tailieunhanh - Encyclopedia of Finance Part 7

Chapter 11 WORKING CAPITAL AND CASH FLOW. Abstract One of the everyday jobs of the treasurer is to manage the cash, and flow of funds through the organization. If the amount or receipt and collection activities are out of control, the entire firm may face bankruptcy. | Chapter 11 WORKING CAPITAL AND CASH FLOW JOSEPH E. FINNERTY University of Illinois USA Abstract One of the everyday jobs of the treasurer is to manage the cash and flow of funds through the organization. If the amount or receipt and collection activities are out of control the entire firm may face bankruptcy. There is an old saying If you pay attention to the pennies the dollars will take care of themselves. In this spirit this paper looks at taking care of the daily amounts of cash flowing through the firm in a systematic fashion. The purpose is to understand the importance of the interrelationships involved and to be able to measure the amount and speed of the cash flow. Once something can be measured it can be managed. Keywords working capital accounts receivable accounts payable inventory cash flow cash management flow of funds marketable securities cash flow cycle matching principle . Introduction The management of cash flow is essential to the success of every enterprise whether it be public or private. In fact cash management is probably more critical to the success of an enterprise than making an individual sale or providing a service for a period of time. A business can lose a single customer or can suspend services for a short period without irreparable damage. However let an imbalance in cash flow occur that forces a cash man ager to miss a payroll a debt payment or a tax deadline and quite possibly the company is entirely out of business. This is a rather harsh penalty for one mistake or oversight on the part of the cash manager. During the 1960s and 1970s when we were experiencing high rates of inflation and attendant high-interest rates the idea of cash management became well accepted and integrated into the financial function of the firm. This was caused by the high costs of idle cash balances. With the recession and attendant drop in inflation and lower interest rates during the 1980s the management of cash was still important but for different

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