How should hardware founders use supplier payment terms?
Negotiate supplier payment dates so cash leaves as close as possible to customer collection, while protecting delivery and the supplier relationship. Compare the cash benefit with price changes, lost discounts, credit exposure, and what happens if the buyer pays late.
The gap is financing
Chapter 5 illustrates collecting in 30 days and paying in 90, producing a 60-day timing advantage when both periods start from the same reference date. Actual hardware timelines may start at different events: a supplier may count from shipment while a customer counts from acceptance. Put both on real calendar dates.
Its historical example is the 50-computer Byte Shop order, where a credible customer commitment helped Apple organize its production financing. Historical account. That is a mechanism to investigate, not evidence that your supplier can or should extend the same terms.
Worked example: is early payment worth it?
Illustrative assumptions. A $100,000 invoice is due in 60 days. The supplier offers a 2% discount for paying in ten days. Paying early saves $2,000 but uses roughly $98,000 of cash 50 days sooner. The simple annualized cost of forgoing that discount is about 14.9%: $2,000 ÷ $98,000 × 365 ÷ 50.
That comparison ignores compounding, tax effects, fees, and operational risk. It still exposes the decision: compare the discount with the cost and availability of other capital, and with the risk of running short before a customer pays.
Make the terms durable
Agree milestones, acceptance, returns, and escalation before the purchase order. Offer reliable forecasts and repeat business rather than surprising a small supplier with a late-payment request. Payment terms should improve a viable cash cycle; they cannot fix a product whose contribution is negative after warranty, fulfillment, and support.
This page is an original summary of an argument developed in Speedstrap, not an extract from the book.
From Chapter 5 of Speedstrap. Find the book on Amazon.
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