Pacer International,'s Days Sales Outstanding for the
three
months ended in Dec. 2013 was 39.02.
Pacer International,'s Days Inventory for the
three
months ended in Dec. 2013 was 0.
Pacer International,'s Days Payable for the
three
months ended in Dec. 2013 was 32.07.
Therefore, Pacer International,'s Cash Conversion Cycle (CCC) for the
three
months ended in Dec. 2013 was 6.95.
Pacer International, Cash Conversion Cycle Historical Data
The historical data trend for Pacer 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.
Competitive Comparison of Pacer International,'s Cash Conversion Cycle
For the Integrated Freight & Logistics subindustry, Pacer 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.
Pacer International,'s Cash Conversion Cycle Distribution in the Transportation Industry
For the Transportation industry and Industrials sector, Pacer International,'s Cash Conversion Cycle distribution charts can be found below:
* The bar in red indicates where Pacer International,'s Cash Conversion Cycle falls into.
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.
Pacer International,'s Cash Conversion Cycle for the fiscal year that ended in Dec. 2013 is calculated as
* 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.
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.
Pacer International, Cash Conversion Cycle Related Terms
Thank you for viewing the detailed overview of Pacer International,'s Cash Conversion Cycle provided by GuruFocus.com. Please click on the following links to see related term pages.
Pacer International, (FRA:PA1) Business Description
Pacer International, Inc., is an asset-light transportation and global logistics services provider. The Company provide its services from two operating segments, an intermodal segment, which provides intermodal transportation services mainly to beneficial cargo owners, transportation intermediaries and steamship lines who use intermodal transportation, and the logistics segment, which provides highway brokerage, supply chain management services, international freight forwarding, ocean shipping, and warehousing and distribution services to a wide variety of end-user customers. Intermodal segment offers full service door-to-door intermodal services to its customers, which include end-user customers, transportation intermediaries, such as intermodal marketing companies, and steamship lines. The Company logistics segment consists of: Highway brokerage services; International freight forwarding and NVOCC services; Warehousing and Distribution services; and Supply Chain Management services. The Company provides transportation and logistics services to many Fortune 500 and multi-national companies as well as to numerous other shippers and transportation third parties. The Company has direct sales and customer service representatives in its intermodal and logistics segments that sell and support its portfolio of services to a diverse customer base which includes beneficial cargo owners, steamship lines, truckload carriers, truck brokers, freight forwarders and other third party transportation service providers such as intermodal marketing companies, third-party logistics companies, and shippers' agents. The Company's main competitors are J.B. Hunt Transport, Schneider National, the Hub Group, C.H. Robinson, the supply chain solutions divisions of Ryder and Menlo Worldwide, Expeditors International and UTi Worldwide, Inc. The Company's facilities and operations are subject to federal, state and local environmental, hazardous materials transportation and occupational health and safety requirements, including those relating to the handling, labeling, shipping and transportation of hazardous materials, discharges of substances into the air, water and land, the handling, storage and disposal of wastes and the cleanup of properties affected by pollutants.
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