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.
F I G U R E N ° 8 : E E S T I M AT E D I N F LO W S O F T R E A S U RY 2 0 1 5 0,25 0,2 0,15 0,1 0,05 0 -0,05 -0,1 B - KNOWLEDGE OF THE STRUCTURE OF CASH RECEIPTS AND DISBURSEMENTS. The development of the Treasury curve is based on intimate knowledge of cash receipts and disbursements of the company structure. 1-THE STRUCTURE OF RECEIPTS OF THE FIRM. Knowledge of the structure of cash provides us with a first series of causes of variations in the cash balance. A relatively simple technique derived from processes Markov and applied inside the company, 'analysis by age of the receivables', significantly improves the quality of projected cash. At one point is conceded a certain percentage of receivables arising from past sales. For example, examination of the source of the receipts recorded during the last five periods allows us to draw the following table: To reserve the confidentiality of the firm, these are approximately the numbers achieved by the company in similar periods PERIOD TO WHICH THE SALES GIVING RISE TO PAYMENT, OCCURRED Table n°13: Structure of receipts of the firm PERIOD DURING WHICH THE PAYMENT OCCURS 1 2 3 4 5 1 30 39 25 20 10 2 - 27 40 25 20 3 - - 30 35 23 4 - - - 23 37 5 - - - - 30 In each box figure the percentage of the turnover achieved in the period i (line number) and cashed in the period j (column number). Thus the receipts for the period 5 come from: 10% of the Turnover at the first period 20% of the Turnover in the second period; 23% of the Turnover in the third period; 37% of the Turnover in the fourth period; Page 92 of 124
30% of the Turnover in the fifth period. Using a mass of large enough information collected from the historical events of the firm, it becomes possible: First, to determine the average percentage of the turnover of a period i, cashed a period j; Then project this outcome in the future considering that these percentages represent validly probable share of the turnover of a period coming k that will be earned during each of the periods that follow k. Thus was able to establish that, on average, receipts consequential to the turnover of a period n are spread as follows: And so at this same time, we get to know the average of Turnover that the company achieve each period. 2 - THE STRUCTURE OF THE DISBURSEMENT OF THE IWACO. Fixed charges generally pose no particular problem of prediction: they are known with certainty. Variable costs, on the contrary, are difficult to assess. However using the statistical technique of "correlation", a significant improvement in the prediction of disbursements is possible. By definition the varying loads depend on the level of activity of the firm. There is thus a connection between variable costs and turnover of the same period than the correlation allows to quantify. Graphic representation of the phenomenon occurs very classically on a system of perpendicular axes, relating to any category of expenditure considered, observed monthly, and on the other the turnover, also monthly, corresponding. If the various points are grouped around a line, called 'straight regression', there is a correlation between the two variables and this correlation is linear. The highlight of a close relationship between two variables to express one of these variables depending on the other. Accordingly, if one knows the evolution of one it can foresee the evolution of the other. Gold turnover level forecasts prove to be accurate enough in the short term. Thus, it becomes possible to estimate expenditure from the forecast turnover when a significant relationship could be established. If this calculation is always possible, some remarks are however required. First such an analysis requires the collection of important statistical series; that does not generally raise problems. Then, it should be noted that it is essential to revise periodically used coefficients which lose their meaning over time. Finally, a thorough study of the operating cycle must assess the temporal shifts, if they exist, between variables, in order to identify the closest possible. The study of the structure of the inputs and outputs of funds is still insufficient to allow the Treasurer Forecast curve of cash value date. Both in what concerns income than expenses there are independent uncertainties in the Organization of the company, its activity and its conditions of Bank. These uncertainties are related to the behavior of customers, suppliers and in General of third parties. However, using classical statistical methods can significantly reduce the uncertainties that exist in this area. C - THE REDUCTION OF UNCERTAINTY IN CERTAIN MOVEMENTS OF FUNDS. The most often encountered uncertainties concern the date of realization of the movement. Thus there is mainly following hesitation: On the side of revenues, the company knows the total amount of invoices giving rise to a cash payment but does not necessarily know the dates to which customers are actually going to pay. In the same way it ignores always or almost dates which will return the treaties sent to acceptance or promissory notes issued by clients. On the side of spending, it's the cashing of the check by creditors which is random. A cheque issued today is hosted by its beneficiary in x days. Page 93 of 124
- Page 41 and 42: This opposition led to the establis
- Page 43 and 44: It will similarly be to calculate t
- Page 45 and 46: However, this document synthesizes
- Page 47 and 48: The cash has then for each day (or
- Page 49 and 50: (b) SHORT-TERM DATA: Beyond the ver
- Page 51 and 52: These three presentations are well
- Page 53 and 54: Manage cash consists, in the tradit
- Page 55 and 56: Anyway many authors have developed
- Page 57 and 58: Either they consist on interest or
- Page 59 and 60: (a) Economies of scale in the deten
- Page 61 and 62: Type of Risk Analyze the Risk Evalu
- Page 63 and 64: They may have originated an investm
- Page 65 and 66: I. PRESENTATION OF THE ANALYSIS MOD
- Page 67 and 68: II. DATA COLLECTION TOOLS For what
- Page 69 and 70: Part II: The Practice of the Cash-
- Page 71 and 72: Page 71 of 124
- Page 73 and 74: 8. Development: Currently, this dep
- Page 75 and 76: B. Dynamical competition While the
- Page 77 and 78: 1.2 - The existence and the importa
- Page 79 and 80: December - 2014 0,00 DH 1 599 918,6
- Page 81 and 82: (a) Four sources of costs can be id
- Page 83 and 84: 20 000 000,00 DH Figure n°5: INFLO
- Page 85 and 86: Therefore; when the company realize
- Page 87 and 88: implementing rules are poorly known
- Page 89 and 90: Regardless of the method chosen, it
- Page 91: date, but whose amount is known (e.
- Page 95 and 96: OVERDRAFT’S COSTS = [33.000.000 D
- Page 97 and 98: 3 ° - The Customer-Loan Control Co
- Page 99 and 100: Profitability is the guarantee of t
- Page 101 and 102: (b) The Positive Effect. Swelling o
- Page 103 and 104: 2.2 - The influence of investment o
- Page 105 and 106: There are thus two sets of 12 month
- Page 107 and 108: S = The starting stock (possibly) +
- Page 109 and 110: This chart is reserved to make clea
- Page 111 and 112: operation wasn’t beneficial enoug
- Page 113 and 114: 50% is paid to the supplier 14 days
- Page 115 and 116: Figure n°18: Daly Balance of IWACO
- Page 117 and 118: Regarding the previous chapters, an
- Page 119 and 120: THE CONCLUSION Page 119 of 124
- Page 121 and 122: Investment and its financing, Trai
- Page 123 and 124: BOOKS: http://tel.archives-ouverte
F I G U R E N ° 8 : E E S T I M AT E D I N F LO W S O F T R E A S U RY 2 0 1 5<br />
0,25<br />
0,2<br />
0,15<br />
0,1<br />
0,05<br />
0<br />
-0,05<br />
-0,1<br />
B - KNOWLEDGE OF THE STRUCTURE OF CASH RECEIPTS AND DISBURSEMENTS.<br />
The development <strong>of</strong> <strong>the</strong> Treasury curve is based on intimate knowledge <strong>of</strong> <strong>cash</strong> receipts and disbursements <strong>of</strong> <strong>the</strong><br />
company structure.<br />
1-THE STRUCTURE OF RECEIPTS OF THE FIRM.<br />
Knowledge <strong>of</strong> <strong>the</strong> structure <strong>of</strong> <strong>cash</strong> provides us with a first series <strong>of</strong> causes <strong>of</strong> variations in <strong>the</strong> <strong>cash</strong> balance.<br />
A relatively simple technique derived from processes Markov and applied inside <strong>the</strong> company, 'analysis by age <strong>of</strong> <strong>the</strong><br />
receivables', significantly improves <strong>the</strong> quality <strong>of</strong> projected <strong>cash</strong>. At one point is conceded a certain percentage <strong>of</strong><br />
receivables arising from past sales. For example, examination <strong>of</strong> <strong>the</strong> source <strong>of</strong> <strong>the</strong> receipts recorded during <strong>the</strong> last<br />
five periods allows us to draw <strong>the</strong> following table: To reserve <strong>the</strong> confidentiality <strong>of</strong> <strong>the</strong> firm, <strong>the</strong>se are approximately<br />
<strong>the</strong> numbers achieved by <strong>the</strong> company in similar periods<br />
PERIOD TO WHICH THE SALES GIVING RISE TO<br />
PAYMENT, OCCURRED<br />
Table n°13: Structure <strong>of</strong> receipts <strong>of</strong> <strong>the</strong> firm<br />
PERIOD DURING WHICH THE PAYMENT OCCURS<br />
1 2 3 4 5<br />
1 30 39 25 20 10<br />
2 - 27 40 25 20<br />
3 - - 30 35 23<br />
4 - - - 23 37<br />
5 - - - - 30<br />
In each box figure <strong>the</strong> percentage <strong>of</strong> <strong>the</strong> turnover achieved in <strong>the</strong> period i (line number) and <strong>cash</strong>ed in <strong>the</strong> period j<br />
(column number). Thus <strong>the</strong> receipts for <strong>the</strong> period 5 come from:<br />
<br />
<br />
<br />
<br />
10% <strong>of</strong> <strong>the</strong> Turnover at <strong>the</strong> first period<br />
20% <strong>of</strong> <strong>the</strong> Turnover in <strong>the</strong> second period;<br />
23% <strong>of</strong> <strong>the</strong> Turnover in <strong>the</strong> third period;<br />
37% <strong>of</strong> <strong>the</strong> Turnover in <strong>the</strong> fourth period;<br />
Page 92 <strong>of</strong> 124