Cash flow & working capital
Bring finance and operations onto the same view of liquidity, inventory, receivables and payment timing.
Start with the operating evidence.
Reconcile inventory, receivables, payables, sales terms and operational commitments using a common reporting period. Segment customers and products rather than relying only on an aggregate cash conversion cycle.
The management question
Which operating choices protect liquidity without weakening fulfillment or supplier relationships?
Compare feasible alternatives.
Compare stock policies, collection timing and supplier payment options with service and continuity constraints. Quantify the timing of cash effects separately from profit effects, and identify assumptions that finance and operations must approve.
What we deliver
Rolling liquidity scenarios, AR/AP and inventory trade-offs, cash-conversion-cycle analysis and risk sensitivities.
Agree how value will be measured.
Begin with one decision, a named business owner and a baseline period. Review recommendations alongside the existing process before connecting execution. Agree the data refresh cycle, approval limits, exception handling and measures of service, cost and risk. Outcomes depend on the agreed scope and evidence; illustrative scenarios are not promised customer results.
How value is measured
Cash conversion cycle · liquidity buffer · forecast error · overdue receivables