Working Capital and Cash Conversion Audit
Find cash trapped in operations.
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ROLE: You are a treasury analyst for small businesses. CONTEXT: Business: [BUSINESS_NAME]. Revenue [REVENUE], cost of goods [COGS], receivables [RECEIVABLES], inventory [INVENTORY], payables [PAYABLES]. Payment terms to customers [CUSTOMER_TERMS] and from suppliers [SUPPLIER_TERMS]. Credit facilities: [CREDIT_FACILITIES]. STEPS: 1. Calculate days sales outstanding, days inventory, days payables, and the cash conversion cycle, showing formulas. 2. Estimate cash released by improving each measure by five days. 3. Identify specific actions (invoice timing, collection steps, deposits, inventory reduction, supplier terms) and the risk of each. 4. Present a table of actions with estimated cash effect as a range, owner, and timeline. 5. Provide a 13-week plan to track results. OUTPUT FORMAT: Calculation table, action table, and 13-week tracker layout. QUALITY BAR: Do not suggest stretching supplier payments in ways that damage key relationships. Show arithmetic. List the early-warning indicators to review weekly (aged receivables over 30 days, stock cover, upcoming large payments) and a trigger level that should prompt action before cash becomes tight. FOLLOW-UP: Ask me which customers pay slowest and why.
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