1. Summer training Project report
On
ANALYSIS OF WORKING CAPITAL MANAGEMENT
OF
SHRIRAM PISTONS & RINGS LTD
Submitted for the partial fulfillment of the award
Of
Master of Business Administration
DEGREE
Session 2012-2013
SUBMITTED BY:
Mohd Ahmad Ansari
ROLL No. 1103270088
.
UNDER THE GUIDANCE OF
Internal Guide: Ms Manisha Gupta
Department of Management
ABES ENGINEERING COLLEGE
GHAZIABAD
1

2. AFFILIATED TO
MAHAMAYA TECHNICAL UNIVERSITY, NOIDA
2

3. Candidates Declaration/Certificate
I hereby declare that the Work which is being presented in this report entitled
“Analysis of Mutual Funds and Ranking Them ” is an authentic record of my work
carried out under the supervision of Mrs.JAYA PANDEY
The matter embodied in this report has not been submitted by me for the award of any
other degree
Dated MOHD.AHMAD.ANSARI
Department: MBA
This is certifying that the above statements made by the candidate are correct to the best of
my knowledge.
PROF. RAKESH PASSI Mrs. JAYA PANDEY
(Head of Department) Designation: Assistant Professor
Date : ………………….. Department: MBA
Date:……………………
3

4. PREFACE
During Master in Business Administration program, Students comes direct contact with the
real corporate world through the industrial training. A PGDM program provides its students
with an in-depth study of various managerial activities that are performed in any
organization.
A detailed research/analysis of managerial activities conducted in various departments like
finance, marketing, human resources, production department etc. gives the student the
conceptual idea of what they are expected to manage and how to manage and how to obtain
the maximum output through minimum inputs of resources available and how to minimize
the wastage of resources.
As MBA students, I have taken my summer internship training in SHRIRAM PISTONS
AND RINGS LTD.
.
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5. ACKNOWLEDGEMENT
I feel immense pleasure and privilege to express my sincere thanks to my Project Guide Mr.
SANJAY MAHESHWARI (Finance Manager) for his incessant invaluable and
indispensible guidance throughout. At the same time, I cannot forget the courtesy and timely
help provided by Project Coordinator Mr. SAMEER PUNHANI.
I also express my sincere depth of gratitude to the Finance and Account & Administrative
Department staff members in providing me with all the necessary information in carrying
out my project study. I also extend my thanks to Ms. Divya Agarwal who helped me to
clear the concepts and also made valuable comments and suggestions, while preparing my
project.
Sudheer Kumar
MBA-III Sem.
5

6. TABLE OF CONTENT
• EXECUTIVE SUMMERY----------------------------------------------------------------------- 1
• INTRODUCTION -------------------------------------------------------------------------------- 2
• OBJECTIVE OF STUDY ------------------------------------------------------------------------ 12
• COMPANY PROFILE --------------------------------------------------------------------------- 13
• RESEARCH METHODOLOGY --------------------------------------------------------------- 18
• ANALAYSIS OF WORKING CAPIATL MANAGEMEN -------------------------------- 20
• FINANCIAL RATIO ANALYSIS FOR WORKING CAPITAL MANAGEMENT ---- 21
• MANAGEMENT OF CURRENT ASSET ----------------------------------------------------- 51
• MANAGING THE COMPONENTS OFWORKING CAPITAL --------------------------- 53
• DETERMINATION OF OPERATING CYCLE ---------------------------------------------- 61
• ANALYSIS OF ASSET PERCENTAGE ------------------------------------------------------- 67
• ESTIMATING WORKING CAPITAL --------------------------------------------------------- 73
• TREND ANALYSIS FOR WORKING CAPITAL ------------------------------------------- 76
• CURRENT ASSET FINANCING --------------------------------------------------------------- 83
• FINDING AND SUGGESTIONS --------------------------------------------------------------- 84
• LIMITATIONS ------------------------------------------------------------------------------------- 86
• REFERENCES -------------------------------------------------------------------------------------- 87
• GLOSSARY ----------------------------------------------------------------------------------------- 88
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7. EXECUTIVE SUMMARY
The management had to depend upon certain relevant information for taking various
strategic decisions. The information is made useful by its analysis and interpretation. My
project is related to “Analysis of Working Capital Management “
It was found that the operating cycle of the company is bit disturbed and is continuously
increasing due to which company is having the decreasing working capital position. By
adopting various calculation and analysis and then making interpretation with the solution of
specific problem I put my efforts in giving appropriate suggestion to the company. To this
context I adopted various methods and techniques like Trend analysis by using statistical
tool, a work towards the optimal level of working capital, estimation of working capital,
analyzing of operating cycle and use of various ratio to put an exact picture of company.
The report also consists of qualitative and quantitative analysis of Working Capital
Management of SHRIRAM PISTONS AND RINGS LIMITED, Ghaziabad .In the course of
study, I found that the organization faces the problem of liquidity.
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8. INTRODUCTION
Working Capital:
Working capital in simple terms means the amount of funds that a company requires for
financing its day -to- day operations. Working Capital includes the current assets and current
liabilities areas of the balance sheet.
Working Capital Management is concerned with the problems that arise in attempting to
manage the current assets, the current liabilities and the interrelationship that exists between
them. Working Capital Management is the process of planning and controlling the level and
mix of current assets of the firm as well as financing these assets. Analysis of working
capital is of major importance to internal and external analysis because it is closely related to
the current day -to- day operations.
Concept of Working Capital:-
There are two concepts of working capitals: -
1. Gross Working capital: - It means the current assets which represent the proportion of
investment that circulates from one form to another in the ordinary conduct of business.
2. Net Working Capital: - It is the difference between current assets and current liabilities or
alternatively the portion of current assets financed with long-term funds.
Constituents of Current Assets:-
1. Cash in hand and cash at bank.
2. Bill receivables.
3. Sundry debtors.
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9. 4. Short term loans and advances.
5. Inventories.
6. Prepaid Expenses.
7. Accrued Income.
8. Marketable Securities.
Constituents of Current Liabilities:-
1. Accrued and outstanding expenses.
2. Short term loans, advances and deposits.
3. Dividends payable.
4. Bank overdraft.
5. Provision for taxation.
6. Sundry Creditors.
7. Bills payable.
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10. The gross concept is sometimes preferred to the concept of working capital for the following
reasons:
1. It enables the enterprise to correct amount of working capital at correct time.
2. Every management is more interested in total current assets with which it has to operate
then the source from where it is made available.
3. It take into consideration of the fact every increase in the funds of the enterprise would
increase its working capital. The net working capital concept, However, is also important
for following reasons:
• It’s a qualitative concept, which indicates the firm’s ability to meet its operating
expenses and short term liabilities.
• It indicates the margin of protection available to the short term creditors.
• It is an indicator of the financial soundness of enterprise.
• It suggests the need of financing a part of working capital requirement out of the
permanent sources of funds.
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11. CLASSIFICATION OF WORKING CAPITAL
Working capital may be classified in two ways:
• On the basis of concept.
• On the basis of time.
On the basis of concept working capital can be classified as gross working capital and net
working capital. On the basis of time, working capital may be classified as:
• Permanent or Fixed working capital.
• Temporary or variable working capital.
PERMANENT OR FIXED WORKING CAPITAL
Permanent or fixed working capital is minimum amount which is required to ensure
effective utilization of fixed facilities and for maintaining the circulation of current assets.
Every firm has to maintain a minimum level of raw material, work- in-process, finished
goods and cash balance. This minimum level of current assets is called permanent or fixed
working capital as this part of working is permanently blocked in current assets. As the
business grow the requirements of working capital also increases due to increase in current
assets.
TEMPORARY OR VARIABLE WORKING CAPITAL
Temporary or variable working capital is the amount of working capital which is necessary
to meet the seasonal demands and some special necessities. Variable working capital can
further be categorized as seasonal working capital and special working capital. The capital
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12. necessary to meet the seasonal need of the enterprise is called seasonal working capital.
Special working capital is that part of working capital which is required to meet special
demands.
Temporary working capital differs from permanent working capital in the sense that is
required for short periods and cannot be permanently employed profitably in the business.
IMPORTANCE OF ADEQUATE WORKING CAPIATAL
• SOLVENCEY OF THE BUSINESS: - Adequate working capital helps in maintaining
the solvency of the business by providing uninterrupted of production.
• GOODWILL: - Sufficient amount of working capital enables a firm to make prompt
payments and makes and maintain the goodwill.
• ESAY LOANS: - Adequate working capital leads to high solvency and credit standing
can arrange loans from banks and other on easy and favorable terms.
• CASH DISCOUNT: Adequate working capital also enables a concern to avail cash
discounts on the purchases and hence reduces cost.
• REGULAR SUPPLY OF RAW MATERIAL: - Sufficient working capital ensures
regular supply of raw material and continuous production.
• REGULAR PAYMENT OF SALARIES, WAGES AND OTHER DAY TO DAY
COMMITMENTS: - It leads to the satisfaction of the employees and raises the morale
of its employees, increases their efficiency, reduces wastage and costs and enhances
production and profits.
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13. • EXPLOITATION OF FAVORABLE MARKET CONDITIONS: - If a firm is having
adequate working capital then it can exploit the favorable market conditions such as
purchasing its requirements in bulk when the prices are lower and holdings its
inventories for higher prices.
• ABILITY TO FACE CRISES: - A concern can face the situation during the depression.
• QUICK AND REGULAR RETURN ON INVESTMENTS: - Sufficient working capital
enables a concern to pay quick and regular of dividends to its investors and gains
confidence of the investors and can raise more funds in future.
• HIGH MORALE: - Adequate working capital brings an environment of securities,
confidence, high morale which results in overall efficiency in a business.
DISADVANTAGES OF EXCESSIVE WORKING CAPITAL
1. Excessive working capital means ideal funds which earn no profit for the firm and
business cannot earn the required rate of return on its investments.
2. Redundant working capital leads to unnecessary purchasing and accumulation
of inventories.
3. Excessive working capital implies excessive debtors and defective credit policy which
causes higher incidence of bad debts.
4. It may reduce the overall efficiency of the business.
5. If a firm is having excessive working capital then the relations with banks and other
financial institution may not be maintained.
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14. 6. Due to lower rate of return n investments, the values of shares may also fall.
7. The redundant working capital gives rise to speculative transactions.
WORKING CAPITAL IS NEEDED FOR THE FOLLOWING PURPOSES: -
• For the purpose of raw material, components and spares.
• To pay wages and salaries.
• To incur day-to-day expenses and overload costs such as office expenses.
• To meet the selling costs as packing, advertising, etc.
• To provide credit facilities to the customer.
• To maintain the inventories of the raw material, work-in-progress, stores and spares and
finished stock.
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15. FACTORS DETERMINING THE WORKING CAPITAL REQUIRMENTS
1. NATURE OF BUSINESS: - The requirements of working is very limited in public utility
undertakings such as electricity, water supply and railways because they offer cash sale only
and supply services not products, and no funds are tied up in inventories and receivables. On
the other hand the trading and financial firms requires less investment in fixed assets but
have to invest large amt. of working capital along with fixed investments.
2. SIZE OF THE BUSINESS: - Greater the size of the business, greater is the requirement
of working capital.
3. PRODUCTION POLICY: - If the policy is to keep production steady by accumulating
inventories it will require higher working capital.
4. LENGTH OF PRODUCTION CYCLE: - The longer the manufacturing time the raw
material and other supplies have to be carried for a longer in the process with progressive
increment of labor and service costs before the final product is obtained. So working capital
is directly proportional to the length of the manufacturing process.
5. SEASONALS VARIATIONS: - Generally, during the busy season, a firm requires larger
working capital than in slack season.
6. WORKING CAPITAL CYCLE: - The speed with which the working cycle completes one
cycle determines the requirements of working capital. Longer the cycle larger is the
requirement of working capital.
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16. DEBTORS
FINISHED GOODS
CASH
RAW MATERIAL WORK IN PROGRESS
Fig. - 1
7. RATE OF STOCK TURNOVER: - There is an inverse co-relationship between the
question of working capital and the velocity or speed with which the sales are affected. A
firm having a high rate of stock turnover will needs lower amt. of working capital as
compared to a firm having a low rate of turnover.
8. CREDIT POLICY: - A concern that purchases its requirements on credit and sales its
product / services on cash requires lesser amt. of working capital and vice-versa.
9. BUSINESS CYCLE: - In period of boom, when the business is prosperous, there is need
for larger amt. of working capital due to rise in sales, rise in prices, optimistic expansion of
business, etc. On the contrary in time of depression, the business contracts, sales decline,
16

17. difficulties are faced in collection from debtor and the firm may have a large amt. of
working capital.
10. RATE OF GROWTH OF BUSINESS: - In faster growing concern, we shall require
large amt. of working capital.
11. EARNING CAPACITY AND DIVIDEND POLICY: - Some firms have more earning
capacity than other due to quality of their products, monopoly conditions, etc. Such firms
may generate cash profits from operations and contribute to their working capital. The
dividend policy also affects the requirement of working capital.
12. PRICE LEVEL CHANGES: - Changes in the price level also affect the working capital
requirements. Generally rise in prices leads to increase in working capital.
MANAGEMENT OF WORKING CAPITAL
Management of working capital is concerned with the problem that arises in attempting to
manage the current assets, current liabilities. The basic goal of working capital management
is to manage the current assets and current liabilities of a firm in such a way that a
satisfactory level of working capital is maintained, i.e. it is neither adequate nor excessive as
both the situations are bad for any firm. There should be no shortage of funds and also no
working capital should be ideal.
WORKING CAPITAL MANAGEMENT POLICES of a firm has a great on its probability,
liquidity and structural health of the organization. So working capital management is three
dimensional in nature as:
1. It concerned with the formulation of policies with regard to profitability, liquidity and
risk.
17

18. 2. It is concerned with the decision about the composition and level of current assets.
3. It is concerned with the decision about the composition and level of current liabilities.
OBJECTIVE OF STUDY
This project was undertaken to analyze the working capital policies, working capital
management of the company and to reduce down their problems and to find the solutions
with respect to the working capital management of the company.
The objective of the study is to provide the solutions for reducing down the duration of the
operating cycle, to analyze the working capital position of the company and the liquidity
position, finding out the problems that the company is facing in managing the working
capital and showing trend of particular ratios in future and at the same suggesting them to
solve their problems. There are Two types of Objectives in this study:-
1. Primary Objective :- Primary Objectives is to “Analysis of Working Capital
Management “
2. Secondary Objective :- There are few secondary objectives : -
• To see whether the company is prepared with enough working capital to face any kind of
contingencies.
• To identify the financial strength and weakness of the company
• To see how the day-to-day operations of the company takes place.
• To compare the performance of working capital for a particular year with previous years.
• To assess Liquidity position, Long term solvency, operational efficiency, and overall
profitability of SHRIRAM PISTONS AND RINGS Ltd.
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19. • Providing suggestions to solve the problems of the company.
COMPANY PROFILE
Shriram Pistons and Rings Ltd. is one of the largest and the most sophisticated
manufacturers of Precision Automobile Components i.e. pistons, piston rings, pistons ,pins
and engine valves in India, the products are sold under brand name ‘USHA/SPR’ IN THE
markets.
SPRL manufacturing unit is located at Meerut Road in Ghaziabad (25 km from New Delhi).
SPR employs 6000+ skilled employees, has an annual turnover of approx. US$176 million
and has recently set up a second, most modern new Plant at Pathredi, next to Bhiwadi
Industrial Area (Rajasthan), about 60 kms from Delhi, to expand capacity and to offer the
latest technological products to all customers in India and abroad.
The plant has been recognized as one of the most modern and sophisticated plants in North
India in the field of automobile the production capacity of plant is as under:
Piston : 15.14 million per year
Pin : 13.0 million per year
Rings : 70.5 million per year
Engine valves: 29.5 million per year
“Total Customer Satisfaction Through Quality Management and Continuous
Improvement.”
QUALITY OBJECTIVES:
1. Organization which is sensitive and interactive to the needs of customer.
2. Continuous upgrading of quality and process to meet changing needs of customer.
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20. 3. Optimization of return on investment by:
• Continuous improvement
• Technology development
• Organizational and personnel development
• Cost reduction efforts
• Effective use of all resources
• Harmonious and safe working conditions
4. Work to international norms of quality and management.
• The company has successfully practiced the best work ethics and technology
along with the TPM & Kaizen approach and harmony through teamwork.
ACHIEVEMENTS (In Terms Of Quality):
• SPR received the ISO- 9001 certificate from RWTUV, Germany in
1994.Technology from the collaborators was supplemented with in-house efforts and
by implementing world-class practices.
• The company received QS-9000 certificate from TUV, Germany in the year 1999.
• The company received ISO-14001 certificate in the year 2001
• SPRL has received the Best Vendor Awards from Maruti Suzuki for 4 consecutive
times, Best Supplier Performance awards from Tata Cummins ltd for3 consecutive
years. And has self-certified status with most of the OEMS.
• Excellence Award in Export by government of India.
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21. • Excellence Award in Productivity by ACMA.
• Excellence Award in Quality by Honda scooters and motors limited, Honda Seil and
ACMA.
• Received Diamond Award-Overall Best performance in QCDDM.
• Received Silver Trophy-Technology from ACMA in 2009-10.
• SPR received the TS-16949 certificate in the year 2003.
• The company received the OHSAS-18001 certificates in the year 2003
• Best foundry awards from the Institute of Indian Foundry men in the year 2003
• Green rating award by CII, UP. Pollution board & World Bank in 2004.
• The company received the TPM excellence award in the year 2004
• The company received TPM special award in march-2010
FEATURES OF SPR FACTORY:
 Total area covered by the factory is 27 acres.
 The factory has manufacturing facilities for pistons, rings, pins and engine valves.
 Classification of the premises:
 P.T.E – Production Technology and Engineering
 C.A.A- Commercial Administration and Accounts.
 R &D- Research and Development
 Total strength of the company is 5723 nos. consisting of officers, staff, &workers.
 The turnover/ sales for the year 2011-12 are Rs.900.0 crores.
21

22.  The company is exporting to more than 35 countries.
 Exports have risen up to Rs.152 crores the year 2010-2011.
 Over 10% of the production is exported to sophisticated markets such as Europe,
UK, and Latin America etc.
 SPR has been investing 30% of its retained earnings in quality up gradation and
modernization.
Collaborations
On our path to great quality, we walk hand-in-hand with global technology leaders, who
share our commitment to product quality and performance.
We have unique distinction of having 4 collaborations with World leaders in their respective
fields. We have Technical Collaborations with Kolbenschmidt AG of Germany for Pistons,
Riken Corporation of Japan for Piston Rings and Fuji Oozx of Japan for Engine Valves. We
also have a technical collaboration with Honda Foundry of Japan for the manufacture of
Pistons for engines produced by Honda and its joint ventures in India.
KOLBENSCHMIDT AG, founded in 1910, is part of the Rhinemetal Group, Germany. It is
one of the world's largest manufacturers of pistons. They have production facilities around
22

23. the world producing Pistons with diameter range upto 620 mm. Their products are exported
to over 120 countries around the world.
HONDA Foundry, Japan, founded in 1963 is a wholly owned subsidiary of Honda Motors,
Japan. It has a fully automatic Piston casting plant and they also manufactures Intake
Manifolds, Cylinder Heads and intricate aluminum castings.
Riken Corporation, established in 1927, is the undisputed world leader in steel Piston Rings.
It also holds more than 50% market share of overall Piston Ring market within Japan. Piston
Rings are produced within diameter range of 20 mm to 3100 mm.
Besides Piston Rings, they also manufacture Cam Shafts, Knuckles, Valve Seats, Piston
Inserts, Pre-combustion Chambers, Rocker Arms, Tappets etc.
Fuji Oozx is the largest Engine Valve manufacturer in Japan. They have multiple production
facilities including fully automatic state-of-the-art plant.
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24. They have joint ventures in Thailand, South Korea, Taiwan and the Peoples' Republic of
China.
24

25. RESEARCH METHODOLOGY
Methodology:
A. Type of Study:
The study carried out here is basically analytical in nature. This type of study relies on
data which is already available.
B. Type of Data used:
The methodology involved for data collection was mainly through secondary data
and was obtained from the company’s financial statements and the company’s website.
The Balance Sheets and the Profit & Loss Accounts for the last 3 years was the
source based on which forecasting was done which was from the company’s archives. Extreme
care was taken in collecting the data from the financial statements and only
relevant data was taken for the analysis based on.
C. Sources of Data:
The source of data has been company’s Balance Sheet and Profit and Loss Accounts
over a period of past 3 years.
D. Tools used for Data Collection:
The data has been collected mainly from the company’s Balance Sheet and Profit &
Loss Account for the past 3 years. Interview schedule was taken to understand how the
Finance Department is working and what are the various policies followed in the
Organization.
E. Tools and techniques used for analysis:
Various tools and techniques have been used to fulfill the aforesaid objectives. A
thorough study of the organization has been along with in depth study of the
functioning of Finance and Accounts Department of SRPL. Further for the analysis
25

26. of Working Capital Management, study of working Capital cycle / Operating cycle
has been made along with Operating cycle of SPRL. Thereafter analysis of working capital
has been done by taking into consideration past 3 years Current Assets and current
Liabilities. After this component wise analysis has been done, to have in depth view of working
capital requirements and its trend. To find out the efficiency of Working Capital
management, Ratio analysis tool has been used for the evaluation of inventory, Cash
Management and Receivables Management at SRPL. Trend Projection of Working
Capital Requirements has also been done to assess the future requirements of
Working Capital.
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27. ANALYSIS OF WORKING CAPITAL MANAGEMENT
Methods adopted for Working Capital analysis:
The broad range of project management and financial advisory services include:
• Working Capital policy
• Financial Ratio analysis for Working Capital Management
• Managing the components of Working Capital of SHRIRAM PISTONS AND
RINGS LTD.
• Determination of operating cycle of SHRIRAM PISTONS AND RINGS LTD.
• Statement of change in Working Capital
• Estimating Working Capital needs, Permanent & Variable Capital
• Trend Analysis of Working Capital Management
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28. FINANCIAL RATIO ANALYSIS FOR WORKING CAPITAL
MANAGEMENT
• Return on Working Capital:
Return on Working Capital (ROWC) = PBIT / Working Capital * 100
Table2: Return on Working Capital
Return on Working Capital For Shriram Pistons
2009-10 793.58/1393.58*100 56.94%
2010-11 649.91/1133.27*100 57.34%
2011-12 1221.48/1560.83*100 78.25%
Figure 3: Return on working capital
100.00%
80.00%
Return on Working
capital(Mn/Rs.)
60.00% 2009-2010
2010-2011
40.00% 2011-2012
20.00%
0.00%
Year
Note: Current Liabilities = Working Capital borrowings from Banks + Current Liabilities
+ Proposed Dividend + Provision for Tax.
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29. Current Assets = Inventories + Debtors + Cash & Bank balance + Current
Investments + Advance Income Tax + Advance recoverable in Cash.
Analysis:
There has been a decline in ROWC between the two years – it reduces 20% during 2009-10.
This situation arises because of increase in current liabilities in past years as company is
having proposal of lots of investment due to which company is financing its project and
there is less tendency of free cash flow.
LIQUIDITY RATIOS:
Snapshot of Liquidity Ratios:
Table 3: Liquidity ratios
Basic Ratios 2009-10 2010-11 2011-12
Current ratio 2.60 2.17 2.43
Acid test ratio 1.66 1.28 1.57
Cash ratio 0.05 0.01 0.30
• Current Ratio:
The current ratio is also known as the working capital ratio and is normally presented as a
real ratio.
Table4: Current Ratio
2009-10 Current Asset : Current Liability 2.60:1
2010-11 Current Asset : Current Liability 2.17:1
2011-12 Current Asset : Current Liability 2.43:1
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30. Figure 4: Current Ratio
2.6
2.5
2.4
2.3 2009-2010
current ratio
2.2 2010-2011
2.1 2011-2012
2
1.9
Year
Analysis:
The current ratio is the measure of whether a company has enough short-term assets to cover
its short-term debt and is index of strength of working capital. Anything below 1 indicates
negative W/C (working capital). While anything over 2 means that the company is not
investing excess assets. A ratio of greater than one means that the firm has more current
assets then current claims. Current ratio of the company has increased from 2.17 in Year
2010-11 to 2.43 in Year 2009-10. Current Ratio of the company depicts that for every Re.1
worth of current liability there are assets worth Rs.2.43. The company has sufficient
liquidity as the ratio is increasing. This year there is an increase in ratio due to almost double
inventory level in current year in comparison with previous year.
Suggestions:
• Firstly the company should try to increase their inventory levels as money gets blocked.
30

31. • In order to increase current ratio current assets should be increased. If we look into the
detailed schedule of current assets then we can find out that major portion of current
assets is due to debtors and inventories.
• Company should make market survey and should decide first that what should be the
optimum amount of finished goods so that major portion of it can be sold off in the
market. This will help in reducing the locking of funds or working capital in the finished
goods.
• Acid Test Ratio:
Table 5: Acid Test Ratio for Shriram Pistons
Acid Test Ratio For Shriram Pistons
2009-10 Current Assets - Stocks: Current Liabilities 2258.21-814.19/867.00 1.66
2010-11 Current Assets - Stocks: Current Liabilities 2099.75-857.25/965.73 1.28
2011-12 Current Assets - Stocks: Current Liabilities 2650.04-929.57/1089.21 1.57
Figure 5: Acid Test Ratio for Shriram Pistons
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32. 1.8
1.6
1.4
acid test ratio
1.2
2009-2010
1
2010-2011
0.8
2011-2012
0.6
0.4
0.2
0
year
Analysis:
Acid test ratio is a more rigorous test of liquidity than the current ratio and when used in
conjunction with it, gives a better picture of the firm s ability to meet its short-term debts out
of short-term assets. This ratio is used to determine risk that is not detected by the Working
Capital ratio. A quick or liquid ratio of 1:1 is considered as satisfactory as the firm can
easily or readily meets all of its current liabilities. Here Shriram Pistons have its last year
ratings of which is constant from last three years, which indicates company is not having
satisfactory financial position and not able to pay its current liabilities and should be looked
at with extreme care and also implies that current assets are highly dependent on inventory.
Comparison between Current Ratio & Acid Test Ratio:
Table 6: Comparison between current ratio and acid test ratio
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33. Comparison Current Acid Test
2009-10 2.10 1.66
2010-11 1.72 1.28
2011-12 1.91 1.57
SHRIRAM PISTONS AND RINGS liquidity position had worsened when looked at its
current ratio. The acid test ratio has fallen from 2010 to 2011. Current assets might not be
that liquid since most of them are debtors. The fact that the differences between the current
and acid test ratio is around .4, which is large, tells us that the SHRIRAM PISTONS stocks
are large. This is a huge level of stock holding. Additionally, the acid test ratio has decreased
over the three-year period, meaning that SHRIRAM PISTONS has a weak liquidity position
than it had before. Normally that is not a good thing.
• Cash Ratio:
Table 7: Cash ratio for SHRIRAM PISTONS
Cash Ratio For Shriram Pistons
2009-10 Cash: Current 46.32/867.00 0.05:1
Liabilities
2010-11 Cash: Current 17.59/965.73 0.01:1
Liabilities
2011-12 Cash: Current 334.66/1089.21 0.30:1
Liabilities
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34. Figure 6: Cash Ratio for Shriram Pistons
0.3
0.25
0.2
2009-2010
Cash ratio(times) 0.15
2010-2011
0.1
2011-2012
0.05
0
year
Analysis:
As cash is being the most liquid asset, quoted investment has been taken as marketable
securities. In our case the company is showing an increasing trend but still it is not a
favorable cash ratio. From the above calculation it is clear that company’s cash ratio had
remained very low. It is the notable point for the company as its current liabilities are much
higher than the cash in hand. It can create problems in the future payments of current
liabilities. Major portion of company’s current assets goes to inventory and debtors, which
only increase the carrying cost. Company need to reduce these assets to their optimum level.
34

35. OTHER SNAPSHOT OF WORKING CAPITAL MANAGEMENT
RATIOS
Table 8: Working capital management ratios
Shriram Pistons For the three years
Asset Usage 2009-10 2010-11 2011-12
Fixed Asset Turnover 0.99 times 0.91 times 1.03 times
Current Asset Turnover 2.67 times 3.04 times 2.92 times
Capital Employed Turnover 2.53 times 2.45 times 2.42Times
Working Capital Turnover 4.33times 5.65 times 4.95times
Efficiency
35

36. Working capital to Gross Sale 0.23 times 0.17 times 0.20 times
Working Capital to Cost of Sale 0.28 times 0.28 times 0.25 times
Stock/Debtors/Creditors
Debtors’ Turnover 5.17 times 6.35 times 6.90 times
Average Collection Period 69.61 days 56.69 days 52.17 days
Credits’ Turnover 3.33 times 2.65 times 3.36 times
Credit Payment Period 108.10days 135.84days 107.14 days
Inventory Turnover 6.09 times 6.37 times 6.63 times
Inventory Holding 59.11 days 56.16 days 54.29 days
Conversion Period (In Days) 59.11 days 56.51 days 54.29 days
Ratio to analyze WC Structure
Current Asset to Total Assets Ratio 0.38 times 0.33 times 0.38 times
Cash to Current Asset Ratio 0.020 times 0.008 times 0.12 times
Inventory to Current Asset Ratio 0.36 times 0.40 times 0.35 times
Current Liabilities to Total 0.48 times 0.43 times 0.49 times
Liabilities
Finished goods to Inventory Ratio 0.400 times 0.403 times 0.340 times
Raw Material to Inventory Ratio 1.69 times 1.62 times 1.81 times
Loan & Advances to CA ratio 0.10 times 0.10 times 1.00 times
Working Capital Management I: Asset Usage
• Current Asset Turnover:
Turnover
Current Asset Turnover =
Current Assets
36

37. Table 9: Current asset turnover for Shriram Pistons
Current Asset Turnover For Shriram Pistons
2009-10 6038/2260.58 = 2.67times
2010-11 6400/2099.75 = 3.04 times
2011-12 7739/2650.04 = 2.92 times
Figure 7: Current Asset Turnover
3.1
3
2.9
current asset 2.8
turnover
2009-2010
ratio(times) 2.7 2010-2012
2.6 2011-2012
2.5
2.4
Year
Analysis:
37

38. High current assets turnover ratio is more judicious and shows efficiency of management
and proper utilization of the assets. The graph shows the company has managed to higher
the ratio during the previous year however this year due to non-proportionate change in
current assets and turnover the ratio declines to 2.92. Due to more inventories this ratio falls.
• Working Capital Turnover: This ratio signifies how effectively working capital is
being used in terms of the turnover.
Sales
Working Capital Turnover =
Working Capital
Table 10: Working capital turnover for Shriram Pistons
Working Capital Turnover For Shriram Pistons
2009-10 6038/1393.58 4.33 times
2010-11 6400/1133.27 5.65 times
2011-12 7739/1560.83 4.95 times
Figure 8: Working Capital Turnover for Shriram Pistons
38

39. 6
5
4
working
2009-2010
capital 3
turnover 2010-2011
2 2011-2012
1
0
year
Analysis:
What this ratio tries to highlight is how effectively working capital is being used in terms of
the turnover it can help to generate: no ideal values here but the higher the better, surely.
The declining working capital turnover ratio in SHRIRAM PISTONS indicates that working
capital is not being utilized properly over the period of time. Management may think of
increasing the sales in the market or it is going for certain expansion plans.
Working Capital Management II: Efficiency
• Working Capital to Gross Sale:
Working Capital
Working Capital to Gross Sale =
Gross Sale
Table 11: Working capital to gross sale for Shriram Pistons
Working Capital to Gross Sale for the Shriram Pistons
2009-10 1393.58/6038 0.23
2010-11 1133.27/6400 0.17
2011-12 1560.83/7739 0.20
39

40. Figure 9: Working Capital to Gross Sale for the Shriram Pistons
0.25
0.2
working 0.15
2009-2010
capital to
0.1 2010-2011
gross sales 2011-2012
0.05
0
year
Analysis:
The Company was showing decline in the year 2011 but now as the ratio increased to 0.17
from 0.20 there is a matter of concern but here also SHRIRAM PISTONS is far better than
the industry’s average. In previous year company’s working capital was very low but now
they are trying to improve it for liquidity purposes.
• Working Capital to Cost of Sale:
Working Capital
Working Capital to Cost of Sale =
Cost of Sale
40

41. Table 12: Working capital to cost of sale for Shriram Pistons
Working Capital to Cost of Sale for the Shriram Pistons
2009-10 1393.58/4960 0.28
2010-11 1133.27/5462 0.20
2011-12 1560.83/6168 0.25
S
Figure 10: Working Capital to Cost of Sale for the Shriram Pistons
0.8
working capital to cost of sale
0.7
0.6
0.5 2011-2012
0.4 2010-2011
0.3 2009-2010
0.2
0.1
0
year
41

42. Analysis:
The Company was showing decline in the year 2011 but now as the ratio increased to 0.25
from 0.20 there is a matter of concern but here also SHRIRAM PISTONS is far better than
the industry’s average. In previous year company’s working capital was very low but now
they are trying to improve it for liquidity purposes.
Working Capital Management III: Stock/Debtors/Creditors
• Debtor’s Turnover:
Sales
Debtor’s Turnover =
Debtors
Table 13: Debtor’s turnover ratio for Shriram Pistons
Debtor’s Turnover Ratio for the Shriram Pistons
2009-10 6038/1167.56 5.17 times
2010-11 6400/1007.38 6.35 times
2011-12 7739/1120.41 6.90 times
Figure 11: Debtor’s Turnover Ratio for the Shriram Pistons
42

43. 8
6
deb tors turnover
ratio 4
2011-2012
2
0 2009-2010
year
Analysis:
Firstly, the ratio seems to have change by going from 5.17 to 6.35 times in the two years;
and it means that, on average, the company’s debtors are taking fewer days to pay their
accounts. Soundness of this ratio is more dependent on the business policy and the terms
with the clients. On the other side turnover is increasing over the years, which implies higher
the turnover, shorter the time between sales and collecting cash. It shows the company’s
debt-collecting machinery has improved through years.
• Average Collection Period:
360
Avg. Collection Period =
Debtor Turnover
Table 14: Average collection period for Shriram Pistons
Average Collection Period for the Shriram Pistons
2009-10 360 / 5.17 69.61days
2010-11 360 / 6.35 56.69 days
2011-12 360 / 6.90 52.17 days
43

44. Figure 12: Average Collection Period for the Shriram Pistons
70
60
50
average
40 2009-2010
collection
30 2010-2011
period
20 2011-2012
10
0
year
Analysis:
The average collection period measures the quality of debtors since it indicates the speed of
their collection. The shorter the average collection period, the better the quality of debtors,
as a short collection period implies the prompt payment by debtors. The trend of SHRIRAM
PISTON is showing that the company was a success in decreasing the average collection
44

45. period, which represent sound collection policy of the company. Previous year it was 56.69
being debtors were less but now it is on the previous trend.
• Creditor’s Turnover:
Purchases
Creditor’s Turnover =
Creditors
Table 15: Creditor’s turnover ratio for Shriram Pistons
Creditor’s Turnover Ratio for the Shriram Pistons
2009-10 1378/413.69 3.33
2010-11 1390.10/523.95 2.65
2011-12 1685/500.83 3.36
Figure 13: Creditor’s Turnover Ratio for the Shriram Pistons
45

46. 4
creditors 3 2009-2010
turnover 2 2010-2011
ratio 1 2011-2012
0
year
Analysis:
In 2010 creditors turnover ratio increased from 2.65 to 3.36 times that shows company was
having improved credit paying ability through proper working capital management while in
2011 the ratio decreased which implies terms of credit allowed by the suppliers are liberal
and creditors are not paid promptly. This shows company keeps its obligation for long time.
• Credit Payment Period:
360
Credit Payment Period =
Payable turnover ratio
Table 16: Credit payment period for Shriram Pistons
Credit Payment Period for the Shriram Pistons
2009-10 360 / 3.33 108.10 days
46

47. 2010-11 360 / 2.65 135.84 days
2011-12 360 / 3.36 107.14 days
Figure 14: Credit Payment Period for the Shriram Pistons
160
credit payment period(days)
140
120
100 2009-2010
80 2010-2011
60 2011-2012
40
20
0
year
Analysis:
Since in 2010 and 2010 the average payment period of the company was less compared to
2011 i.e. 135.84 days which implies that 2011 company was less prompt in making payment
to suppliers compared to other years. As again it improved its criteria and kept fewer
obligations in the year 2010. The same shows that reduction in the payment period is
responsible for the creditworthiness of the company.
• Inventory Turnover Ratio:
Inventory Turnover = Cost of Goods Sold
47

48. Closing Stock
Table 17: Inventory turnover ratio for Shriram Pistons
Inventory Turnover Ratio for the Shriram Pistons
2009-10 4960/814.19 6.09
2010-11 5462/857.25 6.37
2011-12 6168/929.57 6.63
Figure 15: Inventory Turnover Ratio for the Shriram Pistons
6.7
6.6
6.5
6.4
inventory
6.3 2009-2010
turnover
ratio 6.2 2010-2011
6.1 2011-2012
6
5.9
5.8
year
48

49. Analysis:
It measures approximately the number of times an entity is able to acquire the inventories
and convert them into sales. The Shriram Pistons shows higher turnover ratio which is good
for the company while a low turnover is usually a bad sign because products tend to
deteriorate as they sit in a warehouse, but several aspects of inventory holding policy have to
be balanced like lead time, seasonal fluctuations in orders, alternative use of warehouse
space.
• Inventory Holding Period:
360
Inventory Holding Period =
Inventory Turnover
Table 18: Inventory holding period
Inventory Holding Period for the Shriram Pistons
2009-10 360 / 6.09 59.11 days
2010-11 360 / 6.41 56.16 days
2011-12 360 / 6.63 54.29 days
Figure 16: Inventory Holding Period for the Shriram Pistons
49

50. 60
59
inventory holding(days)
58
57
2009-2010
56
2010-2011
55
2011-2012
54
53
52
51
year
Analysis:
Here, the company shows a decreasing trend in which there inventory holding ratio falls
down, which is good for the company as it avoids the unnecessary locking up of working
capital in the inventory and it shows efficiency of the management.
Working Capital Management IV: Ratio to analyze W/C Structure
• Current Asset to Total Assets Ratio:
Table 19: Current asset to total asset ratio for Shriram Pistons
Current Asset to Total Asset Ratio for the Shriram Pistons
50

51. 2009-10 2260.58/5946.26 0.38
2010-11 2099.75/6266.87 0.33
2011-12 2650.04/6843.25 0.38
51

52. Figure 17: Current Asset to Total Asset Ratio for the Shriram Pistons
0.38
0.37
0.36
current
0.35
asset 2009-2010
0.34
/total 2010-2011
0.33
asset
0.32 2011-2012
0.31
0.3
year
Analysis:
If we analyze the structural health of working capital for SHRIRAM PISTONS, the
proportion of current assets to total assets has been showing almost constant trend
continuously over the years, which shows that the company is having certain problems with
its current asset management. But as this picture is showing less declining so it’s very clear
that this can be due to some investment for long-term return.
• Cash to Current Asset Ratio:
Cash to Current Cash
=
Asset Current asset
52

53. Table 20: Cash to current asset ratio
Cash to Current Asset Ratio for the Shriram Pistons
2009-10 46.32/2260.58 0.020
2010-11 17.59/2099.75 0.008
2011-12 334.66/2650.04 0.120
Figure18: Cash to Current Asset Ratio for the Shriram Pistons
0.12
0.1
0.08
cash to
2009-2010
current 0.06
asset 2010-2011
0.04 2011-2012
0.02
0
year
Analysis:
The company shows an increasing trend in 2010 & again it decrease in 2011 but as this
recovered again the increasing trend of cash in the current assets was observed. However in
the year 2011 it decreased drastically. We can say that it will effect liquidity position of the
firm but on the other hand it is observed that they do not keep any ideal cash with them,
which is a positive sign for the company.
• Inventory to Current Asset Ratio:
53

54. Inventory
Inventory to Current Asset =
Current asset
Table 21: Inventory to current asset ratio for Shriram Pistons
Inventory to Current Asset Ratio for the Shriram Pistons
2009-10 814.19/2260.58 0.36
2010-11 857.25/2099.75 0.40
2011-12 929.57/2650.04 0.35
Figure: 19 Inventory to current asset ratio
2009-2010
0.4
2010-2011
inventory to 0.38
current asset 0.36 2011-2012
ratio 2011-2012
0.34
0.32 2009-2010
year
Analysis:
Here, the company shows an unfavorable trend of increase in the proportion of the inventory
to current assets in 2010-11, which represents that the company is locking up the working
54

55. capital unnecessarily in the inventory. Fortunately, the ratio rises in the year 2010 which is a
good sign.
• Current Liabilities to Total Liabilities:
Current Liabilities
Current Liabilities to Total Liabilities =
Total Liabilities
Table 22: Current liabilities to total liabilities ratio for Shriram Pistons
Current Liabilities to Total Liabilities Ratio for the Shriram Pistons
2009-10 867.00/1075.57 0.80
2010-11 965.73/1215.29 0.79
2011-12 1089.21/1382.14 0.78
Figure 20: Current liabilities to Total liabilities
55

56. 0.8
0.795
current 0.79
liabilities / 2009-2010
total 0.785
liabilities
2010-2011
0.78
2011-2012
0.775
0.77
year
Analysis:
The company shows a decreasing trend in the proportion of the current liabilities in the total
liabilities, this means company is taking fewer loans to meet its liability and project
investments are there, hence this shows a less burden on the management of SHRIRAM
PISTON. This ratio is not the only means of reviewing a company's debt structure.
• Loan & Advances to Current Asset Ratio:
Loan & Advances
Loan & Advances to Current Asset =
Current Asset
Table 23: Loan & Advances to Current assets ratio for Shriram Pistons
56

57. Loan & Advances to Current Asset Ratio for the Shriram Pistons
2009-10 229.93/2260.58 0.10
2010-11 217.53/2099.75 0.10
2011-12 265.40/2650.04 1.00
Figure 22: Loan & Advances to Current Asset
1
0.8
loan and 0.6
advances / 2009-2010
CA 0.4 2010-2011
2011-2012
0.2
0
year
Analysis:
The increase in this ratio in the year 2010 shows the efficiency of the management. However
this much increases in the ratio is not suggestible.
INTERPRETATION (RATIO ANALYSIS):
57

58. • The utilization rate of net working capital as depicted by working capital turnover ratio
is fluctuating during the period. It shows that working capital has not been effectively
used over the period of years except in the year 2010.
• As shown by current assets turnover ratio, the utilization of current assets in terms of
sales has shown an increasing trend which shows that current assets has been effectively
used to achieve sales.
• Again if we look at the efficiency with which individual elements of working capital
have been utilized, the picture of inventory turnover is bright.
• As we look at the extent of liquidity of working capital, we notice that the ratio shows a
decreasing trend. This indicates, problem on the liquidity front.
MANAGEMENT OF CURRENT ASSETS
58

59. Alternative Current Asset Investment policies
Three alternative policies are there regarding the total amount of current assets. Essentially,
these policies differ with regard to the amount of current assets carried to support any given
level of sales, hence in the turnover of those assets. The line with the steepest slope
represents a relaxed current asset investment (also known as “fat cat”) Policy, where
relatively large amounts of cash, marketable securities, and inventories are carried, and
where sales are stimulated by the use of a credit policy that provides liberal financing to
customers and a corresponding high level of receivables. Conversely, with the restricted
current asset investment (also known as “lean and mean”) policy, the holdings of cash,
securities, inventories and receivables are minimized. Under the restricted, current assets are
turned over more frequently, so each dollar of current assets is forced to “work harder”. The
moderate current asset investment policy is between the two extremes.
Under the conditions of certainty, all firms would hold only minimal levels of current assets.
Any larger amounts would increase the need for external funding without a corresponding
increase in profits, while any smaller holdings would involve late payments to suppliers
along with lost sales due to inventory shortages and an overly restrictive credit policy.
When uncertainty is introduced the firm requires some minimum amount of cash and
inventories. A restricted lean and mean current asset investment policy often provides the
highest expected return on this investment, but it entails the greatest risk, while the reverse is
true under a relaxed policy.
Alternative Current Assets Investment Policies:
59

60. Figure 23: Alternate current assets investment policies
Current Assets
50
SHRIRAM PISTONS
40 Relaxed
30 Moderate
20
Restricted
10
0 50 100 150 Sales
Table showing Alternative Current Assets Investment Policies:
Table 24: Table showing alternative current assets investment policies
Policy Current asset to support Turnover of
Sales of INR 100/- Current Assets
Relaxed 30 3.3
Modified 23 4.3
Restricted 16 6.3
SHRIRAM 32.57 3.07
PISTONS
Note: - The Sales/current assets relationship is shown here as being linear, but the
relationship is often curvilinear
MANAGING THE COMPONENTS OF WORKING CAPITAL OF
SHRIRAM PISTONS
Four main components:
60

61. • Cash
• Marketable securities/Account Payables
• Inventory
• Accounts Receivables
Cash Management in SHRIRAM PISTONS:
Cash management system adopted by Finance Department in SHRIRAM PISTONS is very
reliable and transparent. As cash is a very important activity for a good operation of
company here in SHRIRAM PISTONS cash is monitored every day and intimated to
Finance Department. The daily cash report includes all the details of cash inflows and
outflows. Monthly cash budgets are maintained for the estimated of monthly cash inflows
and outflows. Finally the annual cash budget is made by the Finance Department in the
corporate head office.
The corporate office allocates different amount of each to different manufacturing units as
per their requirement. Corporate office acts as a linkage between the manufacturing unit and
creditors. Corporate office has determined the credit facility for every units of the company
and this keeps on changing from year to year depending up on company’s position
transactions, profitability and inventory position.
The corporate office provides cash to manufacturing units but there most function is
controlled in unit itself. All the need related to inventory are met through corporate office as
well as individual efforts of unit.
Fund Allocation:
Here the initial allocation for manufacturing units is done by corporate office and all
supplementary requirements are to look upon by Commercial department.
Fund Utilization:
61

62. Company operates an annual ‘Cash Budget’ and a rolling ‘Cash Plan’ drawn up every
month. Although specific forecasting technique is used, funds are deployed to different
departments as per their requirements. Daily reports on cash transaction are prepared by
Procurement department to keep a track of all payments made in the days work. Every
month cash transaction report is sent to Finance department in the corporate office showing
all the transaction of cash, (inflow and outflows) actual utilization of cash and allocation of
fund is compared. If the utilization of cash is more than the allocation of fund, then the plant
has to justify its more utilization.
To meet the requirement of cash, company approach to bank and present the required
detailed by the bank. SHRIRAM PISTONS kept less cash in hand, to meet the entire cash
requirement it depends on financing process.
Evaluation of cash management performances:
To assess the cash management performance this phase is divided as follows:
a) Size of Cash
b) Liquidity and Adequacy of cash:
This is depicted by the current ratio and acid test ratio, as calculated in part ratio analysis for
working capital management and respective position is shown in graph.
c) Control of cash
One of the major objectives of cash management from the stand point of increasing return
on investment is to economize on the cash holding without impairing the overall liquidity
requirements of the firms. This is possible by effecting tighter controls over cash flows. The
following ratios have been applied to assess the efficiency of cash control:
• Cash to Current Assets ratio
• Cash turnover ratio
• Cash to current liabilities ratio
Table 25: Table showing different cash ratios
SHRIRAM PISTONS For the year ended Mn/Rs.
Efficiency of cash control 2009-10 2010-11 2011-12
62

63. Cash to Current Asset Ratio 46.32/2258 17.59/2099 334.66/2650.04
=0.020 =0.008 =0.12 times
Cash to Current liability Ratio 46.32/867.00 17.59/965.73 334.66/1089.21
=0.05 times =0.01 times =0.30 times
Average: 0.049
Average: 0.12
Summary:
It can be inferred from the above table that cash to current assets ratio is increasing which
shows improving position of liquidity but it again starting decline from 2011, which
ultimately affect the operational efficiency of the firm. Cash to current liability ratio shows
the cash balance maintained by company at a certain point of time for meeting its current
liabilities. The cash to current liability ratio is nearly on decreasing trend shows the
efficiency of operations, but this year it increases which is not a good sign.
• Payable Management in SHRIRAM PISTONS:
Mostly the creditor comprises of the bank that is financing the working capital needs and the
suppliers to whom payments are to be given. This is basically done as per terms and
condition with the respective parties. The company is not able to make proper payment to its
creditors as year on year company’s creditors are increasing.
Evaluation of Payables Management:
The evaluation for payable management is done with the help of ratios:
• Creditor’s turnover ratio
• Average Payment Period
Table 26: Table showing payables management
SHRIRAM PISTONS For the year ended Mn/Rs.
63

64. Payable Management 2009-10 2010-11 2011-12
Creditor’s ratio 3.33 times 2.65 times 3.36 times
Average Payment period 108.10 days 135.84days 107.14 days
Average: 117.02 days
Summary:
The analysis shows that the minimum average creditor period is 107 days and maximum is
135 days. By analysis reveals the increasing and decreasing trend in average payment
period, which shows company is provided with liberal and strict credit payment period over
the year and according to the market situation.
• Inventory Management:
Here the inventory is categorized in to:
(1) A B C analysis
(2) X Y Z analysis
1) ABC Analysis: - Items which constitutes to 70% of total consumption (of stores and
spares) value when arranged in descending order of consumption value will be termed as
‘A’ class items. Next 20% of total consumption value will be termed as ‘B’ class items and
the rest 10% as the ‘C’ class items.
2) XYZ Analysis: - Items which constitute top 70% of total stock of stores and spares
holding value when arranged in descending order of stock holding will be termed a ‘X’ class
items next 20% of total stock holding value is ‘Y’ class items and the rest 10% as the ‘Z’
class.
Higher than necessary stock levels tie up cash and cost more in insurance, accommodation
costs and interest charges.
Four basic levels will need to be established for each line/category of stock. There are the:
a) Maximum level – achieved at the point a new order of stock is physically received;
b) Minimum level – the level at point just prior to delivery of a new order (sometimes
called buffer stocks – those held for short term emergencies);
c) Reorder level – point at which a new order should be placed so that stocks will not fall
below the minimum level before delivery is received; and the
64

65. d) Reorder quantity or economic order quantity – the quantity of stock, which must be
reordered to replenish the amount held at the point delivery, arrives up to the maximum
level.
Once these controls are implemented an efficient system of recording receipts and issues is
vital to exercise full control of inventories.
Inventory Management at SHRIRAM PISTONS:
Inventory is stock of a company, which is manufacturing the components that make up the
products, for sale. In managing inventories the objective of the company is to determine and
maintain optimum level of inventory investment. The optimum level of inventory lies
between two danger points of excess and inadequate inventories.
Inventory is monitored differently for raw material, work in progress, finished goods and
spares. Monthly inventory report is sent to the finance department in the corporate office.
Obviously the inventory report is prepared at plant level. Procurement Department gives the
date of closing stock of raw materials, finished goods as well as the work in progress.
Inventory Turnover Ratio:
Table 27: table showing Inventory turnover ratio
SHRIRAM PISTONS For the year ended Mn/Rs.
2009-10 2010-11 2011-12
Inventory Turnover 6.09 times 6.37 times 6.63 times
Average: 6.36
Summary:
Inventory turnover ratio establishes a relationship between the total sales during a period and
average inventory hold to meet that quantum at 6.63 times in 2010 and on average it is 6.36
times, that signifies the average moving of inventory. In other words, the stock held during
2010 is for 59.11 days as comparison of average at 56.52 days.
• Receivable Management:
65

66. At a plant level mostly the finished goods are sold on credit to increase upon the market
share and retain the customers but the major portion of debtors are dealt by Marketing
Unit of the Commercial Department and the Finance Department. It is consideration as
an essential marketing tool.
Control of the debtors’ element (the amount owed the business in the short term) involves a
fundamental trade-off between the cost of providing credit to customers (which includes
financing bad debts and administration), and the additional net revenue that can be earned by
doing so. The former can be kept to a minimum with effective credit control policies, which
will require:
• Setting and enforcing credit terms;
• Vetting customers prior to allowing them credit;
• Setting and reviewing individual credit limits;
• Efficient invoicing and statement generation;
• Prompt query resolution;
• Continuous review of debtors position (generating ‘aged debtors’ report);
• Effective chasing and collection procedures; and
• Limits beyond which legal action will be pursued.
Before allowing credit to a new customer trade and bank references should be sought.
Accounts can be asked for and analyzed and a report including any county court judgments
Against the business and a credit score asked for from a credit rating business. Salesmen’s
views can also be canvassed and the premises of the potential customer visited.
The extent to which all means are called upon will depend on the amount of the credit
sought, the period, past experiences with this customer or trade sector, and the importance of
the business that is involved. But this is not a one-off requirement. One classic fraud is to
start off with small amounts of credit, with invoices being settled promptly, eventually
building up to a huge order and a disappearing customer.
66

67. Credit checking, even for established customers, should therefore feature in regular
procedures.
When the creditworthiness of a new customer is established, positive credit control calls for
the setting of a credit limit, any settlement discounts, the credit period, and credit charges (if
any).
The Late Payment of Commercial Debts (Interest) Act now allows small businesses to
charge large interest on late payment of business debts by companies and public sector
organizations. Nevertheless, it is wise to inform customers this right will be exercised.
Collection is a vital element of credit control and must include standard, polite and well-
constructed reminder letters and effective telephone or e-mail follow up. Use of collection
agencies should be considered, as could factoring – in its most comprehensive form a loan
facility based on outstanding invoices plus a sales ledger and debtors control service.
Efficient control of debtors will assist cash flow, and help keep overdraft or other loan
requirements down, and hence reduce interest costs.
Debtors represent future cash – or they should do if proper credit control policies are
pursued. Likewise stock will eventually become cash, but in the meantime represents
working capital tied up in the business. Keeping levels to the minimum required for efficient
operations will keep costs down. This means controlling buying, handling, and storing,
issuing, and recording stock.
Inherent in any system of inventory control is the concept of appropriate stock levels –
normally expressed in physical units sometimes in monetary terms.
The objective of establishing control levels is to ensure that excessive stocks are never
carried (and working capital thereby sacrificed) but that they never fall below the level at
which they can be replenished before they run out.
Receivables Management in SHRIRAM PISTONS:
Corporate office and the commercial department in coordination do the management of
receivables. The management of receivable is dealt on major part by corporate office and
minor part by commercial department of the company.
67

68. SHRIRAM PISTONS in matter of granting a credit period to customers tightens their policy
and reduce credit period to 107 days to its debtors. Total Debtors amounted to Rs. 1167.56
by the end of 2010, which further decreased to Rs. 1007.38 in 2011.
68

69. DETERMINATION OF OPERATING CYCLE OF SHRIRAM
PISTONS:
The determination of length of the operating cycle of a manufacturing firm is the sum of:
The broad range of project management and financial advisory services include:
• inventory conversion period (ICP), &
• debtors conversion period (DCP)
A) Inventory conversion period:
It is the total time needed for producing and selling the product. Typically, it includes:
a) raw material conversion period (RMCP)
b) work-in-process conversion period (WIPCP), and
c) Finished goods conversion period (FGCP).
Inventory Conversion period = RMPC + WIPCP + FGCP
The raw material conversion period is depends on:
1) raw material consumption per day, &
2) raw material inventory
Raw Material Consumption per day = Total Raw Material Consumption/Number of
days in the year
Raw Material Conversion period = Raw Material Inventory/Raw Material
Consumption per day
Similar calculations can be made for other inventories, debtors and creditors.
B) Debtors’ conversion period:
It is the time required to collect the outstanding amount from the customers. The total of
inventory conversion period and debtors’ conversion period is referred to as gross operating
cycle (GOC).
69

70. Gross Operating Cycle = ICP + DCP
C) Payable Deferral period:
This is very common to get gross operating cycle but in practice, a firm may acquire
resources (such as raw materials) on credit and temporarily postpone payment of certain
expenses. Payables, which the firm can defer, are spontaneous sources of capital to finance
investment in current assets. The payables deferral period (PDP) is the length of time the
firm is able to defer payments on various resource purchases.
Net Operating Cycle = Gross Operating Cycle – Payable Deferral period
If depreciation is excluded from expenses in the computation of operating cycle, the net
operating cycle also represents the cash conversion cycle. It is net time interval between
cash collections from sale of the product and cash payments for resources acquired by the
firm. It also represents the time interval over which additional funds, called working capital,
should be obtained in order to carry out the firm’s operations.
A) Inventory conversion period:
a) Raw Material Conversion Period:
70

71. Years 2009-10 2010-11 2011-12
Raw material consumed
Avg. Raw material inventory 1378.63 1390.10 1685
701.22 722.75 893.41
1378.63/701.22 1390.10/722.75 1685/893.41
=1.96 times =1.92 times =1.88 times
RCMP 360/1.96 360/1.92 360/1.88
=183.67 days =187.5 days =191.48 days
b) Work-In-Progress Conversion Period:
Years 2009-10 2010-11 2011-12
Cost of Production 2061.73 2310.03 1248.82
Avg.Work in progress
152.55 119.93 148.35
2061.73/152.55 2310.03/119.93 1248.82/148.35
=13.51 times =19.26 times =8.41 times
WIPCP 360/13.51 360/19.26 360/8.41
=42.80 days =18.69 days =26.64 days
c) Finished Goods Conversion Period:
71

72. Years 2009-10 2010-11 2011-12
Sales 6038 6400 7739
Closing stock
325.66 346.22 321.33
6038/325.66 6400/346.22 7739/321.33
=18.54 times =18.48 times =24.08 times
FGCP 360/18.54 360/18.48 360/24.08
=19.41 days =19.48 days =14.95 days
B) Debtors Conversion:
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73. Years 2009-10 2010-11 2011-12
Sales 6038 6400 7739
Closing debtors
1170.14 1007.38 1120.41
6038/1170.14 6400/1007.38 7739/1120.41
=5.16 times =6.35 times =6.90 times
DCP 360/5.16 360/6.35 360/6.90
=69.76 days =56.69 days =52.17 days
C)
Payables Conversion:
73

74. Years 2009-10 2010-11 2011-12
Purchases 1378.63 1390.10 1685
Closing creditors
413.69 523.95 500.88
1378.63/413.69 1390.10/1007.38 1685/500.88
=3.33 times =2.65 times =3.36 times
PCP 360/3.33 360/2.65 360/3.36
=108.10 days =135.8 days =107.14 days
Operating Cycle:
Gross Operating Cycle (GOC):
Years 2009-10 2010-11 2011-12
RCMP+WIPCP+FGCP+DCP 299.48 days 282.36 days 301.40 days
74

75. Net Operating Cycle (NOC):
Years 2009-10 2010-11 2011-12
282.36-135.80 301.40-
299.48-108.10
107.14
GOC-PCP
=191.38 days
=146.56 days =194.26 days
Analysis:
The operating cycle of the firm is disturbed, as it is continuously increasing which is not
good for the company.
• The company policy had a significant change for the year with regard to inventory as it
had increased continuously but this policy has a cost to the company in the presence of a
significant decrease in payables deferral period, will have to negotiate higher working
capital funds.
• Company has tighten its steps towards the credit policy which signifies that in the
current year company is proving itself more efficient but other side it as well shows a
decline in the market share of the company.
• The company had reduced down its payables deferral period significantly which
strengthens its creditworthiness in the market and helps the company in getting the loans
on liberal terms. This represents the efficiency of the management.
One can have a vastly different working capital outlay while performing the same activity.
Having a large amount invested in stocks and debtors does not necessarily mean large
profits, but it can mean a drop in the prime calculation that every businessman is interested
75

76. in the return on investment. The object of working capital management is to trim down on
stocks and debtors and get the cash coming faster within the comfort zone of the business. In
the normal periods of business activity, cash that had completed the working capital cycle
would be reinvested in stock and the whole process would begin again.
76

77. Analysis of Asset Percentage:
Table 28: Table showing analysis of asset percentage
SHRIRAM PISTONS Years
Particulars 2009-10 2010-11 2011-12
Current asset 2258 2099 2650.04
Total asset 5946.26 6266.87 6843.25
Percentage of current assets over fixed 37.02% 29.99% 35.49%
assets
Current ratios 2.60 2.17 2.43
Figure 24: Percentage of Current Asset to Fixed Asset
40.00%
35.00%
percentag 30.00%
e of 25.00%
2009-2010
current 20.00%
asset to 15.00% 2010-2011
fixed asset 10.00% 2011-2012
5.00%
0.00%
year
77

78. Analysis: From the above calculation it can be analyzed that company is following an
adequate policy of working capital from last 2 years. When we give a thought to the current
ratio of last three years we can very easily depict that its current ratio is more than the
standard one i.e. of 2:1. This type of approach also gives the adverse impact on the liquidity
of the company.
Analysis of Change in Working Capital:
Table 29: Table showing analysis of working capital
SHRIRAM PISTONS For the year ended Mn/Rs.
Particulars 2009-10 2010-11 2011-12
Current asset 2258 2099 2650.04
Current Liabilities 1052.03 1199.28 1351.91
Net Working Capital 1205.97 899.72 1298.13
Figure 25: Net working Capital
100% 1298.13
90%
80%
70%
60% 899.72 2011-2012
50% 2010-2011
40% 2009-2010
1205.97
30%
20%
10%
0%
Analysis:
78

79. • As we can see from the above table and graph that company’s Net Working Capital has
been showing variation in its trend as from last two years working capital is showing
positive trend in increasing order.
• The above situation shows that company management is efficient in management of
working capital.
• Making the comparison of current assets and current liabilities in 2010 & 2011 current
liabilities are less than current assets which leads the working capital in positive range
which is good for the company.
Analysis of Current Assets:
Table 30: Table showing analysis of current assets
SHRIRAM PISTONS For the year ended Mn/Rs.
Particulars 2009-10 2010-11 2011-12
Debtors 1167.56 1007.38 1120.38
Inventory 814.19 857.25 929.57
Cash & Bank balance 46.32 17.59 334.66
Loans & Advances 229.93 217.53 265.40
Total 2258 2099.75 2650.01
Analysis:
• Composition of all parts seems to be distributing but almost each component is showing
increasing trend which has both kind of influence for the financial performance of the
company so company need to manage these components very carefully.
• Inventory is showing an increasing trend that is the signal of danger for company’s
profitability and these are not giving any return by locking up working capital.
Suggestions:
79

80. • First and foremost suggestion for the company is that, it should look into the idle funds,
which are engaged in inventory. Company should withdraw money from this locked up
working capital and invest it in some other assets.
Analysis of Current Liabilities:
Table 26: Table showing analysis of current liabilities
Particulars 2009-10 2010-11 2011-12
Sundry Creditors 413.69 523.95 500.83
Advances from customers 14.76 10.27 16.12
Other provisions 208.57 249.56 292.93
Other Current liabilities 415.01 415.50 542.03
Total 1052.03 1199.28 1351.91
Analysis:
• As we can see from the graph and table that major portion of current liabilities are with
sundry creditors and every year it keeps on increasing.
• As the company obligations are increased so company need to put certain measure to
control current liabilities.
• By looking the three years position of company in current assets and current liabilities it
can be seen that current liabilities are increasing over current assets so within the time
company need to manage its liability portion and need to make safer decisions.
Suggestions:
80

81. • Due to the huge amount of current liabilities company has to lock up its funds in current
assets. Therefore, it should reduce its current liabilities by paying them off so that
regular cash outflow of cash get restricted and outflow gets converted into inflow to
increase in profitability of the firm.
• One suggestion that could be made to the company is that, it should pay off its creditors
by withdrawing some cash from its debtors, which is idle at this point of time and some
amount from its inventory.
STATEMENT OF CHANGE IN WORKING CAPITAL
81