Why “Managing Working Capital” Is More Important Than Ever Once You’re Up & Running
You’ve done all the hard work: registered, got your shop, machines, maybe even first orders. But starting is just step one. Sustainability — staying in business, growing month to month — hinges heavily on how well you manage working capital. Without good working capital management, even promising MSMEs collapse because cash is tied up, debts mount, and operations stall.
When I started my tea packaging unit, the problem was stark: I hadn’t planned enough liquidity. I didn’t have enough money to stock enough tea leaves. As a result, buying in small lots cost me more per kg, production slowed down, deliveries delayed — all hurting customer trust and profits. I realized later that properly calculating working capital up front, adding buffer, and then managing working capital through every stage is what would have prevented much of the trouble.
What Is Calculating Working Capital — And Why It Matters
Before you begin managing working capital properly, you must know what your working capital needs are. Calculating working capital means estimating your current assets (cash, stock or inventory, receivables) minus current liabilities (payables, short-term debts), plus all foreseeable expenses.
Key components you will need to consider:
- Inventory needs (raw material, packaging etc.)
- Receivable days (how fast customers pay)
- Payable days (how long suppliers give credit)
- Operational expenses (staff, rent, utilities)
- Buffer for emergencies or unexpected delays
If you mis-calculate working capital (too low), operations suffer; too high means idle capital, lower returns.
Real Advice from Entrepreneurs & Experts on Managing Working Capital Efficiently
I’ve researched what successful MSME owners and financial experts advise, and distilled their best practices. These are tested, real, and actionable.
| Advice | Source / Who | Key Takeaway for MSMEs |
|---|---|---|
| Optimize inventory levels; avoid overstocking | Many expert finance blogs like HighRadius and Invensis stress reducing slow-moving stock to free cash. HighRadius+1 | Keep tight control of inventory; track seasonal demand; use systems or tools for forecasting so you don’t have money stuck in unused stock. |
| Improve accounts receivable management | Experts suggest speeding up invoicing, following up on due payments, offering small incentives for early payments. HighRadius+2https://sell.amazon.in+2 | If your customers delay payments, your cash flow suffers. Use clear credit terms. Maybe offer 1–2% discount if pay in 7-10 days. |
| Negotiate supplier payment terms | Experienced MSME owners say negotiating longer payables helps balance cash in hand. AllBusiness.com+2Kickfurther+2 | A supplier that gives you 45 or 60 days instead of 30 gives you breathing room. But keep relationship healthy; don’t stretch it to breaking point. |
| Regular cash flow forecasting & variance analysis | Finance experts at HighRadius, SMEsStreet etc., highlight the importance of forecasting and comparing plan vs actual regularly. HighRadius+1 | Monthly or even weekly cash-flow forecasts help you foresee crunches. If an expense shoots up or sales slump, you get time to respond. |
| Control costs, overheads, unnecessary spending | Many small business mentors say overheads are “silent killers.” Even small recurring costs accumulate. AllBusiness.com+2SME Street+2 | Be ruthless about what really adds value. Maybe delay non-essential purchases until cash buffers are stronger. |
| Use working capital financing options wisely | Entrepreneur guides suggest factoring, short-term lines of credit, overdrafts as safety nets. AllBusiness.com+2LQD Business Finance+2 | But only use debt when you have clear plan to repay. Interest and fees can kill margins. |
My Lesson: Why Overestimating Buffer Is Not Over-Precaution, It’s Smart
From my tea packaging venture: I underestimated my inventory costs and supply delays. When tea prices rose or I faced delayed deliveries, I couldn’t buy enough stock. This forced me into last-minute purchases at higher cost. In that period, I kept thinking “once orders come, I’ll have cash” — but late payments from customers and overheads ate into what little I had.
If I had borrowed or kept 20–30% extra working capital as buffer, I could have survived those fluctuations without scrambling.
Practical Strategies for MSMEs: Steps to Better Managing Working Capital
Here are concrete steps you or any new MSME can take to improve working capital management and make sustainability possible.
- Start with careful calculating working capital — make detailed estimates of your current assets, liabilities, inventory needs etc., adding a contingency buffer (20-30%).
- Maintain a cash flow forecast on monthly basis. Update it when things change.
- Inventory control: Use lean or just-in-time (JIT) ideas, avoid stockpiling, identify slow-moving items, rotate stock smartly.
- Accounts receivable (A/R) discipline: Invoice promptly, follow up, consider early payment incentives.
- Accounts payable (A/P) negotiation: Ask for 45/60 days where possible without harming supplier relations.
- Keep overheads low, especially early: Rent, salaries, logistic costs, utilities — minimize fixed costs until you have stable revenue.
- Use financial metrics / KPIs: cash conversion cycle, inventory turnover, current ratio etc. Track them regularly to see trouble coming.
- Plan for lean seasons or demand drops: Store some buffer cash or have access to short-term loans in advance.
- Explore flexible funding: Lines of credit, working capital loans, invoice discounting. But be very clear on interest, repayment terms.
- Separate business & personal finances so that you have clean accounts, better clarity. Mistakes or mixing can hide issues.
The Critical Role of Sustainability After Starting
Many MSMEs succeed in starting, but very few sustain. Here’s why sustainability matters:
- Trust builds slowly: suppliers, customers, investors watch you working steadily, paying on time. Missed payments or broken commitments early hurt reputation.
- Costs compound: inefficiencies multiply. A small extra transport cost, storage cost, or procurement cost becomes large drain.
- Financial shocks happen: market shifts, raw material price changes, regulatory changes — if working capital isn’t managed, shocks can kill.
- Growth is incremental: you might want to scale, but if working capital is tight, scaling fails — you might take orders you can’t deliver in time, lose customers.
Thus, sustainable MSME growth demands excellent managing working capital from day one.
FAQs
Q1. What is “managing working capital” in simple terms?
It means making sure you have enough money at the right time to run daily operations — stock, pay staff, suppliers — without running out.
Q2. What is “calculating working capital” and why do MSMEs need to do it carefully?
It means estimating how much current assets minus liabilities you’ll need, including inventory, receivables/payables, expenses, plus buffer. Do it well so you don’t under-plan or freeze cash.
Q3. How much buffer should a new MSME keep?
Many experienced entrepreneurs recommend at least 20-30% extra beyond your estimated working capital needs, to absorb unexpected costs or delays.
Q4. What metrics/KPIs help in managing working capital?
Cash conversion cycle, inventory turnover ratio, current ratio, days sales outstanding (DSO) and days payable outstanding (DPO).
Q5. How can I optimize my inventory to improve working capital management?
Use demand forecasting, avoid overstocking slow-moving items, consider JIT or lean inventory, track stock turnover regularly.
Q6. How do receivables (customer payments) affect working capital?
If customers pay late, your cash flow is delayed; that ties up capital and forces you to borrow or delay your own payments. So invoice promptly, follow-up strictly, maybe offer discounts for early payment.
Q7. Can negotiating with suppliers help?
Yes — getting longer credit terms means you pay later, freeing up cash in the short run; good supplier relationships make this easier.
Q8. Are there working capital loans I can use?
Yes — many MSME owners use working capital loans, lines of credit, invoice factoring, or short-term financing. Just ensure you understand cost, interest, repayment schedule.
Q9. What are common mistakes in managing working capital?
Underestimating costs, ignoring slow-moving inventory, mixing personal and business finances, not forecasting cash flow, over-dependence on few customers.
Q10. How often should I review working capital and forecasts?
At least monthly; in volatile businesses or seasons, even weekly helps. Adjust forecasts as real numbers come in.
