Change in C2C:
Prime WC drivers:
US Europe
+4% +0%
Cost of
Oil price US$
capital
+2%
32% SMEs C2C premium over large companies US$1.2t excess WC for leading US and European companies
32% US$1.2t
Executive summary 02
US and Europe 03
Methodology 17
Glossary 17
1 C2C: cash-to-cash
WC performance improvement For each region, a number of factors, some of them operating
in conflict with one another, can explain these WC trends.
in the US and Europe They include:
Contrasting economic conditions: For both the US and Europe,
A review of WC performance among the largest companies WC results for 2015 have continued to be affected by the impact
in the US and Europe reveals a deterioration in the US and a of contrasting economic conditions during the year, as well as by
relative stability in Europe. sharp variations in both exchange rates and commodity prices.
Compared with 2014, overall sales growth for leading
For the US companies analyzed, C2C increased by 4% from companies in the US was down 3%, while up by 1% for Europe.
its 2014 level, after a decrease of 3% in the previous year.
For Europe, this years stable performance contrasts with the Impact of commodity prices: The sharp fall in commodity
progress made the year before, when C2C fell by 2%. prices during 2015 significantly influenced overall WC
performance. The O&G and M&M industries account for 13% of
However, if the oil & gas and metals and mining industries total sales in Europe and 8% in the US.
are excluded from our analysis, WC performance would have
improved in both regions in 2015, with a reduction in C2C of 1% Exchange rates movement: Movements in US dollar exchange
in the US and 2% in Europe. rates also played some part in driving the industrys WC
performance in 2015. For companies reporting in euros and in
Table 1. Change in WC metrics by region, 2014-2015 Swiss Francs, the weakness of those currencies against the US
C2C change 15/14 dollar compared with its average level during the year was a
positive contributory factor. In contrast, for companies reporting
US Europe in US dollars, the strength of the US dollar against all major
currencies at the end of the year had a negative impact.
DSO 0% 1%
Continued attention to WC management: Many companies in
DIO +5% +1% the US and Europe have continued taking steps to drive cash
DPO +1% 0% and cost out of WC, in an effort to grow their returns on capital
and increase cash returns to shareholders. In some cases, these
C2C +4% 0% activities have been prompted by increased pressure from
shareholders, including some activists.
C2C change 15/14 excl. O&G and M&M Initiatives have focused on streamlining manufacturing and
supply chains, collaborating more closely with customers
US Europe
and suppliers, managing payment terms for customers more
DSO 2% 2% effectively and improving billing and cash collections. In
addition, extending supplier payment terms and driving greater
DIO +1% 1% efficiency in procurement and payables processes, along with
DPO +1% 2% simplifying functions and processes have made a contribution to
better management of WC.
C2C 1% 2%
Changes in trade-offs between cash, costs, delivery levels
Source: EY analysis, based on publicly available annual and risks: As carrying WC became much less costly during the
financial statements year following the decrease in the cost of capital, a number of
companies in the US and Europe may have also chosen in 2014
Note: DSO (days sales outstanding), DIO (days inventory outstanding),
to trade off WC improvements against sales growth, margin
DPO (days payable outstanding) and C2C (cash-to-cash), with metrics
expansion, or increased provision of financing solutions to their
calculated on a sales-weighted basis
suppliers and customers.
For the US, each WC component contributed to the improvement
Competing WC strategies: With many industries trading with
in overall WC performance in 2015, with DSO and DIO down 2%
each other, change in WC performance is also the net result
and 1%, respectively, and DPO up 1%. Europes better results
of industries competing and conflicting WC strategies. As one
came from a higher DPO (up 3%), partially offset by an increase
company is trying to collect its receivables, its customers are
in DIO and DSO (both up 1%).
trying to stretch out their payment terms. As one tries to push
back supplies, its suppliers are trying to sell and ship more
products as fast as possible.
50 Europe
48 US
46
44
42
40
38
36
34
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
The results for 2015 bring the total reduction in C2C achieved Table 3. Proportion of companies showing improved C2C
since 2002 to 12% for the US and 21% for Europe. Each of the performance, 2015 vs. 2014
WC components contributed to this improved performance. In
the US, DSO fell by 9%, while DPO rose by 7%. Conversely DIO
was up 3%. In Europe, DSO and DIO dropped by 12% and 2%,
respectively, while DPO was up 7%.
Auto suppliers Electric utilities Food producers Oil & Gas Steel
15
10
10
15
Chemicals Food and Industrials Pharmaceutical
general retailers
US Europe
2%
Europe
France
Cash opportunity
Table 8. Change in C2C, 20142015 Table 10. Change in C2C per Asian country, 2015 and 2014
Regions and countries 2015 Change 15/14 Asia 2015 Change 15/14
Table 9. Change in C2C excluding the O&G and M&M Table 11. Change in C2C per Asian country excluding the O&G
industries, 20142015 and M&M industries, 2015 and 2014
Regions and countries 2015 Change 15/14 Asia 2015 Change 15/14
DSO 44 39 39 46 47 69 35
DIO 36 37 31 34 45 42 32
DPO 44 43 44* 41 49 49 44
C2C 35 32 25 39 44 63 23
DSO DPO 0 4 nm 5 -2 20 9
* includes accrued expenses
Table 15. WC metrics by main region and country, excluding the O&G and M&M industries
DSO 53 34 42 58 69 72 41
DIO 39 29 30 35 52 42 34
DPO 51 38 42* 50 54 50 49
C2C 40 25 30 44 66 64 26
DSO DPO 2 4 nm 8 15 22 8
DSO 33 27 57 40 58 57 25
DIO 32 83 38 63 35 37 25
DPO 53 28 41 37 29 57 29
C2C 12 82 55 66 64 38 21
DSO DPO 20 1 16 3 29 0 4
Source: EY analysis, based on publicly available annual financial statements
DSO 53 26 57 43 61 58 29
DIO 36 86 38 70 35 37 37
DPO 83 27 41 39 30 58 34
C2C 6 84 55 74 66 38 32
DSO DPO 30 1 16 4 31 0 5
DSO 38 36 45 22 28
DIO 31 35 39 20 21
DPO 63 46 36 37 41
C2C 6 25 48 4 8
DSO DPO 25 10 9 15 13
Table 19. WC metrics by LatAm country, excluding the O&G and M&M industries
DSO 41 40 49 28 38
DIO 25 35 42 29 27
DPO 56 51 39 47 50
C2C 11 24 52 11 14
DSO DPO 15 11 10 19 12
Source: EY analysis, based on publicly available annual financial statements
Looking at 2015 WC performance, India, Japan and CEE exhibit One point to note is that for Canada, DPO figures from a large
the highest C2C among these regions and countries, scoring number of companies are inflated (and therefore C2C deflated)
particularly poorly in receivables and inventories. In contrast, by the inclusion of accrued expenses in the absence of detailed
Australia/New Zealand and LatAm carry the lowest C2C, thanks financial disclosure. Canadas DSO and DIO are among the
to strong results in receivables and inventories. lowest globally.
Japan also shows the highest differential between receivables
and payables cycles (DSO vs. DPO), while Asia and Australia/
New Zealand exhibit the lowest.
Automotive supplies 43 nm 33 78 50 64 59 40 55
Building materials 55 61 56 78 44 84 48 54 49
Chemicals 60 46 65 50 88 96 17 67 71
Electric utilities 32 20 10 48 57 25 18 33 24
Food producers 51 43 37* 49 59 67 36 34 28
Machinery makers 118 nm 120 nm 97 172 109 113 87
Oil and gas 17 23 -5* 27 6 43 12 11 20
Steel 60 54 79 127 40 85 85 72 69
Telecommunications -54 41 2* 24 -43 52 0 12 4
* includes accrued expenses
Source: EY analysis, based on publicly available annual financial statements
Source: EY analysis, based on publicly available financial statements With regards to inventory performance, large companies
have seen a significant deterioration, as their supply
chains become more complex and extended, buying and
selling goods and services from and to more countries.
In contrast, SMEs registered a significant improvement in
inventory performance.
Table 22: WC metrics differential between SMEs and large Semiconductors 20% 12
companies, 2015 Diversified industrial 12% 9
% days Chemical 5% 3
DPO SMEs worse by (28%) (8) Source: EY analysis, based on publicly available financial statements
Glossary
Methodology DSO (days sales outstanding): year-end trade receivables net
of provisions, including VAT and adding back securitized and
The report contains the findings of a review of the WC current financial receivables, divided by full-year pro forma
performance of the largest 4,000 companies (by sales) sales and multiplied by 365 (expressed as a number of days of
headquartered in the US (consisting of 1,000 companies), sales, unless stated otherwise)
Europe (1,000) and seven other main regions and countries
- Asia (600); Australia & New Zealand (100); Canada (300); DIO (days inventory outstanding): year-end inventories net of
Central and Eastern Europe (150); India (400); Japan (230); and provisions, divided by full-year pro forma sales and multiplied
Latin America (270). by 365 (expressed as a number of days of sales, unless
stated otherwise)
This report also sets out the findings of a review comparing the
WC performance of SMEs with that of large companies. Using DPO (days payable outstanding): year-end trade payables,
sales as the indicator of each companys size, SMEs have been including VAT and adding back trade-accrued expenses,
defined in this report as companies with sales under US$1 divided by full-year pro forma sales and multiplied by 365
billion, while large companies are those with sales exceeding (expressed as a number of days of sales, unless stated
US$1 billion. A total of 1,000 companies (all domiciled in the otherwise)
US for comparison purposes) were analyzed, evenly divided
C2C (cash-to-cash): equals DSO, plus DIO, minus DPO
between the two sub-groups.
(expressed as a number of days of sales, unless stated
The overall analysis draws on companies latest fiscal 2014 otherwise)
reports. Performance comparisons have been made with
Pro forma sales: reported sales net of VAT and adjusted for
2013 and with the previous eleven years in the case of the US
acquisitions and disposals when this information is available
and Europe, and eight years for SMEs and large companies.
The review on which the report is based is segmented by
region, country, industry and company. It uses metrics to
provide a clear picture of overall WC management and to
identify the resulting levels of cash opportunity.
Benelux
Australia
Deniz Ates
Wayne Boulton +32 2 774 90 52
+61 3 9288 8016 deniz.ates@be.ey.com
wayne.boulton@au.ey.com
Finland
Gsta Holmqvist
+358 207 280 190
gosta.holmqvist@fi.ey.com
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