internee report

Department of Finance and Banking University of Chittagong

1.1 ORIGIN OF THE REPORT

This paper is originated from the curriculum requirement of MBA program of University of

Chittagong .The topic of my report is “Working capital Management practiced in Usmania Glass

Sheet Factory Ltd.”. The report has been Prepared under direct supervision of Md. Fazlul Haque

Deputy Manager, Accounts and Finance, UGSFL.

1.2 AIM & OBJECTIVES OF THE STUDY

The aim of the report is to evaluate the working capital management of Usmania Glass Sheet

Factory Ltd. comparing with the standards of working capital management.

The objectives of the study are:

To have an idea about the working capital management of Usmania Glass Sheet Factory

Ltd.

To be familiar with internal control of working capital procedure.

To understand the application of every component of working capital in UGSFL.

To relate the theoretical learning with the real life situation.

To identify problems and provide recommendations on the basis of my findings.

1.3 SCOPE OF THE STUDY

The scope of my study is only about working capital management. The Term Paper describes

about the existing procedure of working capital management in Usmania Glass Sheet Factory

Ltd. the rules and regulations followed by it and the existing Accounts Payable and Account

Receivable system relating to this account. The report is prepared on the basis of conversations

with personnel of accounts and finance department of UGSFL. As I have prepared this term

paper on the basis secondary sources, my scope of work was limited to provide information.

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1.4 METHODOLOGY OF THE STUDY

The following methodology was followed throughout the study .The study is based basically on

both primary and secondary data. Data regarding the organization profile collected in the

following ways:

1.4.1 Primary Sources

Face- to-face conversation with the respective offices.

Informal conversation with the clients and friends.

Appointment with the top officials of UGSFL

1.4.2 Secondary Source

Organizational Brochures/ Annual Reports.

Online information.

Different UGSFL publications.

Other relevant written materials.

Text Books.

1.5 ORGANIZATION OF THE REPORT

The Term Paper is divided into five parts. The first part is the introductory chapter. The second

part is the organizational part (a brief overview of UGSFL). The Third part deals with report part

of UGSFL. The fourth part includes overall findings and analyzing performance concluding

remarks. The last part provides Bibliography and annexure

1.6 LIMITATIONS OF THE STUDY

Time is an important issue in Term Paper Report writing. As I have been given a specific

deadline for submission, observation and learning all the working capital management within

few days really tough. Besides, all the comments made, conclusions reached and suggestions for

possible improvement provided are purely based on my level of understanding, knowledge and

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my way of interpreting a particular statement. Because of the lack of information, I have to make

some assumptions that may cause few errors or personal mistakes in the Term Paper. In spite of

all these limitations, I have tried to put the best effort as far as was possible.

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2.1 BACKGROUND OF GLASS SHEET INDUSTRIES IN BANGLADESH

There was no glass sheet manufacturing company before 1959. Now some glass sheet factories

have been established in Bangladesh to meet our current demand. The oldest sheet glass plant in

Bangladesh is situated in the southern side of the country at the district of Chittagong. It is fully,

integrated plant and established on 30th June 1959 with the name of Usmania glass sheet factory

Ltd. under “the companies Act 1913” and started its commercial production in 1961. After

liberation of Bangladesh, it was taken over by the Government of Bangladesh and was

subsequently placed under Bangladesh Chemical Industries Corporation (BCIC). This was the

first glass sheet-producing unit in this industry. But glass sheet companies are not developed in

our country as for need. Usmania was monopoly in this line up to 1996. And in 1997 another

glass sheet factory “MEB” was established in the capital city. It is a part of ISLAMIC

BROTHERS. But these are the only two running glass sheet factories in Bangladesh till now.

But within last two years the following organization came into the market with more advanced

technology and capacity.

PHP Float Glass Industries Ltd. (having 150 m.ton production capacity each day)

Nasir Gold Glass Industries Ltd.

These factories have created a new arena in glass industries of Bangladesh. PHP is the first

organization that has exported flat glass. On the other hand the imported sheet glasses are

available in our country and this glass captured most of the market at present. Generally glass

sheet are imported from-

China

Thailand

Taiwan

Indonesia

Vietnam

India

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Large amount of glass are imported from China and Thailand and a small portion from India and

mostly high quality glass are imported from Vietnam. (Annual report of UGSFL, 2012)

2.2 HISTORICAL BACKGROUND OF USMANIA GLASS SHEET FACTORY

There were a few glass-ware manufacturing industries in the then east Pakistan, now forming the

territory of Bangladesh, but not a single factory to manufacture sheet glass to serve the country.

The country was fully dependent on import from outsides. In the circumstances, a thought

prevailed in the minds of some private entrepreneurs as to whether a sheet glass manufacturing

unit could be set-up in the country in order to achieve economic advantages for the country. His

thought gradually took a definite shape and in 1959 a group of entrepreneurs of the then West

Pakistan, now Pakistan, proposed to set up a sheet glass factory at the sea town of Chittagong.

The factory was started at Kalurghat Industrial Area initially with one furnace with an annual

installed capacity of 72-ac sft. Per year, in terms of 2mm. It went on production from April, 1961

The company was subsequently converted into a Public Limited Company in 1962 with an

authorized capital of Taka one crore divided into 10 lacs ordinary shares of Tk. 10.00 each. The

issued and paid up capital of the company was Taka fifty lacs which was later on increased to

Tk.55 lacs and the management of the company was vested in the Managing Agents of M S.

US,1AN SONS LTD.

Thus in short The Company was incorporated on 30th of June 1959 as a private Limited

Company with object set out in the memorandum of Association, which inter alia, provided for

establishment and operation of a glass sheet factory. With a view to associate a larger section of

the public with a growing industry, the company was converted into a public limited company on

27th October, 1962.

2.3 COMPANY OVERVIEW

Usmania Glass Sheet Factory ltd. (UGSFL) is situated in Kalurghat Heavy Industrial area, Post

office Chandgaon, Chittagong-4212.

This company is production oriented. The initiative to establish this industry was taken firstly

late “usman shat”. He was a citizen of the then Pakistan. This organization established on 30th

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June 1959. It is going to commercial production in 1961 and production started from 27th

October 1962.Meanwhile in 1962 it converted in public limited company and it becomes

nationalized under president order-27 in 1972. This factory is now under the sector corporation

named Bangladesh Chemical Industries Corporation (BCIC).

Usmania Glass Sheet Factory is a state owned enterprise (SOE), i.e.49% share in private and

51% share in public/Govt. ownership.

1. Address Usmania glass sheet factory ltd is situated in Kalurghat Heavy

Industrial area, Post office Chandgaon, Chittagong-4212.

2. Year of commissioning 1961

3. Nature of production Forecourt Drawing

4. Number of Furnaces 2 (two)

5. Drawing capacity 25000 sift per machine per day Or 11.25 MT/Day/m/c

6. Molten glass capacity 15 M/Tons per day per Furnace

7. Main Products Sheet glass of 2MM, 3MM, 5MM & 6MM Mussalin &

Design Glass of 2MM to 6MM

8. Main Raw-materials a. Silica Sand b. Soda-Ash c. Dolomite-Ash d. Lime Stone

e. Culets

9. Man-power Officers 46

Staff 97

Workers147

Total 290

10. Utility consumption Furnace oil 3500 Gallons per day

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Water 75000 Gallons per day

Electricity 2500 KWH per day

2.4 ORGANIZATIONAL STRUCTURE

In UGSF Ltd has a composition of supreme board. Total 9 persons in this board. Out of which 5 persons

are selected/assigned by the BCIC and remaining 4 persons are selected or assigned by private owners of

49% shareholders.

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8

Purchase

Marketing

MPIC

Administratio

n

Division

37+11=48

General

Manager

(Admins.)

Accounts

Division

16+1=17

General

Manager

(Account and

Finance)

Engineering

Division

28+5=33

General

Manager

(Engineering)

Purchase/

Commercial

Division

13+3=16

Quality

Control &

Research &

Development

Department

Production &

Quality

Control

135+114=249

General

Manager

(Operation)

Managing Director

1 Adjustment

Branch-2+1=3

Sand

treatment

Batch plant

Furnace

Cutting

Packing

Secretariat of

Board, Share,

Cost, Budget,

MIS,

Accounts,

Finance,

Audit, Bill,

Store

accounts.

Mechanical,

Electrical

Engineering

General

Administratio

n

Staff

Administratio

n

Medical

Center

Security

Branch


3.1 WORKING CAPITAL MANAGEMENT

Working capital, also known as net working capital or NWC, is a financial metric which

represents operating liquidity available to a business. Along with fixed assets such as plant and

equipment, working capital is considered a part of operating capital. It is calculated as current

assets minus current liabilities. If current assets are less than current liabilities, an entity has a

working capital deficiency, also called a working capital deficit. .

In Accounting: Net liquid assets computed by deducting current liabilities from current assets.

Sources of working capital are (1) net income, (2) long-term loans (non-current liabilities), (3)

sale of capital (non-current) assets, and (4) injection of funds by the owners (stockholders).

Amount of available working capital is a measure of a firm's ability to meet its short-term

obligations. Ample working capital allows management to avail of unexpected opportunities, and

to qualify for bank loans and favorable trade credit terms. In the normal trade cycle of a firm,

working capital equals working assets.

A high working capital balance is needed if the business is unable to borrow on short notice.

Banks look at working capital over time to determine a company's ability to support financial

crises.

Net Working Capital (which is also known as “Working Capital” or the initials “NWC”) is a

measurement of the operating liquidity available for a company to use in developing and

growing its business. The working capital can be calculated very simply by subtracting a

company’s total current liabilities from its total current assets.

Through this formula, a working capital amount can be determined to be either positive or

negative. Naturally, this will rely largely on the amount of debt owed by the company. It should

not come as a surprise that having plenty of working capital tends to help companies achieve

more success. This follows because working capital allows companies to grow smoothly and

make necessary improvements to their corporate operations.

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On the other hand, companies that are operating with negative working capital may not have the

financial support or flexibility to grow and/or improve, even when such developments would be

indicated. Hence, working capital can be an indicator of the overall strength of a company.

There are three main indicators used in calculating working capital. Elements of the “current

assets” side of the equation will include accounts receivable, as well as any inventory of goods

on-hand. “Current liabilities” will include accounts payable.

A positive change in a company’s working capital will generally indicate one of two

developments. Either the company has increased its current assets by receiving cash (or some

other form of assets), or it has minimized its liabilities – often by paying off a short-term

creditor.

Working Capital = Current Assets − Current Liabilities

A company can be endowed with assets and profitability but short of liquidity if its assets cannot

readily be converted into cash. Positive working capital is required to ensure that a firm is able to

continue its operations and that it has sufficient funds to satisfy both maturing short-term debt

and upcoming operational expenses. The management of working capital involves managing

inventories, accounts receivable and payable and cash.

3.2 COMPONENT OF WORKING CAPITAL

3.2.1 Cash

Cash is probably the least productive asset you can have. Not only does it not earn anything, it

actually loses purchasing power as a consequence of inflation. While cash is necessary to cover

the transactions motive, the precautionary and speculative motives can be covered with the near

money (or near cash) of marketable securities. In order to maximize your cash balances, you can

do one of two things; either accelerate the inflow of funds (ask for an advance on your salary) or

delay the outflow of funds (postpone paying the phone bill until next month).

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3.2.2 Marketable Securities

Marketable securities are a way of holding cash but with the attribute of earning interest. Market

securities have three characteristics:

1. Short-term maturity (less than one year, or “money market instruments”

2. High marketability

3. Virtually no risk of default

Several types of marketable securities exist, the major ones being

Treasury bills: Treasury bills are auctioned every predetermined day by the government. Most

have maturities of 91 or 181 days, although some 9-month (270 days) and 12-month (360 days)

bills are sold. The t-bills, generally with a face value of $10,000 each, are sold at a discount to

the highest bidders. The difference between the amount paid and the face value at maturity

represents the interest that is earned.

Anticipation notes: Anticipation notes are issued by municipalities and school districts. Since

their revenues come from tax sources, the notes are “in anticipation” of future tax receipts.

3.2.3 Commercial paper

Commercial paper is the promissory notes of major national firms. Most of the firms that issue

commercial paper sell it directly to investors (insurance companies, money market funds,

pension funds) although sometimes it will be sold through investment bankers. Commercial

paper is a substitute for bank debt, but at a rate of interest that is one-fourth to on-half of a

percent higher than t-bills (currently about 4.3%) but significantly less than what banks would

charge (prime is currently about 8.5%).

3.2.4 Bankers Acceptances

A banker’s acceptance is a time draft that evolves from international export/import financing.

An exporter is paid by a time draft issued by a foreign bank. Since the draft is not payable until

some future date (1-3 months, typically) the company that receives it will often sell it to its local

bank at a discount. The local bank bundles the discounted drafts (banker’s acceptances) and then

resells them in the money markets.

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3.2.5 Accounts Receivable

Accounts receivable are generated when a firm offers credit to its customers. The first thing that

needs to be addressed when establishing a credit policy is to set the standards by which a firm is

judged in determining whether or not credit will be extended. There is what’s known as the 5 Cs

of credit:

1. Character, 2.Capacity, 3.Capital, 4.Collateral, 5. Conditions

Once the credit standards have been set, the terms of credit need to be established. When must

the customer pay? If they pay early, will they receive a discount? If they pay late, do they get

charged a penalty? While the whole purpose of extending credit is to increase sales and, thus,

gross profits, the expected increase in gross profits must be compared with the costs associated

with extending credit to customers. Competitors will respond very quickly to a change in price.

How many times have we seen the claims that “We will meet or beat any advertised price”? A

change in credit policy, on the other hand, is a more subtle means of competing for customers

and one that the competition will not necessarily respond to. In fact, many firms base their

business on easy credit. How many times have we seen the advertisements where they tell us

“Good credit? Bad credit? No credit? We don’t care!” Of course, these firms will have larger

bad debt expenses and larger financing costs, etc. Obviously, they will also need to have higher

prices (higher gross profit margins) in order to cover these costs.

3.2.6 Inventories

Inventories (raw materials, work-in-process, finished goods) make up a large portion of most

firm’s current assets, and for many, total assets. As such, the extent to which a firm efficiently

manages its inventories can have a large influence on its profitability. Thus, keeping abreast of

inventory policy is critical to the profitability (and value) of the firm.

Several factors influence the amount of inventory that a firm maintains. The most important of

these include

Level of sales – typically, the more sales a firm has, the more inventory it holds

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Length of time and technical nature of the production process – The longer it takes to

produce finished goods inventories from raw materials, the larger the amount of finished

goods that a firm will typically hold (a safety stock). Also, if the production process is

highly technical, requiring that retooling be performed prior to each production run in order

to assure that production is meeting specifications, larger amounts of inventory will be

produced with each production run in order to minimize the set-up costs associated with

retooling.

Durability vs. Perish ability – If an inventory item is highly perishable, such as fresh

vegetables, a small amount will be held. Similarly, fashions of clothes and car styles are

“perishable” and will result in smaller inventories than durable goods such as tools and

hardware.

Costs – Cost of holding inventories as well as costs of obtaining inventories will influence

inventory sizes.

3.3 WORKING CAPITAL CYCLE

Cash flows in a cycle into, around and out of a business. It is the business's life blood and every

manager's primary task is to help keep it flowing and to use the cash flow to generate profits. If a

business is operating profitably, then it should, in theory, generate cash surpluses. If it doesn't

generate surpluses, the business will eventually run out of cash and expire

The faster a business expands the more cash it will need for working capital and investment. The

cheapest and best sources of cash exist as working capital right within business. Good

management of working capital will generate cash will help improve profits and reduce risks.

Bear in mind that the cost of providing credit to customers and holding stocks can represent a

substantial proportion of a firm's total profits.

There are two elements in the business cycle that absorb cash - Inventory (stocks and work-in-

progress) and Receivables (debtors owing you money). The main sources of cash are Payables

(your creditors) and Equity and Loans.

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Each component of working capital (namely inventory, receivables and payables) has two

dimensions time and money. When it comes to managing working capital - TIME IS MONEY.

If you can get money to move faster around the cycle (e.g. collect monies due from debtors more

quickly) or reduce the amount of money tied up (e.g. reduce inventory levels relative to sales),

the business will generate more cash or it will need to borrow less money to fund working

capital. As a consequence, you could reduce the cost of bank interest or you'll have additional

free money available to support additional sales growth or investment. Similarly, if you can

negotiate improved terms with suppliers e.g. get longer credit or an increased credit limit; you

effectively create free finance to help fund future sales.

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4.1 LEVEL OF WORKING CAPITAL OF UGSFL

The consideration of the level investment in current assets should avoid two danger poi of

excessive and inadequate investment in current assets. Investment in current assets should be just

adequate, not more or less, to the need of the business firms. Excessive investment in current

assets should be avoided because it impairs the company’s profitability, as idle investment earns

nothing. On the other hand inadequate amount of working capital can be threatened solvency of

the firms because of its inability to meet its current obligation. It should be realized that the

working capital need of the firms may be fluctuating with changing business activity. This may

cause excess or shortage of working capital frequently. The management should be prompt to

initiate an action and correct imbalance.

Table - Size of working capital in UGSFL

Particulars 2,008(TAKA) 2,009(TAKA) 2011(TAKA) 2012(TAKA)

A)Current assets

Inventories 78725677 77698025 115118340 79610713

Other Assets 349224436 370560788 320840975 305471318

Total of A

( Gross WIC)

427950113 448258813 435959315 385082031

B) Current

Liabilities

77855992 69416102 49132211 53189502

Net WC(A-B) 350094121 378842711 386827104 331892529

Source: Annual report (2011-2012)

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Source: Self Arrangement in financial area from annual report book.

4.1.1 Current Assets of UGSFL

Current asset is very much important component of working capital of the company. Here in

UGSFL the status of the current assets are shown below:

Table-1: Current assets of UGSFL

Particulars 2008 (Tk) 2009 (Tk) 2011 (Tk) 2012 (Tk)

Inventories 78,725,677 7,7698,025 115,118,340 79,610,713

BCIC Current

Accounts

1,310,301 1,964,007 - 1,754,244

Current Accounts With

BCIC Enterprises

88,265 158,164 251,740 296,054

Trade Debtors 90,551 89,501 - -

Other Debtors 181,423 181,423 64,120 64,120

Advances, Deposits &

pre-payments

14,694,752 22,184,962 17,975,893 16,080,493

Advances Against

Income Tax

14,015,484 15,533,579 6,177,328 11,295,690

Bank Deposits Accounts 298,472,585 295,994,817 258,101,252 252,505,447

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(FDR)

Cash & Bank Balance 20,371,075 34,454,335 38,270,642 23,475,270

Total Current Assets 427,950,113 448,258,813 435,959,315 385,082,031

Figure: Current Assets of UGSFL.

Here as the company is getting bigger day by day the size of the current assets is also increasing

at proportionately. But in 2011 & 2012 the amount of current assets are quite less than the

previous years. In 2012 the amount of inventories, account receivables & loans & advances are

quite less than the previous year. But I have observed that the volume of production, sales

volume & profit margin these all the indicators are sound enough than the previous year’s

performance. It indicates me that the management of current assets in 2012 is very nice. As

larger amount of current assets require a larger amount of costs, I think in that year management

did well. Same case occurred in 2011 also. In 2009 the management achieved larger Profit after

tax by using very less current assets. I think it is an indicator of well performance of

management.

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4.1.2 Current Liabilities of UGSFL

In order to run the company, the company should maintain a sound amount of current liabilities.

Otherwise the company will face a crisis of cash flow. Even the company may face the problem

of running the day to day operations. The recent conditions of the current liabilities are being

shown below:

Particulars 2008(Taka) 2009(Taka) 2011(Taka) 2012(Taka)

Creditors For Goods 2,020,151 1,513,077 1,025,609 2,777,167

Creditors For

Expenses

20,716,786 19,153,427 19,574,487 22,333,019

Creditors For Other

Finance

21,143,104 13,383,430 14,836,793 16,192,693

Unclaimed Dividend 12,273,905 12,749,239 13,006,567 9,776,073

Current Account

With BCIC

Enterprises

198,775 248,440 323,820 -

Provision For

W.P.P.F Fund

3,223,580 3,299,762 236,687 280,068

Provision For Income

Tax

17,729,691 18,518,727 - 261,882

MEB 550,000 550,000 128,248 1,568,600

Total Current

Liabilities

77,855,992 69,416,102 49,132,211 53,189,502

Table – 2: Current liabilities of UGSFL

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Figure: Total Current Liabilities.

Here though it is a liability, if a company can use maximum amount of current liabilities, it can

run its business with little operating costs. By taking this view under consideration, I think that in

2008&2009 the company used comparatively bigger amount of current liabilities that forced its

net profit higher. In 2011 another noticeable thing is that the company used very lower amount

of current liabilities, which forced the company to the lower amount of profit:

4.2 RECEIVABLE MANAGEMENT

Receivables or debtors are the one of the most important parts of the current Assets which is

created if the Industry sells the finished goods to the customer but not receive the cash for the

same immediately. Trade credit arises when firm sells its products and services on credit and

does not receive cash immediately. It is essential marketing tool, acting as bridge for the

movement of goods through production and distribution stages to customers. Trade credit creates

receivables or book debts which the firm is expected to collect in the near future.

Table: Size of receivables of UGSFL

Particulars 2008 2009 2011 2012

Trade Debtors 90,551 89,501 - -

Other Debtors 181,423 181,423 64,120 64,120

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Total Debtors 271,974 270,924 64,120 64,120

Indices 100 99.61393368 23.66715389 23.57578298

Chart- Size of receivables

4.2.1 Average collection period

The average collection period measures the quality of debtors since it indicate the speed of their

collection. The shorter the average collection period, the better the quality of the debtors since a

short collection period implies the prompt payment by debtors.

The average collection period should be compared against the firm’s credit terms and policy

judges its credit and collection efficiency. The collection period ratio thus helps an analyst in two

respects.

In determining the collectability of debtors and thus, the efficiency of collection efforts.

In ascertaining the firm’s comparative strength and advantages related to its credit policy

and performance.

The debtor’s turnover ratio can be transformed in to the number of days of holding of debtors.

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Observations

The size of receivables is very insignificant. It indicates that the Industry was allowing no credit

year to year. Actually the company is strictly avoiding credit sales. All the above factors directly

or indirectly affects in the debtors turnover ratio, current ratio and working capital ratio. For

effective management of credit, the Firms should lay down clear cut guidelines and procedure

for granting credit to individual customers and collecting individual accounts should involve

following steps:

(1) Credit information

(2) Credit investigation

(3) Credit limits

(4) Collection procedure.

4.3 INVENTORY MANAGEMENT

The term ‘inventory’ is used to designate the aggregate of those items of tangible assets which

are-

Finished goods (‘saleable’)

Work-in-progress (‘convertible’)

Material and supplies (‘consumable’)

In financial view, inventory defined as the sum of the value of raw material and supplies,

including spares, semi-processed material or work in progress and finished goods. The nature of

inventory is largely depending upon the type of operation carried on. For instance, in the case of

a manufacturing concern, the inventory will generally comprise all three groups mentioned

above while in the case of a trading concern, it will simply be by stock- in- trade or finished

goods.

Table -Size of inventory

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Particulars 2008 2009 2011 2012

inventory 78725677 77698025 115118340 79610713

Indices 100 98.6946419 146.2271833 101.1242025

Chart –Size of Inventory

4.3.1 Composition of inventory

In most of the case, a firm maintains raw material, Working-in-process and Finished goods as

inventory. Depending on the nature of Business, the proportion of inventory held by the firm

various.

Table- 3: Total inventories of UGSFL

Items 2008 (TK) 2009 (TK) 2011 (TK) 2012 (TK)

Finished Goods 299,100 1,471,296 8,726,389 15,562,038

Raw materials 24,983,576 36,958,064 7,261587 24,783,310

Work in Process 4,564,477 4,139,379 4,958,666 5,128971

Store spares & 48,680,491 35,101,972 89,796,729 33,980,222

22


accessories

Store in Transit 198,033 27,314 4,374969 156,172

Total Inventory 78,725,677 77,698,025 115,118,340 79,610,713

Figure- 3: Total Inventories of UGSFL

Here, try to show the total inventories of UGSFL in 2007 to 2010.In this I see in 2006 the

percentages of inventories is higher than other four years. And the inventories position is

gradually increase of UGSFL in 2003 to 2006.

Here though the amount of inventory is increasing year after year, but the proportionate amount

of inventories is not increasing at same rate. If we observe the following calculation it will be

clear to us:

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Year Sales Cost of goods sold Inventories Inventory turnover

2008 322,606,548 210,931,863 78,725,677 2.59 Times

2009 327,492,038 208,905,100 77,698,025 2.69 Times

2011 260,370,205 216,338,393 115,118,340 2 Times

2012 228.355,818 188,077,340 79,610,713 1.93 Times

Here we have seen that the in 2012 the company hold smaller amount of inventory than that of

2011. It is good. The company is now conscious about its inventory management.

4.4 MANAGEMENT OF CASH

Cash is common purchasing power or medium of exchange. As such, it forms the most important

component of working capital. The term cash with reference to cash management is used in two

senses, in narrow sense it is used broadly to cover cash and generally accepted equivalent of cash

such as cheques, draft and demand deposits in banks. The broader view of cash also induce hear-

cash assets, such as marketable sense as marketable securities and time deposits in banks. The

main characteristics of this deposits that they can be really sold and convert in to cash in short

term. They also provide short term investment outlet for excess and are also useful for meeting

planned outflow of funds. We employ the term cash management in the broader sense.

Irrespective of the form in which it is held, a distinguishing feature of cash as assets is that it was

no earning power. Industry have to always maintain the cash balance to fulfill the dally

requirement of expenses. There are four primary motive for maintain the cash as follow

Table-Size and indices of cash of UGSFL

Particulars 2008 2009 2011 2012

Cash & bank balance 318,844,000 330,449,000 296,372,000 275,981,000

Indices 100 103.639711 92.95203924 86.55674875

24


Chart - indices of cash

4.4.1 Summary of Cash Flow Statement of UGSFL:

Net Cash Flow 2008

Tk.

2009

Tk.

2011

Tk.

2012

Tk.

Cash & Cash Equivalents at End of

Year

330,449,152 318,843,660 296,371,894 275,980,717

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From the above information we can say that the position of the cash flow is in the upward

situation. So we can say that the UGSFL is conscious enough about the cash in hand. It’s a

positive sign, as it helps to continue the production and all other it also indicates that the

company’s ability to pay the current obligations is in a handsome position. On the other hand it

should not be excess proportionate to the production volume. Otherwise it will cost much and the

per unit product cost will also increase.

4.5 RATIO ANALYSIS

4.5.1 Current ratio

This ratio between the current assets and the current liabilities is known as the current ratio. If

the current assets are larger than the current liabilities, the borrower ability to meet his current

liabilities without default may easily be established. The current ratio shows the short-term

financial strength of a business concern. This ratio of 2:1 is generally considered quit satisfactory

as the current liabilities are sufficiently covered by the current assets and the surplus is a short of

buffer for the creditors. This is true from the viewpoint of a creditor but not from that of product

management, because excess of cash balance or stock-in-trade over what is needed, may not be

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considered desirable by the management. The current ratio may also fluctuate because seasonal

characteristic of business. This ratio is to be calculated

The current ratio =

Now I analysis of two years current ratio of the UGSFL Ltd, follow their financial statements.

These analyses are below:

Current Ratio 2012 =

=

= 7.24:1

Similarly calculated for other years:

Year 2008 2009 2011 2012

Current Asset 427950113 448258813 435959315 385082031

Total current

liabilities

77855992 69416102 49132211 53189502

Current Ratios 5.496688206 6.45756244 8.873187388 7.23981268

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Here we have seen that the current ratio of the company is less in 2012 than 2011, it represents

that though in both year the ratio is above the standard its current assets/working capital is

controlled in 2012. We have mention earlier that the company expanded its business in 2011 &

2012 but they reduced their working capital.

It’s an important issue that it is not necessary to go above the standard level, as it costs a big

amount to maintain a larger amount of working capital. The basic reason is that it’s a short term

financing.

Observations

Industry has an increasing trend of current ratio. The current ratio indicates the availability of

funds to payment of current liabilities in the form of current assets. A higher ratio indicates that

there were sufficient assets available with the organization which can be converted in cash,

without any reduction in the value. As ideal current ratio is 2:1, where current ratio of the firm is

more than 2:1, it indicates the unnecessarily investment in the current assets in the form of debtor

and cash balance. Ratio is lower in the year 2012 where cash balance is more than requirement.

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4.5.2 Quick Ratio

This ratio is the similar to the current ratio except that the inventories are excluded from the

current assets because they may not be so easily marketable assets as the other liquidity assets

are. This ratio measures the short-term liquidity of a business concern. The quick ratio

establishes a relationship between readily marketable assets and the current liabilities. It provides

a better indication of the liquidity position and repaying capacity of borrowing concern than the

current ratio. This ratio of 1:1 is generally considered excellent, as the liquid assets will be

considered sufficient to meet the current liabilities. This ratio is to be calculated:

The quick ratio =

Now I analysis of two years quick ratio of the UGSFL Ltd, follow their financial statements.

These analyses are below:

Quick Ratio 2012 =

= (385082031-79,610,713)/ 53189502

= 5.44:1


Year 2008 2009 2011 2012

Current Asset 427950113 448258813 435959315 385082031

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Total current

liabilities

77855992 69416102 49132211 53189502

Total Inventory 78,725,677 7,7698,025 115,118,340 79,610,713

Quick Ratios 4.52 5.02 6.16 5.44

Observations

Note: The quick ratio is the important of the analysis of the financial statements. This ratio is

indicating how much quick asset to repay their current liabilities. This ratio of 1:1 is standard of

the analysis of the financial statements. It is not standard for the quick ratio. This ratio is the less

for their standard to repay their current liabilities.

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Unlike the current ratio the status of quick ratio is also very nice, more than double to the

standard level. It represents that the inventory of the firm is not too much comparing to the other

ingredients. Though it costs a very large amount but the stakeholder of the company will feel

comport to be involved with the company.

The company can easily manage bank loan and no disruption will occur in the production

process. Here the company is trying to control its quick ratio to the standard level.

Quick ratio indicates that the Industry has sufficient liquid balance for the payment of current

liabilities. The liquid ratio of 1:1 is suppose to be standard or ideal but here ratio is more than 1:1

over the period of time, it indicates that the firm maintains the over liquid assets than actual

requirement of such assets.

4.5.3 Receivable Turnover Ratio

This ratio is worked out by dividing the total credit sales during the year by the amount of the

debtors outstanding at the end of the year. The ratio shows the extent to which credit is granted

by the business concern to its buyers and also indicates the promptness with which the debts are

realized. A low turnover of receivables means higher collection period and large amount of

overdue.

Receivable Turnover ratio = Sales/Account Receivable

Now I analyze of two years receivable turnover ratio of the UGSFL, follow their financial

statements. These analyses are below:

Receivable Turnover 2012 = Sales/Account Receivable

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= 228,355,818/ 64,120

= 3561.3821times


Year 2008 2009 2011 2012

Sales 322,606,548 327,492,038 260,370,205 228,355,818

Accounts Receivables 271,974 4270,924 64,120 64,120

Receivable Turnover 1186.166869 76.67943471 4060.670696 3561.3821

Note: Actually there is no mentionable amount of account receivable. Because UGSFL does not

allow any credit sell. So here this ratio is not important.

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4.5.4 Inventory Turnover Ratio

This is usually computed as cost of sales divided by the inventory. Like the account receivable

turnover ratio, the more liquidity the asset. The basic difficult with the accounts receivable

turnover ratio and inventory turnover ratio as liquidity measure is that only focus on only one

assets nearness to cash, and thus by themselves do not tell about the firm’s overall liquidity

position. That really what we want to measure.

Inventory Turnover Ratio =

Now I analysis of two years inventory turnover ratio of the UGSFL, follow their financial

statements. These analyses are below:

Inventory Turnover 2012 =

= 188,077,340/79,610,713

= 2.3624627times


Year 2008 2009 2011 2012

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Cost of goods sold 210,931,863 208,905,101 216,338,393 188,077,340

Inventory 78,725,677 7,7698,025 115,118,340 79,610,713

Inventory turnover 2.679327394 2.68867968 1.879269567 2.3624627

Note: I am analysis this ratio and find out their return, but I see that this turnover is increasing

last year. So in this case, the company’s position is good. The ratio represents that the company

is keeping optimal level of inventory for its production purpose. As a result its cost behind

inventory management will be controlled at large amount.

4.5.5 Working capital Turnover Ratio

Working capital turnover ratio represents the efficiency of the management in using the working

capital. So that the costs related to financing if working capital can be controlled. It signifies that

for an amount of sales, a relative amount of working capital is needed. If any increase in sales

contemplated working capital should be adequate and thus this ratio helps management to

maintain the adequate level of working capital. The ratio measures the efficiency with which the

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working capital is being used by a firm. It may thus compute net working capital turnover by

dividing sales by working capital. Working capital turnover ratio

Working capital turnover ratio = Net sales/Net working capital

Working capital turnover 2012 = 228,355,818/331892529

=0.688041453


Year 2008 2009 2011 2012

Net sales 322,606,548 327,492,038 260,370,205 228,355,818

Net working capital 350094121 378842711 386827104 331892529

working capital

turnover 0.921485191 0.864453845 0.673091938 0.688041453

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Note: As here the rate of turnover is increasing, compare to the previous year, it can be said that

the management is being efficient in utilizing its working capital. The more the working capital

will turn, represents that it costs less in financing working capital.

Observations

It was observed that current assets turnover ratio does not indicate any trend over the period of

time. Turnover ratio was below 1 in the following year and remains same to all respectively, but

it decreased in the year 2011, because of high cash balance. Cash did not help to increase in sales

volume, as cash is non-earning asset. In the year 2012 Industry Current Assets Turnover Ratio

also decrease from previous year as increase its sales with decrease investment in current assets,

thus current assets turnover ratio increased to 0.673 from 0.688 in the year 2012.

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5.1 CONCLUSION

We know that ratio analysis is one of the common used tolls to evaluate the financial

performance. By examining the Usmania Glass Sheet Factory Limited through ratio analysis we

have found that the financial performance of the company is quite satisfactory. But it can be said

that the company could use its opportunities more effectively. As the company is the largest

government owned Glass manufacturing firm, the company should use its opportunity more

efficiently though it has some problems such as idle money, production inefficiency, obsolete

technology highly dependence on foreign raw materials lack proper planning and promotional

activities . But I think that these problems can be overcome. The management as well as the

government can do this. I saw that all the personnel working in the executive level are skillful,

efficient and qualified. Therefore the company will be able to overcome these problems in future.

Despite a profitable concern of BCIC, owing to lack of supervision, financial

inefficiency ,lengthy process of procurement raw materials and accounts receivables –gross

profit , net profit margin ROA,ROE, are constantly decreasing over the passage of time.

In time it can be said that Usmania Glass Sheet Factory Limited has created a good position in

glass sheet field through its high quality product, services, and research and development

programs. However, it should maintain its existing goodwill as well as improve its market share

to survive. Finally I wish all success of Usmania Glass Sheet Factory Limited.

5.2 RECOMMENDATIONS

So far we have analyzed various financial statements such as income statement

Balance sheet and cash flow statement of UGSFL that guides us to recommend the following:

Consumer census and data base.

Detection of pilferage and unauthorized connections.

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Introduction of universal metering and time based metering for bulk consumers of

power and replacement of faculty meters.

The company should consider its field level manager's decisions in creative decision

making process.

The company should contribute in the governments new decisions regarding

environment more effectively.

The company should follow product differentiation policy to face the competitors.

The company should purchase through tenders under the decision of General

Manager (Purchase)

The company should replace their officials and it should search young and energetic

workers.

To increase sales company should offer attractive gifts to its customers.

To survive the market company should take immediate steps in order to face

competitors.

Usmania Glass Sheet Factory Limited has to implement an action program to deal

with the system loss in power & gas distribution , urban water supply and telephone

services through appropriate measures, including:

Usmania Glass Sheet Factory Ltd. should have effective advertisement through mass

media like television newspapers etc.

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BIBLIOGRAPHY AND REFERENCES

1. Dr. Solaiman Md.1991, “Impact of Poor Asset management on Productivity-A

Management Approach” Chittagong University Studies (Commerce) Vol. 7,

2. Glickman & Richard. B.A, "Financial Statement & Reporting" 5th Edition, The Dryden

Press, Newyork

3. Gupta, R.L. "Financial Statement Analysis" 11th Edition, New Delhi Publication, India.

4. Kevin S.K “Portfolio Management”, Second Edition, New Delhi Publication, India.

5. Saleh Jahur Mohammad & Jannat Ara Parveen 1996 “Analysis of Financial Performance

of Public Enterprises-A case study of Chittagong Steels Mills Ltd.” Chittagong

University Studies (Commerce) Vol. 12,

6. Shamim uddin khan Dr. Mohammad & Hossain Shahadat, 2003 “cash flow rations for

evaluating financial performance: A study chittagong port” The Chittagong university

journal of business administration, Vlo. 18, pp- 41-60.

7. Usmania Glass Sheet Factory Ltd. Annual Report for 2005-06, 2006-07, 2007-08,2008-

2009,2009-2010.

8. Usmania Glass Sheet Factory Ltd. Special Publication for june-2010.

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