You can avoid the failure of 'I bought it cheaply, but my cash flow is tight' before placing an order!
Our company is not on the selling side of machinery. We provide consultation as financial advisors, looking at the numbers every month from the calculations before ordering until the repayments are on track. There are essentially three ways to introduce a machining center at a lower cost: using subsidies, buying used equipment, or leasing it and spreading the payments monthly. However, there are hidden pitfalls in all three options that are not visible at the estimation stage. The real challenge is that regardless of the method chosen, cash flow can go awry outside of the main price. The greatest benefit is being able to support the financial aspect until the machinery reaches a state where it generates profit, by continuously checking the balance between order ramp-up and repayments with monthly figures even after installation. [Hidden Pitfalls] - Subsidies: Even if approved, payment will only be made after the full cost of the machinery has been paid. - Used Equipment: As prices drop, precision also decreases, leading to a reduction in the unit price of the work that can be accepted. - Leasing: Payments start from the first month, but orders do not begin until the first month. *For more details, please feel free to contact us.
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【Order of Calculations Before Purchase】 ■Assessment: How much cash does this machine generate monthly, can it surpass repayment and lease costs, and has it been calculated including surrounding costs? ■Investment Amount: If using subsidies, how will the full amount be connected until the deposit, and if it's used, what is the unit price for work that can be received at a reduced accuracy? ■Bank: Is the monthly repayment amount designed to match the speed at which orders ramp up? *For more details, please feel free to contact us.
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"If things continue like this, the company my father built will..." The moment when I feel a heavy stomach while looking at the financial statements. The moment when I can't sleep at night due to the decision on capital investment. As the second generation in the manufacturing industry, I have witnessed it all. My father counting inventory in the factory corner until midnight. My father sweating as he speaks on the phone with business partners just before the payment date of promissory notes. That’s why I have experienced every role in the manufacturing industry, and even now, as a tax accountant, I continue to research the manufacturing sector. "The rising cost of materials is affecting gross profit..." "The long payment terms are causing cash flow issues..." For those who do not know the manufacturing industry, the seriousness of these issues may not truly be conveyed. The manufacturing industry requires solutions unique to its challenges. Cash flow management considering electronic receivables and promissory note transactions, the best timing for capital investment, and financial strategies that take inventory into account. These are custom solutions that can only be provided by a tax accountant who has experienced every role in the manufacturing industry. All of this leads to "helping to build a company that won't go bankrupt." First, please share your concerns as a manufacturing business owner.
