The Bank Called. The Customer Pushed. The Supplier Pulled.: Structured responses for a credit line cut, a customer requesting extended payment terms, and a supplier offering early-pay discounts with a ten-day window.

*The Bank Called. The Customer Pushed. The Supplier Pulled.* is the under-pressure companion to *Working Capital Management* (Operator Playbooks 07). It is the third of three op-07 companions, designed for operators who have a weekly rhythm via *The Cash Conversion Check* and a quarterly reset via *When the Structure Is the Problem*, and who now need structured responses for the three working capital triggers that arrive without an appointment.

A six-question diagnostic intake identifies which trigger has fired and routes directly to the relevant framework.

**Bank Credit Line Cut Response** runs within 48 hours of receiving notice that a bank is cutting or restricting an existing credit facility. It reconstructs the cash gap, identifies internal working capital levers, and produces a defensible refinancing or restructuring proposal before the 30-to-45-day deadline closes. Two worked examples: a consumer goods distributor restructuring across short-cycle inventory, and a furniture components exporter in East Java with mixed-currency receivables and concentrated DPO opportunity that the bank review surfaced.

**Customer Net-90 Extension Request** runs when a major customer requests payment terms that materially shift the working capital position. It computes the consolidated NWC impact, produces a counter-offer ladder, and sequences the relationship conversation so the operator does not give away the concession without extracting something in return. Two worked examples: a distributor handling B2C-facing margin analysis, and a contract garment finishing business with high DSO sensitivity where the consolidated NWC impact runs three times the direct receivables calculation.

**Supplier Early-Pay Discount Decision** runs when a major supplier offers a 2 to 3 percent discount in exchange for accelerated payment on a 10-day window. It tests the discount value against the working capital cost of acceleration and routes to a selective-category response rather than a blanket accept or reject. Two worked examples: a component distributor at USD scale, and a civil engineering subcontractor in North Sumatra calibrating selective discount strategy against the project mobilisation calendar.

Each framework carries a self-scoring rubric, a quick decision tree, and tier adaptations. The response plan sequences all three across the first 48 hours, the first week, and the first month after a trigger fires.

This companion was written from the seat of an operator running businesses in Indonesia. The triggers are Indonesian in texture; they are universal in pattern.

**What this companion does NOT do**

- Replace *Working Capital Management* (Operator Playbooks 07).

- Substitute for the weekly-rhythm or quarterly-review companions.

**Who This Is For**

- Operators facing a specific working capital trigger right now.

- Owners with bank credit line concentration who need a structured response if facilities tighten.

- Mid-tier directors who need pre-decision analysis when major customers or suppliers shift terms.

**Topics and Keywords**

working capital crisis, credit line cut response, customer term extension, supplier early-pay discount, scenario-triggered treasury decisions, KMK restructuring, SME treasury under pressure