Cash is King<br />After the unprecedented financial crisis Lehman shock on September 15, 2008 and the Great East Japan Earthquake on March 11, 2011, WHO has announced the new coronavirus was equivalent to a pandemic (a global epidemic) on March 11, 2020.<br />The era of VUCA (since the 2010s)<br />VUCA is an acronym made from Volatility, Uncertainty, Complexity, Ambiguity, and represents the modern chaotic economic environment. In other words, it means &quot;unpredictable state&quot;. In addition, global warming and environmental issues are the most important and urgent issues for ESG and SDSs.<br />&nbsp;<br />Under these circumstances, what is most needed is the ability to respond to change by making use of the wisdom from past failed experiences and successful experiences.<br />In order to build a corporate structure that can respond to changes, it is necessary to manage the points of change with a narrower pitch than target management.<br />&nbsp;<br />To that end, it is an urgent task to align common operation cycles on a weekly basis, chain conventional management indicators (financial indicators and non-financial indicators), and carry out cockpit management with the idea of ??a balanced scorecard.<br />&nbsp;<br />This book explains CCC by comparing it with Japan, the US, and Europe using the latest 3 yeras (12 quarters) financial results figures (end of March 2020) that can be grasped at the time of publication. This is a must-have book for business owners as a guide to improving asset efficiency.<br />&nbsp;<br />Chapter 1&nbsp;<br />Now, why cash management is paying attention? <br />(1) Profit is an opinion, Cash is a fact<br />(2) Increasing surplus bankruptcy<br />(3) Increasing Accounting Fraud<br />Chapter 2&nbsp;<br />Management Accounting and Financial Accounting<br />Chapter 3&nbsp;<br />CCC positioning and comparison between Japan and the United States<br />(1) Key financial indicators<br />(2) Positioning of CCC<br />(3) CCC comparison between Japan and US<br />(4) Sporting goods industry in US, Europe and Japan<br />(5) Six major chemical companies in Japan<br />(6) Electronic components Industry in Japan<br />(7) Pharmaceutical Industry in Japan<br />(8) International comparison by industry<br />Chapter 4<br />Relationship between PSI management and CCC<br />(1) The basic knowledge of PSI<br />(2) What is PSI management?<br />(3) Correlation between PSI and CCC (cashing speed)<br />(4) Notes on PSI management<br />Chapter 5&nbsp;<br />Measures to Improve CCC<br />(1) The case of Nidec Motor<br />(2) The case of Shionogi<br />(3) The case of HP, Inventory driven costs (IDC)<br />(4) Japanese companies pursuing Inventory freshness / time-axis management<br />(5) Japanese companies pursuing weekly operation<br />(6) Lehman shock (2008) through 2012 (after 311 Earthquake and Thai Flood)<br />Chapter 6&nbsp;<br />Management Methods, Promotion Structure and Required Systems and its usage<br />(1) Cash cycle and lead time<br />(2) Stock out rate<br />(3) Channel inventory turns<br />(4) Inventory responsibility, Inventory Dollar Control and Unit Control<br />(5) Inventory Diagnosis Clinic<br />(6) Blind spots of accounts receivable management<br />(7) Effective management methods<br />(8) Effective system and its usage<br />Chapter 7&nbsp;<br />Key issues in Japanese commercial practices and accounting system<br />(1) Month-end closing and next month-end payment <br />(2) Monthly accounting system