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Research Guide:
Ms.NITU SHARMA
Lecturer
Department of Business Management
Padmashree DR. D.Y. Patil University
CBD Belapur, Navi Mumbai
FEBRUARY 2010
“CASH MANAGEMENT”
INDIAN OIL CORPORATION LTD.
DECLARATION
I herby declare that the dessertation “CASH MANAGEMENT AT INDIAN OIL CORPORATION
LTD.” submitted for the MBA degree at Padmashree Dr. D.Y. Patil University Dep
artment Of Business Management is my original work and the dissertation has not
formed the basis for the award of any degree, associate ship, fellowship or any
other similar titles.
Place : mumbai
Date :
CERTIFICATE
This is to certify that the dissertation entitled “ CASH MANAGEMENT” AT INDIAN O
IL CORPORATION LTD. is the bonafide research work carried out by Mr. URVISH PATE
L student of MBA, at Padmashree Dr. D.Y. Patil University Department Of Busines
s Management during the year 2008-2010, in partial fulfilment of the requireme
nts for the award of the degree of master in business management and that the d
issertation has not formed the basis for the award previously of any degree, dip
loma, associate ship, fellowship or any other similar title.
Place: Mumbai
Date:
ACKNOWLEDGMENTS
In the first place, i thank Prof. Nitu sharma, lecturer, Padmashree DR. D.Y. Pat
il University Department of Business Management, Navi Mumbai for having me her v
aluable guidance for the project. Without her help it would have been impossible
for me to completed the project.
I would also like to thank the various people from the Manufacturing
Industry who have provided me lot of information and in fact even sharing some
of the confidential company documents and data-many of which i have used in this
report an without which this could not have been completed.
I would be failing in my duty if I do not acknowledge with a deep se
nse of gratitude the sacrifices made by my parents and thus have helped me in co
mpleting the project work successfully.
Place:
Date:
Signature of t
he student
TABLE OF CONTENTS
SR.NO. CHAPTER NO. TITLE
1. List of figures
2. List of tables
3. List of Abbreviation
1. Executive Summary
2. Objective of the study
3. Research Methodology
4. cash management
4.1) introduction of Cash Management
4.2)Importance of cash management
4.3)Cash planning and control
4.4)Strategies use for cash management
4.5)Short term investment opportunities
4.6)Managing cash outflow
5. Cash Management in Manufacturing sector
a) cash Shortage in India's Manufacturing Sector
b) Issues involved in Cash Management
c)Impact of Cash Management in Manufacturing Sector
d) Ways to keep hold of cash
6. Data analysis
7. Recommendations
8. Conclusion
9. Appendix
a) Bibliography
b) Articles
c) Copy of questionnaire
CHAPTER:-1
EXICUTIVE SUMMERY
EXICUTIVE SUMMERY
Cash is your business's lifeblood. Managed well, your company remains healthy an
d strong. Managed poorly, your company goes into cardiac arrest.
If you haven't considered cash management an important issue, then you're probab
ly undermining your business's short-term stability and its long-term survival.
But how can you manage business cash better?
To make a profit, most businesses have to produce and deliver goods or services
to their customers before being paid. Unfortunately, no matter how profitable th
e contract, if a business don't have enough money to pay its staff and suppliers
before receiving payment, the business will not succeed.
To trade effectively and be able to grow sales and profits, a business needs to
build up cash reserves by ensuring that the timing of cash movements creates an
overall positive cashflow situation.
Bear in mind, however, that having a lot of cash in the bank does not necessaril
y make good business sense. Cash needs to be invested in the business in order t
o make the best return for the business owners.
CHAPTER:-2
OBJECTIVES OF THE STUDY
OBJECTIVES OF THE STUDY
1. To know the importance of the cash management.
2. To study the recent trends in cash management.
3. To understand, and study how cash management is important for the long-t
erm survival of the organization.
4. Reinforces a culture of continuous learning.
5. To understand the role of finance department in cash management.
CHAPTER:-3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research is the systematic process of collecting and analyzing information (data
) in order to increase our understanding of the phenomenon about which we are co
ncerned or interested.
In simple words it is a purposeful investigation.
Methods of gathering data:-
• postal questionnaire survey
• e-mail questionnaire survey
• Internet polls
• face-to-face interviews
• telephone interviews
• Systematic observation
• Text analysis
• Statistical data (secondary analysis)
• Registered data
CHAPTER:-4
LIMITATIONS OF STUDY
LIMITATIONS OF STUDY
1. Time allotted for a project sometimes a big factor.
2. The company doesn’t disclose much information.
3. Out-of-date information may offer little value especially for companies
competing in fast changing markets.
4. Cost - Compared to secondary research, primary data may be very expensiv
e.
CHAPTER:-5
LITERARURE REVIEW
LITERARURE REVIEW
CASH MANAGEMENT
Meaning:-
Cash is money that is easily accessible either in the bank or in the business. I
t is not inventory, it is not accounts receivable, and it is not property. These
might be converted to cash at some point in time, but it takes cash on hand or
in the bank to pay suppliers, to pay the rent, and to meet the payroll. Profit g
rowth does not always mean more cash.
Profit is the amount of money you expect to make if all customers paid on time a
nd if your expenses were spread out evenly over the time period being measured.
However, it is not your day-to-day reality. Cash is what you must have to keep t
he doors of your business open. Over time, a company s profits are of little val
ue if they are not accompanied by positive net cash flow. You can t spend profit
; you can only spend cash.
Cash Flow refers to the flow of cash into and out of a business over a period of
time. The outflow of cash is measured by the money you pay every month to salar
ies, suppliers, and creditors. The inflows are the cash you receive from custome
rs, lenders, and investors.
Good cash management means:
• Knowing when, where, and how your cash needs will occur,
• Knowing what the best sources are for meeting additional cash needs; and
,
• Being prepared to meet these needs when they occur, by keeping good rela
tionships with bankers and other creditors.
The starting point for avoiding a cash crisis is to develop a cash flow projecti
on. Smart business owners know how to develop both short-term (weekly, monthly)
cash flow projections to help them manage daily cash, and long-term (annual, 3-5
year) cash flow projections to help them develop the necessary capital strategy
to meet their business needs. They also prepare and use historical cash flow st
atements to gain an understanding about where all the money went.
CASH MANAGEMENT CYCLE:-
• Positive Pay:
Positive pay is a service whereby the company electronically shares its check re
gister of all written checks with the bank. The bank therefore will only pay che
cks listed in that register, with exactly the same specifications as listed in t
he register (amount, payee, serial number, etc.). This system dramatically reduc
es check fraud.
• Reverse Positive Pay:
Reverse positive pay is similar to positive pay, but the process is reversed, wi
th the company, not the bank, maintaining the list of checks issued. When checks
are presented for payment and clear through the Federal Reserve System, the Fed
eral Reserve prepares a file of the checks account numbers, serial numbers, and
dollar amounts and sends the file to the bank. In reverse positive pay, the ban
k sends that file to the company, where the company compares the information to
its internal records. The company lets the bank know which checks match its inte
rnal information, and the bank pays those items. The bank then researches the ch
ecks that do not match, corrects any misreads or encoding errors, and determines
if any items are fraudulent. The bank pays only "true" exceptions, that is, tho
se that can be reconciled with the company s files.
• Sweep accounts:
Are typically offered by the cash management division of a bank. Under this syst
em, excess funds from a company s bank accounts are automatically moved into a m
oney market mutual fund overnight, and then moved back the next morning. This al
lows them to earn interest overnight. This is the primary use of money market mu
tual funds.
• Zero Balance Accounting:
Can be thought of as somewhat of a hack. Companies with large numbers of stores
or locations can very often be confused if all those stores are depositing into
a single bank account. Traditionally, it would be impossible to know which depos
its were from which stores without seeking to view images of those deposits. To
help correct this problem, banks developed a system where each store is given th
eir own bank account, but all the money deposited into the individual store acco
unts are automatically moved or swept into the company s main bank account. This
allows the company to look at individual statements for each store. U.S. banks
are almost all converting their systems so that companies can tell which store m
ade a particular deposit, even if these deposits are all deposited into a single
account. Therefore, zero balance accounting is being used less frequently.
• Wire Transfer:
A wire transfer is an electronic transfer of funds. Wire transfers can be done
by a simple bank account transfer, or by a transfer of cash at a cash office. Ba
nk wire transfers are often the most expedient method for transferring funds bet
ween bank accounts. A bank wire transfer is a message to the receiving bank requ
esting them to effect payment in accordance with the instructions given. The mes
sage also includes settlement instructions. The actual wire transfer itself is v
irtually instantaneous, requiring no longer for transmission than a telephone ca
ll.
• Controlled Disbursement:
This is another product offered by banks under Cash Management Services. The ban
k provides a daily report, typically early in the day, that provides the amount
of disbursements that will be charged to the customer s account. This early know
ledge of daily funds requirement allows the customer to invest any surplus in in
traday investment opportunities, typically money market investments. This is dif
ferent from delayed disbursements, where payments are issued through a remote br
anch of a bank and customer is able to delay the payment due to increased float
time.
TYPES OF INVESTMENTS
An investment is a placement or commitment of money or capital in a way intended
to gain profit or interest, as by purchasing property, securities or bonds. As
noted above, treasurers are compelled by Ch. 44 §55B to invest “all monies…not
required to be kept liquid for purposes of distribution…in such a manner as to r
equire the payment of interest on the money at the highest possible rate reasona
bly available, taking account of safety liquidity and yield.” Liquidity is the
quality of being readily convertible into cash with¬out substantial transaction
costs. Security is the quality of assurance that the investment expectation wil
l be fulfilled in a timely fashion. Yield is the measure of effective return on
an investment, usually expressed as a percent.
Many communities maintain written investment policies that serve as a guideline
in making investments of short-term funds. These policies delineate investment
procedures and considerations and define levels of acceptable risk. Frequently,
the policies identify the financial institutions that have satisfied the commun
ity’s criteria for secure deposits. In addition, the policies generally include
specific information about delegation of authority, internal controls, ethics a
nd conflict of interest.
Ultimately, the standard to which a treasurer is held in making investments is t
he “prudent person” standard. A treasurer should always remember to weigh the r
isk of financial loss when making municipal investments. When investing a munic
ipality’s money, the treasurer should carefully avoid high-risk or speculative i
nvestments, even if legally permitted.
Identify the various institutions into which municipal funds may be deposited.
A treasurer who deposits monies into these institutions will not be personally l
iable for any loss of money due to the failure of the institutions. Notwithstand
ing, a prudent treasurer must make certain that deposits and investments are suf
ficiently insured, adequately collateralized and invested in institutions that h
ave been researched for stability and safety.
The FDIC insures deposits in FDIC-insured institutions. All types of deposits r
eceived by insured institutions in their usual course of business are insured up
to $100,000 per deposit, including savings deposits, checking deposits, deposit
s in NOW accounts and time deposits, including CDs. In the case of a bank failu
re, the FDIC insurance protects deposits that are payable in the U.S. The treas
urer should communicate with the FDIC to determine whether separately named acco
unts are considered as separate deposits for the purposes of applying the $100,0
00 limit.
In the past, a number of governmental entities incurred significant losses due t
o inadequately secured investments. In order to remedy this situation, the Gove
rnmental Accounting Standards Board (GASB) issued Statement 3, which requires go
vernmental entities to disclose their policies regarding securitization and safe
keeping for deposits and investments, including repurchase agreements, better en
abling investors to assess the degree of risk more accurately. These disclosure
s must inform potential investors about situations in which a greater credit ris
k exists during the investment period than on the balance sheet date.
Cities and towns should disclose the amount of their total bank balances that ar
e:
• Insured or collateralized with securities held by the municipality or by
an agent in the municipality’s name.
• Collateralized with securities held by their financial institutions or b
y an agent in the municipality’s name.
• Uncollateralized.
The carrying amount and the market value of investments should also be disclosed
for each type of investment as of the balance sheet date. The disclosure shoul
d state the total amount of each type of investment and should categorize invest
ments that are:
• Insured or registered or held by the municipality or its agent in the mu
nicipality’s name.
• Uninsured or unregistered, with the securities held by the counterparty
in the municipality’s name.
• Uninsured or unregistered, with the securities held by the counterparty
but not in the municipality’s name.
Certificates of Deposit
A Certificates of Deposit, generally known as a CD, is a written acknowledgement
by a commercial bank, savings and loan institution or mutual savings bank conta
ining a promise to pay interest at a speci¬fied rate for a fixed period of time
for funds deposited in the institution. CDs provide a useful instrument for sho
rt-term investments, usu¬ally more than 7 days. They are available in almost an
y denomination, although most have a mini¬mum amount. The bank pays inter¬est o
n the certificate’s face value, and the interest accrues on a 360-day or 365-day
basis. Rates vary depend¬ing on the length of time for which the certificates
are issued, the amount of money deposited and the prevailing market rate. Rates
also vary among banks, making it important for treasurers to obtain quotes from
a number of banks before making a purchase.
Because monies are deposited in a CD for a fixed term, the instrument is not con
sidered a liquid investment. A bank can legally refuse to return the money befo
re the maturity date. If a bank allows redemption before the maturity date, the
municipality must pay a sub¬stantial, early withdrawal penalty. Accordingly, a
treasurer should only purchase a CD when it is very probable that the municipal
ity will not have to spend the money during the CD’s fixed term.
On the other hand, if a municipality can afford to tie up money for fixed period
, a CD provides an effective vehicle for obtaining fixed interest rates for that
period. Of course, timing the purchase of a CD is important since interest rate
s vary dramatically. The treasurer should strive to make the purchase when inte
rest rates are high. The municipality will then con¬tinue to earn the high rate
until the CD’s maturity. On the other hand, if the treasurer purchases a CD wh
en interest rates are low, the instrument will earn interest at the low rate.
U.S. Treasury Bills
Treasury bills are bearer obligations of the U.S. Government that are issued on
a discount basis; that is, a purchaser buys the instruments at less than the fac
e value and receives the face value upon redemption. The dif¬ference between th
e purchase price and the redemption price is the interest income. Treasury bill
s are backed by the full faith and credit of the U.S. Government and are con¬sid
ered the safest investment. Because of their relative safety and marketa¬bility
, T-Bills, as they are called, generally provide lower yields than do comparable
short-term investments.
Repurchase Agreement
A repurchase agreement, also known as a “repo” or a “buyback,” is a contract tha
t requires a seller of securities, most often treasury securities, to buy the in
vestment back in the future at a designated time and price. An advantage of thi
s investment vehicle is the flexibility of its maturity. A repo may be sold for
a fixed period of time, on demand, or renewable on a day-to-day basis.
The authority of a municipal treasurer to invest in repurchase agreements is set
out in Ch. 44 §55. This statute permits the treasurer to invest in “obligation
s issued or unconditionally guaranteed by the United States government or any ag
ency thereof and having a maturity from date of purchase of one year or less, or
in United States government securities or securities of United States governmen
t agencies purchased under an agreement with a trust company, national bank or b
anking company to repurchase at not less than the original purchase price of sai
d securities on a fixed date, not to exceed ninety days.”
However, while repos offer flexibility in maturity dates, they are not without r
isk. In the past, some banks have used the same security for several, simultane
ous repurchase agreements. Accordingly, when investing in a repo, the treasurer
should make certain to take possession of the underlying security or to receive
written notification of the transaction from a third-party trustee who holds th
e security on behalf of the municipality. In this way, the municipality will be
protected in the case of a bank default.
Money Market Deposit Accounts (MMDAs)
A money market account is a savings account that shares some of the characterist
ics of a money market fund, a mutual fund that invests solely in short-term secu
rities. These accounts, like other saving accounts, are insured by the Federal
government up to $100,000.
Banks generally place restrictions on money market accounts. The restrictions u
sually include:
• A minimum daily balance requirement, with an interest rate reduction if
the balance falls below this minimum.
• A limit on the number of withdrawals, such as 6 per month with a maximum
of 3 checks. Under such a limit, a depositor could, for example, write 3 check
s and make 3 withdrawal transfers in a month. Alternatively, the depositor migh
t write 2 checks and make 4 withdrawal transfers and two checks, etc.
MMDA accounts provide an ideal investment vehicle to obtain moderate yields whil
e keeping funds liquid. Every munici¬pality should have at least one money mark
et account. It is up to the treasurer to deter¬mine how much money should be ke
pt in these accounts.
Massachusetts Municipal Depository Trust
Authorizes the state treasurer to establish, with the advice of an investment ad
visory council, one or more combined investment funds and to sell participation
units to local governments. Under this authority, the state treasurer has estab
lished the Massachusetts Municipal Depository Trust (MMDT), a professionally man
aged investment pool. The trust manager invests in money market securities, suc
h as CDs, T-Bills, repos and commercial papers. Participants purchase shares in
the pool by depositing funds. Under the rules and regulations adopted by the s
tate treasurer, no minimums exist regarding either the amounts deposited or the
length of time monies may remain on deposit. Rates are subject to fluctuation a
nd are not guaranteed. Monies deposited in the MMDT are liquid, i.e., they may
be accessed at any time.
U.S. Government Agency Obligations
Agency obligations, also referred to as “agency securities” are debt instruments
issued by government agencies to fund loans to particular groups of borrowers,
such as students, farmers and homebuyers. Agency obligations include the Federa
l National Mortgage Association (Fannie Mae), the Federal Home Loan Mortgage Cor
poration (Freddie Mac), the Federal Home Loan Bank System (FHLB), the Federal Fa
rm Credit Bank (FFCB), and the Student Loan Marketing Association (Sallie Mae.
Agency obligations generally yield high credit ratings because of their associat
ion with the federal government; however, they are not government obligations ba
cked by the full faith and credit of the U.S. Government. Accordingly, agency o
bligations are slightly riskier than Treasuries, but they also have the potentia
l for higher earnings.
Secondary Markets
Primary markets allow investors to bid directly for the purchase of securities w
ith issuers and, as a result, tend to provide more favora¬ble prices. Secondary
markets permit investors to purchase securities at other times than their issua
nce dates or to sell securities prior to their maturity dates.
General economic conditions affect interest rates, which in turn determine the m
arket behavior of securities in both primary and second¬ary markets. Confidence
in a particular security can also affect its behavior. Confidence is determine
d by an investor’s perception of the financial health of an institution or the c
ollateral behind a security. It tends to be most important in determining the s
trength and activity of a security in the secondary market. For instance, Treas
ury Bills are always very active in both primary and secondary markets because t
hey are backed by the U.S. Government. Under¬standing how markets behave under
a variety of conditions and gaining a feel for how various securi¬ties will be a
ffected is a skill acquired through day-to-day experience, as well as by a study
of the characteristics of securities.
Mutual Fund Money Market Accounts
Permits municipalities to invest in money market funds managed by mutual fund co
mpanies. The underlying securities of the funds must be within the guidelines a
pproved by the Commonwealth, similar to securities that would appear on the “leg
al list” of investments. The statute limits investment to those money market fu
nds that have received the highest possible rating from at least one nationally
recognized statistical rating organization.
Investment-Related Matters
Municipalities borrow for a variety of reasons, such as to fund temporary cash n
eeds and to finance the construction of pub¬lic works. The investment of borrow
ed funds is heavily regulated by federal arbitrage laws. Accordingly, the treasu
rer should work closely with bond counsel to determine the status of existing an
d proposed federal laws and regulations relating to arbitrage before the municip
ality effects a borrowing.
A useful resource for treasurers is a “Time Teller Calendar” that computes at a
glance interest, elapsed time and maturity dates on notes. Some banks will prov
ide this resource to treasurers. For each day of the year, the calendar exhibit
s the number of days from that day to any other day in the next nine months.
Every treasurer should keep records of all investments. While the treas¬urer ca
n design the forms to use for this process, these forms must make it pos¬sible t
o record all the necessary information to provide an accurate picture of each tr
ansaction. The Investment Register on pg. 11-31 displays an example form that c
an be used to record investment trans¬actions made in person, by mail, or over t
he telephone. Of course, a telephone transaction should be confirmed in writing
as soon as possible.
A treasurer must observe the limitations on deposits in any one bank, This stat
ute specifies that a municipality may not at any one time have on deposit in a b
ank or trust company an amount ex¬ceeding 60% of the capital and surplus of that
institution and that the total of all the municipality’s accounts may not excee
d 60% of the bank’s net equity If a treasurer wishes to exceed this limit, the b
ank must pledge addi¬tional securities to cover the extra amount deposited. Tre
asurers should retain these securities in their custody. Banks will make availa
ble copies of their most recent “Statement of Condi¬tion” from which a treasurer
can determine the banks’ capital and surplus amounts.
absolves treasurers of any personal liabili¬ty if they, in good faith and in the
exercise of due care, deposit public money in the MMDT or in a Massachusetts-or
ganized savings bank, trust company or FDIC banking company and a loss results f
rom the closing up of the depository or from the liquidation of its affairs. Th
is statute does not, however, absolve from lia¬bility a treasurer who invests pu
blic funds in a non-FDIC bank out¬side of Massachusetts.
The importance of cash management in business survival and stability was underli
ned a year ago when KPMG surveyed 152 executives from mid-sized organisations ar
ound the Asia Pacific region about their cash management practices. We wanted to
understand the importance these companies placed on cash, how they were executi
ng their cash management practices and how they were reacting to the changing fi
nancial climate.
The study found that nearly three quarters of respondents regarded cash manageme
nt as of “great” or “vital importance” to their respective organizations. Sixty-
one percent reported they had introduced a working capital improvement program i
n the previous 12 months. A large majority of these said they had achieved an im
provement in working capital of 10 percent or more. Cash released by these progr
ams had been used to expand operations (72 percent), repay debt (39 percent), or
increase shareholder dividends (38 percent). Apart from reducing their working
capital requirements, 31 percent of respondents planned to unlock cash from fixe
d assets.
Obviously this survey took place before the worst of the global credit crunch an
d the associated economic downturn had been felt, although credit had already be
gun to tighten. It is certain that most of these companies would have become eve
n more cash conscious over the following 12 months.
A similar study conducted by KPMG in the United States and Europe during 2008 in
dicated that companies in these regions had become somewhat more nervous about d
eteriorating financial conditions than their Asian counterparts. This concern wa
s reflected in their cash management practices. Particular issues reported by US
and European companies included:
• suppliers demanding earlier payment
• customers delaying payments
• stakeholders seeking improved cash generation
• credit reducing in availability and increasing in cost.
What both these surveys suggest is that there appears to be a positive link betw
een the efficacy of cash management policies and practices and the profitability
of companies and their overall business performance. Interestingly, companies w
ith very accurate cash flow forecasts appear to be significantly more profitable
than those with poor cash forecasting records. Perhaps accurate cash flow forec
asting is symptomatic of accurate and realistic business forecasting generally.
KPMG s Restructuring practice recommends to its clients that they embrace a tot
al cash management philosophy. It means putting cash management at the centre o
f both business strategy development and operational decision making. There are
several elements in this process.
1. Put cash at the heart of strategy development
Companies often perceive cash management as a relatively narrow, back-office res
ponsibility concerned with stretching payment terms and chasing debtors. That is
a mistake. Instead, it should be about obtaining greater visibility and control
of cash flows across the business. It is critical that management understands h
ow cash flows through the enterprise, where it gets stuck and why, and what can
be done about it. This includes recognising that some arrangements can be tax ef
fective, but not cash flow effective.
2. Build a cash culture
Instilling a cash-conscious culture is integral to maintaining a steady focus
on cash. Employing a cash focus at the top and communicating it throughout the o
rganisation is fundamental. By linking KPIs and incentive regimes to cash, execu
tives can be measured not only on sales and margin but on ensuring that credit r
isks are assessed and debtors are collected on a timely basis.
3. Improve forecasting
Cash flow forecasting needs to be accurate as well as realistic in its assumptio
ns. Accurate forecasting should be based on a range of scenarios and risks so th
e organisation has an understanding of the key drivers on the cash position. Cle
ar reporting lines are critical, and underlying assumptions should be regularly
reviewed and challenged. Poor forecasting typically results from inadequate tech
nical skills and a lack of commitment to the task by managers. Many executives w
rongly combine cash flow issues with profitability and balance sheet concerns.
4. Consider sensitivities and vulnerabilities
Difficult economic times may reduce customer demand and impact the viability of
key suppliers and the pricing of inputs. The first step in managing these risks
is an assessment of key cash flow sensitivities. Scenario planning will help ide
ntify business vulnerabilities and core cash needs, both short and long term. It
will also clarify any need for urgent change.
5. Reconsider capital expenditures
Changing business conditions should prompt a rigorous review of capital investme
nt plans, especially those that will require ongoing funding from cash flows. Pr
ojects that are already seriously over budget and behind time should receive spe
cial scrutiny — history suggests they often become cash black holes and fail t
o deliver some (or all) of their promised benefits.
6. Pick the low-hanging fruit
Few reasonably large and complex organisations have exhausted their opportunitie
s to generate extra cash, conserve it and reduce working capital requirements. O
ffering appropriate incentives is one way to uncover these opportunities. There
are many of them. Here are a few examples.
7. Improve the management of trade debtors —
Poor debtor management typically results from weak credit and collection policie
s. Debtor collections can be improved by the timeliness and accuracy of invoices
. (It is surprising how many companies persist in sending out invoices that are
vague, ambiguous or obscure in describing the goods and services for which payme
nt is being sought.) Now is the time to focus on overall effectiveness of the cr
edit team rather than merely associated costs.
4. Financial Amounts:
In order to acquire assets, retire debt, or meet some major event, we will accum
ulate and hold a financial amount of cash.
Key Point The minimal cash balance is usually equal to the total transaction a
mount (includes compensating balances) + total precautionary amount.
Cash Flow Forecasting
One of the best ways to determine the optimal cash balance is to fully understan
d cash flow patterns. This requires that we plot cash flows and prepare a foreca
st. A cash flow forecast gives us a detail projection of future cash inflows and
outflows. This will help us avoid cash deficiencies as well as excessive cash b
alances. A cash flow forecast also answers several questions, such as how long c
an we invest idle cash, when will it be necessary to borrow cash, and when can w
e purchase new capital assets? A typical cash flow forecast will include: Cash o
n Hand, Expected Receipts, and Expected Disbursements. Each major receipt and di
sbursement should be listed as a separate line item. Example 7 illustrates a bas
ic cash flow forecast.
Short-Term Financing
Part of managing cash flows is to understand how to finance operating cash flows
. We previously discussed how to predict cash deficits with forecasting. We now
have to understand how to finance our cash flow deficits. Whenever we use short-
term financing to cover cash deficits, we must consider costs, risks, restrictio
ns imposed upon the organization, financing flexibility, our current financial s
ituation, and other factors. Some of the questions we need to ask include:
How long will we need financing?
How much cash do we need?
How will we use the borrowed funds?
When and how will we repay the borrowed funds?
The first and most practical source of financing is spontaneous financing or tra
de credit. By lengthening the disbursement cycle, we obtain additional cash. Onc
e we have exhausted spontaneous sources of financing, we than use conventional s
ources of financing, such as bank loans, lines of credit, and asset based borrow
ing.
1. Bank Financing
One of your key partners in business should be your bank. Therefore, it is essen
tial that you establish a good working relationship with a bank officer. This re
lationship is the basis for how you will obtain bank financing. For example, a l
ine of credit is one way to address recurring cash deficits. You can also arrang
e a revolving loan. Under these arrangements, you borrow as deficits occur up to
a maximum amount. Unless you have excellent credit, you will be required to put
up collateral (such as receivables, inventory, etc.). The bank may also require
a commitment fee or compensating balance (percentage of loan). Some key points
about bank financing are:
Make arrangements to borrow when you least need it. This is the best way
to obtain favorable terms and conditions for short-term financing.
Borrow more than you think you will need. Many organizations under-estim
ate the amount of borrowing required for short-term financing.
The moment you think you will need short term financing, begin preparing
immediately. Bank financing takes time to arrange and execute.
Borrow to meet your strategic plans, not to avoid possible bankruptcy. B
anks are much more receptive to financing when it fits with some type of long-te
rm plan.
Make sure you maintain the best possible relationship with the bank. Sen
d regular reports and information to the bank officer.
2. Receivable Financing
In addition to bank financing, you can borrow against your assets from a financi
ng company. Accounts Receivable is a liquid asset that provides a form of financ
ing. In order to borrow against your accounts receivable, you must meet the foll
owing criteria:
1. Receivables are related to the sale of merchandise and not services.
2. Receivable customers are financially sound and there is a high probabili
ty of payment.
3. Receivable customers obtain title to merchandise when it is shipped.
4. Your overall receivable balance is at least $ 50,000 with sales that are
substantially higher than your receivable balance.
There are two forms of receivable financing, factoring and assignments.
3. Factoring:
Under this form of financing, you sell your receivables to the financing company
. You receive the face value of the receivable less a commission charge. The fin
ancing company assumes responsibility for collecting the receivable. Factoring g
ives you immediate cash and freedom from collecting from customers. However, it
is costly and it sometimes confuses customers since they now make payment to a f
inancing company.
4. Assignment:
Under this arrangement, you transfer or assign your receivables over to the fina
ncing company. However, you still retain ownership of the receivables. The finan
cing company advances 60% to 80% of the receivable balance. You continue to coll
ect the receivables and the financing company charges you interest and service f
ees on the borrowed funds.
5. Inventory Financing
Inventory financing is similar to receivable financing. Inventory financing has
the following requirements:
1. Inventory must be highly marketable.
2. Inventory is non-perishable and not subject to obsolescence.
3. Inventory prices are relatively stable.
There are three forms of inventory financing:
1. Floating or Blanket Liens:
The financing company will place a lien on your inventory; i.e. they obtain a s
ecurity interest in your inventory in exchange for lending you cash. You continu
e to manage and control the inventory.
2. Warehouse Receipts:
The financing company obtains an interest in a certain segment or part of your
inventory. You will have to separate the inventory that you use for financing fr
om the inventory not used for financing. This may require physical separation as
well as separate accounting.
3. Trust Receipts:
The financing company lends you money for a specific item in your inventory unti
l you are able to sell it. When you receive cash for the inventory sale, you pay
the financing company. For example, car dealerships often buy automobiles by fi
nancing the purchase. When the car is sold, they payoff the financing company.
6. Unsecured Financing
For large corporations with financially sound operations, cash can be obtained o
n the credit worthiness of the corporation; i.e. unsecured financing. Smaller or
ganizations can sometimes obtain unsecured financing, but costs are often much h
igher than secured financing. For large corporations in the United States, comme
rcial paper is perhaps the most popular form of unsecured financing. Commercial
paper is sold at a discount in the form of a promissory note. The promissory not
es are short-term, usually less than 270 days. Example 12 illustrates the costs
of commercial paper.
Traditionally having a paper-based clearing system involving not only high proce
ssing cost but security risk, cash management in India has certainly undergone a
paradigm change. From a product-centric approach, the focus for almost all bank
s today has shifted emphatically to the customer. And success is all about bring
ing the maximum possible delivery channels to the prospect s doorstep.
In the rapidly transforming world of business, banking faces its biggest challen
ge yet - constant change. With every bank seeming to offer service possible, eff
iciency coupled with innovative value added solutions have emerged as the key bu
siness differentiators that affect a bank s bottom line. Confronted with shrinki
ng deposits/margins, rising customer expectations and intensifying competition,
banks must at all times strive to be a step ahead of industry standards. At the
same time, they cannot lose sight of credit risk, a natural byproduct of the inc
reasingly complex relationships in today s dynamic markets.
For some time now, technology has been the key driving force behind every succes
sful bank. In such an environment, the ability to recognise and capture market s
hare depends entirely on the bank s competence to evolve technically and offer t
he customer a seamless process flow. The objective of a cash management system i
s to improve revenue, maximise profits, minimise costs and establish efficient m
anagement systems to assist and accelerate growth.
Today a corporate treasurer s dilemma is multifaceted. With more movement toward
s the regional/central liquidity management in the complex structure of rules an
d regulations, further complication is caused by taxation issues.
I describe what a corporate treasurer needs as VOC - Visibility of funds, Optimi
sed returns on funds, and Control over receivables and payables. Treasury can fa
ce a number of issues related to the slow movement of funds, locked working capi
tal, loss of float income, high cost of funds, time consuming reconciliation and
manual processes. In India the cash management business primarily involves coll
ections and payments services.
The Reserve Bank of India (RBI) has placed an emphasis on upgrading technologica
l infrastructure. Electronic banking, cheque imaging, enterprise resource planni
ng (ERP), real time gross settlement (RTGS) are just few of the new initiatives.
The evolution of payment systems such as RTGS has posed some tough challenges fo
r cash management providers. It is important that banks now look towards a shift
to fees from float although all those cash management providers who have factor
ed in float money in their product pricing might take a hit. But of course there
are opportunities also attached like collection and disbursal of payments on-li
ne across the banks.
There are a number of regulatory and policy changes that have facilitated an eff
icient cash management system (CMS). Fox example, the Enactment of Information T
echnology Act gives legal recognition to electronic records and digital signatur
es. The establishment of the Clearing Corporation of India in order to establish
a safe institutional structure for the clearing and settlement of trades in for
eign exchange (FX), money and debt markets has indeed helped the development of
financial infrastructure in terms of clearing and settlement. Other innovations
that have supported in streamlining the process are:
• Introduction of the Centralised Funds Management Service to facilitate b
etter management of fund flows.
• Structured Financial Messaging Solution, a communication protocol for in
tra-bank and interbank messages.
Evolution of Services
One of the emerging cash management services in India is payment outsourcing. Th
ough cheques and drafts are a popular mode of payment in India, it is obviously
a time consuming procedure because of the manual processing required. This is an
area where payment outsourcing can help. It allows corporates to reduce their o
verheads and focus on their core competencies and, as a result, benefit from spe
ed and accuracy. The enhanced security it offers also allows for tighter fraud c
ontrol. For the Indian payment system to become completely seamless there are ma
ny variables that need to be tackled, such as regulatory and legal issues, custo
mer behaviour and infrastructure. As more corporates and banks have added techno
logy to their processes, the issues surrounding connectivity security have becom
e much important.
Today, treasurers need to ensure that they are equipped to make the best decisio
ns. For this, it is imperative that the information they require to monitor risk
and exposure is accurate, reliable and fast. A strong cash management solution
can give corporates a business advantage and it is very important in executing t
he financial strategy of a company. The requirement of an efficient cash managem
ent solution in India is to execute payments, collect receivables and managing l
iquidity. Traditional or e-business objectives, in India there are different cas
h management solutions.
IndianOil began operation in 1959 as Indian Oil Company Ltd. The Indian Oil Corp
oration was formed in 1964, with the merger of Indian Refineries Ltd.
Indian Oil Corporation is the largest commercial enterprise in India and the onl
y Indian Company in Fortune ‘Global 500’ listing of the world’s largest corporat
ion with a ranking of 278 for fiscal 1998.Among the petroleum refining companies
covered in the listing it is ranked at 16th place .It was incorporated in 1959
as Indian Oil Company Ltd. It became An corporation in 1964 when Indian Refineri
es was merged with the company.
Indian Oil Corporation or Indian oil, is an Indian public-sector petroleum
company. It is India’s largest commercial enterprise, ranking 105th on the Fortu
ne Global 500 list in 2009. IndianOil and its subsidiaries account for a 47% sha
re in the petroleum products market, 40% share in refining capacity and 67% down
stream sector pipelines capacity in India. The Indian Oil Group of Companies own
s and operates 10 of India s 19 refineries with a combined refining capacity of
60.2 million metric tons per year.
Indian Oil operates the largest and the widest network of fuel stations in the c
ountry, numbering about 17606 (15557 regular ROs & 2049 Kissan Sewa Kendra). It
has also started Auto LPG Dispensing Stations (ALDS). It supplies Indane cooking
gas to over 47.5 million households through a network of 4,990 Indian distribut
ors. In addition, IndianOil s Research and Development Center (R&D) at Faridabad
supports, develops and provides the necessary technology solutions to the opera
ting divisions of the corporation and its customers within the country and abroa
d. Subsequently, Indian Oil Technologies Limited - a wholly owned subsidiary, wa
s set up in 2003, with a vision to market the technologies developed at Indian O
il s Research and Development Center. It has been modeled on the R&D marketing a
rms of Royal Dutch Shell and British Petroleum.
PRODUCTS
Indian Oil s product range covers petrol, diesel, LPG, auto LPG, aviation turbin
e fuel, lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra Premium petro
l, Xtra Mile diesel, Servo lubricants, Indane LPG, Autogas LPG, Indian Oil Aviat
ion are some of its prominent brands.
Recently Indian Oil has also introduced a new business line of supplying LNG (li
quefied natural gas) by cryogenic transportation. This is called "LNG at Doorste
p". LNG headquarters are located at the Scope Complex, Lodhi Road, Delhi.
REFINARIES
• Digboi Refinery, in Upper Assam, is India s oldest refinery and was comm
issioned in 1901. Originally a part of Assam Oil Company, it became part of Indi
anOil in 1981. Its original refining capacity had been 0.5 MMTPA since 1901. Mod
ernisation project of this refinery has been completed and the refinery now has
an increased capacity of 0.65 MMTPA.
• Guwahati Refinery, the first public sector refinery of the country, was
built with Romanian collaboration and was inaugurated by Late Pt. Jawaharlal Neh
ru, the first Prime Minister of India, on 1 January 1962.
• Barauni Refinery, in Bihar, was built in collaboration with Russia and R
omania. It was commissioned in 1964 with a capacity of 1 MMTPA. Its capacity tod
ay is 6 MMTPA.
• Gujarat Refinery, at Koyali in Gujarat in Western India, is IndianOil’s
largest refinery. The refinery was commissioned in 1965. It also houses the firs
t hydrocracking unit of the country. Its present capacity is 13.70 MMTPA.
• Haldia Refinery is the only coastal refinery of the Corporation, situate
d 136 km downstream of Kolkata in the Purba Medinipur (East Midnapore) district.
It was commissioned in 1975 with a capacity of 2.5 MMTPA, which has since been
increased to 5.8 MMTPA
• Mathura Refinery was commissioned in 1982 as the sixth refinery in the f
old of IndianOil and with an original capacity of 6.0 MMTPA. Located strategical
ly between the historic cities of Delhi and Agra, the capacity of Mathura refine
ry was increased to 7.5 MMTPA.
• Panipat Refinery is the seventh refinery of IndianOil. The original refi
nery with 6 MMTPA capacity was built and commissioned in 1998. Panipat Refinery
has doubled its refining capacity from 6 MMT/yr to 12 MMTPA with the commissioni
ng of its Expansion Project.
GROUP COMPANIES AND JOINT VENTURES
• Indian Oil Technologies Ltd : Indian Oil Technologies Ltd. is the market
ing arm of IOCL which markets the entire range of technologies developed at the
Indian Oil R&D Centre, Faridabad. Indian Oil Technologies Ltd. headquarters is l
ocated at the Indian Oil R&D Centre.
• Indian Oil (Mauritius) Ltd.
• Lanka IOC PLC - Group company for retail and storage operations in Sri L
anka. It is listed in the Colombo Stock Exchange. It was locked into a bitter su
bsidy payment dispute with Sri Lanka s Government which has since been resolved.
• IOC Middle East FZE
• Chennai Petroleum Corporation Limited
• Bongaigoan Refinery and Petrochemicals Ltd.
• Green Gas Ltd. - a joint venture with Gas Authority of India Ltd. for ci
ty-wide gas distribution networks.
• Indo Cat Pvt. Ltd., with Interact, USA, for manufacturing 15,000 tones p
er annum of FCC (fluidized catalytic cracking) catalysts & additives in India.
• Numerous exploration and production ventures with Oil India Ltd., Oil an
d Natural Gas Corporation.
INTERNATIONAL RANKINGS
Indian Oil is the highest ranked Indian company in the Fortune Global 500 listin
g, the 116th position(in 2008) based on fiscal 2007 performance. It is also the
18th largest petroleum company in the world and the number one petroleum trading
company among the National Oil Companies in the Asia-Pacific region. IOCL was f
eatured on the 2008 Forbes Global 2000 at position 303.
LOYALTIES PROGRAMES
XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators. Currently it has
1 million customer base. XTRAREWARDS is a recently launched loyalty program for
retail customers where customers can earn reward points on their purchases in t
he org.
COMPETITORS
Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and
Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation. The
re are two private competitors, Reliance Petroleum and Essar Oil.
CONCERNS
Indian Oil Corporation earned concerns about the state of affairs in its marketi
ng business when Manjunath, Shanmugam, a marketing manager and an MBA from the p
restigious Indian Institute of Management Lucknow, was murdered in 2005 for seal
ing a corrupt petrol station in the state of Uttar Pradesh (U.P.).
The corporation s Mathura Refinery unit has also remained constantly in news due
to the threat of air pollution created by it.
OIL INDUSTRY DEVELOPMENT BOARD
India has begun the development of a strategic crude oil reserve sized at 37.4 m
illion barrels, enough for two weeks of consumption. Petroleum stocks have been
transferred from the Indian Oil Corporation (Indian Oil) to the Oil Industry Dev
elopment Board (OIDB).The OIDB then created the Indian Strategic Petroleum Reser
ves Ltd (ISPRL) to serve as the controlling government agency for the strategic
reserve.
VISION
A major diversified.
Trans-national.
Integrated Energy Company.
With National leadership and a strong environment conscience.
Playing a National role in oil security & public distribution.
MISSIONS
To achieve international standards of excellence in all aspects of energ
y and diversified business with focus on customer delight through value or produ
ct and services, and cost reduction.
To maximize creation of wealth, value and satisfaction for the stakehold
ers.
To attain leadership in developing, adopting and assimilating state of t
he art technology for competitive advantage.
To provide technology and services through sustained research and develo
pment.
To foster a culture of participation and innovation for employee growth
and Contribution.
To cultivate high standards of business ethics and total quality m
anagement for a strong corporate identity and brand equity.
To help enrich the quality of life of the community and preserve ecologi
cal balance and heritage through a strong environment conscience.
VALUES
CARE
▪ Concern
▪ Empathy
▪ Understanding
▪ Cooperation
▪ Empowerment
INNOVATION
▪ Creativity
▪ Ability to learn
▪ Flexibility
▪ Change
PASSION
▪ Commitment
▪ Dedication
▪ Pride
▪ Inspiration
▪ Ownership
▪ Zeal & zest
TRUST
▪ Delivered promises
▪ Reliability
▪ Dependability
▪ Integrity
▪ Truthfulness
OBJECTIVES
To serve the nation interests in oil and related sectors in accordance a
nd consistent with Government policies.
To ensure maintenance of continuous and smooth supplies of petroleum pro
ducts by way of crude oil refining. Transportation and marketing activities and
to provide appropriate assistance to consumers to conserve and use petroleum pro
ducts efficiently.
To enhance the country’s self-sufficiency in crude oil refining and buil
d expertise in laying of crude oil and petroleum product pipelines.
To further enhance marketing infrastructure and reseller network for pro
viding assured service to customer throughout the country.
To create a strong research & development base in refinery processes, pr
oduct formulations, pipeline transportation and alternative fuels with a view to
minimizing /eliminating imports and to have next generation products.
To optimize utilization of refining capacity and maximize distillate yie
ld and gross refining margin.
To maximize utilization of the existing facilities for improving efficie
ncy and increasing productivity.
To minimize fuel consumption and hydrocarbon loss in refineries and stoc
k loss in marketing operations to effect energy conservation.
To earn a reasonable rate of return on investment.
To avail of all viable opportunities, both national and global, arising
out of the government of India’s policy of liberalization and reforms.
To achieve higher growth through mergers, acquisitions, integration and
diversification by harnessing new business opportunities in oil exploration & pr
oduction, petrochemicals, natural gas and downstream opportunities overseas.
To inculcate strong ‘core values’ among the employees and continuously u
pdate skill sets for full exploitation of the new business opportunities.
OBLIGATIONS
Towards customers and dealers:-
To provide prompt, courteous and efficient service and quality products at compe
titive prices.
Towards suppliers:-
To ensure prompt dealings with integrity, impartiality and courtesy And
help promote ancillary industries.
Towards employees:-
To develop their capabilities and facilitate their advancement Through a
ppropriate training and career planning. To have fair dealings with recognized R
epresentatives of employees in pursuance of health industrial relations practi
ces and Sound personnel policies.
Towards community:-
To develop techno-economically viable and environment-friendly Products.
To maintain the highest standards in respect of safety, environment protection
And occupational health at all production units.
CONCLUSION
All municipal monies, except those required to be kept liquid for purposes of di
stribution, be pro¬ductively invested at the “highest possible rate reasonably a
vailable, taking account of safety, liquidity, and yield.” Accordingly, each mun
icipal treasurer possesses a legal obligation to invest wisely, prudently, and e
ffectively. This goal can be achieved through the implementation of an effectiv
e cash management program.
WIBLIOGRAPHY
Websites:-
en.wikipedia.org/wiki/Cash_management
www.hcltech.com/financial-services/.../cash-management.asp
www.smallbusinessnotes.com/.../cashmanagement.html
www.hsbc.co.in/1/2/business/cash-management
www.cashworkbooks.com/ -
www.investorwords.com/774/cash_management.html -
www.allbusiness.com/.../cash-management/4950369-1.html -
sbinfocanada.about.com/cs/management/g/cashflowmgt.htm
wiki.answers.com/.../Definition_of_a_cash_cash_management_definition_and_objecti
ves_objectives_of_managing_cash_flows
www.reuters.com/article/.../idUSTRE5313U120090402
www.visa.com/cashmgmtsurvey/ -
www.essays.se/.../Importance+of+cash+management+in+decision+making/ -
www.ey.com/US/en/Issues/.../Cash-management-and-treasury
BIBLIOGRAPHY
1. Cash Management:-S.S.MODI
2. Financial Management and Policies:-R.M.SRIVASTAVA
3. Financial Management and Policies:-JAMEDSC. VAN HORNE
4. Advance Accounts:-M.C.SHUKLA
:-S.C.GUPTA
5. Financial Statement Analysis:-JOHN J. WILD
:-Robert F.HALSEY