Advanced Cash Flow and Working Capital Management

Working capital programmes usually move the problem rather than solve it. Receivable days fall because collections pressured customers who then ordered less. Payable days rise because suppliers were paid late and repriced. Inventory falls and the stockouts arrive a quarter later. Every lever has a cost somewhere else, and the useful skill is knowing where before pulling it. This week quantifies the cash in each component, models the trade off, and builds a programme with the second order effects accounted for rather than discovered.

It runs 6 times over the published calendar, in 6 cities. Every date is the same programme with the same content and the same certificate.

• Quantify the cash tied up in each component of working capital.
• Model what a working capital improvement costs elsewhere in the business.
• Build a collections approach that does not cost revenue.
• Set inventory policy from service level and variability rather than from a target.
• Forecast cash well enough to borrow less.

Financial controllers and finance managers, treasury staff, credit and collections managers, and supply chain managers whose decisions drive inventory.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A working capital analysis of the delegate's own business, by component.
• A costed improvement plan with the second order effects stated.
• A cash forecast tied to the drivers the plan is meant to move.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.