cost one rupee per annum
(Holding cost)
Example
A firm maintains a separate account for cash
disbursement. Total disbursements are
`1,05,000per month or `12,60,000 per year.
An Administrative and transaction cost of
transferring cash to disbursement account is
` 20 per transfer.
Marketable securities yield is 8% per annum.
Determine the optimum cash balance
according to William J. Baumol model.
Answer
The optimum cash balance C
=
2 ` 12,60,000 ` 20
0.08
25,100
Diagram
Buy Securities
Rs.
In
Cash
z
Return Point
Sell Securities
Time
Explanation
When the cash balance reaches the upper limit, the transfer of cash equal
to h z is invested in marketable securities account.
During the period when cash balance stays between (h, z) and (z, 0) i.e.
high and low limits, no transactions between cash and marketable
securities account is made.
The high and low limits of cash balance are set up on the basis of fixed
cost associated with the securities transaction, the opportunities cost of
holding cash and degree of likely fluctuations in cash balances.
These limits satisfy the demands for cash at the lowest possible total
costs.
Kinds of Floats
l
Mail Float
Safety:
Maturity:
Marketability:
Cash Budget
Guidelines:
Capital or revenue
Past, present or future
Note: Basically a combined Cash and Bank A/c
Sales
Material
Wages
Oh
4,20,000
4,50,000
5,00,000
4,90,000
5,40,000
6,10,000
2,00,000
2,10,000
2,60,000
2,82,000
2,80,000
3,10,000
1,60,000
1,60,000
1,65,000
1,65,000
1,65,000
1,70,000
45,000
40,000
38,000
37,500
60,800
52,000
Credit terms:
l
l
l
l
l
l
l
l
April
May
June
July
Aug
Sept
4,20,000
4,50,000
5,00,000
4,90,000
5,40,000
6,10,000
Cash
sales
Credit
sales
84,000
90,000
1,00,000
98,000
1,08,000
1,22,000
3,36,000
3,60,000
4,00,000
3,92,000
4,32,000
4,88,000
1,68,000
1,80,000
Total
3,48,000
1,80,000
2,00,000
3,80,000
2,00,000
1,96,000
3,96,000
1,96,000
2,16,000
4,12,000
Opening bal
Receipts:
Cash sales
Collection from debtors
Dividend
[A]
Payments:
Creditors for material
Wages
Oh
Installation of machine
Interest
Adv tax
[B]
Surplus [A-B]
Fixed deposits
Closing bal
June
July
Aug
Sept
45,000
45,500
45,500
45,000
1,00,000
3,48,000
25,000
5,18,000
98,000
3,80,000
1,08,000
3,96,000
1,22,000
4,12,000
5,23,500
5,49,500
5,79,000
2,00,000
1,62,500
40,000
2,10,000
1,65,000
38,000
20,000
2,60,000
1,65,000
37,500
20,000
2,82,000
1,67,500
60,800
20,000
4,32,500
4,33,000
15,000
4,97,500
5,30,300
85,500
40,000
45,500
90,500
45,000
45,500
52,000
7,000
45,000
48,700
3,000
45,700
30,000
Lesson Summary
Treasury Management
Cash Management Models
Cash Budget
Thank you