Set reminders 120, 90, 60 and 30 days before facility expiry. At 120 days, update financials and KYC. At 90 days, submit stock, debtor and insurance documents. At 60 days, ask for pending conditions. At 30 days, escalate unresolved internal processing and finalise the contingency cash plan.
Measure customer concentration
If one customer represents a large share of receivables, a delayed payment can reduce drawing power and weaken renewal. Show the bank how concentration risk is managed and which receivables are genuinely collectible.
Do not finance permanent losses with working capital
A cash-credit limit can bridge a normal operating cycle; it cannot indefinitely repair a business whose gross margin is negative. If the forecast shows recurring cash deficit even at normal sales, fix pricing or costs before seeking a larger limit.
The renewal file should tell one story: sales produce receivables, receivables convert to cash, cash repays utilisation. When that cycle is visible, the lender can understand why the limit is needed and how it will revolve.