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Because the forecast is built by hand once a month. It takes a day, is stale by the time it circulates, and quietly assumes invoices will be paid on terms that nobody has ever met.
The cash flow report shows money actually in and out over a period, and what is committed or expected next, built from reconciled bank data rather than a spreadsheet.
Actuals come from reconciled bank transactions. Forward figures come from the aging report on the receipts side, and open bills, recurring expenses and payroll on the payments side.
A large bill and a payroll run fall in the same week as a customer who habitually pays late. The dip shows while there is still time to chase the invoice or move the payment run.
It cannot know what a customer will actually do. Expected receipts rest on terms and past behaviour, and a customer is free to ignore both.
Bank reconciliation supplies the actuals, aging the expected receipts, purchasing and payroll the commitments, and recurring schedules the predictable remainder.
Both. Terms give the due date; history adjusts the expectation.
Yes, per entity or consolidated.
You can flex the assumptions — delay a receipt, move a payment run — and see the effect.
Fourteen days, every module, no card. Or half an hour with someone who will run it on your own records and tell you where it does not help.