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The operational component of a company’s short‐term plan (amounts of products to be delivered and sold to various markets at prices that vary according to markets, sales channels, types of customers and quantities sold, levels of utilization of production capacity, assignment of resources to the manufacturing of different products, amounts of raw materials purchased from different sources, stocks of raw materials and finished products) gives rise to a series of cash inflows and outflows which are not synchronized. The financial component of a company’s short‐term plan has to indicate how to compensate the imbalances, in time, generated by the operational plan, between availabilities and requirements of cash, and indicate the sources of financing to be used and how to temporarily invest cash surpluses. The approach, too often followed in companies, that defines the financial component of a company’s short‐term plan as a consequence of the operational component of the plan, ignores the potential interactions between them and the possibility of defining simultaneously a more economic interfunctionally integrated plan. A model is presented for the decisions in the operational component and a model for the decisions in the financial component. If these models are used separately, they can be integrated resorting to an iterative approach that mutually adapts their separate solutions in order to define the company plan. However, the best approach is to build a model that integrates the two separate models into one structured in a way that can define the optimal integrated short‐term operational and financial plan. The lack of integration between the operational and the financial components of the short‐term company plan is a common weak point in the existing literature and practice.