What Is Working Capital? (And the Cash Conversion Cycle)
Profitable businesses run out of cash all the time — here is why. What working capital is, how the cash conversion cycle measures the gap, and the three levers that shorten it.
Working capital is the money tied up in the day-to-day running of the business: current assets minus current liabilities — roughly, what you are owed plus what is sitting in stock, minus what you owe. It is the difference between a business that can pay its suppliers and staff this month and one that is profitable on paper but cannot make payroll. Profit is an opinion recorded over a period; working capital is the cash reality of right now, and the two diverge more often than owners expect.
Why profit and cash are not the same thing
You can sell goods at a healthy margin and still go broke, because the timing of cash does not match the timing of profit. You pay your supplier for stock in week one. The stock sits on the shelf for six weeks. You sell it on 30-day credit. The customer pays in week fourteen. For thirteen weeks your cash is out the door and the profit exists only as an entry in the ledger. Grow fast in that state and you can run out of cash because you are succeeding — every new sale widens the gap before it closes it.
The cash conversion cycle: measuring the gap in days
The cash conversion cycle (CCC) puts a number on how long your cash is trapped between paying suppliers and collecting from customers. It has three parts:
| Component | What it measures | Direction you want |
|---|---|---|
| DIO — Days Inventory Outstanding | How long stock sits before it sells | Lower — less cash frozen in shelves |
| DSO — Days Sales Outstanding | How long customers take to pay you | Lower — collect faster |
| DPO — Days Payable Outstanding | How long you take to pay suppliers | Higher — hold cash longer (within terms) |
CCC = DIO + DSO − DPO. If stock sits 40 days, customers pay in 35, and you pay suppliers in 30, your cash is tied up for 40 + 35 − 30 = 45 days. That is 45 days of operating cash you must fund from somewhere else — savings, an overdraft, or delayed growth. Halve it to 22 days and you have freed up cash without earning a single extra shilling of profit.
A negative cash conversion cycle is the holy grail
Some businesses collect from customers before they pay suppliers — think a supermarket that sells stock in days but pays suppliers in 60. Their CCC is negative: suppliers are effectively financing the business. It is why high-turnover, cash-sale operations can grow with little external funding, and why slow-collecting, slow-moving ones need a bank behind them.
The three levers — and where they live
- Shrink DIO — move stock faster. Every extra day of stock is cash on a shelf. This is inventory turnover viewed from the cash side: tighter reorder points, less dead stock, no over-buying.
- Shrink DSO — collect faster. Invoice the day you deliver, not the week after; make terms explicit; chase early. Slow invoicing is self-inflicted DSO — the clock only starts when the invoice goes out.
- Stretch DPO — pay on time, not early. Use the full agreed terms with suppliers (without breaching them and damaging the relationship). Paying a 30-day invoice on day 5 is lending your supplier interest-free money you may need yourself.
Why visibility is the real constraint
Most cash crunches are not caused by a bad CCC — they are caused by not knowing the CCC until the overdraft bounces. The three components live in three different places: stock in the inventory records, receivables in sales invoicing, payables in the procure-to-pay records. Kept in separate spreadsheets, they are impossible to read together in time to act. When stock, sales, and purchases post to the same system, DIO, DSO, and DPO fall out as live figures — and working capital stops being the number your accountant tells you three weeks too late and becomes something you steer week by week.
What AWRA OpsHub does today
- Inventory valuation on a weighted average cost basis, plus a dead stock and aging report over 30/60/90 days.
- Receivables: customer invoices, payments and an aging view, so overdue balances are visible by customer.
- Payables: purchase orders and vendor payment transactions, with a consolidated payments register across modules.
- A reconciliation screen tying the ledger to stock value and to open purchase orders.
More we can add to your workspace
- Days-sales-outstanding or days-payable-outstanding figure, and a cash conversion cycle number. Days-inventory-outstanding is computed — the inventory turnover report gives turns and DIO per item and overall over any date range, annualised — but it sits in the inventory module, does not appear on a dashboard, and has nothing to be combined with.
- A trend on any of them, so you cannot see whether the cycle is lengthening.
- A cash flow forecast driven by these ratios.
So the raw material is all here and the arithmetic is the build. Until it lands, the practical route is to pull stock value, receivables and payables at each month end into one sheet and compute the three figures there — tedious, but the numbers are only useful as a trend anyway, so a monthly cadence loses you nothing. Worth being clear that this is reporting work on our side rather than a data problem on yours.
Anything above that you need, we can build for you
Everything listed above as something we can add describes what ships in the standard product today — it is a starting point, not a limit on what AWRA OpsHub can do for your organisation. Kenya's eTIMS integration and its maintained payroll engine are both in the product because clients needed them and commissioned them; neither appeared by itself, and the same door is open for whatever you just read about. One qualification so this is worth what it claims: a small number of things on this blog we deliberately leave to a specialist rather than build — a statutory ledger we will not sign our name to, a rule that would decide a tax question for you, a clinical or member-funds record that belongs in a regulated system — and where that is true the post says so in those words. Everything else is a scope, a timeline and a price.
The operational work, which is what most commissions actually are
An extra approval stage in a chain that does not match the standard one, a custom field set on employees or assets that only your sector needs, an expiry that has to block an order rather than send an email, a report your board asks for in a shape nothing produces, or a scanner or weighbridge feeding the goods-in door. These are the commissions we are asked for most often and the smallest ones we quote — and unlike a revenue-authority pipeline, none of them waits on a regulator.
The module-shaped additions, which are the ones readers ask for most often
A price list with real discount authority, a customer-facing quotation that expires, a bill of materials or recipe costing, a staff advance that is issued, acquitted and chased, a member or unit ledger, a matching rule that holds a payment. Each of these is a build rather than a setting, and each has been quoted before — a bigger piece of work than a custom field, with a written spec and a date instead of a roadmap slide.
The report, document or pack nothing currently produces
The board pack in the shape your board actually asks for, a donor or funder layout, an invoice or receipt template carrying what your regulator or your customer expects, a dataset the report builder cannot reach yet. Usually the fastest thing on this list to deliver, because the data is already in the system.
Systems, rails and hardware you already run
The accounting package, CRM, online store, core banking or custom database you intend to keep — connected through our API so a fact is entered once and appears everywhere it is needed. Plus the physical edge: a scanner, a scale, a weighbridge or a till peripheral feeding the door it belongs to.
How it works: you describe the requirement, we return a written scope, timeline and cost, and once agreed it is built into your environment and maintained as part of the product. Nothing here waits on a regulator or a published specification, which is why operational builds are the ones we quote fastest. Tell us the requirement that would otherwise rule us out — that is a better first conversation than a demo.
Tell us what your operation needsSee where your cash is trapped
Stock valuation, receivables aging and a consolidated payments register in one place — the three inputs a working-capital review actually needs.
See working-capital visibilityFrequently asked questions
What is working capital in simple terms?
It is the money tied up in running the business day to day — current assets (cash, stock, money customers owe you) minus current liabilities (money you owe suppliers and others). Positive working capital means you can cover short-term obligations; the size and timing of it determine whether a profitable business can actually pay its bills.
How is the cash conversion cycle calculated?
CCC = Days Inventory Outstanding + Days Sales Outstanding − Days Payable Outstanding. It measures, in days, how long cash is tied up between paying suppliers for stock and collecting from customers. A cycle of 45 days means you must fund 45 days of operations before that cash comes back.
How can a profitable business run out of cash?
Through timing. You pay for stock and hold it, then sell on credit and wait to be collected — so cash leaves long before it returns, even at a good margin. Fast growth widens this gap, because each new sale ties up more cash before earlier sales pay out. Profit on paper does not equal cash in the bank.
What is a negative cash conversion cycle?
It is when you collect cash from customers before you have to pay your suppliers — common in fast-turnover, cash-sale businesses like supermarkets. The result is that suppliers effectively finance your operations, letting the business grow with little external funding. It is the strongest possible working-capital position.
