Cash is one of the largest physical costs a bank carries — idle balances, CIT contracts, insurance, branch effort — and it usually lives in twenty spreadsheets that never agree. AMI puts branches, vaults, CIT and central bank movements on one spine, so the cash position is a number, not a reconciliation project.
The first question is the one most banks can't answer before lunchtime: how much cash do we hold, where is it, and in what denominations? One command view across branches, vaults and the network — refreshed from the operation, not typed into a template.

Network-wide position, movement and exceptions — the morning view for whoever owns cash.

Position by note mix, not just totals — because a vault full of the wrong denominations is still a shortage.

Treasury and vault holdings alongside the branch network — the buffer stock finally on the same page as demand.

Every cash view — branches, vault, CIT, forecast, regulator — reached from a single hub.
Branches hold cash the way they always have — by habit. Fleet-style health scoring shows which branches sit on too much, which flirt with running dry, and which are drifting from their own baseline before it becomes an incident.

Every branch scored on holdings, flow and risk — the outliers surface themselves.

Holdings, inflow, outflow and history for a single branch — the drill-down behind every fleet-level flag.

Branches deviating from their own normal — flagged while it's a trend, not yet a shortage or an audit finding.

Branches approaching their holding limits, ranked by urgency — so remittances get scheduled by risk, not by rota.
Idle cash earns nothing, CIT trips cost money whether they're needed or not, and nobody's budget line says "cash we didn't need to hold". Pricing the whole operation — carry, movement, insurance, effort — turns cash from a habit into a managed cost.

Carry cost, CIT, insurance and idle balances — what holding cash costs, per branch and for the network.

Cash centre throughput and CIT performance measured — evidence for the next contract negotiation.
Yesterday's position is bookkeeping; tomorrow's is money. Demand forecasting per site — the same discipline AMI applies to ATMs — means replenishment is planned against predicted need, and deviations from forecast become the alarm, not the surprise.

Forecast cash need per site with the drivers behind it — order tomorrow's cash on evidence, not instinct.

Where reality is diverging from forecast, ordered by how much it matters — the day's worklist, generated.
Cash doesn't stop at the branch door. On one side sits the central bank — draws, returns and the reporting that must reconcile. On the other sit corporate clients who deposit and draw cash as a service. Both edges live on the same spine as the branches.

Draws and returns against the central bank tracked continuously — the report agrees with the operation because it comes from it.

Corporate clients' deposits and draws measured like a business line — volumes, service levels and value per client.
These screens run on real operational data. The fastest way to judge the fit is to see the same dashboards built on a sample of yours.