Transport & Logistics

A lengthening of the net working capital cycle driven by an increase in average DIO, somewhat offset by a lengthening of supplier payment cycles (higher average DPO).

The Transport & Logistics sector experienced growth in FY24, with 71% of our sample recording an increase in revenue. However, this only translated to higher margins for 60% of those operators as higher freight costs, labour constraints, and variable consumer demand impacted profitability. Those companies that previously relied on fuel surcharges to increase levies and protect margins also experienced push back from the market in FY24. Notably, 71% of our sampled companies saw EBITDA margins fall in FY24.

In terms of working capital performance, average DWC increased by 2.8 days to 26.5 days in FY24, due to average DSO and DIO increasing by 0.9 days and 4.5 days, respectively. The increase in DIO is largely attributed to M&A activity in the sector, with three of the four highest DIO movements the result of constituents’ acquisition of an inventory holding business. Our sampled companies countered the increases in DSO and DIO through a 2.1 day increase in average DPO, with 78% of the sampled companies that collected more slowly from their customers passing this on by paying their suppliers more slowly. Given the nature of input costs for the sector (fuel, storage, and subcontracted labour), the ability of operators to do this for extended periods is limited.

Whilst only 29% of the sample were able to reduce DWC in FY24, the average DWC was the lowest of all sectors covered. From an international perspective, our Australian sample companies also appeared to manage working capital well when compared with their overseas counterparts, with comparable figures to the US and Europe, and much lower DWC than the Asia sample. Looking forward, consumer-related pressures will continue to impact Transport & Logistics companies. Despite the demand challenges, there is a need for fleet renewal and asset upgrades. Whilst asset utilisation and process productivity remain key factors impacting the performance of sector participants, environmental and ESG considerations are becoming more evident.

Industry Change

DSO

0.9

DIO

4.5

DPO

2.1

DWC

2.8

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  • Net working capital performance

  • Sector outlook

Largest increase in DWC of all sectors but remains the sector with the lowest working capital load. Increases in DSO and DIO were partially offset by an increase in DPO.

Looking forward

  • Manage inventory loads as industrial real estate demand and capacity normalises.

  • For importers and exporters, consider hedging strategies (given international market volatility).

  • Review supplier terms and extent these can be increased (without putting pressure on quality / supply).

Financial Year
Days
2023
2024
Change

DSO

37.4

38.3

0.9

DIO

43.4

47.9

4.5

DPO

71.9

74.0

2.1

DWC

23.7

26.5

2.8

Best & Worst
Days
Best
Worst
Spread

DSO

16.5

55.7

39.2

DIO

-

216.3

216.3

DPO

136.5

23.4

(113.1)

DWC

(26.4)

115.7

142.1

International Benchmarking
Days
Asia
EU
US

DSO

51.0

51.8

44.4

DIO

40.4

15.8

33.1

DPO

44.6

95.3

60.2

DWC

46.4

12.1

21.8

Other industry sectors

Agriculture

Building Products

Construction & Engineering

Food & Beverage

Mining & Resources

Retail

Cash Forecasting - Better Practice

Birdseye view of people walking down spiral stairs

Payment Times Reporting Scheme in Focus

  • Report summary & findings

  • Report authors

Download the 'Summary & Insights' and 'Basis of Preparations & Findings' extracts to learn valuable insights into effective working capital management.