Corporate Issuers, LOS weight share 0.8 percent of the 365 Level I learning outcomes.
Extending payment terms to suppliers helps the cash conversion cycle and can quietly wreck the relationship that made the terms possible in the first place, and the exam wants both halves of that sentence.
Answer these three first. Getting them wrong now is normal, and it helps the lesson stick. Reveal the answers when you're done, then read on.
1. A company reports COGS of $480 million, revenue of $600 million, average inventory of $80 million, average receivables of $50 million, and average payables of $40 million. Its cash conversion cycle is closest to:
2. A company's DIO rises from 45 to 62 days and its DPO rises from 30 to 38 days, while DSO holds constant at 25 days. The net effect on the cash conversion cycle and on liquidity is:
3. A company negotiates longer payment terms with its suppliers, extending average payment from 30 to 60 days. All else equal, the most complete description of the effect is:
Five to ten minutes on this one unit: what the exam wants, the idea in plain words, then straight into the trap and the practice.
The exam wants you to build and read the cash conversion cycle for one issuer against another, judge which of two companies sits in the stronger liquidity position, and describe how companies actually manage working capital, including which short-term financing source fits which kind of company.
The cash conversion cycle traces how long a company's own cash stays tied up between paying for inventory and collecting cash from the sale it becomes. It has three pieces: days inventory outstanding, the time inventory sits before it sells; days sales outstanding, the time a receivable sits before it is collected; and days payable outstanding, the time before the company itself pays its own suppliers. CCC = DIO + DSO - DPO. Where each figure divides by matters and is a recurring source of error: DIO and DPO both use cost of goods sold, because inventory and payables both sit on the books at cost, while DSO uses revenue, because a receivable represents an uncollected sale valued at its selling price, not at cost. Swapping revenue in for cost of goods sold in DIO or DPO is the single most common calculation slip on this module.
DPO is subtracted, not added, and understanding why prevents the reverse error. Every extra day a company takes to pay a supplier is a day it is using that supplier's cash instead of its own; it is borrowed time, financed by someone else's patience rather than the company's own capital. A rising DPO lowers the cash conversion cycle for exactly that reason, even though stretching out a payment can feel, intuitively, like taking on a growing obligation rather than gaining a benefit.
A shorter cash conversion cycle is generally better, but never judge it from one component in isolation. A favorable move in DIO can be partly or fully offset by an unfavorable move in DSO or DPO, so comparing two companies, or one company across two periods, means computing the full cycle each time rather than reading a single piece's direction. A business built around very fast collection and slow supplier payment, large retailers are the classic case, can run a cash conversion cycle near zero or even negative, effectively financing its own operations on suppliers' money rather than its own.
Liquidity problems split into two distinct kinds, and the exam names both directly. A drag on liquidity is a slow inflow: receivables that are not being collected, or inventory that is not moving, both of which show up as an elevated DIO or DSO. A pull on liquidity is a fast outflow: a creditor demanding payment, or short-term debt coming due sooner than expected. Drag is a problem on the asset side; pull is a problem on the obligation side, and they call for different responses even though both reduce the cash a company actually has on hand.
Pushing any single CCC lever too far has a real cost the formula itself does not show. Cutting inventory too aggressively risks a stockout and a lost sale. Tightening collection too hard, or discounting to speed it up, can damage margins or a customer relationship. Stretching supplier terms too far can provoke tighter credit, higher prices, or the loss of an early-payment discount. Short-term financing sources differ sharply by who can actually use them: commercial paper, an unsecured promissory note sold directly in the money market, is available only to large, highly creditworthy issuers, since it carries no individual credit check at issuance; a bank line of credit reaches a much broader range of company sizes; factoring, selling receivables to a third party, is the fallback smaller companies without cheaper access tend to use.
Using revenue instead of cost of goods sold as the denominator for days inventory outstanding or days payable outstanding understates both figures, since inventory and payables sit on the books at cost, not at the marked-up selling price revenue represents.
Verbatim from the 2026 CFA Level I topic outline. Every practice question and key rule below is tagged to one of these where the stem and explanation make the match clear.
Written from this module's own lesson and the 2026 CFA Level I topic outline, in teaching order, each tagged to the learning outcome it belongs to where that is clear.
Days inventory outstanding and days payable outstanding both use cost of goods sold as the denominator, because inventory and payables are both carried at cost; days sales outstanding uses revenue, because receivables represent uncollected sales at selling price. Swapping revenue in for COGS understates DIO and DPO and is the single most common calculation error on this topic.
Extending days payable outstanding lowers the cash conversion cycle because every extra day of supplier credit is a day the company is not tying up its own cash; DPO is conceptually the mirror image of DIO and DSO, which represent the company's own cash locked in inventory and uncollected sales. A rising DPO is favorable to CCC even though it may feel, intuitively, like a growing obligation.
Comparing two issuers, or one issuer over time, requires computing the full CCC rather than reading one component in isolation, since a favorable move in one component can be partly or fully offset by an unfavorable move in another. A business model built on very fast collection and slow supplier payment, retail scale operators are the classic case, can run a CCC near zero or even negative, which is not automatically achievable or desirable for every industry.
A drag on liquidity describes assets that are slow to convert to cash, aging receivables or excess inventory that is not moving, which shows up as elevated DSO or DIO. A pull on liquidity describes obligations that demand cash quickly, short-term debt coming due or payables a creditor insists be paid promptly, which is a distinct concept from a drag even though both reduce available cash.
Cutting inventory too far risks stockouts and lost sales; tightening receivables collection too aggressively, or offering discounts to speed it up, can hurt margins or customer relationships; stretching supplier payment terms too far can provoke tighter credit, higher prices, or loss of early-payment discounts. The lowest mechanically possible CCC is not the same as the optimal one once these trade-offs are weighed.
Commercial paper, an unsecured promissory note sold directly in the money market, is available only to large, highly creditworthy issuers because it carries no individual credit assessment at issuance. A bank line of credit is available broadly across company sizes. Factoring, selling receivables to a third party, is commonly used by smaller companies without access to cheaper alternatives; with-recourse factoring leaves credit risk with the selling company, while without-recourse factoring transfers that risk to the factor for a higher discount.
Authored only where a key rule has an arbitrary number, list, or formula shape worth a memory device; a module with none of those has no tricks here, on purpose.
Inventory and payables sit on the books at cost, so their day counts use cost of goods sold. Receivables represent sales at the selling price, so DSO uses revenue. Mixing these is the recurring exam trap.
Every day of extra supplier credit is a day the company's own cash is not tied up. That is why a rising DPO lowers, not raises, the cash conversion cycle.
A drag on liquidity is an asset side problem, slow receivables or excess inventory. A pull on liquidity is a demand side problem, obligations that need cash sooner than the company would like.
Only issuers with strong, established credit can sell commercial paper, since it is unsecured and sold without a per-issuance credit check. Smaller or weaker issuers rely on bank lines or factoring instead.
Authored, ordered steps for answering this module's question types; a calculation module's calculator-dependent step ends with a bracketed BA II Plus keystroke sequence.
Condensed from the key rules and tricks above, nothing new. What you'd want on one index card the night before.
Pick an answer, say how sure you are, then reveal. Every wrong choice gets its own explanation. 10 question(s) available for this unit.
A company reports the following annual data: Cost of Goods Sold = $480 million, Revenue = $600 million, Average Inventory = $80 million, Average Accounts Receivable = $50 million, Average Accounts Payable = $40 million. The company's Cash Conversion Cycle (CCC) is closest to:
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Unit: working-capital-and-liquidity
A retail company's Days Inventory Outstanding (DIO) increased from 45 days to 62 days while Days Payable Outstanding (DPO) increased from 30 days to 38 days. The Days Sales Outstanding (DSO) remained constant at 25 days. Which of the following best describes the impact on the cash conversion cycle and the company's liquidity?
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Unit: working-capital-and-liquidity
A company extends its payment terms to suppliers from 30 days to 60 days. All else equal, what is the most likely effect on the cash conversion cycle and the company's relationship with suppliers?
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Unit: working-capital-and-liquidity
A company has a $10 million revolving line of credit with a stated interest rate of 5% per annum. The bank requires a compensating balance of 10% of the total line. The company needs to borrow $8 million. The effective annual interest rate on the borrowed funds is closest to:
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Unit: working-capital-and-liquidity
Which of the following short-term financing sources is most likely available only to large, creditworthy corporations?
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Unit: working-capital-and-liquidity
A company sells $5 million in accounts receivable to a factor at a 3% discount with recourse. Which of the following statements is most accurate?
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Unit: working-capital-and-liquidity
A company's management wants to reduce its cash conversion cycle by 15 days without affecting sales or cost of goods sold. Which of the following actions would most directly achieve this goal?
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Unit: working-capital-and-liquidity
Which of the following best describes a 'drag on liquidity' in the context of working capital management?
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Unit: working-capital-and-liquidity
A company has Days Inventory Outstanding (DIO) of 50 days, Days Sales Outstanding (DSO) of 35 days, and Days Payable Outstanding (DPO) of 40 days. Management is considering a supplier negotiation that would extend DPO to 55 days with no other changes. Combining the cash conversion cycle formula with this proposed change, the new cash conversion cycle would be closest to:
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Unit: working-capital-and-liquidity
A company with strong, stable operating cash flow chooses to maintain a very large cash and marketable securities balance, well beyond its near-term operating needs, rather than return the cash to shareholders or invest it in the business. Combining the trade-off between liquidity and profitability with the opportunity cost of holding idle cash, this policy most likely:
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Unit: working-capital-and-liquidity
Answer the questions above, then press the button.