Working Capital and the Cash Cycle
You follow one export order from the fabric deposit to the money landing 193 days later, and you price it day by day. You see what the calendar costs, and why the better margin can be the worse order. You see why a good year is the dangerous one. And you rank four sources of cash against one real shortfall.
Published by Merchandising Academy · First lesson free to read
Course value
What will you be able to do?
Work outcome
You can read a letter of credit for the terms that will refuse your documents, price what a payment term actually costs you in working capital, and choose an instrument that matches the risk you are carrying.
Who it is for
Factory, supplier, brand and buying-office teams.
What you will produce
You build a complete cash file for one order. You lay out the calendar of every movement, the dollar-days, and what they cost. You work out the margin after finance and the return on cash a year. You find a cash-intensity ratio and the growth rate it will fund. You price the cost of one day at four points. You price six levers and name their owners. And you rank four sources of cash in dollars.
Learning format
6 lessons · 0 templates · workplace calculations and decisions.
Lessons
- 01The order that paid well and nearly closed the factory🔒20 min
- 02A margin problem and a timing problem need opposite remedies🔒22 min
- 03Why a good year is the dangerous one🔒20 min
- 04What one day costs, and which day it is🔒20 min
- 05Six levers, priced — and who owns each one🔒20 min
- 06Buying days: the discount that cost more than the gap🔒18 min