Where Is Your Company’s Cash Actually Trapped?
The balance sheet often knows the answer—but finding it requires connecting the business.
The cash problem is rarely one metric.
Companies often say they need to improve cash flow. The conventional answers are collect AR faster, reduce inventory, extend payment terms and improve forecasting. Those are valid—but the deeper question is where cash is actually trapped.
AR
Which customers are paying slowly? Are disputes causing delays? Are invoices inaccurate? Is customer behavior changing? The opportunity is not simply a DSO number; it is the operational cause behind the receivable.
Inventory and purchasing
Which products are not moving? Why were they purchased? Are minimum order quantities creating excess? Is production creating inventory that does not convert to cash?
A connected working-capital view
Finance needs to see sales, AR, inventory, purchasing, production and demand together. PredictLine is designed to connect those signals so working capital becomes a business problem—not just an accounting metric.
A practical framework for finding trapped manufacturing cash
Look beyond the aggregate balance
Working capital is often concentrated in specific SKUs, customers, suppliers or purchasing decisions. Segmenting the balance is usually the first step toward finding a practical opportunity.
Connect cash to operating decisions
Inventory, payment terms, customer collections and purchasing behavior are operational choices as well as financial measures. Improving cash requires cross-functional ownership.
Measure the result
Track DIO, DSO, DPO and the cash conversion cycle before and after actions so teams can see whether changes created sustainable improvement.