Financial Statements Part One

jroero

fin375_r3_wk3_cashconversioncycle.docx

Home >Business & Finance homework help >Management homework help >Financial Statements Part One

Title

ABC/123 Version X

Cash Conversion Cycle

FIN/375 Version 3

University of Phoenix Material

Cash Conversion Cycle

The HDL, Inc. balance sheet and income statement for the year ending 20xx are as follows:

Balance Sheet

(In millions of Dollars)

ASSETS

Cash $6.0

Accounts Receivable 14.0

Average Inventory 12.0

Fixed Assets, net 40.0

--------

TOTAL ASSETS $72.0

=====

LIABILITIES AND EQUITY

Accounts Payable $10.0

Salaries and Benefits Payable 2.0

Other current Liabilities 10.0

Long-term debt 12.0

Equity 38.0

--------

TOTAL EQUITY $72.0

=====

Income Statement

(In millions of Dollars)

Net Sales $100.0

Cost of Sales 60.0

Selling and admin. Expenses 20.0

Other Expenses 15.0

--------

EARNINGS AFTER TAXES $5.0

=====

Part 1 of 2:

A. determine the length of the inventory conversion period.

B. determine the length of the receivables conversion period.

C. determine the length of the operating cycle.

D. determine the length of the payables deferral period.

E. determine the length of the cash conversion cycle.

F. what is the meaning of the number that you calculated in part E?

Formulas:

Inventory Conversion Period (ICP)	Average Inventory
	-------------------------
	Cost of Sales/365

Receivables Conversion Period (RCP)	Accounts Receivable
	-------------------------
	Net Sales/365
Operating Cycle (OC)	ICP + RCP


Payables Deferral Period (PDP)	Accounts Payable + Salaries & Benefits
	-------------------------------------------------------
	Cost of Sales + Selling and admin. Expenses/365

Cash Conversion Cycle	OC - PDP

Cash conversion cycle exercise -- part 2 of 2 (Show your work in the Excel template):

You have made some calculations on the cash conversion cycle -- so you are a little comfortable with that process. Now, let’s say that you are in upper management, and you want to "tighten your ship" a little to increase your cash flow just on current operations. You ask for the following, reasonable goals:

1) A 10% decrease in average inventory.

2) A 10% decrease in accounts receivable.

3) A 10% increase in accounts payable.

While these adjustments are small and reasonable, redo your calculations and see just how much of a difference these small adjustments can make on the total cash conversion cycle.