Paradoxical Solution: How an Exporter Can Extend Buyer’s Deferral Period and Obtain 100% Prepayment

Growth in export volumes is a key indicator of success for any manufacturer. However, even long-standing partners can face a financial conflict when scaling: the supplier requires prepayment due to a significant increase in production volumes, while the buyer requires a longer deferral period for turnover. Making the terms flexible for both parties seems difficult.

The case of the Belarusian manufacturer Arlex and its partner ALU PRO INVEST from Uzbekistan proves otherwise. We explain how, , they managed to turn a growth barrier into a growth driver for both  parties with the help of Promagroleasing’s financial solution

About the partners:

Arlex LLC is a leading company in Belarus in the production and sale of metal retail and warehouse equipment for wholesale and retail stores of various formats. The manufacturer has a 28-year history and experience supplying to more than 20 countries. ALU PRO INVEST LLC is an Arlex’s dealer in the dynamic Uzbek market. It purchases equipment, installs the system on-site, and then sells it.

Challenge: Growth that seemed impossible to manage

Collaboration with ALU PRO INVEST, which began in 2023, quickly gained momentum. The partner supplied shelving systems to growing retail chains in Uzbekistan. In particular, in 2025, the main deliveries were to the Olma grocery store chain. However, market demands changed the rules of the game.

Due to intense competition among shelving equipment manufacturers, end customers in Uzbekistan began requesting payment deferrals of up to 180 days. ALU PRO INVEST objectively needed a similarly long payment plan from Arlex: supply volumes were growing, and logistics required time, installation, and payment collection from customers.

For Arlex, however, an extended deferral period, coupled with growing volumes, meant unacceptable cash flow gaps. The production of a large order required significant financing. The traditional request for an advance payment was met with limited working capital by our Uzbek partner. An insurmountable situation arose: both were committed to development, but financial conditions blocked the deal.

Tatyana Parkhimovich, Deputy Director of Finance: “ Considering the high level of competition in Uzbekistan, it was critical for us to maintain both the deadlines and create conditions for our partner that would build trust. This is the foundation of a long-term cooperation and joint planning. After conducting an analysis, we concluded that traditional methods were not suitable and that a non-trivial approach was needed. We began searching for a partnership or structured solution that would enable us to complete the task without risks.”

Promagroleasing OJSC proposed a solution, changing the payment method by becoming a financial partner.

The company acted as the buyer of Arlex's products, providing the manufacturer with a 100% advance payment after an advance payment of 5% of the total cost of each delivery to ALU PRO INVEST. The equipment was then transferred to the dealer in Uzbekistan under a sales contract with the required 150-day grace period.

Thus, the cash flow for each party synchronized with their business processes, and both parties' objectives were resolved. Furthermore, the company offered competitive financing terms, including the option of settlements in Belarusian rubles to secure the most attractive rate.

Pavel Karotkikh, CEO of Promagroleasing OJSC: “This case clearly demonstrates how trade finance instruments can help eliminate barriers to export growth. We see our role as financial engineers, creating balanced conditions for all participants in foreign economic activity. Our ability to work with the specifics of different jurisdictions is particularly valuable. We don't simply provide resources; we build a win-win transaction architecture: the manufacturer focuses on operations, and the buyer receives flexible terms for development.” Not just a one-time deal, but a new tool in the business arsenal of Arlex LLC.

For the Belarusian manufacturer attracting Promagroleasing OJSC was a strategic step that transformed their approach to expanding into new markets and scaling up in existing ones.

Immediate working capital: receiving 100% prepayment allowed them to seamlessly purchase materials and fulfill large orders on time.

Strengthening their market position: the ability to offer flexible terms to partners has enhanced the competitive advantage of Arlex and ALU PRO INVEST in Uzbekistan. A further 20% increase in deliveries is planned for 2026.

Process optimization: Clear financing has enabled the creation of a seamless production and logistics cycle.

Model for the future: the success of the case paved the way for the model's implementation in other countries. Arlex now views this partnership as a long-term element of its business model.

The case of Arlex, ALU PRO INVEST, and Promagroleasing isn't a one-time solution. It's an example of creating an ecosystem of mutual growth, where the financial structure becomes a catalyst. When an exporter can safely meet the demands of the foreign market, and a buyer can implement ambitious projects, the partnership reaches a whole new level, becoming a sustainable competitive asset for all parties.