In: Finance
You have just been hired as the new treasurer of an Australian
firm called Sun Solar Panels (SSP). SSP produces commercial solar
panels. It is a well established brand in both the UK and
New Zealand. In fact, it distributes (sells) its entire output to
UK and New Zealand retailers. These sales are made through SSP’s UK
and New Zealand subsidiaries which act as distributors of the
product. Each wholesale transaction in the UK is settled in GBP and
each wholesale transaction in New Zealand is settled in NZD. SSP's
board is made up of seven directors. Four of these directors are
family members who founded the business. Three are from outside the
family but also from solar panels’ sales backgrounds. None have any
finance or accounting education or experience. The raw materials
used to make the solar panels are sourced from Indonesia. The solar
panels are manufactured in Australia.
About 30% of manufacturing costs can be attributed to labour, 50%
to raw material costs and 20% to other expenses (factory space,
electricity etc.). Based on current exchange rates and
cost structures, the average wholesale price of a commercial solar
panel is AUD$10 000 and the cost to manufacture such a panel is
AUD$5,000. SSP strives to maintain this margin.
Average order size is 20 solar panels. The manufacture and sales
processes work as follows:
Step 1: a UK or New Zealand retailer enters into a sales contract
with SSP's local subsidiary (ie.
SSP's New Zealand or UK subsidiary). The sales contract stipulates
that delivery will occur in
three months. The price in local currency (ie. GBP or NZD) is also
stipulated in the contract.
Step 2: After the sales contract is executed, SSP immediately
orders raw materials from
Indonesia. This order stipulates a six week delivery of raw
materials and the price of the raw
materials which is denominated in IDR.
Step 3: After receiving the raw materials and settling the account
with the Indonesian supplier
in IDR, the company manufactures the product as per the sales
contract and ships the product
off to the UK or New Zealand.
Step 4: After receiving the finished product, the UK or New Zealand
customer pays for the
goods. SSP is about to engage in a new investment project which it
will fund through a debt
facility of AUD$100 million and wants protection against increases
in interest rates over the next
five years. SSP also has purchased 10 fixed income securities using
retained earnings each with
a face value of AUD$1 million with five years to maturity and a
coupon rate of 10% paid once
per annum. The issuer has a call provision which enables them to
prepay the debt at any time.
Currently the Company has no definitive strategies on managing
financial risk.
Your task (Report Part I):
Your mandate (task for this assessment item) is to prepare a
‘Business Case’ with recommendations for your board that pitches
the need for a systematic financial risk management strategy and
the financial derivatives and tools that could be used as part of
this strategy. The business case should focus on the next 12 month
period. This business case should be
prepared as a report. The structure of the report should be
appropriate to your audience, include an executive summary and
address each of the following questions.
Question 1
Clearly outline the reasons why SSP’s board should have a financial
risk management strategy in place.
Question 2
For risks associated with the ordering and sales process described
above:
1. Identify and explain the financial risk that SSP is potentially
exposed to. Use examples of possible scenarios that may occur for
SSP to illustrate the nature of these risks.
2. Using examples, explain how the risk can be managed using
futures.
3. Aside from a futures based risk management strategy, you should
identify and explain three additional risk management strategies
using three alternative Over-The-Counter
(OTC) derivatives.
Question 1
Reasons are;
Also purchase contract of raw material is in IDR and payment is in 6 weeks. If IDR appreciates against AUD in 6 weeks, the raw material cost increases. So profit margin gets affected.
Therefore due to the above reasons, the company requires financial management startegy
Question 2
* The question clearly mentions the risks associated with sales and ordering. So answer is based on that only. $100 Mn debt and investments in fixed income securities are not considered.
1.
SSP is exposed to exchange rate risk/ currency risk. The explanation is given in point 1 in the above answer for question 1. Examples are given below with scenarios
Scenario 1
GBP depreciates
The Company had received a sales order of 1 solar panel from UK on 1 Jun 2018 and the product is to be delivered on 1 Sep 2018. The contract price was GBP 5000.
GBP/AUD on 1 June 2018 was 2.00 ( 1GBP=2 AUD). So AUD10000 equivalent was GBP5000
GBP/AUD on 1 Sep 2018 is 1.8 (1 GBP= 1.8 AUD)
Revenue expected = AUD10000
Cost Expected = AUD5000
Operating Margin expected = (10000-5000) / 5000
= 100%
Actual Revenue = GBP5000
= AUD9000 ---------------------------- ( 5000*1.8=9000 )
Actual Cost = AUD 5000 ---------------------------------- ( Assuming IDR/AUD rate to be constant)
Actual operating margin = (9000-5000)/5000
= 90%
Scenario 2
IDR Appreciates
Suppose on 1 Jun'18 , SSP enters into a purchase order of raw materials for 10 solar panels from Indonesia. The contract mentions IDR312.50 Mn
IDR/AUD on 1 Jun'18 is 0.00008
Cost of raw materials is 50 % of manufacturing costs ie AUD2500 per unit. For 10 units it is AUD25000
Equivalent IDR on June 1 is 25000/0.00008 = 312.50 Mn
Suppose IDR/AUD after 6 weeks is 0.00009
Then
Cost of raw materials = IDR 312.5 Mn
= 312500000 * 0.00009 AUD
= AUD 28,125
The cost was expected to be AUD25000. This will reduce the profit margin given all other exchange rates are constant.
2.
In scenario 1 above, if SSP had sold a 3 months currency future , a GBP FX future at GBP/ AUS 2 , the company could have obtained its expected revenue. This future means right to sell GBP for AUD at rate 2 at expiry ( ie after 3 months). So the loss in the sales would have been compensated by the gain from futures.
Loss in revenue = AUD 1000
Gain from futures = (2-1.8) * 5000 = AUD 1000
In scenario 2, SSP should have bought 6 weeks IDR futures on June 1st for IDR/AUD 0.00008 . It is the right to buy IDR at this rate at expiry ( after 6 weeks). Any loss in the increased costs would have been compensated by the gain from futures.
3.
Currency Forwards
Forwards are like futures , it is the right and obligation to buy or sell particular currency in exchange of another currency for the current exchange rate at a futurespecified expiry date. Unlike futures , they are not exchange traded hence the position cannot be closed before expiry.
Currecy option
It is the right but not the obligation to buy/sell currencies at expiry date for the current exchange rate. With options , the risks are hedged plus gains are obtained if the exchange rate moves in favourable direction. A call option can be used instead of buying futures and put option instead of selling futures.
Currency Swaps
For exapmle in scenario 1, A customised swap can be arranged between another company with home currency as GBP and sales in AUD. They can agree to swap their cash flows in AUD with SSP's cash flows in GBP.