Board paper recommendation
- Preferred option: Fix the price with the current supplier for five years.
- Sensitive to: Saving over five years (counted one and a half times).
Executive Intelligence · Decision Intelligence and Simulation
Decision Options Comparator
Side-by-side comparison of recorded options against stated criteria, with evidence and uncertainty for each cell.
Demonstration: Marlowe Textiles Ltd (fictional) · Manufacturing and export. Fictional data and a scripted answer.
The situation
- Organisation
- Marlowe Textiles Ltd (fictional)
- Who is asking
- Managing director
- Industry
- Manufacturing and export
- What happened
- The board has three ways to deal with rising energy costs and must choose one.
The question asked
Which way of dealing with energy cost should we choose, and does it depend on how we weigh cost against risk?
What it reads, and who can see the result
- Option briefs documentEach option described with its costs and risks.
- Reads
- The three option briefs and the cost model summary.
- Does not read
- Supplier contract detail.
- Permission
- Managing director's office.
- Who sees it
- The managing director and the board.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Fix the price with the current supplier for five yearsNo capital; locks in today's market.Saving over five years: 2Low up-front cash: 5Low delivery risk: 5Cuts emissions: 13.50
- 2Install on-site solar and storageLarge capital; large saving.Saving over five years: 5Low up-front cash: 1Low delivery risk: 3Cuts emissions: 53.40
- 3Join a purchasing groupModerate saving; moderate effort.Saving over five years: 3Low up-front cash: 4Low delivery risk: 4Cuts emissions: 23.40
- 4Reduce load by rescheduling productionCheap; limited reach.Saving over five years: 2Low up-front cash: 5Low delivery risk: 3Cuts emissions: 33.20
The leader would change if Saving over five years (counted one and a half times). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.10. The leader can change under another weighting.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
With these weights the top-ranked choice is: Fix the price with the current supplier for five years (score 3.50).
The options are compared on four things the board has said matter [S1][S2]. The order is could change under the weightings tested; it would change if Saving over five years (counted one and a half times).
A board that weights up-front cash heavily will not choose the option with the largest saving. That is a legitimate preference, and the table makes it visible rather than hidden.
Relies on: S1 · Option briefsS2 · Energy cost model summary
Review and approval
The managing director decides. Approving records the preferred option as the board paper's recommendation. It does not commit spend or sign anything.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Scores are briefing judgements.
- Options may be combined; this ranks them singly.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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