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Cash FlowGlossary Term

DPO (Days Payable Outstanding)

A measure of how long a company takes to pay its invoices after receiving them. For subcontractors, a high DPO from your client means slower payment and tighter cash flow. Tracking client DPO helps you anticipate payment delays and manage operating costs.

Related Terms

Net 30/Net 45/Net 60

Cash Flow

Payment terms indicating when payment is due after invoice date. Net 30 means payment within 30 days. Many operators use Net 45 or Net 60, extending subcontractor cash cycles.

Discharge Petition

Cash Flow

A formal document filed by subcontractors to release unpaid lien claims against a project owner's property. It is typically used when a general contractor fails to pass payment down the chain. Understanding this process helps field service companies recover outstanding invoices through legal channels.

ITC (Investment Tax Credit)

Cash Flow

A federal tax incentive that reduces the taxes a subcontractor owes based on eligible capital investments, such as purchasing equipment or machinery. Field service companies can apply ITCs to offset costs on qualifying assets used in operations. This can improve cash flow by lowering overall tax liability at year-end.

Joint Venture Dispute

Cash Flow

A conflict between JV (Joint Venture) partners over cost-sharing, scope, or payments that can delay approvals and freeze subcontractor invoices. When JV partners disagree, field service companies often face work stoppages or withheld purchase orders. Always clarify which JV partner holds contracting authority before mobilising.

Quantity Drift

Cash Flow

The gradual increase or decrease in actual field quantities compared to original contract estimates. For subcontractors, untracked drift leads to unbilled work or disputed invoices at project close-out. Monitor quantities continuously to support change order claims.

FCF (Free Cash Flow)

Cash Flow

Cash remaining after covering operating costs and equipment or tool purchases. For subcontractors, strong FCF means you can take on new contracts, absorb payment delays, and avoid emergency borrowing. It is one of the clearest signs of a financially healthy field service business.

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