營運管理 外文翻譯 外文文獻 英文文獻 對整個行業(yè)中營運資金管理的研究

1、an analysis of working capital management results across industries greg filbeck. schweser study program thomas m. krueger. university of wisconsin-la crosseabstract firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up i

2、n current assets. we provide insights into the performance of surveyed firms across key components of working capital management by using the cfo magazines annual working capital management survey. we discover that significant differences exist between industries in working capital measures across t

3、ime. in addition. we discover that these measures for working capital change significantly within industries across time. introduction the importance of efficient working capital management is indisputable. working capital is the difference between resources in cash or readily convertible into cash

4、(current assets) and organizational commitments for which cash will soon be required (current liabilities). the objective of working capital management is to maintain the optimum balance of each of the working capital components. business viability relies on the ability to effectively manage receiva

5、bles. inventory. and payables. firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. much managerial effort is expended in bringing non-optimal levels of current assets and liabilities back toward optim

6、al levels. an optimal level would be one in which a balance is achieved between risk and efficiency. a recent example of business attempting to maximize working capital management is the recurrent attention being given to the application of six sigma® methodology. six sigma® methodologies

7、help companies measure and ensure quality in all areas of the enterprise. when used to identify and rectify discrepancies. inefficiencies and erroneous transactions in the financial supply chain. six sigma® reduces days sales outstanding (dso). accelerates the payment cycle. improves customer s

8、atisfaction and reduces the necessary amount and cost of working capital needs. there appear to be many success stories. including jennifer townes (2002) report of a 15 percent decrease in days that sales are outstanding. resulting in an increased cash flow of approximately $2 million at thibodaux r

9、egional medical center. furthermore. bad debts declined from $3.4 million to $600.000. however. waxers (2003) study of multiple firms employing six sigma® finds that it is really a “get rich slow” technique with a rate of return hovering in the 1.2 4.5 percent range. even in a business using si

10、x sigma® methodology. an “optimal” level of working capital management needs to be identified. even in a business using six sigma® methodology. an “optimal” level of working capital management needs to be identified. industry factors may impact firm credit policy. inventory management. and

11、 bill-paying activities. some firms may be better suited to minimize receivables and inventory. while others maximize payables. another aspect of “optimal” is the extent to which poor financial results can be tied to sub-optimal performance. fortunately. these issues are testable with data published

12、 by cfo magazine. which claims to be the source of “tools and information for the financial executive.” and are the subject of this research. in addition to providing mean and variance values for the working capital measures and the overall metric. two issues will be addressed in this research. one

13、research question is. “are firms within a particular industry clustered together at consistent levels of working capital measures?” for instance. are firms in one industry able to quickly transfer sales into cash. while firms from another industry tend to have high sales levels for the particular le

14、vel of inventory . the other research question is. “does working capital management performance for firms within a given industry change from year-to-year?” the following section presents a brief literature review. next. the research method is described. including some information about the annual w

15、orking capital management survey published by cfo magazine. findings are then presented and conclusions are drawn.related literature the importance of working capital management is not new to the finance literature. over twenty years ago. largay and stickney (1980) reported that the then-recent bank

16、ruptcy of w.t. grant. a nationwide chain of department stores. should have been anticipated because the corporation had been running a deficit cash flow from operations for eight of the last ten years of its corporate life. as part of a study of the fortune 500s financial management practices. gilbe

17、rt and reichert (1995) find that accounts receivable management models are used in 59 percent of these firms to improve working capital projects. while inventory management models were used in 60 percent of the companies. more recently. farragher. kleiman and sahu (1999) find that 55 percent of firm

18、s in the s&p industrial index complete some form of a cash flow assessment. but did not present insights regarding accounts receivable and inventory management. or the variations of any current asset accounts or liability accounts across industries. thus. mixed evidence exists concerning the use

19、 of working capital management techniques. theoretical determination of optimal trade credit limits are the subject of many articles over the years (e.g. schwartz 1974; scherr 1996). with scant attention paid to actual accounts receivable management. across a limited sample. weinraub and visscher (1

20、998) observe a tendency of firms with low levels of current ratios to also have low levels of current liabilities. simultaneously investigating accounts receivable and payable issues. hill. sartoris. and ferguson (1984) find differences in the way payment dates are defined. payees define the date of

21、 payment as the date payment is received. while payors view payment as the postmark date. additional wcm insight across firms. industries. and time can add to this body of research. maness and zietlow (2002. 51. 496) presents two models of value creation that incorporate effective short-term financi

22、al management activities. however. these models are generic models and do not consider unique firm or industry influences. maness and zietlow discuss industry influences in a short paragraph that includes the observation that. “an industry a company is located in may have more influence on that comp

23、anys fortunes than overall gnp” (2002. 507). in fact. a careful review of this 627-page textbook finds only sporadic information on actual firm levels of wcm dimensions. virtually nothing on industry factors except for some boxed items with titles such as. “should a retailer offer an in-house credit

24、 card” (128) and nothing on wcm stability over time. this research will attempt to fill this void by investigating patterns related to working capital measures within industries and illustrate differences between industries across time. an extensive survey of library and internet resources provided

25、very few recent reports about working capital management. the most relevant set of articles was weisel and bradleys (2003) article on cash flow management and one of inventory control as a result of effective supply chain management by hadley (2004). research methodthe cfo rankings the first annual

26、cfo working capital survey. a joint project with rel consultancy group. was published in the june 1997 issue of cfo (mintz and lezere 1997). rel is a london. england-based management consulting firm specializing in working capital issues for its global list of clients. the original survey reports se

27、veral working capital benchmarks for public companies using data for 1996. each company is ranked against its peers and also against the entire field of 1.000 companies. rel continues to update the original information on an annual basis. rel uses the “cash flow from operations” value located on fir

28、m cash flow statements to estimate cash conversion efficiency (cce). this value indicates how well a company transforms revenues into cash flow. a “days of working capital” (dwc) value is based on the dollar amount in each of the aggregate. equally-weighted receivables. inventory. and payables accou

29、nts. the “days of working capital” (dnc) represents the time period between purchase of inventory on acccount from vendor until the sale to the customer. the collection of the receivables. and payment receipt. thus. it reflects the companys ability to finance its core operations with vendor credit.

30、a detailed investigation of wcm is possible because cfo also provides firm and industry values for days sales outstanding (a/r). inventory turnover. and days payables outstanding (a/p). research findingsaverage and annual working capital management performance working capital management component de

31、finitions and average values for the entire 1996 2000 period . across the nearly 1.000 firms in the survey. cash flow from operations. defined as cash flow from operations divided by sales and referred to as “cash conversion efficiency” (cce). averages 9.0 percent. incorporating a 95 percent confide

32、nce interval. cce ranges from 5.6 percent to 12.4 percent. the days working capital (dwc). defined as the sum of receivables and inventories less payables divided by daily sales. averages 51.8 days and is very similar to the days that sales are outstanding (50.6). because the inventory turnover rate

33、 (once every 32.0 days) is similar to the number of days that payables are outstanding (32.4 days). in all instances. the standard deviation is relatively small. suggesting that these working capital management variables are consistent across cfo reports. industry rankings on overall working capital

34、 management performance cfo magazine provides an overall working capital ranking for firms in its survey. using the following equation:industry-based differences in overall working capital management are presented for the twenty-six industries that had at least eight companies included in the rankin

35、gs each year. in the typical year. cfo magazine ranks 970 companies during this period. industries are listed in order of the mean overall cfo ranking of working capital performance. since the best average ranking possible for an eight-company industry is 4.5 (this assumes that the eight companies a

36、re ranked one through eight for the entire survey). it is quite obvious that all firms in the petroleum industry must have been receiving very high overall working capital management rankings. in fact. the petroleum industry is ranked first in cce and third in dwc (as illustrated in table 5 and disc

37、ussed later in this paper). furthermore. the petroleum industry had the lowest standard deviation of working capital rankings and range of working capital rankings. the only other industry with a mean overall ranking less than 100 was the electric & gas utility industry. which ranked second in c

38、ce and fourth in dwc. the two industries with the worst working capital rankings were textiles and apparel. textiles rank twenty-second in cce and twenty-sixth in dwc. the apparel industry ranks twenty-third and twenty-fourth in the two working capital measuresconclusions the research presented here

39、 is based on the annual ratings of working capital management published in cfo magazine. our findings indicate a consistency in how industries “stack up” against each other over time with respect to the working capital measures. however. the working capital measures themselves are not static (i.e. a

40、verages of working capital measures across all firms change annually); our results indicate significant movements across our entire sample over time. our findings are important because they provide insight to working capital performance across time. and on working capital management across industrie

41、s. these changes may be in explained in part by macroeconomic factors. changes in interest rates. rate of innovation. and competition are likely to impact working capital management. as interest rates rise. there would be less desire to make payments early. which would stretch accounts payable. acco

42、unts receivable. and cash accounts. the ramifications of this study include the finding of distinct levels of wcm measures for different industries. which tend to be stable over time. many factors help to explain this discovery. the improving economy during the period of the study may have resulted

43、in improved turnover in some industries. while slowing turnover may have been a signal of troubles ahead. our results should be interpreted cautiously. our study takes places over a short time frame during a generally improving market. in addition. the survey suffers from survivorship bias only the

44、top firms within each industry are ranked each year and the composition of those firms within the industry can change annually. further research may take one of two lines. first. there could be a study of whether stock prices respond to cfo magazines publication of working capital management ratings

45、. second. there could be a study of which. if any. of the working capital management components relate to share price performance. given our results. these studies need to take industry membership into consideration when estimating stock price reaction to working capital management performance.外文翻譯:

46、對整個行業(yè)中營運資金管理的研究 格雷格filbeck.schweser學習計劃 托馬斯m克魯格.威斯康星大學拉克羅斯摘 要:企業(yè)能夠降低融資成本或者盡量減少綁定在流動資產上的成立基金數(shù)額來用于擴大現(xiàn)有的資金。我們提供了在調查公司時出具報告中的關鍵組成部分，調查公司營運資金管理的報告是運用首席財務官雜志的年度資金管理的調查報告。我們發(fā)現(xiàn)，行業(yè)間的明顯差異存在于跨時資金的工作措施上。此外，這些措施在企業(yè)營運資金管理中實施后有了顯著改變。導 言高效率的營運資金管理的重要性是不容置疑的。營運資金是資源或隨時兌換成現(xiàn)金（流動資產）和即將的現(xiàn)金需要（流動負債）之間的差額。營運資金管理的目標是維持周轉的流動

47、資產和流動負債都達到最佳平衡。商業(yè)可行性的能力依賴于有效的應收賬款、庫存和應付帳款的管理。企業(yè)能夠降低融資成本或增加通過最小化綁定在流動資產上的成立基金數(shù)額的資金用于擴大現(xiàn)有。太多的管理工作是消耗在帶動流動資產和負債水平回到最佳水平。最理想的水平是達到在風險和效率之間的平衡。一個最近企業(yè)的例子是其試圖最大限度地運用營運資金管理。這就是經常受到重視的六西格瑪方法的應用。六西格瑪方法適用于企業(yè)涉及所有范圍，能幫助公司測量和保證質量。當前這個方法用來識別和糾正錯誤的交易效率差異及財務供應鏈。六西格瑪方法減少每天天銷售最杰出，以達到加速支付周期、提高顧客滿意度、降低成本的數(shù)量和流動資金的需求。似乎有許

48、多成功的事例，包括珍妮湯的（2002）的關于銷售天數(shù)減少了百分之十五的優(yōu)秀的銷售報告。造成的結果是在蒂博多萬區(qū)域醫(yī)療中心產生的現(xiàn)金流量增加了大約200萬美元。此外，壞帳從340萬美元下降到60萬美元。然而，外克瑟的(2003)研究多個公司雇用六西格瑪發(fā)現(xiàn)它確實是一個“緩慢致富”技術與回報率懸停在1.2%-4.5%的范圍。即使在一個業(yè)務中使用.六西格瑪方法論的“最佳”的營運資金管理需要被確認即使在一個業(yè)務中使用，六西格瑪方法論的“最佳”的營運資金管理需要被確認。行業(yè)因素可能會影響企業(yè)的信貸政策、庫存管理和賬單支付活動。一些公司可能會更適合盡量減少應收賬款和存貨，而其他則適應應付款最大化。“最優(yōu)”

49、的另一個方面是槽糕的財務成果卻是使用了最優(yōu)性能。幸運的是，這些問題是可測試的并被首席財務官雜志所發(fā)表。這聲稱是“工具的來源和財務主管信息”即是本研究的主題。除了提供均值和營運資金的措施和整體度量。這兩個問題將在本研究處其理差異值。一個研究問題是：“在特殊產業(yè)內的企業(yè)一起采用同樣的的營運資金管理措施就能使其的水平一致嗎？”例如，在同一行業(yè)的企業(yè)能夠迅速轉化為現(xiàn)金銷售（即有占應收水平低）。而來自其他行業(yè)的企業(yè)往往有較高的銷售水平。特別是庫存水平（即存貨周轉率高）。另一個研究問題是，“企業(yè)營運資金管理能否對企業(yè)績效在行業(yè)內逐年改變起做作用？” 以下部分提供了一個簡短的文獻回顧。對下一步研究方法進行了

50、介紹，包括一些有關這個一年一度的營運資金管理及財務官雜志公布的調查。調查是再提出和結論。相關文獻 營運資金管理的重要性在于它并不是新的金融文學。20多年前，斯蒂克尼（1980）報告說。當時的小波格蘭特的全國連鎖百貨公司相繼破產，應該是因為公司經營了最后10年里經營里有8年的經營赤字，這早就作為一個世界500強的財務管理實踐研究的一部分。吉爾伯特和銳徹(1995)發(fā)現(xiàn)應收賬款的管理模式在使用后，有百分之五十九的公司提高營運資金項目，而庫存管理模型應用于百分之六十的公司。最近，法瑞芬.克萊曼和薩胡（1999年）發(fā)現(xiàn)百分之五十五的公司中，標準普爾工業(yè)指數(shù)完成是某種形式的現(xiàn)金流量的評估，但并未提出關于

51、應收賬款和存貨管理的見解，或任何流動資產的變化帳戶或各行業(yè)現(xiàn)有資產負債賬戶的變化。因此，混合證據(jù)表明有關營運資金管理技術的使用。優(yōu)化貿易信貸限額理論是多年來自許多文章的主題（例如，施瓦茨1974年，謝爾1996年）注重實際的應收賬款的管理。通過有限的樣本，溫勞布和菲斯海爾(1998)觀察到的趨勢是目前比率低的公司也有低水平的流動負債。同時調查應收賬款和應付賬款的問題。希爾·薩爾托里斯和弗格森（1984年）發(fā)現(xiàn)方式付款日期的不同的定義。收款人定義付款日期為收到貨款的日期，而付款人查看付款日期的郵戳，額外的協(xié)作平臺了解各企業(yè)、行業(yè)和時間能夠增加這方面的研究機構?，斈崴己蜐商亓_（2002年

52、）提供了兩個價值創(chuàng)造的模式。納入有效的短期的財務管理活動。但是，這些模型都是通用的模型并沒有考慮獨特的企業(yè)或行業(yè)的影響。瑪尼思和澤特羅談論一小段產業(yè)影響包括那些“一個工業(yè)公司可能有更多的財富”公司可能影響整體國民生產總值。事實上，發(fā)現(xiàn)只有在實際的層面的營運資金管理的公司有各級零星資料。幾乎任何事物除了一些游戲項目，如盒裝行業(yè)因素。“如果商家提供了一個內部的信用卡”。隨著時間的推移，沒有什么能影響營運資金管理穩(wěn)定性。這項研究將試圖完善調查有關工作措施以填補行業(yè)內資金模式這一空白，并說明說明行業(yè)間的跨時差異。一個對圖書館和網(wǎng)絡資源進行廣泛的調查得到了很少的最新報告是關于營運資金管理。最相關的文章是衛(wèi)瑟和布拉德利的(2003)現(xiàn)金流量管理和庫存管理作為一種有效的供應鏈管理的途徑(2004)。研究方法第一次年度首席財務官營運資金管理的調查。與rel顧問組的聯(lián)合項目，發(fā)表在1997年6月首席財務官雜志上。