How Do Saudi Companies Determine Credit Limits for Each Customer to Reduce the Risk of Bad Debts?

Introduction: Can Increasing Sales Become a Risk for Your Business?

A company may succeed in attracting new customers, signing larger contracts, and consistently increasing sales. However, it may also face a financial problem that is not immediately apparent in its sales figures: granting customers credit facilities that exceed their ability to pay.

The problem begins when a business allows customers to purchase products or receive services on credit without setting a clear limit on the outstanding amounts they may accumulate. As orders continue and invoices become overdue, debts gradually build up, potentially leaving the company with substantial amounts that are difficult to collect on time.

This is where customer credit limits become important. They are among the tools that help companies regulate credit sales and balance revenue growth with the protection of commercial receivables.

However, determining a credit limit does not mean assigning the same amount to every customer, nor should it be based solely on expected sales volume. Instead, it requires assessing the customer’s ability to pay, payment history, existing liabilities, business sector, payment terms, and the potential impact of default on the company’s cash flow.

In this article, we explain how Saudi companies can determine customer credit limits, the factors to consider when making credit decisions, how to review credit limits, the warning signs that call for risk mitigation, and the role of credit management and debt collection in protecting business interests.

First: What Is a Customer Credit Limit?

A credit limit is the maximum amount a company allows a customer to owe through credit transactions, in accordance with its approved credit policy and the terms agreed upon by both parties.

In simple terms, if a supplier sets a credit limit of SAR 100,000 for a customer, it establishes a ceiling on the credit exposure it is willing to accept in relation to that customer, based on its approved calculation method.

However, credit limit calculations vary from one business to another. Some companies calculate the limit based on total unpaid invoices, while others also consider open orders, goods that have been shipped but not yet invoiced, or other obligations covered by their credit policy.

Therefore, companies should clearly define what counts toward the credit limit, when a customer is considered to have reached the limit, and how new orders, payments, returns, and disputed invoices are treated.

The purpose of this policy is not to prevent sales or restrict business growth. Rather, it is to reduce the likelihood of extending credit beyond a customer’s ability to meet their obligations.

What Is the Difference Between a Credit Limit and a Payment Term?

There is an important distinction between these two concepts:

• Credit limit: Determines the maximum credit exposure the company is willing to accept for a customer.
• Payment term: Specifies the agreed period for settling outstanding amounts, such as 15, 30, or 60 days, depending on the contract and the nature of the business relationship.

A company may grant a customer an appropriate credit limit but still face risks if it fails to monitor payment due dates. Similarly, even when customers meet their agreed payment deadlines, a company may face risks if it allows large amounts of receivables to accumulate under a single customer account.

For this reason, credit limits and payment terms should be managed together within a clear credit risk management policy.

Second: Why Do Saudi Companies Need to Set Credit Limits for Each Customer?

Companies differ in size, business activities, and customer base. However, the need to regulate credit becomes particularly important for businesses that rely on credit sales, recurring supplies, or contracts with deferred payments.

The main reasons for establishing customer credit limits include the following.

1. Protecting Operating Cash Flow

When a company sells products or provides services without receiving immediate payment, it must wait for the money to arrive in the future while continuing to cover its daily expenses.

These expenses may include employee salaries, supplier payments, transportation costs, operating expenses, and other financial obligations.

If outstanding amounts accumulate across multiple customers, the company may experience cash flow pressure despite reporting higher sales.

Credit limits help establish a ceiling on exposure to each customer, supporting cash flow planning and reducing the risk of tying up a substantial portion of the company’s resources in uncollected receivables.

2. Preventing Excessive Debt Concentration with a Single Customer

Imagine a supply company that serves dozens of customers, but one customer accounts for a significant proportion of its total receivables.

If that customer delays payment, the company’s ability to meet its own obligations may be affected, particularly if it relies on the expected collection to cover operating expenses.

Therefore, a business should not assess risk solely on an invoice-by-invoice basis. It should also monitor the total amount exposed to each customer and compare that exposure with its overall sales and receivables.

A customer may be commercially important and generate substantial revenue, but that does not automatically justify granting a high credit limit without further assessment.

3. Improving Credit Sales Decisions

The sales team may focus on increasing orders and expanding the customer base, while the finance team concentrates on collections and liquidity.

These objectives are not necessarily in conflict. However, without a clear credit policy, decisions may depend on individual judgment or the desire to close a sale.

When a company establishes credit limits, approval requirements, and exception procedures, the sales team can understand the credit facilities available to each customer and when additional approval is required before accepting a new order.

This supports sales growth without exposing the business to unnecessary or poorly assessed risks.

4. Identifying Default Risks Before They Escalate

When a company reviews credit limits regularly, it may notice that a customer is approaching the approved ceiling, taking longer to pay, or accumulating more overdue invoices than in previous months.

These indicators do not prove that a customer will default, but they may justify reviewing the account before granting additional credit.

Early intervention gives the company an opportunity to reassess trading terms, request settlement of previous outstanding amounts, or reduce credit exposure in accordance with the contract and approved policy.

Third: What Factors Determine the Appropriate Credit Limit for Each Customer?

There is no single formula that works for every company and customer. An appropriate limit depends on the nature of the business, available customer information, trading terms, and the company’s own risk-bearing capacity.

Nevertheless, several factors can support a well-informed credit decision.

1. The Customer’s Payment History

Payment history is an important practical indicator, particularly when the customer has been dealing with the company long enough to establish a meaningful record of payment behavior.

The company can review questions such as:

• Does the customer pay by the agreed due dates?
• Are payment delays frequent?
• Does the customer honor payment commitments?
• Are invoices paid in full or through partial payments?
• Has the customer’s payment behavior changed in recent months?
• Are there recurring disputes that require investigation?

For example, if a customer generally pays within the agreed credit period, this may be a positive indicator when reviewing existing credit facilities, subject to the other relevant factors.

However, if payment delays occur repeatedly and unpaid balances continue to increase, the company may need to reassess the customer’s credit limit before accepting further orders.

The assessment should consider the customer’s overall payment pattern over an appropriate period rather than relying on a single incident in isolation.

2. Transaction Volume with the Customer

Transaction volume helps the company understand its expected credit exposure, but it is not sufficient on its own to determine the appropriate limit.

A major customer may purchase large quantities and pay consistently, while a smaller customer may have a less reliable payment record.

Companies should therefore assess typical order values, purchasing frequency, average outstanding balances, payment terms, and fluctuations in demand.

If the customer’s purchases are seasonal, the company may need to distinguish between peak and normal periods rather than applying a fixed limit that does not reflect the actual trading pattern.

3. The Customer’s Financial Capacity

Depending on the nature of the relationship and the size of the requested credit facilities, a company may need to review appropriate financial information, such as available financial statements, cash flow indicators, or commercial information that can be lawfully verified.

The objective is to develop a reasonable understanding of the customer’s ability to meet its obligations, not to collect as much information as possible without a clear purpose.

Companies should also recognize that financial information may be outdated or may not reflect recent changes in the customer’s business. It should therefore be interpreted in context and should not be treated as a guarantee of repayment.

For new customers with whom the company has no established trading history, it may be appropriate to begin with a limited credit facility and review it after an actual payment record has been established.

4. Existing Obligations to the Company

A common mistake is to evaluate a new order without considering the customer’s unpaid invoices.

For example, a customer may request new goods worth SAR 30,000 while already owing SAR 75,000. If the company’s credit policy sets a limit of SAR 100,000 and includes the new order in the calculation, total expected exposure would reach SAR 105,000, exceeding the approved ceiling.

In this situation, the company should apply its approved policy before accepting the order rather than considering the new order’s value separately.

Accounting systems and enterprise resource planning (ERP) systems can help monitor available credit and generate alerts when a customer approaches or exceeds the approved limit.

5. The Nature of the Business Sector

Credit risks vary according to the type of business.

A supply company may handle recurring orders and multiple shipments, while a service provider may operate under long-term contracts with payments linked to project milestones.

Some customers may also be affected by seasonality, changes in demand, fluctuations in material prices, or delays in collecting payments from their own customers.

A credit policy should therefore consider the customer’s sector, the stability of its cash flow, and customary trading terms within the industry rather than relying on broad assumptions unsupported by sufficient information.

6. Length of the Business Relationship

A long-standing business relationship may provide better insight into a customer’s payment behavior, but it does not mean that the customer’s risk will always remain low.

A customer that has paid consistently for years may experience financial or operational changes that affect its ability to meet future obligations.

Conversely, a new customer may be a suitable business partner, but the lack of historical data can make risk assessment more difficult.

The length of the relationship should therefore be treated as one assessment factor alongside current payment behavior, available information, and overall credit exposure.

7. The Company’s Own Risk-Bearing Capacity

Credit decisions should not focus exclusively on the customer. They must also take into account the financial position of the company extending the credit.

A large company with stable liquidity may be able to tolerate longer collection periods than a small business that relies on incoming payments to meet daily obligations.

The impact of a single customer’s default also depends on the company’s size, customer diversification, and concentration of revenue and receivables.

Consequently, each credit limit should be consistent with the company’s approved risk appetite rather than being determined solely by the customer’s request for additional credit.

Fourth: How Can a Company Determine a Credit Limit in Practice?

Companies can establish a clear process for determining credit limits through a series of connected steps, adapting the process to their size and business model.

Step 1: Establish a Written Credit Policy

Before assigning credit amounts, the company should establish rules that clarify:

• Who is authorized to approve credit facilities?
• What information is required to open a new credit account?
• What criteria are used to assess customers?
• How are credit limits and payment terms determined?
• Which cases require additional management approval?
• When should credit limits be reviewed?
• How should credit limit breaches and payment delays be handled?

These rules help reduce inconsistencies between employees, limit poorly assessed exceptions, and clarify responsibilities.

Step 2: Classify Customers According to Risk Level

A company can use an internal classification system to standardize its assessment process.

For example, customers may be classified according to payment history, available financial information, transaction volume, and the extent of payment delays.

The categories might include customers with stable payment records, customers requiring additional monitoring, and accounts showing indicators that warrant reduced exposure or a review of trading terms.

The classification should be based on clear, reviewable criteria rather than becoming a permanent judgment that remains unchanged even when the customer’s circumstances improve or deteriorate.

Step 3: Determine Appropriate Payment Terms

The company should establish the period allowed for settling invoices based on the agreement, the nature of the business relationship, and its credit policy.

The longer the payment period, the longer the company’s funds remain tied up in receivables. Total credit exposure may also increase if new orders continue to be accepted during that period.

It is therefore useful to assess the relationship between average order value, payment terms, and expected outstanding balances rather than determining the credit limit independently of the collection cycle.

Step 4: Estimate Expected Credit Requirements

The company can estimate the credit amount a customer may need during a normal trading cycle by considering expected order values, payment terms, and invoicing practices.

Illustrative example:

Suppose a customer purchases products worth approximately SAR 20,000 each week under 30-day payment terms. Several orders may accumulate before payments arrive, depending on the timing of orders, invoices, and collections.

The company should estimate its expected exposure throughout the credit period and compare that amount with the customer’s repayment capacity and the level of risk the company is willing to accept.

This does not mean that the appropriate credit limit must automatically equal the expected order value. The limit may be lower or higher depending on payment reliability, existing balances, fluctuations in transaction volume, and internal controls.

Step 5: Define Approval Authority and Exception Procedures

The company should clearly determine who has the authority to approve or modify credit limits.

Routine limits may fall within the finance department’s delegated authority, while larger limits or exceptions may require approval from senior management.

Any exception should be documented, including its justification, duration, conditions, and approving authority.

For example, if the company approves a temporary increase to accommodate a large seasonal order, it should specify how long the increase will remain in effect and review it after the intended purpose has been fulfilled.

Step 6: Document the Terms with the Customer

Once a credit limit has been established, the relevant terms should be clearly stated in the agreement or appropriate commercial documents, depending on the nature of the relationship.

These terms may include the approved credit limit, payment period, invoicing arrangements, delivery terms, procedures for handling disputes and partial payments, and any other conditions agreed upon by both parties.

Clear documentation helps reduce disagreements about each party’s expectations and provides a structured basis for reviewing the relationship if payment delays or credit limit breaches occur.

Fifth: A Practical Example of Customer Credit Limit Assessment

Suppose a Saudi materials supply company deals with three customers and wants to review their credit limits before approving new orders.

This table does not establish a final credit amount for any customer. Instead, it demonstrates that sales volume is not the only factor in the decision.

Customer 1 may continue under the existing terms if the other available information confirms that they remain appropriate. Customer 2 may require a review of overdue balances before any increase is approved. For Customer 3, an initial limited credit facility may be appropriate, followed by a review once sufficient trading history becomes available.

Actual decisions should be based on verifiable information rather than impressions or order volume alone.

Sixth: When Should a Customer’s Credit Limit Be Reviewed?

One mistake that can increase bad debt risk is setting a credit limit when the relationship begins and then leaving it unchanged for an extended period.

A limit that was appropriate several months ago may no longer be suitable if transaction volume, payment behavior, or the customer’s financial position has changed.

The following situations may warrant a review.

1. Repeated Payment Delays

If a customer begins missing agreed payment deadlines repeatedly, the company should review the account and determine whether the delays are caused by a temporary administrative issue, a change in payment behavior, or a dispute concerning the outstanding amounts.

Recording the delay alone is not enough. The company should assess its effect on total indebtedness and credit exposure.

2. Outstanding Balances Approaching the Approved Limit

When a customer’s balance approaches the credit ceiling, the company may need to review new orders and existing obligations before extending additional credit.

Accounting systems can be configured to issue alerts when a specified percentage of the credit limit is reached, in accordance with company policy.

3. Significant Changes in Transaction Volume

A customer’s order volume may increase suddenly because of business expansion or a new project. This can cause outstanding balances to rise rapidly.

The company should not automatically increase the credit limit simply because the customer wants to purchase more. It should assess expected orders, repayment capacity, existing balances, and the effect of the increase on its overall risk exposure.

4. New Material Information

If reliable information indicates a significant change in the customer’s circumstances, reassessment may be appropriate under company policy, provided that the information has been obtained lawfully and is relevant to the decision.

Confirmed indicators should be distinguished from rumors or unsupported assumptions.

5. Changes in the Company’s Own Financial Position

A company may need to review its credit policy if its liquidity deteriorates, its liabilities increase, or its dependence on a limited number of customers grows.

The appropriate credit limit depends on both parties’ circumstances and should not be based solely on the customer’s financial position.

Seventh: What Warning Signs Should Be Considered Before Extending Additional Credit?

No single indicator proves that a customer will fail to pay. However, certain signs warrant closer examination:

• Repeated missed payment deadlines without a clear resolution.
• Accumulating unpaid invoices while new orders continue.
• Repeated payment promises that are not fulfilled.
• Recurring disputes concerning invoices, quantities, or contractual terms.
• Requests for substantial credit increases without sufficient supporting information.
• Inconsistencies in account records or payments that have not yet been reconciled.
• A high concentration of receivables with one customer compared with the company’s total accounts receivable.

Each indicator should be assessed in context. An overdue invoice may result from a genuine dispute about a service or an invoicing error rather than an inability to pay.

A credit policy should therefore include procedures for investigating the cause of a problem before reducing a limit, suspending credit facilities, or changing trading terms.

Eighth: What Should a Company Do When a Customer Exceeds the Credit Limit?

When a customer exceeds the approved ceiling, the company should have a clear procedure for handling the situation rather than relying on case-by-case judgment.

The process can begin by reviewing the account balance, confirming that all payments, returns, and adjustments have been recorded correctly, and identifying the reason for the breach.

The company can then assess the available options, including:

1. Requesting settlement of outstanding amounts before accepting additional orders.
2. Reviewing the new order and assessing its necessity and financial impact.
3. Seeking exceptional management approval if permitted by company policy.
4. Adjusting the credit limit or payment terms after reviewing the risk and documenting the decision.
5. Suspending the extension of new credit in accordance with the agreement and approved policy, while taking existing contractual obligations into account.

The company should not take automatic action without reviewing the contract and obligations that have already arisen. An internal credit limit does not override the parties’ contractual rights and obligations or grant the company powers that are not provided for by law or agreement.

The objective is to prevent excessive credit exposure while managing the commercial relationship professionally and transparently.

Ninth: How Do Accounting Systems Help Monitor Credit Limits?

As the number of customers and invoices grows, manual monitoring may become insufficient, particularly for companies handling recurring orders, partial payments, and multiple contracts.

Accounting systems and enterprise resource planning (ERP) systems can help organize the process when configured correctly.

Useful functions include:

• Recording each customer’s approved credit limit.
• Displaying outstanding balances and unpaid amounts.
• Calculating available credit according to the company’s credit-limit definition.
• Issuing alerts when a customer approaches the approved ceiling.
• Linking invoices to payments and supporting documents.
• Generating accounts receivable aging reports.
• Identifying customers who have breached credit terms.
• Recording exceptional approvals and their dates.
• Monitoring changes in payment behavior over time.

Technology, however, cannot compensate for the absence of a credit policy or poor data quality. If payments and returns are not recorded accurately, reports may be incorrect and lead to inappropriate decisions.

Companies should also define user access permissions, protect customers’ commercial information, and review reports regularly to ensure that alerts and limits reflect the approved policy.

Tenth: What Is the Relationship Between Credit Limits and Debt Collection?

Credit limits may appear to relate to the sales stage, while debt collection concerns the period after a payment becomes overdue. In practice, the two processes are closely connected.

Credit limits help control the amount of risk a company accepts before extending credit. Receivables monitoring and debt collection help manage amounts that have become due but remain unpaid.

Without credit management, a customer’s unpaid invoices may accumulate to substantial levels before the company takes action.

By contrast, a clear credit policy combined with systematic monitoring allows the company to identify delays earlier, prioritize follow-up activities, and determine whether trading terms need to be reviewed.

Businesses should not wait until a debt has become seriously delinquent before reviewing the customer’s account. As collection efforts are delayed, the available options may become more complicated, depending on the customer’s circumstances, the nature of the debt, and the supporting documentation.

Eleventh: When Should a Company Engage a Specialized Debt Collection Provider?

A company may be able to manage collections internally when it has a limited customer base, well-organized records, and overdue balances that remain manageable.

However, specialized assistance may be worth considering when overdue cases increase, internal collection activities consume substantial accounting resources, or claims require structured and consistent follow-up.

Situations that may justify considering a specialized provider include:

• A large number of overdue invoices.
• Repeated failures by certain customers to meet payment deadlines.
• The need to organize claims, supporting documents, and correspondence.
• Difficulty tracking payment promises consistently.
• The need for clearer reports on the status of outstanding cases.
• A desire to allocate internal resources to core business activities.

When selecting a debt collection provider, the company should clarify the scope of services, the documents to be transferred, follow-up procedures, expected reports, fees, authorization limits, and procedures for handling disputes and settlements.

A company should not assume that a debt collection provider automatically has the authority to initiate court proceedings or enforcement actions. Such actions are subject to applicable legal requirements and jurisdictional rules.

Twelfth: The Role of Saar Debt Collection Company in Managing Commercial Receivables

When overdue debts accumulate, a company needs a clear overview of each claim: the amount due, the due date, actions already taken, and whether there are disputes, payments, or payment promises requiring follow-up.

Specialized debt collection services can help businesses organize the follow-up of referred cases, communicate regarding outstanding amounts, and document follow-up outcomes, subject to the agreed scope of services.

When reviewing its receivables, a company can prioritize cases according to the outstanding amount, debt age, completeness of supporting documentation, and status of communication with the customer.

It is important to support collection efforts with a well-organized file containing invoices, contracts or purchase orders, delivery documents, account statements, and relevant correspondence, where available.

Saar Debt Collection Company works to assist businesses in following up on outstanding financial claims in accordance with its available services and the agreement with each client.

Collection outcomes depend on several factors, including the nature of the claim, the accuracy of the information, the debtor’s response, the available documentation, and the circumstances of each case. Accordingly, no absolute guarantee of collecting every debt should be assumed.

Thirteenth: What Mistakes Should Companies Avoid When Setting Credit Limits?

Even with a credit policy in place, companies may make mistakes that weaken its effectiveness and increase risk.

Giving All Customers the Same Credit Limit

Customers differ in repayment capacity, transaction history, and purchasing volume. Applying a uniform limit without an individual assessment may result in some customers receiving more credit than their risk profile justifies.

Increasing Credit Limits Solely Under Sales Pressure

The sales team may request additional credit to close a new deal. However, the decision should be subject to financial and credit review rather than being based solely on the deal’s value or the desire to meet sales targets.

Ignoring Existing Debts

Evaluating a new order without including previous outstanding balances understates the company’s actual credit exposure.

Failing to Review Credit Limits Regularly

Customer and company circumstances may change. Credit limits should therefore be reviewed according to a defined schedule, with additional reviews when significant indicators arise.

Relying on Personal Impressions

Clear criteria and verifiable information are preferable to personal familiarity with a customer or undocumented assumptions.

Failing to Document Exceptions

Commercial circumstances may justify a temporary exception, but the reason, duration, and approving authority should be recorded.

Separating Sales from Collections

Relevant departments should share information about orders, payments, and overdue invoices while maintaining clear responsibilities and approval authority. Credit decisions are less effective when collection results are not incorporated into credit limit reviews.

Fourteenth: How Can a Company Build a Sustainable Credit Policy?

An effective credit policy combines prevention, monitoring, and review rather than focusing solely on assigning an initial credit amount.

Companies can begin with the following practices:

• Establish a written and approved credit policy.
• Define the information required when opening a new customer account.
• Classify customers using clear risk assessment criteria.
• Set appropriate credit limits and payment terms for each customer.
• Define approval authority for credit limits and exceptions.
• Link new orders to existing outstanding balances.
• Prepare regular reports on receivables aging and credit utilization.
• Review payment behavior and significant changes in transaction volume.
• Document the reasons for changing credit limits.
• Establish clear procedures for credit breaches and payment delays.
• Review the policy periodically based on collection results and changes in business activity.

It is also useful to monitor indicators that help management evaluate the effectiveness of the policy, such as the ratio of overdue receivables to total receivables, average collection period, credit exposure to the largest customers, and the proportion of accounts exceeding approved limits.

No single indicator should be interpreted in isolation. For example, the average collection period may be affected by seasonal sales, contract structures, or differences in payment terms. Indicators should therefore be analyzed over appropriate periods and in the context of the company’s business model.

Fifteenth: Which Saudi Legal Reference Should Companies Consider?

When organizing credit sales and extending credit facilities, companies should consider their contracts, agreed obligations, and applicable laws, depending on the nature of the transaction.

One relevant official reference is the Saudi Civil Transactions Law, which addresses contracts, obligations, and their performance. Article 95 provides that a contract must be performed in accordance with its terms and in a manner consistent with good faith, as stated in the applicable legal text.

The law can be accessed through the official website of the Bureau of Experts at the Council of Ministers:

https://laws.boe.gov.sa/BoeLaws/Laws/LawDetails/655fdb42-8c96-422b-b8c4-b04f0095c94c/1

In practice, clearly documented commercial agreements support the proper recording of credit terms, approved limits, payment due dates, and procedures for handling amendments or disputes, in accordance with the parties’ agreement and applicable law.

However, an internal credit policy does not grant a company powers that have not been agreed upon or authorized by law, nor does it replace legal requirements governing contracts, claims, or formal proceedings. Each case should be assessed according to its facts and supporting documents.

Conclusion: Credit Limits Help Protect Both Sales and Receivables

Increasing sales is not enough if a company grants customers credit facilities that exceed their repayment capacity or the company’s own financial resources.

A credit limit is more than a number recorded in an accounting system. It is a management tool that helps determine acceptable risk levels, regulate credit transactions, and monitor outstanding balances before they accumulate to levels that become difficult to manage.

Effective implementation begins with assessing customers using appropriate information, reviewing payment history, setting suitable credit limits and payment terms, monitoring outstanding balances, and revisiting decisions when circumstances change.

Linking credit management with debt collection also gives the company a clearer picture of customer payment behavior, helps identify delays at an earlier stage, and supports informed decisions about whether credit facilities should continue or be adjusted.

Remember: Carefully managed credit facilities can support sales growth, but the absence of clear limits and consistent monitoring can turn credit sales into overdue receivables that place pressure on cash flow. Establishing an appropriate credit policy is therefore an important part of risk management and protecting commercial rights.

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Disclaimer

This article is intended to provide general information about credit limits, credit risk management, and commercial receivables. It does not constitute tailored financial or legal advice. Appropriate policies and available actions may vary depending on the nature of the business, contractual arrangements, available information, and applicable laws and regulations.