Screen Printing Pricing Calculator: Compare Job Profit, Order Sizes & Shop Capacity

A screen printing quote needs to do more than pay for the shirts and ink. It must cover the preparation, working time, finishing, payment charges, and share of shop expenses that make the order possible. Otherwise, a busy week can produce surprisingly little money.

Use the calculator below to price one complete order. Enter your costs, choose a target job profit margin, and see the recommended total quote, price per shirt, estimated fees, and job profit in the results box immediately beneath the inputs.

The guide then walks through the numbers and the decisions behind them: counting extra garments, charging for setup, allowing for labor, allocating overhead, and handling discounts or rush work. All starting amounts and numerical examples are fictional U.S.-dollar planning scenarios, not industry averages or recommended local market prices.

If you are building the wider business around those orders, the Screen Printing Service Business Plan provides a written structure for connecting your pricing assumptions with customers, equipment, operations, and a financial forecast.

Free screen printing pricing calculator

Work through one order from top to bottom. Enter the finished quantity promised to the customer, the extra garments you expect to purchase or use, and the costs of completing that specific job. The target margin is a percentage of the final selling price after every cost entered here.

The overhead field is for this job's share of shop expenses, not your entire monthly rent and bills. The labor field includes order preparation and finishing as well as printing. If a cost is already included elsewhere, do not enter it twice.

Screen Printing Job Pricing Calculator

One order. Enter your costs and target margin to calculate a suggested quote.

1. Garments and supplies

Shirts to deliver Finished, saleable shirts promised to the customer.

Extra shirts allowed Whole garments for tests, mistakes, or a buffer.

Blank cost per shirt ($) Include the freight you assign to each blank.

Supplies per attempted shirt ($) Ink and other piece-level consumables.

2. Work and overhead

Other direct job costs ($) Screen materials, outside artwork, delivery, or similar costs. Exclude labor counted below.

Total job labor hours Include preparation, printing, finishing, and cleanup. Two people working two hours each means four labor hours.

Loaded labor cost per hour ($) Employee cost or a deliberate allowance for your own time.

Overhead allocated to this job ($) This order's share of rent, software, insurance, and general shop costs. Do not enter the entire month's overhead.

3. Fees and target profit

Payment fee (%) Percentage of the final quote. Put fixed transaction fees in other direct costs.

Target job profit margin (%) Profit as a share of the selling price after all costs entered here.

Calculate pricing Reset example

Your Pricing Results

Live calculation is unavailable until the calculator is initialized. The worked example below remains readable.

Recommended total quote —

Recommended price per shirt

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Total costs entered, before payment fee

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Estimated cost per delivered shirt

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Estimated payment fee

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Estimated job profit

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Calculated job profit margin

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See the cost breakdown

Garments attempted

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Garments and supplies

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Other direct costs

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Labor allowance

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Allocated job overhead

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The unit price rounds up to a whole cent. Profit is after the costs entered here, before tax and anything omitted. Defaults are fictional examples, not market prices. Inputs are not saved or sent by this calculator.

Read the recommended total quote first. It is the calculated price for the complete order, including the target margin and payment fee entered. The price per shirt is rounded up to a whole cent, so multiplying it by the delivered quantity reproduces the total quote.

The profit figure is what remains after the entered garments, supplies, direct costs, labor allowance, overhead allocation, and estimated payment fee. It is not a guarantee of accounting net profit or money available to withdraw. Taxes, equipment purchases, financing, inventory timing, and omitted expenses require a wider forecast.

What should a screen printing price actually cover?

Before considering a target profit, define what you are selling. Is the customer buying decorated garments, or supplying the shirts and paying for printing? Does the quote cover one location or several? Are artwork preparation, packing, delivery, and payment charges included? Without those answers, even a mathematically correct price can describe the wrong job.

A useful internal job sheet separates revenue from cost. Setup charges and artwork fees billed to the customer belong on the revenue side. Screen materials and the time spent preparing the job belong on the cost side. Calling both of them “setup” does not make them cancel each other.

Printavo's pricing guide discusses garment markup, understanding the order, complexity, discounts, and a shop's own cost structure. Those are useful questions to bring into your pricing process. A competitor's suggested markup, however, is not a substitute for calculating the work your shop has agreed to perform.

Start with a cost sheet that you can complete consistently. It should capture the purchase cost of the garments, expected extra pieces, consumables, outsourced services, direct working time, payment fees, and delivery where applicable. Then examine the contribution remaining for overhead and the hours required to earn it.

Start the quote with a production-ready order brief

Ask for the garment style, color, finished quantity, size breakdown, artwork file, print dimensions, print locations, required date, and delivery arrangement. Record whether the deadline means shipped, available for collection, or received by the customer. A shirt arriving after an event is not rescued by having left your shop on time.

Clarify who approves the design and what constitutes approval. If several committee members can request changes, identify one person authorized to provide the final instruction. Quote the work against a specified artwork version, not an open-ended promise to keep revising until everyone is satisfied.

For a repeat job, retrieve the previous production record and confirm that it is actually the same order. A change in garment color, fabric, print dimensions, or quantity may change the process. An old invoice is a reference point, not proof that today's supplier costs and working time are unchanged.

Write exclusions as plainly as inclusions. For example, distinguish standard folding from individual bags, names from a shared design, and local collection from delivery. The goal is not to make the customer decipher a long contract. It is to ensure that the number they approve matches the product you will produce.

A complete worked example: pricing a 100-shirt order

The calculator starts with a fictional order for 100 finished shirts, with five additional garments allowed for tests, mistakes, or a buffer. Each blank costs $4, and the supplies allowance is $0.75 for each attempted garment. Those inputs give 105 × $4.75 = $498.75 in garments and supplies.

Add $35 for screen materials or other direct costs. Four total labor hours at $25 add $100. An allocated $60 share of shop overhead brings the entered cost before payment fees to $693.75. Each amount has one job in the calculation; none is hidden inside an unexplained multiplier.

With a 3% payment fee and a 30% target job margin, divide $693.75 by 0.67. The unrounded target quote is approximately $1,035.45. Dividing by 100 gives approximately $10.3545 per delivered shirt. Rounding that unit price upward gives $10.36 per shirt and a total quote of $1,036.

The estimated payment fee is $31.08. Subtract that fee and the $693.75 entered costs from the $1,036 quote, leaving $311.17 estimated job profit. The resulting margin is approximately 30.04%, slightly above the target because the unit price rounded up. These figures are the default results displayed by the calculator.

Garment cost means more than the catalog price

Use the landed blank cost: what the garment costs your business after the purchasing expenses you assign to it. If freight is included in that figure, do not add it again as an order expense. If an entire shipment serves several jobs, choose and document a sensible allocation method rather than placing the whole freight bill on whichever job you quote first.

Size premiums and substitutions deserve their own check. A blended cost can work for an internal model, provided it comes from the actual size breakdown. It should not conceal that half an order uses a more expensive garment. If the final sizes are unknown, state what the quote assumes and when it will be revised.

Check availability before confirming a garment-dependent price or deadline. A cheaper listing does not help if the needed sizes are unavailable. Consider whether a substitute changes print behavior, appearance, customer approval, or finishing time. Obtain approval for a substitution instead of assuming the buyer will consider it equivalent.

For the calculator, enter an accurate average landed blank cost for the order. If several styles have materially different costs or production requirements, cost each specification accurately. Averaging very different products can make every job look acceptable while hiding the one that loses money.

Count extra garments without disguising them as a guaranteed spoilage rate

The calculator uses a whole-number allowance for extra garments. Delivering 100 shirts with five extra pieces means costing 105 attempted garments. It does not mean the shop is expected to ruin exactly five shirts. Extras may be needed for testing, replacements, or a purchasing buffer.

Use your own records to decide the allowance. Keep track of test garments, rejected prints, incorrect blanks, and damage by cause. A consistent problem with one fabric or design may justify a different process, supplier, or acceptance policy rather than simply adding more shirts to every job.

Check the cost of the extras as well as their quantity. Spoiling an expensive customer garment is a different exposure from using a basic test shirt. Where the replacement risk is significant, agree on suitable terms before taking possession and consider whether accepting the work is sensible at all.

This tool conservatively applies the entered blank and variable-supply cost to every attempted garment. If some unused extras remain saleable inventory, the model may overstate that job's consumed materials. Reconcile the estimate with actual usage afterward. Keep purchasing cash needs distinct from the final accounting treatment of inventory.

Price screens, underbases, and print locations from the real process

A customer sees a design. The shop has to translate it into a production plan. Confirm the screens, print locations, preparation tasks, and handling steps required for that specific garment. Do not price a sleeve, back print, or underbase as though it were automatically included in a simple front-print allowance.

As one public operator example, LoneStarInk's price page distinguishes printing-only rates from garment cost and counts a required underbase as an additional print color. That illustrates why two apparently similar per-shirt prices may describe different work. Its terms and prices are its own, not a nationwide standard.

In this calculator, screen materials and other order-level expenses go in “Other direct job costs.” Add the related preparation, registration, and cleanup time to total labor hours. If you already included labor in a purchased screen-preparation service, do not also count the same outsourced labor as your own working time.

For a more detailed customer-facing price matrix, build separate specifications for color count and locations. Printavo's discussion of decoration pricing tools is a useful reference for considering different methods and job variables. This calculator prices one fully specified order using the job costs and target margin you enter.

Pay for the working time that disappears between print runs

Timing only the press run misses work that belongs to the customer order. Start a job log when you begin its artwork or production preparation. Record screen work, setup, testing, handling, finishing, and cleanup. Separate order-specific tasks from general shop work so you know which hours belong in the job and which belong in overhead planning.

Use a loaded hourly allowance appropriate to the person doing the work. For an employee, determine the relevant employment costs with your payroll adviser. For an owner, assign a deliberate value to working time instead of accepting whatever happens to remain. A zero labor input is permitted by the calculator, but it triggers a warning.

The model treats labor as changing with the job hours entered. If you pay a fixed salary regardless of volume, prepare a forecast that places that cost consistently. Charging all salary as overhead and charging the same hours again as variable labor can overstate cost; omitting both understates it.

Compare estimates with completed jobs. If three apparently similar orders take very different amounts of time, investigate why. The useful finding might be excessive artwork changes, difficult garment handling, or an inefficient packing request. A timed record gives you something specific to improve or charge for.

Set a minimum order or minimum charge that you can explain

A minimum should follow the economics of the work, not a number chosen because another shop uses it. Estimate the preparation and service time required for the smallest order you intend to accept. Then calculate what it must contribute to justify occupying that space in your schedule.

Consider an invented job with $90 in order-level preparation costs before garments and piece-by-piece production. At 12 delivered shirts, that component alone represents $7.50 per shirt. At 60, it represents $1.50. Those figures do not set the final price; they explain why a small run may need a higher unit price or minimum charge.

Offer choices that change the work. A simpler design, one print location, a suitable alternative production method, or a longer lead time may produce a different cost. Reducing the price while leaving every requirement unchanged merely reduces what remains for overhead and profit.

Keep the explanation customer-friendly: show the total price and the specification, then offer an alternative quantity if it is genuinely useful. Avoid encouraging someone to buy unwanted shirts solely to cross a discount threshold. Compare the total spend and the buyer's need, not just the attractive-looking unit price.

Quantity discounts need a cost reason

Estimate the actual order at each quantity you are willing to quote. Preparation may be shared across an identical run, while blanks, supplies, handling, and finishing continue to increase. A larger job may also need another shipment or more storage. Do not assume every expense falls simply because more shirts are ordered.

Keep the customer specification consistent when investigating a lower price. Reducing colors, removing a print location, changing the garment, simplifying packing, or using a different delivery arrangement can change the work. Cutting the price while leaving every requirement unchanged has a different financial effect.

For the fictional 100-shirt example, reducing the price from $10.36 to $9.36 removes $100 from revenue. At the illustrative 3% payment fee, the fee falls by $3. With costs otherwise unchanged, estimated job profit falls by $97, from $311.17 to $214.17. The margin falls to approximately 22.88%.

That discounted quote still shows a positive modeled profit, but it no longer achieves the chosen 30% target. Decide whether there is a clear reason to accept it. A hoped-for future reorder is not the same evidence as a documented cost saving, a confirmed purchasing commitment, or work already completed for the customer.

Margin and markup are different calculations

Markup expresses an addition relative to cost. Margin expresses profit relative to selling price. If an item with a fully defined $8 cost sells for $12, the markup is 50% and the margin is approximately 33.3%, assuming no additional costs. Both percentages describe the same transaction from different starting points.

Adding a 40% markup to $8 gives $11.20. To target a 40% margin before any other revenue-based charges, divide $8 by 0.60 instead. That gives $13.333...; a whole-cent price of $13.34 meets or slightly exceeds the target. The difference matters when building a price sheet.

Payment fees also take a share of revenue. With an $8 entered cost, a 3% fee, and a 40% target margin, only 57% of the selling price remains to cover that cost. Divide by 0.57 rather than 0.60. Do not first calculate a margin price and then assume its original margin survives an additional fee.

Check what each tool calls cost and profit. A figure after blanks and ink alone differs from a figure after labor and overhead. PriceMyPrint's costing explanation provides another reference for understanding defined costs and margin-based pricing. This calculator's result always depends on the costs you actually enter.

Choose a target margin without treating it as a market fact

The default 30% is a teaching input, not a claim about a normal or necessary screen printing profit margin. Choose a target based on your business objectives, cost definitions, uncertainty, and the customers you intend to serve. The calculator does not know what buyers in your area will accept.

Start by checking the costs rather than adjusting the target until the suggested price looks comfortable. If the labor estimate is incomplete or overhead is missing, lowering the margin does not correct the error. A more accurate estimate can reveal that the proposed service or specification needs to change.

Use the suggested quote as a decision point. Investigate customer alternatives on the same garment, print locations, quality expectations, deadline, and delivery scope. An advertised printing-only price is not directly comparable with a decorated-garment quote that includes blanks and finishing.

If the resulting price does not fit your market, investigate specific changes: purchasing terms, preparation time, order minimums, garment options, or fulfillment methods. A calculator is useful when it exposes a mismatch. It should not conceal one by producing an attractive number from assumptions nobody has checked.

Price rush work from the extra work it creates

Confirm that a faster date is possible before offering a rush charge. Check garment availability, artwork approval, equipment access, and the time required to complete quality checks. A higher invoice cannot supply a missing garment or restore an approval that arrives after the available production window.

Enter the rush job's actual requirements into the same calculator. Add expedited freight or outside services to other direct costs. Increase total labor hours or the hourly cost when your justified staffing assumptions change. Keep each cost in one place so a surcharge does not disguise double counting.

For a fictional variation of the default order, suppose expedited delivery adds $45 and the job requires one additional labor hour at $25. Entered costs rise from $693.75 to $763.75. Keeping the 3% fee and 30% target gives a rounded unit price of $11.40, or $1,140 for 100 shirts.

If you kept the original $1,036 quote instead, those additional $70 costs would reduce the modeled profit by $70. Use the revised specification to decide on a price and delivery promise. Where a deadline cannot be met responsibly, offer an alternative rather than treating a rush percentage as a solution to every scheduling problem.

Customer-supplied garments change the risk, not just the blank-cost input

Setting blank cost to zero may represent what you pay to purchase the customer's shirts, but it does not describe your entire responsibility. Confirm quantities, condition, fabric, labeling, suitability, and the agreed treatment of mistakes before accepting the goods.

AMBRO Manufacturing's published contract-printing resources separate price lists for different services and provide customer-supplied-goods documentation. That is evidence of one operator's approach, not a universal liability rule. Read a prospective provider's actual terms rather than assuming a printing-only price includes replacement garments.

Estimate receiving, counting, sorting, testing, storage, and repacking. Add those tasks to the job hours. Where you have a supported expected direct expense, enter it as such. Do not turn a made-up average damage percentage into a precise-looking insurance allowance.

For expensive, unusual, or irreplaceable garments, get appropriate technical and contractual advice and decide whether the job belongs in your service range. The additional risk may be something to decline rather than something a small extra charge can reasonably solve.

Use actual savings when quoting repeat orders

A reorder may save artwork or preparation time, but check what is reusable before changing the price. Retrieve the original production record. Confirm the garment, fabric, color, design dimensions, placement, and finished quantity. The customer's phrase “same as last time” can still conceal a production change.

Revise the cost entries to match the work you will do now. If screen preparation is reduced, change the relevant direct cost and labor hours. If blanks have become more expensive, update their landed cost as well. A reorder's convenience does not freeze purchasing costs at the previous invoice date.

Keep a written record of the savings you expect and check them after delivery. This makes it possible to offer a reasoned repeat-order price without assuming that all returning customers are inexpensive to serve. Repeated revisions, unusual packing, or late information can consume the time that a reusable design would otherwise save.

Be cautious with discounts based only on promised future volume. A customer who expects many orders later has not yet generated that revenue. Decide which current terms you can support, and review demonstrated purchasing and payment behavior before building a forecast around the account.

Include the work retained when you outsource production

A supplier's printing-only charge is not the entire cost of the finished order your business sells. Include blanks where you purchase them, freight, artwork handling, receiving, inspection, packing, delivery, and payment charges. Keep the promised garment and finishing specification clear when requesting outside quotes.

Enter the supplier's production charge under other direct costs, then include only your own retained labor in the hours field. Do not count the same outside production labor again as your employee expense. If purchased transfers are applied in-house, include their cost and the actual application workflow.

Printavo's overview of decoration pricing tools discusses variables across screen printing, DTF, and embroidery. Those differences are a reason to obtain a job-specific quote, not evidence of a universal quantity threshold where one production method must become cheaper.

Confirm responsibility for defects and remakes, supplier lead time, and the amount of cash required before delivery. Outsourcing can free working time, but freed time is not automatically extra sales. Price the work your business remains responsible for, rather than passing through a supplier figure and assuming the rest is profit.

Allocate overhead to one job without charging it twice

Rent, insurance, software, and general administrative work still need to be funded even when they are not purchased for a specific print run. The calculator asks for an allocated share of those expenses for the single job. It does not determine the allocation automatically or ask you to enter a whole month's fixed costs.

One simple illustrative method is to divide a defined monthly overhead budget by a credible number of similar jobs. A fictional $1,200 overhead budget divided across 20 comparable orders gives $60 per order. That is the default allowance used here. If only ten such orders are realistic, the same budget would require $120 per order.

Orders are not always comparable. A shop may instead allocate overhead using expected productive labor hours or another justified basis. For example, divide a defined overhead budget by realistic productive hours, then assign the resulting hourly allowance to the job's relevant hours. Document which expenses and hours the method includes.

Whichever method you choose, be consistent. If screen materials are already a direct cost, do not include the same materials again in overhead. If payroll is treated as fixed overhead, do not also charge the same wages as job labor. Allocated overhead supports pricing; the full business forecast must still reconcile the total expenses and actual volume.

Understand what the estimated job profit leaves out

The results box subtracts entered costs and the estimated payment fee from the suggested quote. That produces a defined job-level result after the labor and overhead allowances supplied. It is useful for pricing, but it is not a complete profit-and-loss statement for the business.

Some cash movements follow a different timetable. You may purchase garments before collecting the final payment, keep unused stock, repay borrowing, buy equipment, or withdraw money for personal needs. None of those is fully modeled by entering one job's price and cost.

For example, a positive quoted profit does not mean your bank account can fund several simultaneous garment purchases. Map when deposits arrive, suppliers must be paid, production expenses occur, and final balances are collected. Separate the question “Does the quote cover its defined costs?” from “Can the shop fund the work when payments are due?”

For the wider business, the SBA's break-even explanation describes the relationship between fixed costs, selling price, and variable costs. Apply a consistent financial model to actual sales volume. Do not add a full monthly overhead bill on top of a job allocation already treated as an expense without reconciling the two approaches.

Check uncertain costs before sending the quote

Change one uncertain input at a time. That makes it easier to see whether the garment quote, artwork time, supply allowance, or finishing requirement is important enough to investigate further. Changing everything at once can hide which assumption is driving the result.

If each blank in the fictional default order costs $1 more, the 105 attempted garments add $105 to entered costs. The calculator counts the extra garments as well as the 100 delivered shirts. At the same fee and target margin, the rounded suggested price becomes $11.93 per shirt, or $1,193 for the order.

An additional hour at the default $25 allowance adds $25 to labor costs. A bagging request might instead change supplies and finishing time. Enter the changes where they belong, then calculate again. The result shows the revised price needed for the same target, not a prediction that the customer will accept it.

When a small change makes the quote unacceptable, improve the evidence before committing. Confirm stock, obtain final artwork, clarify packing, or test the actual production steps. A contingency should have a reason and a defined scope; it is not a replacement for understanding what the buyer ordered.

Review finished jobs and fix the estimating process

Close the loop when the order is delivered. Record purchased and used garments, supplies, actual hours, direct outside costs, fees, final revenue, and the reason for any remake. Compare the estimate with the actual result while the details are still available.

Do not interpret every unfavorable difference as a reason to raise all prices. If a purchasing error caused the loss, improve receiving or supplier controls. If artwork changes consumed time, revise the approval process and quote terms. If the original production estimate was unrealistic, update the corresponding job type.

Quality work belongs in the estimate. Lawson's equipment and workflow guide discusses curing, testing, supplies, and costs that extend beyond the press. For a product-specific example, the FN-INK instructions explain its own curing conditions and testing considerations. Follow the instructions for the actual materials used.

Build future time allowances from repeated observations, not a single unusually smooth run. Keep separate records for materially different job types. Your goal is a quoting process that becomes more reliable as the shop learns, rather than a price sheet that remains unchanged while the work evolves.

The pricing formula and rounding method

Let Q be the finished quantity, E the extra garment allowance, B the landed blank cost, V the supplies cost per attempted garment, S other direct job costs, H labor hours, W the loaded hourly labor allowance, and O the allocated job overhead.

• Attempted garments: Q + E.
• Garments and supplies: (Q + E) × (B + V).
• Labor allowance: H × W.
• Entered cost C: garments and supplies + S + labor allowance + O.
• Target quote before unit-price rounding: C ÷ (1 − payment fee rate − target margin rate).
• Price per shirt: target quote ÷ Q, rounded upward to a whole cent.
• Total quote: rounded price per shirt × Q.
• Estimated profit: total quote − entered cost − estimated payment fee.

Percentages become decimals in the formula: 3% is 0.03 and 30% is 0.30. Their total must be below 100%; otherwise no positive share remains to cover a positive entered cost. The calculator rejects that combination rather than presenting an infinite or misleading price.

Material, labor, direct-cost, and overhead components are rounded to cents. The percentage payment fee is estimated from the final quote and rounded to cents. The script checks the rounded result and, where needed, increases the unit price by another cent to meet the entered target despite fee rounding.

Fixed transaction charges belong in other direct costs unless you use a carefully supported effective fee rate. Keep sales and costs on a consistent tax basis and obtain advice for the treatment that applies to your business. This tool does not calculate tax, infer market prices, estimate ink from technical settings, or guarantee production results. Inputs are not stored or transmitted by the calculator.

Screen printing pricing questions

Does the suggested price include the blank shirts?

It includes the blank cost you enter for every attempted garment, including extras. It also includes the other costs, labor, overhead, payment fee, and target margin supplied. If you enter zero for a cost that your business will actually incur, the calculator cannot know that the expense is missing.

Is the target margin an industry-standard profit?

No. It is your chosen job-level target after the costs entered. The default is a fictional example. Actual results depend on demand, quoting accuracy, purchasing, quality, expenses, and the work completed. Check whether the suggested price fits customers and alternatives rather than treating the target as evidence of typical earnings.

Can I use it for customer-supplied garments?

Yes, with costs matching that arrangement. Blank purchase cost may be zero, but receiving, inspection, handling, testing, packing, and agreed replacement responsibilities can still matter. Include the work your shop will perform and understand the terms before accepting customer property.

Do I add a screen setup fee to the displayed quote?

The suggested total already covers the screen and preparation costs you entered, together with the target margin. If you show a separate setup charge on the customer quote, divide the total into clear line items. Do not automatically add the same cost again merely because you name a line “setup.”

Why is the final margin slightly above the target?

The calculator rounds the price per delivered shirt upward to a whole cent, then multiplies by quantity. It also checks the effect of rounding the payment fee. The final quote may therefore produce a slightly higher margin than the exact unrounded calculation.

What if the suggested price is higher than customers will pay?

Check that the specification and costs are correct. Then investigate concrete changes such as purchasing, setup time, garment selection, finishing, minimum quantities, or outside fulfillment. Lowering the target is a business decision, but it does not remove the costs or establish that the revised service can support the shop.

Related planning resources

For document structure, use our screen printing business plan guide. For the wider numbers, read our three-year forecasting guide. The technical and light manufacturing hub connects related planning resources.

Sources and methodology

Sources checked November 10, 2026. Operator pages illustrate their own published practices; supplier instructions apply to the stated products. All numerical examples, calculator defaults, and targets are fictional BPlanMaker planning scenarios, not survey results or market quotations. Calculations follow the disclosed formulas. Use current quotes and completed-job records to replace assumptions.