Cashflow as a finance-led decision, not a calendar event. Influence when cash leaves the business. Segment by supplier behaviour. Preserve flexibility without locking into a permanent programme. Both GlobalFinex B2B levers, through the lens of cashflow and balance-sheet impact.
Term extension preserves cash but is blunt. Suppliers feel it. Some absorb it; some can't, and end up financing it externally. Usually expensively. Universal SCF programmes can soften the impact but introduce structural commitment and uneven adoption. Facilities sit on the balance sheet.
The post-approval moment, the gap between approval and payment, offers a different lever: selective changes by supplier segment, reversible as conditions change, applied only where it fits. Cashflow influence without a programme.
Settlement execution centralised inside our managed environment, with GlobalFinex B2B as Merchant of Record. Card rails extend DPO without supplier-side handling. Suppliers continue to receive EFT.
Contributes to: settlement timing flexibility, payment-execution control, working capital flexibility without supplier impact.
Flow: ePayment overview →Where strategic suppliers value early access to cash, voluntary early settlement at agreed discount lets you adjust DPO selectively. Without forcing universal change. A reversible alternative to broad term extension.
Contributes to: selective DPO adjustment, supplier-segment differentiation, voluntary participation.
Pace: Dynamic Discounting overview →Adjust by supplier segment rather than universally. Reduce friction while preserving cashflow influence.
Settlement timing reflects current cash position and supplier preference, not a static calendar.
No facility, no SCF programme, no permanent term changes. Reversible as conditions evolve.
No lending construct. Liquidity influenced through approved-spend execution, not borrowing.
Acceptance patterns reveal which supplier segments value early cash. A useful input to supplier risk and category strategy.
Optionality reflected in scenarios rather than baked into a single forecast assumption.
This isn't a replacement for facilities, factoring or SCF. Those tools have their place. The aim is to add a portfolio layer that lets you use the right lever for each situation, by supplier segment and market condition, rather than committing to one universal answer.
See the alternatives view →Put your own approved spend and cost of funds into the lever calculator, or take a 30-minute working session with someone who has done this before.