Bombardier Financial Analysis Liquidity 1) Current Ratio 2) Working Capital Leverage 1) Debt/Equity Ratio 2) Financial Leverage Operational Efficiency 1) Inventory Turnover Ratio 2) Receivables Turnover Ratio 3) Fixed Asset Turnover Ratio Liquidity Bombardier has maintained a Current Ratio of close to 100% over the past 10 years with the highest being in F’05 (121%) and the lowest in F’08 (95%). This is typical for the industry in which Bombardier operates. Current Ratio has been increasing since F’08 as Bombardier has focused on improving its cash from operating activities. Historically, Bombardier has efficiently used its cash resources, taking into consideration working cap requirements, …show more content…
Bombardier’s ten year average leverage ratio (10.47) is lower than that of Boeings’ (12.61) but is higher than that of Airbus’ (6.06). Operational Efficiency Inventory Turnover Ratio was highest in F’08 (3.97) but has trended south since then. It was recorded at 1.85 in F’12 which is the lowest number over the past ten years. This decline can be attributed to overall reduction in sales, mainly in the transportation segment. The ten year average Inventory Turnover Ratio is at 3.15 which aligns with the historical level. Given that Inventory Turnover is an important factor to Bombardier’s success, a reverse of recent trend can be expected going forward. Bombardier’s average Inventory Turnover Ratio in the last decade is lowest among its competitors (Boeing 5.09, Airbus 4.04 vs Bombardier 3.15). Receivables Turnover Ratio has averaged 9.66 in the last decade, with the high in F’03 (11.34) and low in F’07 (8.53). Bombardier’s average is higher than that of Airbus’ (7.78) but lower than that of Boeing’s (11.77). It is important to note that Bombardier’s ratio improved significantly from 9.04 in F’11 to 11.00 in F’12 due to better collection of receivables. The trend is not alarming and illustrates Bombardier is effectively managing its assets. Bombardier’s Fixed Asset Turnover Ratio has
They faced challenges from acquiring many companies because during the acquisitions Bombardier inherited the data, processes and systems of each company which created inefficiencies. Systems didn’t communicate with each other resulting in low inventory turns and price inconsistency. This was not productive for Bombardier and was time consuming for the employees. The biggest problem was the low visibility of inventory and the lack of communication between systems. Bombardier had now a global presence but was not organized to maintain growth without changing the vision and processes. Another challenge is resistance to change, this factor can have a huge impact on the new vision and
In the past few years, they have experienced a significant increase in inventory days. Not having attractive inventory leads to a decrease in sales and an increase in discounts and write offs leading to further decreases in EBITDA Margins. In 2009, the inventory turnover took 215 days. This is significantly above Le Chateaus competitors, for example Reitman’s inventory took only 72 days (Annual Report 2010). This means it takes Le Chateaus three times as long to sell inventory compared to their competitors. To make matters worse, this trend has been exacerbated in recent years. Le Chateau’s turnover has ballooned to a staggering 341 days while Reitman’s has kept inventory turnover stable at only 76 days.
In general, a high inventory turnover ratio is better than a low ratio. A high ratio implies good inventory management. A very low level of inventory has serious implications. It adversely affects the ability to meet customer demand as it may mot cope up with its customer requirements.
Current Ratio: There is a slight positive increasing trend in this ratio, with over 4% growth from 2011-2013.
In these two schematic representations we can see that the biggest business group of Bombardier is the Aerospace group with a revenue of $8 126 M during for year 2000. As Bombardier is the number one or two globally in the aerospace industry, depending on which under group you are looking at, Bombardier is considered to have a high competitive advantage. The industry attractiveness is rather high, as it is a global industry with a turnover of many billions dollars, but also with a high growth of about 5 % per year.
Current ratio shows how well the company can pay off its short-term liability obligations. Short-term liabilities are debt due within the next year. Companies that have larger amounts of current assets are better able to pay off their current liabilities. The higher the ratio, the better able the company is to pay current obligations. A low ratio indicates the company is weighted down with current debt and the cash flow will suffer. The equation for current ratio
When compared with the industry, the inventory turnover of S&S Air of 21.43 times is well above the industry upper quartile of 10.89 times. This indicates that S&S Air is much more efficient than the industry average at inventory management.
Overview Bombardier Aerospace is a division of Bombardier Inc. and the third largest global airplane manufacturer after Boeing and Airbus. Its headquarters are in Quebec, Canada, and with 33,600 employees is poised to become a major player in helping the developing world acquire aircraft. The C-Series is a family of narrow-body, twin-engine, medium range jet liners which, despite some challenges in orders, remains a committed product line. It is designed for the 100-150 seat market, which is about 20,000 aircraft globally and represents about $250 billion in revenue over the next few decades. One interesting fact about the C-Series is that it is truly global in components and supply, sourcing from manufacturers in China, Italy, The Netherlands, France, the United States, and Great Britain (Change is in the Air, 2012).
Looking at the brief history of Boeing, the company was first founded in Puget Sound, Washington in 1916 by William Edward Boeing.
Asset Management Parts Inventory Turnover in Days is higher than the industry average as a large proportion of parts must still be sourced from Asia due to lack of North American suppliers. Transportation raises the cost, and additional stock must be carried to guard against interruptions in the longer supply chain. This should improve in the future as the more local suppliers are developed and JIT principles are applied. WP Inventory Turnover in days is lower than industry average due to the modern, highly automated assembly line. FG Inventory Turnover in days is much lower than industry average due to the flexible nature of the assembly lines that allows it to quickly switch between the products. Also inventory can be delivered quickly
With this company the inventory management ratios further indicate that there may be an issue with inventory and inventory controls. The inventory turnover ratio is lower than the industry average and the days’ sales in inventory are high. A company wants to turn inventory quickly to reduce storage costs, and
Boeing Company has been and is still at the forefront of the aviation industry. The late 1990s were a time of trial and transition where the company encountered and overcame a number of
A company must pay attention to the number of days of its sales it holds in inventory to determine the amount of time it will take to convert the inventory on hand into sales (Gibson, 2011). As shown in Exhibit 3, 3M increased from 81.74 days of sales in inventory in 2007 to 82.20 days in 2008. At face value, an increase suggests a slight negative trend for 3M as it is holding onto more inventory, taking longer to sell
The first ratio to evaluate is the Current Ratio, which is calculated as current assets divided by current liabilities. Halliburton’s 2010 current ratio is 3.22, which improved from 2.99 in 2009 and from 2.66.in 2008. This ratio shows that Halliburton has a strong increasing liquidity and is in much better shape than its competitors. Baker Hughes has a 2010 current ratio of 2.77
Axsäter, 2006). In this area only large scale multi-national companies have set a number of