Quote:The seemingly larger-than-normal capex of $4.872m incurred in H1-FY11 was anticipated, as it was mentioned in both the FY10 results announcement and AR. When Chairman Tan Choo Pie decided to spend some $5.0m on capex in FY11 "to replace as well as expand production capacity to meet growing demand from customers" (as mentioned in his Chairman's Statement in the FY10 AR)
Yes, but from the 10-year history of Spindex's earnings, we can see that such demand from clients can be ephemeral. In a commodi-tized industry, there are hundreds of competitors who can do what you can do. Most of the competition is on price. And customers will have no qualms about changing suppliers to cut their costs. Just look at the statements made by Spindex and Santak:
Spindex AR 2005: "Group turnover declined 4% to $48.1 million. A combination of factors contributed to this dip: price competition caused by surplus capacity, weaker US dollar, delay in customers’ project implementation as well as a
change in the supply chain of a major customer."
Santak AR 2010: "The significantly lower sales in PE&A were mainly due to
decrease in demand in our China operation for the precision-machined components and assembled products for the telecommunication sector from a major customer. Sales orders from certain customers were also affected by
competitive pricing pressures especially in the hard disk drive sector."
Thus, I would hesitate to say that growth in this commodit-ized sector has a high degree of sustainability. Capex and earnings will likely ebb and flow with business cycles, and not necessarily in an upward trend. Spindex's revenues grew 5.2% annually from 2001 (bad year for IT and electronics sector) to 2010 (good year of inventory re-stocking) while net earnings grew only 2.7% annually, showing how hard it is to gain market share even if you expand overseas, and how hard it is to maintain profit margins.
Quote:The reduction in OP and PBT was mainly due to an increase in administrative expenses to $5.28m (up 26%, from $4.207m in H1-FY10), which included a much large forex loss (net) of $1.285m (vs. a smaller loss of $433k in H1-FY09).
When you are in the business of selling machine parts to customers like HP and other foreign customers, exchange rate risk is something you have to bear constantly. If exchange rate risk fluctuations affect your bottom-line so much, you should hedge it out.
If anyone thinks that exchange rates are mean reverting and it will be okay in the long run, just look at the past 30-year record of the SGD and USD. The data is on the MAS website, and the trendline is undeniably upwards for the SGD. Study also the history of the Swiss Franc against the USD, or the decline of the British pound as an international currency of exchange.
If foreign exchange losses end up being a large factor of profit declines, management have no one else to blame but themselves.
Quote: nett cash reserve of $22.46m
What might be more appropriate to use as a calculation of how much cash is ready for distribution might be taking cash and subtracting all long term liabilities, as well as the cash needed for working capital. I believe to maintain a current ratio of at least 2, cash of about $13 to $14 mn needs to be set aside. That leaves about $8 mn of cash left as what I would call reserve. This can then be readily used for dividend distribution or new projects. So I think just taking the $22 mn figure might be misleading.
Taking the last close price of $0.35, and a 10-year-sans-2003 average earnings per share of $0.038, it currently trades at 9.2 times earnings. If you want to take into account the $0.08 per share of "free cash", it trades at 7.1 times earnings. Whether that provides enough margin of safety depends on your risk appetite. In view of these, I think evaluations of Spindex should come with a larger than normal margin of safety.