FREE 13-WEEK CASH PLANNER
A clearer view
of the next 13 weeks.
Map when cash is expected to arrive and leave, test a delay in customer collections, and see where the plan falls below your chosen buffer.
YOUR WORKING ASSUMPTIONS
Follow the cash.
Test the timing.
The planner opens with invented OMR figures. Replace every assumption or start with zero weeks. Receipts and payments belong in the week the cash moves, not the week a sale or expense is booked.
Illustrative example
2. Edit weekly receipts and payments
Start a new forecast or advance a week
Advancing moves entered weeks 2–13 to weeks 1–12. Actual opening cash and the new week 13 are left blank, and the delay test is cleared. Reconcile unpaid items yourself. A replacement can be undone until you next edit a figure.
The planner is loading. The method and example below remain available.
- Lowest projected cash position
- —
- Largest shortfall to your buffer
- —
- Week 13 closing position
- —
Horizontal labels are week numbers. Chart labels may be rounded; the table and exports retain the calculated figures.
| Week | Opening | Receipts | Payments | Closing | Against buffer |
|---|
Weekly closing positions can hide shortages inside a week. A negative projection is a gap under the assumptions, not an approved overdraft. Check daily cash timing for tight weeks and confirm any funding separately.
CSV exports contain inputs and calculated figures, not live spreadsheet formulas. Save a forecast file above to reopen and recalculate in this tool.
A WEEKLY MANAGEMENT ROUTINE
A forecast improves
when it is reviewed.
Start with reconciled cash.
Choose a consistent opening position from reconciled balances. Separate restricted funds and confirm what is actually usable. An undrawn facility is not a receipt: enter funding only in the week you expect it to be available, with its basis documented.
Use cash dates, not profit dates.
Build collections from realistic customer and invoice information. Put supplier commitments, payroll, tax, investment and debt service in their payment weeks. Include each movement once and review tax timing against your actual obligations and the relevant official sources.
Review the first shortfall.
Investigate the assumptions behind the first week below your buffer, not just the final week’s balance. Check the daily sequence where a large payment precedes a receipt. The delay switch shifts only customer collections; amounts moved beyond week 13 are shown separately.
Reconcile, then roll forward.
Compare the completed week with actual cash movements, update unpaid items and enter the actual opening position for the new period. Add a new week with explicit assumptions. Keep a saved version so changes can be explained; this tool does not match bank transactions or establish a financing decision.
Check the illustrative model
Invented example, not client work: opening cash OMR 15,000 and buffer OMR 5,000. Customer collections are 12,000 in most weeks, 2,000 in week 3 and 18,000 in weeks 4, 8 and 12. Supplier/operating payments are 8,000 each week; payroll is 18,000 in weeks 4, 8 and 12; capital spending is 10,000 in week 2; tax is 6,000 in week 6; debt service is 4,000 in week 10. Other rows are zero.
| Week | Closing position |
|---|---|
| 1 | 19,000 |
| 2 | 13,000 |
| 3 | 7,000 |
| 4 | -1,000 |
| 5 | 3,000 |
| 6 | 1,000 |
| 7 | 5,000 |
| 8 | -3,000 |
| 9 | 1,000 |
| 10 | 1,000 |
| 11 | 5,000 |
| 12 | -3,000 |
| 13 | 1,000 |
The first position below the buffer is week 4; the lowest close is −3,000 in weeks 8 and 12; week 13 closes at 1,000. Delaying customer collections one week reduces the week 13 close to −11,000 and moves 12,000 beyond the forecast window. These are arithmetic illustrations, not predictions.
Before you rely on a forecast.
Does this calculate profit?
It follows cash receipts and payments. It does not create an income statement, tax return or statutory statement of cash flows. Keep non-cash charges out of cash payments, and adapt the categories to your management needs.
Can the weekly total hide a problem?
Yes. A receipt on Friday cannot fund a payment due on Monday without another source of cash. Review daily timing separately when balances are tight. A positive forecast also depends on the inputs being complete and realistic.
Where are my figures kept?
The tool works in this browser and does not send forecast figures or opened forecast files to Mizwala. The website does not save them for you. Download a forecast file to keep or reopen your work, and handle that file according to your organisation’s information policies.
Sources and scope
General forecasting references checked on 4 November 2026. The application, categories, example and scenario calculations are original Mizwala educational material; the linked organisations do not endorse this tool.
Use an appropriate adviser for material business, financing or tax decisions. The planner uses one currency without conversion, assumes weekly totals and does not estimate interest, tax, probability of collection or available credit.