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What Margin to Bid, and Why a High Strike Rate Is a Symptom

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A factory short of capacity should be quoting dearer, not chasing volume - and the strike rate it is proud of is the evidence.

The Plant

What it can run, and what happens to work it cannot

Only the hours genuinely free for the enquiries below, after committed orders

What is left after a subcontractor is paid - enter a negative figure if placing work outside costs you money

Which row of the win curve you are currently quoting at

What You Win, at Each Margin

Your own enquiry register, not a market study. Take a year of quotations, group them by the margin they went out at, and count what came back. Four or five points are enough and they should be your own: a factory with a reputation, a certification or a delivery record wins at margins another cannot, and that is precisely what this curve is measuring. Order the rows from the cheapest bid upward.

Bid Margin %You Win %Hours You Would Win hHours You Cannot Make hKept In-House %Expected Contribution costIf Capacity Were Free costBid Here 1/0Best With Free Capacity 1/0You Bid Here Today 1/0Row actions
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Add line opens a form. Cells in the sheet stay directly editable.

The Enquiries in Front of You

What is out for quotation now. Cost is the cost to make, not the price - the margin from the curve above is applied to it. Hours are whatever the constrained resource is measured in: line hours in a garment unit, machine hours in a mill, and the same unit as the capacity figure. An enquiry that is heavy on hours relative to its value is the one a low bid hurts most, and the sheet says which it is.

EnquiryQuantity pcsCosts to Make cost/pcHours h/pcCost Value costShare of Value %Hours If Won hShare of Hours %Hours Per Thousand of Value hRow actions
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Add line opens a form. Cells in the sheet stay directly editable.

How to read this sheet

The curve is the whole tool and it has to come from your own register rather than from a feel for the market. Group a year of quotations by the margin they went out at and count what came back; four or five points are plenty, and the exercise of building it is worth as much as the answer, because most factories discover the curve is flatter near the top than they believed. A flat curve means a higher bid costs very few orders, which is exactly the condition under which quoting dearer is nearly free. Treat the strike rate as a diagnosis. There is a win rate that belongs to the best bid, and it is well under half on most books. A factory winning most of what it quotes for is not good at quoting, it is cheap, and the register will show the margin drifting down year on year as the sales team learns which price gets a yes. That drift is invisible in a monthly profit figure and obvious here. Capacity raises the bid and this is the part worth arguing about internally. Work won beyond what the plant can make does not vanish; it goes outside, and whatever a subcontractor leaves on it is the true value of that marginal order. Enter that margin honestly - if placing work outside genuinely costs you money once quality and follow-up are counted, enter a negative figure and watch the optimum move further up. What is not modelled. Every enquiry is treated as won or lost at the same margin, when in practice a book is bid selectively - the right refinement is to run this sheet once per class of customer rather than once for everything. Win probability is independent between enquiries here, which understates the variance considerably: a factory can bid its optimum and win nothing all quarter. Nothing prices the relationship value of a buyer kept warm with a thin order, which is real and is the honest argument against this arithmetic. And the curve is historical, so it describes a market that has already happened; in a falling market it will be optimistic at every point.

Textile SchoolWhat Margin to Bid, and Why a High Strike Rate Is a Symptomwww.textileschool.com
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