Comfort for Construction Customers
Comfort for Construction Customers
Comfort for Construction Customers
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x|periences from 29.11.2011<br />
Logistics as Leverage <strong>for</strong> Liquidity and Profitability<br />
Increased pressure on margins, disappointing cash-flow development in times of crisis or lack of<br />
capital <strong>for</strong> growth investment. These issues are more topical than ever. With a comprehensive<br />
working capital management program, as a logistics specialist you can significantly improve the<br />
financial clout of your company and equip yourself <strong>for</strong> future growth.<br />
Let us first take a look at the text books! If we add the days of inventory outstanding to the days of sales outstanding<br />
and subtract the days of payables outstanding, the result is the so-called duration of capital tie-up (see diagram). If<br />
we take this <strong>for</strong>mula into consideration, then the relation between financial management and logistics becomes clear.<br />
If finance primarily manages the payment periods, then the days of inventory outstanding is predominantly the<br />
responsibility of the logistics specialist. If both of them pull together, then capital can be released or liquidity created.<br />
Working Capital along Supply Chain<br />
Feedstock<br />
purchase<br />
Feedstock<br />
delievery<br />
and<br />
payment<br />
DPO 1)<br />
Pay<br />
feedstock<br />
payment<br />
Customer<br />
order<br />
Start<br />
fabrication<br />
Inventory outstanding (DIO 3) )<br />
1) DPO = Days payables outstanding<br />
2) DSO = Days sales outstanding<br />
3) DIO = Days inventory outstanding<br />
Source: Schulz & Partner „Rentabilitäts- und Working Capital Analyse 2011“<br />
Finish<br />
fabrication<br />
Delivery and<br />
invoice<br />
Expected<br />
incoming<br />
payment<br />
Customer<br />
pay the bill<br />
Customer (debtors; DSO 2) )<br />
Capital commitment = DIO + DSO - DPO<br />
Really<br />
incoming<br />
payment