Bestellnr. E01401_27

Working Capital Management

Working Capital Management
23,18 €
zzgl. MwSt.
24,80 €
inkl. MwSt.
Sofort versandfertig, Lieferfrist 1-3 Tage
23,18 €
zzgl. MwSt.
24,80 €
inkl. MwSt.
Sofort versandfertig, Lieferfrist 1-3 Tage
  • Kostenloser 4-Wochen-Test
  • Trusted Shop Käuferschutz
  • Direkter Zugriff auf Online Produkte
  • Versandkostenfrei bestellen
  • Trusted Shop Käuferschutz
  • Schnelle Lieferung

Working capital represents the net current assets that are tied up by operations. It isconsidered to be committed, non-interest-bearing or „dead" capital that reduces not onlythe liquidity of the company but also its return on capital.

Mehr Produktdetails
  • Successful and sustained optimisation of inventories, receivables and payables
  • It provides concrete recommendations

A Guideline for Sustained Optimisation of Inventories, Receivables and Payables

Working capital represents the net current assets that are tied up by operations. It is
considered to be committed, non-interest-bearing or „dead" capital that reduces not only
the liquidity of the company but also its return on capital. Working capital should therefore
be as low as possible.


This guideline aims to support the successful and sustained optimisation of working capital.
It provides concrete recommendations for the three core elements of

  • inventories,
  • receivables and
  • payables.

As process control is the key to good working capital management, and because the
relevant processes impact the essential functional areas of a company in a way that might
lead to conflicts, process management and potential areas of conflict receive a focus of
elaboration.

The guideline results from a nearly 3-year discussion and work process by the Working
Capital Management Expert Group of the Internationaler Controller Verein.

 

Vorteile

Aktuelles

Working capital represents the net current assets that are tied up by operations. It is
considered to be committed, non-interest-bearing or „dead" capital that reduces not only
the liquidity of the company but also its return on capital. Working capital should therefore
be as low as possible.


This guideline aims to support the successful and sustained optimisation of working capital.
It provides concrete recommendations for the three core elements of

  • inventories,
  • receivables and
  • payables.

As process control is the key to good working capital management, and because the
relevant processes impact the essential functional areas of a company in a way that might
lead to conflicts, process management and potential areas of conflict receive a focus of
elaboration.

The guideline results from a nearly 3-year discussion and work process by the Working
Capital Management Expert Group of the Internationaler Controller Verein.

 

Vorteile

Aktuelles

Working capital represents the net current assets that are tied up by operations. It is
considered to be committed, non-interest-bearing or „dead" capital that reduces not only
the liquidity of the company but also its return on capital. Working capital should therefore
be as low as possible.


This guideline aims to support the successful and sustained optimisation of working capital.
It provides concrete recommendations for the three core elements of

  • inventories,
  • receivables and
  • payables.

As process control is the key to good working capital management, and because the
relevant processes impact the essential functional areas of a company in a way that might
lead to conflicts, process management and potential areas of conflict receive a focus of
elaboration.

The guideline results from a nearly 3-year discussion and work process by the Working
Capital Management Expert Group of the Internationaler Controller Verein.

 

Vorteile

Aktuelles

Contents

Introduction and overview


1 Fundamentals of working capital management
1.1 Setting objectives
1.2 Definition and calculation
1.3 Processes
1.4 Key performance indicators


2 Financial effects and challenges of working capital management

 

...

Inhaltsverzeichnis downloaden