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Target improvements of 15-20 days in your cash conversion cycle = \u20b912-15 lakh ($14-18K) freed for a typical \u20b920 lakh ($24K) monthly kraft paper operation.<\/p>\n\n\n\n
Finance leaders, procurement teams, and owners at SME packaging converters will gain a practical framework here, preparing them for the detailed implementation guidance that follows.<\/p>\n\n\n\n
Month-end arrives. Your kraft paper supplier<\/a> expects payment in 30 days. Your largest customer still has 60 days before they’ll settle their account. Between those two dates sits a cash flow gap that can quietly choke a growing converter business.<\/p>\n\n\n\n For SME packaging converters, this isn’t just a scheduling problem. When you’re juggling supplier terms of 30-60 days against customer payments that arrive in 60-90 days, every new order creates a paradox: growth means you need more cash tied up in paper inventory before you see a rupee back from customers. The plant keeps running, boxes keep shipping, but the bank balance tells a different story.<\/p>\n\n\n\n This guide connects two critical pieces of your working capital puzzle. First, we’ll help you see exactly where cash is stuck in your kraft paper<\/a> cycle. Then, we’ll show you how to redesign payment terms on both sides\u2014with suppliers and customers\u2014so the timing makes sense for your business without damaging the relationships that keep your plant supplied and your order book full.<\/p>\n\n\n\n Working Capital Strain from Payment Terms is a structural cash-flow problem where the timing and length of supplier and customer payment terms create a gap that forces SME packaging converters to lock up more cash in kraft paper inventory than their working capital can comfortably support. It is like having to pay for all the cardboard boxes weeks before you see any money from the customers using them. As orders grow, paper purchases grow first while customer payments lag behind, leading to tense supplier calls, hurried bank meetings and constant juggling of which invoice to pay next. To regain control, converters need to map their cash conversion cycle and identify levers\u2014payment terms, inventory policies and financing tools\u2014to shrink or safely fund the gap.<\/p>\n\n\n\n For many small converters, cash is the oxygen of the plant and working capital is the shock absorber that lets it handle bumps in orders, delays and price changes. When payment terms are misaligned, that shock absorber is always compressed.<\/p>\n\n\n\n The numbers tell the story. A typical SME converter might operate like this:<\/p>\n\n\n\n Between Day 30 (when you must pay the mill) and Day 80 (when your customer pays you), there’s a 50-day window where cash is simply locked up. For a converter buying \u20b920 lakh ($24K) of kraft paper monthly, that gap ties up roughly \u20b933 lakh ($39K) in working capital at any given time.<\/p>\n\n\n\n This creates three distinct kinds of working capital strain:<\/p>\n\n\n\n Overdraft stress.<\/strong> The overdraft limit creeps closer to its maximum each month because supplier invoices fall due long before customer collections arrive. Bank reviews feel defensive rather than strategic.<\/p>\n\n\n\n Month-end firefighting.<\/strong> The finance head chooses which supplier to delay, which customer to chase and whether salaries or statutory payments will be squeezed this month. There’s little time to step back and redesign the pattern.<\/p>\n\n\n\n Hidden growth risk.<\/strong> Every new truckload of paper and every new large order increases the size of the cash gap in absolute rupee terms. Revenue climbs, but the feeling of financial fragility grows with it.<\/p>\n\n\n\n Research on small and medium enterprises<\/a> consistently highlights this kind of working capital and trade credit pressure as a key constraint on growth, especially when kraft paper buyers<\/a> demand long payment terms while suppliers and lenders require faster settlement.<\/p>\n\n\n\n When this pattern isn’t visible in a simple picture, it feels like “cash is always tight.” When it becomes visible, you can measure it, discuss it, and redesign it.<\/p>\n\n\n\n Before you can fix payment terms, you need to see the full picture<\/a>. Most converters know their supplier terms and customer terms separately, but few have mapped how those pieces fit together into their complete cash cycle.<\/p>\n\n\n\n The cash conversion cycle measures how long it takes to turn cash paid to suppliers into cash collected from customers. Finance institutions describe this as the time between paying suppliers and receiving cash from customers, with shorter cycles generally linked to healthier working capital and more resilience.<\/p>\n\n\n\n Start with three simple numbers:<\/p>\n\n\n\n Days Payable Outstanding (DPO):<\/strong> How long, on average, you take to pay kraft paper suppliers after receiving the invoice. If you consistently pay suppliers in 35 days, your DPO is 35.<\/p>\n\n\n\n Days Inventory Outstanding (DIO):<\/strong> How many days kraft paper sits in your warehouse before it’s converted and shipped. If you maintain 15 days of kraft paper stock, your DIO is 15.<\/p>\n\n\n\n Days Sales Outstanding (DSO):<\/strong> How long customers take to pay you after you ship boxes. If your major customers pay in 75 days, your DSO is 75.<\/p>\n\n\n\n Your cash conversion cycle is calculated as:<\/p>\n\n\n\n DIO + DSO – DPO<\/strong><\/p>\n\n\n\n Using a concrete example: 20 days of inventory + 75 days to collect from customers – 45 days to pay suppliers = 50 days<\/p>\n\n\n\n That 50-day number tells you how long cash is locked up in your kraft paper operations. The longer this number, the more working capital you need.<\/p>\n\n\n\n Map this for your actual business using the last quarter’s data. Pull your kraft paper purchase invoices and note the average payment timing. Check your inventory system for average stock days. Review your accounts receivable aging to calculate customer payment timing.<\/p>\n\n\n\n Once you have your baseline number, you can see which lever has the biggest impact. Extending supplier terms from 35 to 45 days drops your cycle by 10 days. Reducing inventory from 15 to 10 days saves another 5. Getting a major customer to pay 10 days earlier cuts 10 more.<\/p>\n\n\n\n The math becomes concrete when you attach rupee values. For every day you shorten your cash conversion cycle, you free up roughly your daily kraft paper spend. If you spend \u20b920 lakh ($24K) monthly on kraft paper, each day represents about \u20b967,000 ($800) in working capital.<\/p>\n\n\n\n This one-page snapshot\u2014your current DPO, DIO, and DSO with the resulting cash conversion cycle in days and rupees\u2014becomes your baseline for every conversation about payment terms. You’re no longer negotiating blindly. You’re designing around a clear target.<\/p>\n\n\n\n The gap between supplier terms and customer payments doesn’t fix itself. But it also doesn’t require complex financial engineering. What it needs is a deliberate approach to redesigning terms on both sides while keeping relationships intact.<\/p>\n\n\n\n Payment Terms Design for Kraft Paper Suppliers & Customers provides SME packaging converters with a practical playbook for redesigning both supplier and customer payment terms in small, realistic steps so they can narrow the cash gap without damaging relationships or disrupting kraft paper supply. Think of it as adjusting the gears on a bicycle so your legs, chain and wheels move in sync instead of fighting each other.<\/p>\n\n\n\n The framework rests on three principles:<\/p>\n\n\n\n Small, sequenced changes beat dramatic overhauls.<\/strong> Asking a supplier to move from 30-day to 60-day terms in one conversation rarely works. But a staged approach\u201435 days now, 40 days after six months of clean payment history\u2014builds trust while reducing strain.<\/p>\n\n\n\n Both sides of the equation matter.<\/strong> Extending supplier terms by 10 days only helps if customer terms don’t slip by 15 days at the same time. You need attention on both the inflow and outflow.<\/p>\n\n\n\n Evidence makes the case stronger than pleas.<\/strong> When you show a supplier your payment track record and explain exactly how an extra 5 days helps you maintain consistent orders, you’re offering a business case rather than asking for a favor.<\/p>\n\n\n\n Here’s how the pieces fit together. Create a simple working summary that tracks the key relationships on both sides of your cash flow. For each major supplier and customer, document current terms, your target terms, and the change in days that would result.<\/p>\n\n\n\n Now add a timeline. Not everything moves at once. Rank your targets by feasibility. The supplier who already trusts your payment discipline might extend terms in three months. The customer who’s seen quality issues might need six months of perfect delivery before they’ll discuss faster payment.<\/p>\n\n\n\n Plot these on a 12-month calendar. Month 1-3: Pilot conversations with one supplier and one customer. Month 4-6: Expand to second-tier relationships. Month 7-12: Consolidate gains and adjust based on what worked.<\/p>\n\n\n\n This isn’t theoretical. A small converter outside Mumbai used this approach last year. They started with their most flexible supplier, moved from 30 to 35 days, and documented the change. Three months later, they showed that track record to a second supplier and secured 40-day terms. On the customer side, they identified their most cash-rich customer and proposed a 2% early payment discount for settlement within 45 days instead of 60. One customer took it. That single change freed up \u20b95 lakh ($6K) in working capital, which they used to negotiate better kraft paper pricing through larger, more confident orders.<\/p>\n\n\n\n The bridge framework gives you a roadmap that connects this simple guide to seeing your kraft paper cash flow gap clearly<\/a> with a full playbook for redesigning kraft paper payment terms<\/a>. You start by mapping where you are. You set realistic targets for where you want to be. Then you sequence the conversations in an order that builds momentum rather than burning bridges.<\/p>\n\n\n\n Suppliers aren’t charities, but they’re also not blind to your challenges. The key is showing them why extending your terms reduces their risk rather than increasing it.<\/p>\n\n\n\n Start with your payment track record. Pull the last 12 months of kraft paper invoices from this supplier. Calculate your average payment time and note any late payments. If you’ve paid within terms 90% of the time, that’s your opening data point.<\/p>\n\n\n\n Opening with data, not emotion.<\/strong> Frame the conversation around objective facts: “We’ve been reviewing our cash conversion cycle across all our paper suppliers. On average we’re paying at about 45 days, but with your account we’re at 30 days. Because our customers are mostly at 75-90 days, this creates a significant cash gap on the volumes we buy from you.”<\/p>\n\n\n\n This frames the issue as a shared structural problem, not a complaint about your own cash management.<\/p>\n\n\n\n Framing mutual benefit.<\/strong> Now connect your request to their interests: “We value the reliability of your supply and expect our volumes to grow next year. To support that growth without constant pressure on our overdraft, we’re looking to align your terms more closely with our other core suppliers. If we could move from 30 to 45 days on invoices, it would make it easier for us to commit to stable monthly orders and plan purchases with you.”<\/p>\n\n\n\n Here, the supplier hears a trade-off: slightly longer terms in exchange for stable, growing business.<\/p>\n\n\n\n Suggesting a trial arrangement.<\/strong> Reduce perceived risk by proposing: “Would you be open to trying 45 days for the next six months, with a joint review after that? If we can demonstrate that our payment discipline remains strong, we can then discuss keeping the revised terms or adjusting them further.”<\/p>\n\n\n\n Trial periods lower risk and allow both sides to see behavior before making permanent changes.<\/p>\n\n\n\n If the supplier hesitates, propose a staged approach. Start with 35 days for three months. If you maintain clean payment, move to 40 days. This reduces their perceived risk.<\/p>\n\n\n\n Some suppliers will counter with a request for a small deposit or a post-dated check as security. That’s negotiable. If a 10% deposit on each order lets you extend terms by 15 days, run the numbers. The working capital relief from those extra 15 days might outweigh the cost of tying up 10% upfront.<\/p>\n\n\n\n Also consider what you bring to the table beyond payment history. Do you provide detailed forecasts that help them plan their mill runs? Do you accept smaller lot sizes when they need to clear inventory? These operational favors have value. Name them in the conversation.<\/p>\n\n\n\n For newer supplier relationships where you don’t have 12 months of history, focus on your overall business stability instead. Share your customer list (without breaking confidentiality). Show them your order pipeline. Demonstrate that you’re not a risky startup but an established converter with predictable demand.<\/p>\n\n\n\n The goal isn’t to extract maximum concessions. It’s to find a sustainable arrangement that keeps kraft paper flowing while reducing the cash gap enough to ease your month-end stress.<\/p>\n\n\n\n Customer payment terms are harder to shift than supplier terms, but they’re not impossible. The challenge is that customers have their own working capital pressures. Your job is to make faster payment feel like a benefit rather than a burden.<\/p>\n\n\n\n Early payment discounts are the most common lever. Financial resources describe structures<\/a> such as offering 2% off if paid within 10 days on a 30-day invoice, which can accelerate cash inflows where margins allow.<\/p>\n\n\n\n Before you propose this, calculate what it costs you. If your gross margin on a \u20b910 lakh ($11K) order is 15%, giving up 2% for faster payment means trading \u20b920,000 ($235) in margin for \u20b910 lakh ($11K) arriving 30 days earlier. Is that worth it?<\/p>\n\n\n\n Run the comparison against your current financing costs. Assuming you utilize an overdraft at an average of 11% annual interest, 30 days of interest on \u20b910 lakh ($11K) costs roughly \u20b99,041 ($106). The discount costs \u20b920,000 ($235). On a pure financial basis, the overdraft is cheaper.<\/p>\n\n\n\n But this calculation misses the operational benefit. Faster customer payments reduce the cognitive load of managing cash flow. They give you more flexibility to take advantage of supplier discounts or bulk pricing opportunities. They reduce the risk that a major customer’s delayed payment creates a crisis.<\/p>\n\n\n\n Linking terms to security of supply.<\/strong> Open the conversation by connecting payment timing to their interests: “Over the last year, our average time to collect from your invoices has been around 90 days from the invoice date. At the same time, our paper suppliers require payment within 45 days. This means we carry roughly 45 days of funding for your orders. To keep supplying you reliably as your volumes grow, we need to narrow that gap.”<\/p>\n\n\n\n This shows cause-and-effect between payment timing and supply security.<\/p>\n\n\n\n Asking for modest, specific improvements.<\/strong> Make the request concrete and reasonable: “We’re not asking for an immediate move to 30 or 45 days. Would you consider adjusting terms from 90 to 75 days for the next set of orders, with us keeping you informed on how this improves supply stability from our side?”<\/p>\n\n\n\n Concrete, modest steps are easier to approve than radical changes.<\/p>\n\n\n\n Proposing phased changes with review checkpoints.<\/strong> Create options rather than ultimatums: “One option could be to start new projects at 60 days while keeping existing work at 90 days, then reviewing overall impact after six months. If the arrangement works well for both of us, we can standardize at the improved terms.”<\/p>\n\n\n\n For some customers, a discount won’t move the needle because their accounts payable processes are rigid. In those cases, try a different approach: invoicing milestones.<\/p>\n\n\n\n Instead of invoicing the full order upon delivery, structure payment around stages. Invoice 30% when the order is confirmed, 40% upon delivery, and 30% upon final acceptance. This spreads the cash inflow and reduces the total amount waiting for that final 60-day payment term.<\/p>\n\n\n\n A third option is customer-specific financing arrangements. Some larger customers work with supply chain finance platforms where they confirm your invoice, the platform pays you within 10 days, and the customer pays the platform on their standard 60-day terms. The platform deducts a financing charge (typically 1% to 3% of the invoice value, depending on the customer’s credit rating and the payment tenure), allowing you to access cash faster without burdening the customer relationship.<\/p>\n\n\n\n Not every customer will move. That’s fine. If you can get one or two major customers to shift from 60-day to 45-day terms, that alone can free up meaningful working capital. Focus on customers where you have the strongest relationship and the best quality track record.<\/p>\n\n\n\n The most effective approach doesn’t rely on a single lever. It combines modest improvements across supplier terms, customer terms, and inventory management to create cumulative relief.<\/p>\n\n\n\n Consider a realistic scenario:<\/p>\n\n\n\n You currently operate with:<\/p>\n\n\n\n After 12 months of deliberate changes:<\/p>\n\n\n\n New calculation:<\/p>\n\n\n\n You’ve freed up \u20b911.7 lakh ($14K) in working capital without taking on new debt or dramatically changing your operations.<\/p>\n\n\n\n A mini-scenario shows how both sides moving together creates momentum. The converter agrees with a core paper supplier to extend terms from 30 to 45 days for six months on a key grade. Simultaneously, they work with a major customer to move from 90-day terms to 75 days for new orders, with a review after two quarters. Combined, these changes reduce the gap by roughly 30 days. The overdraft still exists, but the strain eases. Month-end phone calls feel less desperate, and both relationships are strengthened by transparent discussion.<\/p>\n\n\n\n The inventory piece deserves attention. Many converters hold 15-20 days of kraft paper stock “just in case.” But if your suppliers are reliable and you have weekly ordering discipline, you might safely operate within 10-12 days. That reduction saves cash and warehouse space.<\/p>\n\n\n\n Improved forecasting helps here. If your procurement team can see customer orders 30 days out and translate that into weekly kraft paper needs, you can order smaller quantities more frequently. This reduces inventory days without risking stock-outs.<\/p>\n\n\n\n Some converters resist this approach because they worry about losing supplier volume discounts. The math usually favors frequency over bulk. Even if moving from biweekly to weekly orders increases your per-ton price by 1% (due to lower bulk volumes) but frees up 5 days of inventory, the working capital benefit typically outweighs that marginal cost.<\/p>\n\n\n\n The key is that these levers compound. A 10-day improvement in supplier terms plus a 3-day improvement in inventory plus a 5-day improvement in customer terms equals 18 days of working capital relief. For a \u20b920 lakh ($22K) monthly operation, that’s \u20b912 lakh ($14K) freed up\u2014cash that can buffer against surprises or fund growth without expanding your overdraft.<\/p>\n\n\n\n This isn’t a one-conversation fix. It’s a 12-month campaign built around small wins in that compound.<\/p>\n\n\n\n Months 1-3: Establish Your Baseline<\/strong><\/p>\n\n\n\n Map your current cash conversion cycle using actual data from the last quarter. Create a simple one-page summary showing your DPO, DIO, DSO, and the resulting working capital impact in rupees.<\/p>\n\n\n\n Share this internally with your owner, finance lead, and procurement lead. Get agreement on target numbers. If your current cycle is 55 days and you think you can reach 40 days in 12 months, document that goal.<\/p>\n\n\n\n Identify your top three kraft paper suppliers and top three customers by volume. For each, note current payment terms and document your payment track record over the past year.<\/p>\n\n\n\n Use a simple prioritization approach for each potential change. Assess three dimensions:<\/p>\n\n\n\n Impact on days and overdraft relief.<\/strong> Estimate how many days the gap would shrink and how much peak overdraft might reduce. Even a rough sense (“this could free \u20b910-15 lakh or $11-17K during peak months”) is useful.<\/p>\n\n\n\n Relationship risk.<\/strong> Judge whether the supplier or customer is likely to see the request as reasonable, open to trial, or highly sensitive.<\/p>\n\n\n\n Implementation effort.<\/strong> Consider whether the change requires only an email and an agreed amendment, or a deeper legal, contractual or system change.<\/p>\n\n\n\n Prioritize high-impact, low-to-medium risk, low-to-medium effort moves first. This keeps momentum and avoids early failures that discourage further design.<\/p>\n\n\n\n Months 4-6: First Pilot Conversations<\/strong><\/p>\n\n\n\n Choose one supplier relationship where you have the strongest payment history. Use the script approach outlined earlier to propose extended terms. Even if you only gain 5 days, count it as a win and document the change.<\/p>\n\n\n\n On the customer side, choose one relationship where you have consistently delivered quality and where the customer’s finance team is accessible. Propose an early payment discount or discuss milestone invoicing.<\/p>\n\n\n\n Simultaneously, work with procurement to test reducing kraft paper inventory by 2-3 days. Monitor closely for any stock-out risk.<\/p>\n\n\n\n Months 7-9: Expand and Refine<\/strong><\/p>\n\n\n\n If the first supplier and customer pilots succeeded, expand conversations to second-tier relationships. Use the first success as proof that this approach works.<\/p>\n\n\n\n If a pilot didn’t work, analyze why. Was the request too aggressive? Was the evidence insufficient? Adjust your approach and try a different relationship.<\/p>\n\n\n\n By month 9, you should have measurable progress. Recalculate your cash conversion cycle and quantify the working capital impact.<\/p>\n\n\n\n Months 10-12: Consolidate and Plan Next Phase<\/strong><\/p>\n\n\n\n Lock in the changes that worked. Update contracts or exchange written confirmation letters with suppliers and customers documenting the new terms.<\/p>\n\n\n\n Use the freed-up working capital deliberately. Don’t just let it sit. Decide whether to:<\/p>\n\n\n\n Document what you’ve learned in a simple playbook for your team. When a new supplier relationship forms or a major customer joins your roster, you’ll have a repeatable process for aligning payment terms from the start.<\/p>\n\n\n\n The framework described here might feel abstract until you build your own version. The simplest version is a one-page document you can print and use in internal meetings.<\/p>\n\n\n\n At the top, show your current cash conversion cycle: DPO, DIO, DSO, and the number of days cash is locked up. Translate that into rupees based on your actual monthly kraft paper spend.<\/p>\n\n\n\n Below that, create a detailed tracking table with these columns:<\/p>\n\n\n\n Fill in 1-2 key suppliers and 1-2 key customers. For example:<\/p>\n\n\n\n | Supplier A | Supplier | 30 days from invoice | 45 days from invoice | +15 | Frees ~\u20b910 lakh ($11K)at peak | Long relationship; open to trial | | Customer B | Customer | 90 days end of month | 75 days from invoice | -15 | Reduces gap by ~\u20b910 lakh ($11K) | Key account; propose phased trial |<\/p>\n\n\n\n At the bottom, a 12-month timeline with milestones: which conversations happen in months 1-3, which in months 4-6, and so on.<\/p>\n\n\n\n This single page becomes your working capital roadmap. You can update it quarterly as terms change and as you learn which approaches work with which relationships.<\/p>\n\n\n\n Share it with your banker when discussing overdraft limits. Show it to suppliers when explaining why extended terms help you place larger orders. Use it internally to keep finance and procurement aligned around shared goals.<\/p>\n\n\n\n The power isn’t in the complexity. It’s in having one clear picture that everyone can reference when month-end stress builds or when a new growth opportunity appears and someone asks, “Can we afford the paper for this order?”<\/p>\n\n\n\n When payment terms and working capital are constantly tight, growth feels dangerous. A new customer with large orders should be exciting. Instead, it triggers worry: “Do we have enough cash to buy the kraft paper we’ll need before their first payment arrives?”<\/p>\n\n\n\n Redesigning payment terms changes that calculation. When your cash conversion cycle drops from 55 days to 40 days, you free up working capital that makes new orders feel manageable rather than risky.<\/p>\n\n\n\n More importantly, you build confidence. You know your numbers. You have a track record of negotiating terms that work for everyone. You’ve proven that asking for an extra 10 days from a supplier or offering a modest discount to a customer doesn’t damage the relationship.<\/p>\n\n\n\n This confidence shows up in supplier conversations. Instead of nervously explaining why you need to delay an invoice by a few days, you proactively discuss terms that let you scale your orders. It shows up in customer conversations too. You’re no longer just a converter hoping they pay on time. You’re a business partner who understands cash flow and proposes structures that work for both sides.<\/p>\n\n\n\n Global evidence shows<\/a> that SMEs often face persistent working capital and trade credit challenges, yet those that actively manage payment terms, inventory and cash conversion cycles are better positioned to survive shocks and fund growth from healthier internal cash flows.<\/p>\n\n\n\n The goal isn’t perfection. It’s a sustainable rhythm where kraft paper purchases, production schedules, and customer payments are aligned well enough that month-end feels predictable. Where growth doesn’t immediately trigger an overdraft crisis. Where you spend less time juggling payment timing and more time improving operations or exploring new markets.<\/p>\n\n\n\n That rhythm is within reach. It starts with seeing your current cash conversion cycle clearly, identifying which levers you can realistically move, and then executing a 12-month plan built around small, sequenced changes that compound into meaningful relief.<\/p>\n\n\n\n For ongoing insights and resources related to kraft paper sourcing and industry best practices, explore the PaperIndex<\/a> platform, which connects buyers and suppliers across the global pulp and paper industry.<\/p>\n\n\n\nWhy This Matters: The Hidden Cost of Misaligned Payment Terms<\/h2>\n\n\n\n
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Seeing Your Cash Conversion Cycle Clearly<\/h2>\n\n\n\n
![\"Cash](\"https:\/\/www.paperindex.com\/academy\/wp-content\/uploads\/2025\/11\/cash-conversion-cycle-for-sme-packaging-converters-1024x675.png\")
<\/figure>\n\n\n\nThe Simple Bridge Framework: Connecting Strain to Solutions<\/h2>\n\n\n\n
Approaching Suppliers: Building the Case for Extended Terms<\/h2>\n\n\n\n
Approaching Customers: Making Early Payment Attractive<\/h2>\n\n\n\n
Combining Levers: Supplier, Customer, and Inventory Changes<\/h2>\n\n\n\n
![\"\u201cSME](\"https:\/\/www.paperindex.com\/academy\/wp-content\/uploads\/2025\/11\/sme-packaging-converters-working-capital-improvement-journey-1024x728.png\")
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Your Next Steps: A 12-Month Action Plan<\/h2>\n\n\n\n
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Making This Practical: The One-Page Bridge Tool<\/h2>\n\n\n\n
Counterparty<\/strong><\/td> Type<\/strong><\/td> Current Terms (days\/<\/strong>structure)<\/strong><\/td> Proposed Terms (days\/<\/strong>structure)<\/strong><\/td> Change in Days<\/strong><\/td> Rough Cash Impact (\u20b9)<\/strong><\/td> Relationship\/<\/strong>
Effort Notes<\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\nBuilding Confidence Around Growth<\/h2>\n\n\n\n
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