February 2025
Working Capital
Cash is king. This page answers three questions in 30 seconds: where is my money stuck, what you owe short-term, and what should I do this week. Every number is sliceable by segment.
43% of receivables from one customer
If this one customer has a bad month, your cash flow has a bad month. That's not a customer relationship — it's a dependency.
Where your cash is stuck
Money you've earned or paid but not yet in your hands
| Customer dues (receivables)
Invoices sent, not yet collected |
₹359,901 |
| TDS refund pending
Withheld by customers, claim back from govt |
₹206,028 |
| Total stuck | ₹565,929 |
By Geography
What you owe (short-term)
Three economically distinct buckets — not all of them are 'funding' in the real sense
Real working-capital funding
Genuine third-party capitalSomeone is actually lending you money or delaying their claim so you can operate. More of this is good — others funding your growth.
| Vendor credit (trade payables)
Vendors billed you, you haven't paid — their money working for you |
₹141,600 |
| Customer advances
Customers paid you before delivery — their money in your bank |
₹0 |
| Subtotal · real funding | ₹141,600 |
Book accruals (future payments expected)
Accounting-recognised, not cash-in-handThese are accounting entries recognising liabilities you expect to pay in future (audit fees, bonuses, known expenses). Nobody gave you this money — it's just your books recording a future outflow.
| Provisions
Expected future liabilities (audit fee, bonuses, repairs, warranty) |
₹52,450 |
| Subtotal · book accruals | ₹52,450 |
Don't mistake this for cash sitting with you — these represent future outflows your P&L has already booked as expense.
Net working capital position
NWC = Current Assets − Current Liabilities. Matches the Home KPI tile and the balance sheet — one number, everywhere. Breakdown below separates trade-cycle cash (receivables/payables/taxes) from book accruals so you can see what's driving it.
Tally cross-party netting detected
Your Creditors Ageing file shows gross payables that the TB's Sundry Creditors line is not reflecting — because a vendor's credit balance is grouped inside a debtor ledger. Working Capital view uses the ageing-file gross figures.
Trade receivables vs trade payables (gross)
Read from the ageing files — the party-level truth. Independent of how Tally groups the ledgers.
How old is the money owed to you
Older the bucket, lower the collection odds
Industry rule of thumb: anything past 90 days has < 50% collection probability.
Top customers by outstanding
Top customer = 43% of total outstanding · concentration risk critical
What to do this week
43% of receivables from one customer
GALLEON SHIPPING LTD owes ₹153,400 — that's 43% of all money you're owed.
Reneusleep India Private Limtied: ₹114,400 owed — 144 days overdue
₹114,400 outstanding across 4 invoices, oldest invoice 144 days old. Crossing into the danger zone.
UTF TECHNOLOGIES INDIA PRIVATE LIMITED: ₹74,401 owed — oldest invoice 27 months old
₹74,401 outstanding. Oldest invoice is 27 months old — almost certainly a bad-debt candidate at this age.
Customers take 252 days to pay you
That's ₹42,862 of cash tied up for every extra 30-day delay vs industry norm.
GALLEON SHIPPING LTD: ₹153,400 drifting toward 90+ (oldest 81 days)
₹153,400 outstanding. One more month and this enters the bad-debt risk zone.
Computed from TB + Debtors Ageing + P&L waterfall. DSO = (Receivables ÷ Revenue) × period days · DPO = (Payables ÷ Purchases) × period days · Cash Cycle = DSO − DPO (services firms have no inventory, so no DIO component).