Energy
Working Capital Management
As companies look to improve earnings in their core
businesses, we at Oliver Wyman believe that a significant
opportunity exists for most utilities to more aggressively
manage their working capital and cash flow. In particular,
our experience has shown that:
High variability in performance exists among utilities,
with some companies operating at up to seven times
the working capital levels of their peer group
Beyond just improving the balance sheet, addressing
the root causes of excess working capital can stream-
line day-to-day
operations and improve earnings
Our clients have been impressed with the savings––
up to 50% of working capital and 5-15% of related
expenses (e.g., infrastructure, labor and financing).
Many utilities have a significant opportunity to improve cash flow by reducing working capital.
Reduce Reduce/optimize Extend
Accounts receivable Inventory Accounts payable
Typical opportunity: 5 - 35 days 5 - 30- days 20 - 35 days
$15 - 95 million $15 - 85 million $55 - 95 million
Cash flow increases:
per $1 billion of revenue per $1 billion of O&M cost per $1 billion of O&M cost
Eliminating excess working capital can also boost earnings by reducing related
infrastructure, labor, and financing costs.
Action Earnings impact
Reduce accounts receivable • Reduce bad debt through accelerated collections
• Lower labor costs as receivables become more current (collections,
terminations, etc.)
• Lower interest expense as cash flow increases
Reduce/optimize inventory • Decrease warehouse space
• Reduce obsolete inventory
• Lower staffing levels
• Lower interest expense and depreciation
Extend accounts payable • Optimize price/terms/discounts tradeoff
• Lower potential interest expense as payment terms are renegotiated
There is a wide range in performance among utilities, offering significant
improvement potential for many.
Accounts receivable days Inventory days Accounts payable days
80 80 80
65 65
60 60 60
35
40 40 40
30 30
2X
20 20 7X 20 1/2 X
5
0 0 0
1st 4th 1st 4th 1st 4th
quartile quartile quartile quartile quartile quartile
Oliver Wyman’s approach to working capital management produces fact-based, timely,
and durable results.
Elements of Oliver Wyman approach:
• Short diagnostic phase to size the opportunity and align improvement
efforts with areas of greatest potential
Fast results
• Identification and realization of “quick-hit” opportunities to build
momentum and produce near-term benefits
• Holistic review of processes, versus organizational (silo) view
• Focus on effects of upstream activities on downstream activities and results Lasting results
• Development of ongoing performance measurement practices and incentives
• Transfer of knowledge to staff through joint working teams
• Leveraging of Oliver Wyman’s experience and knowledge of critical leverage points
Informed solutions
• Application of relevant benchmarks and best practices
Our clients have realized significant benefits.
% reduction in accounts receivable % reduction in inventory 40%
50%
35%
25% 35%
(plus 33% 20%
reduction in
bad debt)
Client A Client B Client C Client A Client B Client C
A/R reduction strategies Inventory reduction strategies
• Greater “upstream” focus on account initiation and validation • Integration of supply and demand planning
• Improved invoice accuracy • Redesign of supply chain strategy
• Segmented, redesigned collection process • “Pull-based” replenishment model
• Improved termination process • Reduced cycle times
• Rigorous work-down of outstanding balances
Questions for managers
What are current performance levels? What is the value of the opportunity?
• By category (A/R, Inventory, A/P) • Cash flow
• In aggregate • Earnings
• Other
What are targeted performance levels?
• Comparison with benchmarks What is the plan to realize the value?
• Incorporation of best practices • Timeline
• Actions
• Resource needs
To learn where your company stacks up in Oliver Wyman’s Working Capital Benchmarking Database,
contact Jeff Elliott in our Utilities practice at (312) 902-7971.
Oliver Wyman
Oliver Wyman is building the leading global management consultancy, combining deep
industry knowledge with specialized expertise in strategy, operations, risk management,
organizational transformation, and leadership development. The firm works with clients
across a range of industries to deliver sustained shareholder value growth. We help man-
agers to anticipate changes in customer priorities and the competitive environment, and
then design their businesses, improve their operations and risk profile, and accelerate
their organizational performance to seize the most attractive opportunities.
www.oliverwyman.com
Oliver Wyman’s Energy Practice
Our dedicated consultants have significant experience in the energy and utilities sector.
Previous clients include more than 75 electric and natural gas utilities in North America
and Europe, as well as a range of unregulated service providers to energy companies and
utilities.
Practice areas include:
Corporate strategy
M&A (targeting, synergy analysis, and post-merger integration)
Performance improvement
• In-Market Experimentation
• Working capital
• Marketing
• Organization and staffing
• Wholesale and delivery
• Supply chain
• Support services
Practice Director Customer Service
David Hoffman, Managing Director Jeff Elliott, Director
617.424.3414 312.902.7971
David.Hoffman@oliverwyman.com Jeff.Elliott@Moliverwyman.com
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