| Abstract: | In many manufacturing companies, top management analyzes inventories only when financial trouble is at hand. The average amount of money committed to inventories is about three times the amount held in cash. It is rare that a member of top management gives the sustained attention to inventories that he gives to the company's cash position. A troubled company can take important steps in retrenching by evaluating its inventory management. However, this evaluation can be a part of the continuing analysis of the company's operations, in most cases as an outgrowth of auditing services. The resulting efficiencies can have a favorable effect on the company's success and growth—especially if money formerly tied up in inventories is freed for investment in other resources. |
