The Liquidity and Risk Exam assesses knowledge on asset management, including identification of incorrect asset categorizations, understanding overtrading, and the implications of high receivables and inventory. It's essential for learners aiming to enhance their financial risk management skills.
2020 Debentures
Trade payables
Other payables due within one year
YE Accrual
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A company is growing its sales faster than it can finance them.
Enormous accounts payable or receivable.
Lack of working capital to finance operations.
Overtrading can happen even in profitable circumstances.
Many businesses became insolvent because they try to accommodate everyone who wishes to purchase their products.
Business tries to engage in more business than its working capital will allow.
Short cash conversion cycle.
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Cash flow problems.
Bank overdraft is growing rapidly.
High receivables.
Too much money is tied up in stock and trade debtors.
Cash is not coming in quickly enough to meet debts as they fall due.
Firm failed to obtain sufficient equity finance when it was established to support its trading level.
Managers are bad at managing the working capital resources.
Not able to pay short-term bills.
Not able to pay long-term debts.
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To get the business going.
More cash flow into the business.
Take less time to collect them.
Less chance of bad debts.
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Allow customers to be serve quickly.
Allow a company to buy in bulk and get discount.
Less admin cost.
Lower storage cost.
Less cash tied up in inventory.
Avoid risk of obsolescence.
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CA - Inventory / Current Liabilities
CA / CL
CL / CA
CA - Receivables / CL
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CA / CL
CA - Inventory / CL
CA - Receivables / CL
CL / CA
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True
False
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When the Inventory days are high and therefore it takes a long time to turn inventory into cash it is more important to consider the Quick ratio. When the Inventory days are high and therefore it takes a long time to turn inventory into cash it is more important to consider the Quick ratio. When the Inventory days are high and therefore it takes a long time to turn inventory into cash it is more important to consider the Quick ratio. Whet the inventory days are high and therefore it takes a long time to turn inventory into cash it is more important to consider the .
When the Inventory days are low and therefore it takes a long time to turn inventory into cash it is more important to consider the Quick ratio.
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Inventory days + receivables days.
Receivable days - payable days.
Receivable days - payables days.
Inventory days + receivable days + payable days.
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True
False
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Inventory days + receivables days + payables days
Inventory days + receivables days - payables days
Inventory days + receivables days
Receivables days - payables days
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= (inventory / COS)* 365
= (inventory / Credit Sale)* 365
= (inventory / Credit Purchase)*365
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Less chance of bad debts.
Less cash tied up in debtors.
Take less time to collect debtors.
To get business going.
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Large balances of cash, large inventories, high receivables.
Large balances of cash, small inventories, high receivables.
Large inventories, high receivables, small cash reserves.
Large inventories, small receivables, large cash reserves.
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The cost of ordering inventories.
The return that could have been made on an investment in something other than inventory.
The loss of goodwill due to not meeting customer’s demands.
The brokerage cost on ordering an adjustment to cash balances d) The brokerage cost on ordering an adjustment to cash balances The brokerage cost on ordering an adjustment to cash balances.
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Make an investment in marketable securities during periods when current asset balances were low due to seasonality.
Take out long term finance to cover noncurrent assets and permanent current assets and short term financing to cover the rest.
Borrow short term funds to cover high inventories during peak periods of seasonality.
Minimise the amount of long term finance as much as possible.
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Acquisition costs (costs of inventory itself over the period being analyzed).
Order costs (the total costs of placing an order over the period being analyzed).
Carryng costs (costs include storage costs, insurance, taxes, spoilage, obsolence, and the opportunity costs of the funds tied up in the inventory).
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To meet its day-to-day needs.
To compensate for the uncertanty associated with its cash flows.
To satisfy bank requirements.
To earn persentage on cash deposits.
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Order costs (inv), brokerage costs (cash).
Loss of custom (e.g. above).
Overtime for extra production.
Paying a premium for last minute inventories.
Insurance.
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Storage cost.
Opportunity cost.
Insurance.
Damage, theft, obsolete inventory.
Overtime for extra production.
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True
False
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It is financing part or all of the permanent working capital with short-term debt.
It is financing even some of the PPE with short-term sources of funds.
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True
False
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A firm finance its short-term needs with long-term debt.
A firm will use long-term sources of funds to finance its fixed assets.
A firm will use short-term debt very sparingly to meet its peak seasonal needs.
A firm will finance its PPE with short-term sources of funds.
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Payables / Credit Purchase * 365
Payables / Credit Sales * 365
Payables / Inventory * 365
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Receivables / Credit Sales * 365
Receivables / Credit Purchese * 365
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Raw material.
Finish Good.
Cost of Sale.
Work in Progress
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Customer demand.
Production scheduling.
Cost of ordering.
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The extra cost of buying a large amount and the level of discount realised.
The holding cost and the ordering cost.
The opportunity cost and the ordering cost.
The purchasing cost and discount.
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The re-order level is concerned with when to place an order whereas the EOQ is concerned with how much to order.
The reorder level is the amount which should be ordered each time a new order is placed.
The EOQ is the best quantity to order to keep holding costs as low as possible.
The re-order level is concerned with how many units should be available after ordering.
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True
False
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Company`s cost of capital.
Bank reference.
Trade references.
Company sales records.
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A) i, ii, iii, iv, v
B) ii, iii, v, i, iv
C) v, i, iii, iv, ii
D) v, iii, iv, ii, i
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The factor takes on the risks of the non-payment of the customer firm.
The factor lend money to the customer.
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It is arrangement of the firm to sell receivables to the lender, and the lender agrees to pay the firm the amount due from its customers at the end of firm`s payment period.
It is agreement, the lender reviews the invoices that represent the credit sales of the borrowing firm and decides which credit account it will accept as a collateral for the loan, based on its own credit standards.
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Capital
Collateral
Capacity
Character
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Credit history.
Nature of idustry.
Understanding of customer’s cashflow.
Cash conversion cycle considerations.
Relationship between customer and suplier.
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Credit history.
Nature of idustry.
Understanding of customer’s cashflow.
Cash conversion cycle considerations.
Relationship between customer and suplier.
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Opportunity cost.
Fall in credit rating.
Loss of gain on marketable securities.
Loss of discounts.
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Keeping cash to cover day to day spend on items such as paying wages and buying materials.
Keeping cash in order to cover transaction costs such as brokerage fees.
Keeping cash to take advantage of sudden investment opportunities.
Keeping cash in order to ensure the company does not get into trouble as it cannot rely on its cashflow forecasts to be totally accurate.
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True
False
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