And when they do, the gap has a specific location.
It is not a funding problem. It is a speed problem. Cash is moving too slowly through one or more of three stages — inventory, receivables, or payables.
The Cash Conversion Cycle measures exactly where, by how many days, and what releasing each day of delay is worth in rupees.
Growing businesses reach for additional working capital limits when cash tightens — and they typically get them, because the numbers on paper support it. But the additional limit is servicing a cycle, not fixing it.
When the underlying cash conversion cycle is measured, the gap has a specific location, a specific number of days, and a specific rupee value. That value can be released from within the business — without adding a single rupee of bank borrowing.
DSO. DIO. DPO. Every rupee of your working capital pressure sits in one of these three. Each is measurable from your data. Each has a rupee value attached to every day of movement.
How many days on average does it take for export proceeds to reach your account after shipment? Every day above your target DSO is cash sitting with your buyer instead of in your working capital cycle.
How many days does raw material, work-in-progress, and finished goods sit before it moves? Slow inventory is silent interest cost — funded by packing credit at 7 to 8% per annum, sitting in a warehouse.
How many days of credit are you receiving from suppliers — and are you using it fully without damaging the relationship? Structured payable terms, not delayed payments, extend DPO cleanly.
Reduce DSO by 5 days. Reduce DIO by 5 days. Extend DPO by 5 days. That is 15 days of cycle improvement.
On a ₹100 crore business, that is ₹4.1 crore of working capital released — permanently, from operations — not from an additional bank limit.
CCC optimisation carries a reputation for being a long, complex, disruptive exercise. In practice it is neither. It is a sequenced, data-driven process with measurable outcomes at every stage.
We start by mapping the current cycle — DSO, DIO, and DPO calculated from your actual data, not assumptions.
That mapping identifies where the largest days are sitting and what the rupee value of improvement is. No restructuring. No disruption. Just clarity on where the opportunity is.
Changes are introduced gradually — one lever at a time, with monitoring at every step to track the impact on liquidity and operations before the next change is made.
The objective is not a one-time improvement. It is a consistently improving cycle, measured and reported monthly.
Every CCC engagement is supported by Power BI dashboards that track DSO, DIO, and DPO movement over time — alongside working capital gap, bank limit utilisation, and interest cost trend.
The board or finance head sees the improvement as it happens, in one view, without Excel preparation.
This is the difference between advisory that produces a report and advisory that produces a measurable, visible result — month by month.
Your last 12 months of data, your current DSO, DIO, and DPO calculated precisely, and the rupee value of a realistic improvement in each. That is the output of the first engagement.
Working capital released from within the business is permanent. It carries no interest cost. It requires no bank sanction. It is the cleanest form of capital there is.
We calculate your current CCC from your data and show you what a 10-day improvement is worth in your specific case — no pitch, no package, no commitment.