You're struggling with a cash flow shortage. How do you decide which vendors to pay first?

Ao partir do lucro líquido, nos é permitido uma vis?o mais abrangente das finan?as da empresa, identificanso de onde vem a maior parte do dinheiro disponível para pagar os fornecedores. Com essa análise, é possível entender melhor o impacto de diferentes despesas e tomar decis?es informadas sobre quais pagamentos priorizar. Isso pode garantir que os fornecedores críticos para a opera??o sejam pagos em tempo, mantendo a continuidade dos negócios e evitando interrup??es que poderiam prejudicar a produtividade e a satisfa??o dos clientes.

Durante minha experiência pude perceber o quanto o relacionamento com clientes/fornecedores pode ser vital nesse tipo de situa??o. Criaria uma ordem de prioridade, levando em considera??o: se é um fornecedor estratégico e qual tipo de rela??o eu tenho com meu fornecedor. Primeiro negociaria com o fornecedor estratégico para reavaliarmos a quest?o de juros/multas e o prazo para pagamento. Com o fornecedor o qual tenho uma parceria mais duradoura, explicaria a situa??o de forma a conseguir um prazo de pagamento mais extenso . Sem esquecer de dialogar com alguns clientes para possíveis antecipa??es e pagamentos dentro do prazo. Acredito que seria uma das formas para a empresa voltar a ter de fato um "fluxo" de caixa.

Cash flow management can be a headache for small business owners. Making a plan for common cash flow issues can help you avoid them. For any small business to be successful, owners must have a solid understanding of how cash comes in and out of the company. Unfortunately, capital is one of the top headaches small business owners say they face. For example, one survey found that more than a third of small businesses surveyed cited “lack of capital” as the number one reason the business had to close.

Es importante siempre hacer antes el levantamiento de tus proveedores preferenciales o de grandes empresas creo que ellos son los que siempre debemos priorizar en cualquier pago de nómina de proveedores o de clientes.

Proper cash flow management involves planning for both revenue inflows and outflows so your company always has the money it needs to operate on hand. However, to do so, small business owners and their finance teams must have a thorough understanding of their current payment and debt processes, as well as a plan for how to handle any potential cash flow disruptions in the future. Fortunately, most cash flow problems stem from a few common causes. Business owners who understand these causes will be more likely to avoid them, or at least have a plan for when they arise.

En casos donde por bajada de flujos de caja prevés que no habrá suficiente efectivo en tesorería para hacer frente a los pagos de proveedores. Mi recomendación es que seas proactivo y hables con los proveedores antes de hacer impago. Con iniciativa y un plan de repago tendrás más a tu favor para que se valore tu propuesta. Todos podemos pasar por una mal momento, pero si son ellos los que tienen que darte el toque de atención para que pagues, no dudes que afectará muy negativamente a tu relación comercial con ese proveedor.

Avoiding Emergency Funds, businesses, like individuals, need to be prepared for the unexpected. However, surveys indicate that 17% of business owners say that if they were faced with two months of declining revenue, they would have to close, and other statistics indicate that 25% of businesses will not reopen after a disaster. Small businesses that have emergency funds will be more likely to cover unexpected expenses, such as a high tax bill, increased supply costs, or repairs after a disaster, for example, putting them in an advantageous position.

To build your emergency fund, start by figuring out how much you need (how much money would cover your immediate expenses for a month, for example, and then how many months you want to have saved), and start saving even a small amount each month with that goal in mind. Set up a recurring, automatic schedule so you never forget, and put the funds into an account earmarked just for emergencies.

Instead of an emergency fund, small businesses have other options in case of hardship. A line of credit can help cover unexpected expenses, for example, or a loan from the Small Business Administration. Creating a budget is the first step to really getting control of expenses, but in 2021, more than half (54%) of small businesses didn't have one formally documented.

Small businesses that want to create a budget should create specific, realistic goals, and overestimating expenses (i.e., expecting to pay more for items this year than you paid last year) will put you at an advantage. While some small business owners may find a budget limiting, with a properly documented budget in mind, businesses have a financial focus as well as something to work with when considering what to spend throughout the year. Remember that a budget is a moving target, and goals can change frequently and quickly.

Be sure to revisit your budget as things change—when your business expands, for example, or when inflation causes the cost of goods to rise sharply—and implement a system to properly track all the moving parts so you always know where your big expenses are and can adjust accordingly.