The COVID-19 pandemic changed the way we look at cash. CEO and CFO responses in the initial stages of the crisis were aimed at survival – freeing up cash and resources to keep the lights on. The pandemic revealed the vital importance of prudent cash and liquidity management. To sustain their businesses during the crisis, companies started looking for opportunities to revamp their technology infrastructures to optimize liquidity and strengthen their balance sheets.

Companies that managed cash prudently before the pandemic remained resilient through it, while their less-prepared counterparts faced existential threats, as well as tightening liquidity. Many companies encountered significant working capital challenges during the pandemic, highlighting the need for rigorous process management through the entire cash conversion cycle.

In this viewpoint, we focus on working capital and liquidity management and examine key working capital components, the technology vendor landscape, and working capital solutions in order-to-cash, along with digital priorities for working capital optimization.

Scope

All industries and geographies

Contents

Drawing insights from our extensive research, we focus in this viewpoint on working capital and liquidity management and address the following topics:

• Key working capital components
• The technology vendor landscape and working capital solutions in order-to-cash
• Digital priorities for working capital optimization

Membership(s)

Finance and Accounting

Sourcing and Vendor Management