Cana-transit, a Canadian manufacturer of public transit vehicles, has won a very important, large contract valued at $100 m to supply the municipal transit authority in Cairo with a new fleet of electric buses. It is the largest sales order in Cana-transit's history. While the CEO and the VP Sales are very excited, the CFO is concerned that they may not have enough cash and other resources to deliver on the contract in the timelines agreed to. Currently, the company has about half the value of the contract in cash in the bank. It also has about $40 million in short-term accounts receivable and $30 million in medium to longer term accounts receivable. Cana-transit also has some land worth about $25 million that could be used as collateral. The CFO has recently discovered that the Export Development Corporation, Canada's export credit agency, has some financing programs. 

What can Cana-transit's CFO do to improve the management of cash flow and secure the necessary financial and other resources to deliver on this exciting contract?

Answer rating: 100% (QA)

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