Optimization of the company's cash flow
This book is about the company's treasuries and financial management, more specifically; it shows how a company can manage its treasury in an efficient and short way.
This book is about the company's treasuries and financial management, more specifically; it shows how a company can manage its treasury in an efficient and short way.
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d. Clients’ modalities:<br />
This case concerns <strong>the</strong> condition <strong>of</strong> payment that <strong>the</strong> firm IWACO discuss with its clients in order to have <strong>the</strong> <strong>cash</strong><br />
available before <strong>the</strong> deadline <strong>of</strong> paying <strong>the</strong> BU2 supplier. Also, in order to get <strong>the</strong> attraction <strong>of</strong> clients and to facility<br />
<strong>the</strong> pr<strong>of</strong>it for <strong>the</strong> firm, <strong>the</strong> payment wasn’t decided in one shot but more like many shots, reserving <strong>the</strong> minimum<br />
amount in <strong>the</strong> short period in order to facility <strong>the</strong> transactions for <strong>the</strong> company.<br />
30% on <strong>the</strong> same day, not more than 24 hours.<br />
10% in ten days in order to reserve to trust with clients and to insure <strong>the</strong> financial liquidity inside <strong>the</strong><br />
firm.<br />
60% and <strong>the</strong> reason behind is to eliminate <strong>the</strong> pressure on <strong>the</strong> clients and in o<strong>the</strong>r hand to insure <strong>the</strong><br />
company’s liquidity on <strong>the</strong> exact date before paying <strong>the</strong> big supplier; BU2 supplier.<br />
e. Beneficial margin:<br />
Like with any supplier, a beneficial margin is reserve for <strong>the</strong> distributers that work on selling <strong>the</strong> mo<strong>the</strong>r company’s<br />
products, and <strong>the</strong> reason behind is that <strong>the</strong> prices are usually different and not similar in order to avoid <strong>the</strong><br />
destruction between supplier and client.<br />
For what is related to <strong>the</strong> supplier’s payment modalities, <strong>the</strong> condition are different but still related to <strong>the</strong> one <strong>of</strong><br />
clients. The following chart will represent <strong>the</strong> conditions contracted with <strong>the</strong> BU2 supplier:<br />
Table n°22: Simulated purchases merchandises for BU2 and <strong>the</strong> financial Gain <strong>of</strong> supplier’s payment<br />
Similar conditions <strong>of</strong> <strong>the</strong> clients but different in terms <strong>of</strong> date and period. The criteria <strong>of</strong> <strong>the</strong>se condition are based<br />
on being in earlier date than <strong>the</strong> one contracted with clients, <strong>the</strong> fact that <strong>the</strong> company should have liquidity before<br />
<strong>the</strong> deadlines <strong>of</strong> paying <strong>the</strong> suppliers. Therefore <strong>the</strong> contracted conditions were like following:<br />
a. Amount T.T.C.:<br />
These amounts are generally fixed a month before selling to clients, and so that <strong>the</strong> company could have <strong>the</strong><br />
merchandise a month before <strong>the</strong> day f selling it.<br />
b. Supplier modalities:<br />
The basis <strong>of</strong> restructuring <strong>the</strong> data inside this angle <strong>of</strong> <strong>the</strong> operation is so that <strong>the</strong> company could have liquidity<br />
reserved in <strong>the</strong> <strong>cash</strong>-treasury <strong>of</strong> <strong>the</strong> company.<br />
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