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Plumbing service Working Capital Gap

Compare current assets with liabilities and a chosen buffer.

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Plumbing service / service visit economics

Plumbing service Working Capital Gap

Your result10,000

-5,00060,0002,50067,50010,00075,00017,50082,50025,00090,000Current assets
Other inputs stay fixed. Point labels show the calculated result; this is a scenario comparison.

Surplus after buffer = current assets − current liabilities − desired buffer

What you’ll need

Gather a completed job sheet, supplier quotes and a crew schedule. Include fittings, access time, and travel. The starting figures are examples. Replace them with your own records.

Formula and worked example

Surplus after buffer = current assets − current liabilities − desired buffer

Example figures
InputExample
Current assets75,000
Current liabilities45,000
Desired additional liquidity buffer20,000
Calculated result10,000

Choose reliable inputs

Plan materials, travel and crew time before committing to a price. For this plumbing service calculation, use a completed job sheet, supplier quotes and a crew schedule and a consistent definition of one service visit.

  • Fittings: include the portion belonging to this service visit or reporting period, and record where the value came from.
  • Access time: include the portion belonging to this service visit or reporting period, and record where the value came from.
  • Travel: include the portion belonging to this service visit or reporting period, and record where the value came from.

Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.

Is working capital equivalent to money in the bank?

Inventory and receivables need conversion into cash. Review asset quality and payment timing separately.

Current assets may include illiquid stock or disputed receivables; this is not available cash.

Compare a different assumption

What if this input changes?

If current assets rises by 10%, this example changes by 7,500 . This shows the effect of one change; it does not predict what will happen.

Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.

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