You want to improve your working capital by accelerating the collection of your debtors or extending payment terms to your suppliers? Reduce the cash tied up in inventory. All these areas represent a source of cash that can be freed up to be employed in the business and reduce your dependence on bank financing. Financial ratio can also be improved through better working capital management.
You wish to free up cash without damaging relationships with your customers or suppliers, as well as avoiding bottlenecks in production or your supply chains.
You want to ensure you do not change the accounting treatment of your debtors and creditors.
The processes should be as automated as possible and not require a manual work-around.
You do not want to penalize your small or medium sized suppliers.
What we offer
To optimize working capital management you need to assess each source of cash linked to customer and supplier cycles, both at the operational and financial levels.
We help you identify opportunities to optimize your organization’s working capital, your processes and your IT systems. We highlight actions that can be implemented quickly and easily (quick wins) as well as more structural improvements.
- Performance diagnosis, quantification and qualification of opportunities to optimize working capital by analyzing internal processes and benchmarking against comparable organizations
- Definition of appropriate management indicators (KPIs)
- Assistance in and monitoring of implementation of your working capital project through the definition of an action plan approved by operational staff, finance and senior management.
- Evaluation and support with selection of 3rd party supply chain finance vendors, electronic invoice solutions.
Our team takes particular care in driving the project forward, ensuring it is in line with the chosen timescale and budget, and making sure that there is buy-in from all stakeholders. Drawing on our various experts, we can take the exercise even further, such as by:
- optimizing liquidity (setting up cash pooling and making reliable cash forecasts)
- using alternative financing (such as reverse factoring, dynamic discounts and securitization)
- optimizing your banking relationships (such as reviewing your banking conditions catalog, streamlining the banking architecture within the group).