Guide to Management Accounting CCC (Cash Conversion Cycle) for managers

Cash is King
Since the unprecedented financial crisis Lehman shock that occurred on 15th September 2008, the values of corporate management have been significantly changed from the profit and loss statement (P/L) to the balance sheet (B/S) and the cash flow (C/F).

In order to cope with the increasing surplus bankruptcy and accounting fraud, strengthening cash management is an urgent issue.

CCC (cash conversion cycle, cashing speed) is prevalent in Europe and the US, but in Japan it is not yet popular except some companies. Rather than handling CCC as a simple financial indicator, we need to know what kind of practical knowledge is necessary to create corporate value, as relation to other management indicators as management accounting, and to connect CCC effectively to improvement activities. In addition, this book will explain about the problems in Japanese commercial practice and accounting system while comparing the latest CCC data between Japan and the US.

Chapter 1

Now, why cash management is paying attention?

(1) Profit is an opinion, Cash is a fact
(2) Increasing surplus bankruptcy

(3) Increasing Accounting Fraud

Chapter 2

Management Accounting and Financial Accounting

Chapter 3

CCC positioning and comparison between Japan and the United States

(1) Key financial indicators
(2) Positioning of CCC
(3) CCC comparison between Japan and US
(4) Sporting goods industry
(5) Six major chemical companies in Japan

Chapter 4

Measures to Improve CCC

(1) The case of Nidec Motor
(2) The case of HP, Inventory driven costs (IDC)
(3) Japanese companies pursuing Inventory freshness / time-axis management
(4) Japanese companies pursuing weekly operation
(5) Lehman shock (2008) through 2012 (after 311 Earthquake and Thai Flood)

Chapter 5

Management Methods, Promotion Structure and Required Systems and its usage

(1) Cash cycle and lead time
(2) Stock out rate
(3) Channel inventory turns
(4) Inventory responsibility, Inventory Dollar Control and Unit Control
(5) Blind spots of accounts receivable management
(6) Effective management methods
(7) Effective system and its usage

Chapter 6

Key issues in Japanese commercial practices and accounting system

(1) Month-end closing and next month-end payment
(2) Monthly accounting system

Dettagli