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The word "sap" has at least two meanings; one use of the word "sap" means "to weaken or destroy insidiously." Another definition, especially when used in forestry is, "the vital juice circulating in plants/trees."
Which "sap" is your cash flow? If your cash projections and actual performance are about the same, your sap is the vital juice that makes the wheels of your enterprise turn even faster. On the other hand, if your cash flow is delayed and inadequate, it may be hindering your growth, just as its absence "saps" the growth and usually kills the tree.
Most of us anxiously review our profit & loss statements each month to consider the potential profits or losses. Notice the word potential is used because the P&L is an estimate of profits. A large portion of sales revenue was probably sold on credit that becomes relatively unpredictable accounts receivable.
Even more important than the profit & loss statement is the statement of cash flows. The statement of cash flows takes into account the actual amount of cash that is received (inflows) and the amount paid out (outflows). The statement of cash flows determines how much money will be available to pay all current and long-term payables on time. When more funds are needed than are accessible from internal cash flow, external sources of capital must be tapped.
Most companies that attempt to operate their business using only internally generated cash are almost certainly doomed for mediocrity or failure. There is a very high probability that your company will require outside capital infusions regularly, or periodically, unless you are a retailer with huge margins, extended terms from all suppliers and cash purchases by customers.
Let's consider a fictional company called Woody Woodworkers, LLC and see what cash flow might be required. The company has revenues of about $2 million per year. It has a 45-day inventory and its terms to customers are net 30 days. Terms from suppliers are the same as customer terms. The company is on a three-week production/delivery cycle.
Material costs amount to about 35 percent of sales, so inventory investment is stable at about $87,500. Shipments average $167,000 per month and are collected in about 51 days (three-week delivery cycle + 30 days receivable). About 96 days are required to receive payment for inventory items considering the inventory term, the production/delivery cycle and payment terms. After the supplier payment terms of 30 days are deducted, the company must carry the inventory investment for about 66 days.
Fixed and variable costs (other than COGS) must be covered for the 51 days as noted in the prior paragraph. Assume payroll and other expenses total 55 percent of sales or about $91,000 per month. In addition to requiring 66 days of inventory investment ($87,500/month x 66 days) = $192,000 + expenses ($91,000/month x 51 days) = $154,000, incremental cash flow needs could be as high as $346,000. Incoming and outgoing payments will vary the amount of borrowed operating capital required. Retained earnings should be available to reduce borrowing to a modest degree.
Cash flow should be an item that tops the priority list of daily activities. Information regarding cash availability for meeting current and long-term liabilities should be gauged early each day. Delinquencies should be reviewed and acted upon immediately and all other problems related to cash flow should receive action.
The following is a guide for controlling cash flow, rather than having cash flow dictate your business activities:
- Produce a forecast of cash flows regularly. Both timing and amount should be included in the forecast that should be modified as conditions change.
- When internally generated cash is inadequate, arrange a line of credit for periodic and seasonal applications and/or capital borrowing for specific capital purchases.
- Monitor and adjust cash flow often; daily if possible, but no less often than weekly.
- Create a comprehensive credit department that produces DSO (day sales outstanding) that is shorter than the terms allowed by suppliers.
- Create a culture of collecting all receivables on time every time. Support this policy by placing delinquent customers on COD.
- Replace consistently slow-paying customers with new ones that remit payments on time (and offer other quality benefits).
- Improve quality and reduce errors so that delays in accounts receivable are NOT the result of poor quality or other omissions and errors. Tie cash flow into quality and on-time delivery at every (every) production meeting.
- An agenda item at every (every) sales meeting should be the dogged quest for customers that are financially healthy and remit their payments on time. Note: There can be a constructive relationship between sales commissions and customer payments!
YOUR RELATIONSHIP WITH THE BANK
Supplemental funding is usually sought from a bank or other lending institution. Share financial information that dictates the need for long-term capital or special cash intermittently. By making arrangements well in advance, you have the opportunity to access needed cash at appropriate times. The bank or other lending institution becomes a strategic partner. Some business people remark that banks will loan money when you don't need it and decline loans when you need them. Currently, there is so much competitive activity among lending institutions that most will lend money when borrowers reasonably meet their risk limits.
The first step in maintaining a strong credit policy is to inform all salespeople and employees involved with financial matters of the importance of cash flow. The next step is to make sure all customers are aware of the company's credit policy. Although the policy may be bent occasionally to serve special customer (one-time) needs, the policy should never be waived or brushed aside as unimportant.
Credit policy information, including the interest rate for delinquency, should appear on delivery tickets and invoices as much as is practical. In some states, late fees and service (interest) charges are not enforceable unless they appear clearly on most documents that customers receive. As a matter of interest, check one of your credit card invoices and you will notice daily fees and other penalties clearly shown.
If inadequate cash is available for timely payments, some companies stretch out supplier invoice remittances. First the slow payments may be a few days past due and the "cash discount" is allowed. Then, as the flow of incoming cash dries up, payments become more delinquent.
There is often a dilemma regarding how to deal with those customers who are chronically slow with remittances. Pulling in one direction is the need for their frequently repetitive business, and in the other direction, the stress of not having the cash for operating the business.
A current credit report on delinquent customers is often helpful. If the credit information is more than three months old, you may want to ask for copies of their current and past financial reports. If the company is reluctant to share financial information with you, the "red flag" should go up immediately. At this point, you need to make a decision as to whether or not the customer is more important than the delinquent cash flow or vice versa.
When incoming customer payments are slow, your supplier payments will also slow up if you don't have outside sources to supplement your supply of cash. When persistent remittances to suppliers are slow, quality of service and/or products may decline. This can amplify cash flow and profitability problems.
Establishing and maintenance of adequate cash flow is a collaborative effort of all departments in the company. Managing cash flow is not a spectator sport.
Ed. note: Former cabinetmaker and past director of the National Kitchen and Bath Association, Dick Baynton is currently an industry consultant. He can be reached by e-mail at rbaynton@rbnet.com.
author: By Dick Baynton