Cash Flow Forecasting and Liquidity Risk Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Treasury Managers, Treasury Analysts and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-TI-006

Before you join: Participants should understand financial statements, working-capital concepts and basic corporate finance terminology.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Poor cash visibility can turn a profitable organisation into a funding problem. Treasury teams must know what cash is available today, what will be received and paid over the next 13 weeks, where liquidity is trapped, and how quickly the position could deteriorate under stress. Inaccurate forecasts can lead to unnecessary borrowing, missed investment income, covenant pressure, delayed payments and avoidable reliance on emergency facilities.

This course develops the practical forecasting and liquidity risk management skills needed to manage those decisions. Participants build direct and driver-based cash flow forecasts, assess forecast accuracy, analyse liquidity gaps, calculate funding headroom and prepare stress scenarios. The course addresses daily cash positioning, receivables and payables forecasting, working-capital drivers, cash pooling, debt maturity profiles, contingency funding and liquidity reporting. It also examines IFRS 7 liquidity-risk disclosures and the relevance of Basel III liquidity measures for regulated financial institutions.

Teaching combines concise instructor briefings with worked treasury cases, group analysis, spreadsheet-based forecasting tasks, liquidity simulations and structured application planning. Participants work with realistic situations such as delayed customer collections, seasonal working-capital peaks, restricted cash, refinancing deadlines and sudden funding withdrawals. They leave with reusable templates for a 13-week cash forecast, forecast-accuracy reporting, liquidity gap analysis, stress testing and a contingency funding plan. The five-day instructor-led course is available in classrooms in 50+ cities or live online, runs from 08:30 to 16:30 each day, and includes a certificate of completion.

The course is suited to finance and treasury professionals who contribute to cash forecasting, funding decisions, working-capital management or liquidity reporting. It is particularly useful for organisations with multiple bank accounts, several legal entities, seasonal cash cycles, material foreign-currency flows or reliance on external funding.

What you will be able to do

  • Construct a 13-week rolling cash flow forecast from operational and banking data
  • Build driver-based cash forecasts using working-capital, tax and capital expenditure assumptions
  • Assess liquidity risk using liquidity gaps, survival horizons and concentration analysis
  • Measure forecast accuracy using variance, bias and mean absolute percentage error analysis
  • Design liquidity buffers, funding ladders and facility headroom calculations
  • Perform liquidity stress tests and reverse stress tests using defined scenarios
  • Establish liquidity policies, early-warning indicators and contingency funding procedures
  • Present treasury liquidity reports and management actions for senior decision-makers

Benefits of attending

For you

  • Produce cash forecasts that explain timing, assumptions and funding implications
  • Identify forecast errors and improve the reliability of recurring treasury reports
  • Assess liquidity headroom before covenant, refinancing or payment pressures emerge
  • Communicate cash risks and funding decisions clearly to senior management
  • Apply recognised liquidity stress testing and contingency funding methods

For your organisation

  • Improved visibility of daily cash, near-term funding needs and available liquidity
  • Reduced emergency borrowing through earlier identification of cash shortfalls
  • More accurate working-capital and capital expenditure cash planning
  • Stronger controls over forecast inputs, approvals, assumptions and variance reporting
  • Better preparedness for funding disruptions, delayed collections and market stress

Course modules

10 modules over 5 days

Participants can explain the cash drivers, timing conventions and treasury information needed for reliable forecasting.

  • Cash conversion cycle links sales, procurement, inventory and settlement timing
  • Sources and uses mapping separates operating, investing and financing cash
  • Direct and indirect cash flow views serve different decisions
  • Bank account structures determine visibility, concentration and trapped cash
  • Value dates, cut-off times and float distort reported cash positions
  • Materiality thresholds focus treasury attention on decision-relevant variances

Participants can organise forecast data sources, validate inputs and establish an accurate daily cash position.

  • Forecast data dictionary defines owners, sources, timing and confidence grades
  • ERP, accounts payable and receivable feeds reconcile to bank statements
  • Master-data controls prevent duplicate entities, currencies and counterparty records
  • Cash positioning distinguishes booked balances, available balances and intraday liquidity
  • Data lineage documents transformations from source transaction to forecast line
  • Exception reports identify stale inputs, missing files and unusual movements

Participants can prepare and maintain a rolling direct cash flow forecast for short-term treasury decisions.

  • Daily cash positioning aggregates bank balances, expected receipts and payment runs
  • Weekly direct forecast schedules collections, payroll, taxes and supplier disbursements
  • 13-week rolling cash forecast uses weekly actuals and revised assumptions
  • Receipts forecasting applies aging buckets, collection curves and probability weighting
  • Disbursement timing reflects purchase orders, invoice terms and payment calendars
  • Forecast calendars align business days, holidays, cut-offs and value dates
  • Version control preserves assumption changes, approvals and forecast history

Participants can translate operational plans and working-capital assumptions into cash flow projections.

  • Driver-based models link volume, price, margin and working-capital days
  • Accounts receivable days translate revenue plans into collection profiles
  • Inventory and payable assumptions convert procurement plans into cash needs
  • Tax, dividend and capital expenditure schedules capture non-operating cash demands
  • Foreign-currency forecasts separate transaction exposures from translated reporting values
  • Seasonality indices adjust monthly profiles using historical cash patterns
  • Scenario assumptions distinguish base case, downside case and management actions

Participants can measure forecast performance, diagnose errors and improve forecast reliability.

  • Forecast-versus-actual analysis separates timing differences from amount errors
  • Mean absolute percentage error measures forecast accuracy across periods
  • Bias analysis detects systematically optimistic or pessimistic cash estimates
  • Root-cause coding assigns errors to data, process, judgment or events
  • Tolerance bands trigger review when variances exceed agreed thresholds
  • Forecast scorecards report accuracy, bias, timeliness and input completion

Participants can identify liquidity exposures and assess their potential effect on cash availability.

  • Liquidity risk taxonomy covers funding, market, intraday and contingency risks
  • Liquidity gap analysis compares contractual inflows and outflows by time bucket
  • Survival horizon estimates days until available liquidity is exhausted
  • Concentration analysis identifies dependence on banks, customers, currencies and funding sources
  • Encumbered cash and restricted balances adjust usable liquidity calculations
  • Early-warning indicators combine covenant headroom, drawdowns, overdue receivables and deposit outflows

Participants can select and monitor funding sources and liquidity buffers against forecast requirements.

  • Liquidity buffers distinguish operational cash, minimum balances and contingency reserves
  • Funding ladder maps maturities, committed facilities and refinancing windows
  • Revolving credit facilities, overdrafts and money-market instruments match timing requirements
  • Internal cash pooling and notional pooling improve deployable group liquidity
  • Intercompany loans require pricing, documentation, tax and legal coordination
  • Facility covenant calculations test headroom under forecast and stress cases

Participants can test liquidity resilience and identify credible actions for adverse cash scenarios.

  • Cash flow stress testing applies volume, margin, collection and funding shocks
  • Reverse stress testing identifies conditions that breach minimum liquidity limits
  • Scenario design combines correlated shocks rather than isolated percentage changes
  • Monte Carlo simulation estimates liquidity outcomes from probability distributions
  • Sensitivity tables show cash effects of key assumption movements
  • Management actions rank by speed, cash impact, cost and feasibility

Participants can establish governance routines, escalation thresholds and liquidity reporting for decision-makers.

  • Liquidity risk appetite sets minimum cash, survival horizon and concentration limits
  • Liquidity policy defines authorities, escalation routes and reporting frequencies
  • Contingency funding plans specify triggers, contacts, actions and communications
  • Board reporting presents liquidity position, forecast range, risks and decisions
  • IFRS 7 maturity analysis supports liquidity risk disclosure requirements
  • Basel III LCR and NSFR illustrate regulated liquidity metrics
  • Segregation of duties separates forecast preparation, approval and bank release

Participants can prepare a practical plan for improving forecasting, reporting and liquidity risk controls.

  • Integrated forecast model connects operating drivers, debt schedules and cash balances
  • Weekly treasury dashboard tracks liquidity headroom, forecast accuracy and funding maturities
  • Management narrative explains movements, risks, decisions and required approvals
  • Action registers assign owners, deadlines and evidence for forecast improvements
  • Thirty-sixty-ninety-day implementation plans sequence data, process and governance changes
  • Stakeholder maps align finance, treasury, operations, banks and senior management
  • Control calendars schedule forecast submissions, reviews, funding decisions and reporting

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. 13-week rolling cash flow forecast template
  2. Driver-based cash forecasting model
  3. Forecast accuracy and variance scorecard
  4. Liquidity gap and survival horizon analysis
  5. Liquidity stress testing scenario pack
  6. Contingency funding plan checklist

Who should attend

  • Treasury Managers — need reliable forecasts, funding plans and liquidity controls
  • Treasury Analysts — prepare cash positions, forecasts and bank reporting
  • Finance Managers — connect operating plans with funding and cash requirements
  • Financial Controllers — improve working-capital visibility and forecast governance
  • Cash Managers — manage daily balances, bank accounts and short-term funding
  • Risk Managers — assess liquidity exposures, stress scenarios and contingency actions

Skills and tools covered

Cash flow forecastingLiquidity risk analysisForecast accuracy measurementFunding managementLiquidity stress testingTreasury reporting

Tools and standards

Microsoft Excel, IFRS 7 liquidity risk disclosures, Basel III Liquidity Coverage Ratio, Basel III Net Stable Funding Ratio

How the course runs

Training methodology

The course uses short instructor briefings to introduce treasury methods, followed by worked examples and facilitated case analysis. Participants interpret bank balances, payment schedules, receivables data, debt facilities and operating assumptions to build forecast views. Group exercises examine liquidity gaps, funding choices and stress scenarios, while simulations test management responses to collection delays and funding pressure. Structured application planning helps participants adapt the templates, controls and reporting routines to their own treasury or finance function.

Requirements and prerequisites

Participants should understand financial statements, working-capital concepts and basic corporate finance terminology. Experience with budgets, accounts receivable, accounts payable, bank reconciliation, treasury operations or financial reporting is useful. Participants should be comfortable reading spreadsheets and interpreting cash movements, although advanced spreadsheet modelling is not required. The course assumes no prior specialist treasury qualification and does not require programming, quantitative risk modelling or prior experience with Basel III. Participants from both corporate treasury and financial services can apply the methods.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand basic financial statements, working capital and common finance terminology. Prior treasury experience is useful but not essential, and advanced spreadsheet modelling is not required.

Bring a laptop if attending in person, as spreadsheet-based analysis forms part of the learning. You may also bring non-confidential examples of your forecasting process, reporting format or liquidity challenges.

It is designed for treasury, finance, cash management, controllership and risk professionals who prepare, review or use cash forecasts. It suits both corporate treasury teams and professionals in financial institutions.

General treasury courses cover a wider range of subjects, such as banking relationships, foreign exchange and debt management. This course concentrates on building reliable cash forecasts, measuring liquidity risk and preparing funding responses.

Participants can use the forecast, variance, liquidity gap and stress-testing templates in recurring treasury reporting. The course also helps participants define clearer data ownership, review routines and escalation triggers.

The course runs from 08:30 to 16:30 each day, with about 6.5 contact hours daily. Time is divided between instructor input, worked examples, case analysis, group tasks, simulations and implementation planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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