Working capital is a key financial metric that helps businesses assess their short-term liquidity and operational efficiency. It measures the difference between a company’s current assets (what it owns and can convert into cash within a year) and current liabilities (what it owes and must pay within a year).
A solid understanding of working capital is important for managing day-to-day operations and ensuring financial health.
Working capital reflects the ability of a business to meet its short-term obligations with its short-term assets. It is a simple but powerful indicator of financial stability and operational efficiency.
Working Capital = Current Assets - Current Liabilities
Examples: Cash, accounts receivable, inventory, short-term investments.
Current Liabilities: Obligations or debts that are due within one year.
Indicates the company can cover its short-term obligations and still have resources to invest or expand.
Negative Working Capital:
May signal financial stress or difficulty in meeting obligations.
Zero Working Capital:
A business has the following:
- Current Assets: $100,000 (cash: $20,000, inventory: $50,000, accounts receivable: $30,000).
- Current Liabilities: $60,000 (accounts payable: $40,000, short-term loans: $20,000).
$100,000 - $60,000 = $40,000
A business has:
- Current Assets: $50,000
- Current Liabilities: $70,000
$50,000 - $70,000 = -$20,000 (Negative Working Capital)
The working capital ratio compares current assets to current liabilities.
Working Capital Ratio = Current Assets ÷ Current Liabilities
Using the first example above:
- Current Assets = $100,000
- Current Liabilities = $60,000
Working Capital Ratio = $100,000 ÷ $60,000 = 1.67
These are the resources that a business can quickly turn into cash. Examples include:
1. Cash and Cash Equivalents: Most liquid assets.
2. Accounts Receivable: Money owed by customers for goods or services delivered.
3. Inventory: Raw materials, work-in-progress, and finished goods ready for sale.
4. Short-Term Investments: Investments that can be liquidated within one year.
These are the obligations or debts due within a year. Examples include:
1. Accounts Payable: Money owed to suppliers for goods and services.
2. Short-Term Debt: Loans or credit lines that must be repaid within a year.
3. Accrued Expenses: Salaries, taxes, or other expenses that have been incurred but not yet paid.
4. Current Portion of Long-Term Debt: The portion of a loan due within the next year.
Higher sales increase accounts receivable and inventory, boosting working capital.
Inventory Management:
Overstocking or slow inventory turnover can tie up working capital.
Accounts Payable Terms:
Longer payment terms improve working capital by delaying cash outflows.
Accounts Receivable Collection:
Faster collections increase cash flow, improving working capital.
Debt Repayment:
Here are strategies to optimize working capital:
Some industries (e.g., retail) naturally operate with lower working capital due to fast inventory turnover.
Seasonal Fluctuations:
Businesses with seasonal sales may experience periods of low or negative working capital.
Does Not Reflect Profitability:
Company A:
- Current Assets:
- Cash: $50,000
- Accounts Receivable: $80,000
- Inventory: $70,000
- Total Current Assets = $200,000
$200,000 - $110,000 = $90,000
$200,000 ÷ $110,000 = 1.82