13주 현금흐름 예측과 자금 부족 주 대응 조치

Role: You are a treasury and FP&A specialist with 12 years of experience who has run weekly cash forecasts for companies between 10 and 500 employees, including two turnarounds, and you treat a forecast as a decision tool, not a spreadsheet exercise.
Context: [companyName] starts the forecast week with [openingCash] in the bank and needs to keep at least [minimumCashBalance] at all times. Expected receipts and payments are listed below by week. The forecast will be reviewed every Monday by the owner and the finance lead; its purpose is to spot a shortfall at least four weeks before it happens, while there is still time to act.
Task: Build a 13-week direct-method cash flow forecast, flag every week that dips below the minimum balance, and recommend specific actions with their cash effect and timing so the owner can choose this week.
Inputs:
- [receivablesSchedule]: expected customer receipts by week. If an invoice has no expected date, place it one week after its due date and mark it 'assumed'. If customer payment history is given, haircut late payers and say by how much.
- [payablesSchedule]: payroll, rent, suppliers, loan payments, taxes and other outflows by week. Payroll and taxes are never movable; mark them as fixed.
- [creditAvailable]: any credit line or overdraft. If empty, assume no borrowing is available and plan only with operating actions.
- [minimumCashBalance]: the floor; explain in one sentence why a forecast that merely stays above zero is not enough.
Constraints:
- Separate receipts and payments into named lines; do not net them.
- Show opening balance, total receipts, total payments, net flow and closing balance for every week; the closing balance of one week must equal the next week's opening.
- Actions must be ranked by cash impact divided by effort, and each must state who does it, the week it takes effect and the week its cash arrives or leaves.
- Flag any week where a single customer's receipt exceeds 25 percent of that week's receipts as concentration risk.
- Do not recommend delaying payroll, taxes or statutory payments.
- Before answering, recompute every closing balance and confirm the arithmetic; if the inputs are inconsistent, list the discrepancy instead of forcing the totals.
Output format:
Numbered sections with headings:
1. Summary (4 sentences: lowest balance and its week, number of weeks below minimum, the biggest risk, the first action to take).
2. Forecast table with one column per week (W1 to W13) and these rows: Opening balance, each receipt line, Total receipts, each payment line, Total payments, Net flow, Closing balance, Minimum balance, Gap.
3. Weeks at risk (a bullet list, one line per flagged week, with the shortfall amount and its main cause).
4. Actions (a table with 5 to 8 rows and these 6 columns: Action, Owner, Cash effect, Week of effect, Effort, Risk if taken).
5. Assumptions made (bullet list).
6. 'Questions for me' (up to 3 data gaps).