Decision design · Working capital
Decision-design concept · synthetic scenarioWorking capital: buy, transfer or defer?
Two choices, one budget.
Two purchases may each look attractive but exceed the cash limit together. This concept considers buying, transferring eligible existing stock and deferring within one requirement window. Demand, lead times, reserved stock and committed payments must be established before presenting a preferred choice. The same available resources cannot support incompatible plans.
- Available cashTRY 100,000
- Purchase ATRY 70,000
- Purchase BTRY 60,000
- Buy bothTRY 30,000 over
Synthetic cash limit · After commitments and minimum buffer.
Cash benefits need feasible operations.
Buying A and transferring eligible B stock requires TRY 80,000. Deferring B reduces the outflow to 70,000 but leaves its requirement unmet. Buying both exceeds the limit at 130,000. The transfer is feasible only if the stock is genuinely available and its three-day journey meets the four-day requirement.
- Buy bothTRY 130,000Exceeds limit
- Buy A + transfer BTRY 80,000Conditionally feasible
- Buy A + defer BTRY 70,000B remains unmet
Synthetic · Assumed transfer cash cost: TRY 10,000.
Conditions change the decision.
The proposed model checks cash, eligible inventory, timing and service requirements together. If transfer takes five days, it cannot meet the four-day requirement. Additional information about demand or collections may change the decision and merits evaluation. Here, the conditions and comparisons are authored in advance; no optimization engine is running.
- Requirement window4 days
- Transfer changes3 → 5 days
- Previous optionNo longer on time
- DecisionReassessment needed
Authored condition change · No live AI computation.
Which requirement is deferred to preserve cash?
The CEO sees the service trade-off. The CFO examines timed cash outflows and financing needs. The CTO defines constraints preventing the same resource being used twice. Suggested measures include cash-limit breaches, unmet requirements and differences between forecasts and actuals. These support future evaluation; they are not achieved commercial results.
- Conditional transfer planTRY 20,000 remains
- Deferral planTRY 30,000 remains
- Service consequenceConsidered
Illustrative · Remaining cash is neither savings nor profit.
Separate from implemented work.
This decision design draws on data and control engineering experience. It is not a purchasing, transfer or financing implementation, a validated demand model or an accepted optimization engine. Every figure and constraint is synthetic. Implementation would require validated data and objectives, human approval, and separately accepted integrations before any business action.
- Business decisionDefined example
- Data and constraintsSynthetic
- Optimization engineNot implemented
- Business actionsNot executed
Concept · No customer outcome claimed.