A busy warehouse can be short of cash even when sales are profitable. Supplier terms, stock turnover and customer collections need to be assessed as one cycle.
Discuss your industry requirementSee the finance options for your industry ↓
Start with the product and the job it needs to do. Different parts of the same growth plan may need different funding structures.
Turn completed trade sales into working capital.
When stock has been sold but customers still have 30–60 days to pay, funding against eligible invoices can help replenish cash for the next buying cycle, suppliers and distribution costs.
It does not fund unsold stock or an order before an invoice exists. Returns, rebates, set-off and major-customer caps can reduce availability.
Invest in warehouse and distribution capacity.
Spread the cost of eligible forklifts, handling equipment, racking or commercial vehicles instead of committing all available cash to fixed assets during a busy stock-buying period.
Separate the equipment purchase from stock costs. Check the deposit, VAT timing, useful life and total payable.
Support a planned seasonal or expansion requirement.
A defined loan may help where supplier payments, inventory buying or wider growth costs arise before eligible sales invoices. Build the borrowing around a realistic buying and collection forecast.
A loan needs a credible repayment plan. Seasonal stock does not automatically provide acceptable security or establish eligibility.
Our main focus is £500k+ invoice facilities, £250k+ asset programmes and £200k+ business loans. These are marketing focus amounts, not fixed minimums or evidence of available capacity. Provider assessment and terms determine what can be arranged.
Deposits and supplier terms.
Stock and goods in transit.
Accepted business-to-business debts.
Customer cash arrives later.
Separate supplier deposits, goods in transit, stock on shelves and completed sales awaiting payment. A purchase order or stock balance is not an eligible sales invoice. Seasonal buying can create the largest cash gap before the debtor book expands.
Track lead times, supplier credit, inventory days and collection periods. Check whether growth consumes cash faster than the gross margin generates it. A facility that works at a quiet-month balance may be inadequate at the seasonal peak.
Large retail or trade buyers can apply rebates, returns, credits or contractual set-off. Those affect the amount a provider is willing to fund. Analyse the quality of the ledger, not simply its total face value.
A dominant customer may require a specific concentration limit even with strong credit quality. Overseas debtors add jurisdiction, currency and collection questions. Explain those features before comparing advance percentages.
Racking, handling equipment and vehicles create an asset investment programme. They do not directly fund goods held for resale. A cash contribution that drains seasonal buying capacity may undermine the project.
Multi-asset lending needs stock eligibility, ageing, ownership, retention-of-title and existing-security checks. A stock advance should never be assumed from the cost recorded in the accounts.
£700k additional stock cost.
Before the sales invoices exist.
£1m of subsequent sales.
£850k gross if all accepted at an assumed 85%.
Hypothetical illustration only. Not a client case, quote, lender policy or funding commitment.
Assume a hypothetical distributor buys £700k of additional stock and later invoices customers for £1m. At an assumed 85% advance, all £1m of eligible invoices could support £850k gross funding once raised and accepted. That does not pay the earlier £700k supplier bill before invoices exist. The plan must bridge the buying period and allow for reserves, current drawings and customer deductions.
Illustrative assumptions only. Not a quote, provider policy or funding commitment.Include minimum invoice fees, seasonal drawings, stock valuation or monitoring charges where relevant, and equipment repayments. Review retention of title, floating charges, guarantees and the priority of existing lenders.
Understand facility fees and costs ↗The brief enquiry does not require these documents. Agree the purpose, permissions and appropriate sharing route first.
Ordinary invoice finance releases cash from accepted invoices, not unsold goods. A different or additional structure may be needed.
Only where the provider accepts the country, currency, debtor and underlying trade. State export exposure clearly.
These external sources explain product features. They do not establish an NBS agreement, current lender appetite or terms available to your business. Content reviewed 24 October 2026.
Start with a brief enquiry.
No financial documents needed to begin.
