Finance, Accounting and Audit
Treasury and Cash
Advanced Cash Flow and Working Capital Management
Releasing cash already inside the business, and knowing which lever to pull without breaking something else.
- Duration
- 5 days
- Contact hours
- 30
- Level
- Advanced
- Fee from
- On enquiry
Overview
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.
Who should attend
Financial controllers and finance managers, treasury staff, credit and collections managers, and supply chain managers whose decisions drive inventory.
What you will be able to do
- 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.
How it is taught
Short input, then work, across 5 days of roughly 6 teaching hours each. Exercises run on situations delegates bring rather than on a case study written for a different organisation. Cohorts are capped so that everybody is asked something.
Available as classroom, in house.
Programme outline
Day 1
Where the cash is
- The cash conversion cycle, measured rather than quoted
- Benchmarking against the industry and against your own history
- Seasonality, and the peak that determines the facility
- Cash released once, against cash released permanently
Day 2
Receivables
- Credit assessment before the sale rather than after it
- Terms, and the ones the sales function has been granting
- Collections that keep the customer
- Disputes and deductions as a process failure
Day 3
Inventory
- Service level, variability, and the stock it actually requires
- Slow moving and obsolete, recognised honestly
- Consignment, vendor managed, and the risk transferred
- Where a stockout costs more than the stock
Day 4
Payables and funding
- Extending terms without being repriced
- Supply chain finance, costed against the alternative
- Matching funding to the cycle rather than to the calendar
- Covenant headroom as a constraint on the plan
Day 5
Running a programme
- Targets by component, with owners outside finance
- Measuring cash released rather than ratio movement
- The second order effects, watched for deliberately
- Holding the improvement after the programme ends
What you leave with
- 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.
Dates and fees
| Dates | Location | Format | Fee |
|---|---|---|---|
| 23 to 27 November 2026 | Nairobi, Kenya | Classroom | US$1,500 |
| 30 November 2026 to 4 December 2026 | Accra, Ghana | Classroom | US$1,500 |
| 7 to 11 December 2026 | Windhoek, Namibia | Classroom | R15,000 |
| 14 to 18 December 2026 | Maseru, Lesotho | Classroom | R15,000 |
Fees are per delegate and cover tuition, all programme materials and the certificate. Travel, accommodation and visas are arranged by the delegate. Registration closes two weeks before a programme starts.
Certificate
A GATI certificate recording what was 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.
It records participation. and GATI does not claim one it does not hold.