现金流对营运资本管理的影响和资金投资【外文翻译】
现金流与营运资本管理
现金流与营运资本管理一、引言现金流是企业生存与发展的重要基础,它关系到企业的偿债能力、运营能力和发展能力。
而营运资本管理是企业将资金流转转化为现金流的过程,它涉及到企业的资金筹集、运用和回笼三个方面。
本文将结合实际案例,探讨现金流与营运资本管理的重要性和相关策略。
二、现金流的重要性1. 现金流的定义与作用现金流是指企业在一定时间段内产生的现金收入与现金支出的差额,它是企业经营活动的核心指标。
现金流的作用有三个方面:现金流是企业偿债能力的重要指标,它直接影响企业的债务偿还能力和信用评级;现金流是企业经营能力的重要指标,它衡量了企业销售收入的稳定性和盈利能力;现金流对企业的发展能力也有直接影响,它决定了企业能否进行投资和扩张。
2. 现金流管理的挑战现金流管理是企业经营中的重要任务,但也面临着一些挑战。
市场需求的不确定性会影响企业的现金流预测和计划。
供应链和销售渠道的延迟或中断会导致现金流的不稳定。
企业自身的经营管理水平和盈利能力也会影响现金流的稳定性和规模。
企业需要采取有效的策略和措施来应对这些挑战。
三、营运资本管理的原则与策略营运资本管理是指企业对流动资金的筹集、运用和回笼的管理。
它的核心原则是平衡收入和支出,合理安排资金流转,确保现金流的稳定和充足。
具体来说,营运资本管理的原则有:减少存货和应收账款周转时间,增加应付账款的延期付款时间,加强现金预算和流动性管理,提高资金利用效率。
为了实现营运资本管理的原则,企业可以采取以下策略:加强供应链管理,优化采购和生产过程,减少存货周转时间;改善销售和收款管理,加强对客户信用的评估和控制,提高应收账款的收回率;优化资金运作策略,通过合理的财务调度和资金协调,提高资金周转速度;加强预算与控制,制定合理的现金预算,并及时进行监控和调整。
四、实例分析以某工程机械制造企业为例,该企业面临存货周转时间长、应收账款回收周期长等问题,导致现金流紧张。
为了改善这一情况,企业采取了以下措施:完善供应链管理,降低存货采购成本和库存规模;加强销售管理,提高销售收款的速度和效率;优化资金运作,加强对应付账款的管理和控制,延长付款周期;制定合理的现金预算和流动性管理策略,及时调整和控制资金使用。
现金流量与营运资本管理PPT课件
随着市场环境和企业战略的变化,现金流量与营运资本管理需要进行动 态调整,以适应新的挑战和机遇。
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现金流量与营运资本管理的策略与实 践
提高现金流效率的策略
制定合理的收款政策
及时回收应收账款,确保现金 流的稳定。
优化库存管理
通过合理控制库存,降低库存 成本,提高现金流的流动性。
有效控制成本
营运资本管理
应收账款管理
信用政策制定
根据企业的销售策略和市场环境, 制定合理的信用政策,包括信用 期限、折扣政策和信用标准等。
应收账款监控
建立应收账款的监控机制,定期 对应收账款进行账龄分析和风险 评估,确保及时发现并处理逾期
账款。
收款措施
采取有效的收款措施,包括定期 与客户对账、发送催款通知、委 托第三方催收等,以降低坏账风
投资收益管理
合理配置投资组合,提高 投资收益。
现金流出管理
采购付款管理
与供应商建立长期合作关 系,争取延期付款和折扣 优惠。
工资支付管理
制定合理的工资制度和福 利政策,确保按时足额支 付工资。
其他费用支出管理
严格控制其他费用支出, 降低不必要的浪费。
现金流预测与计划
历史现金流分析
分析过去现金流数据,了解现金 流变化趋势和规律。
现金流对营运资本的影响
现金流充足
现金流充足的企业能够更好地应对市场变化和突发事件,有更多的灵活性和机 会进行业务扩张、市场营销等。
现金流短缺
现金流短缺可能导致企业无法按时支付供应商、员工和税款,影响企业的信誉 和运营稳定性。
营运资本对现金流的影响
营运资本管理效率
有效的营运资本管理能够降低企业的流动资金需求,提高资金使用效率,从而释 放更多的现金流用于其他投资或偿还债务。
现金流与营运资本管理
现金流与营运资本管理现金流与营运资本管理是企业财务管理中至关重要的环节。
现金流是企业活动的生命线,良好的现金流管理可以保障企业的运转和发展。
营运资本管理则关系到企业的资金运作和偿债能力。
本文将从现金流和营运资本两个方面进行探讨,分析它们的重要性以及如何进行有效管理。
一、现金流管理1. 现金流的概念现金流是指企业在一定时期内产生的现金收入和支出的总和。
良好的现金流管理能够保障企业的偿债能力和发展潜力。
现金流主要包括经营活动现金流、投资活动现金流和筹资活动现金流三个方面。
2. 现金流管理的重要性良好的现金流管理对企业意义重大。
良好的现金流管理可以保障企业的日常经营活动。
现金流短缺会导致企业无法按时支付员工工资、供应商款项等,造成企业的经营活动受阻。
良好的现金流管理可以提升企业的偿债能力。
企业如果长期处于现金流紧张状态,会导致企业无法按时偿还债务,影响企业的信用记录。
良好的现金流管理可以为企业的发展提供足够的资金支持。
现金流充足可以为企业的技术创新、市场扩张等提供资金保障。
良好的现金流管理需要企业采取一系列的方法和措施。
企业应加强资金预算管理,合理安排企业各项费用支出,确保企业有足够的现金流。
企业应加强应收账款和存货的管理,尽量缩短资金周转周期,释放资金。
企业应合理安排投资活动和筹资活动,确保企业的投资和融资行为符合企业的经营发展需求。
企业应建立严格的财务预警机制,及时发现并解决现金流紧张的问题。
营运资本是企业运营活动中所需的资金,包括应收账款、存货、应付账款等。
营运资本的管理涉及到企业的资金运作和偿债能力。
良好的营运资本管理对企业的偿债能力和盈利能力具有重要影响。
良好的营运资本管理可以提高企业的资金利用效率,降低企业的财务风险。
良好的营运资本管理可以提升企业的偿债能力。
合理管理应收账款和存货可以确保企业具有足够的流动资金,从而保障企业的偿债能力。
良好的营运资本管理可以提高企业的盈利能力。
合理管理营运资本可以降低企业的成本支出,提高企业的盈利水平。
现金流量管理对企业管理的影响
现金流量管理对企业管理的影响现金流量是企业经营活动中最重要的资金指标之一,对于企业的健康发展和可持续经营至关重要。
现金流量管理是指企业通过科学有效地管理和控制现金流量,以确保企业能够正常运营并及时足额地履行债务和支付各项费用。
现金流量管理不仅对企业的日常经营决策和战略规划产生影响,还能提高企业的融资能力、降低财务风险、增强盈利能力和提升企业价值。
本文将从以上几个方面论述现金流量管理对企业管理的影响。
一、现金流量管理对日常经营决策的影响1. 经营活动的资金需求分析:企业经营活动需要足够的现金来购买原材料、支付工资和其他费用。
通过合理分析和预测现金流量情况,企业可以更好地制定采购计划、生产计划和人员安排,避免出现资金断裂的情况,保持正常运营。
2. 项目投资决策的支持:现金流量管理可以帮助企业评估项目的金融可行性。
通过计算项目的现金流入和现金流出,企业可以判断项目是否能够盈利,从而决定是否进行投资。
同时,对现金流量进行监控和管理,能够及时发现项目运营中的风险和问题,避免项目亏损。
3. 资金计划和预算编制:企业通过现金流量管理可以制定合理的资金计划和预算。
根据现金流量的动态变化,企业可以调整资金的使用和分配,合理安排资金的进出,避免出现“资金闲置”或“资金短缺”的问题,提高资金使用效率。
二、现金流量管理对战略规划的影响1. 融资能力的提升:现金流量管理可以帮助企业提升融资能力,降低融资成本。
良好的现金流量管理能够证明企业有足够的现金流入和偿债能力,有助于吸引投资者和金融机构的资金支持。
同时,企业可以通过优化现金流量使用,减少外部融资需求,降低融资风险。
2. 财务风险的降低:现金流量管理可以有效降低企业的财务风险。
通过合理管理现金流入和流出,企业能够避免出现偿债困难、逾期还款和支付延误等风险,保证企业的财务稳定和信誉良好,降低财务风险,增强市场竞争力。
3. 盈利能力的增强:现金流量管理可以提升企业的盈利能力。
现金流与营运资本管理
现金流与营运资本管理
现金流与营运资本管理是企业日常经营活动中非常重要的两个方面。
现金流是企业运营中的现金流入和流出的总和,是企业经营活动的重要指标之一。
营运资本则是指企业未支付的成本和未收取的收入之和,它是企业运营的资本投入和回报的具体体现。
现金流与营运资本管理对企业的经营和发展有着重要的影响,下面将从以下几个方面进行详细介绍。
现金流与营运资本管理对企业的融资和偿还能力有着直接的影响。
现金流的稳定与否决定了企业是否具备偿还债务的能力,而营运资本的管理则直接影响了企业的融资能力。
如果现金流不稳定或者营运资本不足,企业很难获得持续的融资支持或者偿还债务,这将导致企业的经营困难甚至倒闭。
现金流与营运资本管理对企业的经营风险和经营效率有着重要的影响。
现金流的管理能力直接影响了企业的资金运作效率,如果企业现金流过低或者现金流周期过长,将会导致企业融资成本的上升、经营活动的受限以及经营风险的增加。
营运资本的管理能力也直接决定了企业的经营效率,合理的管理能够降低资金占用成本,提高使用效率,从而实现对企业经营活动的有效控制。
现金流与营运资本管理对企业的经营和发展具有重要的影响。
通过科学合理的管理,可以降低企业的经营风险,提高资金利用效率,增强企业的盈利能力和竞争力。
企业管理者应该高度重视现金流与营运资本的管理,制定有效的管理策略和措施,确保企业的健康发展。
现金流对营运资本管理的影响和资金投资【外文翻译】复习进程
外文翻译原文The Cash Flow Implications of Managing Working Capital and Capital Investment Material Source: Journal of Business & Economic StudiesAuthor: Russell P. BoisjolyINTRODUCTIONIn recent years major corporations have discovered that there are important cash flow streams available to them if they aggressively manage their working capital accounts (accounts receivable, inventory, accounts payable, and advance payments).While some have argued that cash flows generated through working capital management (improving inventory turnover, aggressive accounts receivable collection policies or supplier management programs, lengthening accounts payable payment periods, etc.) are transitory and, therefore, are not indicative of a fundamental improvement in the internal value creation process (business model), there is limited empirical evidence on whether these practices (a) have changed the underlying probability distributions of the related financial ratios, (b) persisted over several years rather than just 2 or 3 years as implied by Mulford and Ely who purport that changes are transitory or temporary, (c) whether these changes in working capital management policies have impacted market values positively (or negatively) or (d) whether we understand the model for cash flows through the firm adequately to properly conduct empirical tests or forecast cash flows. In addition to managerial policies, one should probably consider changes in technology and changes in the financial environment. Typical DSO or ACP ratios have been radically lowered for most merchandisers by the nearly universal outsourcing of the credit function to credit card companies. Also, the decline of short-term interest rates most certainly affected WC policies during the period in question, making firms less willing to hold cash, and perhaps more willing to increase short-term liabilities.This issue is important to examine not only to determine if changes in management practices have impacted cash flow and value creation, but also to investigate whether ratio norms may have changed and shifted the benchmarks for comparisons between firms. Furthermore, these benchmarks are derived from themeasures of central tendency, but the appropriate use of these benchmarks may be influenced (or biased) by the third (skewness) and fourth (kurtosis) moments of the ratio distributions or industry effects or financial condition. If the bias exists and if the skewness is significant, then the appropriate benchmarks may deviate significantly from the mean, median, or mode. In the past, some researchers excluded “outliers,” e.g., introduced by skewness, from their studies because they were responsible for departures from normality, or they made square root or logarithmic transformations to the data to reestablish or more nearly approach normality. These adjustments theoretically would leave the “benchmarks” unaltered. But, there is substantial evidence the distributions of financial ratios exhibit positive skewness.Previous studies show that distributions of financial ratios exhibit positive skewness and departures from normality. However there have been no attempts to explain the source of the skewness. If management has engaged in practices that should attenuate mean deviations, skewness, or kurtosis, then there may be evidence of this that can be discovered by following firms over time. If distributions have shifted (mean, variance, skewness, and/or kurtosis), then a longitudinal investigation may lead to the establishment of new benchmarks or a new benchmark measurement process, as well as examine the impact on stock price performance.Also, if evidence exists for ratio distribution shifts, then there is cause to reexamine the value creation process and the causality of cash flow generation to value creation. Therefore,the starting point is this longitudinal study of an original sample of 50 firms to determine if distributions have shifted due to changes in working capital management and corporate reinvestment policies.HYPOTHESIS FORMULATIONThis study will look at the distributional properties of several financial ratios tied to the working capital management and capital investment processes of the firm. We will investigate whether there is evidence to support the acceptance of the hypotheses that corporations, especially the largest firms, have become more vigorous in managing their working capital processes or capital investment practices to generate significant improvements in cash flow. Specifically, corporations may have improved the management of accounts receivable, inventory, accounts payable, and advance payments to such an extent that distributions of the related financial ratios have shifted significantly. The distributions also may be more skewed as a result of these changes in corporate policy to accelerate customer payments orextend the period taken to pay suppliers. In addition, corporations may have reduced their reinvestment in the firm as a result of productivity improvements that have been achieved over the last 15 years. The reduction in capital investment may have improved the cash flow position of the firms that experienced significant productivity improvements.Hypothesis 1: There has been a significant improvement in the management of accounts receivable that has led to a significant improvement in the accounts receivable turnover during the period 1990 to 2004.Hypothesis 1a: The distribution of the accounts receivable turnover ratio has become more positively skewed over the 1990-2004 time period.Hypothesis 2: There has been a significant improvement in the management of inventory that has led to a significant improvement in the inventory turnover during the period 1990 to 2004.Hypothesis 2a: The distribution of the inventory turnover ratio has become more positively skewed over the 1990-2004 time period.Hypothesis 3: There has been a significant improvement in the management of accounts payable that has led to a significant decrease in the accounts payable turnover during the period 1990 to 2004.Hypothesis 3a: The distribution of the accounts payable turnover ratio has become more negatively skewed over the 1990-2004 time period.Hypothesis 4: There has been a significant improvement in the management of working capital that has led to a significant improvement in the working capital per share during the period 1990 to 2004.Hypothesis 4a: The distribution of the working capital per share ratio has become more positively skewed over the 1990-2004 time periodHypothesis 5: There has been a significant improvement in the management of working capital that has led to a significant improvement in the cash flow per share during the period 1990 to 2004.Hypothesis 5a: The distribution of the cash flow per share ratio has become more positively skewed over the 1990-2004 time period.Hypothesis 6: There has been a significant improvement in the management of capital expenditures that has led to a significant reduction in the investment ratio during the period 1990 to 2004.Hypothesis 6a: The distribution of the investment ratio has become less positively skewed over the 1990-2004 time period.METHODOLOGYThe empirical tests of these hypotheses were conducted on an original sample of 50 selected at random from the 2005 Fortune 500. We excluded banking institutions and firms from the oil and gas industries since they have unique characteristics and two firms selected at random were eliminated from consideration because they were in bankruptcy. The final viable sample was 48 spread across industries and then Delphi declared bankruptcy during the analysis period. Data were collected from Compustat for the years 1990-2004. After calculating the ratios some firms were eliminated from consideration for individual ratios because they did not have enough data points; because they were acquired or were formed through acquisition during the study period; because they went bankrupt during the study period; or they did not report the data categories needed to calculate a specific ratio during an extended period of time during the study time frame. This sample consisted of non-bank institutions across a variety of industries.The purpose of this study is to determine whether any evidence exists to support the hypotheses stated above. And, if any of the hypotheses are confirmed, this would be one of the first studies to attribute empirical results for financial ratios to changes in management practices over time.EMPIRICAL RESULTSThe data were analyzed and summary statistics were calculated for the sample firms.It reports the means of five financial ratios of interest: accounts receivable turnover, inventory turnover, accounts payable turnover, working capital per share, and cash flow per share. As expected, account receivable turnover and inventory turnover increase monotonically over the 15 year time period. Corporations have focused on improving these measures using a variety of managerial techniques. In managing accounts receivable corporations have utilized techniques such as employing more vigorous collection procedures, offering more generous cash discounts to early payers, paying early and taking discounts even when discounts are not offered, factoring receivables, improving product quality to reduce disputed receivables which tend not to be paid while the dispute remains unresolved, etc. In managing inventory firms have utilized just-in-time procedures with suppliers to reduce storage while awaiting production; make-to-order procedures to reduce work-in-process inventory, lean manufacturing initiatives to reduce the order-to-ship cycle time, quality programs that emphasize design for manufacture to reduce the number of parts, supplier rationalization to reduce the number of suppliers whichreduces the number of different parts, etc. The numbers reported by writer verify that these corporate initiatives and programs seem to be working and improving results.译文现金流对营运资本管理的影响和资金投资资料来源: 商业杂志和经济研究作者:Russell P. Boisjoly相关介绍近年来很多大型企业发现,如果他们能积极地管理其营运资金帐户(应收账款,存货,应付帐款,以及预付款),就能拥有大量的现金流。
营运资金管理外文文献翻译
文献出处:Enqvist, Julius, Michael Graham, and Jussi Nikkinen. "The impact of working capital management on firm profitability in different business cycles: evidence from Finland." Research in International Business and Finance 32 (2014): 36-49.原文The impact of working capital management on firm profitability in different business cycles: Evidence from Finland1. IntroductionThis paper investigates the effect of the business cycle on the link between working capital, the difference between current assets and current liabilities, and corporate performance. Efficient working capital management is recognized as an important aspect of financial management practices in all organizational forms. In acknowledgement of this importance, the CFO Magazine publishes an annual study of corporate working capital management performance in many countries. The extensive literature indicates that it impacts directly on corporate liquidity ( Kim et al., 1998 and Opler et al., 1999), profitability (e.g., Shin and Soenen, 1998, Deloof, 2003, Lazaridis and Tryfonidis, 2006 and Ukaegbu, 2014), and solvency (e.g.,Berryman, 1983 and Peel and Wilson, 1994).It is reasonable to assume that economy-wide fluctuations exogenous to the operations of the firm play an important role in the demand for firms’ products and any financing decision. Korajczyk and Levy (2003), for instance, suggest that firms time debt issuance based on economic conditions. Also, given that retained earnings are a significant component of working capital, business cycles can be said to affect all enterprises financing source through its effect on economic growth and sales. For example, when company sales weaken it engenders earning declines, thereby, affecting an important source of working capital. The recent global economic downturn with crimping consumer demand is an excellent example of this. The crisis,characterized by plummeting sales, put a squeeze on corporate revenues and profit margins, and subsequently, working capital requirements. This has brought renewed focus on working capital management at companies all over the world.The literature on working capital, however, only includes a handful of studies examining the impact of the business cycle on working capital. An early study by Merville and Tavis (1973) examined the relationship between firm working capital policies and business cycle. More recent studies have investigated the degree to which firms’ reliance on bank borrowing to finance working capital is cyclical (Einarsson and Marquis, 2001), the significance of firms’ external dependence for financing needs on the link between industry growth and business the cycle in the short term (Braun and Larrain, 2005), and the influence of business indicators on the determinants of working capital management (Chiou et al., 2006). These studies have independently linked working capital to corporate profitability and the business cycle. No study, to the best of our knowledge, has examined the simultaneous working capital–profitability and business cycle effects. There is therefore a substantial gap in the literature which this paper seeks to fill. Firms may have an optimal level of working capital that maximizes their value. However, optimal levels may change to reflect business conditions. Consequently, we contribute to the literature by re-examining the relationship between working capital management and corporate profitability by investigating the role business cycle plays in this relationship.We investigate this important relationship using a sample of firms listed on the Helsinki Stock Exchange and an extended study period of 18 years, between 1990 and 2008. Finnish firms tend to react strongly to changes in the business cycle, a characteristic that can be observed from the volatility of the Nasdaq OMX Helsinki stock index. The index usually declines quickly in poor economic states, but also makes fast recoveries. Finland, therefore, presents an excellent representative example of how the working capital–profitability relationship may change in different economic states. The choice of Finland is also significant as it also offers a representative Nordic perspective of this important working capital–profitability relationship. Hitherto no academic study has examined the workingcapital–profitability relationship in the Nordic region, to the best of our knowledge. Surveys on working capital management in the Nordic region carried out by Danske Bank and Ernst & Young in 2009 show, however, that many companies rated their working capital management performance as average, with a growing focus on optimizing working capital in the future. The surveys are, however, silent on how this average performance affected profitability. This gives further impetus for our study.Our results point to a number of interesting findings. First, we find that firms can enhance their profitability by increasing working capital efficiency. This is a significant result because many Nordic firms find it hard to turn good policy intentions on working capital management into reality (Ernst and Young, 2009). Economically, firms may gain by paying increasing attention to efficient working capital practices. Our empirical finding, therefore, should motivate firms to implement new work processes as a matter of necessity. We also found that working capital management is relatively more important in low economic states than in the economic boom state, implying working capital management should be included in firms’ financial planning. This finding corroborates evidence from the survey results in the Nordic region. Specifically, the survey results by Ernst and Young (2009) indicate that the largest potential for improvement in working capital could be found within the optimization of internal processes. This suggests that this area is not prioritized in times of business growth which is typical of the general economic expansion periods and is exposed in economic downturns.The remainder of this paper is organized as follows: Section 2 presents a brief review of the literature presents the hypotheses for empirical testing. Sections 3 and 4 discuss data and models to be estimated. The empirical results are presented in Section 5 and Section 6 concludes.2. Related literature and hypotheses2.1. Literature reviewMany firms have invested significant amounts in working capital and a number of studies have examined the determinants of this investment. For example Kim et al. (1998) and Opler et al. (1999), Chiou et al. (2006) and D’Mello et al. (2008) find thatthe availability of external financing is a determinant of liquidity. Thus restricted access to capital markets requires firms to hold larger cash reserves. Other studies show that firms with weaker corporate governance structures hold smaller cash reserves (Harford et al., 2008). Furthermore firms with excess cash holding as well as weak shareholder rights undertake more acquisitions. However there is a higher likelihood of value-decreasing acquisitions (Harford, 1999). Kieschnick and Laplante (2012) provide evidence linking working capital management to shareholder wealth. They find that the incremental dollar invested in net operating capital is less valuable than the incremental dollar held in cash for the average firm. The findings reported in the paper further suggest that the valuation of the incremental dollar invested in net operating working is significantly influenced by a firm's future sales expectations, its debt load, its financial constraints, and its bankruptcy risk. Further the value of the incremental dollar extended in credit to one's customers has a greater effect on shareholder wealth than the incremental dollar invested in inventories for the average firm. Taken together the results indicate the significance of working capital management to the firm's residual claimants, and how financing impacts these effects.A thin thread of the literature links business cycles to working capital. In a theoretical model, Merville and Tavis (1973) posit that investment and financing decisions relating to working capital should be made in chorus as components of each impact on the optimal policies of the others. The optimal working capital policy of the firm is, therefore, made within a systems context, components of which are related spatially over time in a chance-constrained format. Uncertainty in the wider business environment directly affects the system. For example, short run demand fluctuations disrupt anticipated incoming cash flows, and the collection of receivables faces increased uncertainty. The model provides a structure enabling corporate managers to solve complex inventory and credit policies for short term financial planning.In an empirical study, Einarsson and Marquis (2001) find that the degree to which companies rely on bank financing to cover their working capital requirements in the U.S. is countercyclical; it increases as the state of the economy weakens. Furthermore, Braun and Larrain (2005) find that high working capital requirementsar e a key determinant of a business’ dependence on external financing. They show that firms that are highly dependent on external financing are more affected by recessions, and should take more precautions in preparing for declines in the economic environment, including ensuring a secure level of working capital reserves during times of crisis. Additionally, Chiou et al. (2006) recognize the importance of the state of the economy and includes business indicators in their study of working capital determinants. They find a positive relationship between business indicator and working capital requirements.The relationship between profitability and working capital management in various markets has also attracted intense interest. In a comprehensive study, Shin and Soenen (1998) document a strong inverse relationship between working capital efficiency and profitability across U.S. industries. This inverse relationship is supported by Deloof (2003), Lazaridis and Tryfonidis (2006), and Garcia-Teruel and Martinez-Solano (2007)for Belgian non-financial firms, Greek listed firms, and Spanish small and medium size enterprises (SME), respectively. There are, however, significant divergences in the results relating to the effect of the various components of working capital on profitability. For example, whereas Deloof (2003) find a negative and statistically significant relationship between account payable and profitability, Garcia-Teruel and Martinez-Solano (2007) find no such measurable influences in a sample of Spanish SMEs.2.2. Hypotheses developmentThe cash conversion cycle (CCC), a useful and comprehensive measure of working capital management, has been widely used in the literature (see for example Deloof, 2003 and Gill et al., 2010). The CCC, measured in days, is the length of time between a company's expenditure for the procurement of raw materials and the collection of sales of finished goods. We adopt this as our measure of working capital management in this study. Previous studies have established a link between profitability and the CCC in different countries and market segments.Efficient working capital management practices aims to shorten the CCC to optimize to levels that best suites the requirements of the specific company (Hager,1976). A short CCC indicates quick collection of receivables and delays in payments to suppliers. This is associated with profitability given that it improves corporate efficiency in its use of working capital. Deloof (2003), however, posits that low inventory levels, tight trade credit policies and utilizing obtained trade credit as a means of financing can increase risks of inventory stock-outs, decrease sales stimulants and increase accounts payable costs by forgoing given cash discounts. Managers must, therefore, always consider the tradeoff between liquidity and profitability when managing working capital. A faster rise in the cost of higher investment in working capital relative to the benefits of holding more inventories and/or granting trade credit to customers may lead to decrease in corporate profitability. Deloof (2003), Wang (2002), Lazaridis and Tryfonidis (2006), and Gill et al. (2010) all propose a negative relationship between the cash conversion cycle and corporate profitability. Following this, we propose a general hypothesis stating the expected negative relationship between the cash conversion cycle and corporate profitability:6. ConclusionsWorking capital, the difference between current assets and current liabilities, is used to fund a business’ daily operations due to t he time lag between buying raw materials for production and receiving funds from the sale of the final product. With vast amounts invested in working capital, it can be expected that the management of these assets would significantly affect the profitability of a company. Consequently, companies strive to achieve optimize levels of working capital by paying bills as late as possible, turning over inventories quickly, and collecting on account receivables quickly. The optimal level, though, may vary to reflect business conditions. This study examines the role business cycle plays in the working capital-corporate profitability relationship using a sample of Finnish listed companies from years 1990 to 2008.We utilize the cash conversion cycle (CCC), defined as the length of time between a company's expenditure for the procurement of raw materials and the collection of sales of finished goods, as our measure of working capital. We further make use of 2 measures of profitability, return on assets and gross operating income.We document a negative relationship between cash conversion cycle and corporate profitability. Our results also show that companies can achieve higher profitability levels by managing inventories efficiently and lowering accounts receivable collection times. Furthermore shorter account payable cycles enhance corporate profitability. These results, which largely mirror findings from other countries, indicate effective management of firm's total working capital as well as its individual components has a significant effect on corporate profitability levels.Our results also show that economic conditions exhibit measurable influences on the working capital-profitability relationship. The low economic state is generally found to have negative effects on corporate profitability. In particular, we find that the impact of efficient working capital (CCC) on operational profitability increases in economic downturns. We also find that the impact of efficient inventory management and accounts receivables conversion periods, subsets of CCC, on profitability increase in economic downturns.Overall the results indicate that investing in working capital processes and incorporating working capital efficiency into everyday routines is essential for corporate profitability. As a result, firms should include working capital management in their financial planning processes. Additionally, firms generate income and employment. The reduced demand in economic downturns depletes working capital of firms and threatens their stability and, implicitly, their important function as generators of employment and income. National economic policy aimed at boosting cash flows of firms may increase business ability to finance working capital internally, especially during economic down turns.译文营运资金管理对不同商业周期公司盈利能力的影响:证据来自芬兰1.引言本文研究商业周期与营运资本两者之间的联系,流动资产和流动负债之间的区别,以及公司业绩问题。
营运资金管理 中英双语文献
营运资金管理中英双语文献营运资金是企业用于日常运营的资金,包括现金、存货、应收账款等。
良好的营运资金管理可以确保企业正常运转和资金充足,同时还能减少财务风险和成本。
以下是关于营运资金管理的中英双语文献:1. 《营运资金管理的重要性及其对企业运营的影响》(The Importance of Working Capital Management and Its Impact on Business Operations)本文介绍了营运资金管理的概念和重要性,探讨了如何优化营运资金管理以提高企业效率和盈利能力。
2. 《营运资金管理策略的选择与实施》(Selection and Implementation of Working Capital Management Strategies) 该文讨论了不同的营运资金管理策略,并提供了实施这些策略的具体步骤和技巧,以帮助企业实现资金最大化利用。
3. 《营运资金管理与企业绩效》(Working Capital Management and Firm Performance)该研究探讨了营运资金管理与企业绩效之间的关系,并证实了营运资金管理对企业绩效的重要性。
4. 《营运资金管理中的财务风险与控制》(Financial Risk and Control in Working Capital Management)该文描述了营运资金管理中的财务风险,并提出了相应的控制措施,以帮助企业降低财务风险并增强资金管理能力。
5. 《营运资金管理中的现金流预测与控制》(Cash Flow Forecasting and Control in Working Capital Management) 本文介绍了现金流预测在营运资金管理中的重要性,并提供了现金流预测的方法和技巧,以帮助企业更好地管理资金。
以上是关于营运资金管理的中英双语文献,这些文献可以帮助企业了解营运资金管理的重要性和实施方法,提高企业的资金使用效率和管理能力。
现金流与营运资本管理
现金流与营运资本管理现金流是企业生产经营活动中不可或缺的部分,反映的是企业的经济活动中的资金流量。
管理现金流可以帮助企业稳定财务状况,提高盈利能力。
而营运资本管理则是管理企业在日常经营活动中所需的资金。
对于企业而言,现金流非常重要。
管理现金流的关键在于把握企业的现金收入和支出情况,以及时调整经营策略。
现金流管理可以从以下几个方面进行:1. 控制成本,减少支出:企业需要根据市场需求,适当调整产量,减少无形费用的支出,提高利润率。
2. 改善销售结构:企业在销售中要注重结构,有利润的产品更应该充分推广,减少市场上的滞销。
3. 内部控制:建立一套完善的内部控制系统,保证资金从入口到出口的管控,减少在操作层面上的误判和失误。
4. 掌握市场变化:企业要根据市场变化,及时调整生产和销售策略,同时掌握市场情况,避免因操作盲区造成的莫名其妙的损失。
营运资本管理是企业在日常经营活动中所需的资金管理,包括了应收账款、存货、应付账款等流动资产和流动负债。
1. 加强应收账款管理:企业需要建立一个完善的应收账款管理制度,及时追收应收款项,避免因账款滞收而影响到企业的正常运转。
2. 控制存货:存货是企业的主要成本之一,企业要掌握存货的成本和需求情况,根据市场需求及时调整库存量,以达到对流动资产的有效管理。
3. 支付准时、合理:企业需要及时支付应付账款,同时合理安排资金流向,保证资金的流动,降低财务风险。
4. 掌握现金流情况:企业要及时掌握自己的现金流情况,以及时调整自己的经营策略,避免因资金链断裂而影响企业的正常经营。
综合而言,现金流管理和营运资本管理可以相互联动,实现对企业现金流的有效管理,以保证企业的财务稳定和发展。
现金流与营运资本管理
现金流与营运资本管理现金流是企业经营中最重要的财务指标之一,它直接反映了企业的盈利能力和偿债能力。
现金流与营运资本管理密切相关,充分的现金流和有效的营运资本管理是企业长期发展的关键。
本文将从现金流和营运资本管理的概念、重要性和管理方法等方面进行探讨。
一、现金流的概念和重要性现金流是指企业在一定期间内,通过经营活动获得的现金,包括销售商品或提供劳务所获得的现金收入、收到的政府补助和补贴、收到的其他与经营活动有关的现金等。
现金流直接反映了企业的盈利力和经营能力,是企业健康发展的重要保障。
现金流的重要性体现在以下几个方面:1. 现金流直接关系到企业的生存和发展。
企业如果没有足够的现金流,将无法支付员工工资、供应商款项、债务利息等,进而导致企业倒闭。
2. 现金流对企业的投资和融资决策具有重要影响。
只有有足够的现金流,企业才能进行新的投资和扩张,从而实现增长和利润。
3. 现金流管理影响企业的信用和声誉。
企业如果频繁出现现金流紧张的情况,将会影响到供应商和客户对企业的信任和合作意愿。
二、营运资本的概念和管理方法营运资本是企业用以支持日常运营活动的流动资金,包括库存、应收账款和应付账款等。
营运资本管理是指企业合理安排和管理其流动资产和流动负债,以最大程度地满足企业的日常营运需求,保证企业的经营正常和盈利。
1. 库存管理。
企业应合理控制库存水平,避免因过多库存造成资金占用和浪费,并且应根据市场需求和供应情况及时调整库存水平。
2. 应收账款管理。
企业应加强对应收账款的管理,建立健全的应收账款管理程序,确保及时收回应收账款。
3. 应付账款管理。
企业应灵活运用供应商信贷政策,合理延长或缩短应付账款的结算周期,以降低企业的资金占用成本。
4. 现金管理。
企业应根据预算和经营需要,合理安排现金的收付,确保企业有足够的现金流,及时支付需要支付的费用。
现金流和营运资本管理密切相关,它们之间相互影响、相互制约。
良好的营运资本管理能够有效地促进现金流的稳定和增加,而现金流充足则有利于进一步优化营运资本。
现金流与营运资本管理
现金流与营运资本管理现金流与营运资本管理是企业管理中十分重要的一部分,能够对企业的财务状况和经营活动产生深远的影响。
本文将围绕现金流与营运资本管理进行详细探讨。
现金流是企业生存和发展的动力。
现金流主要指的是企业在一定时间内所产生的现金收入与支出的差额。
良好的现金流管理能够确保企业有足够的流动性来应对日常经营活动和应急情况。
现金流也是评价企业健康状况的重要指标之一。
企业如果长期现金流为负,有可能导致企业资金链断裂,甚至引发倒闭。
要有效管理现金流,需要注意以下几个方面。
应制定合理的预算。
通过制定现金流预算,企业能够更好地掌握收入和支出的情况,及时采取措施来保持现金流平稳。
应加强资金往来的管理。
包括催收账款、延迟付款、合理安排资金使用等。
企业还可以通过引入银行等金融机构的贷款来保持现金流的充裕。
应加强现金流的跟踪与分析。
通过对现金流的监控和分析,可以及时发现问题,采取相应的调整措施。
营运资本管理是确保企业能够按时履行债务和保持良好运营的重要手段。
营运资本主要包括流动资产和流动负债,涉及到企业的库存管理、应收账款管理等。
优化营运资本管理可以有效减少企业的流动性风险、提高资金使用效率。
企业不仅要关注自身的资金运作,还要积极与供应商、客户等关系密切的利益相关方进行合作。
营运资本管理的关键在于合理配置企业的流动资金。
企业应合理控制库存。
过高的库存会导致资金占用过多,降低流动性,过低的库存则可能导致供应不足,影响生产正常进行。
企业应加强应收账款管理。
包括准确掌握客户的信用状况,及时催收款项,确保资金的及时回收。
企业还可以通过与供应商签订长期供应合同、采用先付款后供货等方式来优化供应链管理,减少流动资金的占用。
现金流量对企业经营的影响
现金流量对企业经营的影响一、现金流量与资产负债率的关系1.现金流量企业的现金来源主要来自三个方面:企业生产经营、企业投资活动和企业筹资活动,企业投资活动与筹资活动因企业性质不同差异较大,数据获取上难度较大且不具有普适性,不能体现企业的真实经营状况,企业经营活动净现金流量是对企业经营活动的效果最直观的反映,本文在研究中选取的数据主要为经营活动净现金流量。
经营活动净现金流量(OperatingNetCashFlow)主要来自企业销售产品或服务、提供劳务、收到的税费返还或其他现金收入;现金流出主要包含购买商品或接受劳务的支出、支付给职工的薪资及福利支出、支付的税费或其他现金支出,经营活动净现金流量则指经营现金流入与经营现金流出的差额,一般作为短期财务指标进行评估。
在现金流量理论中,还存在一种自由现金流量的综合评估指标,由美国西北大学的拉巴波特和哈佛大学的詹森于20世纪80年代提出,他们指出自由现金流量是企业不必进行再投资以维持当前增长速度的经营现金流量,基于统计核算的前提是企业详尽的信息披露,目前国内资本市场在财务数据披露上存在诸多不足,故本文采用较为直观的财务指标-经营活动净现金流量进行探索研究。
2.资产负债率本文主要选取资产负债率(asset-liabilityratio)指标作为企业综合经营绩效指标,主要侧重于客观取实的原则,比较符合实证研究方法中对于数据和变量的基本要求。
资产负债率(asset-liabilityratio)公司年末的负债总额同资产总额的比率,负债总额包含公司承担的各种负债,包括流动负债和长期负债;资产总额包含公司的各项资产的综合,包含流动资产和长期资产,对于债权人而言,资产负债率指标越低越好,因为资产负债率的高低反映了企业的经营风险的高低,同事企业的综合经营绩效也最终反映在资产负债率上。
根据《证券时报》发布的数据显示,通过wind系统在沪深主板挑选的667家代表向企业中,平均资产负债率46%,制造行业、地产行业资产负债率均高于50%,本文中样本企业的资产负债率数据主要来自公开资本市场的历年财务报表。
现金流量与营运资本管理
FOCUSING ON
FINANCIAL TRAINING
现金流量与营运资本管理
Cash Flow & Working Capital Management
现金管理系列
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● 从一个更高的角度、更新的思路重新认识了资产负债表、现金流量表,对自己的实际工作也提供了很多实用的方法。 ――澳瑞凯(威海)爆破器材有限公司 张女士
现金流量管理的外文文献·
现金流量管理的外文文献·全文共四篇示例,供读者参考第一篇示例:Cash flow management is a critical aspect of financial management in any organization. Effective cash flow management involves monitoring, analyzing, and optimizing the flow of cash in and out of a business to ensure it has enough liquidity to meet its financial obligations while also maximizing profitability. This is particularly important for small businesses, where cash flow issues can quickly lead to financial distress.第二篇示例:Importance of Cash Flow ManagementCash flow management is crucial for businesses of all sizes and in all industries. It plays a vital role in helping companies to meet their financial obligations, invest in growth opportunities, and mitigate risks. By monitoring and analyzing their cash flows, businesses can identify trends, anticipate potential cash shortfalls, and take proactive steps to address any issues before they become major problems.Conclusion第三篇示例:Cash flow management is a key aspect of financial management that involves monitoring, analyzing, and optimizing the flow of cash into and out of a business. Effective cash flow management is essential for ensuring the financial stability and success of a company. Cash flow management involves the forecasting, monitoring, and controlling of the movement of cash in and out of the business to ensure that there is a sufficient amount of cash on hand to meet the company's financial obligations.第四篇示例:In today's fast-paced and competitive business environment, managing cash flow effectively is more important than ever. Companies need to have a clear understanding of their cash flows to make informed decisions and avoid running into financial difficulties.。
现金流量对企业运营的影响
现金流量对企业运营的影响虽然我国从1998年起就要求上市公司在年报中对现金流量信息进行披露,但目前国内大部分企业对现金流量的管理还仅局限于通过现金流量表的有关信息进行比率分析与趋势预测上,远远不能达到市场环境对企业的客观要求。
本文就试图站在企业整个运营流程的角度上,通过对现金流量管理的内涵、作用和内容进行较为全面的剖析和探讨,并结合我国企业的经营现状提出相应的提高现金流量管理的对策和建议。
投资项目管理师一、现金流量管理在企业中的地位1、加强现金流量管理是企业生存的基本要求。
每个企业都有其各自的不同发展阶段,其现金流量的特征也都有所不同。
因此根据其在不同阶段经营情况的特征,采取相对应有效现金流量管理的措施,才能够保证企业的生存和正常的运营。
否则就会对企业的生存带来致命的影响。
如1975年,美国最大的商业企业之一W. T. Grant 宣告破产,而在其破产前一年,其营业净利润近1000万美元,经营活动提供营运资金2000多万元,银行贷款达6亿美元,1973年公司股票价格仍按其收益20倍的价格出售。
该企业破产的原因就在于公司早在破产前五年的现金流量净额已经出现了负数,虽然有高额的利润,公司的现金不能支付巨额的生产性支出与债务费用,最后导致“成长性破产”。
2、加强现金流量管理,可以保证企业健康、稳定的发展。
以往对企业的发展能力进行评价的指标如利润、收入,但由于利润的计量方法可以被人为地操纵,再加上有些企业为了增加利润,会相应减少产品开发研究费用,这些费用的削减只会影响企业的长远利益。
而现金流量则弥补了这些不足。
自由现金流量则可反映企业总体支付能力, 股权现金流量可以真实反映企业实际支付能力。
两个指标综合反映了企业自身的支付能力及给予企业利益相关者的回报能力,是企业发展潜力的综合体现。
因此,中国联通在其2003年计划工作会议上,就明确将企业自由现金流量作为对分公司发展进行考核的重要指标。
投资项目管理师3、加强现金流量管理可以有效地提高企业的竞争力。
现金流与营运资本管理
现金流与营运资本管理在企业管理中,现金流与营运资本管理是至关重要的一环。
良好的现金流管理和有效的营运资本管理能够确保企业在经营过程中有足够的流动资金来支撑日常运营,并且能够保持盈利能力。
本文将对现金流与营运资本管理进行深入探讨,包括定义,重要性以及相关策略和技巧。
现金流是指企业经营活动产生的现金流入和流出。
“活动”包括销售商品和提供服务的收款,支付供应商和员工的费用,支付利息和税款等等。
良好的现金流管理能够确保企业有足够的现金来支付日常费用,避免因为流动资金紧缺而导致的经营风险。
良好的现金流管理也能够支持企业的成长和发展,为企业提供投资和扩张的资金。
营运资本管理是指企业管理其流动资产和流动负债的活动。
流动资产包括现金、应收账款、存货等,流动负债包括应付账款、短期借款等。
有效的营运资本管理能够使企业实现流动资金的最优配置,提高资金利用效率,降低企业的财务风险,提升企业的盈利能力。
现金流与营运资本管理对企业的重要性不言而喻。
对于大型企业而言,现金流与营运资本管理关系到企业的生存和发展;对于中小型企业而言,良好的现金流和营运资本管理更是其持续经营的基石。
为了有效管理现金流与营运资本,企业需要采取相应的策略和技巧。
企业需要制定合理的预算和计划,合理分配资金用于日常经营和投资活动。
企业需要优化资金周转周期,缩短应收账款周期,延长应付账款周期,以提高资金利用效率。
企业需要建立健全的内部控制制度,对资金的使用和流动进行监控和管理。
企业需要及时进行现金流分析和经营资本分析,及时发现并解决存在的问题。
除了以上的一些基本策略和技巧外,企业还可以运用一些金融工具和产品来管理现金流和营运资本。
企业可以通过银行贷款来融资,以提高资金的周转速度;企业可以通过保理来加速账款的收回,提高现金流入;企业还可以通过期货和远期合约来对冲货币和利率风险,保护企业的流动资金。
企业现金流与营运资金的管理
企业现金流与营运资金的管理【摘要】现金流的管理直接影响企业的经营成败,本文主要对企业现金流与营运资金管理中出现的问题进行分析,提出合理化的建议来解决有关问题。
【关键词】企业;现金流;营运资金;管理一、现金流与营运资金管理概述(1)现金流和现金流管理。
现金流是指通过现金的流入和流出的方式反映一定时期内企业在资金投入、筹集和经营的活动,企业价值由现金流直接决定,现金的流动能给企业带来经济上的收益。
现金流管理是企业对现金进行的合理优化配置,是对现金的有效管理模式。
现金流管理活动和企业的经营活动是紧密联系的,但是一些企业在资金经营管理中很难达到一个相对稳定的状态,这就导致了企业资金流入和流出的不平衡,阻碍企业的稳步发展。
(2)营运资金的管理。
营运资金是企业现金流的重要组成部分,对保证企业正常的经营活动有重要意义。
营运资金以不同的形式周期性地在企业生产中运转,从而增加企业价值。
但是,错误的营运资金方式和疏忽的管理不能保证资金的正常运转,带来管理风险。
二、我国企业现金流管理存在的不足(1)没有充分意识到现金流管理的重要性。
目前,我国很多企业在编制现金流量表时只是依照一些规定死板地完成,部分企业甚至对于现金流量表的用途都不了解。
因此,企业的管理层时常忽略下级部门反映的问题,更别提对现金流量表进行分析找出问题所在,给出建议性的帮助。
(2)企业现金流管理不深入。
资金管理止步于企业的日常经营活动上,对现金流的管理没有达到一定的战略性高度。
(3)现金流管理手段单一。
目前我国的企业在现金流管理的上手段单一,关注事后的反思,忽视前期的策略制定,难以控制好整体局面。
(4)现金流管理存在被动性和滞后性。
目前的很多企业还是以效绩评价体系作为企业的主导,忽略企业的产品质量和员工的业绩成果。
在这种体系的制约下,企业在现金流的管理上存在严重的被动性和滞后性。
三、如何有效管理现金流与营运资金(1)强化资金预算管理,完善管理机制。
科学的决策体系时科学决策的重要保证,对现金流进行系统化地管理,能够有效提高企业经营质量。
(现金流量分析)现金流量与营运资本管理
(现金流量分析)现金流量与营运资本管理第壹讲决定企业生存的现金流什么是现金流(壹)现金流的概念现金流量(CashFlow),又称现金流转或现金流动,是指企业于壹定会计期间按照现金收付实现制,通过壹定经济活动(包括运营活动、投资活动、筹资活动和非经常性项目)而产生的现金流入(CashinFlow)、现金流出(CashOutFlow)及其差量情况的总称。
(二)现金流的分类企业现金流(量)按其来源和用途的不同分为:运营活动的现金流(量);投资活动的现金流(量);筹资活动的现金流(量)。
1.运营活动的现金流运营活动的现金流是由企业商品生产和交易活动产生的现金流入和流出。
运营活动的现金流入主要包括:销售商品、提供劳务所收到的现金。
运营活动的现金流出主要包括:购买商品、接受劳务支付的现金;发放工资支付的现金;支付的各项税费等。
2.投资活动的现金流投资活动的现金流是由企业对外投资和对内的固定资产、无形资产投资形成的现金流入和流出。
投资活动的现金流入主要包括:收回投资收到的现金,处置固定资产、无形资产收回的现金等。
投资活动的现金流出主要包括:购置固定资产、无形资产所支付的现金;对外投资支付的现金等。
3.筹资活动的现金流筹资活动的现金流是由企业筹措资金、偿仍债务、支付资金成本形成的现金流入和流出。
筹资活动的现金流入主要包括:吸引投资收到的现金;借款收到的现金等。
筹资活动的现金流出主要包括:偿仍债务支付的现金;支付股利、利润、利息支付的现金等。
通过对企业现金流的介绍,能够见出,企业现金流综合地反映了企业运营活动的全过程,从某种意义上说,企业的运营活动就是企业资金的运动。
现金流于企业中的重要作用(壹)资金是企业的血液企业就像是壹个人,人能够生存的前提条件是保证血液循环的顺畅。
对企业来说,现金就是企业的血液,现金流量就是企业的血液循环。
企业要想生存,正常开展生产运营活动,就必须有现金,必须保证现金流动的顺畅。
随着企业参和的运营越来越多,竞争越来越激烈,对现金资产及现金流量的需求也就越大。
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外文翻译原文The Cash Flow Implications of Managing Working Capital and Capital Investment Material Source: Journal of Business & Economic StudiesAuthor: Russell P. BoisjolyINTRODUCTIONIn recent years major corporations have discovered that there are important cash flow streams available to them if they aggressively manage their working capital accounts (accounts receivable, inventory, accounts payable, and advance payments).While some have argued that cash flows generated through working capital management (improving inventory turnover, aggressive accounts receivable collection policies or supplier management programs, lengthening accounts payable payment periods, etc.) are transitory and, therefore, are not indicative of a fundamental improvement in the internal value creation process (business model), there is limited empirical evidence on whether these practices (a) have changed the underlying probability distributions of the related financial ratios, (b) persisted over several years rather than just 2 or 3 years as implied by Mulford and Ely who purport that changes are transitory or temporary, (c) whether these changes in working capital management policies have impacted market values positively (or negatively) or (d) whether we understand the model for cash flows through the firm adequately to properly conduct empirical tests or forecast cash flows. In addition to managerial policies, one should probably consider changes in technology and changes in the financial environment. Typical DSO or ACP ratios have been radically lowered for most merchandisers by the nearly universal outsourcing of the credit function to credit card companies. Also, the decline of short-term interest rates most certainly affected WC policies during the period in question, making firms less willing to hold cash, and perhaps more willing to increase short-term liabilities.This issue is important to examine not only to determine if changes in management practices have impacted cash flow and value creation, but also to investigate whether ratio norms may have changed and shifted the benchmarks for comparisons between firms. Furthermore, these benchmarks are derived from themeasures of central tendency, but the appropriate use of these benchmarks may be influenced (or biased) by the third (skewness) and fourth (kurtosis) moments of the ratio distributions or industry effects or financial condition. If the bias exists and if the skewness is significant, then the appropriate benchmarks may deviate significantly from the mean, median, or mode. In the past, some researchers excluded “outliers,” e.g., introduced by skewness, from their studies because they were responsible for departures from normality, or they made square root or logarithmic transformations to the data to reestablish or more nearly approach normality. These adjustments theoretically would leave the “benchmarks” unaltered. But, there is substantial evidence the distributions of financial ratios exhibit positive skewness.Previous studies show that distributions of financial ratios exhibit positive skewness and departures from normality. However there have been no attempts to explain the source of the skewness. If management has engaged in practices that should attenuate mean deviations, skewness, or kurtosis, then there may be evidence of this that can be discovered by following firms over time. If distributions have shifted (mean, variance, skewness, and/or kurtosis), then a longitudinal investigation may lead to the establishment of new benchmarks or a new benchmark measurement process, as well as examine the impact on stock price performance.Also, if evidence exists for ratio distribution shifts, then there is cause to reexamine the value creation process and the causality of cash flow generation to value creation. Therefore,the starting point is this longitudinal study of an original sample of 50 firms to determine if distributions have shifted due to changes in working capital management and corporate reinvestment policies.HYPOTHESIS FORMULATIONThis study will look at the distributional properties of several financial ratios tied to the working capital management and capital investment processes of the firm. We will investigate whether there is evidence to support the acceptance of the hypotheses that corporations, especially the largest firms, have become more vigorous in managing their working capital processes or capital investment practices to generate significant improvements in cash flow. Specifically, corporations may have improved the management of accounts receivable, inventory, accounts payable, and advance payments to such an extent that distributions of the related financial ratios have shifted significantly. The distributions also may be more skewed as a result of these changes in corporate policy to accelerate customer payments orextend the period taken to pay suppliers. In addition, corporations may have reduced their reinvestment in the firm as a result of productivity improvements that have been achieved over the last 15 years. The reduction in capital investment may have improved the cash flow position of the firms that experienced significant productivity improvements.Hypothesis 1: There has been a significant improvement in the management of accounts receivable that has led to a significant improvement in the accounts receivable turnover during the period 1990 to 2004.Hypothesis 1a: The distribution of the accounts receivable turnover ratio has become more positively skewed over the 1990-2004 time period.Hypothesis 2: There has been a significant improvement in the management of inventory that has led to a significant improvement in the inventory turnover during the period 1990 to 2004.Hypothesis 2a: The distribution of the inventory turnover ratio has become more positively skewed over the 1990-2004 time period.Hypothesis 3: There has been a significant improvement in the management of accounts payable that has led to a significant decrease in the accounts payable turnover during the period 1990 to 2004.Hypothesis 3a: The distribution of the accounts payable turnover ratio has become more negatively skewed over the 1990-2004 time period.Hypothesis 4: There has been a significant improvement in the management of working capital that has led to a significant improvement in the working capital per share during the period 1990 to 2004.Hypothesis 4a: The distribution of the working capital per share ratio has become more positively skewed over the 1990-2004 time periodHypothesis 5: There has been a significant improvement in the management of working capital that has led to a significant improvement in the cash flow per share during the period 1990 to 2004.Hypothesis 5a: The distribution of the cash flow per share ratio has become more positively skewed over the 1990-2004 time period.Hypothesis 6: There has been a significant improvement in the management of capital expenditures that has led to a significant reduction in the investment ratio during the period 1990 to 2004.Hypothesis 6a: The distribution of the investment ratio has become less positively skewed over the 1990-2004 time period.METHODOLOGYThe empirical tests of these hypotheses were conducted on an original sample of 50 selected at random from the 2005 Fortune 500. We excluded banking institutions and firms from the oil and gas industries since they have unique characteristics and two firms selected at random were eliminated from consideration because they were in bankruptcy. The final viable sample was 48 spread across industries and then Delphi declared bankruptcy during the analysis period. Data were collected from Compustat for the years 1990-2004. After calculating the ratios some firms were eliminated from consideration for individual ratios because they did not have enough data points; because they were acquired or were formed through acquisition during the study period; because they went bankrupt during the study period; or they did not report the data categories needed to calculate a specific ratio during an extended period of time during the study time frame. This sample consisted of non-bank institutions across a variety of industries.The purpose of this study is to determine whether any evidence exists to support the hypotheses stated above. And, if any of the hypotheses are confirmed, this would be one of the first studies to attribute empirical results for financial ratios to changes in management practices over time.EMPIRICAL RESULTSThe data were analyzed and summary statistics were calculated for the sample firms.It reports the means of five financial ratios of interest: accounts receivable turnover, inventory turnover, accounts payable turnover, working capital per share, and cash flow per share. As expected, account receivable turnover and inventory turnover increase monotonically over the 15 year time period. Corporations have focused on improving these measures using a variety of managerial techniques. In managing accounts receivable corporations have utilized techniques such as employing more vigorous collection procedures, offering more generous cash discounts to early payers, paying early and taking discounts even when discounts are not offered, factoring receivables, improving product quality to reduce disputed receivables which tend not to be paid while the dispute remains unresolved, etc. In managing inventory firms have utilized just-in-time procedures with suppliers to reduce storage while awaiting production; make-to-order procedures to reduce work-in-process inventory, lean manufacturing initiatives to reduce the order-to-ship cycle time, quality programs that emphasize design for manufacture to reduce the number of parts, supplier rationalization to reduce the number of suppliers whichreduces the number of different parts, etc. The numbers reported by writer verify that these corporate initiatives and programs seem to be working and improving results.译文现金流对营运资本管理的影响和资金投资资料来源: 商业杂志和经济研究作者:Russell P. Boisjoly相关介绍近年来很多大型企业发现,如果他们能积极地管理其营运资金帐户(应收账款,存货,应付帐款,以及预付款),就能拥有大量的现金流。