This review paper explores how Saudi industrial and manufacturing companies can enhance their strength during the transition to Vision 2030 through the optimization of working capital and debt efficiency. This paper proposes a systematic literature review to develop a practical framework that connects cash conversion discipline, operating liquidity, debt maturity design, credit-market access, and manufacturing resilience. The commentary argues that working capital should not be viewed as a limited treasury task, as manufacturers’ ability to scale, export and withstand input-price volatility depends on inventory buffers, quality of receivables, supplier payment terms, localization of procurement and production continuity. Similarly, debt efficiency is not just about getting cheaper loans; it’s about cash-flow cycle matching, asset life, covenant design, risk sharing, Sharia-compliant instruments, development finance, and capital market alternatives. Recent Saudi policy initiatives, such as the Financial Sector Development Program, the National Industrial Strategy, SIDF industrial finance, SME finance reforms and Vision 2030 diversification programs, provide enabling conditions, but firms still need internal financial architecture that translates these opportunities into sustainable growth. This paper suggests a conceptual model, two tables of evidence synthesis and two graphical representations highlighting an integrated cash-to-capital framework for Saudi manufacturing and FMCG-linked industries. The bottom line is that Saudi manufacturers can boost profitability and resilience by blending operational cash discipline with diversified debt structures, data-enabled credit control, supplier-finance partnerships, and governance metrics that support long-term industrial competitiveness.