Investment decisions and capital allocation

Net present value

The value created after timing, risk, and cash costs are included.

Plain definition

Net present value, or NPV, asks a simple question: after allowing for when cash arrives and the return required for its risk, does a project add value today? It is the present value of all relevant future incremental cash inflows less the present value of all relevant cash outflows.

“Incremental” matters. Use cash that changes because of the decision: the purchase price, extra sales, extra operating cost, tax, working-capital movements, and disposal proceeds. Do not include a research bill already paid; that is a sunk cost. Do not substitute accounting profit for cash flow.

Illustrative example

Monetary examples use Saudi riyals (SAR). The same principles apply in other currencies.

Suppose a company pays for a machine today and expects of after-tax cash in one year. At a 10% required return, the future cash has a present value of because ÷ 1.10 = . NPV is : − .

The result is not produced by calling “profit.” It comes from discounting a dated cash flow, then comparing that value with the cash committed today.

Discount the future cash flow
Discount the future cash flow
Future after-tax cash flow
Discount factor (1 ÷ 1.10)
Present value
132,000 × 0.91=120,000
Calculate NPV
Calculate NPV
Present value of future cash
Initial cash outlay
Net present value
120,000 − 100,000=20,000

If the project requires additional working capital, forecast when it is paid and when it is released. Do not assume its eventual release will by itself make the NPV negative or positive.

Why it matters

A manager can be drawn to a large sales forecast or a fast payback while missing the cash tied up before those sales arrive. NPV makes the timing and scale of every cash consequence visible, so alternatives of different sizes and dates can be compared on one value basis.

Practical consequence

Build one dated cash-flow schedule before calculating NPV. For every line, record why it changes if the project is approved, when it occurs, and whether it is an inflow or outflow. Then test the demand, cost, timing, and discount-rate assumptions that could move NPV below zero. Use the result with strategic constraints and execution capacity; NPV does not decide whether the business can deliver the project.