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Quest Training

Working Capital Management for Supply Chain Professionals Training Course

Shows supply chain professionals how inventory, supplier terms, payables, collections and logistics decisions drive cash flow and tie up working capital.

SCFM · Supply Chain Finance & Working Capital ManagementAll Levels#2206ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Procurement, Contracts & Supply ChainCategories:Supply Chain Finance & Working Capital Management

Course Overview

The Working Capital Management for Supply Chain Professionals Training Course provides an advanced, practical framework for managing the financial drivers of supply chain performance. It focuses on how inventory, procurement, supplier terms, accounts payable, customer collections, and logistics decisions influence cash flow, liquidity, and working capital. The course moves beyond traditional financial concepts by connecting supply chain decisions directly to the cash conversion cycle. Participants will learn how to identify cash trapped in inventory and operational processes, evaluate payment and replenishment strategies, and balance service levels with working capital requirements. Particular emphasis is placed on inventory working capital, supplier payment terms, procurement decisions, demand and supply variability, lead times, excess and obsolete stock, and the interaction between operational performance and cash requirements. Participants will use practical analysis techniques to identify working capital improvement opportunities without creating unnecessary supply, service, or supplier risks. The programme also develops the ability to build working capital performance measures, prioritize improvement initiatives, and collaborate effectively with finance, procurement, operations, and suppliers. Practical exercises and business cases enable participants to translate financial analysis into actionable supply chain decisions.

Learning Objectives

  • Analyze the major supply chain drivers of working capital and their impact on organizational cash flow.
  • Calculate and interpret the cash conversion cycle, inventory days, payable days, and receivable days.
  • Assess inventory profiles to identify excess stock, slow-moving inventory, obsolete inventory, and working capital leakage.
  • Evaluate procurement and replenishment decisions based on their cash-flow and working capital implications.
  • Apply supplier payment-term analysis to improve liquidity while maintaining sustainable supplier relationships.
  • Analyze the financial impact of lead times, order quantities, safety stock, and demand variability.
  • Develop working capital improvement initiatives based on operational data and financial priorities.
  • Evaluate trade-offs between inventory availability, customer service, procurement cost, and cash utilization.
  • Design practical working capital KPIs and dashboards for supply chain performance management.
  • Apply cross-functional approaches to align finance, procurement, inventory, operations, and supplier management.
  • Prioritize working capital opportunities according to financial impact, operational feasibility, and supply chain risk.
  • Develop an actionable working capital improvement roadmap for a supply chain environment.

Who Should Attend

This course is designed for supply chain managers, procurement managers, inventory managers, logistics managers, materials managers, demand and supply planning professionals, warehouse managers, and supply chain analysts who influence inventory, purchasing, supplier performance, and operational cash flow. It is also suitable for finance professionals working closely with supply chain functions, including working capital managers, financial controllers, treasury professionals, management accountants, and business analysts. Operations managers, commercial managers, and supplier relationship managers will also benefit from understanding the financial consequences of operational decisions. The programme is particularly relevant to managers and specialists responsible for improving inventory efficiency, payment performance, procurement effectiveness, supply chain resilience, liquidity, and cross-functional financial performance.

Learning Outcomes

  • Calculate the cash conversion cycle and identify its key supply chain drivers.
  • Analyze inventory data to identify working capital concentration and improvement opportunities.
  • Determine the financial impact of excess inventory, slow-moving stock, obsolete materials, and inaccurate inventory policies.
  • Evaluate order quantities, replenishment frequency, safety stock, and lead-time decisions from a working capital perspective.
  • Assess supplier payment terms and their impact on cash flow, cost, supplier relationships, and operational continuity.
  • Link procurement and inventory decisions to working capital performance.
  • Develop supply chain working capital KPIs and performance dashboards.
  • Identify root causes of working capital leakage across procurement, inventory, warehousing, and logistics processes.
  • Quantify potential working capital improvements and prioritize initiatives according to business impact.
  • Develop cross-functional actions for improving inventory turns, payment performance, and cash conversion.
  • Establish monitoring mechanisms to track working capital improvements and prevent performance deterioration.
  • Prepare a practical supply chain working capital improvement plan for implementation.

Course Outline

Course Outline:

Day 1

Supply Chain Working Capital Fundamentals & Cash Conversion

  • Working capital fundamentals from a supply chain perspective
  • Relationship between supply chain operations, cash flow, and liquidity
  • Cash conversion cycle and its operational drivers
  • Inventory days, payable days, receivable days, and cash-to-cash performance
  • Mapping cash flow across procurement, inventory, logistics, and customer fulfilment
  • Identifying cash trapped in supply chain processes
  • Financial impact of supply chain performance decisions
  • Practical Application: Calculate and diagnose the cash conversion cycle of a selected supply chain
Day 2

Inventory Working Capital & Stock Optimization

  • Inventory as a major working capital investment
  • Inventory segmentation and working capital prioritization
  • Excess, slow-moving, obsolete, and safety-stock analysis
  • Relationship between demand variability, lead time, service levels, and inventory
  • Reorder policies and replenishment decisions
  • Economic order quantities and order-frequency considerations
  • Inventory turnover and days inventory outstanding
  • Reducing inventory without creating service and availability risks
  • Practical Application: Analyze an inventory portfolio and develop targeted working capital reduction actions
Day 3

Procurement, Supplier Terms & Accounts Payable

  • Procurement decisions and their impact on working capital
  • Supplier payment terms and cash-flow timing
  • Evaluating early-payment discounts versus liquidity requirements
  • Supplier segmentation and payment-term strategies
  • Purchase order, invoice, and payment-cycle analysis
  • Managing accounts payable performance and payment discipline
  • Balancing working capital objectives with supplier financial sustainability
  • Negotiating commercial terms from a total-value perspective
  • Practical Application: Evaluate supplier payment scenarios and develop a working capital-focused procurement strategy
Day 4

Supply Chain Performance, Data Analysis & Working Capital Improvement

  • Identifying root causes of working capital leakage
  • Linking operational KPIs with financial outcomes
  • Analyzing inventory, purchasing, supplier, and logistics data
  • Working capital dashboards and performance reporting
  • Working capital opportunity sizing and financial impact assessment
  • Prioritizing improvement initiatives by value, feasibility, and risk
  • Cross-functional collaboration between finance, procurement, operations, and supply chain
  • Managing trade-offs between cost, service, resilience, and cash
  • Practical Application: Build a working capital performance dashboard and prioritize improvement opportunities
Day 5

Working Capital Strategy, Governance & Implementation

  • Developing an integrated supply chain working capital strategy
  • Setting working capital targets and operational ownership
  • Designing improvement initiatives for inventory, procurement, and payment performance
  • Establishing governance, accountability, and performance reviews
  • Managing implementation risks and operational resistance
  • Tracking financial benefits and sustaining working capital improvements
  • Integrating working capital management into supply chain planning and decision-making
  • Developing continuous improvement mechanisms
  • Final Workshop: Develop a complete supply chain working capital improvement roadmap with quantified opportunities, priorities, owners, KPIs, and implementation actions

Upcoming Dates

Selected date

Vienna · 14 – 18 Dec 2026 · Classroom

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MilanScheduled
2 – 6 Nov 2026€6,000—
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MunichScheduled
9 – 13 Nov 2026€5,400—
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MuscatScheduled
16 – 20 Nov 2026€5,300—
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OnlineScheduled
22 – 26 Nov 2026€1,700€1,530until 2 Nov
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ParisScheduled
30 Nov – 4 Dec 2026€5,700€5,130until 9 Nov
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RiyadhScheduled
7 – 11 Dec 2026€4,200€3,780until 16 Nov
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RomeScheduled
7 – 11 Dec 2026€5,800€5,220until 16 Nov
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ViennaScheduled
14 – 18 Dec 2026€5,700€5,130until 23 Nov
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AmmanScheduled
20 – 24 Dec 2026€3,100€2,790until 30 Nov
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AmsterdamScheduled
28 Dec 2026 – 1 Jan 2027€5,400€4,860until 7 Dec
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BakuScheduled
4 – 8 Jan 2027€4,800€4,320until 14 Dec
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11 – 15 Jan 2027€6,100€5,490until 21 Dec
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18 – 22 Jan 2027€5,400€4,860until 28 Dec
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CairoScheduled
25 – 29 Jan 2027€3,300€2,970until 4 Jan
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BerlinScheduled
25 – 29 Jan 2027€5,800€5,220until 4 Jan
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CasablancaScheduled
1 – 5 Feb 2027€4,300€3,870until 11 Jan
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DammamScheduled
8 – 12 Feb 2027€4,200€3,780until 18 Jan
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DohaScheduled
15 – 19 Feb 2027€4,400€3,960until 25 Jan
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DubaiScheduled
21 – 25 Feb 2027€4,400€3,960until 1 Feb
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FrankfurtScheduled
1 – 5 Mar 2027€5,800€5,220until 8 Feb
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IstanbulScheduled
8 – 12 Mar 2027€4,700€4,230until 15 Feb
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GenevaScheduled
8 – 12 Mar 2027€6,300€5,670until 15 Feb
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Kuala LumpurScheduled
15 – 19 Mar 2027€4,400€3,960until 22 Feb
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LisbonScheduled
22 – 26 Mar 2027€5,400€4,860until 1 Mar
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LondonScheduled
29 Mar – 2 Apr 2027€5,600€5,040until 8 Mar
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MadinahScheduled
5 – 9 Apr 2027€4,200€3,780until 15 Mar
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12 – 16 Apr 2027€5,400€4,860until 22 Mar
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19 – 23 Apr 2027€4,200€3,780until 29 Mar
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ManamaScheduled
26 – 30 Apr 2027€4,700€4,230until 5 Apr
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MarrakeshScheduled
26 – 30 Apr 2027€4,300€3,870until 5 Apr
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