Rolling Cash Forecast
A thirteen-week forecast updated weekly, plus a twelve-month view updated monthly, gives leadership enough visibility to act rather than react. Each forecast is reconciled to actuals so accuracy improves over time.
- Weekly receipts and disbursements modeling
- Inventory build and harvest cycle timing
- Capital expenditure and debt service scheduling
- Explicit tax reserve accrual
Tax Reserve Discipline
Because disallowed deductions can produce a liability disproportionate to cash profit, reserving throughout the year is essential. We calculate the reserve from current-year projections and revisit it quarterly.
Working Capital Levers
Inventory turns, vendor terms, purchasing cadence and discount policy are the levers most operators can actually move. We quantify each and prioritize by cash impact.
Frequently Asked Questions
- How much should be reserved for taxes?
- It depends on projected taxable income under your cost accounting methodology, not on book profit. We calculate it from a current projection and update it quarterly.
- How do banking limitations affect cash planning?
- Restricted banking access can slow payments, complicate payroll funding and increase reliance on currency handling, all of which should be modeled explicitly in the forecast.
- What forecast horizon is appropriate?
- Thirteen weeks for operating decisions and twelve months for planning, with scenario cases for price compression and delayed expansion.