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Intermediate

Understanding Working Capital Optimization at Scale

Built for treasury and corporate finance professionals, growth-stage founders and corporate strategy teams who already know what working capital is and now need to move it. Learn to run the cash conversion cycle as a management KPI, translate days saved into cash released, ROCE and valuation, and benchmark against Indian leaders such as HUL, Asian Paints and Titan. Break working capital down by business unit, channel, SKU and customer to separate structural days from process leakage. Then work through the three big levers: order-to-cash (credit segmentation, dispute control, collections automation, dealer finance), procure-to-pay (term harmonisation under the MSME 45-day rule and Section 43B(h), reverse factoring, dynamic discounting, consignment stock and gold metal loans) and inventory (safety stock, SKU rationalisation, S&OP). Finish with treasury structures, 13-week cash forecasting, the funding mix at scale, negative working capital business models, governance and incentives, the line between optimization and window dressing, and a full 90-day programme case study.

Working CapitalCash Conversion CycleTreasurySupply Chain FinanceInventory OptimizationReceivables ManagementCorporate Finance

MODULES

7

DURATION

~4.5 hrs

TRACK

Corporate Finance

What You'll Master

How to measure the cash conversion cycle the way a treasury team does and convert days saved into cash, ROCE and valuation impact

How to benchmark working capital against Indian peers and decompose it by business unit, channel, SKU and customer

Practical order-to-cash levers: credit segmentation, dispute reduction, collections automation and dealer finance programmes

Practical procure-to-pay levers within the MSME 45-day rule and Section 43B(h), including reverse factoring and dynamic discounting

How safety stock, SKU rationalisation and S&OP cut inventory days without hurting service levels

How to build a 13-week cash forecast, choose a funding mix at scale and run a working capital programme that sticks

How to tell genuine optimization apart from quarter-end window dressing

Access Level

LEARNER

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Everything included

Full Text Playbooks

Actionable Exercises

Mobile Reading Mode

Lifetime Updates

Curriculum Breakdown

Chapter 1: The Economics of Working Capital at Scale

3 Lessons

Why Working Capital Becomes a Strategic Lever as Companies Grow10 min read

The Cash Conversion Cycle as a Management KPI: Measuring It the Way Treasury Does12 min read

Quantifying the Prize: Turning Days Saved into Cash Released, ROCE and Valuation12 min read

Chapter 2: Diagnosing Working Capital Across a Large Organisation

3 Lessons

Benchmarking the Cash Conversion Cycle Against Indian Peers12 min read

Decomposing Working Capital by Business Unit, Channel, SKU and Customer12 min read

Structural Days vs Process Leakage: Finding Where the Cash Is Really Stuck11 min read

Chapter 3: Order-to-Cash Optimization

3 Lessons

Redesigning Credit Terms and Customer Segmentation at Scale12 min read

Invoice Accuracy, Dispute Management and Collections Automation11 min read

Dealer Finance and Channel Financing Programmes11 min read

Chapter 4: Procure-to-Pay Optimization

3 Lessons

Harmonising Supplier Payment Terms Within the MSME Rule and Section 43B(h)12 min read

Reverse Factoring and Dynamic Discounting: Building a Supplier Finance Programme13 min read

Consignment Stock, Vendor-Managed Inventory and Gold Metal Loans11 min read

Chapter 5: Inventory Optimization at Scale

3 Lessons

Safety Stock, Service Levels and the Inventory-Service Trade-off13 min read

SKU Rationalisation and Cleaning Up Long-Tail Inventory11 min read

Sales and Operations Planning: Aligning Demand, Supply and Cash12 min read

Chapter 6: Treasury Structures and Cash Visibility

3 Lessons

Centralised Treasury, Cash Pooling and Group Liquidity in India12 min read

Building a Rolling 13-Week Cash Flow Forecast13 min read

Funding Working Capital at Scale: CP, WCDL, TReDS and Receivables Securitisation12 min read

Chapter 7: Running a Working Capital Programme

4 Lessons

Negative Working Capital Business Models: When They Work and When They Break12 min read

Governance, Incentives and KPIs That Make Working Capital Gains Stick11 min read

Optimization or Window Dressing: What Auditors and Analysts Look For11 min read

Case Study: A 90-Day Working Capital Programme at an Indian Mid-Cap Manufacturer15 min read