Working Capital | Period:
Accounts receivables
469,162,109
MoM456,291,154
MoM % 3%
vs. BudgetUnavailable
Accounts payables
201,085,052
MoM198,070,617
MoM % 2%
vs. BudgetUnavailable
Inventory
286,909,609
MoM291,948,052
MoM % -2%
vs. BudgetUnavailable
Working Capital
554,986,666
MoM550,168,589
MoM % 1%
vs. BudgetUnavailable
Working Capital Panel
WC Decrease
WC Increase
Total
WC LM | 550.17 |
AR Variation | 12.87 |
Inventory Variation | (5.04) |
AP Variation | (3.01) |
WC CM | 554.99 |
Metric | Current Month | Last Month | Var |
---|---|---|---|
DSO | 101.83 | 108.25 | -6% |
DIO | 87.82 | 97.90 | -10% |
DPO | 61.01 | 67.63 | -10% |
Cash Conversion Cycle | 128.63 | 138.51 | -7% |
Executive summary - AI generated
FY2024 shows an overall healthier working capital cycle, with efficiency gains in receivables and inventory. However, the drop in payables days increased funding pressure, suggesting a need to rebalance payment terms while preserving supplier relationships.
DSO:
* Global DSO improved further to 102 days.
* Contract DSO improved to 82, while Trade DSO held at 113.
* Contract collection discipline has strengthened, though trade collections plateaued.
DIO:
* Dropped to 87.8, reflecting better inventory management and turnover.
* Indicates a return to tighter supply chain control.
DPO:
* Fell to 61 days, reducing the benefit of supplier credit.
* This tightening may indicate pressure from vendors or reduced payment cycles.
CCC:
* Improved to 128.6 days, the best in three years. Progress was driven by better DSO and DIO, partially offset by weaker DPO.