Field measurement
Recurring field services: consolidates the contract's billable service orders for a period into a measurement bulletin (which turns into a receivable), keeps the contract's scheduled visit calendar (recurrence), and the mandatory execution checklist before a service order can be closed.
The screen
The real screen, in the theme you picked above.
What you find on this screen
A portrait of the screen, read from the screen itself — it changes when the screen changes.
Available actions
AddClear scenario
Form fields
DescriçãoO que este lançamento representa no cenário simulado.
PrevisãoMarca o lançamento que ainda não aconteceu. É exatamente o que o gêmeo digital move no tempo.
VencimentoData contratada do pagamento, o ponto de partida da simulação.
Baixa previstaData em que se espera o dinheiro de verdade. Mexer nela é o que muda o resultado do e se.
Valor totalValor considerado no cenário, já com juros e descontos.
Valor do títuloValor original do documento, antes de qualquer hipótese.
NaturezaReceita ou despesa afetada pela hipótese testada.
ClienteCliente cujo atraso ou antecipação está sendo simulado.
FornecedorFornecedor cujo prazo está sendo esticado no cenário.
SituaçãoSituação real do lançamento hoje, antes da simulação.
ProvisãoLançamento de provisão: pesa no resultado, mas não é dinheiro saindo do caixa.
CompetênciaMês de resultado a que o valor pertence, que a simulação não pode deslocar.
Start here
What this screen answers
"What if?" — you add levers (sell more, delay a receipt, cut a cost, hire someone) and see side by side the 13-week cash projection with and without them.
What this screen is
The company's what-if simulator: pull a lever and see the effect ripple through cash (13 weeks), margin and result — today's baseline beside the scenario. Levers: more/fewer sales (%), delay receipts (days), add/cut monthly cost (R$) and hire/dismiss people. Sales and cost affect cash and result; the delay changes only cash (the revenue has already been recognized). It's a projection on assumptions and NOTHING is saved — review before deciding. It respects the Show Values governance.
How to
What this screen answers
Margin and result tell you whether the business is good; minimum cash tells you whether it survives until then. A scenario with better margin and negative minimum cash in week 6 is a scenario that breaks the company before it works out.
Rules
What this screen answers
The whole simulation lives in the screen's memory. Closing the page discards the scenario; no entry, contract or budget is created. Simulate as much as you like — there's no way to damage data from here.
Variants: the long tail is the finding
The scenario starts from the current projection, with the receipts and payments already registered. If the baseline is outdated, the comparison is still correct internally and wrong relative to the real world — it's worth checking the base projection before deciding on it.
Frequently asked questions
Which question this screen answers
It answers: "what if I change a lever — what happens to my cash and my profit?". Choose the lever (sell more or less in %, delay receipts in days, add or cut monthly cost, hire or dismiss people) and see the effect ripple through the 13-week cash, the margin and the result, always with today's baseline beside the scenario. It's a projection on assumptions: nothing is saved. Sales and cost affect cash and result; delaying receipts affects only cash, because the revenue has already been recognized.
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