Solutions · Financial
Allocate capital with limits, risk and priorities in view.
Compare portfolios, budgets, treasury choices and investment plans without hiding the constraints or presenting model output as financial advice.
100 units at a time, $400 a year — and anything from 87 to 115 is within one percent.
$20 an order: 100 units at a time, $400 a year
The answer
100units at a time
- Orders a year
- 10
- Ordering
- $200
- Holding
- $200
- Total a year
- $400
Ordering and holding come out equal, which is exactly what being at the cheapest order size means here — spend a little more on one and you spend more overall.
Ordering 250 four times a year would cost $580 — $180 more.
How much precision is worth
| Order | Total a year | Extra |
|---|---|---|
| 87 | $404 | +$4 |
| 94 | $401 | +$1 |
| 100 | $400 | — — the cheapest best |
| 108 | $401 | +$1 |
| 115 | $404 | +$4 |
Anything from 87 to 115 costs within one percent of the best. So round to whatever your supplier ships in. The number worth your attention is the handling cost — change that and the answer moves properly.
Checks
- Passed: Ordering and holding priced per the brief
- Passed: Every order size 1–1,000 priced
- Passed: Cheapest size kept
What this brief supplied
- Yearly demand
- 1,000 units
- Handling
- A cost for every order placed
- Holding
- 4 a unit per year
- Lead time
- Not stated — not stated in this brief. How long an order takes to arrive decides when to reorder, not how much. This answer is a quantity, not a reorder point.
- Demand variability
- Not stated — not stated in this brief. Demand is treated as steady across the year. Real variation is what safety stock exists for, and none is sized here.
- Quantity discounts
- Not stated — not stated in this brief. The unit price is treated as flat. A price break at a larger order would move the answer toward that break.
- Storage limit
- Not stated — not stated in this brief. No cap on what will fit was given. A shelf that holds less than the recommended order would rule it out regardless of cost.
What you can decide
Money decisions, end to end
Budget allocation
Spread a fixed budget across competing initiatives and see the return trade against the risk.
Portfolio construction
Weights under exposure caps and concentration limits, with the variance made visible.
Risk and credit
Limits, provisions, and credit decisions expressed as rules the answer must respect.
Revenue and treasury
Pricing tiers, cash positioning, and funding schedules solved against your calendar.
The frontier, not a hunch
Hairline curves are the candidate plans; the teal line is the frontier where nothing improves without something else giving. Recommendations come from there.
How it runs
Numbers in, defensible numbers out
Set the envelope
The budget, the caps, the floors, and what a good outcome means — stated plainly.
Get the split
An allocation with expected impact, confidence, and the binding limits called out.
Take it to the meeting
Stakeholder and data formats, built from the same saved recommendation.
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