Definition: Working capital refers to the capital required for day-to-day operations of a business. It represents the difference between a company's current assets and current liabilities. It is also known as circulating capital or short-term capital. Types of Working Capital:
Formula: \[ \text{Net Working Capital} = \text{Current Assets} - \text{Current Liabilities} \] Components of Working Capital:
| Current Assets | Current Liabilities |
|---|---|
| Cash in hand and at bank | Sundry creditors |
| Inventory (raw material, WIP, finished goods) | Bills payable |
| Sundry debtors (accounts receivable) | Outstanding expenses |
| Bills receivable | Short-term loans |
| Marketable securities | Bank overdraft |
| Prepaid expenses | Provision for taxation |
Types Based on Time:
Importance of Working Capital:
Factors Affecting Working Capital Requirements:
| Factor | Effect on Working Capital |
|---|---|
| Nature of Business | Trading requires less, manufacturing requires more |
| Scale of Operations | Larger scale = higher working capital need |
| Business Cycle | Boom = more working capital, recession = less |
| Seasonal Factors | Peak season = higher working capital |
| Credit Policy | Liberal credit = more working capital |
| Production Cycle | Longer cycle = more working capital |
| Inflation | Rising prices = more working capital needed |
Example: A company has current assets of ₹50 lakh (cash ₹5 lakh, inventory ₹25 lakh, debtors ₹20 lakh) and current liabilities of ₹30 lakh (creditors ₹20 lakh, bank overdraft ₹10 lakh). Its net working capital is ₹20 lakh (50 - 30). Thus, working capital is the lifeblood of a business that ensures its day-to-day survival and growth.
Match List-I with List-II
| List-I (Types of Budget) | List-II (Explanation) |
|---|---|
| (A) Revenue and Expense Budget | (I) Budget that reflects the anticipated income from the sales of products and controlling services |
| (B) Programme Budgeting | (II) Budget to provide a systematic method for allocating the resources in ways most effective to meet the goals |
| (C) Zero-based Budgeting | (III) Budget that divide enterprise programmes into "packages" and then calculate costs for each package from the bottom up |
| (D) Variable or Flexible Budgeting | (IV) Budget that adjusts targeted levels of costs for changes in volume |