Receivables were about lending less to customers. Payables are the mirror: your suppliers' terms are them lending to you — the cheapest financing that exists, already extended, sitting in your bills folder. Most small businesses manage it by reflex, in one of two bad modes: pay-everything-instantly (donating float they may need later) or pay-when-panicked (torching supplier trust for pennies). Payables deserve the same deliberateness as pricing. It's a shorter playbook, but it's a real one.
Take the terms you're given — fully. A net-30 invoice paid on day 28 is honored in full; paid on day 3, it's a 25-day interest-free loan declined. Schedule payments to land just before due (autopay/scheduled ACH makes this effortless and removes late-risk at the same time). This isn't sharp practice; it's what the terms are. Across all your suppliers, the difference between reflex-instant and scheduled-on-time is often thousands of dollars of permanent float — working capital you didn't have to earn.
Ask for terms where you're paying cash. Suppliers extend net-30/45/60 to businesses that ask and look stable — many owners simply never ask. Start with your biggest recurring vendor: "We've been consistent for a year — can we move to net-45?" The worst case is no; the best case is a permanent, free extension of your credit line. Your payment history is a real asset here; that's one reason never being late has cash value beyond politeness.
Do the early-pay-discount math, don't guess it. "2/10 net 30" — 2% off if paid in 10 days instead of 30 — is giving up 20 days of float for 2%. Two percent for twenty days annualizes to roughly 36%: an outstanding return on cash you have. Rule: if the cash is comfortably there, take real early-pay discounts; if taking them strains the 13-week forecast, the float is worth more than the discount. The forecast, not the vibe, makes this call.
Sequence by consequence when cash is tight. A crunch week is not the moment for alphabetical bill-paying. The order that protects the business: payroll and payroll taxes (non-negotiable, legally radioactive to miss), then remitted taxes (sales tax was never your money), then the suppliers your operation dies without, then secured debt, then everything else — and for the "everything else," a call before the due date ("can we split this across two weeks?") preserves more trust than silence and a late payment. Suppliers extend grace to people who communicate; they cut off people who go dark.
Protect the relationship asset. Your standing with suppliers is capacity you'll draw on someday — the rush order, the crunch-month extension, the benefit of the doubt. It's built entirely out of boring on-time payments and honest calls. Spend it deliberately or not at all.