Supplier settlement and payment-cycle analysis

We match every settlement with each supplier, carrier and platform partner to the terms signed: invoice date, approval, payment run, deduction, set-off and final receipt. For each group of counterparties we measure the days between value delivered and cash paid.

Your board sees how much of the group's funding comes from suppliers, and where payment practice has drifted from the agreement.

• A settlement ledger showing agreed terms against actual days paid, by supplier and group of suppliers.
• A deductions and set-off review that classifies each type and its approval route.
• A payment-run protocol that ranks payments by terms, discount and relationship.
• A supplier funding map showing how much of group working capital each counterparty carries.
• A board paper on terms to renegotiate, with the price effect against the cash effect.

• Average days to pay sit beside contract terms, weighted by value.
• Suppliers paid outside terms, early or late, are counted as a share of all suppliers.
• Deductions disputed after payment are tracked in value.
• Early-payment discounts taken are set against those available.
• The merchants' settlement cycle is read beside the group's own collection cycle.

Settlement practice grows by exception. A supplier chased hard is paid first, one who is patient is paid last, and set-offs for returns or penalties are applied by whoever notices them. The group cannot say whether its suppliers fund it by agreement or by default, nor what it loses in price from the suppliers who are left waiting.

• Supplier complaints about late payment reach the chief executive, not the finance team.
• Actual days to pay differ widely from contract terms and no one has measured the gap.
• Deductions for returns, damages or penalties are applied without agreement and are disputed later.
• Marketplace sellers or merchants are paid on a weekly cycle that the group's cash cannot always support.
• The payment run is decided each week by the person with the bank access.

Chairmen and chief executives of retail, marketplace, grocery and distribution groups that buy from many suppliers or settle with merchants and carriers on a cycle, and where payment timing materially affects the facility.

Qasim Abbas has answered for treasury above USD 50M at group level, where settlement timing decides the week's cash. We analyse your supplier terms the same way, by what each day of payment cycle does to the group.

We read your ledger, bank records and any marketplace or payout platform you use. See how fees work.

How do you treat related-party suppliers?

They are shown separately in the settlement ledger, so the board can see the intercompany cash flows and decide on them openly.

Can the findings be shared with a lender?

Yes. The supplier funding map gives a lender the clear picture of supplier funding it asks for when assessing short-term liquidity.

Supply a statement from your largest counterparty. We compare its payment history with the contract and describe what a full settlement review finds.