Verzögerte Zahlungseingänge durch ineffizientes Debitorenmanagement

Definition

Australian horticulture businesses frequently supply supermarkets, exporters, and wholesale markets on credit, often with 30–60 day terms in practice. Industry programs such as vegetablesWA’s Business Capacity Program highlight that understanding and managing the drivers of farm business profitability, including cash flow and debtor management, is critical in horticulture.[10] When debtor processes are manual (paper invoices, spreadsheets, no systematic follow‑up), overdue receivables accumulate, some debts become unrecoverable, and growers may need to fund working capital via overdrafts. In Australian agribusiness, it is common to see 45–60+ days sales outstanding (DSO); moving from 60 to 45 days on a $10m turnover horticulture business improves annual cash flow by about $410k (15 days of sales). Using conservative industry norms that 1–3% of revenue is written off or discounted due to poor collections and weak credit controls is reasonable: for a $10m revenue grower, that equates to AUD 100,000–300,000 per year in avoidable losses and finance costs.

Why This Matters

The Pitch: Horticulture players in Australia 🇦🇺 commonly lose the equivalent of 1–3% of annual revenue to late payments and bad debts under weak collections processes. Automation of credit checks, invoicing reminders, and dispute tracking can recover most of this leakage and shorten days sales outstanding.

Affected Stakeholders

Owner/Principal grower, Finance manager, Accounts receivable clerk, Sales manager, External accountant/bookkeeper

Related Business Risks