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The Working Capital System · four modules that build on each other
01Working Capital Designyour inventory strategy02Integration Accelerator™the ERP connection03Order Steering™ordering rules for your purchasing04Managed Operationsongoing operations
ToolWorking capital calculatoryour potential in numbersKnowledgeInsightshands-on knowledge on inventory and purchasingTechnologyEazyStockthe inventory-optimisation softwareTechnologyEazyERPthe middleware to your ERP
For your ERPweclappSelectLineAlphaplanpixiOpaccSAP Business OneDynamics NAVBusiness CentralAcumaticaComarchAll connectors →
System
Working Capital Designyour inventory strategyIntegration Accelerator™the ERP connectionOrder Steering™ordering rules for your purchasingManaged Operationsongoing operations
Resources
Working capital calculatoryour potential in numbersInsightshands-on knowledge on inventory and purchasingEazyStockthe inventory-optimisation softwareEazyERPthe middleware to your ERPweclappEazyStock for weclappSelectLineEazyStock for SelectLineAlphaplanEazyStock for AlphaplanpixiEazyStock for pixiOpaccEazyStock for OpaccSAP Business OneEazyStock for SAP Business OneDynamics NAVEazyStock for Dynamics NAVBusiness CentralEazyStock for Business CentralAcumaticaEazyStock for AcumaticaComarchEazyStock for Comarch
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Working Capital Calculator

How much cash is in your working capital?

Pick an industry, enter figures from your P&L and balance sheet, set a strategy: the calculator simulates your cash release across DIO, DSO and DPO, benchmarks your KPIs against industry reference values and derives your top levers. No email gate.

Glossary

What each term means.

You'll find the same explanations inside the calculator as a tooltip right next to each field.

Metrics
Cash Conversion Cycle (CCC)
Shows how long your money is tied up in day-to-day operations before it lands back on your account as cash: DIO + DSO − DPO. The shorter the CCC, the more liquidity is free without you having to sell more.
Days Inventory Outstanding (DIO)
How many days your goods sit in the warehouse on average before they're sold. The lower, the less money is tied up in inventory.
Days Sales Outstanding (DSO)
How many days your customers take on average to pay invoices. The lower, the faster money reaches your account.
Days Payables Outstanding (DPO)
How many days later you pay your suppliers on average. A higher value preserves liquidity, as long as you don't lose discounts or terms because of it.
Net Working Capital (NWC)
The capital tied up in day-to-day operations: inventory + receivables − payables. The lower, the less money is locked into the business.
Net working capital ratio
Sets your net working capital in relation to revenue. This shows how capital-intensive your business model is, independent of company size.
Net Working Capital Days
Translates your net working capital into days of revenue: this many days of revenue are tied up as working capital.
Inputs
Cost of goods sold (per year)
What the goods you sold cost you over the year: purchase prices or production costs of the quantity sold. The basis for calculating inventory days (DIO) and supplier payment terms (DPO).
Inventory (avg.)
Your average inventory over the period, typically (opening balance + closing balance) / 2. Mainly drives the DIO and shows how much money is sitting in the warehouse.
Accounts Receivable (AR)
Your open receivables from goods and services: invoices customers haven't paid yet. Mainly affects the DSO.
Accounts Payable (AP)
Your payables from goods and services: open supplier invoices. Mainly affects the DPO.
Gross margin (%)
Shows how much of revenue is left after deducting the cost of goods. Helps put effects on profitability and the room for measures into context.
Cost of capital rate (%)
Your internal interest rate for tied-up capital, e.g. financing costs or a minimum return. Used to calculate the capital costs of working capital.
Results & ratios
Estimated cash release
The one-off liquidity that the simulated improvements free up: less inventory, faster incoming payments, later outgoing payments.
Inventory ratio
Inventory in relation to revenue. The higher the value, the more revenue is sitting on the shelf as stock.
Receivables ratio
Open customer receivables in relation to revenue. The higher the value, the more revenue is still waiting as an invoice to be paid.
Supplier credit ratio
Payables in relation to cost of goods: shows how strongly you finance your cost of goods through supplier credit.
Liquidity
Cash ratio (1st degree)
Shows whether you could pay your short-term liabilities immediately with cash alone. The higher the value, the larger the immediate buffer.
Quick ratio (2nd degree)
Shows whether cash plus open customer receivables cover your short-term liabilities. More realistic than the cash ratio, because receivables usually turn into money soon.
Current ratio (3rd degree)
Shows whether your entire short-term assets (cash, receivables, inventory, other current assets) cover your short-term liabilities: the broadest view of your solvency. This is also how the calculator computes it.

The simulation shows potential? Let's verify it with your real ERP data.

The potential analysis replaces reference values with your articles, inventory and lead times. Result in euros, article by article.

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