Working capital management
•Download as PPTX, PDF•
0 likes•271 views
Working capital management involves making decisions around cash, inventory, accounts receivable, and short-term financing to ensure adequate cash flow for daily business operations. It includes determining optimal levels of cash, inventory, credit terms, and sources of short-term financing to maximize returns while minimizing costs and risks associated with these current assets and liabilities.
Report
Share
Report
Share
Recommended
Working capital
Working capital represents a company's short-term operating liquidity and is calculated as current assets minus current liabilities. It indicates whether a company has sufficient short-term resources to meet upcoming operational expenses and debt obligations. Positive working capital is important to ensure companies can continue operating and meet near-term financial obligations. Managing working capital involves optimizing components like inventory, accounts receivable, payables, and cash to efficiently fund daily operations.
Zuvari cements working capital management
Working capital refers to the capital required for a company's day-to-day business operations and is calculated as current assets minus current liabilities. There are different types of working capital including permanent working capital which is always invested and variable working capital which fluctuates. The objectives of working capital management include maintaining smooth business operations, minimizing capital costs, and maximizing returns on current asset investments. Companies must balance inventory, accounts receivable, accounts payable, and cash levels to maintain a healthy working capital cycle.
Cash in, cost out & bold moves
Securing liquidity and reducing costs in the short-term demands a particular skillset. Seizing opportunities that arise when a market is in crisis demands another.
In this short webinar we will look at examples of the levers that might help you rapidly adapt your business to changing market situations – and discuss possible bold moves.
Working capital management handout emerg
This document discusses working capital management for small businesses. It defines working capital and explains its importance for ensuring businesses have sufficient short-term funds. The key components of working capital - current assets and current liabilities - are explained. Managing inventory levels, debtors, cash, and creditors is important for maintaining liquidity while maximizing profitability. The working capital cycle and cash flow cycle are described to illustrate how working capital flows through a business operationally. Determining optimal working capital levels involves balancing risks and costs.
Reshma ppt
Working capital refers to the capital required for short-term assets used in a business's day-to-day operations. There are two types of working capital: gross working capital, which is the total value of all current assets like cash, inventory, and receivables; and net working capital, which is the current assets minus current liabilities. Maintaining sufficient working capital is important for business solvency, reputation, obtaining loans, taking discounts, and meeting regular supply, payment, and return on investment obligations. The level of working capital needed depends on factors like the nature of the business, its size, production and cash cycles, seasonality, economic conditions, credit terms, and inflation.
3.2 slides
The document outlines various financial objectives and targets that a business may have, including cash flow targets, cost minimization, return on capital employed (ROCE) targets, and shareholders' returns. It discusses examining the types of targets involved in each area, as well as internal and external influences that could impact achieving the financial objectives. Students are asked to prepare a short presentation and/or case study analysis on these topics.
Making Investment Decisions (introduction)
This introductory revision presentation guides students through the concept of basic investment appraisal. It examines the nature of capital investment spending and then outlines three common approaches to investment appraisal: payback period, net present value and accounting rate of return. Some key evaluative points relating to investment appraisal are also discussed.
Managing balance sheet liquidity and long term funding
This document discusses managing balance sheet liquidity and long term funding. It addresses having the right cash management processes and accurately forecasting cash flow. It also covers frequently reviewing the balance sheet to ensure sufficient funding sources, balancing credit and non-credit funding, and rebuilding the balance sheet for long term stability and security during a crisis. The goals are to properly structure the balance sheet through necessary tools and methods, and manage complex situations precisely through flexible values and actions.
Recommended
Working capital
Working capital represents a company's short-term operating liquidity and is calculated as current assets minus current liabilities. It indicates whether a company has sufficient short-term resources to meet upcoming operational expenses and debt obligations. Positive working capital is important to ensure companies can continue operating and meet near-term financial obligations. Managing working capital involves optimizing components like inventory, accounts receivable, payables, and cash to efficiently fund daily operations.
Zuvari cements working capital management
Working capital refers to the capital required for a company's day-to-day business operations and is calculated as current assets minus current liabilities. There are different types of working capital including permanent working capital which is always invested and variable working capital which fluctuates. The objectives of working capital management include maintaining smooth business operations, minimizing capital costs, and maximizing returns on current asset investments. Companies must balance inventory, accounts receivable, accounts payable, and cash levels to maintain a healthy working capital cycle.
Cash in, cost out & bold moves
Securing liquidity and reducing costs in the short-term demands a particular skillset. Seizing opportunities that arise when a market is in crisis demands another.
In this short webinar we will look at examples of the levers that might help you rapidly adapt your business to changing market situations – and discuss possible bold moves.
Working capital management handout emerg
This document discusses working capital management for small businesses. It defines working capital and explains its importance for ensuring businesses have sufficient short-term funds. The key components of working capital - current assets and current liabilities - are explained. Managing inventory levels, debtors, cash, and creditors is important for maintaining liquidity while maximizing profitability. The working capital cycle and cash flow cycle are described to illustrate how working capital flows through a business operationally. Determining optimal working capital levels involves balancing risks and costs.
Reshma ppt
Working capital refers to the capital required for short-term assets used in a business's day-to-day operations. There are two types of working capital: gross working capital, which is the total value of all current assets like cash, inventory, and receivables; and net working capital, which is the current assets minus current liabilities. Maintaining sufficient working capital is important for business solvency, reputation, obtaining loans, taking discounts, and meeting regular supply, payment, and return on investment obligations. The level of working capital needed depends on factors like the nature of the business, its size, production and cash cycles, seasonality, economic conditions, credit terms, and inflation.
3.2 slides
The document outlines various financial objectives and targets that a business may have, including cash flow targets, cost minimization, return on capital employed (ROCE) targets, and shareholders' returns. It discusses examining the types of targets involved in each area, as well as internal and external influences that could impact achieving the financial objectives. Students are asked to prepare a short presentation and/or case study analysis on these topics.
Making Investment Decisions (introduction)
This introductory revision presentation guides students through the concept of basic investment appraisal. It examines the nature of capital investment spending and then outlines three common approaches to investment appraisal: payback period, net present value and accounting rate of return. Some key evaluative points relating to investment appraisal are also discussed.
Managing balance sheet liquidity and long term funding
This document discusses managing balance sheet liquidity and long term funding. It addresses having the right cash management processes and accurately forecasting cash flow. It also covers frequently reviewing the balance sheet to ensure sufficient funding sources, balancing credit and non-credit funding, and rebuilding the balance sheet for long term stability and security during a crisis. The goals are to properly structure the balance sheet through necessary tools and methods, and manage complex situations precisely through flexible values and actions.
Working capital
Working capital represents a company's liquidity and is calculated as current assets minus current liabilities. It reflects a company's ability to pay off short-term debt obligations and covers operational expenses. Positive working capital is needed to ensure companies can continue operating without issues. The management of working capital involves managing inventory levels, accounts receivable, accounts payable, and cash to optimize current assets and liabilities and free up cash flow. Companies aim to reduce their working capital cycle by collecting from customers quicker or stretching out payments to suppliers in order to free up more cash.
Accountant Forum 2011 Mlg.Ppt
surviving the slowdown - presentation by Mike Grieshaber of MLG Associates from 2011 Accountants Forum
Understanding financial objectives
The document discusses how to analyze balance sheets and income statements to understand a business's financial objectives and performance, examining assets, liabilities, revenues, expenses, profits, and using financial data for comparisons over time and between businesses. It also notes some strengths and limitations of relying solely on financial statements to judge a business.
Finance - Improving Cash Flow
A business may experience cash flow problems if it does not have enough cash to pay its liabilities. Common causes include low profits, overinvestment, too much stock, allowing too much customer credit, or unexpected changes. To improve cash flow, a business should manage working capital effectively by focusing on reducing debtors, creditors, and stock levels. It can also choose appropriate short-term financing like a bank overdraft or bank loan to meet temporary cash shortfalls. Maintaining a good cash flow forecast helps identify risks so problems can be addressed early.
Dell presentation
Dell was able to fund 52% growth in 1996 and anticipated 50% growth in 1997 through its working capital advantages like low inventory, quick adaptability, and customer-tailored manufacturing. It estimated it needed $447 million more in operating assets to support the 1996 growth. Dell funded this primarily through liabilities and equity on its balance sheet. For the projected 50% growth in 1997, Dell could liquidate some short-term investments and reduce working capital, but may need to take on additional short-term debt of $399 million to fully fund the anticipated growth while also repurchasing $500 million in stock and repaying debt.
Key terms finance
The document provides formulas for calculating key financial metrics like gross profit, net profit, profit margin, return on capital employed, current ratio, and acid test ratio. It also defines common financial terms like turnover, cost of sales, current assets, fixed assets, total assets, current liabilities, capital employed, working capital, and operating profit.
Capital budgeting decisions
The document discusses capital budgeting, which refers to a firm's investment decisions regarding long-term assets. Capital budgeting decisions include expanding, acquiring, modernizing, or replacing assets. These decisions require evaluating long-term expenditures and benefits. Key aspects of investment decisions are exchanging current funds for future benefits through long-term assets. Investment decisions are important for growth, risk management, funding, and complexity. Projects are classified and evaluated using techniques like net present value, internal rate of return, and payback period to estimate cash flows and return on investment.
Bascic of financial management
This document discusses the key topics in financial management. It defines financial management and its scope, including questions around firm size, asset composition, financing mix, and financial planning and control. The document also summarizes the fundamental principle of finance being that any proposal must have a present value of future cash flows greater than the initial cash outlay. It discusses capital budgeting, capital structure, dividend, and working capital decisions and their relationship to return, risk, and market value.
Working capital
This document discusses working capital management. It defines working capital as current assets minus current liabilities, and describes how working capital measures a company's liquid assets available to grow its business. It also discusses how managing working capital involves overseeing inventories, accounts receivable, accounts payable, and cash. The goal of working capital management is to ensure a company can continue operations and meet short-term debts and expenses. The document outlines concepts like gross working capital, net working capital, fixed/permanent working capital, and variable/fluctuating working capital.
Introduction of Financial management
Financial management involves planning, organizing, directing, and controlling finances to achieve organizational goals effectively and efficiently. The key objectives of financial management are wealth maximization and profit maximization. Under wealth maximization, decisions are based on cash flows and time value of money to analyze risk and maximize a project's net present value. Financial managers make important decisions regarding financing, investing, and dividends. While an essential function, financial management has some limitations such as being dependent on accurate accounting records and requiring knowledge across business disciplines.
Al-Tijaarat al-Raabehah - Financial Management Webinar
The document discusses managing finances during an economic crisis. It notes that the present scenario includes an economic slowdown, falling stock markets, potential liquidity crises for companies, and high debt burdens. This will impact businesses through cash flow issues, managing overhead costs, achieving competitive sales prices, and recovering outstanding customer payments. The document provides advice on dealing with the crisis by eliminating emotions, stopping cash bleed, getting help from professionals, budgeting and implementing plans, focusing on cash sales, managing pricing, controlling costs, and exploring alternatives to generate income. Case studies demonstrate using marginal cost concepts to improve pricing and profits.
Capital structure
This document discusses capital structure and cost of capital. It defines capital structure as the mix of long-term sources of funds used by a firm, including equity, preference shares, debt, and retained earnings. The goals of capital structure decisions are to minimize cost of capital, reduce risks, provide flexibility, and maximize firm value. Cost of capital is the required rate of return for investments in order to increase the firm's market value. The document then discusses types of cost of capital such as historical vs future, specific vs composite, average vs marginal, and explicit vs implicit. It also provides formulas for calculating the costs of equity, preferred shares, debt, and retained earnings, and defines weighted average cost of capital (WACC) as
Cash flow management
The document provides tips for small businesses to improve cash flow management. It recommends extending payment terms and improving cash collection. It also suggests analyzing expenditures and forecasting cash flow regularly. Some key tips include keeping only key suppliers, paying suppliers on time, offering discounts for early payment, pursuing outstanding debts weekly, and ending relationships with customers with poor payment histories. The document stresses the importance of forecasting cash flow at least weekly and reviewing forecasts against bank statements to improve over time.
Working capital and cashflow v1
A briref understanding on Working capital and Cashflow. How it is relevant and how it shall be monitored.
Working Capital Management
The document discusses working capital management and its relationship to supply chain management. It defines key terms like working capital, cash conversion cycle, and provides objectives of working capital management. It also outlines metrics that impact a company's profit/loss and balance sheet. Additionally, it discusses how optimizing working capital management and supply chain management can increase profitability, liquidity, and value creation through improved efficiency.
Unit 1 Intro to M.E
Managerial economics helps business executives make optimal economic decisions. It is concerned with decision making, goal-oriented, and provides a link between traditional economics and decision sciences. Some key decisions that managerial economics assists with include production, inventory, costs, marketing, investments, and personnel. It aims to help managers build models and think critically to maximize objectives.
Working capital
Working capital refers to a company's short-term assets and liabilities involved in day-to-day operations. It is calculated as current assets minus current liabilities and represents the funds available for a company to purchase inventory and pay its short-term debts. Maintaining adequate working capital is important for business solvency, goodwill with creditors and customers, obtaining loans, and taking advantage of cash discounts. The working capital requirements of a business depend on factors like its industry, size, production processes, seasonality, credit and inventory policies, growth rate, and business cycles.
Capital budgeting
The document discusses capital budgeting tools used to evaluate investment projects. It describes payback period, accounting rate of return, net present value (NPV), and internal rate of return (IRR). For payback period, it provides the calculation method and notes that it ignores the time value of money. NPV calculates the difference between the present value of cash inflows and outflows. IRR is the discount rate that sets the NPV equal to zero. Examples are provided to demonstrate calculations for each method. Capital budgeting tools help managers select projects that maximize value.
Introduction to analysis of financial statement
This document provides an overview of financial statement analysis. It discusses analyzing a company's profitability, risk, and cash flows using tools like ratio analysis and cash flow analysis. The financial statements reflect a company's business activities, which are divided into operating activities, investing activities, and financing activities. The balance sheet shows a company's total assets equaling total liabilities plus equity. The income statement shows revenues minus expenses to determine profit. And the statement of cash flows provides information about a company's cash inflows and outflows.
Bottom Line Improvement
The document discusses various methods for improving financial performance, including value analysis, DuPont analysis, and cash-to-cash cycle analysis. It provides examples of how reducing inventory levels, expenses, and days sales outstanding, as well as increasing days payable outstanding, can positively impact key metrics like net profit margin, asset turnover, and return on assets. Reducing the cash-to-cash cycle through working capital management strategies is emphasized as an effective way to free up capital and improve profitability.
Nec meeting minutes
The NEC meeting minutes discussed various topics:
1) Evaluating the recent All UAE ST Gathering and setting guidelines for future meetings.
2) Updates on the African Mission including collecting penny boxes monthly and identifying coordinators in each emirate.
3) Discussing supporting former fulltimers from Bangladesh and Pakistan.
4) Announcements regarding the Faith Year, identifying participants for trainings, and construction of a new office.
3) Requiring each RST to provide updates at the next meeting and identify participants for upcoming events and initiatives.
More Related Content
What's hot
Working capital
Working capital represents a company's liquidity and is calculated as current assets minus current liabilities. It reflects a company's ability to pay off short-term debt obligations and covers operational expenses. Positive working capital is needed to ensure companies can continue operating without issues. The management of working capital involves managing inventory levels, accounts receivable, accounts payable, and cash to optimize current assets and liabilities and free up cash flow. Companies aim to reduce their working capital cycle by collecting from customers quicker or stretching out payments to suppliers in order to free up more cash.
Accountant Forum 2011 Mlg.Ppt
surviving the slowdown - presentation by Mike Grieshaber of MLG Associates from 2011 Accountants Forum
Understanding financial objectives
The document discusses how to analyze balance sheets and income statements to understand a business's financial objectives and performance, examining assets, liabilities, revenues, expenses, profits, and using financial data for comparisons over time and between businesses. It also notes some strengths and limitations of relying solely on financial statements to judge a business.
Finance - Improving Cash Flow
A business may experience cash flow problems if it does not have enough cash to pay its liabilities. Common causes include low profits, overinvestment, too much stock, allowing too much customer credit, or unexpected changes. To improve cash flow, a business should manage working capital effectively by focusing on reducing debtors, creditors, and stock levels. It can also choose appropriate short-term financing like a bank overdraft or bank loan to meet temporary cash shortfalls. Maintaining a good cash flow forecast helps identify risks so problems can be addressed early.
Dell presentation
Dell was able to fund 52% growth in 1996 and anticipated 50% growth in 1997 through its working capital advantages like low inventory, quick adaptability, and customer-tailored manufacturing. It estimated it needed $447 million more in operating assets to support the 1996 growth. Dell funded this primarily through liabilities and equity on its balance sheet. For the projected 50% growth in 1997, Dell could liquidate some short-term investments and reduce working capital, but may need to take on additional short-term debt of $399 million to fully fund the anticipated growth while also repurchasing $500 million in stock and repaying debt.
Key terms finance
The document provides formulas for calculating key financial metrics like gross profit, net profit, profit margin, return on capital employed, current ratio, and acid test ratio. It also defines common financial terms like turnover, cost of sales, current assets, fixed assets, total assets, current liabilities, capital employed, working capital, and operating profit.
Capital budgeting decisions
The document discusses capital budgeting, which refers to a firm's investment decisions regarding long-term assets. Capital budgeting decisions include expanding, acquiring, modernizing, or replacing assets. These decisions require evaluating long-term expenditures and benefits. Key aspects of investment decisions are exchanging current funds for future benefits through long-term assets. Investment decisions are important for growth, risk management, funding, and complexity. Projects are classified and evaluated using techniques like net present value, internal rate of return, and payback period to estimate cash flows and return on investment.
Bascic of financial management
This document discusses the key topics in financial management. It defines financial management and its scope, including questions around firm size, asset composition, financing mix, and financial planning and control. The document also summarizes the fundamental principle of finance being that any proposal must have a present value of future cash flows greater than the initial cash outlay. It discusses capital budgeting, capital structure, dividend, and working capital decisions and their relationship to return, risk, and market value.
Working capital
This document discusses working capital management. It defines working capital as current assets minus current liabilities, and describes how working capital measures a company's liquid assets available to grow its business. It also discusses how managing working capital involves overseeing inventories, accounts receivable, accounts payable, and cash. The goal of working capital management is to ensure a company can continue operations and meet short-term debts and expenses. The document outlines concepts like gross working capital, net working capital, fixed/permanent working capital, and variable/fluctuating working capital.
Introduction of Financial management
Financial management involves planning, organizing, directing, and controlling finances to achieve organizational goals effectively and efficiently. The key objectives of financial management are wealth maximization and profit maximization. Under wealth maximization, decisions are based on cash flows and time value of money to analyze risk and maximize a project's net present value. Financial managers make important decisions regarding financing, investing, and dividends. While an essential function, financial management has some limitations such as being dependent on accurate accounting records and requiring knowledge across business disciplines.
Al-Tijaarat al-Raabehah - Financial Management Webinar
The document discusses managing finances during an economic crisis. It notes that the present scenario includes an economic slowdown, falling stock markets, potential liquidity crises for companies, and high debt burdens. This will impact businesses through cash flow issues, managing overhead costs, achieving competitive sales prices, and recovering outstanding customer payments. The document provides advice on dealing with the crisis by eliminating emotions, stopping cash bleed, getting help from professionals, budgeting and implementing plans, focusing on cash sales, managing pricing, controlling costs, and exploring alternatives to generate income. Case studies demonstrate using marginal cost concepts to improve pricing and profits.
Capital structure
This document discusses capital structure and cost of capital. It defines capital structure as the mix of long-term sources of funds used by a firm, including equity, preference shares, debt, and retained earnings. The goals of capital structure decisions are to minimize cost of capital, reduce risks, provide flexibility, and maximize firm value. Cost of capital is the required rate of return for investments in order to increase the firm's market value. The document then discusses types of cost of capital such as historical vs future, specific vs composite, average vs marginal, and explicit vs implicit. It also provides formulas for calculating the costs of equity, preferred shares, debt, and retained earnings, and defines weighted average cost of capital (WACC) as
Cash flow management
The document provides tips for small businesses to improve cash flow management. It recommends extending payment terms and improving cash collection. It also suggests analyzing expenditures and forecasting cash flow regularly. Some key tips include keeping only key suppliers, paying suppliers on time, offering discounts for early payment, pursuing outstanding debts weekly, and ending relationships with customers with poor payment histories. The document stresses the importance of forecasting cash flow at least weekly and reviewing forecasts against bank statements to improve over time.
Working capital and cashflow v1
A briref understanding on Working capital and Cashflow. How it is relevant and how it shall be monitored.
Working Capital Management
The document discusses working capital management and its relationship to supply chain management. It defines key terms like working capital, cash conversion cycle, and provides objectives of working capital management. It also outlines metrics that impact a company's profit/loss and balance sheet. Additionally, it discusses how optimizing working capital management and supply chain management can increase profitability, liquidity, and value creation through improved efficiency.
Unit 1 Intro to M.E
Managerial economics helps business executives make optimal economic decisions. It is concerned with decision making, goal-oriented, and provides a link between traditional economics and decision sciences. Some key decisions that managerial economics assists with include production, inventory, costs, marketing, investments, and personnel. It aims to help managers build models and think critically to maximize objectives.
Working capital
Working capital refers to a company's short-term assets and liabilities involved in day-to-day operations. It is calculated as current assets minus current liabilities and represents the funds available for a company to purchase inventory and pay its short-term debts. Maintaining adequate working capital is important for business solvency, goodwill with creditors and customers, obtaining loans, and taking advantage of cash discounts. The working capital requirements of a business depend on factors like its industry, size, production processes, seasonality, credit and inventory policies, growth rate, and business cycles.
Capital budgeting
The document discusses capital budgeting tools used to evaluate investment projects. It describes payback period, accounting rate of return, net present value (NPV), and internal rate of return (IRR). For payback period, it provides the calculation method and notes that it ignores the time value of money. NPV calculates the difference between the present value of cash inflows and outflows. IRR is the discount rate that sets the NPV equal to zero. Examples are provided to demonstrate calculations for each method. Capital budgeting tools help managers select projects that maximize value.
Introduction to analysis of financial statement
This document provides an overview of financial statement analysis. It discusses analyzing a company's profitability, risk, and cash flows using tools like ratio analysis and cash flow analysis. The financial statements reflect a company's business activities, which are divided into operating activities, investing activities, and financing activities. The balance sheet shows a company's total assets equaling total liabilities plus equity. The income statement shows revenues minus expenses to determine profit. And the statement of cash flows provides information about a company's cash inflows and outflows.
Bottom Line Improvement
The document discusses various methods for improving financial performance, including value analysis, DuPont analysis, and cash-to-cash cycle analysis. It provides examples of how reducing inventory levels, expenses, and days sales outstanding, as well as increasing days payable outstanding, can positively impact key metrics like net profit margin, asset turnover, and return on assets. Reducing the cash-to-cash cycle through working capital management strategies is emphasized as an effective way to free up capital and improve profitability.
What's hot (20)
Al-Tijaarat al-Raabehah - Financial Management Webinar
Al-Tijaarat al-Raabehah - Financial Management Webinar
Viewers also liked
Nec meeting minutes
The NEC meeting minutes discussed various topics:
1) Evaluating the recent All UAE ST Gathering and setting guidelines for future meetings.
2) Updates on the African Mission including collecting penny boxes monthly and identifying coordinators in each emirate.
3) Discussing supporting former fulltimers from Bangladesh and Pakistan.
4) Announcements regarding the Faith Year, identifying participants for trainings, and construction of a new office.
3) Requiring each RST to provide updates at the next meeting and identify participants for upcoming events and initiatives.
Luis Cruz Diaz - Biography/CV
Goodwill Ambassador & Kentucky Colonel; Entrepreneur, Business Intelligence, Project Management & Development Consultant; Foreign Affairs Council and Non-Profit Cooperative Board Advisor; Social Entrepreneur: Business, Development, and Strategic Social Media & Networking Advisor
Jynec uae mom 2013 01-11 (1)
The document summarizes the minutes of a Jesus Youth (JY) regional meeting in the UAE. Key discussion points included: 1) evaluating the attendance at a recent leadership gathering, 2) ongoing and new mission initiatives in Uganda and supporting former missionaries, and 3) future training programs, ministry guidelines, and construction projects. The meeting concluded by covering regional group updates and setting action items to identify participants for upcoming events and strengthen relationships within the community.
Presentación EDUCANDO CON MAGIA
Este documento describe cómo la magia puede utilizarse como una herramienta educativa para motivar a los estudiantes y captar su atención. Explica que la magia y la enseñanza comparten similitudes en términos de captar y mantener la atención de una audiencia. Además, detalla cómo trucos de magia específicos pueden usarse para desarrollar habilidades comunicativas, estimular el aprendizaje y mejorar la autoestima de los estudiantes. Finalmente, advierte que después de usar la magia en el aula
housework
Kirsi Mari Mändla outlines her daily, weekly, and monthly housework routines. She makes her bed and cooks daily, takes out the rubbish and hovers weekly, and empties the dishwasher and does shopping monthly. Her list also includes tidying her room biweekly and mowing the lawn and shoveling snow periodically.
Presentación: CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYECTO ...
Presentación: CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYECTO ...FAD (Fundación Ayuda contra la Drogadicción)
El documento describe los planes de un equipo directivo escolar para mejorar la convivencia y el clima escolar a través de un proyecto que promueve la participación de toda la comunidad educativa. El proyecto se centra en fomentar las relaciones positivas, prevenir el acoso, y resolver los conflictos de forma constructiva a través de estrategias como la mediación, las prácticas restaurativas y el trabajo colaborativo. El equipo evaluará el progreso mediante indicadores como la reducción de notas en las agendas y los informes de tutoríaPROYECTO COMBA: ENSEÑAR Y APRENDER "ALGO" MÁS QUE UN PROCESO. AULAS MULTITAREAS
PROYECTO COMBA: ENSEÑAR Y APRENDER "ALGO" MÁS QUE UN PROCESO. AULAS MULTITAREASFAD (Fundación Ayuda contra la Drogadicción)
Este documento resume la experiencia del CEIP Federico García Lorca en transformar su escuela en una comunidad de aprendizaje inclusiva a través de varios proyectos. El proyecto COMBA busca enseñar y aprender más que solo un proceso a través de aulas multitareas. Se han realizado cambios en la metodología, uso de espacios, organización del currículo, horarios y gestión de recursos humanos. El objetivo es favorecer el éxito personal y académico de los estudiantes y mejorar la convivenciaMasterclass Aprender transformando
El documento describe los descubrimientos de un centro educativo sobre el aprendizaje-servicio (APS) a lo largo de 10 años de trabajo. El APS vincula los aprendizajes escolares con la realización de un servicio solidario. El centro descubrió que la participación, el trabajo en equipo, los servicios solidarios que responden a necesidades sociales, la difusión de los proyectos, y la transformación del entorno a través del APS son claves para el éxito. El futuro del APS requiere liderazgo institucional en las consejer
HERRAMIENTAS INNOVADORAS PARA EL AULA
El documento presenta diferentes herramientas innovadoras para el aula, incluyendo el uso del espacio escolar, nuevas metodologías de aprendizaje, currículum centrado en competencias, y tecnologías educativas. La innovación educativa implica cambios que introducen nuevas ideas y métodos para mejorar la enseñanza. Aunque la innovación puede ser incremental, requiere implementación exitosa para considerarse tal.
Presentación Ponencia Emprender en valores es un buen negocio
Presentación Ponencia Emprender en valores es un buen negocioFAD (Fundación Ayuda contra la Drogadicción)
El documento habla sobre el emprendimiento desde una perspectiva de valores. Explica que emprender en valores es un buen negocio ya que los emprendimientos sociales buscan resolver problemas sociales generando un impacto positivo en la sociedad al mismo tiempo que pueden ser sustentables financieramente. También describe algunos tipos de emprendimientos sociales y las ventajas que tienen frente a los modelos tradicionales de organizaciones sin fines de lucro.La educación financiera y la transmisión de valores
Junior Achievement es una organización internacional sin ánimo de lucro fundada en 1919 en EEUU, que promueve la educación emprendedora, financiera y profesional en 122 países. Su misión es inspirar a los jóvenes para que triunfen en la economía global a través de programas educativos que despiertan su espíritu emprendedor y les dan herramientas para el mundo laboral. Sus programas se imparten con la ayuda de 450,000 voluntarios y alcanzan a más de 10 millones de estudiantes alrededor del mundo cada a
Visual thinking CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYEC...
Visual thinking CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYEC...FAD (Fundación Ayuda contra la Drogadicción)
Crear una comunidad educativa permite compartir el proyecto educativo entre el alumnado, el entorno familiar y el equipo directivo al facilitar el conocimiento mutuo y mejorar la convivencia. Se debe actuar para resolver conflictos de forma restaurativa mediante herramientas como la acción tutorial, la mediación y las prácticas restaurativas, fomentando el trabajo colaborativo entre el alumnado y las familias y creando un nudo de relaciones que vincula a todas las personas a través de la participación.Lyoness ppt 4-14-2012
A global shopping network called Lyoness operates in 34 European countries and has over 2 million cardholders. Lyoness allows members to earn cashback rewards and bonuses when they shop using the Lyoness card. Members can earn income from Lyoness in 10 different ways, including cashback, bonuses for referring new members, commissions from their own shopping and the shopping of others in their network. Lyoness aims to create a global shopping community where millions of people earn rewards and income from everyday shopping.
Viewers also liked (15)
Presentación: CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYECTO ...
Presentación: CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYECTO ...
PROYECTO COMBA: ENSEÑAR Y APRENDER "ALGO" MÁS QUE UN PROCESO. AULAS MULTITAREAS
PROYECTO COMBA: ENSEÑAR Y APRENDER "ALGO" MÁS QUE UN PROCESO. AULAS MULTITAREAS
Presentación Ponencia Emprender en valores es un buen negocio
Presentación Ponencia Emprender en valores es un buen negocio
La educación financiera y la transmisión de valores
La educación financiera y la transmisión de valores
Visual thinking CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYEC...
Visual thinking CREANDO COMUNIDAD, UNA ILUSIÓN COMPARTIDA. LIDERAR EL PROYEC...
Similar to Working capital management
Financial management
Financial management involves planning, organizing, and controlling financial resources to meet organizational goals. The key activities include investment decisions, financial decisions, and dividend decisions. Objectives include ensuring adequate and regular funding, adequate returns for shareholders, optimal fund utilization, and safety of investments. Functions include estimating capital needs, determining capital sources and structure, investing funds, and managing cash flows. Capital budgeting techniques for evaluating investments include payback period, net present value, internal rate of return, and profitability index. Cost of capital refers to the minimum return required by investors and is important for capital structure decisions and investment evaluations. Sources of capital include debt, preferred stock, common equity, and retained earnings.
Working capital management
The document discusses working capital management, including its definition as managing short-term assets and liabilities to ensure sufficient cash flow. It covers the objectives of working capital management like purchasing inventory and paying expenses. Types of working capital include gross, net, fixed, and variable. Factors that determine working capital requirements include the nature of business, size, and seasonality. Methods to estimate working capital needs are also presented.
Management of working capital
Working capital management involves determining the appropriate level and financing of current assets, such as cash, inventory, and accounts receivable. It aims to balance holding costs of current assets with costs of shortages. Key aspects include calculating net working capital as current assets minus current liabilities, understanding operating cycles involving days of inventory and receivables outstanding, and choosing financing strategies like matching asset and liability maturities or relying more on long-term or short-term funds. The optimal working capital strategy minimizes total relevant costs subject to meeting business needs.
Working Capital Management and its Elements
This document discusses working capital management. It defines working capital management as activities to ensure a company has sufficient resources to cover day-to-day operating expenses while keeping resources invested productively. It explains that working capital is the difference between current assets and current liabilities. Current assets include cash, accounts receivable, and inventory, while current liabilities include accounts payable, short-term debt, and accrued expenses. Ensuring adequate working capital protects a company's ability to operate as a going concern. The document then discusses managing liquidity, accounts receivable, inventory, short-term debt, accounts payable, and various working capital ratios.
Receivable management or accounts receivable management
This document discusses receivables (accounts receivable) management. It defines receivables as amounts owed to a firm for goods or services sold. Maintaining the right level of receivables is important to meet competition and increase sales and profits, but it also incurs costs like financing, administration, collection, and bad debts. The document outlines factors that influence the size of receivables like credit terms, collection efforts, and customer habits. It describes the key aspects of receivables management including forming credit policies, executing those policies, and formulating and executing collection policies.
How to Manage working Capital in Hotel-Basic accounting principles #9 by Din...
The document discusses managing working capital in hotel industries. It defines working capital as the short-term assets used to fund daily operations, such as cash, receivables, and inventory. It also discusses the cash conversion cycle where cash is used to purchase inventory, turned into receivables through sales, and then collected as cash. Managing working capital involves balancing current assets and liabilities to ensure sufficient short-term funds and liquidity. The goal is to efficiently manage resources and improve cash flow.
Cash Flow Problems and Solutions: Navigating Financial Challenges in Small Bu...
At CreditQ, taking care of cash flow concerns guarantees stability, encourages expansion, and averts disruptions. In order to ensure long-term profitability and resilience, proactive measures—such as creating reserves, managing spending, and implementing solutions for cash flow problems—are crucial. To know more visit @ https://creditq.in/post/top-4-solutions-for-cash-flow-problems
Working Capital Management _Introduction.pptx
Every venture needs capital to meet all the business needs, be it gathering the resources or injecting capital into day-to-day activities. The capital required by a business or venture to meet its day-to-day expenses is known as the working capital. Working capital is often also known as short-term capital decisions.
Working capital revolves around two important components of a business, which are, current assets and current liability. The assets that is capable of being converted into cash within one year. Moreover, are extremely liquid, are called current assets of the business. For instance, bank balance, cash in hands, short-term investments, debtors, and prepaid expenses.
Another component of the working capital is the current liability. Current liabilities are the sum of amounts due to be paid within the span of a year. For instance, bank overdrafts, outstanding expenses, etc.
The net working capital is the difference between the current assets and the current liabilities of the company.
What is Working Capital?
The difference received after deducting the current liabilities from the current assets is known as the net working capital of the business. Working Capital is the measure of a venture's liquidity. It also denotes the operational efficiency of a venture. The better the working capital, the better is the business’ short-term financial health.
Concept of Working Capital
The concept of working capital is simple. It is the capital that a business uses to meet its daily expenses and is considered to be the most liquid part of the total capital. Working capital is also known as Net Working Capital (NWC).
This is derived by comparing the current assets with the current liabilities on the balance sheet. The difference derived is known as the working capital of the company.
• The working capital of a company reflects the difference between the venture's current assets and liabilities. It is also represented as NWC or Net Working Capital of the company.
• Net Working Capital (NWC) estimates the liquidity of the company.
• It also assesses the company's short-term financial health.
• The company's NWC is considered to be negative if the ratio of current assets to the current liabilities falls below one. In simpler terms, the ratio should be one or more to reflect the positive working capital.
• A positive Net Working Capital or NWC indicates the capability of the business to fund the future as well as the current operations. It is also an indicator of growth and expansion of business.
• It is always about balance. Therefore, a very high Net Working Capital might indicate excess inventories, which are not considered healthy for a business.
Reasons for additional working capital
Seasonal differences in cash flow are typical reason.
To fund obligations to suppliers, employees and the government while waiting for payments from customers.
Meeting 5 - Working capital (Financial Reporting and Analysis)
This document discusses working capital, including its definition, types, management, and policies. Working capital is defined as the money available for day-to-day operations and is calculated as current assets minus current liabilities. There are different types of working capital such as gross, net, permanent, and temporary working capital. Management of working capital involves monitoring ratios and key financial metrics. Effective policies help ensure sufficient liquidity while minimizing risk, including restricting cash investments, monitoring receivables and payables, and reviewing inventory levels regularly. Conservative and aggressive working capital strategies also impact risk and profitability differently.
Financial management
Financial management is pivotal for the smooth functioning of an organization. It involves planning, organizing, directing, and controlling financial activities such as procuring and utilizing funds. The key functions of financial management include financial planning and forecasting, determining the optimal capital structure, investing funds productively, maintaining proper liquidity, disposing of surplus assets, and establishing financial controls. Effective financial management helps ensure operational efficiency, build adequate reserves, maximize profitability, and fulfill the goals and vision of the organization.
UNIT-5 Working Capital.pdf
This document discusses working capital, which refers to the capital required for meeting the day-to-day operational needs of a business like paying creditors, wages, and purchasing raw materials. It defines working capital and discusses the different types like gross and net working capital. It also covers the components, needs, causes and effects of excessive and inadequate working capital. Finally, it discusses various approaches to determining the appropriate working capital requirements and techniques for managing working capital components like inventory, cash, and receivables.
Financial management
This document discusses key concepts in financial management. It begins by defining finance and its importance in economic activities. It then discusses different types of finance including private, public, individual, partnership and business finance. The main topics covered include financial management, its objectives like profit maximization and wealth maximization, liquidity management, approaches to financial management including traditional and modern approaches, and the main functions of finance like investment, financing, liquidity and dividend decisions. Criticisms of profit and wealth maximization objectives are also provided. The document provides an overview of fundamental concepts in the field of financial management.
Working capital
Working capital refers to a company's short-term assets and liabilities. There are two main concepts of working capital - gross working capital, which is the total investment in current assets, and net working capital, which is the difference between current assets and current liabilities. A company's working capital requirements are determined by factors like its nature of business, production cycle, and seasonal needs. There are different approaches to financing working capital, including the hedging approach of matching debt maturities to needs, the conservative approach of financing all current assets with long-term debt, and the aggressive approach of relying more on short-term debt.
L09 working capital management
- Working capital management focuses on a company's current assets and current liabilities. It aims to optimize the amount of funds tied up in short-term assets to balance liquidity needs with reducing opportunity costs.
- Key components of working capital include cash, inventory, accounts receivable, and accounts payable. Companies must determine the optimal level of each based on their sales levels and growth strategies.
- There are three main approaches to working capital management: relaxed, moderate, and restricted. The cash conversion cycle model also examines how long it takes for a company to convert cash outflows on inventory into cash inflows from sales.
8. working capital management
This document discusses working capital management. It defines working capital and net working capital. It explains the operating cycle concept where funds invested in current assets keep revolving and converting into cash. There are three approaches to working capital financing: matching, conservative, and aggressive. Estimating working capital requirements involves determining blockage periods, weights of operating cycle components, and the weighted operating cycle. Key aspects of working capital management are inventory management, receivables management, and cash management. Cash management aims to maximize available cash through efficient collections and disbursements.
Financial management complete note
Financial management involves planning and controlling a company's finances to achieve its objectives. It is concerned with raising financial resources and using them effectively. The scope of financial management includes anticipating financial needs, acquiring funds from various sources, allocating funds to purchase assets, appropriating profits, and assessing all financial activities. Capital budgeting is the process of evaluating long-term investments and determining which investments are worth pursuing. There are various techniques used in capital budgeting such as payback period, net present value, internal rate of return, and profitability index. Working capital management involves managing current assets like inventory, accounts receivable, and cash as well as current liabilities to ensure the company can continue operating and meet short-term obligations.
Financial management 3
This document provides information on working capital management. It discusses key concepts related to working capital such as net working capital, gross working capital, and approaches to financing working capital. The conservative, aggressive, and matching approaches are explained. Components of working capital like cash, inventory, debtors, and creditors are also summarized. Techniques for managing these components like economic order quantity, stock levels, and cash management models are outlined as well.
Lecture 1.1.pptx
This document provides an introduction to corporate finance. It begins with learning objectives that focus on developing an understanding of corporate financial management fundamentals, applying financial statement analysis, comparing financing sources, and evaluating capital budgeting decisions. It then defines finance, discusses the traditional and modern approaches to the finance function, and outlines the objectives of financial management including profit maximization and wealth/shareholder maximization. Key differences between profit maximization and wealth maximization are also highlighted.
Working Capital Management.pptx
Working capital refers to the funds required for day-to-day business operations and is calculated as current assets minus current liabilities. It includes components like cash, inventory, and receivables. Factors that influence working capital are the operating cycle, business fluctuations, and credit terms. Adequate working capital provides benefits like business solvency and flexibility, while excessive working capital is inefficient and earns low returns. Cash, inventory, and receivables management techniques like ABC analysis help optimize working capital levels.
Similar to Working capital management (20)
Receivable management or accounts receivable management
Receivable management or accounts receivable management
How to Manage working Capital in Hotel-Basic accounting principles #9 by Din...
How to Manage working Capital in Hotel-Basic accounting principles #9 by Din...
Cash Flow Problems and Solutions: Navigating Financial Challenges in Small Bu...
Cash Flow Problems and Solutions: Navigating Financial Challenges in Small Bu...
Meeting 5 - Working capital (Financial Reporting and Analysis)
Meeting 5 - Working capital (Financial Reporting and Analysis)
Working capital management
- 1. Working Capital Management Flow of adequate Working Capital is must for every business .
- 2. Working Capital Management • It includes decisions regarding cash, cash equivalents, inventories and debtors. • It includes short term financing decisions such that returns are favourable in nature.
- 3. Working Capital Management • Cash Management includes decisions regarding cash balances required to meet business day to day expenses
- 4. Working Capital Management • Inventory Management includes decisions regarding level of inventory required for un-interrupted production and main focus is on to reduce re-ordering costs
- 5. Working Capital Management • Debtors Management includes decisions regarding appropriate credit policy. Credit Policy will be such that to attract new customers and involves less risk of default.
- 6. Working Capital Management • Short Term Financing includes decisions regarding appropriate source of funds for short time period. It includes instruments like Bank Overdraft.