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Carpentry shop Delivery Cost per Stop

Include both paid route time and vehicle operation in delivery cost.

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Carpentry shop / carpentry job economics

Carpentry shop Delivery Cost per Stop

Your result8.5 per stop

7.256.47.887.28.589.138.89.759.6Paid route hours
Other inputs stay fixed. Point labels show the calculated result in per stop; this is a scenario comparison.

Cost per stop = (hours × driver cost + distance × vehicle cost) / stops

What you’ll need

Gather a completed job sheet, supplier quotes and a crew schedule. Include timber, hardware, and finishing time. The starting figures are examples. Replace them with your own records.

Formula and worked example

Cost per stop = (hours × driver cost + distance × vehicle cost) / stops

Example figures
InputExample
Paid route hours8
Loaded driver hourly cost25
Route distance160 km
Vehicle operating cost0.45 per km
Completed stops32
Calculated result8.5 per stop

Choose reliable inputs

Plan materials, travel and crew time before committing to a price. For this carpentry shop calculation, use a completed job sheet, supplier quotes and a crew schedule and a consistent definition of one carpentry job.

  • Timber: include the portion belonging to this carpentry job or reporting period, and record where the value came from.
  • Hardware: include the portion belonging to this carpentry job or reporting period, and record where the value came from.
  • Finishing time: include the portion belonging to this carpentry job or reporting period, and record where the value came from.

Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.

Do shorter routes always mean cheaper deliveries?

Compare completed stops and total paid time. Vehicle cost must exclude driver pay to avoid double counting.

Compare a different assumption

What if this input changes?

If paid route hours rises by 10%, this example changes by 0.625 per stop. This shows the effect of one change; it does not predict what will happen.

Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.

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