Business Planning · 13-Week Cash Flow Scenario Planner
The same ending cash. Different pressure.
This three-week sample shows why the lowest daily balance matters, even when the ending balance looks fine.
Customer pays on time · October 11
Weekly closing cash in the sample
The daily minimum above can be lower than all three weekly closes.
| Receipt date | October 11 |
| Week 1 closes · Oct 11 | $10,500 |
| Week 2 closes · Oct 18 | $6,500 |
| Week 3 closes · Oct 25 | $3,500 |
| Lowest balance date | October 21 |
Cash stays above the $3,000 reserve throughout this fixed example.
Customer pays 7 days late · October 18
Weekly closing cash in the sample
The daily minimum above can be lower than all three weekly closes.
| Receipt date | October 18 |
| Week 1 closes · Oct 11 | $4,500 |
| Week 2 closes · Oct 18 | $6,500 |
| Week 3 closes · Oct 25 | $3,500 |
| Lowest balance date | October 14 |
The late receipt leaves only $500 before it arrives. Week 2 still closes at $6,500, so a weekly closing total alone hides the low point.
Customer pays 14 days late · October 25
Weekly closing cash in the sample
The daily minimum above can be lower than all three weekly closes.
| Receipt date | October 25 |
| Week 1 closes · Oct 11 | $4,500 |
| Week 2 closes · Oct 18 | $500 |
| Week 3 closes · Oct 25 | $3,500 |
| Lowest balance date | October 21 |
Ending cash is still $3,500, but the modeled balance falls to −$2,500 before the receipt. The shortfall would need a separate business decision.
The full downloadable tool
This preview exposes only the fixed cases shown above.
- Enter your dated and recurring receipts and payments.
- Match actuals to forecasts without double-counting.
- Compare daily reserve breaches across a full 13-week plan.