How Packaging Enterprises Reduce and Control Receivables (I)

If the recovered funds have not yet been received, they are called receivables in the company's balance sheet. In corporate asset management, receivables are an important debt fund, and the amount should not be excessive. The ratio of receivables to annual sales revenue at the end of the year should be controlled within 15%. If the ratio is too large, it will not only affect the normal turnover of funds, but also easily generate bad assets, resulting in bad debts or dead accounts, hindering the healthy development of enterprises. How to reduce and control receivables and increase the turnover rate of funds is an issue that must be paid attention to by the management of enterprises, related marketing and financial management departments. For this reason, this article discusses how to reduce and control receivables, and discusses ideas in light of practice, in order to seek common discussion.
I. Analysis of the Main Reasons for Excessive Receivables (1) The Market Factors of Packaging Enterprises' Products. The packaging products are relatively simple to sell, and they are specially designed, selected and developed for certain product packaging of a certain demanding party. For example, packaging products such as cartons and color boxes are all proprietary and cannot be used universally. Once the demand-side operation is blocked, there is no other way to sell products. select. The pace of packaging products renewal is rapid. Demand-side products are required to meet the needs of market competition, induce sales, and increase the value of products. Packaging products are required to be sophisticated, with anti-counterfeiting effects, etc. Production processes, technical parameters, and color updating of printing and graphic arts are frequently updated. A slight mismatch will affect the receivables. In the packaging product business, demand-side suppliers are generally supplied one after another. It is easy for the supplier to ignore the signing of the contract with the demander. The payment method has not yet been implemented and the payment has been made at the same time. Most of the suppliers have paid the payment after a certain period of time, which is often passive in collection. status.
(2) The main work quality factors of the supplier. Poor quality control in product design, material selection, manufacturing, inspection and shipping, etc.; defects in equipment tooling and molds are not found and eliminated in a timely manner, affecting product accuracy, appearance, moisture proof, shockproof, etc., resulting in lower quality qualification rate, The acceptance level of AQL products cannot be guaranteed, and end users are not satisfied and default on payment. Sales staff sales work may not be fully implemented, and there are certain limitations in the related professional technical knowledge, expressions, and disposal of related issues. Accustomed to "the gentleman does not move his hands," some businesses do not sign contracts based on personal relationships. Some of the main terms of the contract are not perfect, such as: name, specifications, quantity, product number, identification, technical conditions, quality acceptance standards, place of delivery, delivery date, price, payment method, quality assurance, after-sales service, breach of contract responsibility Such as lack of detailed provisions and necessary additional instructions, so that production management personnel, production personnel do not understand the situation, the product does not meet the quality requirements. After-sales service is not in place, user's opinions are not dealt with in time, and the service work within its capabilities is not sufficient enough, it is not timely enough, affecting users' use, and the payment of goods is refused. Weakness, damage, loss or mistakes occur in the sales, shipping, and collection of work, and the purchase price has been repeatedly delayed and recovered.
(3) The subjective and objective factors of the acquirer (the arrearage party). Due to the sluggish sales of demand-side products, backlogs, price cuts, “triangular debt” payments, and lack of funds, the company was required to temporarily withdraw receivables. Considering the cooperation between the two parties, the supplier could not approve temporarily. Since the "user is the emperor", lack of integrity, the quality of the goods is too picky, to find defects, exaggerate the facts, a large number of excuse to discount, deliberately refused to pay or claim claims. The demand-side business was closed, the capital was transferred, the owner was changed, the account was not confirmed after subcontracting, and the purchase price was not paid. Loss of business, insolvency, collapse of the enterprise, or the suspension of production due to state policy adjustments, the owner’s imprisonment, and company seizure prevented payment of the purchase price. The demand-side disasters caused by force majeure, sudden accidents, etc. caused the economic collapse and the effective evidence was destroyed and the payment could not be recovered. (To be continued)