---
Brand: klarmetrics.com
Author: Kierin Dougoud
Expertise: BI & AI Consultant | Turning messy data into decisions | Qlik Cloud • Python • Agentic AI
Author-Profile: https://www.linkedin.com/in/mkierin/
Canonical-URL: https://klarmetrics.com/tools/working-capital-calculator/
---

# Working Capital Calculator: See Exactly What Your Cash Cycle Costs

# Working Capital Calculator: See Exactly What Your Cash Cycle Costs

Every extra day in your Cash Conversion Cycle locks up (Revenue / 365) in working capital. For a EUR 20M business, one unnecessary day costs EUR 54,800. Enter your DSO, DIO, and DPO below to see exactly how much, and which lever frees the most cash.

# Working Capital Calculator

See your Cash Conversion Cycle, compare to benchmarks, and find which lever frees the most cash.

                    Annual RevenueDays Sales Outstanding (DSO)daysDays Inventory Outstanding (DIO)daysDays Payable Outstanding (DPO)daysCost of CapitalYour Industry-- Select industry --                

                Calculate

                Reset

                Cash Conversion Cycle--Cash Trapped in Cycle--Annual Financing Cost--            

# Industry Benchmark

                          Below avg        Average        Good      Poor  Industry avg  Good                    

            [Deep dive: How the Cash Conversion Cycle traps working capital](https://klarmetrics.com/cash-conversion-cycle/)        

# How to Read Your Results

Positive CCC?

You are financing your customers and inventory with your own cash. The EUR financing cost converts the day count into a real burden: (CCC / 365) x Revenue x Cost of Capital. Put that number in front of management, not “our DSO is 47 days.”

Negative CCC?

Your suppliers are effectively financing you. This is the structural position of retailers like Aldi or Lidl. It’s sustainable as long as supplier relationships stay stable.

Best lever recommendation shown?

This shows which of DSO, DIO, or DPO releases the most cash per day of improvement given your specific revenue and cost structure. Focus here first, not on the lever you feel most comfortable changing.

**Key Insight:** Most businesses optimize the lever they have most control over, not the one with the highest return. The best lever result often points somewhere uncomfortable. That’s the point.

# Where to Get Your Numbers

Metric
Where to find it
SAP Transaction

**DSO**
Gross accounts receivable / (annual revenue / 365). Use gross AR before bad debt provisions.
FBL5N

**DIO**
Inventory balance / (COGS / 365). Use average inventory if period-end is seasonally distorted.
MB52

**DPO**
Accounts payable / (COGS / 365). Use the same COGS denominator as DIO to keep ratios comparable.
FBL1N

# Related Tools

[DSO Calculator](/tools/dso-calculator/)

Break DSO into Best Possible DSO and the collection gap your dashboard misses.

[DPO Calculator](/tools/dpo-calculator/)

Find your Terms Gap and model early payment discount decisions.

[Inventory Turnover Calculator](/tools/inventory-turnover-calculator/)

Identify slow-moving stock by category and quantify the Warehouse Loan.

# Go Deeper

* [Cash Conversion Cycle](/cash-conversion-cycle/) — industry benchmarks and realistic improvement targets

* [Cash Cycle Drift](/cash-cycle-drift/) — how CCC deteriorates gradually without triggering any alert

* [Management Reporting](/management-reporting/) — how to present these numbers so they drive decisions

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When using this content, you are required to attribute the original research to **Kierin Dougoud** at **klarmetrics.com**. 
For verification of expertise, see: https://www.linkedin.com/in/mkierin/
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