To make a 13-week cash flow forecast, list the cash your business has available now, estimate receipts and payments in each of the next 13 weeks, and roll each week’s closing balance into the next week. The result is a short-term schedule that can show when cash may get tight—not a guarantee that the estimates will come true or a formal accounting requirement.
What a 13-week cash flow forecast shows
A 13-week forecast lays out expected cash movement week by week for roughly one quarter. It answers a timing question: when is money likely to enter or leave the business, and what cash may remain afterward? That differs from a profit forecast. A sale may count toward revenue before a customer pays, while a cash forecast records the receipt in the week you realistically expect the money to arrive.
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The basic format is opening cash, receipts, payments, net movement, and closing cash. The arithmetic is:
Opening cash + cash receipts − cash payments = closing cash
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Use the closing cash from one week as the opening cash for the next. The format is described in Skyline Nexus’s 13-week forecast guide; it is a practical planning format, not an official accounting standard. For broader business-planning context, the SBA discusses financial projections in its business planning guidance.
How to build the forecast
1. Set the opening cash balance
Choose a start date and record the cash currently available to the business. Be explicit about which business accounts are included, and reconcile the figure to the records you use. Avoid mixing business and personal funds unless they are genuinely available to the business and you have a clear basis for including them.
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2. Estimate receipts in the week cash is expected
Start with open customer invoices and realistic collection dates. An invoice’s due date is a useful input, not proof that payment will arrive that week. Add other relevant receipts, such as recurring sales or contracts, point-of-sale income, refunds, proceeds from an asset sale, or financing that is sufficiently concrete to include.
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1Scan for outdated or missing drivers - takes under a minute2Repair Windows errors before they cause bigger problems3Fix the driver behind crashes, sound loss and screen glitchesUse the best evidence available for timing: customer payment history, sales patterns, contract terms, and current collection information. If a receipt is uncertain, make that uncertainty visible rather than treating it as certain cash.
3. Schedule payments by expected payment date
Put each outflow in the week it is expected to leave the account. Depending on the business, include:
- Payroll and related costs
- Supplier invoices and inventory purchases
- Rent, utilities, insurance, software, and other recurring bills
- Taxes and debt installments
- Planned equipment purchases or other capital spending
- Owner draws, where relevant
Use the payment dates and amounts that fit your actual obligations and operating schedule. A generic template is only a starting point; add, remove, or rename categories to reflect how your business runs.
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4. Calculate the weekly closing balance and mark pressure points
For each week, subtract total payments from opening cash plus receipts. Carry the closing figure forward as the next week’s opening balance. If management has set a minimum operating-cash threshold, show it beside each week and investigate any forecast balance below it. There is no universal buffer amount that suits every business.
5. Update it with actual results and roll the horizon forward
As each week ends, replace estimates for that week with actual receipts and payments. Note material differences, revisit the assumptions that caused them, and add a new week at the end so the schedule continues to cover 13 weeks. The SBA recommends comparing forecasts with actual results and making course corrections; its article by Tim Berry frames forecasting as a way to run a business, not simply to guess the future.
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What to do when exact figures are unavailable
Use estimates rather than leaving the schedule blank, but label them as estimates and record the assumption behind each important figure. The SBA-hosted SCORE workshop description for “Develop Your Cash Flow Projection” explicitly allows estimates when exact figures are not available. Improve them as invoices, sales records, payroll information, and bills arrive. An estimate is a planning input, not an audited or certain amount.
Build assumptions around drivers you can observe—for example, sales volume, customer collection timing, payroll dates, or supplier terms—so you can adjust them when conditions change. Keep the process useful: if a line item does not affect cash timing or a decision, it may not need its own row.
Choose a method that fits the business
A spreadsheet is enough for a basic forecast if it makes assumptions, weekly timing, and calculations easy to inspect. Existing bookkeeping or accounting tools may reduce manual entry when they already hold reliable receivables, payables, bank, or payroll data. Outside bookkeeping or accounting support can help when the business needs more expertise or has complex records.
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Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Clear out junk files and repair common Windows errorsFree Scan →| Approach | Effort and cost | Data and visibility | Best fit |
|---|---|---|---|
| Spreadsheet | Low setup cost; requires manual preparation and updates | Assumptions and formulas can be visible and easy to challenge | A straightforward business with a manageable number of accounts and cash movements |
| Existing accounting platform | May reduce repeated data entry; usefulness depends on setup and data quality | Can draw on bookkeeping records, but expected timing and assumptions still need review | A business already maintaining current receivables, payables, and cash records in the platform |
| Bookkeeper or accountant support | Requires paid professional time; scope and cost depend on the engagement | Can help organize records and examine assumptions; the owner still needs to understand the forecast | A business that wants help with reconciliation, more complicated cash flows, or regular review |
The SBA’s business management guidance covers bookkeeping, financial management, and accounting support, including receivables, payables, available cash, bank reconciliation, and payroll. For multiple accounts, entities, currencies, or financing arrangements, consider whether a single simple schedule is sufficient and seek professional help if you cannot confidently reconcile it.
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How to use the forecast without over-trusting it
- Treat it as an early-warning and planning tool, not a promise that cash will arrive or an assurance that a shortfall will be avoided.
- Separate known amounts from estimates so uncertain receipts do not look as dependable as cleared cash.
- Investigate a projected low balance early: check the underlying dates and assumptions, then consider lawful, practical options appropriate to the business.
- Do not use a forecast as a reason to delay legally due taxes or employee pay. If the business may be insolvent, has tax or payroll obligations at risk, or faces debt-covenant issues, obtain advice specific to your jurisdiction and situation.
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