Post-Job Review · All Five Drivers · nnep.com
NNEP PRICE Profit Assessment Calculator
Complete after the order ships. The variance column is where your pricing education lives.
Enter your Quoted figures from the NNEP Quoting Calculator. After the order ships, fill in the Actual column with what the job really cost. Variance = Actual minus Quoted.
- Copy Quoted figures from your Quoting Calculator — or keep both open side by side.
- File this assessment with the job.
- After the order ships, return and fill in the Actual column.
- Review the Variance column. A positive variance on costs means the job cost more than estimated. A negative variance on costs means it came in under. Carry those numbers into your next similar quote.
Note on R — Real Labor: The R section tracks hours in both columns, then converts to dollars at your effective labor rate. Enter actual hours worked, not minutes.
Job Information
Income — What You Charged for This Order
Quoted = what you put on the invoice. Actual = what the customer paid after any adjustments.
| Line Item | Quoted ($) | Actual ($) | Variance ($) |
|---|---|---|---|
| Item / service (line 1) e.g. 24 golf shirts with embroidery | — | ||
| Item / service (line 2) e.g. 12 hats | — | ||
| Item / service (line 3) e.g. names / personalization | — | ||
| Digitizing charged to customer | — | ||
| Art / design fee charged | — | ||
| Freight / shipping charged to customer | — | ||
| Sample / sewout charged to customer (if applicable) | — | ||
| Minimum order surcharge (if applicable) | — | ||
| Discount / referral credit / promo Enter as negative. Did you give more away than planned? | — | ||
| Other income | — | ||
| Total Income (A) — exclude sales tax | $0.00 | $0.00 | — |
P — Production Cost
Compare estimates to actuals line by line. Where did costs differ from what you expected?
| Cost Item | Quoted ($) | Actual ($) | Variance ($) |
|---|---|---|---|
| Garment / blank cost (wholesale × quantity) | — | ||
| Garment markup / retail upcharge Did you charge what you quoted? Note any difference. | — | ||
| Thread (including bobbin) | — | ||
| Backing / stabilizer | — | ||
| Sample / sewout garment cost Blank consumed in production testing | — | ||
| Additional decoration method cost | — | ||
| Digitizing cost (actual paid) | — | ||
| Freight / shipping cost (actual paid by shop) | — | ||
| Other supplies (line 1) | — | ||
| Other supplies (line 2) | — | ||
| Overhead allocation Overhead rate × actual machine hours on this job | — | ||
| P — Production Cost Subtotal | $0.00 | $0.00 | — |
R — Real Labor
Enter hours (not minutes) in both Quoted and Actual columns. Variance in hours × your labor rate = dollar impact to carry into future quotes.
| Task | Quoted (hrs) | Actual (hrs) | Variance (hrs) |
|---|---|---|---|
| Client consultation / logo intake | — | ||
| Art / digitizing prep time | — | ||
| Sewout / revisions | — | ||
| File setup and machine prep | — | ||
| Hooping time | — | ||
| Machine run time | — | ||
| Changeover / re-hooping | — | ||
| Quality inspection | — | ||
| Finishing / folding / bagging | — | ||
| Packing and shipping prep | — | ||
| Customer communication / approval coordination New account = 1 hr | new design = 30 min | repeat = 15 min | — | ||
| Invoicing / admin time | — | ||
| Other labor | — | ||
| R — Real Labor Total Hours | 0.0 hrs | 0.0 hrs | — |
| R — Real Labor Subtotal ($) Hours × effective labor rate | $0.00 | $0.00 | — |
I — Intended Profit
Did you hit your profit target? This is the most important number on this page.
| Item | Quoted ($) | Actual ($) | Variance ($) |
|---|---|---|---|
| Target profit margin % Enter the % you targeted when you quoted this order | % | Calculated from actuals | — |
| Intended Profit amount Margin % × P + R subtotal | $0.00 | $0.00 | — |
| I — Intended Profit (did you hit your goal?) | $0.00 | $0.00 | — |
C — Capacity Pressure
Did the schedule pressure you anticipated match what actually happened?
| Item | Quoted ($) | Actual ($) | Variance ($) |
|---|---|---|---|
| Rush premium — shop disruption cost Compare quoted premium to what you actually absorbed in overtime, bumped orders, expedited supplies. | — | ||
| Capacity surcharge — schedule scarcity Did your capacity level change between quoting and production? If shop got busier, quoted surcharge may have been too low. | — | ||
| C — Capacity Pressure Total | $0.00 | $0.00 | — |
E — End Customer Value
Did the customer relationship play out as expected?
| Item | Quoted ($) | Actual ($) | Variance ($) |
|---|---|---|---|
| New customer premium Was this customer higher or lower effort than expected? Did reorder potential materialize? | — | ||
| Event / deadline premium Did the deadline stakes play out as expected? Was the premium correctly sized? | — | ||
| Volume relationship adjustment Did the efficiency gain you expected materialize? Enter as negative. | — | ||
| Other customer value adjustment | — | ||
| E — End Customer Value Total | $0.00 | $0.00 | — |
PRICE the Order — Summary
| Driver | Quoted ($) | Actual ($) | Variance ($) |
| P Production Cost | $0.00 | $0.00 | — |
| R Real Labor | $0.00 | $0.00 | — |
| I Intended Profit | $0.00 | $0.00 | — |
| C Capacity Pressure | $0.00 | $0.00 | — |
| E End Customer Value | $0.00 | $0.00 | — |
| PRICE Floor (P+R+I+C+E) | $0.00 | $0.00 | — |
| Total Income Charged (A) | $0.00 | $0.00 | — |
| Profit Earned = (A) – (P+R+C) I and E are design inputs, not hard costs | $0.00 | $0.00 | — |
Quoted Profit Margin
—
Based on quoted income and costs
Actual Profit Margin
—
Based on actual income and actual costs
Calibration Notes — What to Carry Into Your Next Quote
Review the Variance column above. Where were your estimates off? Note what to adjust on similar orders going forward. The goal is not perfection on the first run — it's tighter numbers on every order after that.