Can we fund the next inventory order?

Your supplier needs a commitment, but the money must also cover payroll, other orders and operating bills. Set out the quantity, deposit, balance date and the demand the stock is intended to cover.

Compare keeping the order, staging it or waiting. For each option, show both the cash low point and the stock coverage: a smaller deposit can shift pressure to the balance date, while a later order can create a shortage.

Begin with reconciled cash available at the forecast start. Identify restricted amounts, include unpaid bills and open orders, and record a source and owner for each assumption.

Check the bank receipt date for each expected payout. Shopify payout details help explain fees, refunds, chargebacks, adjustments and reserves; a payout sent to the bank can still be in transit.

Example report · Demonstration data · Cash forecast and purchase-order timing.

The example forecast covers 5 October 2026 to 3 January 2027 and starts with $85,000. In week 6, beginning 9 November, opening cash is $82,000, receipts are $58,000, inventory payments are $67,000 and operating payments are $41,500.

$82,000 + $58,000 - $67,000 - $41,500 = $31,500 closing cash. The shortfall is $8,500 against the example's chosen $40,000 buffer. Closing cash recovers to $91,000 at the end of the plan, so the payment week is the point that needs attention.

Before committing more stock, check which payment can be changed and what delivery would depend on that change. The $67,000 inventory payment is already included in the base schedule; count it once.

The example identifies an existing $70,000 order within the base payments: a $15,000 deposit in week 4 and a $55,000 balance in week 6. Move the same balance to week 8, removing the week-6 payment first. Keep the deposit, receipts and other payments unchanged.

The minimum weekly closing cash rises from $31,500 in week 6 to $70,500 in week 8. Both schedules pay $242,000 for inventory and close with $91,000. The benefit comes from moving the payment away from the tight week; the total commitment stays the same.

Ask the supplier whether those terms are available and check whether the delivery date changes. Then run a separate downside with later bank receipts. Show receipts expected beyond the horizon and extend the schedule for payments or stock arrivals outside it.

Compare each option with the same opening cash, forecast horizon and receipts. Record changed terms and costs so the difference can be traced to the decision. Include any funding only after its costs, dates and approval are agreed.

The base plan flags week 6 for review. Name the order or other payment to investigate, the supplier confirmation required and the latest date for the owner to decide.

• Identify the order and version of the payment schedule used.
• Record the lowest cash balance, its date and the selected buffer for the base and downside.
• State the stock consequence and any costs missing from the scenario.
• Mark supplier changes as proposed until confirmed.
• Name the approval owner, the payment owner and the event or date for rechecking the plan.

The brand supplies stock requirements, supplier terms and operating commitments. The bookkeeper supplies reconciled balances and unpaid bills. Assign the cash comparison and its assumptions to the finance preparation owner, with a named reviewer to check the payment schedule.

The authorised brand decision maker approves quantity and terms. The payment owner executes the approved schedule and reports any change in dates for the next forecast update.

For the initial finance audit, identify the order, the deposit and balance dates, and the commitments already in your forecast. Note any missing supplier terms or uncertain receipt dates.

The first check is the cash low point and the stock consequence of changing the schedule. Use the planning service page to review the records and outputs; use Pricing to compare the work required for ongoing support.