Know How Much Working Capital Your Business Really Needs
Current Assets
Current Liabilities
Uses Current Assets and Current Liabilities from the Working Capital tab. Fill those values first, or enter totals below.
Quick Ratio excludes inventory. Uses assets/liabilities from Working Capital tab when available.
See how sales growth or inventory/debtor changes affect working capital need.
Working capital is the money available for day-to-day operations: Current Assets minus Current Liabilities. Positive WC means you can cover short-term obligations.
Current Assets ÷ Current Liabilities. A ratio around 1.5–2.0 is often considered healthy for many MSMEs, but ideal levels vary by industry.
(Current Assets − Inventory) ÷ Current Liabilities. Measures ability to pay short-term debts without selling stock.
Days Inventory + Days Receivable − Days Payable. Shorter cycles mean cash returns faster to the business.
Net working capital = Current Assets − Current Liabilities. It shows short-term liquidity available for operations.
Often 1.5 to 2.0 is comfortable, but trading firms may run leaner and manufacturers may need higher coverage.
Because inventory is excluded. Inventory may not convert to cash quickly.
Based on operating cycle: funds tied in inventory and receivables, minus credit from suppliers, scaled to your sales and expenses.
Time (in days) between paying for inputs and collecting cash from customers.
Yes. It means current liabilities exceed current assets — a liquidity risk that needs attention.
No. Excess or slow-moving stock locks cash and weakens the quick ratio.
Factor longer shipment and collection cycles, currency risk, and packing credit / export finance products.
Cash credit is a financing facility often used to fund working capital needs; WC itself is a balance-sheet measure.
At least monthly, and whenever sales, credit terms, or inventory policy change.
It varies widely by industry. Track your own trend rather than a single benchmark.
Longer payable periods reduce WC need, but must stay within supplier relationships and discounts lost.
Inventory days + receivable days — how long cash is tied in operations before collection.
No. Use it for planning and education; consult professionals for financing and compliance decisions.
Peak seasons often need higher inventory and receivables funding — plan facilities in advance.
Disclaimer: This calculator provides estimated values for educational and business planning purposes only. Actual working capital requirements depend on your business model, industry, operating cycle and financial policies.