What is the Hormuz disruption actually costing you?

Your total annual revenue. Used to express the disruption cost as a percentage of the business, so the number has context rather than sitting on its own.

The annual cost of the goods that actually move through the affected routes — not your whole cost base. If only part of your supply is exposed, enter only that part.

Your gross profit as a percentage of turnover. This drives the "gross profit consumed" figure — how much of your annual profit the disruption absorbs.

The share of your volume that normally arrives through Gulf gateways (Dammam, Jubail, Jebel Ali). Higher exposure means more of your cargo is affected by rerouting.

How many standard 20ft containers you move in an average month.

How many 40ft containers you move in an average month. These count as two TEU for storage, so they carry more demurrage cost than a 20ft.

Refrigerated, dangerous-goods or out-of-gauge containers. These attract the highest surcharges and are the first to be refused when carriers restrict bookings.

How many months you expect the disruption to persist. Twelve models a full year; shorten it to see a more conservative scenario.

The rerouting or war-risk surcharge per 20ft container. The default is a lane-based guideline from published carrier advisories — replace it with your own quoted rate for an accurate result.

The same surcharge for a 40ft container. Replace with your own quoted rate where you have one.

Surcharge for reefer, dangerous-goods or out-of-gauge containers — typically the highest of the three.

Extra land transport per affected container once cargo lands at an alternative port — trucking, repositioning and handling to reach your site.

What you pay per TEU per day once free time runs out — demurrage, detention and yard storage combined.

Average extra days cargo sits before release. Multiplied by the storage rate to give total demurrage exposure.

How many months of stock you hold today. The gap between this and required cover is the extra inventory you must fund.

How many months of stock you now need to hold — whether that is a regulatory requirement, a customer expectation, or your own risk decision.

The Saudi interbank rate your working capital is priced against. Pre-filled with the current market rate; change it if your facility is priced differently.

The margin your bank adds on top of SAIBOR. Together these give the true cost of funding the extra stock.

The full annual cost of holding inventory as a percentage of its value — finance, warehousing, insurance, handling, shrinkage and obsolescence, not just the interest.

Expected price increases from suppliers and energy over the period, applied to your affected supply value.

Your estimate of the value lost to stockouts, missed service levels and penalties, as a percentage of affected supply value.

How many extra days your supply now takes end to end. This drives the lead-time risk rating.