Cash and Treasury Management
Paper-3 Part-II Financial Management
Chapter-7 Unit-II
By:
CA Kapileshwar Bhalla
Learning Objectives
What is Cash
Management
Preparation of CASH
BUDGETS
Cash Management
Models
Explain briefly the functions of
Treasury Department
(May 2008; June 2009; November 2002)
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The functions of treasury department
management is to ensure proper usage,
storage and risk management of liquid funds
so as to ensure that the organisation is able
to meet its obligations,collect its receivables
and also maximize the return on its
investments. Towards this end the treasury
function may be divided into the following:
Cash Management:
The efficient collection and payment of cash
both inside the organization and to third
parties is the function of treasury department.
Treasury normally manages surplus funds in
an investment portfolio.
Currency Management
The treasury department manages the
foreign currency risk exposure of the
company. It advises on the currency to be
used when invoicing overseas sales. It also
manages any net exchange exposures in
accordance with the company policy.
Fund Management
Treasury department is responsible for
planning and sourcing the companys short,
medium and long-term cash needs. It also
participates in the decision on capital
structure and forecasts future interest and
foreign currency rates.
Banking
Since short-term finance can come in the
form of bank loans or through the sale of
commercial paper in the money market,
therefore, treasury department carries out
negotiations with bankers and acts as the
initial point of contact with them.
Corporate Finance
Treasury department is involved with both
acquisition and disinvestment activities
within the group. In addition, it is often
responsible for investor relations.
Cash Management Models
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Baumol Model
Miller Orr Model
Explain Baumols Model of Cash
Management (May 2008)
William J. Baumol developed
a model for optimum cash
balance which is normally
used ininventory
management.
The optimum cash balance is
the trade-off between cost of
holding cash (opportunity
cost of cash held) and the
transaction cost (i.e. cost of
converting marketable
securities in to cash).
Optimum cash balance is
reached at a point where the
two opposing costs are equal
and where the total cost is
minimum.
Diagram
Lets us illustrate the concept with a diagram
Cost in Rs
Minimum cost
Total cost
Opportunity cost
Transaction cost
Cash Balance
Computed Algebraically
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The optimum cash balance can also be computed as
under:
2 AT
H
Where,
A= Annual Cash disbursements
T = Transaction cost (Fixed cost) per transaction
H = Opportunity cost one rupee per annum
(Holding cost)
The model is based on the following
assumptions:
Cash needs of the firm are known with
certainty.
The cash is used uniformly over a period of
time and it is also known with certainty.
The holding cost is known and it is constant.
The transaction cost also remains constant.
Example
A firm maintains a separate account for cash
disbursement. Total disbursements are
`1,05,000per month or `12,60,000 per year.
An Administrative and transaction cost of
transferring cash to disbursement account is
` 20 per transfer.
Marketable securities yield is 8% per annum.
Determine the optimum cash balance
according to William J. Baumol model.
Answer
The optimum cash balance C
=
2 ` 12,60,000 ` 20
0.08
25,100
Miller Orr Cash Management Model
According to this model the
net cash flow is completely
stochastic. When changes in
cash balance occur
randomly, the application of
control theory serves a
useful purpose.
The Miller Orr model is one
of such control limit models.
This model is designed to
determine the time and size
of transfers between an
investment account and cash
account.
In this model control limits
are set for cash balances.
These limits may consist of
h as upper limit, z as the
return point and zero as the
lower limit.
Diagram
Buy Securities
Upper Limit (h)
Rs.
In
Cash
z
Return Point
Lower Limit (o)
Sell Securities
Time
Explanation
When the cash balance reaches the upper limit, the transfer of cash equal
to h z is invested in marketable securities account.
When it touches the lower limit, a transfer from marketable securities
account to cash account is made.
During the period when cash balance stays between (h, z) and (z, 0) i.e.
high and low limits, no transactions between cash and marketable
securities account is made.
The high and low limits of cash balance are set up on the basis of fixed
cost associated with the securities transaction, the opportunities cost of
holding cash and degree of likely fluctuations in cash balances.
These limits satisfy the demands for cash at the lowest possible total
costs.
Different kinds of float with reference
to management of cash. (May 98 & 99)
The term float is used to refer to the periods
that affect cash as it moves through the
different stages of the collection process.
Kinds of Floats
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Billing Float: An invoice is the formal
document that a seller prepares and sends to
the purchaser as the payment request for
goods sold or services provided. The time
between the sale and the mailing of the
invoice is the billing float.
Mail Float
This is the time when a cheque is being
processed by post office, messenger service
or other means of delivery.
Cheque processing float
This is the time required for the seller to sort,
record and
deposit the cheque after it has
been received by the company.
Bank processing float
This is the time from the deposit of the
cheque to the crediting of funds in the
sellers account.
Three principles relating to selection of
marketable securities (Nov 2009)
Return and risk go handin-hand. As the objective
in this investment is
ensuring liquidity,
minimum risk is the
criterion of selection.
Safety:
Maturity:
Marketability:
Matching of maturity and
forecasted cash needs is
essential. Prices of longterm securities fluctuate
more with changes in
interest rates and are,
therefore, riskier.
It refers to the convenience,
speed and cost at which a
security can be
converted into cash. If the
security can be sold quickly
without loss of time and
price, it is highly liquid or
marketable.
Cash Budget
Guidelines:
Capital or revenue
Past, present or future
Note: Basically a combined Cash and Bank A/c
Cash budget (Example)
The following details are forecasted by a
company for the purpose of effective
utilization and management of cash:
Estimated sales and manufacturing
costs
Year and
month
2010
April
May
June
July
August
Sept
Sales
Material
Wages
Oh
4,20,000
4,50,000
5,00,000
4,90,000
5,40,000
6,10,000
2,00,000
2,10,000
2,60,000
2,82,000
2,80,000
3,10,000
1,60,000
1,60,000
1,65,000
1,65,000
1,65,000
1,70,000
45,000
40,000
38,000
37,500
60,800
52,000
Credit terms:
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Sales 20 percent sales are on cash, 50
percent of the credit sales are collected next
month and the balance in the following
month.
Credit allowed by suppliers is 2 months.
Delay in payment of wages is (one-half)
month and of overheads is 1 (one) month.
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Interest on 12 percent debentures of ` 5,00,000 is to be paid halfyearly in June and
December.
Dividends on investments amounting to ` 25,000 are expected to be
received in June, 2010.
A new machinery will be installed in June, 2010 at a cost of ` 4,00,000
which is payable in 20 monthly instalments from July, 2010 onwards.
Advance income-tax, to be paid in August, 2010, is ` 15,000.
Cash balance on 1st June, 2010 is expected to be ` 45,000 and the
company wants to
keep it at the end of every month around this
figure. The excess cash (in multiple of
thousand rupees) is being
put in fixed deposit.
You are required to prepare monthly Cash budget on the basis of
above information for four months beginning from June, 2010.
(May 2010)
Answer {Working Notes}:
Cash Sales & Collection from Debtors:
Month Total
sales
April
May
June
July
Aug
Sept
4,20,000
4,50,000
5,00,000
4,90,000
5,40,000
6,10,000
Cash
sales
Credit
sales
Collection from debtors
June
July
Aug
Sept
84,000
90,000
1,00,000
98,000
1,08,000
1,22,000
3,36,000
3,60,000
4,00,000
3,92,000
4,32,000
4,88,000
1,68,000
1,80,000
Total
3,48,000
1,80,000
2,00,000
3,80,000
2,00,000
1,96,000
3,96,000
1,96,000
2,16,000
4,12,000
Payment of Wages (WN 2)
June = 80,000 + 82,500 = 1,62,500;
July = 82,500 + 82,500 = 1,65,000;
Aug. = 82,500 + 82,500 = 1,65,000; and
Sept.= 82,500 + 85,000 = 1,67,500.
(Note: It has been assumed that the
company wants to keep minimum cash
balance of` 45,000.)
Preparation of Monthly Cash Budget
Particulars
Opening bal
Receipts:
Cash sales
Collection from debtors
Dividend
[A]
Payments:
Creditors for material
Wages
Oh
Installation of machine
Interest
Adv tax
[B]
Surplus [A-B]
Fixed deposits
Closing bal
June
July
Aug
Sept
45,000
45,500
45,500
45,000
1,00,000
3,48,000
25,000
5,18,000
98,000
3,80,000
1,08,000
3,96,000
1,22,000
4,12,000
5,23,500
5,49,500
5,79,000
2,00,000
1,62,500
40,000
2,10,000
1,65,000
38,000
20,000
2,60,000
1,65,000
37,500
20,000
2,82,000
1,67,500
60,800
20,000
4,32,500
4,33,000
15,000
4,97,500
5,30,300
85,500
40,000
45,500
90,500
45,000
45,500
52,000
7,000
45,000
48,700
3,000
45,700
30,000
Lesson Summary
Treasury Management
Cash Management Models
Cash Budget
Thank you
All the Best
