Finance · Professional · MBE™

WCM

Mastering Working Capital Management

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FinanceProfessional level
31 Hours17 Modules
Self-pacedLearn at your own pace
CertificationEarn an MBE™ Credential

About the WCM Certification

Cash gets trapped in the operating cycle by decisions no single function owns: sales agrees to longer terms, operations builds safety stock, procurement pays early to keep a supplier happy, and the invoice goes out a week late. Each choice looks reasonable on its own.

Together they lengthen the cash conversion cycle and send the company to its bank for cash it already has. Shortening that cycle requires a shared method across finance, commercial, supply chain and procurement for measuring, benchmarking and managing every component of working capital.

What You Will Learn

  • Explain the bridge between profit and cash and the trade-off between liquidity and profitability
  • Compute DIO, DSO and DPO, derive the cash conversion cycle and benchmark it by industry
  • Position cash as a growth engine and crisis buffer in the enterprise value conversation
  • Design a credit policy using the five Cs, scoring, terms and discounts
  • Tighten the order-to-cash cycle through billing accuracy, dunning discipline and automation
  • Read an aging report and turn receivables metrics into collection actions
  • Apply EOQ, ABC, JIT and safety stock methods to cut excess inventory
  • Balance DPO, early-payment discounts, supply chain finance and supplier risk, then fund any remaining gap

What you take away

Skills You’ll Build

Mastering Working Capital Management skills
Cash cycle benchmarking
Credit policy design
Order-to-cash improvement
Receivables analytics

Core Topics

  • Working Capital Management
  • Cash Conversion Cycle Optimization
  • Receivables and Credit Management
  • Billing and Collections Strategy
  • Inventory Optimization
  • Supply Chain Cash Management
  • Payables and Supplier Relationship Management
  • Cash Flow Forecasting
  • Scenario Planning
  • Receivables Management

Who Is This Course For?

The ideal cohort mirrors the cash conversion cycle itself. Treasury professionals and controllers own the measurement and the funding of the gap. Credit control and billing teams own receivables and collections. Supply chain professionals and operations managers hold the inventory lever and the supplier relationships behind payables.

Business leaders and divisional heads sign the commercial terms that set DSO in the first place. Enrolling all of them together, with the CFO or finance leader as sponsor, is what turns 17 modules of method into an improvement plan each function can execute on its own numbers.

  • Finance leaders
  • Treasury professionals
  • Business leaders
  • Operations managers
  • Supply chain professionals
  • Managers responsible for liquidity

What’s Included?

  • Self-paced modules you can revisit anytime
  • Digital study resources and templates
  • Knowledge checks and practice assessments
  • A digital, verifiable MBE credential on completion

Course Outline

17 Modules31 hoursSelf-paced

The 17 modules follow the cycle from measurement to funding to leadership. Modules one to four set fundamentals, the cash conversion cycle, industry context and the strategic role of cash. Modules five to seven cover receivables, from credit policy to billing, collections and analytics.

Modules eight and nine turn to inventory and payables, and module ten to short-term financing. Modules eleven to thirteen cover forecasting, liquidity and risk, and treasury technology. Modules fourteen to seventeen cover cross-functional alignment, diagnosis, a 90-day action plan and professional practice.

1. Working Capital Fundamentals and Strategy
  • The Bridge Between Profit and Cash
  • The Operating Cycle and Components of Working Capital
  • Liquidity Versus Profitability: The Balancing Act
  • Working Capital as a Strategic Decision
2. Analyzing and Optimizing the Cash Conversion Cycle (CCC)
  • The Cash Conversion Cycle: What It Measures and Why It Matters
  • The Three Components: Decomposing DIO, DSO, and DPO
  • Computing the Cycle: A Worked Example
  • Benchmarking the CCC Against Industry Norms
3. Industry Perspectives on Working Capital
  • Why Context Matters: Industry as the First Variable
  • Working Capital Across the Three Industry Archetypes
  • Asset-Light vs Asset-Heavy: Strategic Implications for Cash
  • Benchmarking Working Capital Within an Industry
4. The Strategic Importance of Cash
  • Cash as a Strategic Asset, Not a Financial Output
  • Cash as a Growth Engine
  • Liquidity for Crisis Survival
  • Cost of Capital, Free Cash Flow, and Enterprise Value
5. Receivables Management and Credit Policy Design
  • Receivables as Invested Cash: The Trade-Credit Trade-Off
  • Assessing Customer Credit: The Five Cs and Credit Scoring
  • Designing the Credit Policy: Terms, Discounts, and the Growth Balance
  • Measuring Receivables Health: DSO, DBT, and Aging
6. Improving Billing, Invoicing, and Collection Processes
  • The Order-to-Cash Cycle and Where Cash Leaks
  • Billing and Invoicing: Getting the First Move Right
  • Collections and Dunning: A Disciplined Follow-Up System
  • Automating the Invoice-to-Cash Engine
7. Receivables Analytics and Performance Tracking
  • The Receivables Metric Set: What Good Looks Like
  • Reading the Aging Report and the AR Analytics Stack
  • Dashboards, Benchmarking, and Turning Metrics into Action
8. Inventory Optimization and Supply Chain Cash Impact
  • Inventory as a Working-Capital Asset: DIO and the Cash Trap
  • The Optimization Toolkit: EOQ, ABC, JIT, and Safety Stock
  • Diagnosing Excess Inventory and the Supply-Chain Cash Impact
  • Chapter Summary and Review
9. Payables Strategy and Supplier Relationships
  • Payables as a Working-Capital Lever: DPO and the Cost of Trade Credit
  • The Payables Toolkit: Early-Payment Discounts, Dynamic Discounting, and Supply Chain Finance
  • Supplier Segmentation, Relationship Risk, and Building a Balanced Payables Program
  • Chapter Summary and Review
10. Short-Term Financing and Funding the Working Capital Gap
  • The Working Capital Gap: Why Firms Need Short-Term Funding
  • The Short-Term Financing Toolkit: Internal and External Sources
  • Choosing and Costing the Right Instrument
11. Cash Flow Forecasting and Scenario Planning
  • Why Forecast Cash: Purpose, Horizons, and Inputs
  • Direct and Indirect Forecasting Methods
  • Building and Maintaining the Rolling 13-Week Forecast
  • Scenario Planning and Liquidity Stress Testing
12. Liquidity Management and Financial Risk Control
  • Liquidity, Liquidity Risk, and the Liquidity Toolkit
  • The Precautionary Motive: Why Firms Hold Liquidity
  • Cash Buffers versus Credit Lines and the Liquidity-Adequacy Test
  • The Financial-Risk Control Framework
13. Treasury Operations and Working Capital Technology
  • The Treasury Operating Model and Technology Stack
  • Bank Connectivity, Cash Visibility, and Concentration
  • Automating the Cash Flows: TMS, Payment Factories, and Straight-Through Processing
  • The Treasury-Technology Maturity Path and Emerging Tools
14. Cross-Functional Alignment for Cash Efficiency
  • Cash Is a Team Sport: Who Really Owns Working Capital
  • How Silos and Misaligned Incentives Trap Cash
  • The Alignment Toolkit: Shared Targets, a Common Language, and Forums
  • Designing Incentives and Ownership That Make Cash Everyone's Job
15. Diagnosing Working Capital Issues and Building Improvement Strategies
  • Reading the Warning Signs: Symptoms of a Working-Capital Problem
  • The Metric Screen and Benchmarking: Decomposing the Cash Conversion Cycle
  • Root-Cause Analysis: From Symptom to Underlying Driver
  • Building the Improvement Strategy: Prioritizing and Sequencing the Portfolio
16. Implementing a 90-Day Working Capital Action Plan
  • From Diagnosis to Action: Anatomy of the 90-Day Plan
  • Chartering the Sprint: Baseline, Target, and Scope
  • Loading the Timeline: Quick Wins and the 30/60/90 Sequence
  • Running the Plan: Governance, Ownership, and the Cash Dashboard
17. Working Capital Leadership and Professional Practice
  • The Working-Capital Leader: From Cash Custodian to Value Partner
  • The Career Arc: Building the Path from Analyst to CFO
  • Leading Without Authority: Driving Cash-Conscious Behaviour Across the Business
  • Building Capability: Developing Yourself, Your Team, and the Pipeline

Complete the course assessments to earn the WCM credential

Frequently Asked Questions

Why does the program spend three modules on receivables?

Because receivables usually involve the most functions and offer the most direct lever. Module five sets the policy: customer credit assessment, terms, discounts and the balance between growth and risk. Module six fixes the process, from billing accuracy through a disciplined dunning system to automation of invoice-to-cash. Module seven adds the measurement: the receivables metric set, the aging report and dashboards that turn numbers into collection actions.

How does it handle the tension between paying suppliers late and keeping them?

Module nine treats payables as a lever with a limit. Participants look at DPO and what trade credit really requires in return, then at early-payment discounts, dynamic discounting and supply chain finance as alternatives to simply stretching terms. The module closes with supplier segmentation and relationship risk, so the payables program a team designs protects critical suppliers while releasing cash from the rest.

Is the content relevant to a services business with little inventory?

Yes. Module three is built around industry context, comparing working capital across three industry archetypes and asset-light versus asset-heavy models, and showing how to benchmark within a sector rather than against an irrelevant average. A services company will spend less time on the inventory module and more on receivables, billing and short-term funding, which is where its cash cycle is decided.

What does the short-term financing module add for a finance team?

Module ten explains why a working capital gap arises even in healthy businesses, lays out the internal and external sources that can fund it, and shows how to choose and compare instruments on their true terms. Taken with module four on cash, enterprise value and the role of free cash flow, it gives treasury and finance staff a complete view from operating decisions to funding decision.

Should sales and procurement managers be in the same cohort as finance?

That is the recommended design, because the terms sales negotiates and the payment behavior procurement sets are two of the three components of the cash conversion cycle. Non-finance managers can follow the worked calculation in module two, and the self-paced format on the Blue Ocean learning platform lets each function spend longer on the modules closest to its own lever while the administrator dashboard tracks the whole group.

What do participants hold at the end of the 31 hours?

Each person who completes the 17 modules, the knowledge checks and the practice assessments is issued a digital, verifiable MBE credential for Mastering Working Capital Management by Blue Ocean Corporation under the Mastering Business Excellence series. The organization keeps the enrollment and completion record on the administrator dashboard for capability planning and for the sponsor's own reporting.

How do I register for this course?

Use the Register Now button on this page. It opens Mastering Working Capital Management on the Blue Ocean Academy website, where you can enroll and start learning at your own pace.

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