MATERIAL DE APOIO · MD
Six adaptable worksheets
Material do kit desta trilha, disponível para leitura direta. Consulte os exemplos, o contexto e os limites descritos no documento.
Baixar MD · 6 KB ↓Choose the worksheet matching your decision. Record units, period and source alongside amounts, hours and percentages. Unknown is not zero. Filled examples use fictional BRL (R$) amounts, with no currency conversion. Replace the examples in your own copy.
1. Product and batch
Sold unit: ______. Kit contents: ______. Channel: ______. Cost reference date: ______.
Deslize a tabela para comparar as colunas →
Input | Consumption | Purchase unit | Cost used | Source |
|---|---|---|---|---|
Example: paper | One batch's consumption | Batch | R$ 120 | Fictional case |
Example: printing | One batch's consumption | Batch | R$ 60 | Fictional case |
Example: accessories | One batch's consumption | Batch | R$ 36 | Fictional case |
Your input |
- [ ] Total consumed: ______. Example: R$ 216.
- [ ] Attempted units: ______. Saleable: ______. Lost: ______. Example: 30, 27 and 3.
- [ ] Material per saleable unit = consumed cost ÷ saleable units: ______. Example: R$ 8.
- [ ] Packaging, absorbed delivery and other per-unit costs: ______. Example: R$ 3.
- [ ] Rates, their bases and fixed per-order fees: ______. Example: 11% of price.
- [ ] Contribution = price − monetary variable costs − proportional charges: ______.
Check: loss already absorbed in the divisor must not be added again. Record inventory and recoverable leftovers separately.
2. Service scope and hours
Project code: ______. Deliverable unit: ______. Final price: ______.
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Scope component | Included | Required input | Time estimate |
|---|---|---|---|
Example: six static designs | One format per design | Customer text and photos | Within four total hours |
Example: revisions | One consolidated round | Comments on the version | Within four total hours |
Your deliverable |
- [ ] Files, approvals and what constitutes additional scope: ______.
- [ ] Total available hours: ______; administration: ______; proposals: ______; contingency: ______.
- [ ] Delivery hours = total − other reservations: ______. Example: 80.
- [ ] Scope hours per project: ______; additional hours not already included: ______.
- [ ] Whole-project capacity = delivery hours ÷ hours per project, rounded down: ______.
- [ ] Variable costs per project: ______; monthly fixed costs with labour counted once: ______.
- [ ] Contribution per project and per hour: ______.
Check: re-estimate a changed delivery before promising price and timing. This worksheet is not a legal contract.
3. Channel comparison
Compare the same unit and period. Separate per-unit, per-order and percentage-based charges.
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Measure per kit | Case direct channel | Case marketplace | Your channel |
|---|---|---|---|
Price | R$ 30 | R$ 30 | |
Materials, packaging and absorbed delivery | R$ 11 | R$ 15 | |
Rates on price | 11% | 24% | |
Contribution before acquisition | R$ 15.70 | R$ 7.80 | |
Acquisition per order, if used | Not modelled | Separate R$ 4 scenario | |
Collection timing | Confirm in actual operation | Confirm in actual operation |
- [ ] Confirm each charge's base and source: ______.
- [ ] Price needed for intended contribution: ______.
- [ ] Likely acceptance, returns and capacity: ______.
Check: do not add acquisition costs to a scenario already including them. These rates are fictional.
4. Discount analysis
Offer/unit: ______. Campaign purpose: ______. Eligible quantity: ______.
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Measure | Before | After |
|---|---|---|
Final price | ||
Unit contribution | ||
Expected volume | ||
Additional campaign cost | ||
Monthly operating result | ||
Required hours |
- [ ] Volume to preserve contribution = previous total contribution ÷ new unit contribution: ______.
- [ ] Compare volume with capacity and demand evidence: ______.
- [ ] Contribution sacrificed and expected benefit: ______.
- [ ] Condition for ending or reconsidering the campaign: ______.
Example: kit price falls from R$ 30 to R$ 27, contribution from R$ 15.70 to R$ 13.03. Retaining R$ 4,710 requires 362 kits against capacity of 360. If only some sales are discounted, calculate the two groups separately.
5. Cash timing
Actually available opening cash: ______. Period: ______. Uncertain receipts: ______.
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Date | Event | Receipt | Payment | Balance after event | Confirmed or estimated |
|---|---|---|---|---|---|
Start: separate example | Opening balance | — | — | R$ 100 | Fictional |
Day 5 | Supplier | — | R$ 250 | −R$ 150 | Fictional |
Day 20 | Customer | R$ 400 | — | R$ 250 | Fictional |
- [ ] Sort events by date: ______.
- [ ] Lowest balance, amount and duration of funding gap: ______.
- [ ] Alternative payment terms, deposit, batch size or funding to compare: ______.
- [ ] Financing costs and effect on result, if applicable: ______.
Check: monthly result and closing cash alone do not reveal an interim deficit. Borrowed principal is not sales revenue. This worksheet is a text template, not an automated cash forecast in the XLSX.
6. Decision record
- [ ] Delivery, channel and final price: ______.
- [ ] Unit contribution and cost sources: ______.
- [ ] Plausible volume and evidence: ______.
- [ ] Operating result and excluded components: ______.
- [ ] Required hours, capacity and constraints: ______.
- [ ] Cash needed before collection: ______.
- [ ] Chosen and rejected alternatives: ______.
- [ ] Missing information and possible effect: ______.
- [ ] Event that would justify recalculation: ______.
Example: keep the R$ 30 kit while exploring a different offer because a 10% discount would require sales beyond capacity to preserve the result. Reconsider when costs, observed demand, channel charges or available hours change.
Worksheet checks are a personal aid. You decide whether to fill them, where to keep them and when to revisit. The course requires no evidence of execution.