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Measure how long cash is locked up in your operations. Enter annual revenue and COGS plus your average inventory, receivables and payables, then press Calculate to see DIO, DSO, DPO and the full cash conversion cycle in days.
Written by TopicDrill Editorial Team·Updated June 2026
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The cash conversion cycle, or CCC, tracks the journey of a single dollar through your business: it starts when you pay a supplier for inventory and ends when a customer's payment finally lands in your bank account. The shorter that journey, the less cash you need to keep the lights on. This calculator builds the cycle from three components — Days Inventory Outstanding (DIO), Days Sales Outstanding (DSO) and Days Payable Outstanding (DPO) — each derived from the raw figures on your income statement and balance sheet using a 365-day year.
DIO measures how long stock sits on the shelf before it sells (average inventory ÷ COGS × 365). DSO measures how long customers take to pay you (average receivables ÷ revenue × 365). DPO measures how long you take to pay your own suppliers (average payables ÷ COGS × 365). The cycle is then simply CCC = DIO + DSO − DPO. Inventory and collection days add to the cash you have tied up, while the days you delay paying suppliers subtract from it.
A high CCC means cash is trapped for a long time. Inventory may be moving slowly, customers may be paying late, or you may be settling supplier invoices too quickly. Each of those is a lever you can pull: tighten inventory planning to cut DIO, sharpen invoicing and collections to cut DSO, or negotiate longer terms with vendors to raise DPO. Because the three components are separated, the calculator shows you exactly which one is doing the damage rather than hiding it inside a single headline number.
A low cycle frees up working capital, and a negative cycle is often a sign of real strength. When CCC is below zero you are collecting from customers and clearing inventory before your supplier bills come due — in effect your suppliers are funding your operations for free. Fast-moving retailers, marketplaces and subscription businesses frequently run negative cycles and reinvest that float into growth. A negative result is not an error; it is a healthy outcome worth protecting.
The CCC is most useful as a trend rather than a one-off snapshot. Recalculate it each quarter and watch the direction: a steadily falling cycle means your working capital is getting more efficient, while a rising one is an early warning that cash is being absorbed faster than it is returning. Pair it with absolute cash figures so you can see both the timing and the scale of the squeeze. Our cash flow calculator helps you map the dollars moving in and out each period.
For early-stage and high-growth companies, the cycle pairs naturally with runway planning. A long CCC quietly consumes the cash you raised, so improving it can extend how long your balance stretches without adding a single dollar of funding. Once you understand your cycle, check how quickly you are spending overall with our burn rate calculator to keep both timing and total spend in view.
The cash conversion cycle (CCC) is the number of days it takes a business to turn cash spent on inventory back into cash collected from customers. It equals Days Inventory Outstanding plus Days Sales Outstanding minus Days Payable Outstanding (CCC = DIO + DSO − DPO). A shorter cycle means cash is tied up for less time.
DIO = average inventory ÷ COGS × 365, the days inventory sits before it sells. DSO = average accounts receivable ÷ revenue × 365, the days customers take to pay. DPO = average accounts payable ÷ COGS × 365, the days you take to pay suppliers. This calculator computes all three from your raw figures using a 365-day year.
Usually yes. A negative CCC means you collect cash from customers and sell inventory before your supplier bills come due, so suppliers effectively finance your operations. Retailers and subscription businesses with fast sales and long payment terms often run negative cycles, freeing up working capital for growth.
There is no universal target — it depends on the industry. Grocers and software firms often sit near zero or below, while manufacturers with long production runs can exceed 90 days. The most useful comparison is against your own past results and direct competitors: a falling CCC over time generally signals improving working-capital efficiency.

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