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Working Capital Management

Companies who excel in their management of working capital will have a real competitive advantage.

Current uncertainties in the global economy and financial markets are putting unprecedented pressures on companies and their supply chains. With investors and rating agencies feeling increasingly exposed, there has never been a more important time to focus on maximising liquidity and free cash flow.

Based on our experience working with clients to improve their working capital, CEOs, CFOs, Group Finance Directors, Group Treasurers or Shareholders are currently likely to face the following issues:

  • Additional funding requirements due to increased working capital driven by business growth
  • Lack of visibility on cash and working capital performance across the organisation, and entire working capital cycle
  • Lack of cash awareness across departments and geographies, with no working capital targets and incentives
  • Difficult working capital balancing act managing the trade-offs between cash, cost and service
  • High levels of overdue receivables and bad debt write-offs
  • Sub-optimal controls in relation to setting and managing payment terms of customers and suppliers
  • Broken Sales Operations and Planning (S&OP) process and poor stock visibility
  • Poor levels of customer service and On Time In Full (OTIF)


How we can help you?

  • Complete a working capital benchmarking exercise to compare performance against peers and identify potential improvement opportunities
  • Perform a diagnostic review to identify 'quick wins' and longer-term working capital improvement opportunities
  • Development of detailed action plans for implementation to generate cash and make sustainable improvements
  • Assist the implementation of sustainable working capital reduction by robust, efficient and collaborative processes, through focus on the key levers
  • Process optimisation throughout the entire end-to-end working capital cycles
  • Evaluate opportunities of Supply Chain Finance programmes, advisory on design and rollout
  • Compliance and monitoring
  • Identification and improvement of commercial terms
  • Creating and embedding a 'cash culture' within the organisation, where the trade-offs between cash, cost and service are evaluated and optimised



Contact us

Mick Calder

Partner, PwC Australia

Tel: +61 (3) 8603 2462

Derrick Vickers

Partner, PwC Australia

Tel: +61 7 3257 5141

Michael Fung

Partner, PwC Australia

Tel: +61 3 8603 1147

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