Long- Working Capital (Da Sua Theo Hoi Dong)
Transcript of Long- Working Capital (Da Sua Theo Hoi Dong)
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Working capital is Cash available for day to day operations of a firm. Strictly
speaking, one borrows cash (and not working capital) to be able to buy assets or to pay
for obligations. Also called current capital.Amount of available working capital is a
measure of a firm's ability to meet its short-term obligations. Ample working capital
allows management to avail of unexpected opportunities, and to qualify for bank loans
and favorable trade credit terms. In the normal trade cycle of a firm, working capital
equals working assets.(http://www.businessdictionary.com)
Tung Phuong Ltd Co. was established on 15 th September 2000 based on Decision
No 1902000028 of Vinh Phuc provincial department of planning and investment. The
charter capital of the company was 20 billions dong . Business areas: producing
TUYNEL bricks and constructing works.
In 2002, the company set up TUYNEL brick factory with the capacity of 10
million bricks/per year. In 2004, it established TUYNEL brick factory No2 with ITALIA
technology and capacity of 20 million bricks/per year. In 2006, it established its
production line No3 with capacity of 30 million bricks per year.
Today, Tung Phuong Ltd Co. includes two factories: Daithinh brick factory No1
and Daithinh brick factory No2.
Although it is early established, it continually develops and achieves increasing
profits. It is a prestigious company in term of producing construction materials in
Vietnam. During 2005 – 2007, it had been received noble awards of high quality by the
ministry of science and technology.
1.2. Background of the study
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In Vietnam, financial analysis is the urgent and took much attention of related
parties. Financial analysis will meet the financial information demand of managers,
suppliers, investors, even labor, etc.
One of the main causes leading to the failure of enterprises is the financial
management capacity limitations, especially in planning long-term financing and working
capital management, reflected the lack of capital, loss of liquidity. In the framework of
this article, the author would like to mention that some enterprises managers to keep in
mind in working capital management, (Hoai, 2008).
Working capital is an index related to the amount of money a company needs to
maintain manufacturing operations, business often. Analysts often take this index as a
basis for measuring performance and financial strength of companies in the short term.
Investment in working capital is often relatively high proportion of total assets, so
they need to be used effectively. The fair use, saving working capital showed first at the
speed of rotation of working capital business. Capital cycle as fast as the public capital
flow and reduce working capital is used more efficiently. Managers should focus on
controlling each of the key elements of working capital are cash, inventory, receivable,
accounts payable.
Tung Phuong company today with a total capital of 250 billion VND. Which
equity accounting for two thirds of the total capital. According to a study of the Hoai
(2008). TUNGPHUONG company do not invest sufficient resources and in monitoring
policy implementation and the collection of debts, although this accounts in no small
share of total capital. Debt recovery time makes the company easier to return capital.
Easy to shorten the average time from the sale until the debt is collected from customers,
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the manager of the company should offer a comprehensive solution from the policies,
systems, people and tools to support technical energy, debt collection process.
Another important problem is set out for the management of enterprises that must
has a background about finance management, analysis and selection of a financial
management is best suited for your business to Management can make it to the best and
effective, a strategy is indispensable in the current phase of a business idea that is finance
management. Starting from the actual situation, the author selected topics: Improving the
working capital management of Tung Phuong Company Limited in Vinh Phuc province.
The reality of financial situation of Tung Phuong Company Limited gets some is
unforeseen problems. These problems are shown on some financial ratios such as
solvency, quick payment index, the capital cycle, fixed assets cycle, etc.
The research is carried out at Tung Phuong Company Limited. From the
research's result, the company could define its strengths and weakness, opportunities and
challenges in current market.
The analysis would help the company restructures its finance to find the optimal
way of using capital, reducing cost, and increasing profit.
1.3. Statement of the Problem
1. What is the perception of managers and counters on working capital management
Practices of Tung Phuong Ltd Company in Vinh phuc Province with respect to:
1.1. Current Assets:
a. Cash and liquidity management
b. Account receivable management
b. Inventory management
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1.2. Current Liabilities management:
a. Accounts payable management
b. Short - terms loan management
3. What is the perception of respondents on problems and limitations of working
capital management implemented by Tung Phuong Ltd Company in terms of:
3.1. Cash management
3.1.1. Cash and liquidity management;
3.2.2.Account receivable management;
3.3. 3. Inventory management.
3.2. Current Liabilities Management
3.2.1. Accounts payable management
3.2.2. Short term loan management
4. Is there a significant difference on the perception of managers and counters on
working capital management implemented by the Tung Phuong Ltd Company Vinh
Phuc Province ?
5. Is there a significant difference on the perception of managers and counters on
problems and limitations of working capital management implemented by the Company?
6. What recommendations can be made to improve the Working capital
management Practices of Tung Phuong Ltd Company?
1.4. Hypotheses
1. There is no a significant difference in the perception of managers and counters
on the Working capital management Practices of Tung Phuong Ltd Company.
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2. There is no a significant difference in the perception of managers and counters
on problems and limitations on the Working capital management Practices of Tung
Phuong Ltd Company.
1.5. Significance of the study
This study will benefit the followings:
The owners of Tung Phuong Company, they will have the objective assessment of
the real situation and practices of working capital management, in which solutions can be
possibly adapted. For managers, this study will help them open up many new ideas for
better management and administration of company’s capital towards increasing its
business effectiveness. This will provide them assessments and direction to the future of
the organization. For Tung Phuong company, research will help the company in building
up the image, competitive advantage through superior innovation, improve and meet
expectations of customers. For the researcher , research will help the researcher acquire
skills in research method, to obtain useful knowledge of capital management in business
firms. Results of this research will be the foundation for the researcher to propose
suitable capital solutions for the company. It is also a necessary requirement for the
learner to graduate from the business management master course. And lastly for other
researchers, research will help other researches to collect necessary information and data,
which relates to their research fields. Other researches will also consider the limitations
of this research to avoid or in case of that they will conduct the research in same fields.
Other researches can improve these research’s results to reach better ones.
1.6. Scope and De limitation of the Study
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This study focused on the perception of the respondents on the capital
management practices of Tung Phuong company Limited in Vinh Phuc Province for the
Calendar Year 2009.
The researcher considered the extent of application of strategic decisions of
working capital management practices with respect to Current Assets and Current
Liabilities management.
The study utilized the descriptive method with the researcher – made
questionnaire checklist as the main tool in data gathering.
1.7. Definition of Terms
Working capital: Current assets minus current liabilities. Working capital
measures how much in liquid assets a company has available to build its business. The
number can be positive or negative, depending on how much debt the company is
carrying. In general, companies that have a lot of working capital will be more successful
since they can expand and improve their operations. Companies with negative working
capital may lack the funds necessary for growth. also called net current assets or current
capital.
Counters: are staffs of the company who are responsible for accounting, finance.
Current Assets: A balance sheet item which equals the sum of cash and cash
equivalents, accounts receivable, inventory, marketable securities, prepaid expenses, and
other assets that could be converted to cash in less than one year. A company's creditors
will often be interested in how much that company has in current assets, since these
assets can be easily liquidated in case the company goes bankrupt. In addition, current
assets are important to most companies as a source of funds for day-to-day operations.
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Liquid Assets: Cash and other assets (such as accounts receivable, demand and
time deposits, gilt edged securities) that can be converted into cash in a short time, with
little or no loss in value. In some countries, precious metals (usually gold and silver ) are
considered also liquid assets.
Inventory: Value of materials and goods held by a firm (1) to support production
(raw materials, sub-assemblies, work in process), (2) for support activities (repair ,
maintenance, consumables), or (3) for sale or customer service (merchandise, finished
goods, spare parts). It is often the largest item in the current assets category, and must be
accurately counted and valued at the end of each accounting period to determine a firm's
profit or loss. Firms whose inventory items have a large unit cost generally keep a day to
day record of changes in inventory (called perpetual inventory method) to ensure accurate
and on-going control.
Debtors: Duty or obligation to pay money, deliver goods, or render service under
an express or implied agreement. One who owes, is a debtor or debitor ; one to whom it is
owed, is a debtee, creditor , or lender. Use of debt in a firm's financial structure creates
financial leverage that can multiply yield on investment provided returns generated by
debt exceed its cost. Because the interest paid on debt can be written off as an expense,
debt is normally the cheapest type of long-term financing.
Current liabilities: In accounting, current liabilities are considered liabilities of
the business that are to be settled in cash within the fiscal year or the operating cycle,
whichever period is longer. In accounting, current liabilities are considered liabilities of
the business that are to be settled in cash within the fiscal year or the operating cycle,
whichever period is longer.
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Cash, it refers to money and any other negotiable instrument that is payable in
money and acceptable by the bank for deposit and immediate use (Valix, 2007). In this
study, it refers to the money used in making transactions. In other hand. Cash is Ready
money. For accounting purposes, cash includes money in the cash pan, petty cash, cash in
the locker, bank account balance, customer checks, and marketable securities. It may also
include the un-utilized portion of an overdraft facility or line of credit.
• Cash management. Identify the cash balance which allows for the business to
meet day to day expenses, but reduces cash holding costs.
•
Inventory management. Identify the level of inventory which allows for
uninterrupted production but reduces the investment in raw materials - and
minimizes reordering costs - and hence increases cash flow; see Supply chain
management; Just In Time (JIT); Economic order quantity (EOQ); Economic
production quantity
• Debtors management. Identify the appropriate credit policy, i.e. credit terms
which will attract customers, such that any impact on cash flows and the cash
conversion cycle will be offset by increased revenue and hence Return on Capital
(or vice versa);
• Short term financing. Identify the appropriate source of financing, given the
cash conversion cycle: the inventory is ideally financed by credit granted by the
supplier; however, it may be necessary to utilize a bank loan (or overdraft), or to
"convert debtors to cash" through "factoring".
Accounts receivable: is Sales made but not paid-for by the customers (trade
debtors). Accounts receivables are shown as current (short-term) assets in a balance sheet
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and are, in fact, unsecured promises by customers to pay in the future. These sums are a
key factor in determining a firm's liquidity and may be discounted used in raising a short-
term bank loan, or sold to a factor. A provision is usually made in the accounts of a firm
to offset uncollectible accounts receivable ( bad debts) as losses.
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Chapter 2
REVIEW OF RELATED LITERATURES AND STUDIES
This chapter discusses the literatures and studies which have relevance in the conduct
of the study. It will build up theories and concept from different sources that aid in
answering the posted problem.
2.1.Related Literatures
2.1.1 Defining Working Capital
Working capital is the capital that managers can immediately put to work to
generate the benefits of capital investment. Working capital is also known as current
capital or circulating capital . (Frank J. Fabozzi , 2005)
Firms invest in current assets for the same reason they invest in long-term, capital
assets: to maximize owners’ wealth. But because managers evaluate current assets over a
shorter time frame (less than a year), they focus more on their cash flows and less on the
time value of money. How much should a firm invest in current assets? That depends on
several factors:
■ The type of business and product
■ The length of the operating cycle
■ Customs, traditions, and industry practices
■ The degree of uncertainty of the business
The type of business, whether retail, manufacturing, or service, affects how a firm
invests. In some industries, large investments in machinery and equipment are necessary.
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In other industries, such as retail firms, less is invested in plant and equipment and other
long-term assets, and more is invested in current assets such as inventory.
The firm’s operating cycle—the time it takes the firm to turn its investment in
inventory into cash—affects how much the firm ties up in current assets. The operating
cycle comprises the time it takes to: manufacturer the goods, sell them and collect on
their sale. The net operating cycle considers the benefit from purchasing goods on credit;
the net operating cycle is the operating cycle less the number of days of purchases. The
longer the net operating cycle, the larger the investment in current assets.
Other define a bout Working capital. Working capital is the money that allows a
corporation to function by providing cash to pay the bills and keep operations humming.
One way to evaluate working capital is the extent to which current assets, which can be
readily turned into cash, exceed current liabilities, which must be paid within one year.
Some working capital is provided by earnings, but corporations can also get infusions of
working capital by borrowing money, issuing bonds, and selling stock.. (L. Gole, 1987)
The term working capital refers to the amount of capital which is readily available
to an organisation. That is, working capital is the difference between resources in cash or
readily convertible into cash (Current Assets) and organisational commitments for which
cash will soon be required (Current Liabilities). Current Assets are resources which are in
cash or will soon be converted into cash in “the ordinary course of business”‘. Current
Liabilities are commitments which will soon require cash settlement in “the ordinary
course of business”. Thus:
WORKING CAPITAL = CURRENT ASSETS-CURRENT LIABILITIES
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In a department’s Statement of Financial Position, these components of working capital
are reported under the following headings:
Current Assets:
Liquid Assets (cash and bank deposits)
Inventory
Debtors and Receivables
Current Liabilities:
Bank Overdraft
Creditors and Payables
Other Short Term Liabilities
2.1.2. Approaches to Working Capital Management
The objective of working capital management is to maintain the optimum balance
of each of the working capital components. This includes making sure that funds are held
as cash in bank deposits for as long as and in the largest amounts possible, thereby
maximising the interest earned. However, such cash may more appropriately be
“invested” in other assets or in reducing other liabilities.
Working capital management takes place on two levels:
Ratio analysis can be used to monitor overall trends in working capital and to
identify areas requiring closer management
The individual components of working capital can be effectively managed by
using various techniques and strategies. When considering these techniques and
strategies, departments need to recognize that each department has a unique mix of
working capital components. The emphasis that needs to be placed on each component
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varies according to department. For example, some departments have significant
inventory levels; others have little if any inventory.
Furthermore, working capital management is not an end in itself. It is an integral
part of the department’s overall management. The needs of efficient working capital
management must be considered in relation to other aspects of the department’s financial
and non-financial performance
The Importance of Good Working Capital Management
Working capital constitutes part of the Crown’s investment in a department.
Associated with this is an opportunity cost to the Crown. (Money invested in one area
may “cost” opportunities for investment in other areas.) If a department is operating with
more working capital than is necessary, this over-investment represents an unnecessary
cost to the Crown.
2.1.3. Working capital management
Working capital management implicates the administration of current assets as
well as current liabilities. It is the main part of a firm’s short-term financial planning
since it encompasses the management of cash, inventory and accounts receivable. These
three components and the way in which they are managed determine some of a
company’s most vital financial ratios, e.g. the ‘inventory turnover’, the ‘average
collection period’ and the ‘quick ratio’. Hence, working capital management reflects a
firm’s short-term financial performance. Given that current assets usually account for
more than half of a company’s total assets– an average 66% of the total assets of this
study’s sample firms – and owing to the fact that “this investment tends to be relatively
volatile”, the study of working capital management deserves special attention. According
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to Weston & Copeland, working capital management is of great importance especially to
small firms. This is due to most small firms’ large amount of current liabilities resulting
from restricted access to long-term capital. Furthermore, Weston & Copeland claim that
current assets represent a major investment for small firms because they can not be
avoided in the same way as investments in fixed assets can be prevented by renting or
leasing, for instance.
In the following, the three components of working capital management, i.e.
inventory management, cash management and credit management will be discussed.
Thereafter the concept of working capital policy will be presented.
2.1.3.1 Inventory management
The inventory of a firm can be divided into three groups: ‘raw materials’, ‘work
in process’ and ‘finished goods’. The inventory of ‘work in process’ can only be reduced
to a certain level by “speeding up the manufacturing process” but it can not be
completely avoided. The other two types of inventory, however, are not unavoidable and
therefore they are subject to the company’s decision. It should be noted that inventory
size is obviously not completely in the firm’s sphere of influence but rather considerably
determined by its output and by the product’s manufacturing process and attributes. Thus,
the average level of inventory can vary significantly between different industry sectors.
However, the conveniences and disadvantages of relatively large inventories are always
similar:
Large inventories allow the company to produce and purchase economically by
avoiding production stoppages and taking advantage of decreased ordering costs.
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Furthermore, the firm can easily adapt to customers’ demands and satisfy these. The
firm’s enhanced flexibility thus is the main advantage of large inventory.
The downside of large inventory comprises several aspects. Besides the apparent
cost of handling and storage, there is also the relative cost of capital tie-up and the threat
of obsolescence. In this regard, the decision maker’s task is to strike a balance between
the above mentioned benefits and costs of inventory in order to find the optimal inventory
size.
Although inventory management is not within the typical field of responsibility of
a financial manager, the ‘economic order quantity’ (EOQ) model which is a simple
concept for determining a company’s optimal inventory level and order size will be
introduced. It is mentioned in a great deal of relevant literature and can also be applied to
cash management. An understanding of the EOQ model will therefore facilitate the
comprehension of the cash management model as well as the basic issue of working
capital management. Since a discussion of the complete EOQ model would go beyond
the scope of this work, only the first step, namely the decision on inventory level, shall be
examined. The second stage which deals with order size and inventory usage is not of
importance for the achievement of this paper’s purpose.
2.1.3.1.1 Optimal inventory size
The EOQ model can be applied to all kinds of inventory, i.e. raw materials, work
in process as well as finished goods. In order to ensure the applicability of the EOQ
model, several assumptions must be taken into consideration. First, the usage of the
stored product is assumed to be steady. Second, ordering costs are assumed to be
constant, i.e. the same amount has to be paid for any order size. Finally, the carrying
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costs of inventory which are composed of costs of storage, handling and insurance “are
assumed to be constant per unit of inventory, per unit of time”. The EOQ model in its
simplest conception therefore merely takes variable costs into consideration, although it
can easily be extended so as to include fixed costs.
In order to spare the algebraic deduction, the EOQ shall be determined
graphically. The following graph illustrates the relationship between order size and
associated costs for the purpose of determining the EOQ, i.e. the optimal order size:
Figure 2.1. Graphic determination of the optimal size of inventory (draft)1
Self-evidently, the optimal inventory size can be found at the global minimum of
the total costs graph. It is also the point of intersection between the carrying and ordering
costs curves. Fixed inventory costs which are not contained in this diagram can easily be
taken into consideration by including a linear function and adding the data to the total
costs graph. However, the addition of fixed costs does not have an impact on the EOQ; it
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merely increases the total costs of inventory and its corresponding curve by a certain
constant amount.
2.1.3.1.2 Significance of the inventory model
The EOQ model is a very simple approach and it certainly has strict limitations as
many more related costs could be imagined, but it exemplifies the trade off between the
risk of running out of inventory and the profits earned by keeping the level of inventory
low and thus minimizing its costs. As will be shown later on, this trade off between risk
and earnings is common to all three components of working capital management.
Therefore, the basics of the EOQ model can be applied to all current assets.
2.1.3.2 Cash management
Cash management. Cash is the life blood of a business enterprise. In a sence, cash is
the fuel that keeps a business alive. With cash, employees and suppliers can be paid,
loans can be repaid, and the owners can receive dividends must have an adequate amount
of cash, none of these can happen. In simple terms, a business must have an adequate
amount of cash to operate. For these reasons, decision makers pay close attention to a
company’s cash position and the events and the transactions causing that position to
change. An additional highly important function of cash is that it provides protection
against unexpected claims on liquidity. Events like strike, or fire may rapidly deplete
cash (Larson et al, 1995)
Cash is a “non-earning asset”. It is needed to pay for labor and raw materials, to buy
fixed assets, to pay taxes, to service debts, to pay dividends, and so on, Thus, the goal of
manager is to minimize the amount of cash the firm must hold for use in conducting its
normal business activities, yet, at the same time to have sufficient cash. It is the most be
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conducted for relatively short periods for the firm to respond effectively to day-to-day
situations affecting cash. An affective control system for cash is needed to avoid
misappropriation and handling losses in the normal course of business. The objective of
control system for cash is not so much to optimize the cash balance as to minimize the
actual losses associated with misappropriations and improper handling of cash (Brigham
and Gapenski, 1997)
Cash assets are susceptible to management. It has real cost, and failure to utilize cash
efficiently will affect the return on investment. In most firms, cash serve a variety of
needs or purposes. Most firms find it convenient to keep on hand small amounts of petty
cash. If the daily cash receipts almost exactly match the daily outflow, the total cash
balances would not have to be very large to meet the purely, operational needs (Hunt et
al., 1971).
The key to successful cash management is planning. Money can be earned not only
through the manufacture or distribution of products but also through the management of
all assets that it employs. Through is cash budgets, a company can decide on the funds
that it will have available for short term investment. If the business is seasonal or trade is
cyclical, cash budgets will show when the surplus funds are available and what length of
time will elapse before they are required (Samuels et al., 1999).
Due to Weston & Copeland, cash management has emerged from “the relatively
high level of interest rates on short-term investments [which] has raised the opportunity
cost of holding cash”. Van Horne states that “cash management involves managing the
monies of the firm in order to maximize cash availability and interest income on any idle
funds”. In order to achieve this, cash management encompasses the following functions,
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as established by Van Horne: Managing Collections, Control of Disbursements,
Electronic Funds transfers, Balancing Cash and Marketable Securities and Investment in
Marketable Securities. Cash budgeting – although not being a part of cash management
but rather an element of short-term planning – constitutes the starting-point for all cash
management activities as it represents the forecast of cash in- and outflows and therefore
reflects the firm’s expected availability and need for cash.
In the following, merely the element of cash management which deals with the
problem of determining the optimal investment in cash shall be discussed. For this
purpose a cash management model which is based on the EOQ model will be presented.
It should be noted that for this purpose, a distinction between cash and cash equivalents,
i.e. marketable securities is crucial. Similarly to the previous section on inventory
decisions, merely the first step, i.e. the decision on the optimal cash level, i.e. the balance
between cash and marketable securities, will be treated. The other functions of cash
management are not of significance for the achievement of this work’s objective and a
discussion of these would go beyond its scope.
2.1.3.2.1 Optimal cash level
The EOQ model for inventory can be applied to cash management so as to explain
a firm’s demand for cash and find a balance between investment in marketable securities
and holding of cash. In 1952, William Baumol was the first researcher to present such a
cash management model. The procedure is very similar to the EOQ model for inventory
size but it deals with different variables. It is assumed that the firm holds a portfolio of
marketable securities which can easily be converted into cash. In the Baumol model, the
financial manager has to decide on the repartition of liquid funds between cash and
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marketable securities. Once again, there is a trade-off which constitutes the basis for the
calculation. Yet, this trade-off is related to the opportunity costs of holding cash which
increase along with the cash level and the trading costs which incur with every
transaction and which decrease when the cash level increases. The opportunity costs
represent the interests foregone for funds which are held in cash instead of being
invested. The trading costs correspond to fixed costs which incur when a company
decides to either buy or sell marketable securities. If a company decides to maintain a low
cash level it will have to carry out many transactions leading to high trading costs but low
opportunity costs because there are little idle cash funds. If it maintains a high level of
cash, the firm’s opportunity costs will be higher due to the relatively large amount of
uninvested cash but the trading costs will decrease since only few transactions will be
necessary. In line with the EOQ model for inventory, the graph for determining the
optimal level of cash will appear as follows:
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Figure 2.2. Graphic determination of the optimal cash level (draft)
The optimal cash level has been determined graphically by identifying the
minimum point of the total costs curve which again is defined by the addition of the
opportunity costs and trading costs. This point can also be determined algebraically by
differentiating the total costs equation which is defined as the addition of the two costs
equations.
2.1.3.2.2 Significance of the cash management model
The Baumol model presents an approach for determining the optimal balance
between cash and marketable securities. Therefore, it can be useful in order to illustrate
the crucial elements of the issue of cash management. This issue consists in finding a
balance between a firm’s cash holdings and the investment in marketable securities in
order to optimize the availability of cash while maximizing the interest income for idle
cash.
As it basically deals with the decision on the repartition of funds between
investments of different liquidities, the model can be applied to the decision on the
overall cash level, i.e. including cash equivalents. The associated costs would be similar,
but a decision would have to be made between the investment in cash including cash
equivalents and less liquid investments. Opportunity costs would be the same only that
the foregone would be related to any form of investment, with the exception of cash
equivalents such as marketable securities. Trading costs would also be similar and would
have to be generalized so as to contain all kinds of costs which occur when it is decided
to liquidate an asset in order to generate cash.
2.1.3.3 Credit management
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Credit management deals with the firm’s decision on whether to grant credit to its
customers and if so to determine the credit policy as well as the collection policy. In this
respect, decisions regarding credit management will have an impact on the selling firm’s
level of accounts receivable. This is due to the fact that the terms of credit have an impact
on its customers’ with less generous terms leading to decreased payment delays and thus
augmented investment in accounts receivable and vice versa.
2.1. 3.3.1 Credit policy
Credit policies can vary significantly depending on the industry sector, the
country of origin or the business’ seasonality. The terms of sale feature the due date for
net payment and an optional cash discount for payments within a certain period. For
instance, terms of sale stated as ‘2/10, net 30’ imply that either a 2 percent cash discount
can be taken advantage of by the buyer if payment occurs within 10 days from the
invoice date or net payment should occur within 30 days. The longer the payment target
and the higher the cash discount, the more generous the terms of sale. The terms of sale
therefore reflect the selling firm’s credit policy and its generosity. The selling firm’s
motivation for granting cash discount in this respect is to accelerate collections in order to
optimize cash availability.
2.1.3.3.2 Optimal credit policy
Granting credit will have a positive impact on the firm’s turnover by stimulating
sales but it will also generate costs of holding accounts receivable and create the risk of
losses due to bad debts. The more generous the credit policy, the stronger the positive
impacts on the firm’s sales as well as on the associated costs. Therefore, the financial
manager’s task is to find the optimal credit policy which minimizes the total costs of
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credit. The total costs of credit are defined as the addition of opportunity costs which
arise from lost sales and carrying costs of accounts receivable. Opportunity costs
decrease when credit is extended to customers as more and more customers are attracted
to the company which generate increasing sales and therefore decrease opportunity costs
of foregone sales. Carrying costs, however, increase in line with the credit extension
since these costs incur due to the cash collection delay, the relative cost of capital tie-up,
the increased probability of bad debt losses and the costs of managing credit, all of which
are positively related to credit extension. In this respect, the EOQ model is applicable to
credit management by relating credit policy to associated costs. Similarly to the model for
inventory, the illustration shows decreasing opportunity costs and increasing carrying
costs for increasing level of credit policy generosity. The optimal credit policy can be
found at the minimum point of the total costs curve. The following graph illustrates this
relationship in a way similar to the models for inventory and cash:
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•
Figure 2.4. Graphic determination of the optimal credit policy (draft)
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This graph demonstrates the basic relationship between credit policy generosity
and associated costs which once again reflects the trade-off between risk and return
which is common to all three types of current asset which are administered in working
capital management. It should be noted that credit policy can influence several aspects of
working capital management which are not contained in this simplified model and that
the actual interrelation between the different variables is far more complex than this
model suggests. Different more elaborate models which can incorporate many more
aspects are at the disposal of the financial manager in order to decide on the firm’s
optimal credit policy. However, the purpose of the above illustration is merely to
demonstrate the basic effect of credit policy on the associated carrying and opportunity
costs and hereby establish a relationship between these costs.
2.1.3.3.3 Collection policy
Collection policy deals with the issue of collecting overdue receivables. This
aspect copes with monitoring receivables and taking appropriate actions when the
account is overdue. If a firm has an effective collection policy, this will reduce the
probability of bad debts and decrease the cash collection period, hence decreasing the
carrying costs of accounts receivable. This again will have an impact on the optimal
credit policy. In other words, if the firm collects its accounts receivable efficiently, it can
resort to a more profitable credit policy. The ‘average collection period’ or ‘days sales
outstanding’ is a financial ratio which reflects the collection policy effectiveness by
measuring “the average amount of time required to collect an account receivable”. By
comparing the average collection period to the terms of sale the firm can keep track of its
collection policy.
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2.1.3.4 Working capital policy
The overall way of managing working capital can differ significantly from firm to firm.
Weston & Copeland refer to a company’s approach as “working capital policy”. Working
capital policy involves the decision on the level of current assets held by a company as
well as the decision on how these current assets ought to be financed. The latter will not
be treated in this section as it is not of importance to the topic. Merely the investment in
current assets and the optimal policy concerning the level of current assets will therefore
be discussed in this section.
2.1.3.4.1 Investment in current assets
As shown above, the three components of working capital management imply separate
yet similar associated costs and benefits. Therefore, it is evident that the level of current
assets has an impact on the firm’s profitability. For instance, a large inventory ties up
capital but it prevents the company from detrimental production stoppages due to stock-
out. A high level of current assets therefore means less risk to the company but also lower
earnings due to capital tie-up. Weston & Copeland refer to this interrelation as the “Risk-
Return Tradeoff for Current Asset Investments”.
2.1.3.4.2 Optimal working capital policy
In order to determine the optimal policy, Ross et al. propose to integrate the
different costs which are associated with the level of current assets in a model which then
features carrying costs as well as shortage costs. Carrying costs are those costs which
augment analogically with the level of current assets, e.g. opportunity costs. Shortage
costs are those costs which decrease when the level of current assets increases, i.e. costs
which incur when current assets level is low, e.g. costs of running out of cash or
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inventory. If integrated in a diagram, these costs form curves which are similar to those in
the above discussed models. The optimal investment in current assets can be found at the
minimum point of the total costs graph. Evidently, if “carrying costs are low or shortage
costs are high”, the optimal level of current assets will be higher than in the opposite
case.
2.2. Related Studies
2.2. 1.Foreign Studies
As All tied up — Working capital management report 2009. In the current challenging
economic and financial conditions, companies have been focusing more than ever before
on effective management of working capital, with the proportion reporting ongoing or
new initiatives in this area rising sharply year-on-year. Despite these heightened efforts,
Ernst & Young’s latest working capital report indicates plentiful opportunities for most
companies to release liquidity from working capital — an aggregate total of up to US$1
trillion for the leading 2,000 corporations in the US and Europe. Compared with the
previous year’s findings, our analysis also reveals unprecedented year-on-year changes in
working capital performance. There were also wide variations in working capital
performance between companies, industries and countries. Companies are now
scrutinizing their balance sheets and actively seeking out ways to release cash, both to
support operational cash flow demands and to underpin committed or essential capital
expenditure. As companies strive to optimize cash in this way, they know that working
capital is the cheapest form of finance as well as a valuable — and largely untapped —
source of liquidity. The Q4 and year-end reports we analyzed were full of examples of
companies significantly increasing their focus on working capital management. This
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year’s analysis of working capital reveals that the 2,000 largest companies in the US and
Europe could still have up to US$1 trillion of cash unnecessarily tied up in working
capital — an amount which is equivalent to 6% of sales for these businesses. In other
words, for every US$1 billion in sales, the opportunity for working capital improvement
is, on average, US$60 million. In our experience, most businesses with a structured “root
and branch” approach to improving working capital have achieved additional liquidity
equivalent to more than 5% of their annual sales.(http://www.ey.com/Publication)
The objectives of cash management are straightforward – maximise liquidity and
control cash flows and maximise the value of funds while minimising the cost of funds.
The strategies for meeting such objectives include varying degrees of long-term planning
requirements. Also, like everywhere in the world, much treasury activity in the Czech
Republic is concentrated on cash management. This includes financing the corporation,
administration of debts (loans, bonds, commercial papers, etc.), good relationships with
the banks, payments to suppliers and collections from customers, control of foreign
currency and interest positions according to the company’s needs for finance, and finally
the reporting and technical support of all these functions. The use of cash pooling as a
global standard for concentrating cash into the main bank account of the firm, has very
quickly found favour in corporates in the Czech Republic.(Petr Polák, Kamil
Kocurek’,2007)
As Polák and Kotora (2000) argued, over the past two and half decades,
institutional investors in financial markets worldwide have begun to fill the role
commercial banks have been gradually vacating. Costly mandatory reserve requirements
and regulatory impositions have consigned bank credit to blue-chip companies to a
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decidedly uncompetitive position. Banks’ added value remains in the case of credit
facilities to low-visibility, privately-held or unseasoned corporates containing a high level
of non-market, idiosyncratic risk, which the bank may be more adept at evaluating than
institutional investors.
Inventory management, According to Medina (1999), this concept refers to the
formulation and administration of plans and policies to efficiently and satisfactorily meet
manufacturing and merchandising requirements and minimize costs relative to
inventories. The size of inventory is related to the size and frequency of purchase orders
purchases are made less often but in bigger volumes. Inventory must be at a lower level
thereby giving rise to more ordering costs but less handling costs. This is not mentioning
the possibility of stock outs and the corresponding stock out cost.
An excellent inventory management ensures that a sufficient level of inventory is
maintained by a firm. A sufficient stock of inventory is required to support sales target of
the firm. This requirement, however, will depend on the availability of resources. An
unsaved portion of demand may mean lost revenues for the firm.
Firm often hold inventory with the expectation of lowering the substantial fixed costs
that accrue when ordering and/or producing additional inventories in the even of an
unanticipated shortfall. A high inventory level implies that orders are placed less often in
bigger quantities so that more carrying costs are incurred when ordering and stock out
cost minimized. When holding very large inventories, a firm loses the opportunity to use
the funds in other productive investments. On the other hand, when the inventory is
maintained at a lower level, the implication is that orders are placed more often thereby
bringing about more ordering costs and stock out costs and less of carrying costs.
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Consequently, a financial manager would like to keep inventory levels at a minimum to
reduce working capital tied up in inventory and the subsequent handling cost and
opportunity costs of control (Weston and Copeland, 1992).
Accounts receivable management. Firms, would, in general, rather sell for cash than on
credit, but competitive pressures force most firms to offer credit. A sale on account
cannot be avoided most of the time. Management must face the difficulty squarely and it
makes work to the advantage of the firm. This is important because when account
receivables are not properly managed, the financial viability of the firm may be impaired
(Brigham and Gapenski, 1997).
In line with the accounts receivable, it involves credit management which focuses on
the following decision areas; (1) analyzing credit risk, (2) setting standards for accepting
or rejecting the credit risk, (3) specifying credit terms, (4) deciding how to finance
accounts receivable-the credit extended, (5) determining who bears the credit risk, (6)
establishing collection policies and practices, and (7) avoiding suds optimization by
individual departments (Weston and Copeland, 1992).
Credit analysis should be given consideration because it seeks to determine who shall
receive credit and under what conditions. In addition, the firm will make its decisions. In
order to do this, a firm traditionally considers the five C’s of credit: character, capacity,
capital, collateral, and conditions. When judging, information on the vive C’s of credit is
obtained from a number of sources, including the firm’s experience with the customer
(Weston and Copeland, 1992).
Credit standards, on the other hand, refer to the strength and creditworthiness a
customer must exhibit in order to qualify for credit. It will help the firm determine
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whether or not the customer will receive credit. A number of factors are involved and
some weak customer may be granted credit under specified conditions. If a firm makes
credit sales to only strongest customer, it will experience only small amounts of bad debt
losses. On the other hand, it would probably lose sales, and the profit it foregoes on these
lost sales may be greater than the costs it avoids. If a customer does not qualify for the
regular credit terms, it can still purchase from the firm, but under more restricted terms
(Weston and Copeland, 1992).
When there are no credit standards, when all applicants are accepted sales are
maximized, but they are offset by lager bad debt losses as well as by the opportunity
costs of carrying a very lager receivable position. As credit standards are initiated and
applicants are rejected, revenue from sales declines, but so the average collection period
and bad dent losses decrease at a decreasing rate. Fewer and fever bad credit risks are
eliminated. Because of the combination of these influences, total profits of the firm
increase at a diminishing rate with stricter credit standards up to a point, after which they
decline (Van Home, 1984). A “loose” credit standard will increase sales but will also
increase the amount on funds tied up in receivable and could increase bad debts because
of credit extended to “marginal” customers. A “tight” standard reduces these two
problems but may prevent the company from optimizing on its sales potential (Saldana,
1985).
Meanwhile, credit extensions policies provides guidelines for granting credit, the
terms of payment, and the amount of credit to extend to a customer. The purpose of credit
extension to cliendts is to maximize sales. Thus, if more sales is required by the firm,
more credit is extended. Increased sales, however, is not an end itself. An advantage
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gained in extending credit to customer may be offset or even surpassed by problems
brought about by bad debt losses and the consequent tie-up of funds in receivables
(Medina, 2007).
Extending credit can be a sales tool for stimulating revenues and thereby increasing
the cash flows or returns to fixed asset investment. Moreover, a credit policy may be
needed to prevent erosion on market share. If competitors offer credit on better terms, for
example, a firm is forced to follows suit simply to maintain its sales level. In contrasts,
restricting credit through more stringent standards or terms may produce net benefits if
any reduced sales or more than offset by lower credit costs (Rao, 1995).
In establishing a credit policy, a firm formulates its credit standards and its credit
terms. Credit standards that are too strict will lose sales while credit standards that are too
easy will result in excessive bad debt losses. A deterioration of the aging schedule of
accounts receivables should signal the firm to investigate its credit policy but it does not
necessarily indicate that the firm’s collection policy had deteriorated (Brigham and
Gapenski, 1997).
Collection policies provide guidelines for ensuring that customers pay their bills
according to the credit terms. Customer’s payment patterns determine the level of
investment in receivables and its return. For instance, a slow pattern leads to an excessive
investment in receivables and a lower rate on return. To manage its receivables
efficiently, a firm must monitor and evaluate its receivables collections to detect any
changes in their status and composition and to take corrective actions when appropriate.
Monitoring the receivables investment means evaluating and controlling the quality of
the total receivables investment in order to detect any problems and to suggest corrective
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actions. However, collection efforts can be expensive so they must remember that the
objective of a collection is not to minimize the bad debt losses but to maximize the firm’s
value (Rao, 1995).
Because a receivable is only as good as a likelihood that it will be paid, a firm
cannot afford to wait too long before initiating collection procedures. On the other hand,
if it initiates procedures too soon, it may anger reasonably good customers who, for some
reasons, fail to make payments by the due date. Thus, key decisions for management
include how long to wait before labeling on account overdue and initiating the collection
procedures and how aggressively to pursue these accounts. Aggressive collection efforts
may reduce future sales and profits if customers are chased off to competitors changing
business conditions may alter payment patterns, and often an otherwise creditworthy
customer may allow a bill to become overdue for a good reason, perhaps through
oversight or misplacement of the bill (Rao, 1995).
2.2.2. Local Studies
In study of Dung (2008), working capital needs of a business in Vietnam. Because:
• Businesses with a lot of cash sales and few credit sales should have minimal trade
debtors. Supermarkets are good examples of such businesses;
• Businesses that exist to trade in completed products will only have finished goods
in stock. Compare this with manufacturers who will also have to maintain stocks of raw
materials and work-in-progress.
• Some finished goods, notably foodstuffs, have to be sold within a limited period
because of their perishable nature.
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• Larger companies may be able to use their bargaining strength as customers to
obtain more favourable, extended credit terms from suppliers. By contrast, smaller
companies, particularly those that have recently started trading (and do not have a track
record of credit worthiness) may be required to pay their suppliers immediately.
• Some businesses will receive their monies at certain times of the year, although
they may incur expenses throughout the year at a fairly consistent level. This is often
known as “seasonality” of cash flow. For example, travel agents have peak sales in the
weeks immediately following Christmas.
In study of Hong (2009) with topic “Management of working capital in small and
medium enterprises in Vietnam during the economy crisis”. She were present:
1. Receivable Management Many SMEs do not invest sufficient resources and in
monitoring policy implementation and the collection of debts, although this accounts in
no small share of total capital. Debt recovery time shorter the business more money to
return capital. To shorten the average time from the sale until the debt is collected from
customers, SME managers should offer a comprehensive solution from the policies,
systems, people and tools to support skills, debt collection process.
Policy
Regulation on conditions for customers eligible for debt, debt limit, after checking
Hierarchy assessment for each specific criteria on liquidity, expected revenue, payment
history, facilities ... of each client.
Employees
Enterprise should have a division specializing in debt collection management and
debt tracking, divided according to business customers, geographic location or the value
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of liabilities. These employees are trained in communication skills over the phone, the
ability to persuade customers to pay or payment commitments, how to handle difficult
situations, proficient use of software support ...
Tools should be invested enterprises accounting software is part of the (module) to
support debt management. The software application can make the synthesis report also
reported more liabilities to customers under management criteria, to help save time,
improve the performance of debt collection staff.
2. Cash Management. Cash connecting all activities related to finance your
business. Therefore, managers need to focus on cash management to minimize the risk of
liquidity, more efficient use of money, and prevent of false financial within a other
enterprise .Cash Management is the process of cash include cash flow management in
funds and payment accounts at the bank,control spending, forecasting cash needs of the
enterprise, to offset budget deficits, tackling surplus or shortage of cash in the short term
and long time.SMEs can use the method or model Baumol Miller Orr image to determine
a reasonable cash reserve. After determining the flow of cash reserves often, businesses
should adopt policies and procedures to mitigate risks as well as the loss in activity.
(http://www.saga.vn)
2.3. Conceptual Framework
Figure 1 presents the conceptual model of the study
Input Process Output
36
Defined perception
of respondents on
working capital
management
implemented by the
Company
Recommendationscan be made toimprove theWorking capitalmanagementPractices of TungPhuongLtd Company
Feed back
- Data gatheringEvaluation through
questionnaire
- Evaluation throughquestionnaire.
- Analysis andinterpretation of the data
1. What is the perception of managers and counterson the working capitalmanagement and itslimitations of theCompany with respect to:
1.1. Current Assets:
a.Cash and liquidity
management b.Account receivablemanagementc. Inventory management
1.2. Current Liabilities
management:
a. Accounts payablemanagement
b. Short - terms loanmanagement.
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The conceptual model was used to guide the researcher in conducting this study. The
conceptual model includes three parts: input, process and output. The input includes the
perception of respondents on working capital management implemented by the
Company.
The process includes the data gathering, distribution and retrieval of questionnaire
checklist and analysis and interpretation of data.
The output is the determined perception of respondents on the working capital
management implemented by the Company and recommendations can be made to
improve the working capital management of the Company.
The arrow represents the feedback which means the interaction among the three
frames.
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Chapter III
RESEARCH METHODOLOGY
This chapter discusses the research design, the setting of the study, subject of the
study, sources of data, procedures of the study, and statistical treatments used by the
researcher.
3.1. Research Design
Type of Research in use
In this study, the researcher basically used the qualitative methods for it is the
appropriate method in determining the financial analysis of Tung Phuong Company
Limited.
This method according to Sanchez, refers to the collection of data from the
members of a population in which direct contact is made through systematic means as in
survey questionnaire, checklist and the interview schedules. It involved the description
recording, analysis and interpretation of the nature and status of a group of persons or any
other phenomena that way wish to study.
The study will analyze factors to collect variables related to capital resources,
assets etc. then analyzing the factors to find out the interaction between factors,
sensibility of ratios. The statistical approach involving finding a way of condensing the
information contained in a number of original variables into a smaller set of dimensions
(factors) with a minimum loss of information (Hair et al., 1992).
This research will be carried out at Tung Phuong Ltd Company in its head office
at Binh Xuyen district, Vinh Phuc Province. The officers and employees of the company
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will be the respondents of the study. They are the work force of the company working
since 2002. With their experience and longer time in the company, they have the
adequate observation on the financial management of the company. Hence, they can
share the appropriate answers needed in the research.
3.2. Method of collecting data and Development of Research Instrument
3.2.1. Method of collecting data
• Primary data collection
This method involves the gathering of data directly from respondents through the
use the survey (using questionnaire and interview).
3.2.2. Development of Research Instrument
The approval from the management of the Tung Phuong Company Limited
management will be secured before the conduct of the study. Gathering of some relevant
information about the company for establishment of the background of the study will also
be secured.
The researcher will then prepare the questionnaire. Ask for the approval and
checking of the adviser. Modification will follow. Validation and testing for reliability
will be secured. Pre testing of the questionnaire.
Final draft and distribution to the chosen samples.
The researchers used the self-constructed questionnaires to get the primary data.
The questionnaires composed of two parts.
Part 1 will the perceptions of the respondents on the Working capital management
Practices of Tung Phuong Ltd Company .
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Part 2 will the problems and limitations of the Working capital management
Practices . The responses to the questions will be in the form of Linkert - scale using the
five-point scale with five as the highest and one as the lowest. The ranges of scales and
its verbal interpretation are presented in the following table.
Scale Verbal
interpretation
Range of scall
5 Always 4.2 – 5.0
4 Often 3.4 – 4.1
3 Sometimes 2.6 – 3.3
2 Rarely 1.8 – 2.5
1 Never 1.0 – 1.7
3.3. Population and Sampling design
3.3.1. Population
The subjects of the study were the workers and managers in the company. They
were chosen at random to determine their perception as to the extent of application of
strategic decisions of Working capital management Practices of Tung Phuong
Ltd Company in being implemented.
The subjects of the study were the 118 workers and 30 managers in the different
Tung Phuong company Limited in Vinh Phuc Province. They were chosen at random to
determine their perception as to the extent of application of strategic decisions of
Working capital management Practices of Tung Phuong Ltd Company being
implemented.
3.3.2. Sampling design
The probability method of sampling technique will be used so that every
population will have equal chances of being selected. The cluster sampling technique will
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be used. The managers and employees in department of accounting s will be clustered by
. Sample size:
The sample size from the population was computed using the formula of solving
as given by Sevilla, et.al/,(1998as illustrated bellow:
n=N/(1+N*e2)
N= population size; n =sample size; e is level exactly (set e=5%)
Title Total Sample percentage
Manager 32 30 73
Counters 12 11 27
Total 44 41 100
3.4. Statistical Treatment of data
Step Methodology Type of Data Requirement
Perception of respondents Weighted Mean Survey
Differences in respondents’ perception T-test Survey
• To determine the perception of respondents on Working capital management
Practices of Tung Phuong Ltd Company, weighted mean mean was utilized.
• To determine the significant difference in the perception of the respondents on the
Working capital management Practices of Tung Phuong Ltd Company in terms of
the different aspects, t-test was used.
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Chapter 4
Presentation Analysis and Interpretation of Data
This chapter presents the analysis and interpretation of data based from the sub-
problems presented in the study.
4.1. Perception of managers and counters on working capital management
practices of Tung Phuong Ltd Company in Vinh Phuc province
Perception of respondents on Working Capital management practices of
Tung Phuong Company in terms of Current Asset Management and Current
Liabilities Management
Table 1
Perception of the Two groups of Respondents on Working Capital management
practices of Tung Phuong Co.
in Vinh Phuc in Terms of Cash and liquidity management
A. Current Asset Management Managers Counters OverallMean Rank VI Mean VI Mean VI
I. Cash and liquidity
management
3.1 S 2.6 R 2.9 S
1. Maintains a large amount of
cash and marketable
3.3 2 S 2.6 3 S 3.1 2 S
2. Speed up collection of received
checks
3.0 3 S 2.8 2 S 3.0 3 S
3. Maintain disbursement of cash
to the lowest possible level.
3.7 1 O 3.3 1 S 3.6 1 O
4. Decreasing of cash
disbursements.
2.8 4 S 2.2 4 R 2.7 4 S
5. Maintain a periodic Cash budget 2.5 5 R 2.0 5 R 2.4 5 R
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Perception of the Two groups of Respondents on Working Capital management
practices of Tung Phuong Co.
in Vinh Phuc province in Terms of Account Receivable Management
A. Current Asset Management Managers Counters OverallMean Rank VI Mean VI Mean VI
II. Account Receivable
Management
2.5 R 2.3 R 2.5 R
1. Provide cash discount to early
payee
2.8 1 S 2.6 1 S 2.7 1 S
2. There is a credit criterion that
determines the capability of the
creditor to pay.
2.5 2 R 2.3 2 R 2.4 2 R
3. The billing of a customer for
goods and services he/she has
ordered is on time
2.3 3 R 2.0 3 R 2.2 3 R
Average 2.5 R 2.3 R 2.5 R
Data represented in table 2 shows us about perception of the two groups of
Respondents on Working Capital management practices of Tung Phuong Co. in Vinh
Phuc province in Terms of Account Receivable Management.
For the group of managers: they highly the issue ‘provide cash discount to early
payee” with an average score of 2,8, corresponding to level S. The lowest score belongs
to the issue “the billing of a customer for goods and services he/she has ordered is on
time”. For whole 3 issues of account receivables management, this group evaluated them
with an average score of 2,5 corresponding to level R.
For the group of counters: they also highly appreciated the issue ‘provide cash
discount to early payee” with an average score of 2,8 corresponding to level S. The
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lowest score belongs to the issue the billing of a customer for goods and services he/she
has ordered is on time”. For whole 3 issues of account receivables management, this
group evaluated them with an average score of 2,3 corresponding to level R.
For overall, two groups of respondents highly appreciated the issue “provide cash
account to early payee” with an average score of 2,7 corresponding to level S. Regarding
to all issues, two groups evaluated them with an average score of 2,5 corresponding to
level R.
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Table 3
Assessment of the Two groups of Respondents on Working Capital management
practices of Tung Phuong Co.
in Vinh Phuc province in Terms of Inventory Management
A. Current Asset Management Managers Counters OverallMean Rank VI Mean VI Mean VI
III. Inventory Management 3.1 S 2.8 S 3.0 S
1. Minimizing the sum of costs
associated with inventory
3.6 2 O 3.5 1 O 3.6 1 O
2. Decrease the storage and
tracking costs
3.0 3 S 2.5 3 R 2.9 3 S
3. Inventory is monitored regularly 3.6 1 O 3.4 2 S 3.6 1 O
4. Inventory turnover ratio is at
ideal level
2.2 4 R 1.9 4 R 2.1 4 R
Average 3.1 S 2.8 S 3.0 S
Data represented on table 3 shows us about Assessment of the Two groups of
Respondents on Working Capital management practices of Tung Phuong Co.in Vinh
Phuc province in Terms of Inventory Management.
For the group of managers: they highly appreciated the issue “inventory is
monitored regularly” with an average score of 3,6, 1st rank corresponding to level O.
They gave lowest score for the issue “inventory turnover ration is at ideal level”.
Considering to all issues, this group gave them an average score of 3,1, corresponding to
level S.
For the group of counters, they highly appreciated the issue “Minimizing the sum
of costs associated with inventory” with an average score of 3,5 corresponding to level O.
This group gave the issue “inventory turnover ration is at ideal level” the lowest score of
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1,9 corresponding to level R. Considering to all issues, this group gave them an average
score of 2,8 corresponding to level S.
For overall, two groups of respondents highly evaluated the issues Inventory is
monitored regularly and Minimizing the sum of costs associated with inventory. The
issue 4th was evaluated with lowest score. Considering all issues, two groups evaluated
them with an average score of 3,0 corresponding to level S.
Table 4
Perception of the Two groups of Respondents on Working Capital management
practices of Tung Phuong Co. in Vinh Phuc province in Terms of Accounts payable
Management
B. Current Liabilities
Management
Managers Counters Overall
Mean Rank VI Mean VI Mean VI
I. Accounts payable
Management3.0 S 2.5 R 2.9 S
1. Money that company owes to
suppliers is on time3.3 1 S 2.4 2 R 3.3 1 S
2. Pay right after receiving goods
or products2.8 3 S 3.3 1 S 2.5 3 R
3. Account payables management
in effectively ways2.8 2 S 2.0 3 R 2.7 2 S
Average 3.0 S 2.5 R 2.9 S
Data represented in table 4 shows us about Table 4 Assessment of the Two groups
of Respondents on Working Capital management practices of Tung Phuong Co. in Vinh
Phuc province in Terms of Accounts payable Management.
For the group of managers: they highly appreciated the issue 1 st “money that
company owes to suppliers is on time” with an average score of 3,3 corresponding to
level S. The lowest score belongs to the issue 2 nd “pay right after receiving goods or
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products”. Considering whole three issues, this group evaluated them with an average
score of 3,0 corresponding to level S.
For the group of counters: they highly appreciated the issue “pay right after
receiving goods or products” with an average score of 2,8 corresponding to level S, the
lowest score belongs to the issue “Account payables management in effectively ways”
corresponding to level R. Considering whole three issues, this group evaluated them with
an average score of 2,5 corresponding to level R.
For overall, two groups highly appreciated the issue “money that company owes
to suppliers is on time” with an average score of 3,3, rank 1 corresponding to level S.
Two groups gave lowest score for the issue “. Pay right after receiving goods or
products” with an average score of 2,5 corresponding to level R. Considering whole three
issues of accounts payable management, they evaluated them with an average score of
2,9 corresponding to level S.
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Table 5
Assessment of the Two groups of Respondents on Working Capital management
practices of Tung Phuong Co.
in Vinh Phuc province in Terms of Short terms loan Management
B. Current Liabilities
Management
Managers Counters Overall
Mean Rank VI Mean VI Mean VI
II. Short terms loan
Management3.0 S 2.6 S 2.9 S
1. Company is a traditional
borrower
3.8 1 O 2.3 2 R 2.3 2 R
2. Short term loans are paid on
time as agreed
2.3 3 R 2.3 2 R 2.1 3 R
3. Short term loans are used to
newly invest
2.9 2 S 3.4 1 S 4.2 1 A
Average 3.0 S 2.6 S 2.9 S
Table represented in table 5 shows us about Assessment of the Two groups of
Respondents on Working Capital management practices of Tung Phuong Co.in Vinh
Phuc province in Terms of Short terms loan Management.
For the group of managers: they highly appreciated the issue “company is a
traditional borrower” with an average score of 3,8, 1st rank, corresponding to O level. The
lowest score belongs to the issue “short term loans are paid on time as agreed”
corresponding to R level. For the whole three issues, this group evaluated them with the
score of 3,0 corresponding to level S.
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For the group of counters: they highly appreciated the issue “short term loans are
used to newly invest” with an average score of 3,4 corresponding to S level. For the
whole three issues, this group evaluated them with the score of 2,6 corresponding to S
level.
For overall, two groups of respondents evaluated short term management with an
average score of 2,9 corresponding to S level. They highly appreciated the issue 3 “short
term loans are used to newly invest”. They gave lowest score for the issue “short tem
loans are paid on time as agreed”. Considering all issues of short term loans management,
they evaluated them with an average score of 2,9 corresponding to level S.
4.2. The following problems and limitations of Working Capital Management as
experienced in Tung Phuong Company particularly
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Table 6
Assessment of the Two groups of Respondents on The following problems and
limitations of Working Capital Management as experienced in Tung Phuong
Company in Vinh Phuc Province in Terms of Cash and liquidity management
A. Cash Management Managers Counters OverallMean Rank VI Mean VI Mean VI
I. Cash and liquidity
management
3.2 S 3.2 S 3.2 S
1. Shortage of cash to pay for raw
materials
3.5 2 O 4.1 2 O 3.7 2 O
2. Lack of cash to invest new
projects
4.3 1 A 4.5 1 A 4.3 1 A
3. Owe salary and wage of
employees
2.8 3 S 2.4 3 R 2.7 3 S
4. Cut down the incentives for
employees
2.3 4 R 2.0 4 R 2.2 4 R
Average 3.2 S 3.2 S 3.2 S
Data represented in table 6 shows us about Assessment of the Two groups of
Respondents on The following problems and limitations of Working Capital Management
as experienced in Tung Phuong Company in Vinh Phuc Province in Terms of Cash and
liquidity management.
For the group of managers: they gave highest score for the issue “lack of cash to
invest new project” with the score of 4,3 corresponding to level A. The lowest score
belongs to the issue “cut down the incentives for employees” corresponding to 4 th rank
and level S. For the whole four issues, this group evaluated them with an average score of
3,2 corresponding to level S.
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For the group of counters: they also gave highest score for the issue “lack of cash
to invest new projects” and lowest score for the issue “cut down incentives for
employees”. This group evaluated “cash and liquidity management” with an average
score of 3,2 corresponding to level S.
For overall, two groups gave highest score for the issue “lack of cash to invest
new projects” and lowest score for the issue “cut down incentives for employees”. They
evaluated all issues of “cash and liquidity management” with an average score of 3,2
corresponding to level S.
Table 7
Assessment of the Two groups of Respondents on The following problems and
limitations of Working Capital Management as experienced in Tung Phuong
Company in Vinh Phuc Province in Terms of Account Receivable Management
A. Cash Management Managers Counters OverallMean Rank VI Mean VI Mean VI
II. Account Receivable
Management
3.3 S 3.0 S 3.2 S
1. Contains many bad debts 3.6 1 O 3.3 1 S 3.5 1 O
2. Some loans is hard to collect3.1 2 S 2.6 2 S 3.0 2 S
Average 3.3 S 3.0 S 3.2 S
Data represented in table 7 shows us about Assessment of the Two groups of
Respondents on The following problems and limitations of Working Capital Management
as experienced in Tung Phuong Company in Vinh Phuc Province in Terms of Account
Receivable Management.
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For the group of managers: they thought that “contains many bad debts” is the 1st
rank of limitations of account receivable management of the company. This group
evaluated “receivable management of the company” with the score of 3,3 corresponding
to level S.
For the group of counters: they also thought that “contains many bad debts” is the
1st rank of limitations of account receivable management of the company. This group
evaluated “receivable management of the company” with the score of 3,0 corresponding
to level S.
For overall, two groups of respondents evaluated all issues of receivable
management of the company with the score of 3,2 corresponding to level S. They agreed
to consider the issue “contains many bad debts” to be most limitation.
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Table 8
Assessment of the Two groups of Respondents on The following problems and
limitations of Working Capital Management as experienced in Tung Phuong
Company in Vinh Phuc Province in Terms of Inventory Management
A. Cash Management Managers Counters OverallMean Rank VI Mean VI Mean VI
III. Inventory Management 2.8 S 2.2 R 3.1 S
1. Inventory contains many goods
which is difficult to sell
2.1 4 R 1.4 4 N 3.6 2 O
2. The size of storage is too
narrow
3.0 2 S 2.5 2 R 3.0 3 S
3. The distance between storages
is too far
3.3 1 S 3.4 1 S 3.6 1 O
4. Storage many old goods due to
the economic crisis
2.8 3 S 1.8 3 R 2.2 4 R
Average 2.8 S 2.2 R 3.1 S
Data represented in table 8 shows us about Assessment of the Two groups of
Respondents on The following problems and limitations of Working Capital Management
as experienced in Tung Phuong Company in Vinh Phuc Province in Terms of Inventory
Management.
For the group of managers, they gave highest score for the issue “the distance
between storages is too far” and lowest score for the issue “inventory contains many
goods which is difficult to sell”. For whole 4 issues of inventory management, this group
evaluated them with an average score of 2,8 corresponding to level S.
For the group of counters, they also gave highest score for the issue “the distance
between storages is too far” and the lowest score for the issue “inventory contains many
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goods which is difficult to sell”. For whole 4 issues of inventory management, this group
evaluated them with an average score of 2,2 corresponding to level R.
For overall, two groups of respondents gave highest score for the issue “the
distance between storages is too far” corresponding to level O and lowest score for the
issue “Storage many old goods due to the economic crisis” corresponding to level R.
Considering all issues of inventory management, two groups of respondents evaluated
them with an average score of 3,1 corresponding to level S.
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Table 9
Assessment of the Two groups of Respondents on The following problems and
limitations of Working Capital Management as experienced in Tung Phuong
Company in Vinh Phuc Province in Terms of Accounts payable Management
B. Current Liabilities
Management
Managers Counters Overall
Mean Rank VI Mean VI Mean VI
I. Accounts payable
Management
3.3 S 3.0 S 3.2 S
1. Account payables are mature3.3 2 S 3.4 2 S 3.3 2 S
2. Suppliers press for paying 2.8 4 S 1.6 4 N 2.5 4 R3. Employees request for increase
wages and salaries
2.8 3 S 2.5 3 R 2.7 3 S
4. Some equipments, machines are
downgraded, need money for
repairing and purchasing
4.2 1 A 4.5 1 A 4.3 1 A
Average 3.3 S 3.0 S 3.2 S
Data represented on table 9 shows us about Assessment of the Two groups of
Respondents on The following problems and limitations of Working Capital Management
as experienced in Tung Phuong Company in Vinh Phuc Province in Terms of Accounts
payable Management.
For the group of managers, they gave highest score for the issue “Some
equipments, machines are downgraded, need money for repairing and purchasing”, and
lowest score for the issue “Suppliers press for paying”. Considering all issues of accounts
payable management, this group evaluated them with an average score of 3,3
corresponding to level S.
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For the group of counters, they gave highest score for the issue “Some
equipments, machines are downgraded, need money for repairing and purchasing” and
lowest score for the issue “Suppliers press for paying”. Considering all issues of accounts
payable management, this group evaluated them with an average score of 3,0
corresponding to level S.
For overall, two groups of respondents evaluated “accounts payable management” with
an average score of 3,2 corresponding to level S. Of which, they gave highest score for the issue
“Some equipments, machines are downgraded, need money for repairing and purchasing”.
Table 10
Assessment of the Two groups of Respondents on The following problems and
limitations of Working Capital Management as experienced in Tung Phuong
Company in Vinh Phuc Province in Terms of Short terms loan Management
B. Current Liabilities
Management
Managers Counters Overall
Mean Rank VI Mean VI Mean VI
II. Short terms loan
Management3.0 S 2.5 R 2.9 S
1. Short term loans are due to date2.6 2 S 1.5 3 N 2.3 2 R
2. Hurried to pay by banks 2.2 3 R 1.8 2 R 2.1 3 R
3. Lack of short term loans to
reinvest4.3 1 A 4.2 1 O 4.2 1 A
Average 3.0 S 2.5 R 2.9 S
Data represented in table 10 shows us about Assessment of the Two groups of
Respondents on The following problems and limitations of Working Capital Management
as experienced in Tung Phuong Company in Vinh Phuc Province in Terms of Short
terms loan Management/.
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For the group of managers, they gave the highest score for the issue “lack of short
term loans to reinvest” and lowest score for the issue “hurried to pay by banks”. For all
issues of short terms loan management, this group evaluated them with an average score
of 3,0 corresponding to level S.
For the group of counters, they also gave highest score for the issue “lack of short
term loans to reinvest” and lowest score for the issue “ short term loans are due to date”.
For all issues of short terms loan management, this group evaluated them with an average
score of 2,5 corresponding to level R.
For overall, two groups of respondents gave highest score for the issue “lack of
short term loans to reinvest” and lowest score for the issue “hurried to pay by banks”. For
all issues of short terms loan management, two groups evaluated them with an average
score of 2,9 corresponding to level S.
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Table 11
Composite table on the Assessment of the Two groups of Respondents on the
following systems and procedures of Working Capital Management as applied in
Tung Phuong Company in Vinh Phuc Province
Working Management
Practices
Managers Counters OverallMean Rank VI Mean Rank VI Mean Rank VI
A. Current Asset
Management
1. Cash and liquidity
management
3.1 2 S 2.6 3 R 2.9 2 S
2. Account Receivables
Management
2.5 5 R 2.3 5 R 2.5 5 R
3. Inventory Management 3.1 1 S 2.8 1 S 3.0 1 S
B. Current Liabilities
Management
4. Accounts payable
Management
2.7 4 S 2.5 4 R 2.7 4 S
5. Short terms loan
Management
3.0 3 S 2.6 2 S 2.9 3 S
Average 2.9 S 2.6 R 2.8 S
Data represented in table 11 shows us about the Assessment of the Two groups of
Respondents on the following systems and procedures of Working Capital Management
as applied in Tung Phuong Company in Vinh Phuc Province.
For the group of managers: they highly appreciated the issue “inventory
management” with an average score of 3,1 corresponding to level S, 1st rank. They gave
lowest score for the issue “account receivables management”. Considering all aspects of
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working capital management practices, this group evaluated them with an average score
of 2,9 corresponding to level S.
For the group of counters: they also highly appreciated the issue “inventory
management” with an average score of 2,8 corresponding to level S, 1st rank. They gave
lowest score for the issue “account receivables management”. Considering all aspects of
working capital management practices, this group evaluated them with an average score
of 2,6 corresponding to level R.
For overall, two groups of respondents evaluated working capital management of
the company with an average score of 2,8 corresponding to level S. They considered the
issue “inventory management” to be best implementation. The most limitation of working
capital management is the issue “accounts receivables management”.
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Table 12
Composite table on the Assessment of the Two groups of Respondents the following
problems and limitations of Working Capital Management as experienced in Tung
Phuong Company in Vinh Phuc Province
Working Capital
Management Practices
Managers Counters OverallMean Rank VI Mean Rank VI Mean Rank VI
A. Current Asset
Management
1. Cash and liquidity
management
3.3 1 S 3.2 1 S 3.2 1 S
2. Account Receivable
Management
3.3 1 S 3.0 2 S 3.2 1 S
3. Inventory Management 2.8 2 S 2.3 3 R 2.7 2 S
B. Current Liabilities
Management
4. Accounts payable
Management
3.3 1 S 3.0 1 S 3.2 1 S
5. Short terms loan
Management
3.0 2 S 2.5 2 R 2.9 2 S
Average 3.1 S 2.8 S 3.0 S
Data represented in table 12 shows us about the Assessment of the Two groups of
Respondents the following problems and limitations of Working Capital Management as
experienced in Tung Phuong Company in Vinh Phuc Province. For the group of
managers, they considered three issues “Cash and liquidity management, Accounts
payable Management and Account Receivable Management” to be most limitations. For
the group of counters they considered two issues “Cash and liquidity management and
Accounts payable Management” to be most limitations.
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For evaluation of two groups, they agreed that “Cash and liquidity management;
Account Receivable Management and Accounts payable Management” are limited issues
of working capital management implemented by the company.
Table 13
The Significant Difference on the Perception of the Respondents on the
Working Capital management practices of Tung Phuong Co.
with Respect to the Different Aspects
Aspects
Computed
T –Value df P-Value HO
1. Cash and liquidity management 3.708 39 .001 Reject
2. Account Receivables Management 1.741 39 .090 Accept
3. Inventory Management 2.089 39 .043 Reject
4. Accounts payable Management .998 39 .325 Accept
5. Short terms loan Management 2.766 39 .009 Reject
The problems and limitations of
Working Capital Management
1. Cash and liquidity management .129 39 .898 Accept2. Account Receivable Management 1.493 39 .144 Accept
3. Inventory Management 5.632 39 .000 Reject
4. Accounts payable Management 1.859 39 .071 Accept
5. Short terms loan Management 3.847 39 .000 Reject
Data represented on table 13 shows us about testing The Significant Difference on
the Perception of the Respondents on the Working Capital management practices of Tung
Phuong Co. with Respect to the Different Aspects.
In term of cash and liquidity management, P – value = 0,001 <0,05 allows us to
reject Hypothesis Ho “there is no significant difference on perception of two groups of
respondents to cash and liquidity management implemented by the company.
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In the same way, we can reject or accept various Hos in terms of various aspects.
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Chapter 5
Summary conclusion and recommendations
This chapter presents the summary of findings, conclusions drawn and
recommendations offered.
5.1. Summary of Findings
Based on the analysis and interpretation of the data, the following are
summarized:
5.1.1. In term of cash and liquidity management, managers evaluated it with an
average score of 3,1 corresponding to level S, while counters evaluated it with the score
of 2,6 corresponding to level R. For overall, two groups evaluated it with an average
score of 2,9 corresponding to level S. Of which, the issue “Maintain disbursement of cash
to the lowest possible level” has been evaluated with highest score, corresponding to
level O. But the issue “Maintain a periodic Cash budget which is based on forecasted
figures” received lowest score corresponding to level R.
5.1.2. In term of account receivable management, managers evaluated it with an
average score of 2,5 corresponding to level R. While, counters evaluated it with an
average score of 2,3 corresponding to level R. For overall, two groups evaluated it with
the score of 2,5 corresponding to level R. They highly appreciated the issue “provide cash
discount to early payee” and did not highly evaluate the issue “The billing of a customer
for goods and services he/she has ordered is on time”.
5.1.3. In term of inventory management, managers evaluated it with an average
score of 3,1 corresponding to level S. And counters evaluated it with the score of 2,8
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corresponding to level S. For overall, two groups evaluated it with an average score of
3,0 corresponding to level S. Of which, they highly appreciated the issues No1,3.
5.1.4. In term of account payable management, managers evaluated it with an
average score of 3,0 corresponding to level S, and counters evaluated it with an average
score of 2,5 corresponding to level R. Two groups evaluated it with an average score of
2,9 corresponding to level S. Of which, they gave highest score for the issue “Money that
company owes to suppliers is on time” and lowest score for the issue “Pay right after
receiving goods or products”.
5.1.5. In term of short term loans management, the managers gave it the score of
3,0 corresponding to level S and counters gave it the score of 2,6 corresponding to level
S. For whole three issues, they gave them with an average score of 2,9 corresponding to
level S. Of which, the issue “short term loans are used to newly invest” has been highly
evaluated, 1st rank and corresponding to level A. The issue “short term loans are paid on
time as agreed”.
5.1.6. In term of cash and liquidity management, the managers evaluated it with
an average score of 3,2 corresponding to level S. The counters also evaluated it with the
same score of 3,2 corresponding to level S. For overall, two groups of respondents
evaluated all issues with an average score of 3,2 corresponding to level S. Of which, the
issue “lack of cash to invest new projects” was given highest score. The issue “cut down
the incentives for employees” received lowest score.
5.1.7. In term of account receivable management, the managers and counters
also evaluated it with same score of 3,3 corresponding to level S. Considering two issues
of account receivable management, two groups evaluated them with the score of 3,2
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corresponding to level S. Of which, the issue “contains many bad debts” received highest
score by respondents.
5.1.8. In term of inventory management, the managers evaluated it with an
average score of 2,8 corresponding to level S. The counters evaluated it with an average
score of 2,2 corresponding to level R. Considering all issues of inventory management,
two groups of respondents evaluated them with the score of 3,1 corresponding to level S.
Of which, the highest score belongs to the issue “The distance between storages is too
far”, and the lowest score belongs to the issue “Storage many old goods due to the
economic crisis”.
5.1.9. In term of accounts payable management, managers evaluated it with an
average score of 3,3 corresponding to level S, but counters evaluated it with an average
score of 3,0 corresponding to level S. Considering all issues of accounts payable
management, two groups of respondents evaluated them with the score of 3,2
corresponding to level S. Of which, the issue “Some equipments, machines are
downgraded, need money for repairing and purchasing” to be most limitation” is the most
limitation.
5.1.10. In term of short term loans management, the managers evaluated it with an
average score of 3,0 corresponding to level S, but counters evaluated it with an average
score of 2,5 corresponding to level R. Considering all issues, two groups evaluated them
with the score of 2,9 corresponding to level S. Of which, they gave highest score for the
issue “lack of short term loans to reinvest” and lowest score for the issue “hurried to pay
by banks”.
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5.1.11. With respect to all aspects of working capital management of the
company, the managers evaluated them with the score of 2,9 corresponding to level S,
while counters evaluated them with the score of 2,6 corresponding to level R. For the
evaluation of two groups, they highly appreciated the issue inventory management with
highest score. The lowest score belongs to the issue “Account Receivables Management”.
5.1.12. In term of current asset management and current liabilities management,
two groups gave higher scores for Cash and liquidity management; Account Receivable
Management; Accounts payable Management.
5.2.conclusion
Based on the findings of the study, the following conclusions were drawn:
5.2.1. In term of cash and liquidity management, the company has well
maintained disbursement of cash to the lowest possible level’’. But the issue “maintain a
periodic cash budget which is based on forecasted figures” need to be improved.
5.2.2. In term of account receivable management, the company has been
evaluated at R level. It has well implemented “provide cash discount to early payee”. The
issue billing of a customers for goods and services she/he has ordered is on time” need to
be improved in future.
5.2.3. In term of inventory management, the company has been evaluated with an
average score of 3,0 corresponding to level S. It has well implemented the issue No1,3,
but the issues No2,4 need to be improved.
5.2.4. With respect to account payable management, the company has well
implemented the issue “Money that company owes to suppliers is on time”. But it need to
improve the issue “pay right after receiving goods or products”.
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5.2.5. In term of short term loan management, the company has well implemented
the issue “short term loans are used to newly invest”. It should pay more attention to the
issue “short term loans are paid on time as agreed”.
5.2.6. In term of cash and liquidity management, the most limitation belongs to
the issue “lack of cash to invest new projects”.
5.2.7. In term of account receivable management, the most limitation of the
company is that “account receivable management contains many bad debts”.
5.2.8. In term of inventory management, the most limitation of the company is
that “The distance between storages is too far”.
5.2.9. In term of accounts payable management, the most limited issue is that
Some equipments, machines are downgraded, need money for repairing and purchasing.
5.2.10. In term of short term loans management, the most difficulty of the
company is that “it lacks of short term loans to reinvest”.
5.2.11. For all aspects of working capital management implemented by the
company, the issue inventory management has been well implemented. But the issue
“account receivable management” has been the most limitation.
5.2.12. In term of current asset management, two groups considered the issue
“account receivable management” to be the most limitation. With respect to current
liabilities management, they agreed that accounts payable management is the most
limited issue.
5.2.13.In term of systems and procedures of Working Capital Management. There is
significant difference on perception of two groups of respondents to cash and liquidity
management ; inventory management and short term loans management. There is no significant
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difference on perception of two groups of respondents to Accounts payable management and
Account Receivables Management.
In term of problems and limitations of Working Capital Management: there is
significant difference on perception of two groups of respondents to limitations of
Inventory Management Short terms loan Management. There is no significant difference
on perception of two groups of respondents to limitations of Cash and liquidity
management; Accounts payable Management and Account Receivable Management
5.3. recommendations
On the bases of the drawn conclusion, the following recommendations are hereby
presented.
5.3.1. The company need to maintain a periodic cash budget which is based on
forecasted figures.
5.3.2. The company needs to prompt payment to billing of a customer for goods
and services she/he has ordered is on time.
5.3.3. The company needs monitor costs and ratio of inventory turn over..
5.3.4. The company should find suitable solutions to improve its issue “pay right
after receiving goods or products”.
5.3.5. The company should find suitable solutions to improve the issue “short
term loans are paid on time as agreed”.
5.3.6. The company need to find more suitable sources of cash to invest new
projects.
5.3.7. The company should find suitable solutions to minimize bad debts.
5.3.8. The company should find suitable solutions to decrease distance between
storages.
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5.3.9. Some equipments, machines of the company are downgraded, so the
company need to invest in repairing and purchasing.
5.3.10. The company need to find suitable solutions to mobilize various short
term loans to reinvest.
5.3.11. It is very necessary for the company to find suitable solutions to improve
the issue “accounts receivables management”.
5.3.12. The company should find suitable solutions to improve issues “account
receivable management” and account payable management”.
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BIBLIOGRAPHY
N.K.Dung (2008),Working capital needs of a business in Vietnam, fnancial Publishing
house, hanoi
Forster, George (1986) Financial Statement Analysis, Second edition, Prentice Hall
International Editions.
Gerald, White, A. Sondhi, Dov Fried (1994), Analysis and used of financial statements,
John Wiley & Sons Inc.
Han, Jawei and Kamber, Micheline (2001) Datamining: Concepts and Techniques
Morgan Kaufmann Academic Press.
Lev, Baruch (1974) Financial Statement Analysis: a new approach, Prentice-Hall Inc.
Penman, Stephen H. 2001, Financial statement analysis and security valuation, Mc Grow-
Hill/Irwin.
Stickney, Clyde P. and Brown, Paul R. (1999) Financial reporting and statement analysis:
a strategy perspective, Dryden Press.
Trueblood, Robert P. and Lwvett, J. N. (2001), Data mining and statistical analysis using
SQL, Press.
De Gidlow, R. and Donovan, S. (2005): ‘Cash Management Techniques’,
in ACT’s The
Treasurer’s Handbook, ACT, London.
V. L. Gole (1987) , The Management of Working Capita/ Information
Australia, ISBN 0 949338 44 3
F.C. Scherr (1989), Modern Working Capital Management Prentice
Hall, ISBN 0 13 599317 2
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J.J. Hampton (1989) , Working Capital Management, John Wiley
and Sons, ISBN 0 471 60260 4
J.G. Kallberg and K.L. Parkinson (1984), CurrentAsset Management
John Wiley and Sons, ISBN 0 4711 87090 0
Frank J. Fabozzi (2005), Financial Management and Analysis, Published by John Wiley
& Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
MAGAZINE
Petr Polák* and Kamil Kocurek, cash and working capital management inin corporates
in the Czech Republic., Investment Management and Financial Innovations, Volume 4,
Issue 1, 2007)
Polák, P. and Kotora, F. (2000). ‘Funding Working Capital in the Czech Republic’ ,
Treasury
Management International, pp. 23-25.
Website
http://www.ey.com/Publication/vwLUAssets/TAS_Working_capital_mana
gement_report_2009
.(www.BankofAmerica.com/SmallBusiness)
http://www.saga.vn/Taichinh/Cautrucvon/Cautrucvon1/17594.saga
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APPENDIX A
QUESTIONNAIRE
Please accomplish this questionnaire carefully and objectively to represent your
opinion and it is expected that your answer will be based solely on your conviction,
observation and personal experience. Rest assured that your answer will be treated with
utmost confidentiality.
PART I: PROFILE OF RESPONDENT
Name: ________________________________________________
Department: ___________________________________________
Position: ______________________________________________
Number of years in the current position: ___________________
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PART II: SURVEY QUESTIONNAIRE
Please place a check (/) mark on the box corresponding to your answer on the following
systems and procedures of Working Capital Management as applied in Tung Phuong
Company Limited particularly in your Department. Please answer with all honesty, and
do not leave any item blank.
Assessing scale Descriptive interpretation
5 Always
4 Frequent
3 Sometimes
2 Seldom
1 Never
No. INDICATORS Assessing Scale
Working Capital Management implemented by the
Company
5 4 3 2 1
A. Current Asset Management
Cash and liquidity management
1 Maintains a large amount of cash and marketable?
2 Speed up collection of received checks?
3 Maintain disbursement of cash to the lowest possible level.
4 Decreasing of cash disbursements.
5. Maintain a periodic Cash budget which is based on
forecasted figures.
Account Receivables Management
1 Provide cash discount to early payee
2 There is a credit criterion that determines the capability of
the creditor to pay.
3 The billing of a customer for goods and services he/she has
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ordered is on time
Inventory Management
1 Minimizing the sum of costs associated with inventory
2 Decrease the storage and tracking costs
3 Inventory is monitored regularly
4 Inventory turnover ratio is at ideal level
B. Current Liabilities Management
Accounts payable Management
1 Money that company owes to suppliers is on time
2 Pay right after receiving goods or products
3 Account payables management in effectively ways
Short terms loan Management
1 Company is a traditional borrower
2 Short term loans are paid on time as agreed
3 Short term loans are used to newly invest
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Part III.
Please place a check (/) mark on the box corresponding to your answer on the
following problems and limitations of Working Capital Management as experienced
in TUNG PHUONG COMPANY LIMITED particularly in your Department.
Please answer with all honesty, and do not leave any item blank.
Assessing scale Descriptive interpretation
5 Always
4 Frequent
3 Sometimes
2 Rarely
1 Never
No. Indicators 5 4 3 2 1
Problems and limitations were encountered by the
Tung Phuong Company Limited in the Management of
their Working Capital
A. Current Asset Management
Cash and liquidity management
1 Shortage of cash to pay for raw materials
2 Lack of cash to invest new projects
3 Owe salary and wage of employees
4 Cut down the incentives for employees
Account Receivable Management
1 Contains many bad debts
2 Some loans is hard to collect
Inventory Management
1 Inventory contains many goods which is difficult to sell
2 The size of storage is too narrow
3 The distance between storages is too far
4 Storage many old goods due to the economic crisis
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B. Current Liabilities Management
Accounts payable Management
1 Account payables are mature
2 Suppliers press for paying
3 Employees request for increase wages and salaries
4 Some equipments, machines are downgraded, need money
for repairing and purchasing
Short terms loan Management
1 Short term loans are due to date
2 Hurried to pay by banks
3 Lack of short term loans to reinvest
Your in put is highly appreciated! Thank you very much for your cooperation.
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DEPART
Frequency Percent Valid
Percent
Cumulativ
e PercentValid 1.00 5 12.2 12.2 12.2
2.00 2 4.9 4.9 17.13.00 9 22.0 22.0 39.04.00 2 4.9 4.9 43.95.00 4 9.8 9.8 53.76.00 19 46.3 46.3 100.0Total 41 100.0 100.0
POSTION
Frequency Percent Valid
Percent
Cumulativ
e PercentValid 1.00 30 73.2 73.2 73.2
2.00 11 26.8 26.8 100.0Total 41 100.0 100.0
EXPER
Frequency Percent Valid
Percent
Cumulativ
e PercentValid 1.00 4 9.8 9.8 9.8
2.00 8 19.5 19.5 29.33.00 8 19.5 19.5 48.84.00 11 26.8 26.8 75.65.00 10 24.4 24.4 100.0Total 41 100.0 100.0
Descriptive Statistics
N MeanCASH1 41 3.0976CASH2 41 2.9756CASH3 41 3.5854CASH4 41 2.6585CASH5 41 2.3902
RECEI1 41 2.7317RECEI2 41 2.4146RECEI3 41 2.2195
INVENTO1 41 3.5610
INVENTO2 41 2.8537INVENTO3 41 3.5610INVENTO4 41 2.1220PAYABLE1 41 2.7317PAYABLE2 41 3.0000PAYABLE3 41 2.2195
SHORTLO1 41 3.3659SHORTLO2 41 2.2683SHORTLO3 41 3.0488
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CASHLIQ1 41 3.6829CASHLIQ2 41 4.3415CASHLIQ3 41 2.7073CASHLIQ4 41 2.2439
ARECEI1 41 3.4878ARECEI2 41 2.9512
INVENMA1 41 1.9024INVENMA2 41 2.8537INVENMA3 41 3.3415INVENMA4 41 2.5366APAYABL1 41 3.3415APAYABL2 41 2.4878APAYABL3 41 2.7317APAYABL4 41 4.3171
SHORTEM1 41 2.3171SHORTEM2 41 2.0976SHORTEM3 41 4.2439
Valid N (listwise) 41
Descriptive Statistics
POSTION N Mean1.00 CASH1 30 3.2667
CASH2 30 3.0333CASH3 30 3.7000CASH4 30 2.8333CASH5 30 2.5333RECEI1 30 2.7667
RECEI2 30 2.4667RECEI3 30 2.3000
INVENTO1 30 3.5667INVENTO2 30 3.0000INVENTO3 30 3.6333INVENTO4 30 2.2000PAYABLE1 30 2.8667PAYABLE2 30 2.9000PAYABLE3 30 2.3000SHORTLO1 30 3.7667SHORTLO2 30 2.2667SHORTLO3 30 2.9333CASHLIQ1 30 3.5333
CASHLIQ2 30 4.3000CASHLIQ3 30 2.8333CASHLIQ4 30 2.3333
ARECEI1 30 3.5667ARECEI2 30 3.0667
INVENMA1 30 2.1000INVENMA2 30 3.0000INVENMA3 30 3.3333INVENMA4 30 2.8000APAYABL1 30 3.3333
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APAYABL2 30 2.8000APAYABL3 30 2.8333APAYABL4 30 4.2333
SHORTEM1 30 2.6333SHORTEM2 30 2.2000SHORTEM3 30 4.2667
Valid N (listwise) 302.00 CASH1 11 2.6364
CASH2 11 2.8182CASH3 11 3.2727CASH4 11 2.1818CASH5 11 2.0000RECEI1 11 2.6364RECEI2 11 2.2727RECEI3 11 2.0000
INVENTO1 11 3.5455INVENTO2 11 2.4545INVENTO3 11 3.3636INVENTO4 11 1.9091PAYABLE1 11 2.3636
PAYABLE2 11 3.2727PAYABLE3 11 2.0000SHORTLO1 11 2.2727SHORTLO2 11 2.2727SHORTLO3 11 3.3636CASHLIQ1 11 4.0909CASHLIQ2 11 4.4545CASHLIQ3 11 2.3636CASHLIQ4 11 2.0000
ARECEI1 11 3.2727ARECEI2 11 2.6364
INVENMA1 11 1.3636INVENMA2 11 2.4545
INVENMA3 11 3.3636INVENMA4 11 1.8182APAYABL1 11 3.3636APAYABL2 11 1.6364APAYABL3 11 2.4545APAYABL4 11 4.5455
SHORTEM1 11 1.4545SHORTEM2 11 1.8182SHORTEM3 11 4.1818
Valid N (listwise) 11
Descriptive Statistics
POSTION N Mean1.00 CASHPROB 30 3.0733
RECEPROB 30 2.5111INVEPROB 30 3.1000
PQY_PROB 30 2.6889SHO_PROB 30 2.9889CAHT_SOL 30 3.2500RECE_SOL 30 3.3167INVE_SOL 30 2.8083PAY_SOL 30 3.3000
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LOAN_SOL 30 3.0333Valid N (listwise) 30
2.00 CASHPROB 11 2.5818RECEPROB 11 2.3030INVEPROB 11 2.8182
PQY_PROB 11 2.5455SHO_PROB 11 2.6364CAHT_SOL 11 3.2273RECE_SOL 11 2.9545INVE_SOL 11 2.2500PAY_SOL 11 3.0000
LOAN_SOL 11 2.4848Valid N (listwise) 11
Descriptive Statistics
N MeanCASHPROB 41 2.9415RECEPROB 41 2.4553INVEPROB 41 3.0244
PQY_PROB 41 2.6504SHO_PROB 41 2.8943CAHT_SOL 41 3.2439RECE_SOL 41 3.2195INVE_SOL 41 2.6585PAY_SOL 41 3.2195
LOAN_SOL 41 2.8862Valid N (listwise) 41
Independent Samples Test
Levene's
Test for
Equality of
Variances
t-test for
Equality of
Means
F Sig. t df Sig. (2-
tailed)
Mean
Difference
Std. Error
Difference
95%
Confidenc
e Interval
of the
Difference
Lower Upper CASHPROB Equal
variances
assumed
.001 .970 3.708 39 .001 .4915 .1325 .2234 .7596
RECEPROB Equal .876 .355 1.741 39 .090 .2081 .1195 -3.3728E- .4499
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variances
assumed
02
INVEPROB Equal
variances
assumed
.218 .643 2.089 39 .043 .2818 .1349 8.982E-03 .5547
PQY_PROB Equal
variances
assumed
.030 .863 .998 39 .325 .1434 .1438 -.1474 .4343
SHO_PROB Equal
variances
assumed
.186 .668 2.766 39 .009 .3525 .1274 9.477E-02 .6103
CAHT_SOL Equal
variances
assumed
2.041 .161 .129 39 .898 2.273E-02 .1756 -.3325 .3780
RECE_SOL Equal
variances
assumed
12.174 .001 1.493 39 .144 .3621 .2426 -.1285 .8528
INVE_SOL Equal
variances
assumed
.035 .852 5.632 39 .000 .5583 9.914E-02 .3578 .7589
PAY_SOL Equal
variances
assumed
.041 .841 1.859 39 .071 .3000 .1614 -2.6419E-
02
.6264
LOAN_SOL Equal
variances
assumed
.007 .934 3.847 39 .000 .5485 .1426 .2601 .8369
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