In: Finance
Cash Conversion Cycle
The HDL, Inc. balance sheet and income statement for the year ending 20xx are as follows:
Balance Sheet
(In millions of Dollars)
ASSETS
Cash $6.0
Accounts Receivable 14.0
Average Inventory 12.0
Fixed Assets, net 40.0
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TOTAL ASSETS $72.0
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LIABILITIES AND EQUITY
Accounts Payable $10.0
Salaries and Benefits Payable 2.0
Other current Liabilities 10.0
Long-term debt 12.0
Equity 38.0
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TOTAL EQUITY $72.0
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Income Statement
(In millions of Dollars)
Net Sales $100.0
Cost of Sales 60.0
Selling and admin. Expenses 20.0
Other Expenses 15.0
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EARNINGS AFTER TAXES $5.0
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Part 1 of 2:
A. determine the length of the inventory conversion period.
B. determine the length of the receivables conversion period.
C. determine the length of the operating cycle.
D. determine the length of the payables deferral period.
E. determine the length of the cash conversion cycle.
F. what is the meaning of the number that you calculated in part E?
Formulas:
Inventory Conversion Period (ICP) |
Average Inventory |
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Cost of Sales/365 |
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Receivables Conversion Period (RCP) |
Accounts Receivable |
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Net Sales/365 |
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Operating Cycle (OC) |
ICP + RCP |
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Payables Deferral Period (PDP) |
Accounts Payable + Salaries & Benefits |
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------------------------------------------------------- |
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Cost of Sales + Selling and admin. Expenses/365 |
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Cash Conversion Cycle |
OC - PDP |
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Cash conversion cycle exercise -- part 2 of 2 (Show your work in the Excel template):
You have made some calculations on the cash conversion cycle -- so you are a little comfortable with that process. Now, let’s say that you are in upper management, and you want to "tighten your ship" a little to increase your cash flow just on current operations. You ask for the following, reasonable goals:
1) A 10% decrease in average inventory.
2) A 10% decrease in accounts receivable.
3) A 10% increase in accounts payable.
While these adjustments are small and reasonable, redo your calculations and see just how much of a difference these small adjustments can make on the total cash conversion cycle.
Inventory Conversion Period = Average Inventory / (Cost of Sales/365)
We are given Average Inventory = $ 12 million and Cost of Sales = $ 60 million
Hence Inventory Conversion Period = 12/(60/365) = 73 days
Receivables Conversion Period = Accounts Receivables /(Net Sales/365)
We are given Accounts Receivables = $ 14 million and Net Sales = $ 100 million
Hence Receivables Conversion Period = 14/(100/365) = 51.1 days
Operating Cycle = ICP + RCP = (73 + 51.1) = 124.1 days
Payables Deferral Period = (Accounts Payables + Salaries & Benefits)/[(Cost of sales + Selling & Admin Expenses)/365]
We are given Accounts Payables = $ 10 million, Salaries & Benefits = $ 2 million, Selling & Admin Expenses = $ 20 million.
Hence Payables Deferral Period = (10+2)/[(60+20)/365] = 54.75 days
Cash Conversion Cycle = OC - PDP = (124.1 - 54.75) = 69.35 days
Cash conversion cycle (CCC) is simply the lenght of the time it takes for a company to convert its input purchases into cash through sales. It is a measure of time the company (working) capital is tied in the production process and it is sum of time required to convert the inventory into goods & sell them and then collect the receivables in cash minus the time available from suppliers to pay the company's liabilities
The excel worksheet showing the impact of the proposed changes is as below: