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MG

Dashboard

Manufacturing + Logistics model · 4 plants · full-year 2024 actuals, costed with TDABC.

FY 2024 · Actuals
Revenue
$0M
▲ 6.4% vs FY 2023
Gross margin
0%
▼ 1.2pp input cost pressure
Operating profit
$0M
▲ 3.1% 18.4% margin
Customers costed
0
27% loss-making after CTS
Profit bridge · revenue to net $ millions
P&L summary
Revenue180.0
Cost of goods sold(77.2)
Gross profit102.8
Logistics & cost-to-serve(38.1)
Sales, G&A(31.5)
Operating profit33.2
Finance & tax(9.4)
Net profit23.8
Top customers by net profit after cost-to-serve
Margin by plant

Scenario simulator

Model input-cost shocks and see margin impact instantly. Based on Simulation 1 · Budget 2025.

Sim1 · Budget 2025
Cost drivers % change vs FY24
Raw materialssteel, polymers, components+8.5%
Energyelectricity & gas+3.5%
Labourdirect & indirect wages+5.5%
Price recoverylist-price increase passed to customers+2.0%
Gross margin
57.1%
▼ 0.0pp
Operating profit
$33.2M
0.0%
Profit at risk
$0.0M
from input shocks
P&L · base vs scenario Budget 2025
COGS build-up scenario

Reports · visualization

Customer and product profitability, the way TDABC reveals it.

FY 2024
Whale curve
Tree map
Heat map
Profit at the peak
$0M
Given back by the tail
$0M
Loss-making customers
0
Cumulative profit · customers ranked best to worst illustrative · 24 accounts
Cut cost-to-serve on the tail0%
Re-price the tail0%
Building profitLoss-making tailTotal
Customer × product profitability size = revenue · colour = margin
High marginThinLoss
Net margin % · plant × product family
NegativeThinHealthy

AI insights

The reporting agent reads the costed model and surfaces what changes the number.

Reporting agent · beta
AI reporting agent

4 findings worth $6.2M in recoverable margin.

The agent scanned 312 customers across 4 plants and 6 product families, ranked findings by profit impact, and drafted the action for each. Confirm before you act.

Findings
4
Recoverable margin
$6.2M
Loss-making accounts
84
Confidence
High
1

The tail gives back 18% of peak profit

High impact
Ranked best to worst, your top 70 customers build cumulative profit to 118% of total. The bottom 84 accounts then hand $6.1M back. Most are small rush-order accounts served from the Porto plant at full cost-to-serve.
ActionMove sub-$40k rush accounts to a 48-hour consolidated lane, or apply a small-order surcharge. Modelled recovery $3.4M.
2

Energy is now 11.7% of COGS at Setúbal

Watch
Setúbal runs the energy-intensive lines. A +3.5% energy move alone shifts its gross margin by 1.9pp. The capacity cost rate hides it because idle furnace time is spread across every batch.
ActionCost Setúbal at practical capacity and isolate idle furnace cost. See Capacity & Cost Pools.
3

Key accounts subsidise wholesale

Opportunity
Key accounts carry a 21.4% net margin; wholesale sits at 4.2% once logistics is counted. A 2pp wholesale re-price recovers $1.8M without touching key accounts.
ActionStage a wholesale list-price review for Q1. Run it in the scenario simulator first.

Capacity & cost pools

Practical capacity per cost pool, and the cost of capacity supplied but not used.

Practical capacity
Cost pools
14
across 4 plants
Idle capacity cost
$7.9M
4.4% of total cost
Avg utilisation
81%
of practical capacity
Practical basis
83%
of theoretical
Utilisation by cost pool supplied vs used
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Workflow

The structured path from data to costed reporting.

3 phases