Act on the result
Reconcile all six balances to the same balance date before using the scenario.
Educational only: Business decision support, not accounting, tax or legal advice.
Privacy: No account is required. Tool inputs and results stay in this browser. Anonymous categorical usage analytics send only governed page, tool, cluster and action identifiers; tool inputs and results are never sent. Error monitoring is disabled. Optional saved state stays only on this device.
Update policy: Reviewed when formulas or official dependencies change.
Scope: Market-neutral small-business planning using your own assumptions.
What this planner helps you decide
Best for
Owners testing how receivables, inventory and payables balance changes affect cash.
Outputs
Current and proposed working-capital requirements plus signed cash released.
Start here
Enter the six balances on one consistent balance-date and tax basis.
Use a different tool when: Do not use this to quantify cash release and annual benefit from a collection scenario; use Receivables Collection Impact Planner for that decision. Use this tool to test cash released or consumed by balance changes.
Decision pack · Step 5 of 5
Protect Margin
Move from a supplier-cost shock to a defensible price, realistic sales threshold and cash-impact check.
- 1. Measure the cost shock
- 2. Set the target price
- 3. Test allowable volume change
- 4. Confirm break-even
- 5. Review cash impact
Current decision: How do inventory, receivables and supplier terms change the cash need?
Export the relevant tool records and review the full decision chain.
Cash & growth
Working Capital: current and proposed working-capital requirements plus signed cash released.
Current and proposed working-capital requirements plus signed cash released.
Amounts use the same currency as your inputs. No currency conversion is performed.
Cash planning assumptions
Use your own records on one consistent currency, period and tax basis.
Your numbers stay in this browser
Receivables at the current balance date. Use one consistent currency, period and tax basis.
Inventory at the current balance date. Use one consistent currency, period and tax basis.
Payables at the current balance date. Use one consistent currency, period and tax basis.
Additional assumptionsReview every working capital planner assumption before using the result.
Receivables under the proposed scenario. Use one consistent currency, period and tax basis.
Inventory under the proposed scenario. Use one consistent currency, period and tax basis.
Payables under the proposed scenario. Use one consistent currency, period and tax basis.
Decision result
Exact engine outputs with signed cash effects preserved.
- Cash released
- 90.00
- Current working-capital requirement
- 250.00
- Proposed working-capital requirement
- 160.00
| Component | Exact engine result |
|---|---|
| Current working-capital requirement | 250.00 |
| Proposed working-capital requirement | 160.00 |
| Cash released | 90.00 |
Supplier payment terms scenario
Test how proposed payables change working capital, then compare an entered early-payment discount with the funding cost of paying sooner. This module has no standalone route.
- Current working-capital requirement
- 250.00
- Proposed working-capital requirement
- 220.00
- Cash released from terms
- 30.00
- Early-payment discount value
- 200.00
- Accelerated payment amount
- 9,800.00
- Payment days accelerated
- 30 days
- Funding cost of accelerated payment
- 96.66
- Net early-payment benefit
- 103.34
Calculation details
View calculation detailsView the formulas and inputs used for these results.
Current working-capital requirement
Current working-capital requirement
current receivables + current inventory − current payables250Result250.00
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Current working-capital requirementCurrent Receivables
- 100
- Current working-capital requirementCurrent Inventory
- 200
- Current working-capital requirementCurrent Payables
- 50
- Current working-capital requirementProposed Receivables
- 100
- Current working-capital requirementProposed Inventory
- 200
- Current working-capital requirementProposed Payables
- 80
- Current working-capital requirementOrder Value
- 10,000
- Current working-capital requirementEarly Payment Discount Percent
- 2
- Current working-capital requirementStandard Payment Day
- 40
- Current working-capital requirementProposed Payment Day
- 10
- Current working-capital requirementAnnual Funding Rate Percent
- 12
- Current working-capital requirementDay Count Basis
- 365
Proposed working-capital requirement
Proposed working-capital requirement
proposed receivables + proposed inventory − proposed payables220Result220.00
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Proposed working-capital requirementCurrent Receivables
- 100
- Proposed working-capital requirementCurrent Inventory
- 200
- Proposed working-capital requirementCurrent Payables
- 50
- Proposed working-capital requirementProposed Receivables
- 100
- Proposed working-capital requirementProposed Inventory
- 200
- Proposed working-capital requirementProposed Payables
- 80
- Proposed working-capital requirementOrder Value
- 10,000
- Proposed working-capital requirementEarly Payment Discount Percent
- 2
- Proposed working-capital requirementStandard Payment Day
- 40
- Proposed working-capital requirementProposed Payment Day
- 10
- Proposed working-capital requirementAnnual Funding Rate Percent
- 12
- Proposed working-capital requirementDay Count Basis
- 365
Cash released from terms
Cash released from terms
current working-capital requirement − proposed working-capital requirement30Result30.00
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Cash released from termsCurrent Receivables
- 100
- Cash released from termsCurrent Inventory
- 200
- Cash released from termsCurrent Payables
- 50
- Cash released from termsProposed Receivables
- 100
- Cash released from termsProposed Inventory
- 200
- Cash released from termsProposed Payables
- 80
- Cash released from termsOrder Value
- 10,000
- Cash released from termsEarly Payment Discount Percent
- 2
- Cash released from termsStandard Payment Day
- 40
- Cash released from termsProposed Payment Day
- 10
- Cash released from termsAnnual Funding Rate Percent
- 12
- Cash released from termsDay Count Basis
- 365
Early-payment discount value
Early-payment discount value
order value × entered discount rate200Result200.00
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Early-payment discount valueCurrent Receivables
- 100
- Early-payment discount valueCurrent Inventory
- 200
- Early-payment discount valueCurrent Payables
- 50
- Early-payment discount valueProposed Receivables
- 100
- Early-payment discount valueProposed Inventory
- 200
- Early-payment discount valueProposed Payables
- 80
- Early-payment discount valueOrder Value
- 10,000
- Early-payment discount valueEarly Payment Discount Percent
- 2
- Early-payment discount valueStandard Payment Day
- 40
- Early-payment discount valueProposed Payment Day
- 10
- Early-payment discount valueAnnual Funding Rate Percent
- 12
- Early-payment discount valueDay Count Basis
- 365
Accelerated payment amount
Accelerated payment amount
order value − discount value9,800Result9,800.00
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Accelerated payment amountCurrent Receivables
- 100
- Accelerated payment amountCurrent Inventory
- 200
- Accelerated payment amountCurrent Payables
- 50
- Accelerated payment amountProposed Receivables
- 100
- Accelerated payment amountProposed Inventory
- 200
- Accelerated payment amountProposed Payables
- 80
- Accelerated payment amountOrder Value
- 10,000
- Accelerated payment amountEarly Payment Discount Percent
- 2
- Accelerated payment amountStandard Payment Day
- 40
- Accelerated payment amountProposed Payment Day
- 10
- Accelerated payment amountAnnual Funding Rate Percent
- 12
- Accelerated payment amountDay Count Basis
- 365
Payment days accelerated
Payment days accelerated
standard payment day − proposed payment day30Result30 days
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Payment days acceleratedCurrent Receivables
- 100
- Payment days acceleratedCurrent Inventory
- 200
- Payment days acceleratedCurrent Payables
- 50
- Payment days acceleratedProposed Receivables
- 100
- Payment days acceleratedProposed Inventory
- 200
- Payment days acceleratedProposed Payables
- 80
- Payment days acceleratedOrder Value
- 10,000
- Payment days acceleratedEarly Payment Discount Percent
- 2
- Payment days acceleratedStandard Payment Day
- 40
- Payment days acceleratedProposed Payment Day
- 10
- Payment days acceleratedAnnual Funding Rate Percent
- 12
- Payment days acceleratedDay Count Basis
- 365
Funding cost of accelerated payment
Funding cost of accelerated payment
accelerated payment × annual funding rate × accelerated days ÷ day-count basis96.66Result96.66
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Funding cost of accelerated paymentCurrent Receivables
- 100
- Funding cost of accelerated paymentCurrent Inventory
- 200
- Funding cost of accelerated paymentCurrent Payables
- 50
- Funding cost of accelerated paymentProposed Receivables
- 100
- Funding cost of accelerated paymentProposed Inventory
- 200
- Funding cost of accelerated paymentProposed Payables
- 80
- Funding cost of accelerated paymentOrder Value
- 10,000
- Funding cost of accelerated paymentEarly Payment Discount Percent
- 2
- Funding cost of accelerated paymentStandard Payment Day
- 40
- Funding cost of accelerated paymentProposed Payment Day
- 10
- Funding cost of accelerated paymentAnnual Funding Rate Percent
- 12
- Funding cost of accelerated paymentDay Count Basis
- 365
Net early-payment benefit
Net early-payment benefit
discount value − accelerated-payment funding cost103.34Result103.34
Uses only the entered working-capital balances and supplier terms. Raw engine precision is retained until display.
Supplier terms and working-capital formulas →Inputs used by these formula steps
- Net early-payment benefitCurrent Receivables
- 100
- Net early-payment benefitCurrent Inventory
- 200
- Net early-payment benefitCurrent Payables
- 50
- Net early-payment benefitProposed Receivables
- 100
- Net early-payment benefitProposed Inventory
- 200
- Net early-payment benefitProposed Payables
- 80
- Net early-payment benefitOrder Value
- 10,000
- Net early-payment benefitEarly Payment Discount Percent
- 2
- Net early-payment benefitStandard Payment Day
- 40
- Net early-payment benefitProposed Payment Day
- 10
- Net early-payment benefitAnnual Funding Rate Percent
- 12
- Net early-payment benefitDay Count Basis
- 365
Inputs used
- Current receivables
- 100
- Current inventory
- 200
- Current payables
- 50
- Proposed receivables
- 100
- Proposed inventory
- 200
- Proposed payables
- 80
- Order value
- 10,000
- Early-payment discount
- 2
- Standard payment day
- 40
- Proposed payment day
- 10
- Annual funding rate
- 12
- Day-count basis
- 365
Scenario comparison
Each row names the assumption axis changed from the baseline.
ScenarioResultDifference
Entered scenario90.00Baseline
Lower Proposed receivables98.008.00
Higher Proposed receivables82.00-8.00
Save these results, change an input, then compare the updated figures with this baseline.
The baseline is temporary in this tab and is not added to shared scenario links or generated reports.
Calculation details
View calculation detailsView the formulas and inputs used for these results.
Cash released
Cash released
current requirement − proposed requirement90.00Result90.00
Uses user-entered records on one consistent period, currency and tax basis. Raw engine precision is retained; presentation rounding never feeds calculation.
Working Capital Planner formulas →Inputs used by these formula steps
- Cash releasedCurrent Receivables
- 100
- Cash releasedCurrent Inventory
- 200
- Cash releasedCurrent Payables
- 50
- Cash releasedProposed Receivables
- 80
- Cash releasedProposed Inventory
- 150
- Cash releasedProposed Payables
- 70
Current working-capital requirement
Current working-capital requirement
current receivables + current inventory − current payables250.00Result250.00
Uses user-entered records on one consistent period, currency and tax basis. Raw engine precision is retained; presentation rounding never feeds calculation.
Working Capital Planner formulas →Inputs used by these formula steps
- Current working-capital requirementCurrent Receivables
- 100
- Current working-capital requirementCurrent Inventory
- 200
- Current working-capital requirementCurrent Payables
- 50
- Current working-capital requirementProposed Receivables
- 80
- Current working-capital requirementProposed Inventory
- 150
- Current working-capital requirementProposed Payables
- 70
Proposed working-capital requirement
Proposed working-capital requirement
proposed receivables + proposed inventory − proposed payables160.00Result160.00
Uses user-entered records on one consistent period, currency and tax basis. Raw engine precision is retained; presentation rounding never feeds calculation.
Working Capital Planner formulas →Inputs used by these formula steps
- Proposed working-capital requirementCurrent Receivables
- 100
- Proposed working-capital requirementCurrent Inventory
- 200
- Proposed working-capital requirementCurrent Payables
- 50
- Proposed working-capital requirementProposed Receivables
- 80
- Proposed working-capital requirementProposed Inventory
- 150
- Proposed working-capital requirementProposed Payables
- 70
Inputs used
- Current receivables
- 100
- Current inventory
- 200
- Current payables
- 50
- Proposed receivables
- 80
- Proposed inventory
- 150
- Proposed payables
- 70
Open this calculator with preset values
This calculator supports documented, shareable scenario URLs. Compatible assistants and applications can construct links using the parameters below.
Scenario links contain only allowlisted numeric and closed-choice inputs shown in the URL; Margin101 excludes free text and identifying fields. Anyone you share the URL with can read those numbers, so do not include private or identifying data.
| Parameter | Meaning | Unit | Allowed values | Presence | Default |
|---|---|---|---|---|---|
| currentInventory | Inventory at the current balance date. Use one consistent currency, period and tax basis. | currency units at the current balance date on the selected valuation and tax basis | 0 to 10000000 | Required | 200 |
| currentPayables | Payables at the current balance date. Use one consistent currency, period and tax basis. | currency units at the current balance date on the selected tax basis | 0 to 10000000 | Required | 50 |
| currentReceivables | Receivables at the current balance date. Use one consistent currency, period and tax basis. | currency units at the current balance date on the selected tax basis | 0 to 10000000 | Required | 100 |
| proposedInventory | Inventory under the proposed scenario. Use one consistent currency, period and tax basis. | currency units in the proposed balance-date scenario on the selected valuation and tax basis | 0 to 10000000 | Required | 150 |
| proposedPayables | Payables under the proposed scenario. Use one consistent currency, period and tax basis. | currency units in the proposed balance-date scenario on the selected tax basis | 0 to 10000000 | Required | 70 |
| proposedReceivables | Receivables under the proposed scenario. Use one consistent currency, period and tax basis. | currency units in the proposed balance-date scenario on the selected tax basis | 0 to 10000000 | Required | 80 |
Working Capital: current and proposed working-capital requirements plus signed cash released.
A positive result releases cash; a negative result consumes cash under the entered balances.
Formula summary
- Primary formula
- current requirement − proposed requirement
Data used here
- The estimate uses your inputs and the general business formula documented in the methodology.
Decision checks
Stress-test the decision
Retest receivables, inventory and payables separately to see the driver.
When this estimate can be misleading
- All balances, rates, timing and classifications are user-entered assumptions or records.
- Use one consistent currency, reporting period and indirect-tax basis.
- This does not forecast collection performance, establish a legal fee or provide accounting, tax, legal or financial advice.
- A positive result releases cash; a negative result consumes cash under the entered balances.
Educational estimate, not advice. See all assumptions & limitations →
Related reading
Guides to interpret the decision and its assumptions.
- Business Cash-Flow Review: Dates, Gaps and Next Decisions
Build a dated cash view, locate the first shortfall and test collections, payment, inventory and financing timing one scenario at a time.
Read guide - Working Capital Explained for Small Businesses
Separate net current assets from operating working-capital requirements before testing receivables, inventory and payables changes.
Read guide - How Much Working Capital Does Growth Consume?
Reconcile signed receivables, inventory and payables changes to show scenario cash absorbed at a stated balance date.
Read guide - Why Inventory Growth Can Create a Cash Crisis
Map supplier payment, stock commitment, sell-through and customer receipt dates to expose the inventory funding gap.
Read guide - A Small-Business Expansion Decision Scorecard
Record demand, contribution, dated cash, capacity, people, operations and explicit stop conditions without an authoritative score.
Read guide
Frequently asked questions
How do I test cash released or consumed by balance changes?
Reconcile all six balances to the same balance date before using the scenario.
Which planning assumptions should I stress-test?
Compare a plausible alternative scenario and verify the decision-critical assumption that changes the plan most.