The challenge
A full order book and a near-empty bank account. Receivables from two large OEM customers had stretched past 110 days and the working capital limit was fully drawn.
Our approach
We installed a thirteen-week cash forecast, renegotiated customer terms with supply-chain financing, reset inventory norms by part family and recovered blocked GST input credits.
Ostrava was profitable on paper and short of cash in practice. The answer was not more debt but a tighter grip on the money already inside the business.
Seeing thirteen weeks ahead
The weekly cash model became the centre of a 30-minute Monday call between sales, purchase and finance.
Pulling every lever
Customer financing programmes, a revised credit policy and a SKU-level inventory review released ₹18 crore within two quarters.
