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Cameron International (Cameron International) Cash Conversion Cycle : 216.64 (As of Dec. 2015)


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What is Cameron International Cash Conversion Cycle?

Cash Conversion Cycle is one of several measures of management effectiveness. It equals Days Sales Outstanding + Days Inventory - Days Payable.

Cameron International's Days Sales Outstanding for the three months ended in Dec. 2015 was 53.42.
Cameron International's Days Inventory for the three months ended in Dec. 2015 was 163.22.
Cameron International's Days Payable for the three months ended in Dec. 2015 was 0.
Therefore, Cameron International's Cash Conversion Cycle (CCC) for the three months ended in Dec. 2015 was 216.64.


Cameron International Cash Conversion Cycle Historical Data

The historical data trend for Cameron International's Cash Conversion Cycle can be seen below:

* For Operating Data section: All numbers are indicated by the unit behind each term and all currency related amount are in USD.
* For other sections: All numbers are in millions except for per share data, ratio, and percentage. All currency related amount are indicated in the company's associated stock exchange currency.

* Premium members only.

Cameron International Cash Conversion Cycle Chart

Cameron International Annual Data
Trend Dec06 Dec07 Dec08 Dec09 Dec10 Dec11 Dec12 Dec13 Dec14 Dec15
Cash Conversion Cycle
Get a 7-Day Free Trial Premium Member Only Premium Member Only 182.81 200.52 240.71 212.77 216.68

Cameron International Quarterly Data
Mar11 Jun11 Sep11 Dec11 Mar12 Jun12 Sep12 Dec12 Mar13 Jun13 Sep13 Dec13 Mar14 Jun14 Sep14 Dec14 Mar15 Jun15 Sep15 Dec15
Cash Conversion Cycle Get a 7-Day Free Trial Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only 198.31 227.84 225.38 221.16 216.64

Competitive Comparison of Cameron International's Cash Conversion Cycle

For the Oil & Gas Equipment & Services subindustry, Cameron International's Cash Conversion Cycle, along with its competitors' market caps and Cash Conversion Cycle data, can be viewed below:

* Competitive companies are chosen from companies within the same industry, with headquarter located in same country, with closest market capitalization; x-axis shows the market cap, and y-axis shows the term value; the bigger the dot, the larger the market cap. Note that "N/A" values will not show up in the chart.


Cameron International's Cash Conversion Cycle Distribution in the Oil & Gas Industry

For the Oil & Gas industry and Energy sector, Cameron International's Cash Conversion Cycle distribution charts can be found below:

* The bar in red indicates where Cameron International's Cash Conversion Cycle falls into.



Cameron International Cash Conversion Cycle Calculation

Cash Conversion Cycle (CCC) measures how fast a company can convert cash on hand into even more cash on hand. This metric looks at the amount of time needed to sell inventory, the amount of time needed to collect receivables and the length of time the company is afforded to pay its bills without incurring penalties.

Cash Conversion Cycle is one of several measures of management effectiveness.

Cameron International's Cash Conversion Cycle for the fiscal year that ended in Dec. 2015 is calculated as

Cash Conversion Cycle=Days Sales Outstanding +Days Inventory-Days Payable
=59.12+157.56-0
=216.68

Cameron International's Cash Conversion Cycle for the quarter that ended in Dec. 2015 is calculated as:

Cash Conversion Cycle=Days Sales Outstanding+Days Inventory-Days Payable
=53.42+163.22-0
=216.64

* For Operating Data section: All numbers are indicated by the unit behind each term and all currency related amount are in USD.
* For other sections: All numbers are in millions except for per share data, ratio, and percentage. All currency related amount are indicated in the company's associated stock exchange currency.


Cameron International  (NYSE:CAM) Cash Conversion Cycle Explanation

Generally, the lower this number is, the better for the company. Although it should be combined with other metrics (such as ROE % and ROA %), it can be especially useful for comparing close competitors, because the company with the lowest CCC is often the one with better management.


Be Aware

CCC is most effective with retail-type companies, which have inventories that are sold to customers. Consulting businesses, software companies and insurance companies are all examples of companies for whom this metric is meaningless.

The CCC is one of several tools that can help you evaluate management, especially if it is calculated for several consecutive time periods and for several competitors. Decreasing or steady CCCs are good, while rising ones should motivate you to dig a bit deeper.


Cameron International Cash Conversion Cycle Related Terms

Thank you for viewing the detailed overview of Cameron International's Cash Conversion Cycle provided by GuruFocus.com. Please click on the following links to see related term pages.


Cameron International (Cameron International) Business Description

Traded in Other Exchanges
N/A
Address
Cameron International Corp, a Delaware corporation, was incorporated on November 10, 1994. The Company is a provider of flow equipment products, systems and services to oil, gas and process industries. Cooper Cameron is also a manufacturer of centrifugal air compressors, integral and separable gas compressors and turbochargers. The Company's operations are organized into three business segments: Drilling & Production Systems 'DPS', Valves & Measurement 'V&M' and Compression Systems 'CS'. DPS is a provider of systems and equipment used to control pressures, direct flows of oil and gas wells and separate oil and gas from impurities. DPS's products include surface and subsea production systems, blowout preventers, drilling and production control systems, oil and gas separation equipment, gas conditioning units, membrane separation systems, water processing systems, block valves, gate valves, actuators, chokes, wellheads, drilling riser and aftermarket parts and services. DPS's customers include oil and gas majors, national oil companies, independent producers, engineering and construction companies, drilling contractors, rental companies and geothermal energy producers. V&M is a provider of valves and also supplies measurement systems mainly used to control, direct and measure the flow of oil and gas as it moved from individual wellheads through flow lines, gathering lines and transmission systems to refineries, petrochemical plants and industrial centers for processing. V&M's products include gate valves, ball valves, butterfly valves, Orbit(r) valves, double block & bleed valves, plug valves, globe valves, check valves, actuators, chokes and aftermarket parts and services. Measurement products include totalizers, turbine meters, flow computers, chart recorders, ultrasonic flow meters and sampling systems. V&M's main customers include oil and gas majors, independent producers, engineering and construction companies, pipeline operators, drilling contractors and chemical, petrochemical and refining companies. CS is a provider of compression equipment and aftermarket parts and services for the oil, gas and process industries. Integrally geared centrifugal compressors are used by customers around the world in a variety of industries, including air separation, petrochemical and chemical. CS's products include integral engine-compressors, separable compressors, turbochargers, integrally geared centrifugal compressors, compressor systems and controls. Cameron has manufacturing facilities worldwide that conduct a broad variety of processes, including machining, fabrication, assembly and testing, using a variety of forged and cast alloyed steels and stainless steel as the main raw materials. Cameron competes in all areas of its operations with a number of other companies, some of which have financial and other resources comparable to or greater than those of Cameron. Cameron considers the following trade names to be material to its business
Executives
Peter J Fluor director 20 N. BROADWAY, OKLAHOMA CITY OK 73102
James T Hackett director C/O FLUOR CORPORATION, 6700 LAS COLINAS BLVD, IRVING TX 75039
Douglas L Foshee director 1001 LOUISIANA STREET, HOUSTON TX 77002
Jack B Moore director 5 GREENWAY PLAZA, STE 110, HOUSTON TX 77046
Timothy J Probert director 12300 PARK CREST DR, STAFFORD TX 77477
Robert Scott Rowe officer: Vice President 1333 WEST LOOP SOUTH, SUITE 1700, HOUSTON TX 77027
Paulett Eberhart director C/O LPL FINANCIAL, 4707 EXECUTIVE DRIVE, SAN DIEGO CA 32121
Charles M Sledge officer: Sr Vice Pres & CFO 1611 SCENIC MOUNTAIN COURT, KINGWOOD TX 77345
Bruce W Wilkinson director 1333 WEST LOOP SOUTH, STE 1700, HOUSTON TX 77027
Jon Erik Reinhardsen director 1333 WEST LOOP SOUTH, SUITE 1700, HOUSTON TX 77027
Dennis S Baldwin officer: VP Controller and CAO 1333 WEST LOOP SOUTH, SUITE 1700, HOUSTON TX 77027
Brent J Smolik director 1001 NOBLE ENERGY WAY, HOUSTON TX 77070
Gary M. Halverson officer: Sr Vice President 1333 WEST LOOP SOUTH, SUITE 1700, HOUSTON TX 77027
H. Keith Jennings officer: Vice President & Treasurer 2000 ST. JAMES PLACE, HOUSTON TX 77056
Owen Serjeant officer: Vice President 24955 INTERSTATE 45 NORTH, THE WOODLANDS X1 77380

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