Put the Supplier Deposit and Balance on Different Dates
A payment calendar reveals cash pressure that a single purchase-order total can hide.
Published 2026-10-23 · Fragrentis editorial team3 min read
A purchase order can look affordable as one total and still create a difficult week. The deposit leaves today, the balance is due before dispatch, and customer receipts arrive later. Those are separate cash events even when they belong to the same stock purchase.
Give each event a date before agreeing to an order. That turns a vague concern about working capital into a plan you can inspect.
The upstream context is encouraging, not a promise
In its October 13,2026 nine-month release, Givaudan reported group sales growth of 5.2% like for like and 2.6% in Swiss francs. The supplier also noted higher input costs and price increases. This is upstream company evidence for January–September, checked on October 23; it is not a forecast of demand at your shop or a statement about your supplier's payment terms.
An active fragrance market can create opportunities. It does not remove the need to match the dates of cash outflows to realistic receipts. Sales momentum and your available bank balance are different measures.
Build a small cash bridge
The basic relationship is:
Closing cash = opening cash + cash received − cash paid.
Invented US-dollar example, for planning only: a small retailer starts with $2,000 available. A $1,200 stock order requires a hypothetical 40% deposit, or $480, now and a $720 balance later. These are assumed terms, not a quote from Fragrentis or any named supplier.
| Period | Opening cash | Receipts | Payments | Closing cash |
|---|---|---|---|---|
| Deposit week | $2,000 | $0 | $480 | $1,520 |
| Balance week | $1,520 | $250 | $720 + $500 operating costs | $550 |
The arithmetic is $1,520 + $250 − $1,220 = $550. The $500 is a fictional bundle of other cash costs. Shipping, tax, refunds and further expenses must be entered separately if they apply; the table is not a complete business budget.
Stress the date, not only the total
If the $250 receipts arrive a week later, closing cash in the balance week is $300 instead. A business that wants a hypothetical $400 reserve would then miss its own threshold, despite the purchase total being unchanged.
Do not count expected receipts as money already available. Use a separate line for uncertain collections and a conservative scenario with those receipts delayed. Record when the balance becomes payable and what evidence or milestone triggers it. Do not assume dispatch, receipt and the right to sell are the same event.
The response to a gap could be a smaller purchase, a later order or a discussion of terms. Whether any option is available has to be confirmed with the actual supplier. This guide does not recommend a loan or imply that deposits are recoverable under all contracts.
Make room for an opportunity you can fund
A positive demand scenario becomes more useful when it has conditions: stock arrives when expected, customers buy the actual range, contribution remains adequate and the cash reserve survives the waiting period. A delay in any one of those can change the decision.
Before approving a purchase, keep the quote, payment milestones and cash bridge together. A profitable-looking bottle is easier to manage when you know which week pays for it.
Source and editorial notes
Givaudan: 2026 nine-month sales. 2026-10-13,06:30 CEST; January–September 2026. Accessed October 23,2026. Brand and supplier descriptions are attributed statements, not editorial wear tests. Illustration generated with AI; the bottles shown are generic. No Fragrantica text, ratings or images were used.
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