9.

102 a FINANCIAL MANAGEMENT

UNIT – VI
FINANCING OF WORKING CAPITAL

26. INTRODUCTION
After determining the amount of working capital required, the next step to be taken
by the finance manager is to arrange the funds.

As discussed earlier, it is advisable that the finance manager bifurcate the working
capital requirements between the permanent working capital and temporary
working capital.

The permanent working capital is always needed irrespective of sales fluctuation;

hence it should be financed by the long-term sources such as debt and equity. On
the contrary the temporary working capital may be financed by the short-term
sources of finance.
Broadly speaking, the working capital finance may be classified between the two
categories:

(i) Spontaneous sources; and

(ii) Negotiable sources.
Spontaneous Sources: Spontaneous sources of finance are those which naturally
arise in the course of business operations. Trade credit, credit from employees,
credit from suppliers of services, etc. are some of the examples which may be
quoted in this respect.

Negotiated Sources: On the other hand, the negotiated sources, as the name
implies, are those which have to be specifically negotiated with lenders say,
commercial banks, financial institutions, general public etc.

The finance manager has to be very careful while selecting a particular source, or a
combination thereof for financing of working capital. Generally, the following
parameters will guide his decisions in this respect:
(i) Cost factor
(ii) Impact on credit rating
 MANAGEMENT OF WORKING CAPITAL 9.103
a

(iii) Feasibility
(iv) Reliability
(v) Restrictions

(vi) Hedging approach or matching approach i.e., Financing of assets with the
same maturity as of assets.

27. SOURCES OF FINANCE

27.1 Spontaneous Sources of Finance
(a) Trade Credit: As outlined above trade credit is a spontaneous source of
finance which is normally extended to the purchaser organization by the sellers or
services providers. This source of financing working capital is more important since
it contributes to about one-third of the total short-term requirements. The
dependence on this source is higher due to lesser cost of finance as compared with
other sources. Trade credit is guaranteed when a company acquires supplies,
merchandise or materials and does not pay immediately. If a buyer is able to get
the credit without completing much formality, it is termed as ‘open account trade
credit.’
(b) Bills Payable: On the other hand, in the case of “Bills Payable” the purchaser
will have to give a written promise to pay the amount of the bill/invoice either on
demand or at a fixed future date to the seller or the bearer of the note.
Due to its simplicity, easy availability and lesser explicit cost, the dependence on
this source is much more in all small or big organizations. Especially, for small
enterprises this form of credit is more helpful to small and medium enterprises.
The amount of such financing depends on the volume of purchases and the
payment timing.
(c) Accrued Expenses: Another spontaneous source of short-term financing is
the accrued expenses or the outstanding expenses liabilities. The accrued expenses
refer to the services availed by the firm, but the payment for which has yet to be
made. It is a built in and an automatic source of finance as most of the services
like wages, salaries, taxes, duties etc., are paid at the end of the period. The accrued
 9.104 a FINANCIAL MANAGEMENT

expenses represent an interest free source of finance. There is no explicit or implicit

cost associated with the accrued expenses and the firm can ensure liquidity by
accruing these expenses.

27.2 Inter-corporate Loans and Deposits

Sometimes, organizations having surplus funds invest for short-term period with
other organizations. The rate of interest will be higher than the bank rate of interest
and depends on the financial soundness of the borrower company. This source of
finance reduces dependence on bank financing.

27.3 Commercial Papers

Commercial Paper (CP) is an unsecured promissory note issued by a firm to raise
funds for a short period. This is an instrument that enables highly rated corporate
borrowers for short-term borrowings and provides an additional financial
instrument to investors with a freely negotiable interest rate. The maturity period
ranges from minimum 7 days to less than 1 year from the date of issue. CP can be
issued in denomination of ` 5 lakhs or multiples thereof.
Advantages of CP: From the point of the issuing company, CP provides the following
benefits:
(a) CP is sold on an unsecured basis and does not contain any restrictive
conditions.
(b) Maturing CP can be repaid by selling new CP and thus can provide a
continuous source of funds.
(c) Maturity of CP can be tailored to suit the requirement of the issuing firm.
(d) CP can be issued as a source of fund even when money market is tight.

(e) Generally, the cost of CP to the issuing firm is lower than the cost of
commercial bank loans.
However, CP as a source of financing has its own limitations:
(i) Only highly credit rating firms can use it. New and moderately rated firm
generally are not in a position to issue CP.
 MANAGEMENT OF WORKING CAPITAL 9.105
a

(ii) CP can neither be redeemed before maturity nor can be extended beyond
maturity.

27.4 Funds Generated from Operations

Funds generated from operations, during an accounting period, increase working
capital by an equivalent amount. The two main components of funds generated
from operations are profit and depreciation. Working capital will increase by the
extent of funds generated from operations. Students may refer to funds flow
statement given earlier in this chapter.

27.5 Public Deposits

Deposits from the public are one of the important sources of finance particularly
for well-established big companies with huge capital base for short and medium-
term.

27.6 Bills Discounting

Bill discounting is recognized as an important short-term Financial Instrument and
it is widely used method of short-term financing. In a process of bill discounting,
the supplier of goods draws a bill of exchange with direction to the buyer to pay a
certain amount of money after a certain period, and gets its acceptance from the
buyer or drawee of the bill.

27.7 Bill Rediscounting Scheme

The Bill rediscounting Scheme was introduced by Reserve Bank of India with effect
from 1st November, 1970 in order to extend the use of the bill of exchange as an
instrument for providing credit and the creation of a bill market in India with a
facility for the rediscounting of eligible bills by banks. Under the bills rediscounting
scheme, all licensed scheduled banks are eligible to offer bills of exchange to the
Reserve Bank for rediscount.

27.8 Factoring
Students may refer to the unit on Receivable Management wherein the concept of
factoring has been discussed. Factoring is a method of financing whereby a firm
 9.106 a FINANCIAL MANAGEMENT

sells its trade debts at a discount to a financial institution. In other words, factoring
is a continuous arrangement between a financial institution, (namely the factor) and
a firm (namely the client) which sells goods and services to trade customers on
credit. As per this arrangement, the factor purchases the client’s trade debts
including accounts receivables either with or without recourse to the client, and
thus, exercises control over the credit extended to the customers and administers
the sales ledger of his client. To put it in a layman’s language, a factor is an agent
who collects the dues of his client for a certain fee.
The differences between Factoring and Bills discounting are as follows:
(i) Factoring is called as ‘Invoice factoring’ whereas bills discounting is known as
“Invoice discounting”.
(ii) In factoring the parties are known as client, factor and debtor whereas in bills
discounting they are known as Drawer, Drawee and Payee.

(iii) Factoring is a sort of management of book debts whereas bills discounting is

a sort of borrowing from commercial banks.
(iv) For factoring there is no specific Act; whereas in the case of bills discounting,
the Negotiable Instrument Act is applicable.

28. WORKING CAPITAL FINANCE FROM BANKS

Banks in India today constitute the major suppliers of working capital credit to any
business activity. Recently, some term lending financial institutions have also
announced schemes for working capital financing. The two committees viz.,
Tandon Committee and Chore Committee have evolved definite guidelines and
parameters in working capital financing, which have laid the foundations for
development and innovation in the area.

28.1 Instructions on Working Capital Finance by Banks

Assessment of Working Capital

➢ Reserve Bank of India has withdrawn the prescription, in regard to assessment
of working capital needs, based on the concept of Maximum Permissible Bank
Finance (MPBF), in April 1997. Banks are now free to evolve, with the approval
 MANAGEMENT OF WORKING CAPITAL 9.107
a

of their Boards, methods for assessing the working capital requirements of

borrowers, within the prudential guidelines and exposure norms prescribed.
Banks, however, have to take into account Reserve Bank’s instructions relating
to directed credit (such as priority sector, export, etc.), and prohibition of
credit (such as bridge finance, rediscounting of bills earlier discounted by
NBFCs) while formulating their lending policies.
➢ With the above liberalizations, all the instructions relating to MPBF issued by
RBI from time to time stand withdrawn. Further, various
instructions/guidelines issued to banks with objective of ensuring lending
discipline in appraisal, sanction, monitoring and utilization of bank finance
cease to be mandatory. However, banks have the option of incorporating
such of the instructions/guidelines as are considered necessary in their
lending policies/procedures.

29. FORMS OF BANK CREDIT

The bank credit will generally be in the following forms:

➢ Cash Credit: This facility will be given by the banker to the customers by
giving certain amount of credit facility on continuous basis. The borrower
will not be allowed to exceed the limits sanctioned by the bank.
➢ Bank Overdraft: It is a short-term borrowing facility made available to the
companies in case of urgent need of funds. The banks will impose limits on
the amount they can lend. When the borrowed funds are no longer required
they can quickly and easily be repaid. The banks issue overdrafts with a right
to call them in at short notice.
➢ Bills Discounting: The Company which sells goods on credit will normally
draw a bill on the buyer who will accept it and sends it to the seller of goods.
The seller, in turn discounts the bill with his banker. The banker will generally
earmark the discounting bill limit.
➢ Bills Acceptance: To obtain finance under this type of arrangement a
company draws a bill of exchange on bank. The bank accepts the bill thereby
promising to pay out the amount of the bill at some specified future date.
 9.108 a FINANCIAL MANAGEMENT

➢ Line of Credit: Line of Credit is a commitment by a bank to lend a certain

amount of funds on demand specifying the maximum amount.
➢ Letter of Credit: It is an arrangement by which the issuing bank on the
instructions of a customer or on its own behalf undertakes to pay or accept
or negotiate or authorizes another bank to do so against stipulated
documents subject to compliance with specified terms and conditions.
➢ Bank Guarantees: Bank guarantee is one of the facilities that the commercial
banks extend on behalf of their clients in favour of third parties who will be
the beneficiaries of the guarantees.

SUMMARY
 Working Capital Management involves managing the balance between firm’s
short-term assets and its short-term liabilities.
 From the value point of view, Working Capital can be defined as Gross
Working Capital or Net Working Capital.
 From the point of view of time, the term working capital can be divided into
two categories viz., Permanent and temporary.
 A large amount of working capital would mean that the company has idle
funds. Since funds have a cost, the company has to pay huge amount as
interest on such funds. If the firm has inadequate working capital, such firm
runs the risk of insolvency.
 Some of the items/factors which need to be considered while planning for
working capital requirement are nature of business, market and demand
conditions, operating efficiency, credit policy etc.

 Finance manager has to pay particular attention to the levels of current assets
and their financing. To decide the levels and financing of current assets, the
risk return trade off must be taken into account.

 In determining the optimum level of current assets, the firm should balance
the profitability – Solvency tangle by minimizing total costs.
 MANAGEMENT OF WORKING CAPITAL 9.109
a

 Working Capital cycle indicates the length of time between a company’s

paying for materials, entering into stock and receiving the cash from sales of
finished goods. It can be determined by adding the number of days required
for each stage in the cycle.
 Treasury management is defined as ‘the corporate handling of all financial
matters, the generation of external and internal funds for business, the
management of currencies and cash flows and the complex, strategies,
policies and procedures of corporate finance.
 The main objectives of cash management for a business are:-

(a) Provide adequate cash to each of its units;

(b) No funds are blocked in idle cash; and
(c) The surplus cash (if any) should be invested in order to maximize returns
for the business.
 Large amounts are tied up in sundry debtors, there are chances of bad debts
and there will be cost of collection of debts. On the contrary, if the investment
in sundry debtors is low, the sales may be restricted, since the competitors
may offer more liberal terms. Therefore, management of sundry debtors is
an important issue and requires proper policies and their implementation.
 There are basically three aspects of management of sundry debtors: Credit
policy, Credit Analysis and Control of receivables.
 Trade creditor is a spontaneous source of finance in the sense that it arises
from ordinary business transaction. But it is also important to look after your
creditors - slow payment by you may create ill-feeling and your supplies could
be disrupted and also create a bad image for your company.

 It is advisable that the finance manager bifurcates the working capital

requirements between the permanent working capital and temporary
working capital.
 The permanent working capital is always needed irrespective of sales
fluctuations, hence should be financed by the long-term sources such as debt
and equity. On the contrary the temporary working capital may be financed
by the short-term sources of finance.
 9.110 a FINANCIAL MANAGEMENT

TEST YOUR KNOWLEDGE

Multiple Choice Questions (MCQs)
1. The credit terms may be expressed as “3/15 net 60”. This means that a 3%
discount will be granted if the customer pays within 15 days, if he does not avail
the offer, he must make payment within 60 days.
(a) I agree with the statement
(b) I do not agree with the statement
(c) I cannot say.
2. The term ‘net 50’ implies that the customer will make payment:
(a) Exactly on 50 th day
(b) Before 50th day
(c) Not later than 50 th day
(d) None of the above.
3. Trade credit is a source of :
(a) Long-term finance
(b) Medium term finance

(c) Spontaneous source of finance

(d) None of the above.
4. The term float is used in:
(a) Inventory Management
(b) Receivable Management
(c) Cash Management

(d) Marketable securities.

5. William J Baumol’s model of Cash Management determines optimum cash level
where the carrying cost and transaction cost are:

(a) Maximum
 MANAGEMENT OF WORKING CAPITAL 9.111
a

(b) Minimum
(c) Medium
(d) None of the above.

6. In Miller – ORR Model of Cash Management:

(a) The lower, upper limit, and return point of Cash Balances are set out
(b) Only upper limit and return point are decided

(c) Only lower limit and return point are decided

(d) None of the above are decided.
7. Working Capital is defined as:

(a) Excess of current assets over current liabilities

(b) Excess of current liabilities over current assets
(c) Excess of Fixed Assets over long-term liabilities

(d) None of the above.

8. Working Capital is also known as “Circulating Capital, fluctuating Capital and
revolving capital”. The aforesaid statement is;
(a) Correct
(b) Incorrect
(c) Cannot say.

9. The basic objectives of Working Capital Management are:

(a) Optimum utilization of resources for profitability
(b) To meet day-to-day current obligations

(c) Ensuring marginal return on current assets is always more than cost of
capital
(d) Select any one of the above statements.
10. The term Gross Working Capital is known as:
(a) The investment in current liabilities
 9.112 a FINANCIAL MANAGEMENT

(b) The investment in long-term liability

(c) The investment in current assets

(d) None of the above.
11. The term net working capital refers to the difference between the current assets
minus current liabilities.
(a) The statement is correct
(b) The statement is incorrect

(c) I cannot say.

12. The term “Core current assets’ was coined by:
(a) Chore Committee

(b) Tandon Committee

(c) Jilani Committee
(d) None of the above.

13. The concept operating cycle refers to the average time which elapses between
the acquisition of raw materials and the final cash realization. This statement is:
(a) Correct
(b) Incorrect
(c) Partially True
(d) I cannot say.
14. As a matter of self-imposed financial discipline can there be a situation of zero
working capital now-a-days in some of the professionally managed
organizations.

(a) Yes
(b) No
(c) Impossible
(d) Cannot say.
 MANAGEMENT OF WORKING CAPITAL 9.113
a

15. Over trading arises when a business expands beyond the level of funds available.
The statement is:
(a) Incorrect

(b) Correct
(c) Partially correct
(d) I cannot say.
16. A Conservative Working Capital strategy calls for high levels of current assets
in relation to sales.
(a) I agree

(b) Do not agree

(c) I cannot say.
17. The term Working Capital leverage refer to the impact of level of working capital
on company’s profitability. This measures the responsiveness of ROCE for
changes in current assets.
(a) I agree

(b) Do not agree

(c) The statement is partially true.
18. The term spontaneous source of finance refers to the finance which naturally
arise in the course of business operations. The statement is:
(a) Correct
(b) Incorrect

(c) Partially Correct

(d) I cannot say.
19. Under hedging approach to financing of working capital requirements of a firm,
each asset in the balance sheet assets side would be offset with a financing
instrument of the same approximate maturity. This statement is:
(a) Incorrect
 9.114 a FINANCIAL MANAGEMENT

(b) Correct

(c) Partially correct

(d) I cannot say.
20. Trade credit is a:

(a) Negotiated source of finance

(b) Hybrid source of finance
(c) Spontaneous source of finance

(d) None of the above.

21. Factoring is a method of financing whereby a firm sells its trade debts at a
discount to a financial institution. The statement is:

(a) Correct
(b) Incorrect
(c) Partially correct

(d) I cannot say.

22. A factoring arrangement can be both with recourse as well as without recourse:
(a) True
(b) False
(c) Partially correct
(d) Cannot say.
23. The Bank financing of working capital will generally be in the following form.
Cash Credit, Overdraft, bills discounting, bills acceptance, line of credit; Letter of
credit and bank guarantee.

(a) I agree
(b) I do not agree
(c) I cannot say.
 MANAGEMENT OF WORKING CAPITAL 9.115
a

24. When the items of inventory are classified according to value of usage, the
technique is known as:
(a) XYZ Analysis

(b) ABC Analysis

(c) DEF Analysis
(d) None of the above.
25. When a firm advises its customers to mail their payments to special Post Office
collection centers, the system is known as.
(a) Concentration banking

(b) Lock Box system

(c) Playing the float
(d) None of the above.

Theoretical Questions
1. DISCUSS the factors to be taken into consideration while determining the
requirement of working capital.
2. DISCUSS the liquidity vs. profitability issue in management of working capital.
3. DISCUSS the estimation of working capital need based on operating cycle
process.

4. EXPLAIN briefly the functions of Treasury Department.

5. EXPLAIN Baumol’s Model of Cash Management.
6. STATE the advantage of Electronic Cash Management System.

7. EXPLAIN with example the formula used for determining optimum cash balance
according to Baumol’s cash management model.
8. DISCUSS Miller-Orr Cash Management model.

9. EXPLAIN briefly the accounts receivable systems.

10. DESCRIBE Factoring.
 9.116 a FINANCIAL MANAGEMENT

11. DESCRIBE the various forms of bank credit in financing the working capital of a
business organization.

Practical Problems
1. Following information is forecasted by R Limited for the year ending 31 st March,
2022:

Balance as at Balance as at
31st March, 2022 31st March,
2021
(` in lakh) (` in lakh)
Raw Material 65 45
Work-in-progress 51 35
Finished goods 70 60
Receivables 135 112
Payables 71 68
Annual purchases of raw material (all 400
credit)
Annual cost of production 450
Annual cost of goods sold 525
Annual operating cost 325
Annual sales (all credit) 585

You may take one year as equal to 365 days.

You are required to CALCULATE:
(i) Net operating cycle period.
(ii) Number of operating cycles in the year.

(iii) Amount of working capital requirement.

2. The following data relating to an auto component manufacturing company is
available for the year 2021-22:
Raw material held in storage 20 days
 MANAGEMENT OF WORKING CAPITAL 9.117
a

Receivables’ collection period 30 days

Conversion process period 10 days
(raw material – 100%, other costs – 50% complete)

Finished goods storage period 45 days

Credit period from suppliers 60 days
Advance payment to suppliers 5 days

Total cash operating expenses per annum ₹ 800 lakhs

75% of the total cash operating expenses are for raw material. 360 days are
assumed in a year.

You are required to CALCULATE:

(i) Each item of current assets and current liabilities,
(ii) The working capital requirement, if the company wants to maintain a
cash balance of ₹ 10 lakhs at all times.
3. The following figures and ratios are related to a company:

(i) Sales for the year (all credit) ` 90,00,000

(ii) Gross Profit ratio 35 percent
(iii) Fixed assets turnover (based on cost of goods sold) 1.5
(iv) Stock turnover (based on cost of goods sold) 6
(v) Liquid ratio 1.5:1
(vi) Current ratio 2.5:1
(vii) Receivables (Debtors) collection period 1 month
(viii) Reserves and surplus to Share capital 1:1.5
(ix) Capital gearing ratio 0.7875
(x) Fixed assets to net worth 1.3 : 1

You are required to PREPARE:

(a) Balance Sheet of the company on the basis of above details.
 9.118 a FINANCIAL MANAGEMENT

(b) The statement showing working capital requirement, if the company

wants to make a provision for contingencies @15 percent of net working
capital.
4. PQ Ltd., a company newly commencing business in 2021-22 has the following
projected Profit and Loss Account:

(` ) (` )
Sales 2,10,000
Cost of goods sold 1,53,000
Gross Profit 57,000
Administrative Expenses 14,000
Selling Expenses 13,000 27,000
Profit before tax 30,000
Provision for taxation 10,000
Profit after tax 20,000
The cost of goods sold has been arrived at as
under:
Materials used 84,000
Wages and manufacturing Expenses 62,500
Depreciation 23,500
1,70,000
Less: Stock of Finished goods
(10% of goods produced not yet sold) 17,000
1,53,000

The figure given above relate only to finished goods and not to work-in-
progress. Goods equal to 15% of the year’s production (in terms of physical
units) will be in process on the average requiring full materials but only 40% of
the other expenses. The company believes in keeping materials equal to two
months’ consumption in stock.
 MANAGEMENT OF WORKING CAPITAL 9.119
a

All expenses will be paid one month in advance. Suppliers of materials will
extend 1-1/2 months credit. Sales will be 20% for cash and the rest at two
months’ credit. 70% of the Income tax will be paid in advance in quarterly
instalments. The company wishes to keep ` 8,000 in cash. 10% has to be added
to the estimated figure for unforeseen contingencies.
PREPARE an estimate of working capital.
Note: All workings should form part of the answer.
5. M.A. Limited is commencing a new project for manufacture of a plastic
component. The following cost information has been ascertained for annual
production of 12,000 units which is the full capacity:

Costs per unit (`)

Materials 40.00
Direct labour and variable expenses 20.00
Fixed manufacturing expenses 6.00
Depreciation 10.00
Fixed administration expenses 4.00
80.00

The selling price per unit is expected to be ` 96 and the selling expenses
` 5 per unit, 80% of which is variable.
In the first two years of operations, production and sales are expected to be as
follows:

Year Production (No. of units) Sales (No. of units)

1 6,000 5,000
2 9,000 8,500

To assess the working capital requirements, the following additional information

is available:

(a) Stock of materials 2.25 months’ average consumption

(b) Work-in-process Nil
 9.120 a FINANCIAL MANAGEMENT

(c) Debtors 1 month’s average sales.

(d) Cash balance ` 10,000
(e) Creditors for supply of 1 month’s average purchase during the year.
materials
(f) Creditors for expenses 1 month’s average of all expenses during the
year.
PREPARE, for the two years:
(i) A projected statement of Profit/Loss (Ignoring taxation); and
(ii) A projected statement of working capital requirements.
6. Aneja Limited, a newly formed company, has applied to a commercial bank for
the first time for financing its working capital requirements. The following
information is available about the projections for the current year:
Estimated level of activity: 1,04,000 completed units of production plus 4,000
units of work-in-progress. Based on the above activity, estimated cost per unit
is:

Raw material ` 80 per unit

Direct wages ` 30 per unit
Overheads (exclusive of depreciation) ` 60 per unit
Total cost ` 170 per unit
Selling price ` 200 per unit
Raw materials in stock: Average 4 weeks consumption, work-in-progress
(assume 50% completion stage in respect of conversion cost) (materials issued
at the start of the processing).

Finished goods in stock 8,000 units

Credit allowed by suppliers Average 4 weeks
Credit allowed to debtors/receivables Average 8 weeks
Lag in payment of wages Average 1.5 weeks

Cash at banks (for smooth operation) is expected to be ` 25,000.

Assume that production is carried on evenly throughout the year (52 weeks) and
wages and overheads accrue similarly. All sales are on credit basis only.
 MANAGEMENT OF WORKING CAPITAL 9.121
a

You are required to CALCULATE the net working capital required.

7. The management of Trux Company Ltd. is planning to expand its business and
consults you to prepare an estimated working capital statement. The records of
the company reveals the following annual information:

(`)
Sales – Domestic at one month’s credit 18,00,000
Export at three month’s credit (sales price 10% below domestic 8,10,000
price)
Materials used (suppliers extend two months credit) 6,75,000
Lag in payment of wages – ½ month 5,40,000
Lag in payment of manufacturing expenses (cash) – 1 month 7,65,000
Lag in payment of Administration Expenses – 1 month 1,80,000
Selling expenses payable quarterly in advance 1,12,500
Income tax payable in four installments, of which one falls in the 1,68,000
next financial year

Rate of gross profit is 20%. Ignore work-in-progress and depreciation.

The company keeps one month’s stock of raw materials and finished goods (each)
and believes in keeping ₹ 2,50,000 available to it including the overdraft limit of ₹
75,000 not yet utilized by the company.
The management is also of the opinion to make 10% margin for contingencies on
computed figure.
You are required to PREPARE the estimated working capital statement for the next
year.
8. The following information relates to Zeta Limited, a publishing company:
The selling price of a book is ` 15, and sales are made on credit through a book
club and invoiced on the last day of the month.
Variable costs of production per book are materials ( ` 5), labour (` 4), and
overhead (` 2)
 9.122 a FINANCIAL MANAGEMENT

The sales manager has forecasted the following volumes:

Month No. of Books

November 1,000
December 1,000
January 1,000
February 1,250
March 1,500
April 2,000
May 1,900
June 2,200
July 2,200
August 2,300
Customers are expected to pay as follows:

One month after the sale 40%

Two months after the sale 60%

The company produces the books two months before they are sold and the
creditors for materials are paid two months after production.
Variable overheads are paid in the month following production and are expected
to increase by 25% in April; 75% of wages are paid in the month of production
and 25% in the following month. A wage increase of 12.5% will take place on
1st March.
The company is going through a restructuring and will sell one of its freehold
properties in May for ` 25,000, but it is also planning to buy a new printing press
in May for ` 10,000. Depreciation is currently ` 1,000 per month, and will rise
to ` 1,500 after the purchase of the new machine.
The company’s corporation tax (of ` 10,000) is due for payment in March.
The company presently has a cash balance at bank on 31 December 2021, of
` 1,500.
You are required to PREPARE a cash budget for the six months from January to
June, 2022.
 MANAGEMENT OF WORKING CAPITAL 9.123
a

9. From the information and the assumption that the cash balance in hand on 1st
January 2022 is ` 72,500, PREPARE a cash budget.
Assume that 50 per cent of total sales are cash sales. Assets are to be acquired
in the months of February and April. Therefore, provisions should be made for
the payment of ` 8,000 and ` 25,000 for the same. An application has been
made to the bank for the grant of a loan of ` 30,000 and it is hoped that the
loan amount will be received in the month of May.
It is anticipated that a dividend of ` 35,000 will be paid in June. Debtors are
allowed one month’s credit. Creditors for materials purchased and overheads
grant one month’s credit. Sales commission at 3 per cent on sales is paid to the
salesman each month.

Month Sales Materials Salaries Production Office and

Purchases & Wages Overheads Selling
(` ) (` ) (` ) (` ) Overheads
(` )
January 72,000 25,000 10,000 6,000 5,500
February 97,000 31,000 12,100 6,300 6,700
March 86,000 25,500 10,600 6,000 7,500
April 88,600 30,600 25,000 6,500 8,900
May 1,02,500 37,000 22,000 8,000 11,000
June 1,08,700 38,800 23,000 8,200 11,500

10. Consider the balance sheet of Maya Limited as on 31 December, 2022. The
company has received a large order and anticipates the need to go to its bank
to increase its borrowings. As a result, it has to forecast its cash requirements
for January, February and March, 2023. Typically, the company collects 20 per
cent of its sales in the month of sale, 70 per cent in the subsequent month, and
10 per cent in the second month after the sale. All sales are credit sales.

Equity & liabilities Amount Assets Amount

(` in ‘000) (` in ‘000)
Equity shares capital 100 Net fixed assets 1,836
Retained earnings 1,439 Inventories 545
Long-term borrowings 450 Accounts receivables 530
 9.124 a FINANCIAL MANAGEMENT

Accounts payables 360 Cash and bank 50

Loan from banks 400
Other liabilities 212
2,961 2,961

Purchases of raw materials are made in the month prior to the sale and amounts
to 60 per cent of sales. Payments for these purchases occur in the month after
the purchase. Labour costs, including overtime, are expected to be ` 1,50,000
in January, ` 2,00,000 in February, and ` 1,60,000 in March. Selling,
administrative, taxes, and other cash expenses are expected to be ` 1,00,000 per
month for January through March. Actual sales in November and December
and projected sales for January through April are as follows (in thousands):

Month ` Month ` Month `

November 500 January 600 March 650
December 600 February 1,000 April 750

On the basis of this information:

(a) PREPARE a cash budget and DETERMINE the amount of additional bank
borrowings necessary to maintain a cash balance of ` 50,000 at all times
for the months of January, February, and March.
(b) PREPARE a pro forma balance sheet for March 31.
11. PQR Ltd. having an annual sales of ` 30 lakhs, is re-considering its present
collection policy. At present, the average collection period is 50 days and the
bad debt losses are 5% of sales. The company is incurring an expenditure of `
30,000 on account of collection of receivables. Cost of funds is 10 percent.
The alternative policies are as under:

Alternative I Alternative II
Average Collection Period 40 days 30 days
Bad Debt Losses 4% of sales 3% of sales
Collection Expenses ` 60,000 ` 95,000
DETERMINE the alternatives on the basis of incremental approach and state
which alternative is more beneficial.
 MANAGEMENT OF WORKING CAPITAL 9.125
a

12. As a part of the strategy to increase sales and profits, the sales manager of a
company proposes to sell goods to a group of new customers with 10% risk of
non-payment. This group would require one and a half months credit and is
likely to increase sales by ` 1,00,000 p.a. Production and Selling expenses
amount to 80% of sales and the income-tax rate is 50%. The company’s
minimum required rate of return (after tax) is 25%.
Should the sales manager’s proposal be accepted? ANALYSE
Also COMPUTE the degree of risk of non-payment that the company should be
willing to assume if the required rate of return (after tax) were (i) 30%, (ii) 40%
and (iii) 60%.
13. Slow Payers are regular customers of Goods Dealers Ltd. and have approached
the sellers for extension of credit facility for enabling them to purchase goods.
On an analysis of past performance and on the basis of information supplied,
the following pattern of payment schedule emerges in regard to Slow Payers:

Pattern of Payment Schedule

At the end of 30 days 15% of the bill
At the end of 60 days 34% of the bill
At the end of 90 days 30% of the bill
At the end of 100 days 20% of the bill
Non-recovery 1% of the bill

Slow Payers want to enter into a firm commitment for purchase of goods of
` 15 lakhs in 2021-22, deliveries to be made in equal quantities on the first day
of each quarter in the calendar year. The price per unit of commodity is ` 150
on which a profit of ` 5 per unit is expected to be made. It is anticipated by
Goods Dealers Ltd., that taking up of this contract would mean an extra
recurring expenditure of ` 5,000 per annum. If the opportunity cost of funds in
the hands of Goods Dealers is 24% per annum, would you as the finance
manager of the seller recommend the grant of credit to Slow Payers? ANALYSE.
Workings should form part of your answer. Assume year of 365 days.
14. PREPARE a working capital estimate to finance an activity level of 52,000 units
a year (52 weeks) based on the following data:
Raw Materials - ` 400 per unit
Direct Wages - ` 150 per unit
 9.126 a FINANCIAL MANAGEMENT

Overheads (Manufacturing) - `200 per unit

Overheads (Selling & Distribution) - `100 per unit
Selling Price - ` 1,000 per unit, Raw materials & Finished Goods remain in stock
for 4 weeks, Work in process takes 4 weeks. Debtors are allowed 8 weeks for
payment whereas creditors allow us 4 weeks. Finished goods are valued at cost
of sales.
Minimum cash balance expected is ` 50,000. Receivables are valued at Selling
Price.

Case Scenarios
1. ArMore LLP is a newly established startup dealing in manufacture of a
revolutionary product HDHMR which is a substitute to conventional wood and
plywood. It is an economical substitute for manufacture of furniture and home
furnishing. It has been asked by a venture capitalist for an estimated amount of
funds required for setting up plant and also the amount of circulating capital
required. A consultant hired by the entity has advised that the cost of setting up
the plant would be ` 5 Crores and it will require 1 year to make the plant
operational. The anticipated revenue and associated cost numbers are as
follows:
Units to be sold = 3 lakh sq metres p.a.
Sale Price of each sq mtr = ` 1000
Raw Material cost = ` 200 per sq mtr
Labour cost = ` 50 per hour
Labour hours per sq mtr = 3 hours
Cash Manufacturing Overheads = ` 75 per machine hour
Machine hours per sq mtr = 2 hours
Selling and credit administration Overheads = ` 250 per sq mtr
Being a new product in the industry, the firm will have to give a longer credit
period of 3 months to its customers. It will maintain a stock of raw material
equal to 15% of annual consumption. Based on negotiation with the creditors,
the payment period has been agreed to be 1 month from the date of purchase.
The entity will hold finished goods equal to 2 months of units to be sold. All
 MANAGEMENT OF WORKING CAPITAL 9.127
a

other expenses are to be paid one month in arrears. Cash and Bank balance to
the tune of ` 25,00,000 is required to be maintained.
The entity is also considering reducing the working capital requirement by either
of the two options: a) reducing the credit period to customers by a month which
will lead to reduction in sales by 5%. b) Engaging with a factor for managing the
receivables, who will charge a commission of 2% of invoice value and will also
advance 65% of receivables @ 12% p.a. This will lead to savings in administration
and bad debts cost to the extent of ` 20 lakhs and 16 lakhs respectively.
The entity is also considering funding a part of working capital by bank loan.
For this purpose, bank has stipulated that it will grant 75% of net current assets
as advance against working capital. The bank has quoted 16.5% rate of interest
with a condition of opening a current account with it, which will require 10% of
loan amount to be minimum average balance.
You being an finance manager, has been asked the following questions:
(i) The anticipated profit before tax per annum after the plant is operational
is ……….
(a) ` 750 Lakhs
(b) ` 570 Lakhs
(c) ` 370 Lakhs
(d) ` 525 Lakhs
(ii) The estimated current assets requirement in the first year of operation
(debtors calculated at cost) is ……….
(a) ` 9,42,50,000
(b) ` 2,17,08,333
(c) ` 7,25,41,667
(d) ` 67,08,333
(iii) The net working capital requirement for the first year of operation is ……….
(a) ` 9,42,50,000
(b) ` 2,17,08,333
(c) ` 7,25,41,667
(d) ` 67,08,333
 9.128 a FINANCIAL MANAGEMENT

(iv) The annualised % cost of two options for reducing the working capital is
……….
(a) 18.18% and 16.92%
(b) 18.33% and 16.92%
(c) 18.59% and 18.33%
(d) 16.92% and 19.05%
(v) What will be the Maximum Permissible Bank Finance by the bank and
annualised % cost of the same?
(a) ` 4,55,03,630 and 18.33%
(b) ` 5,44,06,250 and 18.33%
(c) ` 4,45,86,025 and 18.59%
(d) ` 3,45,89,020 and 19.85%

ANSWERS/SOLUTIONS
Answers to the MCQs
1. (a) 2. (c) 3. (c) 4. (c) 5. (b) 6. (a)
7. (a) 8. (a) 9. (b) 10. (c) 11. (a) 12. (b)
13. (a) 14. (a) 15. (b) 16. (a) 17. (a) 18. (a)
19. (b) 20. (c) 21. (a) 22. (a) 23. (a) 24. (b)
25. (b)

Answers to the Theoretical Questions

1. Please refer paragraph 9.3
2. Please refer paragraph 9.4.1
3. Please refer paragraph 9.5
4. Please refer paragraph 9.8
5. Please refer paragraph 9.11.1
6. Please refer paragraph 9.12.6
 MANAGEMENT OF WORKING CAPITAL 9.129
a

7. Please refer paragraph 9.11.1

8. Please refer paragraph 9.11.2
9. Please refer paragraph 9.21
10. Please refer paragraph 9.20
11. Please refer paragraph 9.29

Answers to the Practical Problems

1. Working Notes:
1. Raw Material Storage Period (R)
Average Stock of Raw Material
= ×365
Annual Consumption of Raw Material
` 45+`65
= 2 ×365 = 52.83 or 53 days
`380
Annual Consumption of Raw Material = Opening Stock + Purchases -
Closing Stock
= `45 + `400 – `65 = `380 lakh
2. Work – in - Progress (WIP) Conversion Period (W)
Average Stock of WIP
= ×365
Annual Cost of Production
`35+ `51
= 2 ×365 = 34.87 or 35 days
` 450
3. Finished Stock Storage Period (F)
Average Stock of Finished Goods
= ×365
Cost of Goods Sold
`60+`70
= 2 ×365 =45.19 or 45 days.
`525
 9.130 a FINANCIAL MANAGEMENT

4. Receivables (Debtors) Collection Period (D)

Average Receivables
= ×365
Annual Credit Sales
`112+ `135
= 2  365 = 77.05 or 77 days
`585
5. Payables (Creditors) Payment Period (C)
Average Payables formaterials
= ×365
Annual Credit purchases
`68+ `71
= 2 ×365 = 63.41 or 64 days
` 400
(i) Net Operating Cycle Period
=R+W+F+D-C
= 53 + 35 + 45 + 77 – 64 = 146 days
(ii) Number of Operating Cycles in the Year
365 365
= = = 2.5 times
Operating Cycle Period 146

(iii) Amount of Working Capital Required

Annual Operating Cost ` 325
= = = ` 130 lakh
Number of Operating Cycles 2.50
2. Since WIP is 100% complete in terms of material and 50% complete in terms
of other cost, the same has been considered for number of days for WIP
inventory i.e. 10 days for material and 5 days for other costs respectively.

Particulars For Raw For Other Costs Total

Material

Cash Operating expenses 75 25 800.00

 800 = 600  800 = 200
100 100

Raw Material Stock Holding 20 - 33.33

 600 = 33.33
360
 MANAGEMENT OF WORKING CAPITAL 9.131
a

WIP Conversion 10 5 19.45

 600 = 16.67  200 = 2.78
360 360

Finished Goods Stock Holding 45 45 100.00

 600 = 75  200 = 25
360 360

Receivable Collection Period 30 30 66.67

 600 = 50  200 = 16.67
360 360

Advance to suppliers 5 - 8.33

 600 = 8.33
360

Credit Period from suppliers 60 - 100.00

 600 = 100
360

Computation of working capital

₹ in lakhs
Raw Material Stock 33.33
WIP 19.45
Finished Goods stock 100.00
Receivables 66.67
Advance to Suppliers 8.33
Cash 10.00
237.78
Less: Payables (Creditors) 100.00
Working capital 133.78

3. Working Notes:
(i) Cost of Goods Sold = Sales – Gross Profit (35% of Sales)
= ` 90,00,000 – ` 31,50,000
= ` 58,50,000
(ii) Closing Stock = Cost of Goods Sold / Stock Turnover
= ` 58,50,000/6 = ` 9,75,000
 9.132 a FINANCIAL MANAGEMENT

(iii) Fixed Assets = Cost of Goods Sold / Fixed Assets Turnover

= ` 58,50,000/1.5
= ` 39,00,000
(iv) Current Assets and Current Liabilities
Current Ratio = 2.5 and Liquid Ratio = 1.5
CA / CL = 2.5 … (i)
(CA – Inventories) / CL = 1.5 …(ii)
By subtracting equation (ii) from (i), we get,
Inventories / CL =1
Current Liabilities = Inventories (stock) = ` 9,75,000
 Current Assets = ` 9,75,000 x 2.5 = ` 24,37,500
Or
Current Ratio / Quick Ratio = Current Assets / Quick Assets
2.5 / 1.5 = Current Assets / (Current Assets – Inventory)
2.5/1.5 Current Assets – 2.5/1.5 x ` 9,75,000 = Current Assets
Hence, Current Assets = ` 24,37,500
(v) Liquid Assets (Receivables and Cash)
= Current Assets – Inventories (Stock)
= ` 24,37,500 – ` 9,75,000
= `14,62,500
(vi) Receivables (Debtors) = Sales × Debtors Collection period /12
= ` 90,00,000 × 1/12
= ` 7,50,000
(vii) Cash = Liquid Assets – Receivables (Debtors)
= `14,62,500 – ` 7,50,000 = ` 7,12,500
(viii) Net worth = Fixed Assets /1.3
= ` 39,00,000/1.3 = ` 30,00,000
 MANAGEMENT OF WORKING CAPITAL 9.133
a

(ix) Reserves and Surplus

Reserves and Surplus / Share Capital = 1/1.5
Share Capital= 1.5 Reserves and Surplus … (i)
Now, Reserves and Surplus + Share Capital = Net worth … (ii)
From (i) and (ii), we get,
2.5 Reserves and Surplus = Net worth
Reserves and Surplus = ` 30,00,000 / 2.5 = ` 12,00,000
(x) Share Capital = Net worth – Reserves and Surplus
= ` 30,00,000 – ` 12,00,000
= ` 18,00,000
(xi) Long-term Debts
Capital Gearing Ratio = Long-term Debts / Equity Shareholders’ Fund
Long-term Debts = ` 30,00,000 × 0.7875 = ` 23,62,500
(a) Balance Sheet of the Company

Particulars Figures as Figures as

the end of the end of
31-03-2021 31-03-2020
(`) (`)
I. EQUITY AND LIABILITIES
Shareholders’ funds
(a) Share capital 18,00,000 -
(b) Reserves and surplus 12,00,000 -
Non-current liabilities
(a) Long-term borrowings 23,62,500 -
Current liabilities 9,75,000 -
TOTAL 63,37,500 -
II. ASSETS
Non-current assets
Fixed assets 39,00,000 -
 9.134 a FINANCIAL MANAGEMENT

Current assets
Inventories 9,75,000 -
Trade receivables 7,50,000 -
Cash and cash equivalents 7,12,500 -
TOTAL 63,37,500 -

(b) Statement Showing Working Capital Requirement

(`) (`)
A. Current Assets
(i) Inventories (Stocks) 9,75,000
(ii) Receivables (Debtors) 7,50,000
(iii) Cash in hand & at bank 7,12,500
Total Current Assets 24,37,500
B. Current Liabilities:
Total Current Liabilities 9,75,000
Net Working Capital (A – B) 14,62,500
Add: Provision for contingencies 2,19,375
(15% of Net Working Capital)
Working capital requirement 16,81,875

4. Statement showing the requirements of Working Capital

Particulars (`) (`)

A. Current Assets:
Inventory:
Stock of Raw material (` 96,600 × 2/12) 16,100
Stock of Work-in-progress (As per Working Note) 16,350
Stock of Finished goods (` 1,46,500 × 10/100) 14,650
Receivables (Debtors) (`1,27,080 × 2/12) 21,180
Cash in Hand 8,000
Prepaid Expenses:
 MANAGEMENT OF WORKING CAPITAL 9.135
a

Wages & Mfg. Expenses (` 66,250 × 1/12) 5,521

Administrative expenses (` 14,000 × 1/12) 1,167
Selling & Distribution Expenses 1,083
(`13,000 × 1/12)
Advance taxes paid {(70% of `10,000) × 3/12} 1,750
Gross Working Capital 85,801 85,801
B. Current Liabilities:
Payables for Raw materials (`1,12,700 × 1.5/12) 14,088
Provision for Taxation (Net of Advance Tax) 3,000
(`10,000 × 30/100)
Total Current Liabilities 17,088 17,088
C. Excess of CA over CL 68,713
Add: 10% for unforeseen contingencies 6,871
Net Working Capital requirements 75,584

Working Notes:
(i) Calculation of Stock of Work-in-progress

Particulars (`)
Raw Material (` 84,000 × 15%) 12,600
Wages & Mfg. Expenses (` 62,500 × 15% × 40%) 3,750
Total 16,350

(ii) Calculation of Stock of Finished Goods and Cost of Sales

Particulars (`)
Direct material Cost [` 84,000 + ` 12,600] 96,600
Wages & Mfg. Expenses [`62,500 + ` 3,750] 66,250
Depreciation 0
Gross Factory Cost 1,62,850
Less: Closing W.I.P (16,350)
Cost of goods produced 1,46,500
 9.136 a FINANCIAL MANAGEMENT

Add: Administrative Expenses 14,000

1,60,500
Less: Closing stock (14,650)
Cost of Goods Sold 1,45,850
Add: Selling and Distribution Expenses 13,000
Total Cash Cost of Sales 1,58,850
Debtors (80% of cash cost of sales) 1,27,080

(iii) Calculation of Credit Purchase

Particulars (`)
Raw material consumed 96,600
Add: Closing Stock 16,100
Less: Opening Stock -
Purchases 1,12,700
5. (i) M.A. Limited
Projected Statement of Profit / Loss
(Ignoring Taxation)
Year 1 Year 2
Production (Units) 6,000 9,000
Sales (Units) 5,000 8,500
(`) (`)
Sales revenue (A) (Sales unit × ` 96) 4,80,000 8,16,000
Cost of production:
Materials cost 2,40,000 3,60,000
(Units produced × ` 40)
Direct labour and variable expenses 1,20,000 1,80,000
(Units produced × ` 20)
Fixed manufacturing expenses 72,000 72,000
(Production Capacity: 12,000 units × ` 6)
Depreciation 1,20,000 1,20,000
 MANAGEMENT OF WORKING CAPITAL 9.137
a

(Production Capacity : 12,000 units × ` 10)

Fixed administration expenses 48,000 48,000
(Production Capacity : 12,000 units × ` 4)
Total Costs of Production 6,00,000 7,80,000
Add: Opening stock of finished goods --- 1,00,000
(Year 1 : Nil; Year 2 : 1,000 units)
Cost of Goods available for sale 6,00,000 8,80,000
(Year 1: 6,000 units; Year 2: 10,000 units)
Less: Closing stock of finished goods at (1,00,000) (1,32,000)
average cost (year 1: 1000 units, year 2 :
1500 units)
(Cost of Production × Closing stock/ units
produced)
Cost of Goods Sold 5,00,000 7,48,000
Add: Selling expenses – Variable (Sales 20,000 34,000
unit × ` 4)
Add: Selling expenses -Fixed (12,000 12,000 12,000
units × ` 1)
Cost of Sales : (B) 5,32,000 7,94,000
Profit (+) / Loss (-): (A - B) (-) 52,000 (+) 22,000

Note: Value of closing stock valued at average cost of goods available

for sale.
Working Notes:
1. Calculation of creditors for supply of materials:
Year 1 (`) Year 2 (`)
Materials consumed during the year 2,40,000 3,60,000
Add: Closing stock (2.25 month’s 45,000 67,500
average consumption)
2,85,000 4,27,500
Less: Opening Stock --- 45,000
Purchases during the year 2,85,000 3,82,500
 9.138 a FINANCIAL MANAGEMENT

Average purchases per month 23,750 31,875

(Creditors)

2. Creditors for expenses:

Year 1 (`) Year 2 (`)
Direct labour and variable expenses 1,20,000 1,80,000
Fixed manufacturing expenses 72,000 72,000
Fixed administration expenses 48,000 48,000
Selling expenses (variable + fixed) 32,000 46,000
Total (including 2,72,000 3,46,000
Average per month 22,667 28,833

(ii) Projected Statement of Working Capital requirements

Year 1 (`) Year 2 (`)

Current Assets:
Inventories:
- Stock of materials 45,000 67,500
(2.25 month’s average consumption)
- Finished goods 1,00,000 1,32,000
Debtors (1 month’s average sales) (including 40,000 68,000
profit)
Cash 10,000 10,000
Total Current Assets/ Gross working capital (A) 1,95,000 2,77,500
Current Liabilities:
Creditors for supply of materials 23,750 31,875
(Refer to working note 1)
Creditors for expenses 22,667 28,833
(Refer to working note 2)
Total Current Liabilities: (B) 46,417 60,708
Estimated Working Capital Requirements: (A-B) 1,48,583 2,16,792
 MANAGEMENT OF WORKING CAPITAL 9.139
a

Projected Statement of Working Capital Requirement

(Cash Cost Basis)

Year 1 Year 2
(`) (`)
(A) Current Assets
Inventories:
- Stock of Raw Material 45,000 67,500
(6,000 units  ` 40  2.25/12);
(9,000 units  ` 40  2.25 /12)
- Finished Goods (Refer working note 3) 80,000 1,11,000
Receivables (Debtors) (Refer working note 4) 36,000 56,250
Minimum Cash balance 10,000 10,000
Total Current Assets/ Gross working capital (A) 1,71,000 2,44,750
(B) Current Liabilities
Creditors for raw material (Refer working note 1) 23,750 31,875
Creditors for Expenses (Refer working note 2) 22,667 28,833
Total Current Liabilities 46,417 60,708
Net Working Capital (A – B) 1,24,583 1,84,042

Working Note:
3. Cash Cost of Production:
Year 1 Year 2
(`) (`)
Cost of Production as per projected 6,00,000 7,80,000
Statement of P&L
Less: Depreciation 1,20,000 1,20,000
Cash Cost of Production 4,80,000 6,60,000
Add: Opening Stock at Average Cost: -- 80,000
Cash Cost of Goods Available for sale 4,80,000 7,40,000
Less : Closing Stock at Avg. Cost (80,000) (1,11,000)
 9.140 a FINANCIAL MANAGEMENT

 ` 4,80,000×1,000  ;  ` 7, 40,000×1,500 
 6,000
  10,000

   
Cash Cost of Goods Sold 4,00,000 6,29,000

4. Receivables (Debtors)

Year 1 Year 2
(`) (`)
Cash Cost of Goods Sold 4,00,000 6,29,000
Add : Variable Expenses @ ` 4 20,000 34,000
Add : Total Fixed Selling expenses 12,000 12,000
(12,000 units × `1)
Cash Cost of Debtors 4,32,000 6,75,000
Average Debtors 36,000 56,250
6. Calculation of Net Working Capital requirement:

(`) (`)
A. Current Assets:
Inventories:
- Raw material stock 6,64,615
(Refer to Working note 3)
- Work in progress stock 5,00,000
(Refer to Working note 2)
- Finished goods stock 13,60,000
(Refer to Working note 4)
Receivables (Debtors) 25,10,769
(Refer to Working note 5)
Cash and Bank balance 25,000
Gross Working Capital 50,60,384 50,60,384
B. Current Liabilities:
Creditors for raw materials 7,15,740
 MANAGEMENT OF WORKING CAPITAL 9.141
a

(Refer to Working note 6)

Creditors for wages
(Refer to Working note 7) 91,731
8,07,471 8,07,471
Net Working Capital (A - B) 42,52,913

Working Notes:
1. Annual cost of production

(`)
Raw material requirements 86,40,000
{(1,04,000 units × ` 80)+ `3,20,000}
Direct wages {(1,04,000 units × ` 30) + `60,000} 31,80,000
Overheads (exclusive of depreciation) 63,60,000
{(1,04,000 × ` 60)+ `1,20,000}
Gross Factory Cost 1,81,80,000
Less: Closing W.I.P (5,00,000)
Cost of Goods Produced 1,76,80,000
Less: Closing Stock of Finished Goods (13,60,000)
(`1,76,80,000 × 8,000/1,04,000)
Total Cash Cost of Sales 1,63,20,000

2. Work in progress stock

(`)
Raw material requirements (4,000 units × ` 80) 3,20,000
Direct wages (50% × 4,000 units × ` 30) 60,000
Overheads (50% × 4,000 units × ` 60) 1,20,000
5,00,000
 9.142 a FINANCIAL MANAGEMENT

3. Raw material stock

It is given that raw material in stock is average 4 weeks consumption.
Since, the company is newly formed, the raw material requirement for
production and work in progress will be issued and consumed during
the year.
Hence, the raw material consumption for the year (52 weeks) is as
follows:

(`)
For Finished goods (1,04,000 × ` 80) 83,20,000
For Work in progress (4,000 × ` 80) 3,20,000
86,40,000

` 86, 40,000
Raw material stock × 4 weeks i.e. ` 6,64,615
52 weeks
4. Finished goods stock: 8,000 units @ ` 170 per unit = ` 13,60,000
8
5. Debtors for sale: 1,63,20,000× = ` 25,10,769
52
6. Creditors for raw material:

Material Consumed (` 83,20,000 + ` 3,20,000) ` 86,40,000

Add: Closing stock of raw material ` 6,64,615
Purchases of Raw Material ` 93,04,615

` 93,04,615
Credit allowed by suppliers = × 4 weeks = ` 7,15,740
52 weeks
7. Creditors for wages
` 31,80,000
Outstanding wage payment = ×1.5 weeks = ` 91,731
52 weeks
 MANAGEMENT OF WORKING CAPITAL 9.143
a

7. Preparation of Statement of Working Capital Requirement for Trux

Company Ltd.

(₹) (₹)

A. Current Assets
(i) Inventories:
Material (1 month)
 ` 6,75,000 
 ×1 month 
 12months  56,250

Finished goods (1 month) 2,36,250

 ` 21,60,000  1,80,000
 ×1 month 
 12months 

(ii) Receivables (Debtors)

 `15,17,586  1,26,466
For Domestic Sales  ×1month 
 12months 

 ` 7,54,914  1,88,729 3,15,195

For Export Sales  ×3months 
 12months 
(iii) Prepayment of Selling expenses
 `1,12,500 
 ×3months 
 12months 
28,125
(iii) Cash in hand & at bank (net of overdraft) 1,75,000
Total Current Assets 7,54,570
B. Current Liabilities:
(i) Payables (Creditors) for materials
(2 months)
 ` 6,75,000  1,12,500
 ×2 month 
 12months 
 9.144 a FINANCIAL MANAGEMENT

(ii) Outstanding wages (0.5 months)

 ` 5, 40,000  22,500
 ×0.5month 
 12months 
(iii) Outstanding manufacturing expenses
 ` 7,65,000 
 ×1 month 
 12months  63,750
(iv) Outstanding administrative expenses
 `1,80,000 
 ×1month 
 12months  15,000

(v) Income tax payable 42,000

Total Current Liabilities 2,55,750
Net Working Capital (A – B) 4,98,820
Add: 10% contingency margin 49,882
Total Working Capital required 5,48,702

Working Notes:
1. Calculation of Cost of Goods Sold and Cost of Sales

Domestic Export Total (₹)

(₹) (₹)
Domestic Sales 18,00,000 8,10,000 26,10,000
Less: Gross profit @ 20% on 3,60,000 90,000 4,50,000
domestic sales and 11.11% on
export sales (Working note-2)
Cost of Goods Sold 14,40,000 7,20,000 21,60,000
Add: Selling expenses (Working 77,586 34,914 1,12,500
note-3)

Cash Cost of Sales 15,17,586 7,54,914 22,72,500

 MANAGEMENT OF WORKING CAPITAL 9.145
a

2. Calculation of gross profit on Export Sales

Let domestic selling price is ₹ 100. Gross profit is ₹ 20, and then cost
per unit is ₹ 80
Export price is 10% less than the domestic price i.e. ₹ 100–(1-0.1)= ₹ 90
Now, gross profit will be = ₹ 90 - ₹ 80 = ₹ 10
` 10
So, Gross profit ratio at export price will be =  100 = 11.11%
` 90
3. Apportionment of Selling expenses between Domestic and Exports
sales:
Apportionment on the basis of sales value:
` 1,12,500
Domestic Sales =  ` 18,00,000 = ₹ 77,586
` 26,10,000
` 1,12,500
Exports Sales =  ` 8,10,000 = ₹ 34,914
` 26,10,000

4. Assumptions
(i) It is assumed that administrative expenses is related to production
activities.
(ii) Value of opening and closing stocks are equal.
8. Workings:
1. Sale receipts
Month Nov Dec Jan Feb Mar Apr May Jun

Forecast 1,000 1,000 1,000 1,250 1,500 2,000 1,900 2,200

sales (S)
` ` ` ` ` ` ` `

S×15 15,000 15,000 15,000 18,750 22,500 30,000 28,500 33,000

Debtors pay:

1month 40% 6,000 6,000 6,000 7,500 9,000 12,000 11,400

2month 60% - 9,000 9,000 9,000 11,250 13,500 18,000

- - 15,000 15,000 16,500 20,250 25,500 29,400

 9.146 a FINANCIAL MANAGEMENT

2. Payment for materials – books produced two months before sale

Month Nov Dec Jan Feb Mar Apr May Jun

Qty 1,000 1,250 1,500 2,000 1,900 2,200 2,200 2,300

produced
(Q)
` ` ` ` ` ` ` `

Materials 5,000 6,250 7,500 10,000 9,500 11,000 11,000 11,500

(Q×5)

Paid (2 - - 5,000 6,250 7,500 10,000 9,500 11,000

months
after)

3. Variable overheads
Month Nov Dec Jan Feb Mar Apr May Jun

Qty produced (Q) 1,000 1,250 1,500 2,000 1,900 2,200 2,200 2,300
` ` ` ` ` ` ` `

Var. overhead 2,000 2,500 3,000 4,000 3,800

(Q×2)

Var. overhead 5,500 5,500 5,750

(Q×2.50)

Paid one month 2,000 2,500 3,000 4,000 3,800 5,500 5,500
later

4. Wages payments
Month Dec Jan Feb Mar Apr May Jun

Qty produced (Q) 1,250 1,500 2,000 1,900 2,200 2,200 2,300
` ` ` ` ` ` `

Wages (Q × 4) 5,000 6,000 8,000

Wages (Q × 4.50) 8,550 9,900 9,900 10,350

75% this month 3,750 4,500 6,000 6,412 7,425 7,425 7,762

25% this month 1,250 1,500 2,000 2,138 2,475 2,475

5,750 7,500 8,412 9,563 9,900 10,237

 MANAGEMENT OF WORKING CAPITAL 9.147
a

Cash budget – six months ended June

Jan Feb Mar Apr May Jun

` ` ` ` ` `

Receipts:
Sales receipts 15,000 15,000 16,500 20,250 25,500 29,400
Freehold property - - - - 25,000 -
15,000 15,000 16,500 20,250 50,500 29,400
Payments:
Materials 5,000 6,250 7,500 10,000 9,500 11,000
Var. overheads 2,500 3,000 4,000 3,800 5,500 5,500
Wages 5,750 7,500 8,412 9,563 9,900 10,237
Printing press - - - - 10,000 -
Corporation tax - - 10,000 - - -
13,250 16,750 29,912 23,363 34,900 26,737

Net cash flow 1,750 (1,750) (13,412) (3,113) 15,600 2,663

Balance b/f 1,500 3,250 1,500 (11,912) (15,025) 575
Cumulative cash 3,250 1,500 (11,912) (15,025) 575 3,238
flow

9. Cash Budget
Jan Feb Mar Apr May June Total
` ` ` ` ` ` `

Receipts

Cash sales 36,000 48,500 43,000 44,300 51,250 54,350 2,77,400

Collections from - 36,000 48,500 43,000 44,300 51,250 2,23,050

debtors

Bank loan - - - - 30,000 - 30,000

Total 36,000 84,500 91,500 87,300 1,25,550 1,05,600 5,30,450

 9.148 a FINANCIAL MANAGEMENT

Payments

Materials - 25,000 31,000 25,500 30,600 37,000 1,49,100

Salaries and wages 10,000 12,100 10,600 25,000 22,000 23,000 1,02,700

Production - 6,000 6,300 6,000 6,500 8,000 32,800

overheads

Office & selling - 5,500 6,700 7,500 8,900 11,000 39,600

overheads

Sales commission 2,160 2,910 2,580 2,658 3,075 3,261 16,644

Capital expenditure - 8,000 - 25,000 - - 33,000

Dividend - - - - - 35,000 35,000

Total 12,160 59,510 57,180 91,658 71,075 1,17,261 4,08,844

Net cash flow 23,840 24,990 34,320 (4,358) 54,475 (11,661) 1,21,606

Balance, beginning 72,500 96,340 1,21,330 1,55,650 1,51,292 2,05,767 72,500

of month

Balance, end of 96,340 1,21,330 1,55,650 1,51,292 2,05,767 1,94,106 1,94,196

month

10. (a) Cash Budget (in thousands)

Nov. Dec. Jan. Feb. Mar.

` ` ` ` `
Opening Balance (A) 50 50 50
Sales 500 600 600 1,000 650
Receipts:
Collections, current month’s sales 120 200 130
Collections, previous month’s sales 420 420 700
Collections, previous 2 month’s sales 50 60 60
Total (B) 590 680 890
Purchases 360 600 390 450
Payments:
Payment for purchases 360 600 390
 MANAGEMENT OF WORKING CAPITAL 9.149
a

Labour costs 150 200 160

Other expenses 100 100 100
Total (C) 610 900 650
Surplus/Deficit (D) = (A + B – C) 30 (170) 290
Minimum cash balance (E) 50 50 50
Additional borrowings (F) = (E - D) 20 220 (240)

Jan. Feb. Mar.

` ` `

Additional borrowings 20 220 (240)

Cumulative borrowings (Opening balance of 400) 420 640 400

The amount of financing peaks in February owing to the need to pay for
purchases made the previous month and higher labour costs. In March,
substantial collections are made on the prior month’s billings, causing
large net cash inflow sufficient to pay off the additional borrowings.
(b) Pro forma Balance Sheet, 31st March, 2023

Equity & liabilities Amount Assets Amount

(` in ‘000) (` in ‘000)
Equity shares capital 100 Net fixed assets 1,836
Retained earnings 1,529 Inventories 635
Long-term 450 Accounts 620
borrowings receivables
Accounts payables 450 Cash and bank 50
Loan from banks 400
Other liabilities 212
3,141 3,141

Accounts receivable = Sales in March  0.8 + Sales in February  0.1

 9.150 a FINANCIAL MANAGEMENT

= ` 650  0.8 + ` 1,000  0.1 = ` 620

Inventories = ` 545 + Total purchases from January to
March − Total sales from January to March 0.6
= ` 545 + (` 600 + ` 390 + ` 450) − (` 600 +
` 1000 + ` 650)  0.6 = ` 635
Accounts payable = Purchases in March = ` 450
Retained earnings = ` 1,439 + Sales – Payment for purchases –
Labour costs and – Other expenses, all for
January to March
= ` 1,439 + (` 600 + ` 1000 + ` 650) – (` 360 +
` 600 + ` 390) – (` 150 + ` 200 + ` 160) –
(` 100 + ` 100 + ` 100) = ` 1,529
11. Evaluation of Alternative Collection Programmes

Present Alternative Alternative

Policy I II
` ` `
Sales Revenues 30,00,000 30,00,000 30,00,000
Average Collection Period (ACP) 50 40 30
(days)
Receivables 4,16,667 3,33,333 2,50,000
 ACP 
(`)  Sales × 
 360 
Reduction in Receivables from
Present Level (`) − 83,334 1,66,667
Savings in Interest @ 10% p.a. − ` 8,333 ` 16,667
(A)
% of Bad Debt Loss 5% 4% 3%
Amount (`) 1,50,000 1,20,000 90,000
Reduction in Bad Debts from
Present Level − 30,000 60,000
(B)
 MANAGEMENT OF WORKING CAPITAL 9.151
a

Incremental Benefits from Present

Level (C) = (A) + (B) − 38,333 76,667
Collection Expenses (`) 30,000 60,000 95,000
Incremental Collection Expenses
from Present Level (D) − 30,000 65,000
Incremental Net Benefit (C – D) − ` 8,333 ` 11,667

Conclusion: From the analysis it is apparent that Alternative I has a benefit of

` 8,333 and Alternative II has a benefit of ` 11,667 over present level.
Alternative II has a benefit of ` 3,334 more than Alternative I. Hence
Alternative II is more viable.
(Note: In absence of Cost of Sales, sales has been taken for purpose of
calculating investment in receivables. 1 year = 360 days.)
12. Statement showing the Evaluation of Proposal

Particulars `
A. Expected Profit:
Net Sales 1,00,000
Less: Production and Selling Expenses @ 80% (80,000)
Profit before providing for Bad Debts 20,000
Less: Bad Debts @10% (10,000)
Profit before Tax 10,000
Less: Tax @ 50% (5,000)
Profit after Tax 5,000
B. Opportunity Cost of Investment in Receivables (2,500)
C. Net Benefits (A – B) 2,500

Advise: The sales manager’s proposal should be accepted.

Working Note: Calculation of Opportunity Cost of Funds
Opportunity Cost = Total Cost of Credit Sales ×
Collection period Required Rate of Return 1.5 25
× = ` 80,000 × × =` 2,500
12 100 12 100
Statement showing the Acceptable Degree of Risk of Non-payment
 9.152 a FINANCIAL MANAGEMENT

Particulars Required Rate of Return

30% 40% 60%
Sales 1,00,000 1,00,000 1,00,000
Less: Production and Sales 80,000 80,000 80,000
Expenses
Profit before providing for 20,000 20,000 20,000
Bad Debts
Less: Bad Debts (assume X) X X X
Profit before tax 20,000 – X 20,000 – X 20,000 – X
Less: Tax @ 50% (20,000 – X) 0.5 (20,000 – X) 0.5 (20,000 – X) 0.5
Profit after Tax 10,000 –0.5X 10,000 –0.5X 10,000 –0.5X
Required Return (given) 30% of 10,000* 40% of 10,000* 60% of 10,000*
= ` 3,000 = ` 4,000 = ` 6,000

Collection period
*Average Debtors = Total Cost of Credit Sales ×
12
1.5
= ` 80,000 × = ` 10,000
12
Computation of the value and percentage of X in each case is as follows:
Case I 10,000 – 0.5x = 3,000
0.5x = 7,000
X = 7,000/0.5 = ` 14,000
Bad Debts as % of sales = ` 14,000/`1,00,000 × 100 = 14%
Case II 10,000 – 0.5x = 4,000
0.5x = 6,000
X = 6,000/0.5 = ` 12,000
Bad Debts as % of sales = ` 12,000/`1,00,000 × 100 = 12%
Case III 10,000 – 0.5x = 6,000
0.5x = 4,000
 MANAGEMENT OF WORKING CAPITAL 9.153
a

X = 4,000/0.5 = ` 8,000
Bad Debts as % of sales = ` 8,000/`1,00,000 × 100 = 8%
Thus, it is found that the Acceptable Degree of risk of non-payment is 14%, 12%
and 8% if required rate of return (after tax) is 30%, 40% and 60% respectively.
13. Statement showing the Evaluation of Debtors Policies

Particulars Proposed
Policy `
A. Expected Profit:
(a) Credit Sales 15,00,000
(b) Total Cost
(i) Variable Costs 14,50,000
(ii) Recurring Costs 5,000
14,55,000
(c) Bad Debts 15,000
(d) Expected Profit [(a) – (b) – (c)] 30,000
B. Opportunity Cost of Investments in Receivables 68,787
C. Net Benefits (A – B) (38,787)

Recommendation: The Proposed Policy should not be adopted since the net
benefits under this policy are negative
Working Note: Calculation of Opportunity Cost of Average Investments
Collection period Rate of Return
Opportunity Cost = Total Cost × ×
365 100
Particulars 15% 34% 30% 20% Total
A. Total Cost 2,18,250 4,94,700 4,36,500 2,91,000 14,40,450
B. Collection period 30/365 60/365 90/365 100/365
C. Required Rate of 24% 24% 24% 24%
Return
D. Opportunity Cost 4,305 19,517 25,831 19,134 68,787
(A × B × C)
 9.154 a FINANCIAL MANAGEMENT

14.

Cost Structure for 52,000 units

Particulars Amount (`)
Raw Material @ ` 400P 2,08,00,000
Direct Wages @ ` 150 78,00,000
Manufacturing Overheads @ ` 200 1,04,00,000
Selling and Distribution OH @ ` 100 52,00,000
Total Cost 4,42,00,000
Sales @ ` 1,000 5,20,00,000

Particulars Calculation Amount (`)

A. Current Assets:
4
2, 08, 00, 000 x
Raw Material Stock 52 16,00,000

Work in Progress (78,00,000+1,04,00,000) 4 23,00,000

(WIP) Stock** 2,08,00,000+ 
2 52
4
4, 42,00,000 x
Finished Goods Stock 52 34,00,000

8
5,20,00,000 x
Receivables 52 80,00,000

Cash 50,000
Total Current Assets 1,53,50,000
B. Current Liabilities:
4
2,08,00,000 x
Creditors 52 16,00,000

C. Working Capital 1,37,50,000

Estimates(A-B)
** Assuming that labour and overhead are incurred evenly throughout the year.

Answers to the Case Scenarios

i. (a) ii. (a) iii. (c) iv. (a) v. (b)

 MANAGEMENT OF WORKING CAPITAL 9.155
a

1. (i)

Units Per unit Amount

(`) (`)
Raw Material 3,50,000 200 7,00,00,000
consumption
labour cost 3,50,000 150 5,25,00,000
Production Overheads 3,50,000 150 5,25,00,000
Cost of Production 3,50,000 500 17,50,00,000
Less: Stock of FG 50,000 500 2,50,00,000
COGS 3,00,000 500 15,00,00,000
Selling and admin exp 3,00,000 250 7,50,00,000
Cost of Sales 3,00,000 750 22,50,00,000
Sales 3,00,000 1000 30,00,00,000
Profit 3,00,000 250 7,50,00,000

Stock of FG (sq. mtr.) = 30,00,000x2/12 = 50,000

Units sold = 3,00,000
Raw material consumed (sq. mtr.) = 3,50,000
Raw Material Purchases = Consumption + RM stock (15%)
= 7,00,00,000 + 1,05,00,000
= ` 8,05,00,000
(ii) Stock of Raw Material (15% of 7,00,00,000) = 1,05,00,000
Stock of finished goods = 2,50,00,000
Debtors (22,50,00,000 x 3/12) = 5,62,50,000
Cash = 25,00,000
Total Current Assets = 9,42,50,000
(iii) Working Capital Statement
Amount (`)
Stock of Raw Material (15% of 7,00,00,000) 1,05,00,000
Stock of finished goods 2,50,00,000
 9.156 a FINANCIAL MANAGEMENT

Debtors (22,50,00,000 x 3/12) 5,62,50,000

Cash 25,00,000
Total Current Assets 9,42,50,000
Creditors (8,05,00,000 x 1/12) 67,08,333
O/s Exp (18,00,00,000 x 1/12) 1,50,00,000
Total Current Liabilities 2,17,08,333
Net Working Capital 7,25,41,667

(iv) Cost reducing debtors credit period

Debtors credit period = 2 months
Debtors balance = 21,37,50,000(2,85,000 units)
x 2/12 = `3,56,25,000
Debtors credit period = 3 months
Debtors balance = 22,50,00,000 x 3/12
= ` 5,62,50,000
Amount released from debtors = ` 2,06,25,000
reduction in profit (15,000 units x ` 250) = ` 37,50,000
% p.a. cost (37,50,000/2,06,25,000) = 18.18%
Costs of factoring
Commission (2% of 30 crores) = 60,00,000
Interest = ` 58,50,000
(30cr x 65% x 12% x 3/12)
savings = ` 36,00,000
82,50,000 12
Net cost of factoring x = ` 82,50,000
65% of 30cr. i.e. 19,50,00,000 3

% p.a. cost = 16.92%

(v) 5,44,06,250 and 18.33%
Maximum Permissible Bank Finance = 75% of 7,25,41,667
= ` 5,44,06,250
Annualised cost of bank loan = 16.5/90% = 18.33%