Account Receivable and Inventory Management

Accounts Receivable
and Inventory
Management
After Studying
Chapter 2, you should
be able to:
1.
2.
3.
4.
5.
6.
10.2
List the key factors that can be varied in a firm's credit policy
and understand the trade-off between profitability and costs
involved.
Understand how the level of investment in accounts
receivable is affected by the firm's credit policies.
Critically evaluate proposed changes in credit policy,
including changes in credit standards, credit period, and cash
discount.
Describe possible sources of information on credit applicants
and how you might use the information to analyze a credit
applicant.
Identify the various types of inventories and discuss the
advantages and disadvantages of increasing/decreasing
inventories
Describe, explain, and illustrate the key concepts and
calculations necessary for effective inventory management
and control, including classification, economic order quantity
(EOQ), order point, safety stock, and just-in-time (JIT).
Van Horne and Wachowicz, Fundamentals of Financial Management, 13th edition. Pearson Education Limited 2009. Created by Gregory Kuhlemeyer.
Accounts Receivable
and Inventory
Management
10.3
Credit and Collection

Policies
Analyzing the Credit
Applicant
Inventory Management and
Control
Credit and
Collection Policies of
the Firm
Quality of
Trade Account
Length of
Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Possible Cash
Discount
10.4
Firm
Collection
Program
Credit Standards
Credit Standards The minimum quality
of credit worthiness of a credit applicant
that is acceptable to the firm.
Why lower the firms credit standards?
The financial manager should continually
lower the firms credit standards as long
as profitability from the change exceeds
the extra costs generated by the
additional receivables.
10.5
Credit Standards
Costs arising from relaxing
credit standards
10.6
A larger credit department

Additional clerical work
Servicing additional
accounts
Bad-debt losses
Opportunity costs
Example of Relaxing
Credit Standards
Basket Wonders is not operating at full
capacity and wants to determine if a
relaxation of their credit standards will
enhance profitability.
10.7
The firm is currently producing a single

product with variable costs of $20 and
selling price of $25.
Relaxing credit standards is not expected to
affect current customer payment habits.
Example of Relaxing
Credit Standards
Additional annual credit sales of $120,000

and an average collection period for new
accounts of 3 months is expected.
The before-tax opportunity cost for each
dollar of funds tied-up in additional
receivables is 20%.
Ignoring any additional bad-debt

losses that may arise, should Basket
Wonders relax their credit standards?
10.8
Example of Relaxing
Credit Standards
Profitability of
additional sales
($5 contribution) x (4,800

units) =
$24,000
Additional
receivables
($120,000 sales) / (4 Turns) =

$30,000
Investment in
add. receivables
($20/$25) x ($30,000) =
$24,000
Req. pre-tax return

on add. investment
(20% opp. cost) x $24,000 =

$4,800
Yes!
10.9
Profits > Required pre-tax return
Credit and
the Firm
Quality of
Trade Account
Length of
Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Possible Cash
Discount
10.10
Firm
Collection
Program
Credit Terms
Credit Terms Specify the length of time
over which credit is extended to a customer
and the discount, if any, given for early
payment. For example, 2/10, net 30.
Credit Period The total length of time
over which credit is extended to a
customer to pay a bill. For example, net
30 requires full payment to the firm
within 30 days from the invoice date.
10.11
Example of Relaxing
the Credit Period
Basket Wonders is considering changing its
credit period from net 30 (which has
resulted in 12 A/R Turns per year) to net
60 (which is expected to result in 6 A/R
Turns per year).
The firm is currently producing a single product
with variable costs of $20 and a selling price of
$25.
Additional annual credit sales of $250,000 from
new customers are forecasted, in addition to the
current $2 million in annual credit sales.
10.12
Example of
Relaxing the Credit
Period
The before-tax opportunity cost for each dollar of
funds tied-up in additional receivables is 20%.
Ignoring any additional bad-debt losses

that may arise, should Basket Wonders
relax their credit period?
10.13
Example of
Relaxing the Credit
Period
Profitability of ($5 contribution)x(10,000 units)
=
additional sales $50,000
Additional
receivables
($250,000 sales) / (6 Turns) =

$41,667
Investment in add. ($20/$25) x ($41,667) =

receivables (new sales)
$33,334
Previous
($2,000,000 sales) / (12 Turns) =
receivable level$166,667
10.14
Example of
Relaxing the Credit
Period
New
($2,000,000 sales) / (6 Turns) =
receivable level$333,333
Investment in $333,333 - $166,667 =
add. receivables
$166,666
(original sales)
Total investment in
add. receivables
$33,334 + $166,666 =
$200,000
Req. pre-tax return (20% opp. cost) x $200,000

=
on add. investment $40,000
10.15
Credit and
the Firm
Quality of
Trade Account
Length of
Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Possible Cash
Discount
10.16
Firm
Collection
Program
Credit Terms
Cash Discount Period The period of time
during which a cash discount can be taken for
early payment. For example, 2/10 allows a
cash discount in the first 10 days from the
invoice date.
Cash Discount A percent (%) reduction in
sales or purchase price allowed for early
payment of invoices. For example, 2/10
allows the customer to take a 2% cash
discount during the cash discount period.
10.17
Example of
Introducing a Cash
Discount
A competing firm of Basket Wonders is

considering changing the credit period from
net 60 (which has resulted in 6 A/R Turns
per year) to 2/10, net 60.
Current annual credit sales of $5 million are
expected to be maintained.
The firm expects 30% of its credit customers (in
dollar volume) to take the cash discount and thus
increase A/R Turns to 8.
(30% x 10 days + 70% x 60 days = 3 + 42 days = 45
days
10.18
360 Van
days
year
/ of45
days
turns
perLimited
year
Horne and per
Wachowicz,
Fundamentals
Financial
Management,=
13th 8
edition.
Pearson Education
2009. Created by Gregory Kuhlemeyer.
Example of
Introducing a Cash
Discount
The before-tax opportunity cost for each dollar of
funds tied-up in additional receivables is 20%.
Ignoring any additional bad-debt losses

that may arise, should the competing
firm introduce a cash discount?
10.19
Example of Using
the Cash
Discount
Receivable level
($5,000,000 sales) / (6
Turns) =
(Original) $833,333
Receivable level
($5,000,000 sales) / (8
Turns) =
(New)
$625,000
Reduction of
investment in A/R
10.20
$833,333 - $625,000 =
$208,333
Example of Using
the Cash Discount
Pre-tax cost of
the cash discount
0.02 x 0.3 x $5,000,000 =

$30,000.
Pre-tax opp. savings

on reduction in A/R
(20% opp. cost) x $208,333 =

$41,667.
Yes!
Savings > Costs
The benefits derived from released accounts

receivable exceed the costs of providing the
discount to the firms customers.
10.21
Seasonal Dating
Seasonal Dating Credit terms that
encourage the buyer of seasonal products
to take delivery before the peak sales period
and to defer payment until after the peak
sales period.
10.22
Avoids carrying excess inventory and the

associated carrying costs.
Accept dating if warehousing costs plus the
required return on investment in inventory
exceeds the required return on additional
receivables.
Credit and
the Firm
Quality of
Trade Account
Length of
Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Possible Cash
Discount
10.23
Firm
Collection
Program
Default Risk and

Bad-Debt Losses
Present
Policy Policy A Policy B
Demand
Incremental sales
Default losses
Original sales
Incremental Sales
2,400,000
$3,000,000 $3,300,000
$ 600,000 $ 300,000
2%
10%
Avg. Collection Pd.

Original sales
1 month
Incremental Sales
2 months
10.24
18%
3 months
Default Risk and

Bad-Debt Losses
Policy A
Policy B
1.
2.
3.
4.
5.
6.
Additional sales
$600,000
$300,000
Profitability: (20% contribution) x (1)
120,000
60,000
Add. bad-debt losses: (1) x (bad-debt %) 60,000
54,000
Add. receivables: (1) / (New Rec. Turns) 100,000
75,000
Inv. in add. receivables: (.80) x (4)
80,000
60,000
Required before-tax return on
additional investment: (5) x (20%)
16,000
12,000
7. Additional bad-debt losses +
additional required return: (3) + (6)
76,000
66,000
8. Incremental profitability: (2) - (7)
44,000
(6,000)
Adopt Policy A but not Policy B.
10.25
Collection Policy
and Procedures
Letters
Phone calls
Personal visits
Legal action
Bad-Debt Losses
Collection
Procedures
The firm should increase collection

expenditures until the marginal
reduction in bad-debt losses equals
the marginal outlay to collect.
Saturation
Point
Collection Expenditures
10.26
Analyzing the
Credit Applicant
10.27
Obtaining information on the

credit applicant
Analyzing this information to

determine the applicants
creditworthiness
Making the credit decision

Sources of
Information
The company must weigh the amount

of information needed versus the time
and expense required.
required
10.28
Financial statements
Credit ratings and reports
Bank checking
Trade checking
Companys own experience
Credit Analysis
A credit analyst is likely to utilize
information regarding:
the financial statements of the
firm (ratio analysis)
the character of the company
the character of management
the financial strength of the firm
other individual issues specific to
the firm
10.29
Sequential
Investigation
Process
The cost of investigation (determining
the type and amount of information
collected) is balanced against the
expected profit from an order.
An example is provided in the
following three slides 10-31 through
10-33.
10.30
Sample Investigation
Process Flow Chart (Part
A)
Pending Order
Stage 1
$5 Cost
No
Bad
past credit
experience
Yes
Reject
No prior experience whatsoever

Stage 2
$5 - $15
Cost
Dun & Bradstreet

report analysis*
* For previous customers only a Dun & Bradstreet reference book check.
10.31
B)
Credit rating
limited and/or other
damaging information
unearthed?
Yes
Reject
No
Accept
No
Credit rating
fair and/or other
close to maximum
line of credit?
Yes
10.32
C)
Stage 3
$30 Cost
Bank, creditor, and financial

statement analysis
Good
Fair
Accept
Accept, only upon
domestic irrevocable
letter of credit (L/C)**
Poor
Reject
** That is, the credit of a bank is substituted for customers credit.

10.33
Other Credit
Decision Issues
Credit-scoring System A system used to
decide whether to grant credit by assigning
numerical scores to various characteristics
related to creditworthiness.
Line of Credit A limit to the amount of credit
extended to an account. Purchaser can buy
on credit up to that limit.
Streamlines the procedure for shipping
goods.
10.34
Other Credit
Decision Issues
Outsourcing Credit and Collections
The entire credit and/or collection function(s)
are outsourced to a third-party company.
Credit decisions are made

Ledger accounts maintained
Payments processed
Collections initiated
Decision based on the core
competencies of the firm.
10.35
Inventory
Management and
Control
Inventories form a link between

production and sale of a product.
Inventory types:
10.36
Raw-materials inventory
Work-in-process inventory
In-transit inventory
Finished-goods inventory
Inventory
Management and
Control
Inventories provide flexibility
for the firm in:
Purchasing
Production scheduling
Efficient servicing of customer demands
10.37
Appropriate
Level of Inventories
How does a firm determine
the appropriate level of
inventories?
Employ a cost-benefit analysis
Compare the benefits of economies of
production, purchasing, and product
marketing against the cost of the
additional investment in inventories.
10.38
ABC Method of
Inventory Control
Method which controls

expensive inventory
items more closely than
less expensive items.
Review A items
most frequently
Review B and C
items less rigorously
and/or less
frequently.
10.39
100
Cumulative Percentage
of Inventory Value
ABC method of
inventory control
90
70
B
A
0
15
45
100
Cumulative Percentage
of Items in Inventory
How Much to Order?

The optimal quantity to order
depends on:
Forecast usage
Ordering cost
Carrying cost
Ordering can mean either the purchase or
production of the item.
10.40
Total Inventory Costs
INVENTORY
(in units)
Total inventory costs (T) =

C (Q / 2 ) + O (S / Q )
Average
Inventory
Q/2
TIME
10.41
C: Carrying costs per unit per

period
O: Ordering costs per order
S: Total usage during the period
Economic Order
Quantity
The quantity of an inventory item to order

so that total inventory costs are minimized
over the firms planning period.
The EOQ
or optimal
quantity
(Q*) is:
10.42
Q* =
2 (O
( ) ( S)
C
Example of the
Economic Order
Quantity
Basket Wonders is attempting to determine
the economic order quantity for fabric used in
the production of baskets.
10,000 yards of fabric were used at a constant rate
last period.
Each order represents an ordering cost of $200.
Carrying costs are $1 per yard over the 100-day
planning period.
What is the economic order quantity?

10.43
Economic Order
Quantity
We will solve for the economic order quantity
given that ordering costs are $200 per order,
total usage over the period was 10,000 units,
and carrying costs are $1 per yard (unit).
Q* =
2 ($200
) (10,000)
(
$1
Q* = 2,000 Units
10.44

EOQ (Q*) represents the minimum
point in total inventory costs.
Costs
Total Carrying Costs
Total Ordering Costs

Q*
10.45
Order Size (Q)
When to Order?
Issues to consider:
Lead Time The length of time between the
placement of an order for an inventory item and
when the item is received in inventory.
Order Point The quantity to which
inventory must fall in order to signal that an
order must be placed to replenish an item.
Order Point (OP)
OP = Lead time X Daily usage
10.46
Example of When to
Order
Julie Miller of Basket Wonders has determined
that it takes only 2 days to receive the order
of fabric after the placement of the order.
When should Julie order more fabric?

Lead time
Daily usage
Order Point
10.47
= 2 days
= 10,000 yards / 100 days
= 100 yards per day
= 2 days x 100 yards per day
= 200 yards
Example of When to
Order
Economic Order Quantity (Q*)
UNITS
2000
Order
Point
200
0
10.48
Lead
Time
18
20
38
40
DAYS
Safety Stock
Safety Stock Inventory stock held in reserve
as a cushion against uncertain demand (or
usage) and replenishment lead time.
Our previous example assumed certain demand
and lead time. When demand and/or lead time
are uncertain, then the order point is:
Order Point =
(Avg. lead time x Avg. daily usage) + Safety
stock
10.49
Order Point
with Safety Stock
2200
UNITS
2000
Order
Point
400
200
Safety Stock
0
18 20
38
DAYS
10.50
Order Point
with Safety Stock
2200
UNITS
2000
Actual lead
time is 3 days!
(at day 21)
The firm dips
into the safety stock
Order
Point
400
200
Safety Stock
0
18
21
DAYS
10.51
How Much Safety

Stock?
What is the proper amount of
safety stock?
Depends on the:
10.52
Amount of uncertainty in inventory

demand
Amount of uncertainty in the lead time
Cost of running out of inventory
Cost of carrying inventory
Discounts on Bulk orders

Purchase price $96 per unit
Annual demand 4000 units
Ordering Cost
$300 per order
Annual holding cost: 10% of purchase price
EOQ: 500 units
10.53
Should the company order 1000 units at a

time in order to secure an 8% discount.
Just-in-Time
Just-in-Time An approach to inventory
management and control in which inventories
are acquired and inserted in production at the
exact times they are needed.
Requirements of applying this approach:
10.54
A very accurate production and

inventory information system
Highly efficient purchasing
Reliable suppliers
Efficient inventory-handling system
Supply Chain
Management
Supply Chain Management (SCM) Managing
the process of moving goods, services, and
information from suppliers to end customers.
10.55
JIT inventory control is one link in SCM.

The internet has enhanced SCM and
allows for many business-to-business
(B2B) transactions
Competition through B2B auctions
helps reduce firm costs especially
standardized items
10.56

Account Receivable and Inventory Management

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Accounts Receivable

Credit and Collection

A larger credit department

The firm is currently producing a single

Additional annual credit sales of $120,000

Ignoring any additional bad-debt

($5 contribution) x (4,800

($120,000 sales) / (4 Turns) =

Req. pre-tax return

(20% opp. cost) x $24,000 =

Profits > Required pre-tax return

Ignoring any additional bad-debt losses

($250,000 sales) / (6 Turns) =

Investment in add. ($20/$25) x ($41,667) =

Req. pre-tax return (20% opp. cost) x $200,000

A competing firm of Basket Wonders is

Ignoring any additional bad-debt losses

0.02 x 0.3 x $5,000,000 =

Pre-tax opp. savings

(20% opp. cost) x $208,333 =

Savings > Costs

The benefits derived from released accounts

Avoids carrying excess inventory and the

Default Risk and

Avg. Collection Pd.

Default Risk and

Adopt Policy A but not Policy B.

The firm should increase collection

Obtaining information on the

Analyzing this information to

Making the credit decision

The company must weigh the amount

No prior experience whatsoever

Dun & Bradstreet

Bank, creditor, and financial

** That is, the credit of a bank is substituted for customers credit.

Credit decisions are made

Inventories form a link between

Method which controls

How Much to Order?

Total Inventory Costs

Total inventory costs (T) =

C: Carrying costs per unit per

The quantity of an inventory item to order

What is the economic order quantity?

Total Inventory Costs

Total Inventory Costs

Total Carrying Costs

Total Ordering Costs

Order Size (Q)

When should Julie order more fabric?

How Much Safety

Amount of uncertainty in inventory

Discounts on Bulk orders

Should the company order 1000 units at a

A very accurate production and

JIT inventory control is one link in SCM.

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