Step 1 previous year's value and planned values
Operating time of the machine in weeks, i.e. how many weeks was your machine on site? Maximum possible value is 52 weeks, 100 %, however this is very unrealistic, except for large construction sites with continuous operations.
Operating time in hours according to operational hours counter = total hours: the easiest is to write down the counter reading every year and use the difference to the previous year as the total hours for the previous year. Based on your business forecasts, you can determine how many hours your machine will probably be in operation in the coming year. In doing so, hours also accumulated during which the machine is not running, for example while loading. Surely these unproductive hours you also want to have paid, for instance, 50 hours in a year for loading etc.
Unproductive hours for adjustments, maintenance etc. (For excavators and wheel loaders generally extremely high, depending on type of application)
Annual costs for maintenance, for example, oil change, filter change, repairs, insurance policies, wear parts like chisels and inspections etc.
The planned year, that means the year for which you would like to calculate equipment cost rates as in the previous year.
Hourly consumption for fuel and oil, as well as their litre prices.
Purchase price of the machine: your purchase, whether new or used
Operational lifetime of the machine: the time in which you can use the machine without having the heightened need for repairs. The difference to tax entries: this has the goal to pay the lowest amount taxes possible, i.e. the shorter the lifetime, the larger the depreciation. Take your entries for your taxes. Even though the actual operational lifetime could be longer, that way you are not unnecessarily increasing the price for your work.
Financing period / interest rate: the app distributes interest (that you will pay or would like to keep as return on investment) over the operational lifetime. Should the financing period be shorter than the operational lifetime, preliminary financing requirements will automatically be taken into account. Enter the interest rate as the effective interest rate.
Yearly inflation: just like the daily cost of living is subject to inflation; your drilling machine is too. However, the inflation rate is not comparable to the normal inflation rate because prices for machine often rise much higher. For example, a VW Golf with purchase price approx. 3,300 euros in 1977 would cost you today approximately 19,000. That equals to approx. 6% p.a. The car from today may have a better feature, but inflation for your excavator will be very similar. See examples.
Individual machine accessories, here you have the possibility to enter 7 accessory parts. This is available because accessories often have another operational lifetime than the machine itself, and they are often only bought later.
Step 4 Contractual details
How many weeks do you want to use this machine for this contract?
During that time, how many hours will the machine be running according to your calculation?
You will be shown how many hours per week will be accumulated according to your annual plan and according to this contract. You can choose. The last two screenshots show the variation with contract hours per week.
How high are the surcharges for construction site overheads and general business costs, risk and profit, cash discount and other discounts for this contract? You will be shown the conversion according to the surcharge and fees price list with surcharges on individual costs for partial work.
Now enter the sum of individual costs for partial work in your calculation for this contract. You will be shown the total contingency costs and if you would like to calculate these over a surcharge, it will also show the share of construction site overheads.
In the grey or sometimes yellow fields below, you see the values for your calculation without surcharges. Depending on whether you would like to calculate contingencies inclusively or separately, you can choose the values and see the changes.
In the following, the variation with contract hours per week will be shown:
Had you made an offer for this example with planned values instead of the contractual values, then you would have offered your machinery too cheaply and therefore ended up with a shortage.
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