13-Week Cash Flow Forecast Template

The standard short-term cash management tool used by CFOs and finance teams. Free Excel/Google Sheets template with instructions.

Format: Excel / Google Sheets|Last Updated: January 2026

Key Takeaways

•Provides 13-week (quarterly) visibility into cash position
•Week-by-week tracking of inflows, outflows, and ending balance
•Standard tool used by CFOs, banks, and investors
•Updated weekly to maintain accuracy and usefulness

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What Is a 13-Week Cash Flow Forecast?

A 13-week cash flow forecast is a week-by-week projection of your cash inflows and outflows for the next quarter. It answers the most important short-term financial question: "Will we have enough cash?"

Cash Inflows

Customer payments (by week expected), other income, financing proceeds, asset sales—everything that adds cash.

Cash Outflows

Payroll, rent, vendor payments, loan payments, taxes—everything that uses cash, organized by week due.

Weekly Ending Balance

Starting balance + inflows - outflows = ending balance. This is your projected cash position each week.

Minimum Cash Target

The amount you need to maintain. Forecast shows when you'll be above or below this threshold.

Why Every Business Needs One

Cash flow forecasting prevents surprises and enables proactive management:

Avoid Cash Crises

See potential shortfalls 8-10 weeks before they happen. That's enough time to accelerate collections, delay payments, or arrange financing on favorable terms.

Make Better Timing Decisions

Know when you can make that equipment purchase, bonus payment, or vendor prepayment. Time large expenditures for when cash is strongest.

Sleep Better

Replace anxiety with information. When you know what's coming, you can plan rather than react. Uncertainty causes stress; visibility enables confidence.

Communicate with Stakeholders

Banks, investors, and partners expect cash visibility. A 13-week forecast is the standard tool—having one demonstrates financial management competence.

What's Included in the Template

Template Features

Cash Receipts Section: Customer collections (broken out by timing), other income, loan proceeds
Cash Disbursements Section: Payroll, rent, vendors (top 10 individually, others grouped), loan payments, taxes
Net Cash Flow: Weekly calculation of inflows minus outflows
Running Balance: Cumulative cash position including beginning balance
Minimum Cash Line: Visual indicator of your target minimum balance
Actuals Column: Space to enter actual results for comparison
Variance Tracking: See how forecast compares to actuals for continuous improvement

How to Build and Maintain Your Forecast

Start with Current Cash

Enter your actual bank balance as of today. This is Week 0.

Map Known Receipts

Enter expected customer payments by the week you expect to receive them. Be realistic about timing.

Map Known Payments

Enter payroll dates, rent, loan payments, and scheduled vendor payments by their due dates.

Estimate Variable Items

Use historical patterns to estimate variable expenses. Better to slightly overestimate outflows.

Update Weekly

Each week, enter actuals for the completed week, roll forward, and adjust estimates based on new information.

Common Mistakes to Avoid

Being too optimistic about receivables: Customers often pay later than expected. Use your actual collection patterns, not your payment terms.

Forgetting irregular expenses: Quarterly taxes, annual insurance, equipment maintenance—map these out at the start.

When a 13-Week Forecast Is Critical

High Priority Situations

Cash is tight or unpredictable
Seasonal business with cash swings
Rapid growth (cash burn increases)
Working with banks or lenders
Managing through a turnaround
Preparing for a transaction

Best Practice for Everyone

Cash-positive, stable businesses
Well-capitalized companies
Businesses with lines of credit
Simple, predictable cash flows

Even if cash isn't a concern today, a 13-week forecast catches problems before they become crises.

Frequently Asked Questions

Why 13 weeks specifically?

13 weeks (one quarter) provides enough visibility to anticipate and manage cash needs while being short enough to forecast with reasonable accuracy. It captures seasonal patterns, major payment cycles, and gives time to arrange financing if needed. Most CFOs consider it the standard for operational cash management.

How often should I update the forecast?

Weekly at minimum. Many businesses update it every day or every few days. The key is consistency—make it a habit. Start each week by updating actuals for the previous week and rolling the forecast forward. The more frequently you update, the more useful it becomes.

What if my forecast is often wrong?

That's normal initially. Track your forecast accuracy over time—compare what you predicted to what actually happened. Identify where you're consistently off (usually receivables timing or unexpected expenses) and improve those estimates. Accuracy improves with practice and pattern recognition.

Should I include my line of credit in the forecast?

Yes. Show available credit as a separate line so you can see both your cash position and total liquidity. This helps you understand when you might need to draw on the line and when you can pay it down. Track the line balance separately from operating cash.

Need Help Building Your Forecast?

A fractional CFO can help you implement cash forecasting and improve your overall financial management. Let's discuss your needs.

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