Module 2 Case Study (2)
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Jun 18, 2024
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Case Study Analysis #2
Prepared by Example
For
6093 – Logistics and Supply Chain Management
Dr. Basil Miller
May 21, 2024
Financial Statements for Walmart Stores Inc. and Macy's Inc
.
Financial Statements for Walmart Stores Inc. and Macy’s Inc.
1.
Evaluate the financial performance of each company based on the various metrics discussed in Section 3.1, such as ROE, ROA, profit margin, asset turns, APT, C2C, ART, INVT, and PPET. Below in Table 1 are the financial metrics calculated for both Walmart Stores, Inc. and Macy’s Inc. based upon the financial reporting found in Appendix B –
Table 3-8. Table 1 - Comparison of Financial Metrics for Walmart Stores Inc. and Macy's Inc. Metric Unit Walmart Macy's ROE % 21.72% 24.56% ROA % 9.46% 8.28% ROFL % 12.26% 16.28% Profit Margin % 4.10% 6.22% Asset Turns Ratio 2.31 1.33 APT Ratio 5.96 3.38 ART Ratio 69.32 75.29 INVT Ratio 8.05 3.15 PPET Ratio 4.02 3.41 C2C Years -0.03 0.03 Weeks -1.51 1.80 SG&A/Revenue % 18.94% 30.22% Comparing the two companies’ financial metrics is a good way to evaluate their respective supply chain strategies. Return on Equity (ROE)
- The return on equity (ROE), the primary measure of a firm’s performance, Macy’s 24.56% outperforms Walmart
’s 21.72% by about 3%. Return on Assets (ROA)
- The return on assets for Walmart at 9.46% compared to Macy’s at 8.28% shows that both generate returns from operating and investing activities by the firm in assets. Profit Margin
–
The profit margin for Macy’s at 6.22% indicates that, in part, their customer’s willingness to pay and their good supply chain management allows them to decrease the expenses incurred to serve customer demand. That is not to say that Walmart does not. Other factors, such as everyday low pricing, increase sales of lower-margin items. Asset Turns
–
Walmart collected its money from sales relatively quickly, with an ART of 69.32. While Macy’s had a slightly higher ART of 75.29, their inventory turnover and PPET were much lower than Walmart’s. When the above are all considered, Walmart achieved a higher asset
turnover than Macy’s by turning its inventory fas
ter and generating higher revenue per dollar invested in PP&E. Accounts Payable Turnover
(APT) - The small APT of 3.38 indicates that Macy’s could use the money it owed suppliers to finance a considerable fraction of its operations in 2013. They financed their operations for about 15.38 weeks with their suppliers’ money. Walmart’s ratio APT of 5.96 results in 8.72 weeks of financing with their suppliers’ money.
Accounts Receivable Turnover (ART)
–
Macy’s and Walmart collected their money from sales relatively quickly, with an ART of 75.29 and 69.32, respectively, averaging turnover about every five days. Inventory Turnover (INVT)
–
Walmart’s INVT of 8.05 turns over almost three times faster than Macy’s
, turning over about every 45 days, whereas Macy’s turns over about every 115 days.
Property, Plant, and Equipment (PP&E)
–
Walmart generated $4.02 of revenue for each dollar invested in PP&E compared to $3.41 for Macy’s.
Cash-To-Cash (C2C)
–
Walmart collected its money for the sale of products more than 1.5 weeks before it had to pay its suppliers. On the other hand, Macy’s had to pay its suppliers about 1.8 weeks after it had to pay its suppliers. Selling, General, and Administrative (SG&A)
–
Macy’s spending for each dollar of revenue was much higher than that of Walmart. Coupled with their low PPET, this could indicate that Macy’s is leasing facilities instead of building or buying them.
2.
Can you explain the differences you see in their performance based on their supply chain strategy and structure? Walmart
’s performance in the analyzed metrics shows that they use all the drivers and levers to maximize their supply chain surplus while still obtaining an excellent ROE. Knowing they have their distribution centers (DC) geographically located according to their store locations (PPET) as well as their ability to maintain inventory at these DCs (INVT), along with their multiple mode transportation system to deliver goods to stores or homes, as appropriate, Walmart sets the example for the use of logistical drivers. Keeping ART and their C2C low shows the responsiveness and efficiency of their supply chain. Their everyday low pricing (EDLP) increases sales volume, aiding their profit margin and asset turns. Altogether, it is evident that their complete supply chain is focused on the goal of balancing responsiveness with efficiency. Macy’s performance in the varying metrics analyzed is not all that bad either. Their ROA, Asset Turns, and PPET indicate they probably lease more facilities than they build or purchase. The C2C and INVT indicate their responsiveness is slower than Walmart’s, but their efficiency may be as good. Macy’s APT and profit margin are strong and indicate their use of the pricing driver to drive profitability. Macy’s has
also achieved their focus on the complete supply chain, balancing both responsiveness and efficiency, albeit in a different way than Walmart.
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Year 2:
Year 1:
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Choose Numerator:
Choose Denominator:
x
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== Days' Sales Uncollected
x
Days' sales uncollected
x
=
days
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PLEASE NOTE: All dollar amounts are rounded to whole dollars and shown with "$" and commas as needed (i.e. $12,345). If no dollar amount is
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4
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Dr Cr
GHȻ GHȻ
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Capital 1 January, 2016 25,200
Bank overdraft 2,490
Cash 140
Discounts 2,480 62
Returns 3,486 1,356
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Allowance for doubtful debts 630
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General office expenses 319
168,383 168,383
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Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning