营运管理__英文文献_对整个行业中营运资金管理的研究

公司营运资金管理问题研究的国内外文献综述1 国外研究现状20世纪末，国外已有大量学者对营运资金进行研究，并将理论知识与企业管理相结合，从不同视角研究营运资金的管理，逐步开始从整体视角寻求最优管理方案，以达到综合管理的效果。

斯特恩开创了渠道行为理论的研究先河。

他在1969年的文章中指出，渠道中每个成员的利益冲突与其他成员的依赖程度有关。

此后的学者在他研究的基础上对渠道行为理论继续进行探究。

布朗等学者认为冲突不是静态的分销渠道，而是一个动态过程，衡量显著冲突最有效的方法是观察争议频率和冲突强度。

在20世纪40年代初期，美国学者康弗斯和胡基对渠道结构进行了深入研究。

他们提出了渠道纵向一体化的概念，并阐述了采购和销售渠道的存货的确定性和一体化问题与营销费用的高低之间的关系。

进一步给关于渠道的学术研究带来了如何协调和管理的问题。

Sandip Dhole et al.（2023）指出拥有高效营运资本管理的公司今后不太可能在财务上受到限制，资金受限、营运资本管理效率高的公司估值较高。

[i] Wagner Enoc Vicente-Ramos et al.（2024）指出改善营运资本的管理能够提高效率、效力和竞争力，如果它能够有效地管理财政资源、公平的客户信贷政策、适当的库存管理以及供应商杠杆和短期的适当管理，就能做到这一点。

[ii] 2 国内研究现状直至1993年我国才开始实行与国际接轨的会计制度,在此之前国内甚至尚未对营运资金进行界定,在此阶段，国内的研究人员对于营运资金的研究成果明显落后于国外,但现如今有越来越多的学者投入到营运资金的研究中。

顾健（1995）指出如今国际市场逐渐呈现出趋势是消费和投资的多样化，多销售渠道的多样化在一定程度上也为企业带来潜在的经营风险，大致上可以分为两种：一种是经营目标的冲突，另一种是渠道内信息传递的失灵。

销售渠道管理的内容是庞杂且繁琐的,需要配以高度的技巧加以实施,管理的主要内容是对渠道内的各个成员的角色、功能、目标进行明确的规定,同时经常注意收集市场信息,了解分销商的各种需要,并努力满足分销商的要求,并建立起伙伴关系,并努力保持这种关系,认为销售渠道管理的中心内容是两个词:协调和控制。

运营管理分析英语论文对于这项任务，我们被要求研究工业部门，选择该部门内的业务，然后从运营经理的角度分析和评估我们选择的业务。

首先我们必须知道的行业部门是什么。

根据牛津词典，“工业”一词是指与原材料加工和货物制造有关的经济活动（牛津词典）。

这意味着工业部门在其内部拥有处理原材料和制造货物的业务。

这也被称为第二产业或制造业。

我选择的企业是科尔集团。

科尔集团适应行业/次领域内是因为这是一个建筑公司，在成品即翻砖建筑原材料的交易。

For this assignment we have been asked to research the Industry sector, choose a business within that sector, and then analyse and evaluate the business we have chosen from an operations manager point of view.First we must know what the Industry sector is. Aording to oxford dict ionary the word industry means ‘Economic activity concerned with the processing of raw materials and manufacture of goods’ (Oxford Dictionary. xx).This means that the industry sector have businesses within it that deal with the processing of raw materials and manufacture of goods. This is also called the secondary sector or manufacturing sector.In xx the UK manufacturing sector generated ￡140bn in revenue this is 11% of the UK total economy. This sector also employed 2.6 million people which equals out to be 8% of the UK workforce. The whole sector itself is spilt upinto 14 different industries by the government whichinclude textiles and chemicals (BIS. xx).The business I have chosen is Kier Group plc. Thereason that Kier Group plc fit within the Industrysector/secondary sector is because this is a construction firm that deals with turning raw materials in a finished products i.e. turning bricks into buildings.Kier Group plc offers their services to the public and private sectors, these servic es include ‘civil engineering, mining, mechanical & electrical design and installation… and 3D modeling’ (Kier Construction. xx). An example of public sector customer would be the Northampton Borough Council in creating their new ￡7 million North Gate Bus Station (Northampton Chronicle & Echo. xx). An example of a private sector customer would be Network RailInfrastructure Ltd, as Kier Group plc did the King’s Cross Station roof refurbishment (Kier Group. xx). Kier Groupplc’s clients are often other busin ess or large public bodies such as Councils due to their ability and proventrack record with multi-million pound contracts that they are asked to do or win the contracts against other petitors such as Balfour Beatty PLC. Kier Group plc operate on a global scale however some parts within Kier Group plc work within the U.K.Any organisation can be shown as multiple ofinput/output diagrams in a hierarchy format. At the bottom of this hierarchy would be the customer’s needs being transformed into consumer satisfaction (Muhlemann, A. Oakland, J. Lockyer, K. 1993). As every business is made with the customer in mind even if the businesses overall goal could be to maximise profits they still need the customer. However other input/output diagrams in the hierarchy differ from business to business. As a car mechanic shop wouldn’t use the same ways to satisfy consumers as a bridal dress shop would.As Kier Group plc deals with construction it has a specific inputs and outputs. Five inputs of Kier Group plc would be skilled labour, high quality equipment, energy, building materials, and basic project designs. Three outputs of the pany would be buildings, infrastructure, and recycled materials.Skilled labour is an input for Kier Group plc because to be able operate as a building business they would need skilled labour.This is because the jobs that the business could be doing may have a high risk of doing lots of damage not just money’s terms but in personnel terms as well. This would also be beneficial to the business as it could lead to being more productive due to the skilled labour however it would be costly hiring someone that’s highlyskilled or even over skilled for the job rather than someone who could just about do the job. But in the pany’s overview they want to offer clients ‘world-class solutions’ (Kier Group. xx)which suggests that the highly skilled labour would be used.High quality equipment is would be a specific input for Kier Group plc due to the nature of the job that the business gets inquired about. These can be very plex jobs such as the Kings Cross Station roof refurbishment. Not only did they refurbish an iconic building roof, thestation had to stay open with thousands of people walking underneath the building work. This shows the high quality equipment would be needed as an input.The reason that energy is needed as an input as the business would be using puters to design projects and also it would be needed to power equipment on site. It is a needed input in this business.Building materials are a vital input to the business as they are needed to get to the final product. Without these, the business would not be able to run as a construction business. Kier Group plc need to start from a basic project design to be able to make what the customer want like the business to make. That’s is why basic project designs is a needed input for the business. As Kier Group plc have architects that would design the final product from thesebasic project designs whether it would be a finish building or a new part for railways.A specific output for Kier Group plc would be buildings as this is the main product/good that the business produces. They way in which this would be produced from inputs would be via project process. Project production is a type of production that has low volume of products but high variety between each one. This means that each new project would be different from the last using different materials with different quantities. They also have to be made in a fix location which is one of the classifications of a project production. During the production of each building uses a mixed process technology it uses manual and mechanised.This means that during the production of each buildingthere are parts which are done via hand with no machinery and there are parts where machinery is utilised but under the control of humans (Evens, J. 1993).Infrastructure in another output of Kier Group plc asit doesn’t only make buildings it also builds roads,railway parts and much more which is a vital part in the UK’s infrastructure. These would also be produced in a project production as each part of infrastructure they make would be different from another part.One other output the Kier Group plc produces are recycled materials. Kier Group plc has a recycling servicewhich is used in many counties. Recycled materials go through many processes. It is made via continuous flow production as it has a high product volume, there’s some although not much product variety. During the processes the recycled material goes though there are a high number of automated and specialised equipment that does a large amount of the work. There is also labour that take out any rubbish that can’t be recycled or shouldn’t be in that particular recycling line this doesn’t require high skills. The reason that it is not a Mass production is that there isn’t any variety between each product at the end (Evens, J. 1993).The demand for the products and services the Kier Group plc produce usually depend on the economic state of the country but there are also other factors the affect the demand for the business. These factors include: globalisation, demand for more sustainable construction, demographic changes and increasing importance fortechnology use in construction.The demand for the products and services that Kier Group plc produce usually depend on the economic state ofthe country but there are also other factors the affect the demand for the business. These factors include: globalisation, demand for more sustainable construction,demographic changes and increasing importance fortechnology use in construction.The reason that the state of the economy affects the demand for Kier Group plc’s products and services is because buildings and infrastructure is capital which helps boost long term growth. These are the first things that are cut if the economy was to go into decline. When the recession hit in xx aording to House of Commons there was a fall by 6.2% in gross value added for the construction industry, followed by a 7.9% fall in GVA, then an increase by 1.1% in xx, and then followed by a 6.0% drop in GVA during the double dip recession (Rhodes, C. xx). This data shows there is a correlation between the construction industry including Kier Group plc and the state of the economy.The demand for more sustainable construction also impacts the stability of the demand of Kier Group plc’s products and services because if the business doesn’toffer the right amount of sustainable construction or by offering ‘green’ alternatives they may lose customers and clients. As new legislation is soon to be ing into action due to the UK’s recent air pollution issues this would mean a possible overhaul of more carbon producing processes. However to overe this Kier Group plc currently generates10% of its revenue by using recycled material, low energy alternatives and more sustainable materials (Fry, C. xx) Every business needs demand to be able to sell its good and/or services however you need to be able to have enough capacity to meet this demand. Capacity planning is vital in operations strategies. Capacity is best when it around 75-90% utilised. Having capacity between these levels means that you should still be able to cope with new clients without having to turn larger clients down and also you won’t be running with excess capacity. Excess capacity is a large cost on businesses and may lead to layoffs and department closures (Hill, T. 1991)There are 3 different strategies that a business can use to plan capacity to meet demand. These policies are: Matching Capacity with Demand, Excess Capacity, and Capacity Shortage Policy. Matching capacity with demand means that the business tries to keep as close to demand as they possibly can.This policy means that it sometimes has excess capacity in which it has the ability to get more clients or customers. However it also means there is a shortage of capacity. During these times a business would have to subcontract out work to get a short term increased capacity or they would lose sales this could e from poor quality of work from being rushed to pete work.A Capacity Shortage Policy is when there is a gap between the demand and the capacity where demand is always higher than capacity. As there is a high capacityutilisation this means there is a strong return on investment. This type of policy is usually best for goodsor services that usually relate to status or are in fashion. This would mean that there is a high capacity utilisation which in turn leads to a strong return on investment. For example the iPhone 4 White. When it came out it was being sold quicker than it was being made.The way that Kier Group plc plan their capacity is by a strategy called Excess Capacity Policy (Fry, Colin. xx). This policy means that the business has a goal of maintaining enough capacity to be able to meet with demandor to reduce the chance of not meeting demand. Althoughthis policy can lead to higher costs than the other two polices it is the best policy for this business. This is because the business does not know if they are going to win a bid for a client so there needs to be spare capacity in case they do win the bid. As large construction businesses get invited to present their bid on large projects so the business always need to be prepared for these invites.Kier Group plc could better utilise operations management to counter some of the challenges that it has in the ever changing market place. It could utilise LeanOperations more this is because there is going to be more legislation regarding reducing waste and carbon footprint. It’s better to be proactive to changes in legislation than to be reactive as it shows the business has a strong CSR which customers and clients look for.Lean Operations is minimising the amount of waste there is in order to operate quicker, produce higher quality work and also to operate at low costs. The reason that lean operation is suited for Kier Group plc is because in the lean approach there is a focus on producing only when there is a need to produce, this does mean there is a lower capacity utilisation however this fits in well with the Excess Capacity Policy has the business already is implementing.Some of the techniques that could be used in lean operations for the business could be JIT supply and Total Involvement. JIT supply means just in time supply. This means that you wouldn’t receive materials until you need those materials (Hill, T. 1987). This would be useful in the business because it means there wouldn’t been material they do n’t need wasting space in a construction site. For example the wouldn’t need a road tarmaer when the drainage is still 3 days away from being pleted not only could it be wasting space it could be in the way of workers increasing the distance from the mater ials they’re using to the placewhere they need to use them. If 10 workers had to go anextra 20 seconds out of their way whilst this tarmacer was3 days early and each worker had to do this trip 40 times a day that adds an extra 400 minutes on their travel overall on the 3 days the tarmacer was there. With JIT supply the tarmacer would arrive on the day it was needed saving the 400 minutes which could have been wasted.Total involvement is when everyone within the businessis aware of the lean approach of the business. If everyoneis doing it, it would bee second nature to abide by the5S’s of lean operations. These are sort, straighten, shine, standardise and sustain (Muhlemann, A. Oakland, J. Lockyer, K. 1993)Sort means to eliminate what is not needed and to keep whatever is needed in the production of goods. Straighten means to place tools and equipment is such a way that is it easily aessible as lots of time is spent looking for tools that have been misplaced. Shine is to keep things clean and tidy. This could lead to less injuries due to slipping over dirt or waste packaging. Standardise means to keep to a certain level of cleanliness and sustain is to keep to this standardisation throughout each product life cycle.These methods of lean operations keep Kier Group plc near the top of the construction market as they would beless wasteful, operate with lower costs and also could leadto a better workforce from total involvement as everyone would feel they are impacting the businesses performance.。

1引言营运资金的健康管理是企业实现利润价值最大化的关键保障。

目前，国内外关于企业营运资金管理的相关研究，主要立足相关理论基础，着眼于供应链集成的优化研究。

2营运资金管理目标研究综述Hampton D.Hager强调在企业生产经营过程中，资金有效的循环使用有利于企业利润的快速沉淀[1]。

提出加快现金流转速度的措施，进一步充分肯定了营运资金管理在企业生产经营过程中举足轻重的地位。

毛付根认为国外企业普遍重视现金流量的变动，资金紧缺对于国内外的企业来讲，它都是一个共同存在的国际通病。

现金流量的不稳定性和非协调一致性，促使企业必须保持一个适量平衡的净营运资本水平。

国内外关于营运资金管理目标的早期研究，主要表现在营运资金能够为企业创造流动的资金价值，在企业的生产经营过程中，维持一个相对平衡的净营运资本水平，可以帮助企业实现较多利润价值最大化[2]。

3营运资金管理内容研究综述20世纪80年代以后，随着全球市场经济开放，企业经营活动范围向着多元化、国际化的方向扩展，国外对营运资金管理的研究内容，也着眼于企业发展的战略层次，学术界对营运资金开始进行系统化、全面化的研究。

Vickery S K研究企业与其供应链环节中战略合作伙伴之间的协同经营，研究发现供应链的集成效应并没有显著影响企业的经营利润，企业并未因此创造更多的资产报酬。

Das A提出企业应该优化供应链结构，而不应该过分注重供应链的集成效应，以期降低企业的经营风险，提高企业的经营业绩。

但这一阶段的研究缺少专门针对企业营运资金管理状况的实证调查，研究过程忽略了资金运动环节上，营运资金管理活动与企业内外部经营环境的协同反应，缺失了营运资金管理专项数据平台的支持，使得研究结论不能更好地解决企业经营活动中存在的现实问题。

杨雄胜、缪艳娟提出营运资金管理的理想状态是企业流动资产中的经常性资金与流动负债中的生产经营性负债的经常性资金平衡匹配，这样企业资本的流动成本很低，在此基础上，他对营运资金管理效率的评价指标划分时期指标和时点指标，提出平均应收账款周期和逾期率的概念。

国内外营运资金管理研究文献综述营运资金管理是企业财务管理中重要的一环，它关系到企业财务风险的控制和财务绩效的改善，因此，营运资金管理已成为企业财务研究的重要课题，吸引着众多学者深入研究。

本文是基于国内外最近几年来发表的文献，从营运资金管理的概念、内容、过程与实践三个方面，对营运资金管理的研究进行综述。

一、营运资金管理的概念营运资金管理（Operating Capital Management）是指企业通过多种融资机制，结合其经营管理活动，实现最优化营运资金结构，使有限的资金达到最大经济效益的活动，以实现企业财务价值最大化的目的。

由于营运资金的财务风险的存在，企业需要从宏观和微观角度协调调整营运资金的结构，实现有效资金分配和经济效果的最大化。

二、营运资金管理的内容营运资金管理的内容主要是包括企业营运资金的来源、用途、结构及动态调整与管理等。

企业营运资金的来源可以源于企业本身，也可以来自外部融资，而用途则包括企业自有资金的投资活动，以及外部融资资金的投资或支付活动。

在企业营运资金管理的实施中，企业应理解市场及政策的变化，制定恰当的营运资金结构，在恰当的时点及金额动态调整营运资金，还应建立有效的营运资金管理机制，有效防范营运资金风险。

三、营运资金管理的过程与实践营运资金管理是一个全方位的复杂工程，它包括了技术分析和经营决策两个阶段。

营运资金管理的技术分析是指对企业财务状况的审计与分析，包括营运资金的审计，营运资金的评估，营运资金的预测，以及营运资金的设计与动态调整等工作。

营运资金管理的经营决策涉及企业营运资金的投资和支付，以及营运资金结构的调整，其决策必须同时考虑企业经营运营的现实性情况和市场的现实性情况，并实行符合企业经营战略的营运资金管理计划。

四、结论营运资金管理是影响企业财务绩效的重要因素，同时也是企业可持续发展的重要保障。

从国内外最近几年发表的文献来看，营运资金管理的研究正在逐步深入，不仅引入了更多的理论依据来指导企业营运资金管理的实践，也在不断探索新的营运资金管理模式和方法。

An Analysis of Working Capital Management Results Across IndustriesGreg Filbeck. Schweser Study ProgramThomas M. Krueger. University of Wisconsin-La Crosse AbstractFirms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. We provide insights into the performance of surveyed firms across key components of working capital management by using the CFO magazine’s annual Working Capital Management Survey. We discover that significant differences exist between industries in working capital measures across time. In addition. we discover that these measures for working capital change significantly within industries across time.IntroductionThe importance of efficient working capital management is indisputable. Working capital is the difference between resources in cash or readily convertible into cash (Current Assets) and organizational commitments for which cash will soon be required (Current Liabilities). The objective of working capital management is to maintain the optimum balance of each of the working capital components. Business viability relies on the ability to effectively manage receivables. inventory. and payables. Firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. Much managerial effort is expended in bringing non-optimal levels of current assets and liabilities back toward optimal levels. An optimal level would be one in which a balance is achieved between risk and efficiency.A recent example of business attempting to maximize working capital management is the recurrent attention being given to the application of Six Sigma® methodology. Six Sigma® methodologies help companies measure and ensure quality in all areas of the enterprise. When used to identify and rectify discrepancies. inefficiencies and erroneous transactions in the financial supply chain. Six Sigma® reduces Days Sales Outstanding (DSO). accelerates the payment cycle. improves customer satisfaction and reduces the necessary amount and cost of working capital needs. There appear to be many success stories. including Jennifer Towne’s (2002) r eport of a 15 percent decrease in days that sales are outstanding. resulting in an increased cash flow of approximately $2 million at Thibodaux Regional Medical Center. Furthermore. bad debts declined from $3.4 million to $600.000. However. Waxer’s (2003) study of multiple firms employing Six Sigma® finds that it is really a “get rich slow” technique with a rate of return hovering in the 1.2 – 4.5 percent range.Even in a business using Six Sigma® methodology. an “optimal” level of working capital management needs to be identified.Even in a business using Six Sigma® methodology. an “optimal” level of working capital management needs to be identified. Industry factors may impact firm credit policy. inventory management. and bill-paying activities. Some firms may be better suited to minimize receivables and inventory. while others maximize payables. Another aspect of “optimal” is the extent to which poor financial results can be tied to sub-optimal performance. Fortunately. these issues are testable with data published by CFO magazine. which claims to be the source of “tools and information for the financial executive.” and are the subject of this research.In addition to providing mean and variance values for the working capital measures and the overall metric. two issues will be addressed in this research. One research question is. “are firms within a particular industry clustered together at consistent levels of working capital measures?” For instance. are firms in one industry able to quickly transfer sales into cash. while firms from another industry tend to have high sales levels for the particular level of inventory . The other research question is. “does working capital management performance for firms within a given industry change from year-to-year?”The following section presents a brief literature review. Next. the research method is described. including some information about the annual Working Capital Management Survey published by CFO magazine. Findings are then presented and conclusions are drawn.Related LiteratureThe importance of working capital management is not new to the finance literature. Over twenty years ago. Largay and Stickney (1980) reported that the then-recent bankruptcy of W.T. Grant. a nationwide chain of department stores. should have been anticipated because the corporation had been running a deficit cash flow from operations for eight of the last ten years of its corporate life. As part of a study of the Fortune 500’s financial management practices. Gilbert and Reichert (1995) find that accounts receivable management models are used in 59 percent of these firms to improve working capital projects. while inventory management models were used in 60 percent of the companies. More recently. Farragher. Kleiman and Sahu (1999) find that 55 percent of firms in the S&P Industrial index complete some form of a cash flow assessment. but did not present insights regarding accounts receivable and inventory management. or the variations of any current asset accounts or liability accounts across industries. Thus. mixed evidence exists concerning the use of working capital management techniques.Theoretical determination of optimal trade credit limits are the subject of many articles over the years (e.g.. Schwartz 1974; Scherr 1996). with scant attention paid to actual accounts receivable management. Across a limitedsample. Weinraub and Visscher (1998) observe a tendency of firms with low levels of current ratios to also have low levels of current liabilities. Simultaneously investigating accounts receivable and payable issues. Hill. Sartoris. and Ferguson (1984) find differences in the way payment dates are defined. Payees define the date of payment as the date payment is received. while payors view payment as the postmark date. Additional WCM insight across firms. industries. and time can add to this body of research.Maness and Zietlow (2002. 51. 496) presents two models of value creation that incorporate effective short-term financial management activities. However. these models are generic models and do not consider unique firm or industry influences. Maness and Zietlow discuss industry influences in a short paragraph that includes the observation that. “An industry a company is located in may have more influence on that company’s fortun es than overall GNP” (2002. 507). In fact. a careful review of this 627-page textbook finds only sporadic information on actual firm levels of WCM dimensions. virtually nothing on industry factors except for some boxed items with titles such as. “Should a Retailer Offer an In-House Credit Card” (128) and nothing on WCM stability over time. This research will attempt to fill this void by investigating patterns related to working capital measures within industries and illustrate differences between industries across time.An extensive survey of library and Internet resources provided very few recent reports about working capital management. The most relevant set of articles was Weisel and Bradley’s (2003) article on cash flow management and one of inventory control as a result of effective supply chain management by Hadley (2004).Research MethodThe CFO RankingsThe first annual CFO Working Capital Survey. a joint project with REL Consultancy Group. was published in the June 1997 issue of CFO (Mintz and Lezere 1997). REL is a London. England-based management consulting firm specializing in working capital issues for its global list of clients. The original survey reports several working capital benchmarks for public companies using data for 1996. Each company is ranked against its peers and also against the entire field of 1.000 companies. REL continues to update the original information on an annual basis.REL uses the “cash flow from operations” value located on firm cash flow statements to estimate cash conversion efficiency (CCE). This value indicates how well a company transforms revenues into cash flow. A “days of working capital” (DWC) value is based on the dollar amount in each of the aggregate. equally-weighted receivables. inventory. and payables ac counts. The “days of working capital” (DNC) represents the time period between purchase of inventory on acccount from vendor until the sale to the customer. the collection of the receivables. and payment receipt. Thus. it reflects the company’s ability to finance its core operations with vendor credit. A detailedinvestigation of WCM is possible because CFO also provides firm and industry values for days sales outstanding (A/R). inventory turnover. and days payables outstanding (A/P).Research FindingsAverage and Annual Working Capital Management Performance Working capital management component definitions and average values for the entire 1996 – 2000 period . Across the nearly 1.000 firms in the survey. cash flow from operations. defined as cash flow from operations divided by sales and referred to as “cash conversion efficiency” (CCE). averages 9.0 percent. Incorporating a 95 percent confidence interval. CCE ranges from 5.6 percent to 12.4 percent. The days working capital (DWC). defined as the sum of receivables and inventories less payables divided by daily sales. averages 51.8 days and is very similar to the days that sales are outstanding (50.6). because the inventory turnover rate (once every 32.0 days) is similar to the number of days that payables are outstanding (32.4 days). In all instances. the standard deviation is relatively small. suggesting that these working capital management variables are consistent across CFO reports.Industry Rankings on Overall Working Capital Management PerformanceCFO magazine provides an overall working capital ranking for firms in its survey. using the following equation:Industry-based differences in overall working capital management are presented for the twenty-six industries that had at least eight companies included in the rankings each year. In the typical year. CFO magazine ranks 970 companies during this period. Industries are listed in order of the mean overall CFO ranking of working capital performance. Since the best average ranking possible for an eight-company industry is 4.5 (this assumes that the eight companies are ranked one through eight for the entire survey). it is quite obvious that all firms in the petroleum industry must have been receiving very high overall working capital management rankings. In fact. the petroleum industry is ranked first in CCE and third in DWC (as illustrated in Table 5 and discussed later in this paper). Furthermore. the petroleum industry had the lowest standard deviation of working capital rankings and range of working capital rankings. The only other industry with a mean overall ranking less than 100 was the Electric & Gas Utility industry. which ranked second in CCE and fourth in DWC. The two industries with the worst working capital rankings were Textiles and Apparel. Textiles rank twenty-second in CCE and twenty-sixth in DWC. The apparel industry ranks twenty-third and twenty-fourth in the two working capital measuresConclusionsThe research presented here is based on the annual ratings of working capital management published in CFO magazine. Our findings indicate a consistency in how industries “stack up” against each other over time with respect to the working capital measures. However. the working capitalmeasures themselves are not static (i.e.. averages of working capital measures across all firms change annually); our results indicate significant movements across our entire sample over time. Our findings are important because they provide insight to working capital performance across time. and on working capital management across industries. These changes may be in explained in part by macroeconomic factors. Changes in interest rates. rate of innovation. and competition are likely to impact working capital management. As interest rates rise. there would be less desire to make payments early. which would stretch accounts payable. accounts receivable. and cash accounts.The ramifications of this study include the finding of distinct levels of WCM measures for different industries. which tend to be stable over time. Many factors help to explain this discovery. The improving economy during the period of the study may have resulted in improved turnover in some industries. while slowing turnover may have been a signal of troubles ahead. Our results should be interpreted cautiously. Our study takes places over a short time frame during a generally improving market. In addition. the survey suffers from survivorship bias – only the top firms within each industry are ranked each year and the composition of those firms within the industry can change annually.Further research may take one of two lines. First. there could be a study of whether stock prices respond to CFO magazine’s publication of working capital management ratings. Second. there could be a study of which. if any. of the working capital management components relate to share price performance. Given our results. these studies need to take industry membership into consideration when estimating stock price reaction to working capital management performance.外文翻译:对整个行业中营运资金管理的研究格雷格Filbeck.Schweser学习计划托马斯M克鲁格.威斯康星大学拉克罗斯摘要:企业能够降低融资成本或者尽量减少绑定在流动资产上的成立基金数额来用于扩大现有的资金。

文献出处：Sunday K J. Effective Working Capital Management in Small and Medium Scale Enterprises (SMEs)[J]. International Journal of Business & Management, 2011, 6(9)：271-279.第一部分为译文，第二部分为原文。

默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。

中小企业有效的营运资金管理摘要：中小企业（SME）的主要有效流动资金管理的需求对中小企业的偿付能力和流动性仍然至关重要。

大多数中小企业不关心他们的流动资金状况，大多数人很少考虑到他们的流动资金状况，这些企业大多数都没有标准的信贷政策。

许多人不关心他们的财务状况，他们只是经营，他们主要关注现金收据和他们的银行账户。

本研究使用标准流动资金比率来衡量所选企业的流动资金的有效性，所选择的公司显示过度交易和流动性不足的迹象，关注的是利润最大化，而没有认识到债权人的支付，这些公司的债务回报率低于信贷支付。

建议中小企业在尼日利亚经济中生存下去，必须制定标准的信贷政策，确保良好的财务报告和管理制度，他们必须充分认识到营运资金的管理，以确保连续性，增长和偿付能力。

关键词：中小企业（SME），营运资金管理，流动资金，偿付能力引言中小企业业务仍然是一个国家经济增长和发展最有活力的力量和代理人。

中小企业至少占美国国内生产总值的60％（Ovia，2001年）尼日利亚的中小企业全部在我们周围，只有少数几个中小企业才能成为最受欢迎的企业。

中小企业是几个新兴行业的重大突破。

美国（IT）的大部分突破都是由中小企业推动的。

当时公司是一家小规模企业，由盖茨（Paul Gates）和保罗·艾伦（Paul Allen）于1980年开发的微软磁盘操作系统（MS Dos）在全球拥有约80％的运营成本。

营运资金管理中英双语文献营运资金是企业用于日常运营的资金，包括现金、存货、应收账款等。

良好的营运资金管理可以确保企业正常运转和资金充足，同时还能减少财务风险和成本。

以下是关于营运资金管理的中英双语文献：1. 《营运资金管理的重要性及其对企业运营的影响》(The Importance of Working Capital Management and Its Impact on Business Operations)本文介绍了营运资金管理的概念和重要性，探讨了如何优化营运资金管理以提高企业效率和盈利能力。

2. 《营运资金管理策略的选择与实施》(Selection and Implementation of Working Capital Management Strategies) 该文讨论了不同的营运资金管理策略，并提供了实施这些策略的具体步骤和技巧，以帮助企业实现资金最大化利用。

3. 《营运资金管理与企业绩效》(Working Capital Management and Firm Performance)该研究探讨了营运资金管理与企业绩效之间的关系，并证实了营运资金管理对企业绩效的重要性。

4. 《营运资金管理中的财务风险与控制》(Financial Risk and Control in Working Capital Management)该文描述了营运资金管理中的财务风险，并提出了相应的控制措施，以帮助企业降低财务风险并增强资金管理能力。

5. 《营运资金管理中的现金流预测与控制》(Cash Flow Forecasting and Control in Working Capital Management) 本文介绍了现金流预测在营运资金管理中的重要性，并提供了现金流预测的方法和技巧，以帮助企业更好地管理资金。

以上是关于营运资金管理的中英双语文献，这些文献可以帮助企业了解营运资金管理的重要性和实施方法，提高企业的资金使用效率和管理能力。

关于营运能力的外文参考文献以下是一些关于营运能力的外文参考文献："Operations Management: Sustainability and Supply Chain Management" by Jay Heizer and Barry Render. This book provides a comprehensive overview of operations management, including discussions on sustainability and supply chain management. It covers topics such as facility location, capacity planning, inventory management, and more."Introduction to Operations Research" by Frederick S. Hillier and Gerald J. Lieberman. This textbook introduces the fundamental concepts and techniques of operations research, which are essential for analyzing and improving the efficiency of operational systems. It covers a range of topics including linear programming, network models, simulation, and decision analysis."Operations Management: Processes and Supply Chains" by Lee J. Krajewski, Larry P. Ritzman, and Manoj K. Malhotra. This book offers a broad perspective on operations management, focusing on both manufacturing and service operations. It covers various topics such as process analysis, quality management, lean operations, and supply chain management."Managing Operations: A Focus on Excellence" by Nigel Slack, Alistair Brandon-Jones, and Robert Johnston. This textbook provides a practical guide to managing operations, emphasizing the importance of achieving excellence in all areas of the business. It covers topics such as strategy, process design, performance measurement, and continuous improvement."Operations Strategy" by Nigel Slack, Stuart Chambers, and Robert Johnston. This book explores the role of operations strategy in creating competitive advantage. It discusses how operations can be aligned with the overall business strategy and how to design and implement effective operations strategies."Supply Chain Management: A Logistics Perspective" by John J. Coyle, Edward J. Bardi, and C. John Langley Jr. This book provides a comprehensive introduction to supply chain management, focusing on the integration of logistics activities across the entire supply chain. It covers topics such as demand forecasting, inventory management, transportation, and warehousing."Operations and Supply Chain Management: The Core" by F. Robert Jacobs and Richard B. Chase. This textbook offers a concise and practical introduction to operations and supply chain management, covering the key concepts and techniques necessary for managing and improving operational performance."Service Operations Management: Improving Service Delivery" by John A. Fitzsimmons and Mona J. Fitzsimmons. This book focuses on the unique challenges and opportunities of managing service operations, providing a practical guide to improving service delivery and enhancing customer satisfaction. It covers topics such as service design, capacity planning, queueing theory, and service recovery."Lean Thinking: Banish Waste and Create Wealth in Your Corporation" by James P. Womackand Daniel T. Jones. This book introduces the concept of lean thinking, which aims to maximize value and minimize waste in all aspects of business operations. It provides practical guidance on how to implement lean principles and tools to improve operational efficiency and profitability."The Goal: A Process of Ongoing Improvement" by Eliyahu M. Goldratt and Jeff Cox. This novel-style business book introduces the Theory of Constraints (TOC), a methodology for identifying and addressing the most significant constraints to achieving a desired goal in an organization. It provides insights into how to improve operational performance by focusing on the key constraints that limit the flow of value through the system.这些书籍涵盖了营运能力的不同方面，包括供应链管理、服务运营管理、精益思维等，可以为您提供更全面的了解和参考。