外文翻译---论企业应收账款风险的控制
外文翻译-应收账款
earnings, companies can earn a satisfactory profit as well as a return on investment.
EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...
1.
INTRODUCTION
Accounts receivable is the money owed to a company as a result of
Firstly, the purpose of the empirical part of the study is to analyze accounts
receivable and to demonstrate a correlation between the accounts receivable level
Receivables represent credit sales that have not been collected. As the customers
pay these accounts, the firm receives the cash associated with the original sale. If
sales along with the company's credit and thecollection policies.
Accounts receivable management includes establishing a credit and
应收账款外文翻译
Accounts ReceivableAuthor: M. Elizabeth Haywood, Donald.IntroductionAccounts receivable consists of monies due from customers as a result of an organization's normal business operations. The management of accounts receivable is an extremely important function since the collection of outstanding receivables represents the single most important source of cash for all organizations selling goods on open account. Because of the impact that accounts-receivable collections have on cash flow, it is important that responsibility for the day-to-day management of credit and collections activities be delegated to a single individual within the organization.Accounts Receivable as a Current AssetOn the balance sheet, accounts receivable is reported as a current asset and is considered part of an organization's working capital. As a current asset, accounts receivable is expected to be turned into cash within the annual operating cycle of a business, which for most businesses is generally considered to be one year and corresponds to the twelve-month fiscal year used for financial reporting purposes. This, however, does not imply that it should take one year to collect individual receivable balances.In the case of a university press, accounts receivable represents a major component of current assets, working capital, and cash flow. The other major components of a university press's working capital are cash, short-term investments, and inventory. As a component of working capital, accounts receivable must be carefully managed in order to be turned into cash as quickly as possible and to avoid becoming uncollectible. Although accounts receivable is reported as a current asset, it must be carefully valuated and reported because until the receivable is collected, it cannot readily assist with the paying of current obligations.Accounts Receivable and Collections ReportsBecause of the significance of accounts receivable it is important for management to receive periodic reports that both measure the effectiveness of collection activities and inform or alert management of problem accounts. Ideally, reports should be generated on a monthly basis, but depending on the size of the receivable balance and collections staff, the issuance of such reports may range from weekly to quarterly. This flow of information is necessary so that management and collections staff can determine whether current credit and collections policies and procedures are working, or whether any of the policies and procedures need to be changed to more effectively collect outstanding receivables. Additionally, the collections staff needs information so that collection activities can be prioritized, problem accounts isolated, and outstanding balances collected.Analysis of Accounts Receivable and CollectionsA number of methods are used to measure accounts-receivable balances and the effectiveness of collection policies and procedures. Some of the more frequently used methods to analyze accounts receivable and collections includeA/R at Year End as a Percentage of Total Sales. This ratio is computed by dividing the fiscal year-end A/R balance by fiscal year net sales. The AAUP Statistical Survey reported averages between 21.6 percent and 23.0 percent for fiscal years 1992 through 1995. This ratio can also be computed at any time during the year; however, to get a meaningful ratio, the A/R balance must be divided by net sales for the most recent twelve months.Average Collection Period. This ratio is an indication of the average number of days required to convert receivables into cash. Ideally, the computation should use a monthly average of receivables and include only credit sales. A monthly average of receivables should be used in order to offset any fluctuations that may occur during the year. Additionally, only credit sales should be used in this computation since cash sales usually do not involve any credit risk. The computation of the average collection period is a two-step process. First divide total sales (preferably credit sales only) for the fiscal year by 365. This calculation yields the amount of credit sales per day. Then divide the year-end receivable balance (or average monthly receivable balance) by the credit sales per day. The result is the average collection period in days. The AAUP Statistical Survey reported average collection periods of 77 to 91 days for fiscal year 1995 and 80 to 95 days for fiscal year 1994.A/R Aging Schedule. This is a periodic report used to determine the priorities of collection activities. An aging schedule lists all customer accounts with outstanding balances as of the date of the aging schedule, one account per line. Across the line, the total amount due is broken down, or aged, by overdue categories. The overdue categories generally include current (not yet due), 1 to 30 days past due, 30 to 60 days past due, 60 to 90 days past due, and over 90 days past due. The aging categories may need to be adjusted to properly reflect an organization's terms of sales.A/R Aging by Customer Type or Payment Terms. This is a variation of the A/R Aging Schedule and can be used to more effectively target accounts that require the attention of the collections staff. A more focused schedule also allows comparisons to be drawn between similar accounts.Bad Debt Expense as Percentage of Total Sales. This ratio is computed by dividing year-end bad debt expense by net sales. The AAUP Statistical Survey reported averages of 0.4 percent and 0.5 percent for fiscal years 1992 through 1995.Bad Debt Expense as Percentage of A/R Balance. This ratio is computed by dividing year- end bad debt expense by the year-end (or average) A/R balance. The AAUP Statistical Survey reported averages between 1.8 percent and 2.0 percent for the fiscal years 1992 through 1995. Credit Department Monthly Report. This is a summary report that helps management monitor the monthly accounts-receivable status and collections activities. A typical report would include current month and prior month balances for accounts receivable, total collections, and total net sales. Additionally, some ratios might be included, such as the average collectionsperiod. Bad debt comparison would include bad debt write-off for the current month, fiscal year to date, and last fiscal year to date. Finally, a summary of the number of accounts and balances in each aging category should be included. There is no universal, or standard, format for this type of report. For a credit department monthly report to be truly effective, it must be tailored to the needs and reporting capabilities of each individual press. The idea of this report is to provide management with a one-page summary of collection results each month.The percentage ratios (A/R as percentage of net sales, bad debt as percentage of net sales, and bad debt as percentage of A/R balance) are only useful when compared to industry averages (such as AAUP statistics) or to historical data for your particular university press. Average collection period, on the other hand, has to be analyzed on a press-by-press basis because of differences in publishing programs and in the allocation of sales among types of customers that may have different terms of payment. An overall comparison to industry averages may or may not be helpful in analyzing a press's average collection period.When analyzing accounts receivable it is important to remember that there are no universal standards for measuring accounts receivable and collections. Each press must evaluate its own situation and develop individual internal trends and goals. It is, of course, helpful to review AAUP averages to assist in your internal evaluation. How ever, one must remember that AAUP and other industry averages are only averages and should never be considered the ideal. Also, when performing internal analysis it is important to take cyclical sales patterns and unusual events into consideration and to take caution to measure accounts receivable and collections results with similar periods.Credit Management and Bad DebtPress management and the collections staff also need to realize that it is impossible to reduce accounts receivable beyond a certain point, nor should an organization strive for no bad debts. Each press must develop its own level of satisfaction and its own comfort zone in order to know when and on which accounts to concentrate collections efforts. Likewise, each press must develop its own level of comfort in determining when to sell to new accounts. It is important to expect some level of bad debt, because with no, or a very low level of, bad debts, the press is not maximizing its sales potential. Presses have to be willing to take some chances to increase sales, while at the same time understanding that not all chances taken will yield positive results. Presses that are more aggressive in granting credit must make sure that an adequate reserve for bad debt is maintained on the balance sheet or budget for a possible increase in bad debt expense.Proactive Credit ManagementIn addition to analyzing accounts receivable and reviewing internal trends and past performance, and organization must be as proactive as possible to maximize collections. The organization that calls first will usually get paid first. To keep on top of collections it is important to have written collection policies and terms. These written policies must have the agreement and support of management, marketing, and the collections staff. Written policies should be reviewed annually and updated as needed to incorporate any changes that are taking place in the press's publishing program.Having policies and procedures in writing should eliminate discrepancies in what customers are told by the collections, customer service, and marketing staffs. This will then give the customer one less excuse for delaying payment. Additionally, when all members of the press staff are knowledge able about the press's credit and collections policies and are aware of how past-due accounts are handled, they can more effectively work together to maximize sales and minimize bad debt.The analysis of accounts receivable and collections performance should be used to assist the press in setting goals for future performance. However, accounts-receivable analysis will not be of any real benefit unless the press has a proactive credit and collections program in place that has the support of press management and is communicated effectively to all press departments and customers.M. Elizabeth Haywood, Donald. Accuonts Receivable .Journal ofAccountingEducation..Pages 71-72.应收账款作者:伊丽莎白·海伍德,唐纳德.译者：张从改导言由于一个组织的正常商业运作的结果，所以应收款项包括客户。
论中小企业应收账款风险管控
论中小企业应收账款风险管控中小企业应收账款风险管控是企业财务管理的一项重要内容。
应收账款是企业的主要资产之一，但同时也是企业面临的风险之一。
有效的应收账款风险管控可以帮助企业减少坏账损失，提高资金周转效率，保障企业的经营健康。
中小企业应建立完善的应收账款风险识别机制。
通过建立科学、准确的应收账款风险识别模型，对客户的信用状况、偿付能力等进行评估，判断其违约风险。
对不同客户制定不同的信用额度和付款方式，以及适当的担保措施，确保企业的应收账款处于可控范围之内。
中小企业应加强与客户的沟通与协商。
及时与客户进行沟通，了解其付款能力和意愿，并解决各类付款纠纷和冲突。
根据客户的实际情况，推动付款周期缩短，加快资金回流。
中小企业应建立健全的应收账款管理制度。
制定明确的应收账款管理流程，确保账款的及时核销和收回。
加强内部控制，建立责任制，确保销售人员、财务人员等相关人员对应收账款的管理负责。
通过健全的内部审查机制，及时发现和纠正存在的问题，确保企业的应收账款操作的规范性。
中小企业可以采取多种方式进行应收账款风险转移。
引入第三方担保机构，对高风险客户进行担保，减少坏账风险。
签署应收账款保理合同，向专业保理公司转让应收账款，以获取资金的快速回款。
在与客户签订合可以约定违约金或者罚息等措施，以作为违约风险的补偿手段。
中小企业应注重建立良好的信用体系。
提高企业的信用度和声誉度，可以帮助企业获得更多的优质客户，并减少坏账发生的可能。
积极参与信用评级机构的评级，提高企业的信用等级，降低融资成本，提高企业的资金利用效率。
中小企业应收账款风险管控是企业财务管理的一项重要内容。
通过建立完善的风险识别机制，加强与客户的沟通与协商，建立健全的管理制度，采取风险转移措施，以及注重信用建设等方式，可以帮助企业有效降低风险，提高经营效益。
论述企业应收账款风险的防范与控制
企业应收账款风险的防范与控制内容提要：应收账款是指因对外销售产品、材料、供应劳务及其他原因，应向购货单位或接受劳务的单位及其他单位收取的款项。
如果对应收账款的管理不善，会给企业带来坏账损失。
本文认为可以从增强产品的市场竞争能力、制订合理的信用政策、签订完善的销售合同、建立健全内部控制制度等方面对应收账款的风险进行防范；可以采取保本控制法、抵押担保控制法、付款方式控制法、信用保险转嫁法、债权转让控制法、债转股控制法、法律诉讼控制法等方法对应收账款的风险进行控制，达到减少坏账损失、加快企业资金回笼、规避企业风险的目的。
关键词：应收账款风险防范风险控制应收账款是指因对外销售产品、材料、供应劳务及其他原因，应向购货单位或接受劳务的单位及其他单位收取的款项，包括应收销售款、其他应收款、应收票据等。
它是企业因赊销产品而产生的短期债权，是企业向客户提供的一种商业信用。
商业竞争是产生应收账款的主要原因。
企业在竞争中求生存、发展和获利，来实现企业价值的最大化。
竞争机制的作用迫使企业以各种手段扩大销售，提高市场占有率。
实现上述目标，除了依靠产品质量、价格、售后服务、广告等外，赊销也是扩大销售的手段之一。
出于扩大销售的竞争需要，企业不得不以赊销或其他优惠方式招揽顾客，于是就产生了应收账款。
由竞争引起的应收账款是一种商业信用。
另外，商品成交的时间和收到货款的时间常不一致，这也导致了应收账款，这不属于商业信用，也不是应收账款的主要内容，故本文只论述属于商业信用的应收账款的管理。
赊销扩大了销售，减少了企业库存，增加了企业的竞争力。
但是如果管理不善，后期回款不利，其带来的弊端也不容忽视：其一：降低了企业的资金使用效率，延长了企业的营业周期。
其二：企业应收账款的大量存在，在一定程度上夸大了企业经营成果，增加了企业的风险成本。
如果实际发生的坏账损失超过提取的坏账准备，会给企业带来很大的损失。
其三：加速了企业的现金流出。
赊销并未真正使企业现金流入增加，反而垫付了更多的成本费用、税金和分红，加速了企业的现金流出，形成了沉重的资金链。
论企业应收账款的风险控制与管理
论企业应收账款的风险控制与管理作者：姚彬来源：《中国民商》2021年第09期摘要：据国家统计局公布最新资料显示，截止2021年6月末，我国规模以上工业企业应收账款17.56万亿元，同比增长13.1%，应收账款平均回收期为51.4天。
同时，一些企业由于缺乏行之有效的应收账款风险控制和管理措施，随之而来的坏账、死账、呆账给企业带来了巨大的经营风险和隐患，一方面是因为我国当前社会信用基础的薄弱，另一方面也是因为企业自身内部管理上出现了问题，账龄超过3-5年的应收账款大有所在，造成了一片虚假繁荣景象，这些都从根本上制约了企业的进一步发展。
因此，如何加强应收账款的风险控制与管理是企业健康生存和可持续化发展的关键。
关键词：企业;应收账款;风险控制;管理应收账款（Receivables）是指企业在正常的经营过程中因销售商品、提供劳务等应收取的款项，包括应由购买方或接受劳务一方负担的税金、代购买方垫付的各种运杂费等。
《布莱克法律词典》对应收账款的定义是：“企业在正常的商业交易过程中，因出售商品或提供劳务等形成的债权，但不包括建立在流通票据上的业务。
”因此，我们可以从三个方面理解应收账款的含义：会计意义上，应收账款由企业出售商品或提供劳务所得，是企业的一项流动资产，通过相应会计科目记录，并且在一定程度上涉及坏账准备及损失等;财务意义上，应收账款意味着占用的企业流动资金，其具有流动性差、成本高、风险大的特点，是公司财务管理中需要重点监控的对象;法律意义上，应收账款意味着企业的债权，企业作为债权人可以在债务人违约的情况下依法行使债权请求权，保护企业合法债权利益。
但由于诸多因素的影响，企业应收账款存在一定的风险，制约了企业的进一步发展。
一、企业应收账款风险形成原因（一）片面追求经营业绩，过于重视营业收入由于企业及管理者对应收账款风险认识不足，片面追求经营业绩，迫于抢占市场压力，盲目进行赊销，造成应收账款规模不断扩张，随之而来的财务风险和财务成本也必然不断增加。
应收账款外文翻译
Accounts ReceivableAuthor: M. Elizabeth Haywood, Donald.IntroductionAccounts receivable consists of monies due from customers as a result of an organization's normal business operations. The management of accounts receivable is an extremely important function since the collection of outstanding receivables represents the single most important source of cash for all organizations selling goods on open account. Because of the impact that accounts-receivable collections have on cash flow, it is important that responsibility for the day-to-day management of credit and collections activities be delegated to a single individual within the organization.Accounts Receivable as a Current AssetOn the balance sheet, accounts receivable is reported as a current asset and is considered part of an organization's working capital. As a current asset, accounts receivable is expected to be turned into cash within the annual operating cycle of a business, which for most businesses is generally considered to be one year and corresponds to the twelve-month fiscal year used for financial reporting purposes. This, however, does not imply that it should take one year to collect individual receivable balances.In the case of a university press, accounts receivable represents a major component of current assets, working capital, and cash flow. The other major components of a university press's working capital are cash, short-term investments, and inventory. As a component of working capital, accounts receivable must be carefully managed in order to be turned into cash as quickly as possible and to avoid becoming uncollectible. Although accounts receivable is reported as a current asset, it must be carefully valuated and reported because until the receivable is collected, it cannot readily assist with the paying of current obligations.Accounts Receivable and Collections ReportsBecause of the significance of accounts receivable it is important for management to receive periodic reports that both measure the effectiveness of collection activities and inform or alert management of problem accounts. Ideally, reports should be generated on a monthly basis, but depending on the size of the receivable balance and collections staff, the issuance of such reports may range from weekly to quarterly. This flow of information is necessary so that management and collections staff can determine whether current credit and collections policies and procedures are working, or whether any of the policies and procedures need to be changed to more effectively collect outstanding receivables. Additionally, the collections staff needs information so that collection activities can be prioritized, problem accounts isolated, and outstanding balances collected.Analysis of Accounts Receivable and CollectionsA number of methods are used to measure accounts-receivable balances and the effectiveness of collection policies and procedures. Some of the more frequently used methods to analyze accounts receivable and collections includeA/R at Year End as a Percentage of Total Sales. This ratio is computed by dividing the fiscal year-end A/R balance by fiscal year net sales. The AAUP Statistical Survey reported averages between 21.6 percent and 23.0 percent for fiscal years 1992 through 1995. This ratio can also be computed at any time during the year; however, to get a meaningful ratio, the A/R balance must be divided by net sales for the most recent twelve months.Average Collection Period. This ratio is an indication of the average number of days required to convert receivables into cash. Ideally, the computation should use a monthly average of receivables and include only credit sales. A monthly average of receivables should be used in order to offset any fluctuations that may occur during the year. Additionally, only credit sales should be used in this computation since cash sales usually do not involve any credit risk. The computation of the average collection period is a two-step process. First divide total sales (preferably credit sales only) for the fiscal year by 365. This calculation yields the amount of credit sales per day. Then divide the year-end receivable balance (or average monthly receivable balance) by the credit sales per day. The result is the average collection period in days. The AAUP Statistical Survey reported average collection periods of 77 to 91 days for fiscal year 1995 and 80 to 95 days for fiscal year 1994.A/R Aging Schedule. This is a periodic report used to determine the priorities of collection activities. An aging schedule lists all customer accounts with outstanding balances as of the date of the aging schedule, one account per line. Across the line, the total amount due is broken down, or aged, by overdue The overdue categories generally include current (not yet due), 1 to 30 days past due, 30 to 60 days past due, 60 to 90 days past due, and over 90 days past due. The aging categories may need to be adjusted to properly reflect an organization's terms of sales.A/R Aging by Customer Type or Payment Terms. This is a variation of the A/R Aging Schedule and can be used to more effectively target accounts that require the attention of the collections staff. A more focused schedule also allows comparisons to be drawn between similar accounts.Bad Debt Expense as Percentage of Total Sales. This ratio is computed by dividing year-end bad debt expense by net sales. The AAUP Statistical Survey reported averages of 0.4 percent and 0.5 percent for fiscal years 1992 through 1995.Bad Debt Expense as Percentage of A/R Balance. This ratio is computed by dividing year- end bad debt expense by the year-end (or average) A/R balance. The AAUP Statistical Survey reported averages between 1.8 percent and 2.0 percent for the fiscal years 1992 through 1995. Credit Department Monthly Report. This is a summary report that helps management monitor the monthly accounts-receivable status and collections activities. A typical report would include current month and prior month balances for accounts receivable, total collections, and total net sales. Additionally, some ratios might be included, such as the average collectionsperiod. Bad debt comparison would include bad debt write-off for the current month, fiscal year to date, and last fiscal year to date. Finally, a summary of the number of accounts and balances in each aging category should be included. There is no universal, or standard, format for this type of report. For a credit department monthly report to be truly effective, it must be tailored to the needs and reporting capabilities of each individual press. The idea of this report is to provide management with a one-page summary of collection results each month.The percentage ratios (A/R as percentage of net sales, bad debt as percentage of net sales, and bad debt as percentage of A/R balance) are only useful when compared to industry averages (such as AAUP statistics) or to historical data for your particular university press. Average collection period, on the other hand, has to be analyzed on a press-by-press basis because of differences in publishing programs and in the allocation of sales among types of customers that may have different terms of payment. An overall comparison to industry averages may or may not be helpful in analyzing a press's average collection period.When analyzing accounts receivable it is important to remember that there are no universal standards for measuring accounts receivable and collections. Each press must evaluate its own situation and develop individual internal trends and goals. It is, of course, helpful to review AAUP averages to assist in your internal evaluation. How ever, one must remember that AAUP and other industry averages are only averages and should never be considered the ideal. Also, when performing internal analysis it is important to take cyclical sales patterns and unusual events into consideration and to take caution to measure accounts receivable and collections results with similar periods.Credit Management and Bad DebtPress management and the collections staff also need to realize that it is impossible to reduce accounts receivable beyond a certain point, nor should an organization strive for no bad debts. Each press must develop its own level of satisfaction and its own comfort zone in order to know when and on which accounts to concentrate collections efforts. Likewise, each press must develop its own level of comfort in determining when to sell to new accounts. It is important to expect some level of bad debt, because with no, or a very low level of, bad debts, the press is not maximizing its sales potential. Presses have to be willing to take some chances to increase sales, while at the same time understanding that not all chances taken will yield positive results. Presses that are more aggressive in granting credit must make sure that an adequate reserve for bad debt is maintained on the balance sheet or budget for a possible increase in bad debt expense.Proactive Credit ManagementIn addition to analyzing accounts receivable and reviewing internal trends and past performance, and organization must be as proactive as possible to maximize collections. The organization that calls first will usually get paid first. To keep on top of collections it is important to have written collection policies and terms. These written policies must have the agreement and support of management, marketing, and the collections staff. Written policies should be reviewed annually and updated as needed to incorporate any changes that are taking place in the press's publishing program.Having policies and procedures in writing should eliminate discrepancies in what customers are told by the collections, customer service, and marketing staffs. This will then give the customer one less excuse for delaying payment. Additionally, when all members of the press staff are knowledge able about the press's credit and collections policies and are aware of how past-due accounts are handled, they can more effectively work together to maximize sales and minimize bad debt.The analysis of accounts receivable and collections performance should be used to assist the press in setting goals for future performance. However, accounts-receivable analysis will not be of any real benefit unless the press has a proactive credit and collections program in place that has the support of press management and is communicated effectively to all press departments and customers.M. Elizabeth Haywood, Donald. Accuonts Receivable .Journal ofAccountingEducation..Pages 71-72.应收账款作者:伊丽莎白·海伍德,唐纳德.译者：张从改导言由于一个组织的正常商业运作的结果，所以应收款项包括客户。
企业应收账款的风险防范与风险控制
企业应收账款的风险防范与风险控制随着现代商业活动的不断展开，企业应收账款风险也日益凸显。
应收账款是企业在向客户提供商品或服务后所发生的信贷交易，是企业日常运营中的主要资产之一。
随着经济环境的不确定性和市场竞争的加剧，企业应收账款风险也日益增加，给企业的财务状况和运营活动带来了不小的影响。
企业应收账款的风险防范和风险控制显得尤为重要。
一、企业应收账款风险的主要表现1. 信用风险：客户因各种原因无法按时支付应收账款，或者甚至发生破产清算，从而导致企业账款违约的风险。
2. 流动性风险：企业大量资金被困在企业应收账款中，导致企业现金流紧张，影响企业正常经营。
3. 汇率风险：部分应收账款为外币计价，汇率波动可能对企业带来汇兑损失。
4. 信用危机传导效应：如果企业的客户中出现大规模违约或破产清算，可能会对其他客户信用造成影响，导致更多的违约风险。
以上种种风险都可能对企业的经营活动产生严重的影响，企业必须采取有效的措施来防范和控制应收账款风险。
1. 严格的客户信用评估：企业在与客户建立业务合作关系时，必须进行综合的客户信用评估，了解客户的信用状况、经营状况和偿付能力，确保客户有能力按时偿还应收账款。
2. 建立完善的应收账款管理制度：企业应制定详细的应收账款管理制度，包括账期管理、账款追踪和分析、逾期账款处置等，确保应收账款的及时回笼和风险控制。
3. 多元化的融资渠道：企业可通过多元化的融资渠道来降低应收账款风险，如保理融资、银行贷款、票据融资等，确保企业资金流动性稳定。
4. 建立完善的追索机制：一旦发生客户拖欠账款的情况，企业应建立有效的追索机制，包括电话催收、律师函催收等，确保应收账款的及时回笼。
5. 风险分散：企业可通过与多个客户合作，避免过度依赖单一客户，从而降低因单一客户违约导致的风险。
以上措施可以有效地帮助企业预防和降低应收账款风险，但仅仅防范还不够，企业还需要对已经存在的应收账款风险进行有效的控制。
外文翻译：应收账款外文翻译
毕业论文文献综述Accounts ReceivableAuthor: M. Elizabeth Haywood, Donald.IntroductionAccounts receivable consists of monies due from customers as a result of an organization's normal business operations. The management of accounts receivable is an extremely important function since the collection of outstanding receivables represents the single most important source of cash for all organizations selling goods on open account. Because of the impact that accounts-receivable collections have on cash flow, it is important that responsibility for the day-to-day management of credit and collections activities be delegated to a single individual within the organization.Accounts Receivable as a Current AssetOn the balance sheet, accounts receivable is reported as a current asset and is considered part of an organization's working capital. As a current asset, accounts receivable is expected to be turned into cash within the annual operating cycle of a business, which for most businesses is generally considered to be one year and corresponds to the twelve-month fiscal year used for financial reporting purposes. This, however, does not imply that it should take one year to collect individual receivable balances.In the case of a university press, accounts receivable represents a major component of current assets, working capital, and cash flow. The other major components of a university press's working capital are cash, short-term investments, and inventory. As a component of working capital, accounts receivable must be carefully managed in order to be turned into cash as quickly as possible and to avoid becoming uncollectible. Although accounts receivable is reported as a current asset, it must be carefully valuated and reported because until the receivable is collected, it cannot readily assist with the paying of current obligations.Accounts Receivable and Collections ReportsBecause of the significance of accounts receivable it is important for management to receive periodic reports that both measure the effectiveness of collection activities and inform or alert management of problem accounts. Ideally, reports should be generated on a monthly basis,but depending on the size of the receivable balance and collections staff, the issuance of such reports may range from weekly to quarterly. This flow of information is necessary so that management and collections staff can determine whether current credit and collections policies and procedures are working, or whether any of the policies and procedures need to be changed to more effectively collect outstanding receivables. Additionally, the collections staff needs information so that collection activities can be prioritized, problem accounts isolated, and outstanding balances collected.Analysis of Accounts Receivable and CollectionsA number of methods are used to measure accounts-receivable balances and the effectiveness of collection policies and procedures. Some of the more frequently used methods to analyze accounts receivable and collections includeA/R at Year End as a Percentage of Total Sales. This ratio is computed by dividing the fiscal year-end A/R balance by fiscal year net sales. The AAUP Statistical Survey reported averages between 21.6 percent and 23.0 percent for fiscal years 1992 through 1995. This ratio can also be computed at any time during the year; however, to get a meaningful ratio, the A/R balance must be divided by net sales for the most recent twelve months.Average Collection Period. This ratio is an indication of the average number of days required to convert receivables into cash. Ideally, the computation should use a monthly average of receivables and include only credit sales. A monthly average of receivables should be used in order to offset any fluctuations that may occur during the year. Additionally, only credit sales should be used in this computation since cash sales usually do not involve any credit risk. The computation of the average collection period is a two-step process. First divide total sales (preferably credit sales only) for the fiscal year by 365. This calculation yields the amount of credit sales per day. Then divide the year-end receivable balance (or average monthly receivable balance) by the credit sales per day. The result is the average collection period in days. The AAUP Statistical Survey reported average collection periods of 77 to 91 days for fiscal year 1995 and 80 to 95 days for fiscal year 1994.A/R Aging Schedule. This is a periodic report used to determine the priorities of collection activities. An aging schedule lists all customer accounts with outstanding balances as of the date of the aging schedule, one account per line. Across the line, the total amount due is broken down, or aged, by overdue categories. The overdue categories generally include current (not yet due), 1 to 30 days past due, 30 to 60 days past due, 60 to 90 days past due, and over 90 days past due. The aging categories may need to be adjusted to properly reflect an organization's terms of sales.A/R Aging by Customer Type or Payment Terms. This is a variation of the A/R Aging Schedule and can be used to more effectively target accounts that require the attention of the collections staff. A more focused schedule also allows comparisons to be drawn between similar accounts.Bad Debt Expense as Percentage of Total Sales. This ratio is computed by dividing year-end bad debt expense by net sales. The AAUP Statistical Survey reported averages of 0.4 percent and 0.5 percent for fiscal years 1992 through 1995.Bad Debt Expense as Percentage of A/R Balance. This ratio is computed by dividing year- end bad debt expense by the year-end (or average) A/R balance. The AAUP Statistical Survey reported averages between 1.8 percent and 2.0 percent for the fiscal years 1992 through 1995.Credit Department Monthly Report. This is a summary report that helps management monitor the monthly accounts-receivable status and collections activities. A typical report would include current month and prior month balances for accounts receivable, total collections, and total net sales. Additionally, some ratios might be included, such as the average collections period. Bad debt comparison would include bad debt write-off for the current month, fiscal year to date, and last fiscal year to date. Finally, a summary of the number of accounts and balances in each aging category should be included. There is no universal, or standard, format for this type of report. For a credit department monthly report to be truly effective, it must be tailored to the needs and reporting capabilities of each individual press. The idea of this report is to provide management with a one-page summary of collection results each month.The percentage ratios (A/R as percentage of net sales, bad debt as percentage of net sales, and bad debt as percentage of A/R balance) are only useful when compared to industry averages (such as AAUP statistics) or to historical data for your particular university press. Average collection period, on the other hand, has to be analyzed on a press-by-press basis because of differences in publishing programs and in the allocation of sales among types of customers that may have different terms of payment. An overall comparison to industry averages may or may not be helpful in analyzing a press's average collection period.When analyzing accounts receivable it is important to remember that there are no universal standards for measuring accounts receivable and collections. Each press must evaluate its own situation and develop individual internal trends and goals. It is, of course, helpful to review AAUP averages to assist in your internal evaluation. How ever, one must remember that AAUP and other industry averages are only averages and should never be considered the ideal. Also, when performing internal analysis it is important to take cyclical sales patterns and unusual events into consideration and to take caution to measure accounts receivable and collections results with similar periods.Credit Management and Bad DebtPress management and the collections staff also need to realize that it is impossible to reduce accounts receivable beyond a certain point, nor should an organization strive for no bad debts. Each press must develop its own level of satisfaction and its own comfort zone in order to know when and on which accounts to concentrate collections efforts. Likewise, each press must develop its own level of comfort in determining when to sell to new accounts. It is important to expect some level of bad debt, because with no, or a very low level of, bad debts, the press is not maximizing its sales potential. Presses have to be willing to take some chances to increase sales, while at the same time understanding that not all chances taken will yield positive results. Presses that are more aggressive in granting credit must make sure that anadequate reserve for bad debt is maintained on the balance sheet or budget for a possible increase in bad debt expense.Proactive Credit ManagementIn addition to analyzing accounts receivable and reviewing internal trends and past performance, and organization must be as proactive as possible to maximize collections. The organization that calls first will usually get paid first. To keep on top of collections it is important to have written collection policies and terms. These written policies must have the agreement and support of management, marketing, and the collections staff. Written policies should be reviewed annually and updated as needed to incorporate any changes that are taking place in the press's publishing program.Having policies and procedures in writing should eliminate discrepancies in what customers are told by the collections, customer service, and marketing staffs. This will then give the customer one less excuse for delaying payment. Additionally, when all members of the press staff are knowledge able about the press's credit and collections policies and are aware of how past-due accounts are handled, they can more effectively work together to maximize sales and minimize bad debt.The analysis of accounts receivable and collections performance should be used to assist the press in setting goals for future performance. However, accounts-receivable analysis will not be of any real benefit unless the press has a proactive credit and collections program in place that has the support of press management and is communicated effectively to all press departments and customers.M. Elizabeth Haywood, Donald. Accuonts Receivable .Journal ofAccountingEducation..Pages 71-72.应收账款作者:伊丽莎白·海伍德,唐纳德.译者：张从改导言由于一个组织的正常商业运作的结果，所以应收款项包括客户。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
On Risk Control Accounts Receivable Abstract:Accounts receivable credit enterprise by way of sale of goods or services but to the customers received, accounts receivable management directly affect the capital flow and economic operation of the article pointed out that enterprises should combine their actual situation, the establishment of receivables Accounts of the risk prevention mechanism, from the source control and take preventive measures not only the accounts receivable of enterprises face the risk of recovery, but also the existence of operating risks to the enterprise, from the status of receivables management business to start Analyze accounts receivable management business problems. Accounts receivable is the product of credit, credit on the one hand can improve the market competitiveness of enterprises, to expand sales, but on the other hand delayed the cash recovery time and increases the cost of collection of trade receivables, receivables from the paper The causes and management of money in terms of how to prevent the risk of accounts receivable.
Key words:accounts receivable,control Introduction Accounts receivable is a result of external business credit products,materials, supplies, labor, etc. to purchase or receive services units to receive the funds. Enterprises can sell two basic forms, namely, credit method is way off. Cash sales approach is the most expected a sales settlement. However, in the fierce market economy, totally dependent on marketing approach is often unrealistic. Under the credit method, the enterprise in sales of products, can be provided to the buyer within a certain period of time free use of money the business of credit funds in an amount equal to the price of goods, which for the purchaser in terms of great attractive. For the enterprise is an important promotional tool, the enterprise product sales are sluggish, the market decline, the case of weak competition, or in enterprise sales of new products, new markets, in order to meet the needs of market competition and adopting various effective the credit method, it is wise for businesses. In the current market economic conditions, increased competition, with the continuous development of commercial credit, business credit sales of products means more favor. However, a large number of accounts receivable resulting in sales revenue growth can only book profits to the enterprise, can not bring business to maintain and expand the scale of production necessary for cash flow, and with the continued increase in the amount of accounts receivable, growing an average of aging, accounts receivable aging structure tends to deteriorate, may be more and more bad debt losses, to the huge enterprise production and management of potential risks. Therefore, how to effectively enhance the control and management of accounts receivable is a enterprises financial imperative. First, the business performance of accounts receivable risk Accounts receivable is an enterprise in the normal course of business, from selling goods, products or services or receive services to purchase units of a unit charge or debit the accounts of the transport fees. It is the business generated by the short-term credit product claims to offer the enterprise a commercial credit. Accounts receivable in an expanding market, increase sales revenue while also forming a receivables risk, mainly reflected in: 1, accounts receivable possession of large amounts of liquidity, adding to the difficulties of shortage of working capital business. Enterprise credit products, issue stock, but can not recover the money, and enterprise customers on overdue payments can not take appropriate measures, resulting in a large number of corporate working capital was occupied by the long run will affect the flow of liquidity to enable enterprises to monetary shortage of funds, which affect the normal cost and normal production operations. 2, exaggerated accounts receivable business results, so that the existence of hidden losses or loss of business. At present, revenue is recognized when the company followed the principle of accrual accounting, the accounting treatment for the occurrence of credit, debit "accounts receivable" account, credited "business income" subject to credit all revenue credited to current income, , the increase in corporate profits and the current period can not be achieved, said the cash income. According to the precautionary principle, the actual situation of enterprises according to their own accounts receivable Provision for bad debts, but in practice, in order to facilitate tax, the tax laws, administrative regulations expressly provides that the proportion of the general provision of 0.3% to 0.5%. If there is a lot of business accounts receivable, there is increased likelihood of bad debts, bad debts that actual extraction of the bad debts far exceeded. This is equal to exaggerate the company's operating results, and the losses that may occur can not be fully estimated. 3, accounts receivable increased by the loss of corporate cash flow. From handling the accounts of credit can be seen that although the company had a credit more revenue, increase profits, but did not make the cash inflow, but the company had to advance funds to pay various taxes and payment of costs and accelerate the enterprise's cash outflows. 4, accounts receivable increased the opportunity cost of corporate capital losses. First of all, occupied by accounts receivable financing, which calls for accelerated turnover in the business, be rewarded, but because there are a lot of accounts receivable, in particular, the proportion of overdue accounts receivable on the rise (at present, China's late accounts receivable accounts receivable as high as 60%, while the Western countries, less than 10%), resulting in accounts receivable on the occupied capital lost its time value. Second, because the accounts receivable arising in the collection process, forcing the enterprises have to invest a lot of manpower, material and financial resources, and increased collection costs; the same time, because a lot of money by settling, the borrower time to be extended, increased interest expense. A variety of cost increase, making funds lost profit opportunities and increase the opportunity cost of capital. Third, how to control the risk of accounts receivable 1, credit risk prevention policy With the further development of China's market economy and increasing business competition, commercial credit receivables of the objective to be a competitive