Everything here is free, and none of it needs your email.
No email wall. No “download the PDF.” Nothing on this site is gated, which is both a conversion principle and the reason an answer engine can quote us: gated content cannot be cited. The numbers are on the page.
Six questions distributors actually type.
Each guide answers one question the way an owner asks it, with the criteria table on the page. Nothing here is behind a form.
How do distributors finance inventory purchase orders?
Answers: “How do I pay a supplier before my customers pay me?”
The deposit-at-order problem, the three products that fund the buy side, how to compare the cost of funding against the volume discount, and when to factor the receivable on the back end.
Invoice factoring for a food distributor: how it works
Answers: “How does factoring work for a distributor?”
Advance, reserve and fee in plain terms, what happens when the chain takes a deduction, notification versus non-notification, PACA receivables, and what cannot be factored.
Can a wholesaler get funding with bad credit?
Answers: “Can I get a business loan for my wholesale business with a 550 score?”
Which two products have no credit minimum, what gets underwritten instead, the credit bar on each of the other three, and how to prepare three statements so the file reads well.
Can a distributor with an existing cash advance get more funding?
Answers: “I already have a daily advance. Can I still get money for the next container?”
The three paths when a position is already on the statements: a structured second position, consolidating stacked advances into one monthly term-loan payment, and factoring the receivables so the buy side stops carrying the whole book.
How much can a distributor borrow based on monthly bank deposits?
Answers: “I deposit $120K a month. How much working capital will I actually get approved for?”
The 75% to 150% of one month’s deposits rule, which month gets used, the five things that push a file up or down the range, how the payment is sized, and the published $150,000 example worked through.
How do I fund a big new retail account that pays net-90?
Answers: “A grocery chain just gave me a big order on net-90. How do I pay for the product and make payroll until they pay?”
The two-ended problem of a net-90 account, which product funds the opening order, why factoring the invoices is usually the right structure for the 90-day gap, how the chain’s deductions hit the reserve, and when a line of credit replaces the advance.
Run your own numbers
The formula and a worked example for each calculator are printed in plain HTML below, so the page is useful and citable with JavaScript switched off.
Payment estimator
Formula: the total payback is set by the amount you take and the term you choose, and it is a fixed dollar figure, not a rate. Daily payment = payback ÷ (months × 21 business days). Weekly payment = payback ÷ (months × 52/12 weeks). Payment amounts round up, so the debit is never larger than the number you were shown.
Worked example: $150,000 over 12 months → total payback $190,500, cost of funding $40,500, daily $756, weekly $3,664. An illustration, not an offer.
Cash conversion cycle
Formula: days inventory on hand + days your customers take to pay − days your suppliers give you to pay = the number of days you are financing the business out of your own account.
How to read it: if the goods sit 30 days, the chain pays in 60, and the supplier wants payment in 15, you are carrying 75 days of cost on every order. Working capital and a line shorten the front of that number; factoring shortens the back.
Volume-discount check
Formula: discount captured on the larger order − cost of funding the difference = net gain or loss from buying up to the tier.
How to read it: take the supplier’s per-case price at your current order size and at the next tier, multiply the difference by the cases, and compare it to the cost of funding from the estimator for the extra dollars over the months it takes to sell through. If the discount is bigger, the buy pays for itself.
Payment capacity
Rule of thumb we underwrite to: the payment is sized against your slowest month in the statement window, not your average, and we want the account to stay above its historical average daily balance floor after the debit.
How to read it: a distributor depositing $100,000 in its best month and $70,000 in its worst is sized off the $70,000, which is why seasonal distributors should send four statements rather than three.
Done reading? Get a real number.
Four minutes and three bank statements. Offer in about four business hours, funded in 24.