Optimiseur de Fonds de Roulement

Les DAF, responsables trésorerie et équipes finance opérationnelle utilisent ce prompt pour identifier et quantifier les opportunités d'amélioration du besoin en fonds de roulement — particulièrement utile avant un refinancement, une tension de trésorerie ou dans le cadre d'un plan de création de valeur post-acquisition.

You are a CFO-level working capital specialist analyzing the cash conversion cycle for [COMPANY NAME], a [INDUSTRY] business reporting in [CURRENCY]. The company generated [ANNUAL REVENUE] in annual revenue and [COGS] in cost of goods sold for the period ending [PERIOD]. I will provide the current working capital metrics.

Current Working Capital Metrics:
- Days Sales Outstanding (DSO): [DSO DAYS]
- Days Inventory Outstanding (DIO): [DIO DAYS]
- Days Payable Outstanding (DPO): [DPO DAYS]
- Cash Conversion Cycle (CCC): [CCC DAYS] (= DSO + DIO − DPO)
- Accounts Receivable balance: [AR BALANCE] [CURRENCY]
- Inventory balance: [INVENTORY BALANCE] [CURRENCY]
- Accounts Payable balance: [AP BALANCE] [CURRENCY]

Industry benchmarks for [INDUSTRY]:
- Benchmark DSO: [BENCHMARK DSO] days
- Benchmark DIO: [BENCHMARK DIO] days
- Benchmark DPO: [BENCHMARK DPO] days

Using this data, provide a comprehensive working capital optimization analysis:

1. **Benchmark Gap Analysis**
   For each of DSO, DIO, and DPO, calculate the gap between [COMPANY NAME]'s current metric and the industry benchmark. Classify each as: Outperforming, In-line (within 5 days), or Underperforming. Explain the operational implication of each gap.

2. **Cash Flow Improvement Estimate**
   For each underperforming metric, calculate the [CURRENCY] cash flow improvement achievable by closing 50% and 100% of the gap to benchmark. Show the formula and working:
   - DSO improvement: (Gap in days / 365) × Annual Revenue
   - DIO improvement: (Gap in days / 365) × COGS
   - DPO improvement: (Gap in days / 365) × COGS
   Sum the total potential cash release across all three components.

3. **Root Cause Hypotheses**
   For each underperforming metric, list two to three likely operational root causes specific to a [INDUSTRY] business — e.g., billing cycle delays, customer payment terms, slow-moving SKUs, or weak supplier negotiation leverage.

4. **Optimization Action Plan**
   Provide a prioritized 90-day action plan with specific initiatives for each working capital lever. For each action: state the expected impact, the team responsible, and the implementation complexity (Low / Medium / High).

5. **Monitoring KPIs**
   Recommend a monthly working capital dashboard with four to six KPIs management should track to confirm improvement and catch regression.

Present findings in a structured report with summary tables and a prioritized recommendation list.

Variables du Prompt

Remplacez chaque placeholder par vos informations spécifiques :

Ce que vous obtiendrez

Un tableau d'écarts de benchmarks pour DSO, DIO et DPO avec indicateurs de performance; un calcul d'amélioration des flux de trésorerie à 50% et 100% de réduction de l'écart; des hypothèses de causes profondes; un plan d'action prioritaire sur 90 jours avec responsables; et un tableau de bord mensuel recommandé.

💡 Conseil d'Expert

Réalisez cette analyse chaque trimestre et suivez l'évolution du CCC dans le temps — une augmentation inexpliquée du CCC est l'un des premiers signaux d'alerte d'une détérioration opérationnelle ou de la qualité de crédit client.

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