Tag Archive for: cash conversion cycle

Werkkapitaalbeheersing bij professionele servicesorganisaties: de olie voor uw (economische) motor!

| 13-10-2017 | CFO Netwerk |

Waarom aandacht voor werkkapitaalbeheersing? Professionele services organisaties zoals advocaten, accountants maar ook andere tijd schrijvende organisaties kenmerken zich door een uiterst loyale cliënt opstelling. Loyaal in de zin dat de cliënt vraag centraal staat en dat deze vraag zo spoedig mogelijk beantwoord dient te worden. Als het probleem van de cliënt is opgelost is de professional tevreden. Op zich is daar niets mis mee. Maar dan……..

Nadat het probleem naar tevredenheid is opgelost wordt er pas gekeken naar de vraag of de diensten die door de professional zijn geleverd gedeclareerd c.q. gefactureerd kunnen worden en als laatste ook betaald kunnen worden door de cliënt. Met dit laatste houdt de professional zich het liefste niet bezig, dat lost de financiële administratie en debiteurenbeheer wel op.

Deze wijze van cliënt benadering heeft tot gevolg dat veel van dergelijke services organisaties een beroep op bijvoorbeeld de bank moeten doen om hun financiële huishouding rond te krijgen. Maar bankfinanciering kent uiteraard ook haar grenzen. De organisatie zou deze vastliggende liquiditeit veel beter kunnen aanwenden voor de groei van de organisatie, investeringen in nieuwe competenties en vernieuwing van het bedrijfs/business model.

Werkkapitaal is niet het domein van Finance alleen, maar dient integraal benaderd te worden.
Wie zijn werkkapitaal onder controle houdt, beheerst niet alleen de korte termijn liquiditeit, maar investeert ook in continuïteit.

Wat wordt verstaan onder werkkapitaal en cash conversion cycle?

Werkkapitaal

In de theorie zijn veel definities te vinden. Bij professionele services organisaties wordt onder werkkapitaal met name het onderhanden werk en het uitstaande debiteurensaldo verstaan. In dit kader wordt geabstraheerd van de crediteurenpositie (DPO Days Payable Outstanding) omdat het grootste probleem bij professionele services organisaties zich met name in het onderhanden werk (DIO Days Inventory Outstanding) en debiteuren (DSO Days Sales Outstanding) bevindt.
Werkkapitaal dient niet geïsoleerd binnen finance beschouwd te worden, maar integraal en passend bij de strategie van de onderneming: het gaat erom daadwerkelijk te doorgronden welke processen uiteindelijk een impact hebben op welke manier we zo goed mogelijk ‘goed’ werkkapitaal kunnen genereren. Sta kredieten toe aan goede cliënten die veel en /of winstgevende diensten afnemen die op tijd betalen en die passen in de toekomstvisie van uw bedrijf. Met andere woorden: de absolute waarde van werkkapitaal is niet zo belangrijk, enkel het hefboomeffect naar winst is van belang.

Een beter credo is: investeer in ‘goed’ werkkapitaal

Cash conversion cycle (CCC)

Elke component van werkkapitaal heeft twee dimensies: geld en tijd. Met effectief werkkapitaalbeheer schenken we ook aandacht aan de tijdsdimensie, aan de snelheid waarin een component van het werkkapitaal roteert. Dit wordt ook wel de cash conversion
cycle genoemd, hetgeen in de volgende figuur wordt weergeven:

Hoe lager het aantal dagen CCC, hoe beter u het werkkapitaal in de hand heeft en dat biedt de volgende 5 voordelen:
1. minder werkkapitaal;
2. hogere rentabiliteit;
3. meer activiteit met zelfde kapitaal,;
4. hogere solvabiliteit;
5. en goedkoper lenen.

Cash is King

Dit artikel is eerder verschenen op CFO Netwerk en is geschreven door Rob van de Ven.

How long is your money tied up in stock?

| 7-7-2017 | François de Witte |

You might visit this site, being a treasury professional with years of experience in the field. However you could also be a student or a businessman wanting to know more details on the subject, or a reader in general, eager to learn something new. The ‘Treasury for non-treasurers’ series is for readers who want to understand what treasury is all about. Our expert François de Witte explains the cash conversion cycle and working capital managment.

Background

One of the main tasks of the treasurer is to ensure that the company has the required funds to operate. The treasurer will usually contact the banks for this funding. However, he can also finance the activities of the company by working on cash conversion cycle and the working capital management.

Cash Conversion Cycle

The cash conversion cycle (CCC) is the length of time required for a company to convert cash invested in its operations to cash collected as a result of its operations. A company’s operating cycle is the time it takes from the moment the company pays the invoices to its suppliers until cash is collected from product sales. In other words, it is the difference between when you pay for things and when you get paid.  Here is a simplified example:

When you build an equipment, you need to purchase parts. Let’s assume that you pay them 25  days after the receipt of goods and of the invoice. 10 days following on the invoice for the parts, the equipment is ready to be sold.  It takes another 20 days to sell the equipment to a customer. Let’s assume that the clients pay on average after 30 days. In this case, the cash conversion cycle is 35 days.  Hence, the business needs to have enough “working capital” to fund this transaction until it gets paid.

The following drawing illustrates the cash conversion cycle:

 

The real challenge for a company is to shorten cash conversion cycle, so as to free up cash, which can be reinvested in business or to reduce debt and interest.

If a company wishes to reduce its cash conversion cycle, and hence its working capital requirement, it can work on the following parameters:

  • Order to cash cycle: this is the time it takes from the moment of the receipt of a sales order, until the moment of the effective payment of the order.
  • Purchase to pay cycle: this is the time it takes from the moment that you issue a purchase order, until the effective payment of the order
  • Inventory management: aiming at reducing as much as possible the inventory levels

You can reduce your Order to Cash Cycle by e.g. :

  • Reducing time between delivery of goods and services, and the invoicing.
  • Optimizing the collection processes, by managing the payment delays and ensuring an active monitoring of overdue invoices
  • Using the right Payment instruments, e.g. by replacing cheques by direct debits
  • Automation of the reconciliation

You can optimize your Purchase to Pay cycle by e.g.:

  • Reducing manual and paper-based processes, duplication of data entries, reconciliation and matching processes
  • Automating the processes by moving to digital documents through OCR or other techniques
  • Aligning of the supplier terms and early payment discounts.

Working Capital Management Metrics

If you wish to monitor your performance in this area, it is important to have the right metrics. The most use measurement instruments for the working capital management are the following :

Days Sales Outstanding (DSO) :

This is the average number of days it takes for a company to collects its invoices. It is computed by dividing the commercial account receivables by the annual sales and multiplying this number with 365.

Example: A company with EUR 100 million turnover has end 2016 outstanding accounts receivable of EUR 15 million.

DSO = (EUR 15 million / EUR 100 million) * 365 =  54,75 days

The challenge for a company is to try to reduce the DSO as much as possible, hence shortening the cash conversion cycle. This can be done by reducing the payment terms and actively managing the overdue account receivable (credit control).

The DSO can vary from sector to sector, but as  rule of thumb, when this figure exceeds 60 days, this is an alert that there is an improvement potential.

 Days Inventory outstanding (DIO):

This is the average number of days of inventory a company has. I suggest to compute this by dividing the inventory  by the annual sales and multiplying this number with 365.

Example: a company with 100 million turnover has end-2016 EUR 12 million in inventory.

DIO = (EUR 12 million / EUR 100 million) * 365 = 43,8 days

Here also, the aim is to keep the inventory very low. This is not always possible, because for some sectors, there can be a lengthy production process. In addition, the company needs to ensure that it has in its shops the most used products, in order to avoid losing clients. However by putting an place a good production planning and inventory management, the inventory levels  can be further decreased.

 Days Purchase Outstanding (DPO):

This is the average number of days it takes for a company to pay its suppliers. It is computed by dividing the commercial account payables by the annual costs of purchases (goods and  external services) and multiplying this number with 365.

A company with EUR 100 million turnover, EUR 50 million of external purchases has end-2016 EUR 8 million in accounts payable.

DPO = (EUR 8 million / EUR 50 million) * 365 = 58,4 days

Traditionally, it has been recommended to try to increase the DPO much as possible, hence shortening the cash conversion cycle. This can be done by e.g. increasing the payment terms. However, when a company is cash rich or has an easy access to credits, it can be beneficial to decrease the payment terms by negotiating discounts.

The DPO will also vary from sector to sector.

Length of the Cash Conversion Cycle (CCC):  

This can be computed as follows:

CCC = Days Inventory Outstanding + Days Sales Outstanding – Days Payables Outstanding.

Example:

  • Average receivables collection period = 54 days
  • Inventory conversion period = 43  days
  • Average payable deferral period = 50 days
  • CCC = 54 days + 43 days – 50 days = 47 days

Cash Conversion Cycle (CCC) in absolute amount:

I recommend to also look at the overall figure of the CCC:

CCC in absolute amount  = Accounts payable + Inventory – Accounts Payable

Example :

  • Accounts Receivable = EUR 15 million
  • Inventory = EUR 12 million
  • Accounts Payable = EUR 8 million
  • CCC in absolute amount = EUR (15 MM + 12 MM – 8 MM) = EUR 19 million

Why active working capital management is important

Working capital management is a cheap source of financing, because, except in the case of early payment discounts, there is no financing cost.

The following example illustrates the gains a company can generate by improving its cash conversion cycle.

  • Turnover : EUR 100 million
  • Accounts receivable: EUR 15 million or 54,75 days
  • Inventory : EUR 10 million or 43,8 days
  • Accounts Payable : EUR 8 million or 58,4 days
  • Average financing cost : 3 %

By reducing the DSO from 54,75 to 45 days, and the inventory from 43,8 to 40 days, the company can reduce its financing needs as follows:

  • Accounts receivables: from EUR 15 million to 12,33 million (or EUR 2,65 million)
  • Inventory: from EUR 10 million to 10,96 million (or EUR 1,04 million)
  • Reduction of the CCC: from 40,15 days to 26,6 days
  • Reduction in financing needs: EUR 2,65 million + 1,04 million = EUR 3,69 million
  • Financing cost savings: EUR 3,69 million * 3% = EUR 110.700

Hence, when making up your financial plan, make to also focus on optimizing your cash conversion cycle, as this enables to realize easy gains. In reality this is not always easy, but it is worth the effort.

François de Witte – Founder & Senior Consultant at FDW Consult

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How can Cash Management improve your Cash Conversion Cycle part III

| 07-10-2016 | Olivier Werlingshoff |

credit-card-851502_960_720This week an article about the underestimation of cash management on LinkedIn caught my attention. 50% of the companies even doesn’t see the added value of a good cash flow forecast! This does not surprise me and therefore gave me a reason to pick up the pen and write another article on how to improve your cash conversion cycle!

In my two previous articles I gave some examples of how cash management could improve the DSO and the DIO but, what about the DPO? The DPO is an efficiency ratio that measures the average number of days a company takes to pay its suppliers. The more days, the better your cash conversion cycle will be.

Extend payment terms

The first action that can be taken is to extend your payment terms. In the payments barometer from Atradius of 2016 you can find an overview of all payment terms and average DSO for all countries in Western Europe. The reasons why payments are delayed are also mentioned.

The average given payment term to B2B customers in The Netherlands is 27 days, the average DSO is 42 days! Most of the time the first action that is taken when companies have liquidity problems is to extend their payments. The negative aspects of this action can be major. The first aspect is the impact this action has on your supplier, because he has to wait to receive his money. He will then have to look for alternative borrow possibilities. Besides the negative relationships, the extra costs will probably be include in his next price. Suppliers can also decide only to send you the goods when paid in advance.

As you can read this action can have a boomerang effect.

Reverse factoring

A possibility to extend your payment term without all negative effects is to use reverse factoring. With reverse factoring you give the possibility to your supplier to receive more favorable financial terms than they would have otherwise received for a loan.

The effect could be that the relationship between you and the supplier can be improved and you still can extend your payments.

Single payment solution

Another solution is to decrease your banking transfer time of a payment. If you have a lot of foreign suppliers, transfer times can easily be extended, especially when you need to use correspondent banks.

Using banks with an international presence as well as a single payment solution will facilitate you to follow your payment and use the fastest transfer method. By doing so, you can delay the moment of payment and still pay on time.

Within the EU you can make direct payments as a SEPA payment, because there are no borders anymore for money transfers. You don’t need local accounts anymore to facilitate and accelerate your payments.

 

Olivier Werlingshoff - editor treasuryXL

 

 

Olivier Werlingshoff

Owner of WERFIAD

 

How to improve your Cash Conversion Cycle part II

| 14-09-2016 | Olivier Werlingshoff |

credit-card-851502_960_720In my earlier article I wrote about how cash management can improve your cash conversion cycle and more specific the DSO. In this article I will focus on the DIO (Days Inventory Outstanding). This week I heard on the radio that successful retailers have a better DIO than other retailers. The trend to have your product made at low cost in the far East is changing. Companies tried to buy all their trade goods as cheap as possible and to reach this goal buying large quantities at a time was the best option.

What you see nowadays is that the demand of goods is changing very fast. What was “in” a month ago can already have changed. The problem you will have with a large quantity of goods is that it has to be stored and because of the change in demand it will be a problem to sell them for the price your calculations where based on.

This is what happened with a few fashion retailers. A large quantity of fashion products, enormous storing cost and because the production was made in the far East it wasn’t possible to be flexible when de demand of goods changed.

Retailers who are more successful, are looking for possibilities to be very flexible with their sourcing and look for opportunities to buy smaller quantities, which are made closer to their business. By doing so they are better prepared for a demand change. They will have lower storage cost and can change their products more than two times a year.

What is the role of the treasurer in all this?

In my opinion the treasurer has to overview the total cash conversion cycle and has to show the company (sales- and procurement department) what the financial consequences are of enlarging the cycle. A second role is that the treasurer can compare the cash conversion cycle with their competitors and also discuss this information with colleagues and the CFO.

Olivier Werlingshoff - editor treasuryXL

Olivier Werlingshoff

Owner of WERFIAD

 

treasuryXL: summer holiday reading material

| 10-08-2016 | treasuryXL |

Time flies, it is August already. And, for most people, August means holiday time and taking time to read. Have you got your summer holiday reading list sorted yet? The perfect moment to provide you with some summer holiday reading material. These are the top 5 best read articles of treasuryXL from the start. Have a great summer!

 

1 | How can Cash Management influence the Cash Conversion Cycle?

| 27-06-2016 | Olivier Werlingshoff |

credit-card-851502_960_720How can the Cash Conversion Cycle (CCC) be optimized? The CCC measures the time the money is tied up in the sales and the production process before it’s converted into a cash in from customers. When translated in a formula this will be the DSO + DIO – DPO (Day’s Sales Outstanding + Day’s Inventory Outstanding – Day’s Payables Outstanding). Read the full article

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2 | Business case – Funding strategy : how Fastned uses Nxchange

| 09-05-2016 | interview with Claire Tange from Fastned |

logoFastnedFastned’s growing and they’re giving investors the chance to directly buy and trade in certificates of shares via Nxchange. We’ve asked Fastned’s CFO Claire Tange to explain this type of financing. Read the full article [separator type=”” size=”small” icon=””]

3 | Treasury ABC – part I

| 08-07-2016 | Jan Doosje |

S059QDGBOGFor many people Treasury is, as they think, something that is not concerning. Because there are many items that could be mentioned and listed here, I chose to mention the items that have effect on our daily lives, even if we are not aware of the existence of the described item. I’ll call it the Treasury ABC for normal citizens. Read the full article

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4 | 8 Career Hurdles in a Transfer from Banking to Corporate Treasury

| 07-07-2016 | Pieter de Kiewit |

careerAn increasing number of bankers come to my recruitment desk wanting to make a transfer to corporate treasury. This transfer can be made successfully but there are a number of things to take into account. Below the 8 career hurdles, I hear most about, in a transfer from banking to corporate treasury. Read the full article

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5 | Foreign bank accounts, how to include them in your cash pool

| 21-06-2016 | Jan Meulendijks |

janmeulendijksSignificant balances on your foreign bank accounts which are really of better use in the country where your operation is? Include them in an automated cash pooling scheme so that all your funds are available in The Netherlands and no more unnecessary interest is paid! Read the full article

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How can Cash Management influence the Cash Conversion Cycle?

| 27-06-2016 | Olivier Werlingshoff |

credit-card-851502_960_720

How can the Cash Conversion Cycle (CCC) be optimized? The CCC measures the time the money is tied up in the sales and the production process before it’s converted into a cash in from customers. When translated in a formula this will be the DSO + DIO – DPO (Day’s Sales Outstanding + Day’s Inventory Outstanding – Day’s Payables Outstanding).

In this article I will focus on the DSO. Strictly, the DSO is the time it takes for invoices to be paid. I prefer to enlarge this, to the moment you received the order from the customer till the moment the money is on your main bank account.

How can the “enlarged” DSO be shortened with cash management products?

Let’s look at the customer first, how would he prefer to pay?

Card payments:

In the retail sector 50% of the transactions are made by card (credit & debit cards). The other 50% of the transactions are still done by cash. Card transactions are a fast and easy way to receive the money on your bank account. With contactless cards you can even minimize the transaction time, if there is a bottle neck, you can increase your sales by accepting those cards!

The process with cash transactions is more extensive and expensive. You have to save and collect the cash before dropping it at your bank. After a few days the money will appear on your bank account.

Be aware that there are reasons why customers still prefer to make cash payments. Last year I set up a test of 6 weeks of not accepting cash in one retail shop. The total sales dropped with 15%!

Mail with payment link:

When you have the mail addresses from you customers you could consider to send the invoice the same day by mail with a link to the Ideal website. This will encourage your client to choose the payment method you prefer. Furthermore you will save postal costs and paper costs by not sending paper invoices.

Foreign countries:

If you have customers in foreign countries, be aware of the local habits. For example in the US, most of the payments are done by cheques. In the UK and in France cheques are still used as payment instrument. The problem with cheques is that when receiving them, they have to be send back to the original bank before the money will be transferred to your account.

To fasten this process you could consider the possibilities of a local cheque lockbox. With a lockbox your client can send his cheque directly to a local address at a bank and the transactions can be processed immediately. The time that will be saved is the “post time” and the “process time” of the cheque.

International transfer:

If you prefer your customer to make an international transfer, it can be an option to open a local bank account. Depending on the number and the amount of transactions this could save you a lot of transfer costs. To get the money from your local bank account on your main account in The Netherlands there are a lot of cash pool instruments you can use. Jan Meulendijks has written an article last week about how to include foreign bank accounts into your cash pool.

SEPA:

In de SEPA region there are no differences in transfer costs between a national transfer and a transfer between SEPA countries. It is seen as one SEPA region without borders. You can mention your main IBAN number on your invoices and ask your customers to transfer the money direct to your main account.

But even with SEPA it could be an idea to hold a local bank account. In some countries customers still prefer to make transfers to a “national” bank account instead of an IBAN in another country. Some local governments even still oblige you to hold a local bank account for tax payment purposes!

As you can read,besides a good credit management system, there are a lot of cash management instruments that can be used to fasten the payments of your customers.

Olivier Werlingshoff - editor treasuryXL

 

Olivier Werlingshoff

Owner of WERFIAD