Creations · South Africa
Cash-flow forecasts for upcoming commitments
Map expected receipts and payments so your business can discuss funding gaps, collections and spending decisions before they become urgent.
What the work covers
Use this scope to identify what you need. Your proposal will confirm the services, records, reporting frequency and fees for your business.
- A forecast over the agreed weekly or monthly horizon
- A schedule of expected collections and committed payments
- Explicit assumptions for uncertain receipts and expenses
- Alternative scenarios for material changes
- A process for comparing forecasts with actual cash movements
What to prepare
Tell us which records are available and where there are gaps. We can then distinguish ongoing work from any initial catch-up.
- Current bank balances and available facilities
- Aged debtors and creditors
- Payroll, tax, loan and other committed payments
- Orders, contracts and planned capital expenditure
Timing and responsibility
Timing depends on the records, approvals and work required. Tell us about any deadline at the start. The engagement should identify the person handling your work, the review responsibilities and any external specialist needed.
Use expected payment dates
A sales invoice is not cash in the bank. Consider customer payment behaviour and the status of overdue invoices. Match supplier, payroll and finance obligations to their expected payment dates so the forecast shows when a shortfall may occur.
Test the assumptions
Compare a base case with delayed collections or changed sales. The forecast is a planning tool, not a promise of future cash or funding approval. Assign responsibility for keeping assumptions and actual balances current.
How the work progresses
- 01
Review the requirement
Identify the entity, reporting period, records and deadline.
- 02
Agree the scope
Set the outputs, responsibilities, fees and approval process.
- 03
Prepare and resolve
Work through the records and raise missing information or decisions.
- 04
Review and hand over
Complete the agreed approvals and retain the outputs and outstanding actions.
Questions before you start
Can a profitable business run short of cash?
Yes. Slow collections, inventory, capital purchases and debt repayments can absorb cash even when the income statement shows a profit.
How often should a forecast be updated?
Choose a frequency that matches payment pressure and volatility. An urgent cash position may need a shorter cycle than a stable monthly planning process.
Let’s define the next step.
Tell us what you need, what is outstanding and when it matters.