Tuesday, December 23, 2008

Bailing out the automakers: are finished goods assets?

So the big autos are going to get bailouts. But there is a condition attached - they must have a plan to be "viable" by the end of 2009.

My suggestion? Use this crisis to make fundamental changes to they way they manage and report the bottom line. My (limited) understanding is that currently most of the big autos treat finished goods as assets, which looks great on the balance sheet and makes investors happy. But are they really assets?

TheAge newspaper just published an interesting article on the mounting costs of new cars that are sitting idle in storage yards as a result of the downturn. It includes an estimate that the australian auto industry losing approximately $2M a week just in storage costs, let alone in the depreciating value as those vehicles age and become less attractive to customers.

These cars are not assets. They are liabilities. They are non-liquid, have high "operational costs" (storage) and are losing value. A very bad investment indeed.

I think the balance sheets of the big autos need to be changed to reflect this. I would suggest instead focusing on ROI, as calculated in a throughput accounting model as:

ROI = (throughput - operational expense) / inventory
where throughput = net sales - totally variable costs


In this model, the bigger the inventory, the proportionally smaller the ROI (the same goes for the operational costs, although this often has less impact). Looking at things this way immediately shows the ridiculousness of treating these cars as valuable assets.

My understanding is that the Japanese auto makers report in exactly this way. Revenue is not recognised until the car is sold to a customer - not when it rolls of the production line to sit in a big finished goods yard. In the past, however, this sort of change would probably have been suicide; any firm making this change would take a massive hit to the balance sheet that would have decimated the share price. But given they now are already in a huge mess, perhaps this is exactly the time to be making big changes like this.

3 comments:

michael koehler said...

My company specializes in providing Consulting, remarketing, and warehousing of excess finished auto parts asset for over 35 years. We mainly deal with OE car manufactures and their tier one suppliers worldwide. We could see a mire of problem coming for over five years now and were telling our customer they should all join in on a new approach to turn their idle assets into ready cash while eliminating overheads and providing numerous solutions to a number of other related problems. The main benefits to this new approach would not only be put needed cash on their bottom line faster but would provide a number of free value added services not being addressed. The car companies and their suppliers know their problem are for the most part the same, and have tried to work together from time to time in a hope of lowering overhead by sharing cost. But when is comes to working together on asset recovery, remarketing, brand or market protection, release of liabilities, warrantees and other excess asset issues ( that I might add are now in the $ billion of dollars yearly) well! They just don’t play well together one might think. Then again, after watching the Washington hearings you would think these were the Three Amigo’s, working together solving problems sharing cost, but not so! The automotive industry needs fast well-tuned solutions for today problem and steady vision for the future. All the more reason all these companies need an outside independent long-term partner with a unified venue they can all turn to.

Michael Koehler CMS/Pres.
Karma Associates Div.
Boca Raton, Fl.
(561)699-0697
surplusexport@comcast.net
Offices & warehousing
Miami, Fl.
Boca Raton, Fl.
Lake City, Fl.
Springfield, Ohio
Madison Heights, Mi.
Mexico
Dubai
S. America
Russia
England.

michael koehler said...

My company specializes in providing Consulting, remarketing, and warehousing of excess finished auto parts asset for over 35 years. We mainly deal with OE car manufactures and their tier one suppliers worldwide. We could see a mire of problem coming for over five years now and were telling our customer they should all join in on a new approach to turn their idle assets into ready cash while eliminating overheads and providing numerous solutions to a number of other related problems. The main benefits to this new approach would not only be put needed cash on their bottom line faster but would provide a number of free value added services not being addressed. The car companies and their suppliers know their problem are for the most part the same, and have tried to work together from time to time in a hope of lowering overhead by sharing cost. But when is comes to working together on asset recovery, remarketing, brand or market protection, release of liabilities, warrantees and other excess asset issues ( that I might add are now in the $ billion of dollars yearly) well! They just don’t play well together one might think. Then again, after watching the Washington hearings you would think these were the Three Amigo’s, working together solving problems sharing cost, but not so! The automotive industry needs fast well-tuned solutions for today problem and steady vision for the future. All the more reason all these companies need an outside independent long-term partner with a unified venue they can all turn to.

Michael Koehler CMS/Pres.
Karma Associates Div.
Boca Raton, Fl.
(561)699-0697
surplusexport@comcast.net
Offices & warehousing
Miami, Fl.
Boca Raton, Fl.
Lake City, Fl.
Springfield, Ohio
Madison Heights, Mi.
Mexico
Dubai
S. America
Russia
England.

Roland Horridge said...

Roland Horridge of Newridge Ltd said.........


Newridge Ltd has over 20 years experience of partnering OEM's and tier one suppliers in Europe finding solutions to their excess / obsolete inventory problems buy either buying or warehousing it.Unfortunately, some still exercise scepticism in dealing with a consultant / company who can react quickly with solutions that immediately put hard cash on their bottom line.
It cannot be good business practice that the viability of a major company is put in jeopardy by the ' brand / market protection department ' who do all that they feel necessary to deny the sale / disposal of excess / obsolete material as it loses value gathering dust in a warehouse ( which in turn costs money ) only for the material to be scrapped at a later date and actually losing them money.Poor practice in this market.

rolandhorridge@newridge.co.uk
Director
Newridge Ld
P.O.Box 138
Chorley
Lancashire
PR68HP
UK