Thirteen weeks of forecast cash for a project contractor: the trough, the margin fade, and who pays late.
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Cash now
–
opening balance
Forecast trough
–
Facility headroom
–
at the trough
Net 13-wk movement
–
receipts − payments
Runway
–
to facility breach
13-week cash-flow forecast
Net cash per week (navy = receipts in, red = payments out) · line = projected balance · dashed = facility limit. The trough is the classic construction cash squeeze.
Receipts vs payments, by week
Weekly receipts (AR) vs payments out split by cost category — where the cash goes
Net WIP
–
billed − earned (over-billed +)
Over-billed
–
cash from client ahead of work
Under-billed
–
financing the client
Under-billed projects
–
count, of those earning ahead of billing
Over / under-billing by project
Billed-to-date minus earned value (% complete × contract). Blue = over-billed (positive cash), red = under-billed (financing the client). Click a bar to drill.
Earned vs billed — the 45° line
x = earned value, y = billed-to-date · above the line = over-billed, below = under-billing · bubble = contract size
Portfolio margin
–
forecast (contract − EAC)
Tender margin
–
at bid
Margin fade
–
tender → forecast
Projects fading
–
forecast below tender
Gross-margin bridge
Contract value less each cost category = forecast margin. The set-piece of the finance review.
Margin fade — tender to forecastIllustrative trajectory
Forecast margin % across six month-end reviews per project · red = fading, green = recovering · the two-endpoint delta is real; the monthly path is illustrative.
Cost to date
–
actual spent
Forecast final (EAC)
–
at completion
Variance to budget
–
Projects over budget
–
EAC above budget
Cost S-curve — planned vs earned vs actualIllustrative phasing
Cumulative £ across the quarter: planned budget phasing, earned value, and actual cost. Planned phasing is illustrative; earned & actual derive from % complete and the ledger.
EAC variance to budget, by project
Forecast final cost minus budget · red = over budget, green = under · click to drill
AR outstanding
–
receivable
Overdue > 60 d
–
DSO
–
amount-weighted days outstanding
Top-3 client concentration
–
of overdue AR
AR aging by client
Outstanding receivables per client, banded by age · redder = older · who to chase Monday
Overdue concentration
Overdue AR by client (bars) + cumulative share — how much of the problem is a few clients
AP outstanding
–
payable
Due ≤ 2 wks
–
near-term cash out
DPO
–
amount-weighted days to pay
Working-capital gap
–
DSO − DPO (days)
Payments due — next 13 weeks
Scheduled payments out by week, split by cost category · when the cash leaves
Supplier & subcontractor concentration
Payable by counterparty (bars) + cumulative share
Retention receivable
–
held by clients from us
Retention payable
–
held by us from subbies
Releasing this quarter
–
at practical completion
Net retention position
–
receivable − payable
Retention release timelineIllustrative schedule
Retention receivable by expected release window (weeks to practical completion) · when the cash comes back
Retention held vs owed, by project
Receivable (held by clients from us) vs payable (held by us from subbies)
Project ledger
Aggregated on current filters · click a header to sort · click a row to filter