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Microlesson · 5-min read

Managing Cash Collection & Disbursement (Float Management)

## Managing Cash Collection and Disbursements

### Objective

The finance manager should minimize the gap between projected and actual cash flows by making cash collection and disbursement efficient.

Two key goals:

1. Accelerate cash collections as much as possible.

2. Delay cash disbursements within a permissible time frame.

### Understanding 'Float'

Float is the time delay between a transaction and the actual movement of cash. When accelerating collections, the firm wants to reduce float.

Type of FloatMeaning
Billing FloatTime between a sale and issuance of the invoice to the customer.
Mail FloatTime when a cheque is in transit (post, courier, messenger).
Cheque Processing FloatTime the seller takes to record, sort and deposit a cheque after receiving it.
Banking Processing FloatTime from cheque deposit to actual crediting of funds in the seller's account.

### Methods to Reduce Float & Speed Up Collections

MethodHow it helps
Faster InvoicingIssuing invoices quickly reduces billing float.
Reducing Mail DelaysFaster cheque collection reduces mail float.
Faster Cheque ProcessingImmediate sorting & depositing reduces processing float.
Concentration BankingMultiple regional collection centres reduce the time lag; funds are then swept to the company's main bank, improving liquidity.
Lock Box SystemCustomers send payments to a bank-managed post-office box; the bank collects, processes and deposits cheques directly, eliminating delays. Reduces cheque processing float but has operational costs.

### Controlling (Delaying) Payments

StrategyExplanation
Paying on Due DatePay on time but not before the due date, preserving cash.
Using Drafts Instead of ChequesDrafts take longer to clear, giving more time to manage cash.
Playing the FloatTime cheque issuance to expected encashment, holding only the necessary bank balance.
Delaying Outstation PaymentsMailing cheques increases float, letting the firm use funds longer.

### Key contrast: Lock Box vs Concentration Banking

  • Concentration Banking → firm sets up its own regional collection centres, then transfers to a central account.
  • Lock Box System → the bank directly receives and processes customer cheques via a PO box (firm staff don't handle them at all).

Worked example

### Example 1

Float reduction benefit: A firm collects ₹10,00,000 per day. Its average collection float is 4 days; through a lock box system it reduces this to 2 days, freeing up 2 days of collections.

Funds released = ₹10,00,000 × 2 days = ₹20,00,000 of cash now available for investment or to reduce borrowing. If the firm earns 8% p.a. on this, annual benefit = ₹20,00,000 × 8% = ₹1,60,000, which should be compared against the lock box's operational cost.

⚠️ Common exam mistakes

  • Mixing up the goal: when collecting, the firm wants to REDUCE float; when paying, it wants to INCREASE/extend float.
  • Confusing Lock Box (bank handles cheques via a PO box) with Concentration Banking (firm's own regional centres feed a central account).
  • Treating 'playing the float' or delaying payments as unethical default — within permissible/due-date limits it is legitimate cash management, not non-payment.
Reference:
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