Planning scenarios

Different assumptions. A clearer picture.

Explore three planning situations and see how each changes the cash outlook. Choose a starting point, then adjust the assumptions inside the workspace.

Northline · 13 weeks · USD

Choose what you want to explore.

Scenario 01

Baseline operations

Start with expected receipts and planned expenses across a 13-week period.

What changes: Nothing changes. Receipts arrive on schedule and the supplier commitment is planned upfront.
What to inspect: Find the lowest weekly closing balance and compare it with the planning threshold.

Lowest projected cash: $85,000

Open baseline

Scenario 02

A customer pays late

See what happens when one expected receipt arrives two weeks later.

What changes: The $55,000 customer receipt moves from week 3 to week 5. Other assumptions stay the same.
What to inspect: Look at weeks 3 and 4, when projected cash falls below the planning threshold.

Lowest projected cash: $45,000

Test delayed receipt

Scenario 03

A supplier is paid in stages

Compare an upfront supplier commitment with three scheduled stages.

What changes: The $90,000 commitment is split 30 / 40 / 30 across weeks 3, 6, and 9.
What to inspect: Compare the lowest projected balance. Total spending and final cash remain unchanged.

Lowest projected cash: $127,000

Compare staged commitments

Compare the outcomes

The same totals can take different paths.

Each scenario contains $380,000 in expected receipts and $350,000 in planned outflows. What changes is the cash available between the beginning and the end.

Original preset results · Weekly closing balances · USD
Scenario	Lowest cash	Lowest week	Closing cash
Baseline operations	$85,000	Week 5	$190,000
A customer pays late	$45,000	Week 3	$190,000
A supplier is paid in stages	$127,000	Week 8	$190,000

These are weekly closing balances, not an intraday liquidity model. Changing assumptions in the workspace creates a custom forecast.

A useful place to begin

New to the demonstration?

Start with the baseline. Inspect week 5, then switch to the delayed-receipt scenario and compare weeks 3 and 4.

Open the baseline workspace →

Keep the interpretation simple

A higher minimum balance in this model means more projected cash remains available during the period. It does not establish that a payment arrangement is commercially available or appropriate for an actual business.