Program Overview
This immersive program enables finance, operations, and business leaders in capital-intensive industries to optimize capital utilization, accelerate cash cycles, and improve asset yields through integrated financial and operational levers. Explore how to identify cash traps, restructure working-capital components, and adopt advanced models such as supply-chain finance, sale-leaseback, asset monetization, and ESG-linked financing. Using practical case studies and simulation-based exercises, this program would help teams balance growth and liquidity— building organizations that are both asset-efficient and financially agile.
Features
- Analyze and optimize ROCE, asset utilization, and cash-conversion cycles
- Implement innovative working-capital models such as SCF, reverse factoring, and dynamic discounting
- Leverage digital and financial tools to unlock capital and improve cash visibility
- Build a roadmap for sustainable capital efficiency aligned with growth and ESG goals
Target audiences
- Finance Team Heads
- Strategy Team Leads
- Project Managers
Curriculum
- 6 Sections
- 35 Lessons
- 1 Day
Expand all sectionsCollapse all sections
- Capital Efficiency — The New Performance Benchmark6
- 1.1ROCE, ROA, EVA, and Cash Conversion Cycle (CCC)
- 1.2Capital allocation frameworks and hurdle rates
- 1.3Asset-light vs. asset-heavy business model dynamics
- 1.4Balance sheet optimization — working vs. fixed capital interplay
- 1.5The “Cost of Idle Capital” and hidden inefficiencies
- 1.6Exercise: Calculate organization’s ROCE improvement potential from asset utilization changes
- Working Capital Levers Across the Value Chain7
- 2.1Inventory, receivables, and payables management interdependencies
- 2.2Cash-to-cash cycle and liquidity optimization
- 2.3Vendor financing, customer prepayments, and dynamic discounting
- 2.4Digital tools for cash visibility and automated forecasting
- 2.5Linking supply chain efficiency with working capital release
- 2.6Case Example: Tata Steel & Siemens — optimizing inventory turnover through digital supply chain visibility
- 2.7Mini diagnostic — Map working capital gaps using a value-chain-based checklist
- Financing Innovation & Capital Release Mechanisms8
- 3.1Supply Chain Finance (SCF) and Reverse Factoring models
- 3.2Receivables securitization, leasing, and asset monetization
- 3.3Structured financing, off-balance-sheet vehicles, and sale-leaseback
- 3.4Banking partnerships and fintech-led working capital platforms
- 3.5ESG-linked finance and green capital efficiency
- 3.6Example: Adani Ports- Infrastructure liquidity unlock via asset monetization
- 3.7Example: Siemens & Mahindra- SCF innovation for supplier resilience
- 3.8Exercise: Design a hybrid working capital model combining internal and external funding levers for a sample capital project
- Asset Productivity & Capital Turnaround Strategy7
- 4.1Capacity utilization and throughout analysis
- 4.2Asset lifecycle management and divestment strategy
- 4.3Maintenance optimization and cost of underperformance
- 4.4Digital twins, predictive maintenance, and OEE improvement
- 4.5Asset yield vs. replacement cost economics
- 4.6Case Study: Caterpillar & Larsen & Toubro — improving capital returns via digital asset intelligence
- 4.7Exercise: Identify top “cash traps” in a hypothetical capital-intensive business and propose corrective levers
- Integrated Capital Efficiency Dashboard & Simulation5
- 5.1KPI integration: ROCE, CCC, WC days, and asset utilization
- 5.2Digital dashboards for cash flow scenario planning
- 5.3Early warning systems for working capital stress
- 5.4Decision trees for capital allocation and reinvestment
- 5.5Exercise: Run a simulation modeling cash stress under demand slowdown and design liquidity preservation measures.
- Capital Efficiency Roadmap — Turning Insights into Action2
Instructor
