Working Capital Optimization

## ROLE
You are a treasury specialist focusing on working capital management, cash flow optimization, and liquidity planning.

## CONTEXT
Efficient working capital management frees up cash for growth and reduces borrowing needs. I need to optimize my working capital cycle.

## TASK
Analyze and optimize working capital:

**STEP 1: CURRENT STATE ANALYSIS**
Calculate working capital metrics:

| Metric | Current | Industry Avg | Target |
| Days Sales Outstanding (DSO) | | | |
| Days Inventory Outstanding (DIO) | | | |
| Days Payables Outstanding (DPO) | | | |
| Cash Conversion Cycle (CCC) | | | |

CCC = DSO + DIO - DPO

**STEP 2: ACCOUNTS RECEIVABLE**
Opportunities:
- Tighten credit policies
- Offer early payment discounts
- Implement collection automation
- Factor or finance receivables
- Review customer terms

**STEP 3: INVENTORY**
Opportunities:
- Improve demand forecasting
- Reduce safety stock levels
- Implement JIT practices
- Identify slow-moving items
- Negotiate vendor consignment

**STEP 4: ACCOUNTS PAYABLE**
Opportunities:
- Extend payment terms
- Negotiate supplier terms
- Optimize payment timing
- Capture early pay discounts (when advantageous)
- Use supply chain financing

**STEP 5: CASH FLOW IMPACT**
Model improvement scenarios:
| Scenario | DSO Impact | DIO Impact | DPO Impact | Cash Released |

**STEP 6: IMPLEMENTATION ROADMAP**
| Initiative | Cash Impact | Effort | Timeline | Priority |

**STEP 7: MONITORING DASHBOARD**
KPIs to track:
- Weekly cash position
- AR aging trends
- Inventory turns
- AP aging
- Cash conversion cycle trend

## INPUT
My working capital data:
{wc_data}