Define your handling scope
List the work included in your offer, such as checking target eligibility, preparing reports, or handling support requests. Estimate the time involved using your own operating records. Do not assume every purchase needs identical effort simply because quantities match.
Allocate internal costs consistently
Choose a practical method for valuing staff time and other directly relevant costs. Keep the method stable when comparing service categories. This is an internal planning estimate, not a claim about a supplier's price or a guarantee of future profitability.
Review exception-heavy services
A service that requires frequent clarification may consume more handling time than a simpler order. Record actual exceptions and revise pricing or scope accordingly. Avoid recovering unexpected effort by silently reducing the customer's purchased quantity.
Decision checklist
| Decision | What to check |
|---|---|
| Service | Underlying purchase cost |
| Handling | Time and internal allocation |
| Review | Actual exception workload |
Worked example
A hypothetical sale is $10, underlying service cost is $4, and allocated handling cost is $3. The remaining $3 is before any other costs. Calling the full $6 difference profit would ignore the work required to deliver the offer.
Example figures explain the decision; they are not current prices or promised results.