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Working Capital: Chapter - 1
Working Capital: Chapter - 1
Working Capital
1
1.1 INTRODUCTION
Working capital is a financial metric which represents operating
liquidity available to a business, organisation or other entity, including
governmental entities. Along with working capital is considered a part of
operating capital. Gross working capital is equal to current assets.
Working capital is calculated as current assets minus current liabilities. If
current assets are less than current liabilities, an entity has a working
capital deficiency, also called a working capital deficit.
2
One of the most significant uses of working capital is inventory.
The longer inventory sits on the shelf or in the warehouse, the longer the
company's working capital is tied up. The definition of working capital on
InvestingAnswers
3
1.3 CALCULATION
Working capital is the difference between the current assets and the
current liabilities.
INPUTS
Current assets and current liabilities include three accounts which
are of special importance. These accounts represent the areas of the
business where managers have the most direct impact:
• accounts receivable (current asset)
• inventory (current assets), and
• accounts payable (current liability)
4
1.4.2 MEANING
A positive working capital cycle balances incoming and outgoing
payments to minimize net working capital and maximize free cash flow.
For example, a company that pays its suppliers in 30 days but takes 60
days to collect its receivables has a working capital cycle of 30 days. This
30-day cycle usually needs to be funded through a bank operating line,
and the interest on this financing is a carrying cost that reduces the
company's profitability. Growing businesses require cash, and being able
to free up cash by shortening the working capital cycle is the most
inexpensive way to grow. Sophisticated buyers review closely a target's
working capital cycle because it provides them with an idea of the
management's effectiveness at managing their balance sheet and
generating free cash flows.
1. Approach your suppliers and persuade them to let you purchase the
inventory on 1-2 month credit terms, but keep in mind that you must
sell the purchased goods, to consumers, for money.
5
to satisfy both maturing short-term debt and upcoming operational
expenses.
DECISION CRITERIA
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material and selling of finished goods either in cash or on credit. This
affects the cash conversion cycle.
• Cash management. Identify the cash balance which allows for the
business to meet day to day expenses, but reduces cash holding costs.
7
1.6 OBJECTIVE OF THE STUDY
• To analyse the working capital management of Mahanadi Coalfields
Limited.
• To evaluate the efficiency of the working capital management of
Mahanadi Coalfields Limited.
• To find out the liquidity position of the concern through ratio analysis.
• To study the growth of Mahanadi Coalfields Limited in terms of working
capital management.
• To make suggestion and recommendation to improve the working capital
position of Mahanadi Coalfields Limited.
• To identify the working capital efficiency on the basis of available data.
• To study on Working Capital Management techniques of the firm.
8
1.7 SCOPE OF THE STUDY
The present study “Working Capital Management in Mahanadi
Coalfields Limited” analyses the efficiency of the working capital
management and its components i.e. inventory amount, cash and bank
balances and various current liabilities. The study attempts to determine
the efficiency and effectiveness of management in each segment of
working capital. Since the net concept of working capital has been taken
in the present study, management of both current assets andcurrent
liabilities will be critically reviewed.
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1.8 LIMITATIONS
1. The study duration is limited to 05 years.
2. The study is restricted only to MCL. Being a case study, the findings
cannot be generalized.
3. The study is limited to the analysis of the working capital management
of the companies.
4. The findings of the study are based on the information retrieved by the
annual reports of the companies.
5. The study takes into account only the quantitative data and the
qualitative aspects were not taken into account.
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CHAPTER - 2
LITERATURE REVIEW
11
2.1 INTRODUCTION
The review of literature guides then researcher for getting better
understanding of methodology used, limitations of various available
estimation procedures and database, and lucid interpretation and
reconciliation of the conflicting results. Besides this, the review of
empirical studies explores the avenue for future and present research
efforts related to the subject matters. In case of conflicting and unexpected
results, the research can take the advantages of knowledge of their
researchers simply through the medium of their published works. A
number of research studies have been carried out on different aspects of
financial appraisal by the researchers, economists and academicians in
India and abroad. Different author have analysed working Capital and
financial performance in different perspectives. A review of these
analyses is important in order to develop an approach that can be
employed in the context of the study of textile industry.
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It is also suggested that managers can create value for the shareholders
by creating incentives to reduce their accounts receivable to 30 days.
3. Turan M. S., Bamal Sucheta, Vashist Babita and Turan Nidhi (2013)
attempt to examine the relationship between working capital
management and profitability by making an inter sector comparison of
two manufacturing industries i.e. Chemical industries and
Pharmaceutical industries. 50 companies from each sector based on
market capitalization and listed on BSE and 500 indices were selected
for the research for the period from 2002 to 2011. At the end of the
analysis it was concluded that in spite of similar nature of both the
industries in the manufacturing sector, working capital management
variables affect profitability indices more strongly in the chemical
industry than in the pharmaceutical industry. It was also observed that
both the industries have a significant relationship between profitability
and working capital management variables. Besides, working capital
management variables affect more strongly the profitability indices of
chemical industry than those of pharmaceutical industry.
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management makes a negative impact on profitability and liquidity
position of the paper mills.
Given these peculiarities, Peel and Wilson (1996) have stressed the
efficient management of working capital, and more recently good credit
management practice as being pivotal to the health and performance of
the small firm sector. Along the same line, Berry et al (2002) finds that
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SMEs have not developed their financial management practices to any
great extent and they conclude that owner-managers should be made
aware of the importance and benefits that can accrue from improved
financial management practices. The study conducted by De Chazal Du
Mee (1998) revealed that 60% enterprises suffer from cash flow
problems. Narasimhan and Murty (2001) stress on the need for many
industries to improve their return on capital employed (ROCE) by
focusing on some critical areas such as cost containment, reducing
investment in working capital and improving working capital efficiency.
The pioneer work of Shin and Soenen (1998) and the more recent study of
Deloof (2003) have found a strong significant relationship between the
measures of WCM and corporate profitability. Their findings suggest that
managers can increase profitability by reducing the number of day’s
accounts receivable and inventories. This is particularly important for
small growing firms who need to finance increasing amounts of debtors.
Flash back almost three years ago, to the "technical" end of the
Great Recession in June of 2009. The depth of the financial crisis was just
beginning to be felt, and banks were tightening the reins on credit, which
resulted in a credit crunch that made it nearly impossible for many
businesses to obtain the capital they needed to grow, much less keep their
operations going.
A DIFFERENT SCENARIO
A NEW MINDSET?
The presidential election this November will probably add to, rather
than subtract from, the uncertainty that has plagued the economy since the
financial crisis began more than three years ago. Given this, CFOs would
be wise not to get too complacent about working capital management.
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CHAPTER - 3
Indian Coal Industry
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3.1 COAL
It has been estimated that there are over 861 billion tonnes of
proven coal reserves worldwide which means that there is enough coal to
last us around 112 years at current rates of production. In contrast, proven
oil and gas reserves are equivalent to around 46 and 54 years at current
production levels.
Though the coal demand has risen by around 9% over the last four
years, coal production has not been able to keep up with the requirements.
Coal production has grown by around 5% over the same period (FY 06-07
to 10-11). The domestic Industry could supply only 534.53 MT coal as
against the demand of 696.03 MT in financial year 2011-12.
Organisations are acquiring mines abroad to augment the capacity and
meet the growing demand. Besides, there is also an urgent need to adopt
some possible measures like rationalization of coal linkage, dedicated
freight corridors to improve the situation, need to develop skill sets of
mining professionals, promoting under ground mining, cleaner coal
technologies for sustainable development. More R&D and efforts are
required to promote coal to liquids (CTL), coal bed methane (CBM) and
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underground coal gasification (UCG). At the same time, the land
acquisition process should be streamlined.
India is the world's third largest energy consumer, and its energy
use is projected to grow at a rapid pace supported by economic
development, urbanization, improved electricity access and an expanding
manufacturing base. By 2040, India's energy consumption will be more
than OECD Europe combined, and approaching that of the United States.
The Indian coal industry aspires to reach the 1.5 billion tonne (BT)
mark by FY 2020. In fore-coming years, the industry will naturally need
to focus on building on the success, and be on track for reaching the FY
2020 goal. One of the primary goals of the Government of India is to
ensure that it is able to meet the country's power generation needs.
Another aim is to lower the country's reliance on coal imports by boosting
the coal production quickly. India imports about 25% of its coal demand,
much of which comes from Indonesia.
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existing resources. Bulk of increase of Measured resource is from South
Karanpura, MandRaigarh and Talcher coalfields.
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CHAPTER – 4
COMPANY PROFILE
23
4.1 COAL INDIA LIMITED - PROFILE
4.1.1 ABOUT THE COMPANY
Coal India Limited (CIL) the state owned coal mining corporate
came into being in November 1975. With a modest production of 79
Million Tonnes (MTs) at the year of its inception CIL today is the single
largest coal producer in the world. Operating through 82 mining areas
CIL is an apex body with 7 wholly owned coal producing subsidiaries and
1 mine planning and consultancy company spread over 8 provincial states
of India. CIL also manages 200 other establishments like workshops,
hospitals etc. Further, it also owns 26 technical & management training
institutes and 102 Vocational Training Institutes Centres. Indian Institute
of Coal Management (IICM) as a state-of-the-art Management Training
‘Centre of Excellence’ – the largest Corporate Training Institute in India -
operates under CIL and conducts multi-disciplinary management
development programmes.
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4.1.2 HISTORY
HISTORY AND FORMATION OF COAL INDIA LIMITED
25
FACTORS WHICH LED UP TO NATIONALIZATION OF COAL INDUSTRY IN INDIA
Moreover the coal mining which hitherto was with private miners
suffered with their lack of interest in scientific methods, unhealthy mining
practices etc. The living conditions of miners under private owners were
sub-standard.
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4.2 MAHANADI COALFIELDS LIMITED - PROFILE
VISION
" To be one of the leading energy suppliers in the world through best practices from
mine to market "
MISSION
" To produce and market the planned quantity of coal and coal products efficiently
and economically in an eco-friendly manner with due regard to safety, conservation
and quality "
4.2.2 HISTORY
Mahanadi Coalfields Limited (MCL) is one of the major coal
producing company of India. It is one of the eight subsidiaries of Coal
India Limited. Mahanadi Coalfields Limited was carved out of South
Eastern Coalfields Limited in 1992 with its headquarter at Sambalpur. It
has its coal mines spread across Odisha. It has total seven open cast mines
and three underground mines under its fold.
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MCL has two subsidiaries with private companies as a joint
venture. The name of these companies are MJSJ Coal Limited & MNH
Shakti Ltd.
4.2.3 FORMATION
Chronological Sequence Of Restructuring Of Coal India Limited is
Shown In The Chart Below
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4.2.4 ADMINISTRATIVE SETUP OF MCL
4.2.5 MANPOWER
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4.2.6 COAL PRODUCTION
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2. IB valley Coalfields
i. Lakhanpur Area
ii. IB Valley Area
iii. Basundhara - Garjanbahal Area
iv. Siarmal Area
v. Orient Area (UG)
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4.3.2 QUALITY
Consumer satisfaction is the prime objective and motto of MCL.
Coal is natural products and heterogeneous in nature. It is mines from
earth crust and not manufactured product. Hence the procedure and
method of Quality Control are different from other manufacturing
industries.
Following measures are taken for quality improvement.
Proper Assessment and Rationalized Grading of In-Situ Coal Quality
By adopting stringent sampling procedure in case of seam, stock,
siding and tipper samples, the annual coal grade is being declared every
year for the utmost satisfaction of the consumers.
PROPER SIZING
Before dispatch the coal from mine end / stock is being transported
to Feeder Breaker / CHP for crushing of coal up to size (-) 100 mm and
then this (-) 100 mm sized coal is being transported to all Railway
Sidings.
Apart from this MCL is having sufficient Surface Miner in all the
Projects from which proper sizing of coal is being produced and
dispatched directly to the Sidings for final dispatch to the consumer. In
addition to this, the intermittent band in the coal seams is being separated
and thrown out as reject to maintain the quality of coal.
Before dispatch of coal by rail all the rakes are being weighed at In-
motion Rail Weighbridges.
Electronic Rail Weighbridges with print out facility exist at all
Railway Sidings. Apart from this, we have been provided with standby
weighbridges for achieving the target of 100% weighment.
Coal being dispatched by road is having 100% weighment.
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4.3.4 SWOT ANALYSIS ON MCL
It focuses on the company’s financial as well as overall performance and
future.
STRENGTHS:
WEAKNESS:
➢ Nonmoving inventory items are in huge quantity.
➢ Due to regulated environment in the mining sector, there is a lack of
pricing in coalmines business of MCL.
➢ Dust particles polluted the environment.
OPPERTUNITIES:
➢ Huge demand of coal in the country specially for power generation.
➢ Huge potentiality of coal mining of MCL.
➢ Power plants located in the northern India are also linked to MCL.
➢ To formulate a sound marketing strategies and long term agreement with
Consumer, Railways & Shippers.
➢ To set up Washeries.
➢ Diversification to Power.
➢ JV for coal gasification and coal liquid.
THREATS:
➢ Coal amenable to opencast mining – requirement of more land.
➢ Land acquisition and consequent social displacement.
➢ Rehabilitation and resettlement issue.
➢ Proneness of opencast mining to environmental pollution.
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➢ Inadequacy of railway tracks for coal transportation.
➢ Majority of consumers are far away from coalfields i.e. increase in rail
freight means high landed cost to consumers.
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CHAPTER – 5
Research Methodology
37
5.1 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research
problem. It may be understood as a science of studying now research is
done systematically. In that various steps, those are generally adopted by
a researcher in studying his problem along with the logic behind them.
• PRIMARY DATA
This consists of original information, which is collected first hand,
and for first time which is original in nature. It can be collected in
following ways-
o Observation
o Focus group
o Survey
In the study the primary data has been collected from personal
interaction with finance manager and other staff members.
• SECONDARY DATA
Researchers usually start by gathering secondary data through the
company’s internal data base, which provides a good starting point.
However, the company can also tap a wide assortment of external
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information sources ranging from company public and libraries to
government business and publications.
The secondary data are those which have already collected and
stored. Secondary data easily get those secondary data from record, annual
report of the company etc. It will save time, money and efforts to collect
the data.
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CHAPTER – 6
WORKING CAPITAL: ASSETS
AND LIABILITIES
40
6.1 WORKING CAPITAL
Working Capital is the capital of a business which is used in its
day-to-day trading operations, calculated as the current assets minus the
current liabilities.
41
6.2 ASSETS
An asset is a resource with economic value that an individual,
corporation or country owns or controls with the expectation that it will
provide a future benefit. Assets are reported on a company's balance
sheet and are bought or created to increase a firm's value or benefit the
firm's operations. An asset can be thought of as something that, in the
future, can generate cash flow, reduce expenses, or improve sales,
regardless of whether it's manufacturing equipment or a patent.
CURRENT ASSETS
Current assets are important because they indicate how much cash a
company essentially has access to within the next 12 months outside of
third-party sources. It is indicative of how the company funds its ongoing,
day-to-day operations, and how liquid a firm is.
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FIXED ASSETS
Fixed assets are of a fixed nature in the context that they are not
readily convertible into cash. They require elaborate procedure and time
for their sale and converted into cash. Other names used for fixed assets
are non-current assets, long-term assets or hard assets. Generally, the
value of fixed assets generally reduces over a period of time known
as depreciation.
Assets which are purchased for long-term use and are not likely to
be converted quickly into cash, such as land, buildings, and equipment.
Common Fixed assets are:
• Land
• Building
• Plant
• Machinery
• Equipment
• Furniture
INTANGIBLE ASSETS
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6.3 LIABILITIES
Liabilities are legal obligations or debt owed to another person or
company. In other words, liabilities are future sacrifices of economic
benefits that an entity is required to make to other entities as a result of
past events or past transactions.
CURRENT LIABILITIES
• Accounts payable
• Interest payable
• Income taxes payable
• Bills payable
• Bank account overdrafts
• Accrued expenses
• Short-term loans
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NON-CURRENT LIABILITIES
• Bonds payable
• Long-term notes payable
• Deferred tax liabilities
• Mortgage payable
• Capital lease
CONTINGENT LIABILITIES
• Product warranties
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CHAPTER – 7
DATA ANALYSIS AND
INTERPRETATIONS
46
7.1 BALANCE SHEET OF ALL 5 YEARS
(Rs. In Crores)
2012-13 2013-14 2014-15 2015-16 2016-17
ASSETS
Non-Current Assets
(a) Property, Plant & Equipment’s 2160.32 2698.09 3411.79 3533.73 3937.85
(b) Capital Work in Progress 295.30 330.94 617.00 813.66 1864.74
(c) Exploration and Evaluation - - 106.74 114.27 111.12
Assets
(d) Other Intangible Assets 52.20 90.49 4.91 5.38 5.44
(e) Intangible Assets under 218.25 209.49 - - -
Development
(f) Investment Property
(g) Financial Assets
(i) Investments 1120.78 1098.07 1075.38 1075.41 1075.41
(ii) Loans 380.93 375.55 1.73 1.23 1201.06
(iii) Other Financial Assets - - 593.83 698.32 732.24
(h) Deferred Tax Assets (net) - - - - -
(i) Other non-current assets - - 653.33 940.56 382.50
Total Non-Current Assets (A) 4227.78 4802.63 6464.71 7182.56 9310.36
Current Assets
(a) Inventories 571.53 522.52 471.50 425.59 322.13
(b) Financial Assets
(i) Investments 58.71 675.71 247.70 1345.00 202.00
(ii) Trade Receivables 430.91 298.39 448.85 1107.61 1066.49
(iii) Cash & Cash equivalents 13083.00 10367.57 175.82 216.00 372.36
(iv) Other Bank Balances - - 10141.57 11199.47 14662.95
(v) Loans 3125.30 2174.55 0.44 0.47 0.32
(vi) Other Financial Assets - - 1171.32 897.88 999.28
(c) Current Tax Assets (Net) - - 224.31 379.73 706.54
(d) Other Current Assets 829.09 666.36 2490.77 1738.74 1024.36
Total Current Assets (B) 18098.54 14705.10 15372.28 17310.49 19356.43
Total Assets (A+B) 22326.32 19507.73 21836.99 24493.05 28666.79
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2012-13 2013-14 2014-15 2015-16 2016-17
EQUITY AND LIABILITIES
EQUITY
(a) Equity Share Capital 186.40 186.40 186.40 186.40 141.23
(b) Other Equity 8752.72 5377.02 4411.98 4276.68 3244.15
Equity attributable to equity holders
of the company
Non-Controlling Interests
Total Equity (A) 8939.12 5563.42 4598.38 4463.08 3385.38
LIABILITIES
Non-Current Liabilities
(a) Financial Liabilities
(i) Borrowings 96.60 9.14 6.90 7.21 6.13
(ii) Trade Payables
(iii) Other Financial Liabilities - - 28.47 43.47 40.19
(b) Provisions 9085.60 10607.11 12999.09 15506.52 16740.31
(c) Deferred Tax Liabilities (net) 60.68 28.08 122.90 183.60 201.82
(d) Other Non-Current Liabilities 41.49 54.34 133.31 167.83 176.83
Total Non-Current Liabilities (B) 9284.37 10698.67 13290.67 15908.63 17165.28
Current Liabilities
(a) Financial Liabilities
(i) Borrowings - - - - 2200.00
(ii) Trade payables 257.42 280.29 277.22 303.29 420.52
(iii) Other Financial Liabilities - - 220.30 284.93 342.02
(b) Other Current Liabilities 2386.70 2647.23 2875.35 2904.72 4123.32
(c) Provisions 1458.71 318.12 575.07 628.40 1030.27
(d) Current Tax Liabilities (net)
Total Current Liabilities (C) 4102.83 3245.64 3947.94 4121.34 8116.13
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7.2 WORKING CAPITAL
WORKING CAPITAL = current assets – current liabilities
Working Capital
16000
13995.71
14000 13189.15
11459.46 11424.34 11240.3
12000
10000
8000
6000
4000
2000
0
2012-13 2013-14 2014-15 2015-16 2016-17
Working Capital
Current Assets
Current Ratio =
Current Liabilities
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INTERPRETATION
Current Ratio
5 4.53
4.41
4.5 4.2
3.89
4
3.5
3
2.38
2.5
2
1.5
1
0.5
0
2012-13 2013-14 2014-15 2015-16 2016-17
Current Ratio
ANALYSIS
1. The Standard norm of current ratio is 2:1, i.e., Current assets double the
current liabilities is considered to be satisfactory.
2. This ratio is an indicator of the firm’s commitment to meet its short –
term liabilities.
3. From the table it is clear that, During the year 2012-13 the current ratio
was 4.41 and during the year 2013-14 the ratio was 4.53 and it has
slightly decreased to 3.89 in the year 2014-15 then increased to 4.2 in
2015-16 and it has decreased to 2.38 in the year 2016-17.
4. Hence, the ratio above is more than the standard norm in all year. So the
ratio is satisfactory.
5. Thus the Current Ratio shows that the company has sufficient funds to
meet its short-term obligations.
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2. QUICK RATIO
Quick Assets
Quick Ratio =
Current Liabilities
INTERPRETATION
Quick Ratio
5
4.27 4.36
4.5 4.09
4 3.77
3.5
3
2.34
2.5
2
1.5
1
0.5
0
2012-13 2013-14 2014-15 2015-16 2016-17
Quick Ratio
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ANALYSIS
1. The Standard norm of quick ratio is 1:1 as a rule of thumb. This ratio
helps the management to measure short-term solvency.
2. From the table it is clear that, During the year 2012-13 the quick ratio was
4.27 and during the year 2013-14 the ratio was 4.36 and it has slightly
decreased to 3.79 in the year 2014-15 then increased to 4.09 in 2015-16
and it has decreased to 2.34 in the year 2016-17.
3. Hence, the ratio above is more than the standard norm in all year. So the
Company’s liquidity is satisfactory.
4. Thus the Quick Ratio shows that the current liabilities was fully secured
by liquid assets because the liquid assets were more than the current
liabilities.
INTERPRETATION
52
Absolute Liquid Ratio
3.5 3.18 3.19
3 2.76
2.61
2.5
2 1.85
1.5
1
0.5
0
2012-13 2013-14 2014-15 2015-16 2016-17
ANALYSIS
Net Sales
Inventory Turnover Ratio =
Inventories
53
INTERPRETATION
ANALYSIS
54