Direct answer: Debtor finance funds eligible receivables after delivery, while supply-chain structures can fund supplier obligations, inventory or approved trade events earlier in the cycle. The right structure follows the real contract, delivery, invoice and payment flow. It must also reconcile security, verification, foreign-exchange, logistics, dispute and repayment risks.
This page maps multiple stages of the cycle. For the direct product comparison, use debtor finance versus trade finance. For receivables alone, use the invoice finance decision guide.
Map the cash-conversion cycle
Write one timeline showing:
- customer order or forecast;
- supplier deposit and balance dates;
- production and quality checks;
- shipment, insurance and customs events;
- delivery and customer acceptance;
- invoice issue and any dispute window; and
- customer payment.
Funding should attach to a verifiable stage and turn off when the next source of cash arrives. If the timeline does not show how capital converts into repayment, product labels will not solve the gap.
Product map
| Cycle stage | Possible structure | Primary evidence | Main risk |
|---|---|---|---|
| Confirmed order before supplier payment | Purchase-order or transaction finance | Customer order, supplier terms and margin | Cancellation or non-performance |
| Supplier production or shipment | Trade or supplier finance | Pro forma invoice, shipping and insurance | Delivery, FX and logistics failure |
| Inventory held before sale | Inventory-backed or working-capital facility | Stock records, ageing and sales history | Obsolescence and value leakage |
| Goods delivered and invoice issued | Debtor or invoice finance | Eligible invoice, acceptance and debtor | Dispute, dilution and late payment |
| Large buyer supports suppliers | Buyer-led supply-chain program | Approved payable and buyer program | Buyer concentration and program terms |
A business can use more than one structure, but controls and security must be compatible.
Debtor-finance assessment
The financier considers whether goods or services were delivered, invoices are unconditional and undisputed, debtors are creditworthy, concentration is acceptable and accounting records reconcile. Credit notes, returns, rebates, set-off and related-party invoices can reduce availability.
The business must understand recourse. If a customer refuses to pay because of a genuine dispute or delivery failure, the financier may require the advance to be repaid even where credit protection is marketed.
Supply-chain assessment
Earlier-stage funding carries execution risk before an invoice exists. A lender or financier may examine:
- whether the customer order is binding and can be cancelled;
- supplier identity, capacity and payment terms;
- gross margin after freight, duty, FX and finance cost;
- inspection, insurance and shipping arrangements;
- title to goods and security over inventory or proceeds;
- fulfilment capability and contingency suppliers;
- customer acceptance and return rights; and
- how the transaction converts into a receivable and repayment.
An order is not the same as collected revenue.
Security and priority
Receivables, inventory and proceeds may already support an overdraft, trade facility or all-assets security. Before adding another provider, identify current PPSR registrations, contractual assignments, bank controls and customer payment directions.
Priority disputes can interrupt funding and collections. Obtain advice on security documents, assignment restrictions and intercreditor arrangements rather than assuming separate products occupy separate collateral.
Availability changes over time
The facility limit is not the same as usable cash. Availability may change with:
- eligible order or invoice value;
- customer and supplier concentration;
- stock ageing and location;
- reserves and borrowing-base rules;
- verification or audit results;
- disputes, credit notes and returns;
- foreign-exchange movements; and
- overdue customer accounts.
Run a weekly availability forecast and a downside case. If one delayed shipment causes payroll failure, the structure lacks a sufficient buffer.
Compare total cost in transaction dollars
Request a worked example based on the actual cycle, covering:
- funding or discount charge and calculation basis;
- establishment, transaction, platform and audit fees;
- legal, security and due-diligence costs;
- FX spreads, hedging and payment charges;
- freight, insurance, duty and storage;
- minimum-use, unused-limit and termination fees;
- recourse for disputes or non-payment; and
- the cost of a delayed shipment or customer receipt.
Compare the cost with gross margin after returns and operating overhead—not sales value alone.
Controls that make a facility workable
- one reconciled order-to-cash ledger;
- approval limits for purchasing and credit notes;
- proof of delivery and customer acceptance;
- regular aged debtor, creditor and stock reports;
- separation of funded and unfunded transactions;
- controlled payment accounts where required;
- visibility over foreign-exchange exposure; and
- a clear process for disputes and returns.
Operational discipline is part of credit quality.
Illustrative example
A wholesaler receives an order from an established business customer but must pay an overseas supplier before shipment. A trade facility may fund an approved supplier event. After delivery and invoice acceptance, eligible receivables finance may fund the collection period. The facilities work only if the hand-off, security, margin and customer payment are documented.
This is hypothetical, not a client result. If the order can be cancelled or the product margin cannot absorb a delay, using two facilities can magnify the loss.
Application pack
- entity and ownership details;
- cash-conversion timeline;
- customer order and contract;
- supplier quote, invoice and terms;
- product, shipping, insurance and customs documents;
- margin calculation including all landed costs;
- aged receivables, payables and inventory;
- customer and supplier concentration;
- bank statements and management accounts;
- current security registrations and facilities; and
- primary repayment flow plus fallback.
When another structure fits better
Use invoice finance when the need begins only after delivery. Use an overdraft or line for a broad recurring gap not tied to individual transactions. Use asset finance for equipment. Negotiate supplier or customer terms where commercial counterparties can share the timing gap. Seek restructuring advice when funding would only postpone overdue obligations without restoring viability.
Next step
Use the trade finance service with the order-to-cash timeline, customer and supplier documents, margin, current security and fallback. General information only; not legal or financial advice.