13-Week Cash Flow Forecast Template (Excel and Google Sheets)
By Newtown Analytics · · 5 min read
For smb owners & operators
A 13-week cash flow forecast template is a spreadsheet with 13 weekly columns that shows opening cash, expected receipts, expected payments and ending cash for each week. The layout below works in Excel and Google Sheets, takes about 15 minutes to build, and supports the weekly routine described in the 13-week cash flow forecast. It is one practical tool in cash flow management.
Layout
Put labels in column A. Use columns B to N for weeks 1 to 13. Row 3 holds the week-ending date.
| Row | Label | Notes |
|---|---|---|
| 3 | Week ending | Date for each week |
| 5 | Opening cash | Week 1: bank balance; later weeks: prior ending cash |
| 7 | Collections: existing receivables | From the aging report |
| 8 | Collections: new sales | From the sales forecast, with payment lag |
| 9 | Other receipts | Loan draws, tax refunds, asset sales |
| 10 | Total receipts | Formula |
| 12 | Payroll and benefits | Payroll calendar |
| 13 | Payroll taxes | Tax deposit schedule |
| 14 | Supplier payments | Payables aging and payment runs |
| 15 | Rent and utilities | Lease and bills |
| 16 | Insurance and subscriptions | Calendar of renewals |
| 17 | Sales and income taxes | Tax calendar |
| 18 | Debt service | Loan schedule |
| 19 | Capital spending | Approved purchases |
| 20 | Owner distributions | As planned |
| 21 | Total disbursements | Formula |
| 23 | Net cash flow | Formula |
| 24 | Ending cash | Formula |
| 26 | Minimum cash target | Input |
| 27 | Cushion above minimum | Formula |
| 28 | Credit line available | Input |
| 29 | Liquidity (cash plus available credit) | Formula |
| 31 | Actual ending cash | Enter after each week |
| 32 | Forecast error | Formula |
Formulas
Enter these in column B and copy across to column N.
B5 Bank balance (week 1 only)
C5 =B24
B10 =SUM(B7:B9)
B21 =SUM(B12:B20)
B23 =B10-B21
B24 =B5+B23
B27 =B24-B26
B29 =B24+B28
B32 =B31-B24
Enter disbursements as positive numbers in rows 12 to 20 so the totals subtract cleanly. Add conditional formatting to row 27 so that any negative cushion turns red. This is the alert that tells you a week needs attention.
Sample weeks
The following shows how the first four weeks might look for a small company, using illustrative numbers.
| Week 1 | Week 2 | Week 3 | Week 4 | |
|---|---|---|---|---|
| Opening cash | $85,000 | $94,500 | $60,500 | $73,000 |
| Collections: existing | $48,000 | $30,000 | $41,000 | $39,000 |
| Collections: new sales | $9,000 | $12,000 | $14,000 | $16,000 |
| Total receipts | $57,000 | $42,000 | $55,000 | $55,000 |
| Payroll and taxes | $0 | $38,500 | $0 | $38,500 |
| Supplier payments | $41,000 | $31,000 | $34,000 | $29,000 |
| Rent, insurance, other | $6,500 | $6,500 | $8,500 | $4,000 |
| Total disbursements | $47,500 | $76,000 | $42,500 | $71,500 |
| Net cash flow | $9,500 | -$34,000 | $12,500 | -$16,500 |
| Ending cash | $94,500 | $60,500 | $73,000 | $56,500 |
Each week's ending cash becomes the next week's opening cash. Payroll falls in alternate weeks, which creates the visible sawtooth pattern common in small businesses. With a minimum target of $50,000, the cushion is positive in each of these four weeks, but week 4 leaves only $6,500, a signal to check what week 5 holds.
How to use it each week
- Reconcile the bank and set the week 1 opening balance.
- Update row 31 with the actual ending cash from the week just completed.
- Slide the dates forward and add a new week, copying formulas.
- Review each receipt and payment line for the next four weeks.
- Look at row 27. For any red cell, list actions with amounts and dates.
If you are new to building a forecast, how to build a cash flow forecast you will actually use describes the thinking behind each row, and rolling cash flow forecasts shows how to maintain the file over time.
Customizing
- Add customer rows for your five largest receivables so you can track them by name.
- Add a downside case by duplicating the sheet and delaying receipts by one week.
- Add an inventory purchases row if you buy goods for resale, ideally linked to your purchasing plan.
- Add a monthly summary tab that sums the weeks into months for comparison with the budget.
- Protect formula cells so only inputs are edited.
- Add seasonal lines if your sales or purchases swing by month. A business that builds inventory ahead of a peak needs larger payments months before the matching receipts, which is covered in cash flow forecasting for seasonal businesses.
- Choose your method. This template uses the direct method. If you also want a longer-range view tied to your budget, see cash flow forecasting methods for how direct, indirect and driver-based approaches fit together.
- Add a notes column. For each large receipt or payment, write the source and the person who confirmed the date. When the forecast misses, notes make the review fast.
Common errors
- Entering disbursements as negatives and then subtracting them again, which adds cash.
- Forgetting to link opening cash to the prior week's ending cash.
- Counting invoices by invoice date rather than expected payment date.
- Leaving the actual ending cash row blank, so accuracy is never measured.
Want a version built for your business?
This page gives you the structure to build your own. If you would like a working version set up with your categories, your customers and suppliers, and a downside scenario, contact us. For companies that carry inventory, we can connect the forecast to your demand plan so purchasing and cash move together, as described in demand planning and inventory optimization.
Keep reading
- Complete guide: Cash Flow Management: The Complete Guide for Growing Businesses
- Cash Flow Forecasting Methods: Direct, Indirect, and Driver-Based
- Cash Flow Forecasting for Seasonal Businesses
- How to Build a Cash Flow Forecast You'll Actually Use
- Related topic: Demand Planning and Inventory Optimization: The Complete Guide
This article is for general information. It is not accounting, tax, legal or investment advice, and examples use illustrative numbers rather than client data. Confirm decisions that carry financial or legal consequences with a qualified professional.