DECISION INFORMATION
Understand the timing of commitments before cash becomes urgent.
Liquidity planning examines when funds may arrive and when payments are expected. We help assemble a cash timetable from agreed information so management can review potential pressure points. The model depends on the quality of the inputs and the realism of the assumptions; it is not a funding commitment or solvency certificate.
Establish the cash position
The work begins with the accounts and balances included, the opening date and the relevant planning period. We distinguish available funds from restricted or uncertain amounts. Expected customer receipts, supplier payments, payroll and other commitments are considered according to the accepted scope. Missing information is recorded rather than assumed away.
Make timing assumptions explicit
An invoice due date is not always the date cash will be received. We agree the treatment of collection expectations, payment priorities and uncertain transactions. Scenarios can show the effect of delayed receipts or additional expenditure. Management retains responsibility for decisions about payment, financing and other business actions.
Keep the plan current
A useful cash model has an owner and an update routine. We can establish how actual receipts and payments replace earlier assumptions and how changes are explained. The output highlights matters for review rather than directing unauthorised transfers. Specialist advice may be needed where circumstances raise legal, financing or other regulated questions.
Common questions
Can this be a short-term weekly view?
Yes, where the available data supports it. The horizon and update frequency are agreed around the decisions and operational capacity.