Advanced Treasury and Cash Management Training Course – Casablanca, 21 Jun – 2 Jul 2027

Advanced Treasury and Cash Management is a 2-week training course for treasurers, cash managers and finance controllers who run daily liquidity, and each participant leaves with a drafted Liquidity Playbook. Faster payment rails, tighter bank balance sheets and volatile short-term rates mean idle balances and surprise shortfalls now cost organisations more than ever before. Jupiter Prime Training offers this course to practitioners who own the cash position every morning.

Why Treasury and Cash Management Matters Now

Three pressures shape treasury and cash management today. Instant and real-time payment rails shrink the time between a forecast error and an overdraft. Banks price intraday credit and deposit balances more selectively, so the account structure itself becomes a cost lever. Boards and lenders ask for evidence that headroom is monitored daily rather than at month-end. A treasury that masters these pressures funds operations at lower cost and earns a return on surplus balances; one that does not borrows at short notice and leaves trapped cash scattered across entities. The course rests on direct and indirect forecasting methods, liquidity buffers and structured bank account rationalisation.

Who Gains Most from Treasury and Cash Management

• Specialists who build the daily cash position from bank statements and expected flows
• Practitioners who forecast receipts and disbursements across weekly and monthly horizons
• Controllers who oversee bank accounts, signatories, mandates and fee schedules
• Officers who design cash pools, netting cycles and centralised payment flows
• Professionals who place surplus balances in deposits, money market funds and short paper

A finance function gains most when its treasury, accounts payable and receivables leads attend together, because the cash position depends on all three feeding one shared calendar of flows.

Treasury and Cash Management Capabilities

Each outcome below moves cash from an uncertain balance on a bank screen to a controlled, forecast and invested resource.

• Build a daily cash position that reconciles bank balances with expected value-dated flows — the treasurer's funding call
• Calculate forecast accuracy and bias across a rolling thirteen-week horizon — the finance director
• Design a bank account structure and cash pool that reduces idle balances — group entities and banking partners
• Specify a payment factory and on-behalf-of collection model — shared service and procurement leads
• Weigh deposit, money market and short paper options against counterparty limits — the investment committee
• Test funding triggers and escalation thresholds under stressed outflows — lenders and the board

Key Treasury and Cash Management Terms

• Cash positioning — the daily calculation of available balances across accounts after expected receipts and payments, used to decide funding or placement.
• Value date — the date on which funds become available or are debited, which can differ from the posting date.
• Physical cash pooling — the automatic sweeping of balances from participant accounts into a header account to offset surpluses and deficits.
• Notional pooling — interest compensation across accounts without moving funds, letting overdrafts offset credit balances on paper.
• Payment factory — a centralised hub that processes outgoing payments for several entities through standard formats and channels.
• Liquidity headroom — the gap between committed available funds and projected peak requirement over a forecast period.

Treasury and Cash Management Day by Day

Day 1: The Liquidity Landscape

• Treasury Mandate and Scope — Where Cash Decisions Sit Organisationally
• Liquidity Risk Taxonomy — Funding, Market and Operational Shortfalls
• Cash Cycle Mapping — Sources and Uses Across Business Units
• Real-Time Payment Rails — Effect on Intraday Balance Volatility
• Treasury Maturity Diagnostic — Gaps in Current Cash Practices

Day 2: Daily Cash Positioning

• Bank Statement Reporting Formats — Prior-Day and Intraday Balance Feeds
• Value-Dated Position Worksheets — Available Versus Ledger Balances
• Cut-Off Time Calendars — Sequencing Payments and Funding Moves
• Intraday Liquidity Monitoring — Peak Usage and Overdraft Avoidance
• Position Sign-Off Routine — Morning Funding and Placement Calls

Day 3: Cash Forecasting Methods

• Direct Receipts and Disbursements Forecast — Short Horizon Precision
• Indirect Forecast From Budgets — Medium Horizon Funding Needs
• Rolling Thirteen-Week Model — Covenant and Headroom Visibility
• Forecast Variance and Bias Tracking — Accountability of Contributors
• Statistical and Machine-Assisted Forecasting — Seasonal Receipts in Retail and Utilities

Day 4: Bank Account Structures

• Account Rationalisation Review — Dormant, Duplicate and Costly Accounts
• Signatory and Mandate Controls — Authority Matrix for Bank Instructions
• Bank Fee Analysis Statements — Pricing Benchmarks and Negotiation Points
• Virtual Accounts — Receivables Matching Without Extra Physical Accounts
• Bank Relationship Scorecards — Wallet Allocation and Credit Support

Day 5: Cash Pooling and Concentration

• Zero-Balancing Sweeps — Header Account Design and Timing
• Notional Pooling Mechanics — Interest Offset and Bank Constraints
• Intercompany Loan Documentation — Arm's Length Pricing of Pool Positions
• Multilateral Netting Cycles — Fewer Cross-Entity Settlements
• Trapped Cash Diagnostics — Restricted Balances and Repatriation Options

Day 6: Payment Factories and Collections

• Payment Factory Operating Models — Centralised Versus Hybrid Execution
• Payments on Behalf of Entities — Legal and Accounting Implications
• Collections on Behalf Models — Receivables Centralisation Choices
• Standard Payment Message Formats — Straight-Through Processing Rates
• Payment Fraud Controls — Beneficiary Validation and Dual Release

Day 7: Short-Term Investment of Surplus Funds

• Surplus Cash Segmentation — Operating, Reserve and Strategic Tranches
• Deposit and Money Market Fund Options — Yield Versus Access
• Commercial Paper and Treasury Bills — Maturity Ladder Construction
• Counterparty Limit Framework — Ratings, Tenor and Concentration Caps
• Islamic Short-Term Placements — Murabaha and Wakala Structures

Day 8: Short-Term Funding and Triggers

• Committed and Uncommitted Facilities — Cost of Standby Liquidity
• Overdraft and Revolver Drawdown Rules — Least-Cost Funding Order
• Funding Trigger Thresholds — Early Warning Indicators for Shortfalls
• Liquidity Stress Scenarios — Customer Delay and Supplier Acceleration Cases
• Contingency Funding Steps — Escalation Ladder for Severe Outflows

Day 9: Treasury Technology and Controls

• Treasury Management System Selection — Module Fit and Integration Needs
• Bank Connectivity Channels — Host-to-Host, Portals and Application Interfaces
• Segregation of Duties in Treasury — Front, Middle and Back Office
• Cash Reconciliation Automation — Exception Queues and Ageing
• Treasury Dashboard Metrics — Idle Balances, Forecast Accuracy and Fees

Day 10: Practising the Liquidity Playbook

• Daily Position Rehearsal — Applying Value-Dated Worksheets to a Manufacturer
• Pool Structure Redesign — Applying Sweeps to a Hospital Group
• Forecast Variance Clinic — Applying Bias Tracking to Real Contributors
• Surplus Placement Exercise — Applying Counterparty Limits to Tranches
• Liquidity Playbook — Daily Visibility, Funding Triggers and Placement Rules

Applying Treasury and Cash Management After the Course

• Launch a rolling thirteen-week cash forecast with named contributors and measure its variance against actual flows each week.
• Run a bank account rationalisation review and propose a sweep structure that brings idle subsidiary balances into one header account.

Treasury and Cash Management Questions (FAQ)

What is advanced treasury and cash management and why does it matter now?

Advanced treasury and cash management is the daily discipline of positioning, forecasting, concentrating and placing an organisation's cash. It matters now because real-time payments and selective bank pricing make every forecast error and idle balance more expensive.

Which roles gain most from advanced treasury and cash management training?

Treasurers, cash managers and finance controllers gain most. Cash positioning specialists sharpen daily calls, forecasters reduce bias, and controllers gain tighter account, pooling and payment factory structures that cut fees and fraud exposure.

How does advanced treasury and cash management differ from a corporate treasury or working capital course?

Advanced treasury and cash management concentrates on daily liquidity operations. A corporate treasury course centres on capital structure, hedging and policy, while a working capital course targets receivables, inventory and payables; this course runs the cash position, pools and short-term placements themselves.

What do you bring back from advanced treasury and cash management training?

You bring back a drafted daily liquidity routine with forecast models, pooling design, funding triggers and placement rules. You also return with scorecards for bank relationships and treasury dashboard metrics your function can adopt quickly.

Treasury and Cash Management: The Way Forward

The Liquidity Playbook sets out how cash is positioned each morning, which triggers call on facilities and where surplus balances are placed. Its first use is the daily funding call, where the cash manager and treasurer decide whether to draw, sweep or invest. Revisit its trigger thresholds after the first quarter-end, when real peak outflows show whether headroom buffers were sized correctly.