Driving Business Value Through Cash Flow Optimisation
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Program Professional Framework
Driving Business Value Through Cash Flow Optimisation
Program Overview
Profit does not equal value: enterprise value is driven by the free cash flow a business generates and the capital it consumes. This programme, «Driving Business Value Through Cash Flow Optimisation», links cash-flow decisions to value creation through free cash flow analysis, working capital levers on receivables, inventory and payables, capital expenditure discipline, supply chain finance and dynamic discounting. Participants quantify how each lever affects ROCE and discounted cash flow value and build a prioritised cash improvement roadmap suited to GCC corporates and government-related entities.
Learning Outcomes
- ✓Calculate free cash flow from published financial statements and reconcile it to reported profit.
- ✓Quantify the cash and value impact of reducing DSO and DIO or extending DPO by a given number of days.
- ✓Evaluate capital expenditure proposals using NPV and their effect on return on capital employed.
- ✓Compare supply chain finance, dynamic discounting and factoring for releasing working capital.
- ✓Build a value driver tree linking operational levers to free cash flow and enterprise value.
- ✓Prioritise cash initiatives in a roadmap with owners, targets and tracking metrics.
Target Audience
- CFOs, finance directors and financial controllers
- FP&A and corporate finance managers
- Business unit heads with profit and loss responsibility
- Working capital and transformation programme leads
Detailed Program Modules
01Cash Flow and Value Creation
- Profit versus cash versus value
- Free cash flow and its components
- ROCE, economic profit and the cost of capital
02Diagnosing Cash Performance
- Cash flow statement analysis
- Cash conversion cycle benchmarking
- Identifying cash leakages and trapped cash
03Working Capital Levers
- Receivables: credit terms, billing and collections
- Inventory: stock policies, SKU rationalisation and spare parts
- Payables: payment terms and supplier negotiation
04Capital Expenditure Discipline
- Capex governance and approval gates
- NPV, IRR and payback for investment ranking
- Post-investment reviews
05Financing and Liquidity Tools
- Supply chain finance and reverse factoring
- Dynamic discounting and early-payment programmes
- Islamic trade finance structures in the GCC
06Embedding a Cash Culture
- Value driver trees and cash KPIs
- Incentives linked to cash and capital efficiency
- Cash improvement roadmap and tracking
Training Methodology
Applied Project & Assessment
Applied Project
Participants analyse the financial statements of a listed GCC company or their own organisation, build a value driver tree, quantify three working capital and capex levers in cash and value terms, and present a prioritised cash optimisation roadmap.
Assessment
Short diagnostic at the start, practical tasks linked to each learning outcome, and evaluation of the applied project against published criteria.