The turnover ratios do not mean much in isolation; rather, they are used to compare one company to another. But if you divide the turnover ratios into 365 (for example, 365/receivables turnover), you get the “days outstanding” numbers. Below, for example, a receivable turnover of 9.6 becomes 38 days sales outstanding (DSO). This number has more meaning; it means that, on average, Kohl’s collects its receivables in 38 days.

While Kohl’s cycle is 92 days, Limited Brand’s cycle is only 37. Why does this matter? Because working capital must be financed somehow, with either debt or equity, and both companies use debt. Kohl’s cost of sales (COGS) is about $6.887 billion per year, or almost $18.9 million per day ($6.887 billion/365 days). Because Kohl’s cycle is 92 days, it must finance–that is, fund its working capital needs–to the tune of about $1.7+ billion per year ($18.9 million x 92 days). If interest on its debt is 5%, then the cost of this financing is about $86.8 million ($1.7 billion x 5%) per year. However, if, hypothetically, Kohl’s were able to reduce its cash conversion cycle to 37 days–the length of Limited Brands’ cycle–its cost of financing would drop to about $35 million ($18.9 million per day x 37 days x 5%) per year. In this way, a reduction in the cash conversion cycle drops directly to the bottom line.

But even better, the year over year trend in the cash conversion cycle often serves as a sign of business health or deterioration. Declining DSO means customers are paying sooner; conversely, increasing DSO could mean the company is using credit to push product. A declining DIO signifies that inventory is moving out rather than “piling up.” Finally, some analysts believe that an increasing DPO is a signal of increasing economic leverage in the marketplace. The textbook examples here are Wal-mart and Dell: these companies can basically dictate the terms of their relationships to their vendors and, in the process, extend their days payable (DPO).

Taken From : Advanced Financial Statements Analysis

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