”Close The Gap” - Blog
DSO - Significantly optimising cash flow by changing the focus - mini-series (Part 3)
In part 3 of our mini-series on cash-flow optimization, we hone in on Days Sales Outstanding (DSO), or Payments from Customers.
This is a highly sensitive topic for most managing boards: they perceive significantly more buyer than supplier power and assume that there is little to be gained by focusing too much on optimising DSO without aggravating customers and consequently risking revenues.
This is, however, just a tiny part of business reality: More often, DSO is squandered…! We talk about where, and what to do about it. Enjoy!
DPO - Significantly optimising cash flow by changing the focus - mini-series (Part 2)
In part 2 of our mini-series on cash-flow optimization, we hone in on payments to suppliers, covered in Days Payable Outstanding (DPO).
External materials & services purchased are the largest cost block in most product-based companies. Hence, the cash flow improvement leverage is significant. Different from cash trapped in inventory, DPO management needs two to tango.
Why is it, that many companies can’t dance with their suppliers?
Inventory: Significantly optimising cash flow by changing the focus - mini-series (Part 1)
This marks the beginning of a three-part mini-series on the perennial subject of cash flow optimisation, focusing on the manufacturing and Fast-Moving Consumer Goods (FMCG) industries. The series argues that while finance must report on cash flow, operations should own the metrics. For practitioners along a company's value chain, the three posts can also act as a refresher…Let’s start with inventory!