Aluminum buyers

Aluminum buyers

“They say it’s troublesome, and they say we actually brought the profile through a company. There was an issue with the project: they wanted to bring it from there. It was stuck at the border for almost two months before they could clear the Lorenzo windows, heading towards Imam Khomeini Airport.

Then, they say it can be brought by bus: everything by bus is very okay, but they also say everything can be smuggled by bus. They send the buses to different places, and many things are brought this way. Often, it’s done discreetly, even hiding items under the driver’s seat, such as small parts or components.

We might need to consider how much this will cost and do a proper assessment. For example, a compressor motor of a certain size, if we want to bring it in two or three trips by bus, it might take time, but it avoids hassle.

Assuming we avoid the usual complications, and if you know someone reliable, you might be able to inquire about bringing it in through normal channels. However, smuggling typically incurs higher costs.

Regarding the CNC, they do cause some trouble, and the extra cost for smuggling adds up. It might be better to replace it if possible.

We also need to ensure any welding done is clean and correct. If the welding is not up to standard, we might consider using screws instead. A friend with a similar setup can cut and weld with a laser.

I’ll ask him if laser welding will increase the cost significantly. We also need to use stainless steel screws, as we are required to cover them with a special coating to meet client specifications.

We are planning to start this in the conference room where previous installations have been done. This includes mounting monitors inside desks, using specific guides for hinges, and ensuring electronic components fit precisely.

During testing, we encountered some issues with aluminum frames. We took it to a BMW representative, and they provided a strong American primer, which worked after several applications.

The heat can cause the material and the anti-rust coating to separate, especially since the vertical position increases this risk. I’ve heard that specific paints, particularly those used for ships, can handle the heat and prevent oxidation reactions between copper and iron alloys.

Does this cover everything?”

“There was steam, and various chemicals were involved, but there were no problems. The company was doing chemical work. I followed up after seven or eight months, and they said everything is okay. They tested it with 15 to 17 microns, and it worked well.

For metals, especially aluminum, it usually gives good results. I wanted to suggest using raw aluminum without anodizing. The idea is that aluminum itself, when exposed, will oxidize, and that oxidation will protect it from further corrosion.

So, even without anodizing, it should work over time, as the natural oxidation forms a protective layer. They tested it again at 15 and 17 microns against chemical vapors, and it worked well.

Regarding the weight factor and molds you sent me, we should calculate how it will turn out. If we consider the weight you provided, the thickness is around 1mm and 2mm. For the details you sent, the weight was approximately 400 kilograms.

We noticed that the mold we have is not fixed, and the final product does not match the specifications. If we use 1mm instead of 2mm, the final product may not be exactly as required.

When we uploaded our documents to the company’s system, there was an error, and the manager suggested finishing the project with a 12.5% margin. The company proposed a workaround, and we adjusted the thickness to ensure structural integrity while keeping the weight in mind.

We negotiated to use thinner materials while reinforcing the middle section. If we proceed with this approach, the total weight might reach around 2.5 tons, and the cost should be calculated accordingly.

Regarding the profiles and forms, we have some with 1.7mm thickness, and for the floors, 1.6mm should be sufficient. We usually use 2mm, but 1.6mm should be enough for this application.

For the pricing, the last quote I remember was around 80,000 to 160,000 tomans per piece. We need to consider the total price, including the last factor and packaging costs.

The packaging itself is not a separate item unless you want a specific model. If we calculate based on a maximum of 500 pieces, the total should be around 3,100,000 tomans. If we divide that by 2,800, we get around 2,400 with the materials we have.

Is there anything else we need to consider?”

Are you going to double the walls? The price is 2,500 per meter. For each floor, it was for one unit until the fifth floor. What about the basement? This is the pool level. These are the suites on the second floor between the units.

Some clients are quite demanding, but when you deliver quality work, you should expect quality in return. I’ve noticed that some contractors don’t deliver good work.

Regarding Mr. [Name], the contractor, it started one day when I built a villa in Lavasan. We were in the yard of the villa, and I have a friend who was with me. We were discussing the project, and he said, ‘Afshin, we can make money from this; we both studied and worked together. We built this great villa in Lavasan, why not take this forward?’

We had a friend there, so we went to the project manager, Mr. Najafian, who was sitting outside, looking at the windows. We introduced ourselves and gave him our resume. The conversation was interesting; he read the resume and saw that I had worked on a fixed property project. He asked, ‘Who works for you?’ I replied, ‘Yes, we are working on this villa now.’

Then Mehdi Najafi suddenly said, ‘Your face looks familiar.’ It turned out that the villa was near his house. The next morning, he asked me to bring the team to the project site. We brought about 50 workers, fully equipped, ready for wall construction, plastering, installations, electrical work, flooring, and more.

By 8:30 in the morning, we had set up the team and started working. We had everything moving like a well-oiled machine, completing villas one after another. One crew would finish a villa, and then the next team would move in to start the finishing touches like plastering and installations.

We worked at such a fast pace that we completed around 60 villas, handing them over to plasterers to finish. But then Mr. Raeisi came and shut down the project after three months. However, they were good people and settled our account fully.

It’s always good to settle accounts with a contractor; otherwise, it becomes a headache later on.

Despite settling everything, I realized that contracting wasn’t for me in the long run. It was good while it lasted, but I found it mentally exhausting, dealing with various issues like welding or installations. I just didn’t have the patience to keep explaining things to workers who didn’t get it the first time.

Now, what should we do about this place?”

Client: Are you building the walls double? How much per square meter?
Contractor: 2500 per floor.
Client: Up to which floor did it go? Was it up to the 5th floor? This is for the basement, this is for the pool, and this is now for the suites on the 2nd floor, right?
Contractor: Yes, between the units on the 5th floor.

Client: They really take good money. When someone takes good money, they should also deliver good work. I’ve seen some employers who don’t deliver good work.

Story from Contractor: Once, I built a villa in Lavasan for Mr. [Name], and later he became one of our regular clients. I was standing in the yard of the villa with a friend, and he suddenly said, “Afshin, we can make good money in this field. We’ve studied and worked together; why don’t we continue this path and make money from it? We’ve built such a beautiful villa in Lavasan; why shouldn’t we continue?” Then we had another friend there, and we went to meet with Mr. Najafian, the project manager. He was sitting there, staring outside. We had an interesting conversation. We wrote our resume, and it was pretty good. When he read the resume, he asked us to leave, but later he came back after reading that I had worked on the Malek Sabet project. He was surprised because not many people work on those kinds of projects. I told him that we were currently working on it and building this villa. Suddenly, Mr. Mehdi Najafi turned and said, “You look familiar.” It turned out we had also built his villa. He told me to come to the site tomorrow morning at 7:30.

We lined up all the workers there, about 50 people, ready with uniforms, plaster, installations, electricity, flooring, and more. By the end of the day, they signed a contract with us to build the villa. They provided everything, and we had a schedule where we finished each villa one after another. We even managed to build 60 villas by having teams follow each other—first the masonry team, then plastering, then installations, and so on. We moved so fast that we reached the plastering phase in just three months. Everything was moving forward until Mr. [Name] came and shut the project down. But they were good people, and they paid us in full by the end.

Client: It’s good to settle accounts with the contractor, but the hassle remains for me.

Contractor: No, he settled accounts with everyone. He was very wealthy, but the real money is in contracting. That’s how I got into contracting for a while. It was going well, but later I realized it wasn’t my thing. For example, I have a deal with you, but working with welders and other tradespeople is just not for me. Maybe you have the patience to explain things multiple times, but I just can’t.

Client: After explaining things multiple times, if they still don’t understand, what should we do?

Our share would be 900 minus 1200 tomans, 36 tomans for commission, 63 tomans, 126% is 10:1, about 250 tomans, and the rest is ours, totaling 90%. With a 30% share, it becomes 360, assuming a 70-30 split. Now, if our friends take 180 tomans out of 350, we would have 110 tomans, 63 tomans, 126 tomans, and 250 tomans. Now, we take it.

So, the discrepancies become much smaller, we get 300, they get 210-220, friends get 40-60. Ok, so if they want it this way, these are the general terms of the deal. I will summarize this with my friends now, and they will go and do the necessary negotiations. I think in the end, after completing one project, both parties will be aligned, and we will finalize the project. I think the project will be completed before implementation.

One thing to remember, in terms of production, we have one of the highest rates in the world. In the first few projects, let’s work together, and based on that, we can discuss further details. I propose not to focus too much on the numbers for the first few projects. If our manager says the next projects don’t matter to us, we’ll proceed as needed.

The point is, we don’t want to work on a project if we don’t like it. So let’s make a rough estimate on the numbers. We can sign a three-month trial contract, and after that, we can see if the project is feasible for us. As Mr. Doctor said, we will see whether it’s worth continuing collaboration or not. If it’s not worth it for us, we can stop the collaboration.

So, what do we agree on for this project? 30-70? For now, let’s finalize this. If I want to show good faith, I would say 65-35. What do you think? But we’ll come back later to negotiate because, as I said, the details are important. Later, the engineer will say I’m trying to make it fair for both sides.

Agreeing on this project now will help us to avoid issues later. We should focus on the first project without worrying too much, and we’ll see how it goes.

As a partner of Mr. Majidi and someone from Dezfuli, I assure you that we are very serious about this. I think Mehdi is also okay with this. Let’s move forward with this agreement, and hopefully, the next projects will go smoothly as well.

I’ve been talking to one of the government brokers today; they didn’t give out much insider information, but the Tether also came down. They don’t know what’s going on. We were talking about whether the dollar will reach 100 by the end of the year if Trump gets re-elected. But I’ve always said, the economic situation is clear.

So, I believe that in the coming days, Israel may provoke some tension, like launching a missile, to disrupt public peace. Therefore, any move by the Islamic Republic or Israel will be closely watched. If Israel targets one of our commanders, it will be significant. So, if this project goes through, we need to make sure everything is aligned.

We are aware of the challenges, and we have set the percentage to help the business survive. We’re trying to help each other, but this is a two-way game. If you think the project is not profitable for us, let’s adjust it quickly and move forward.

Prices for iron, aluminum, and copper have all gone up significantly, so we should factor in the current dollar price. If the price of materials rises, we might need to adjust the project cost accordingly. Let’s finalize the details as quickly as possible, considering the market fluctuations.

I’m not sure how you priced the aluminum, but it’s based on the current market. If you have to update the prices later, that’s understandable. Let’s make sure we consider all the variables, so the first project is successful.

I’ll draft the proposal and send it over to Hajati for your review. Once we agree on the details, we can finalize the deal.

We should finalize the project quickly, before any further market changes happen.

Client: “I suggest that for the first few projects, we shouldn’t be too focused on the numbers. Let’s finalize the terms for this project now and later revisit the details if needed. If after completing a few projects, we find the numbers are not working out, we can make adjustments accordingly. We can try a trial contract for three months, and if the results are not satisfactory, either party can decide to end the collaboration.”

Contractor: “I agree. Let’s start with this agreement and see how it goes. We’ll begin with a 70-30 split, and if necessary, we can adjust to 65-35 after some discussion. The important thing is to get started and keep communication open.”

Client: “Yes, I think this approach is good. We don’t want to get too hung up on the specifics right now. Let’s see how the first project goes, and if everything works out, we can continue with further projects under better terms.”

Contractor: “I’ll prepare the details and send them over. Let’s get this project off the ground before the market shifts again.”

Client: “Alright, let’s move forward. I’ll touch base with my team, and we’ll finalize the terms. We should be able to begin soon.”

I conveyed the explanations you mentioned to Mr. Bashir, and based on the agreement we had, I added some points myself. Mr. Bashir said he wants to have another discussion and is waiting for the result of the meeting.

Is Mr. Bashir the CEO of this company?

Yes, he is the CEO, and Mr. Kabousi is the internal manager and deputy of Mr. Bashir. I am the executive manager. The main decision-maker is Mr. Bashir.

The company’s primary priority and main focus here is smart automation.

The company we mainly work with is called Veridaimmune…

Let’s talk about the changes. Please outline the topics so we can reach an agreement. We want to discuss the collaboration details.

The first point: The details of our cooperation, the percentages involved, and the conditions under which we can define a number and reach an agreement on the details. Let’s say we have a contract worth 1 billion, with a 30% profit. Now, how will this profit be divided between the first and second parties? For instance, we have raw materials that we procure and an execution fee. If I personally bring in a job, that would count as a marketing cost. For example, let’s say we need to determine how the 30% profit will be divided between the two parties. Suppose we take the materials into account, and since your 10% execution fee is added, it becomes 60%.

How do you calculate the installation fee? Is it included in the costs or separate?

Let’s say we consider 60% as the raw material cost and add the 10% execution fee separately. For instance, you give a 5% marketing fee. The final invoice issued would include the total amount, meaning the final number is separate from the sum. The 10% isn’t part of the 100% but is added to the total.

Are you saying that the 10% is applied to the 1 billion rather than the 600 million?

Yes, that’s correct.

What appears in the preliminary invoices is what you said— the total amount is calculated, and then the 10% installation fee is written at the end. A 5% marketing fee is also added to the total. So if we consider a 1.5 billion contract, 30% of this is profit. We take 10% for installation and 5% for marketing. My suggestion is to divide the remaining 60% and 40% for the person bringing in the work.

The 10% installation cost is added to the total as usual. Do you want the 5% marketing cost to be separate from the contract or included in it?

We should include it in our price, but you don’t want it in the contract.

We want to account for the marketing cost so that we can pay you 5%.

This agreement is more of an internal understanding, so the price we agree on is what we’ll present to the client. However, this doesn’t create any obligation for me to give you the next job. If I get another movable louver project, I might give it to a different friend.

This lack of exclusivity keeps the system flexible and fair. That’s my suggestion, but it’s open for discussion.

(Telephone call with Mr. Bashir)

My aim in contacting you was to discuss this with Mr. Hojjati, to coordinate some details and to ensure that we reach a mutual understanding that we can put into writing. I think we’ll need several rounds of back-and-forth discussions to finalize the details with you and Mr. Hojjati. If any issues arise, we can address them in our next meeting, or I’ll come to your office to discuss them.

Several people are involved in automating systems in Tehran province. After working with you, I’d like to introduce your work to others and market it, as you have better knowledge and experience in this field. Although I have some knowledge, I lack the specific experience you have. That’s why I’m keen to collaborate with you on this.

I was wondering if you have any projects where you’d like us to help with the marketing, in exchange for a 5% or 10% marketing fee.

Our team has no problem with this as long as it’s a mutually agreed arrangement.

Your responsibility would be introducing clients and projects to us, while we handle the production and installation. We can discuss and decide on the percentage and profit sharing based on each project.

You’ve mentioned that you don’t want to be bound by this agreement to work exclusively with us. That’s fine, but if we move forward with a project together, we’ll discuss and agree on the specifics to ensure a fair and mutually beneficial collaboration.

Would you prefer to buy the materials from us at the market price or at a lower price?

It depends on the client’s requirements. If they need an official agreement, we can proceed accordingly, but if the project is informal, we can adjust the percentages based on the specific conditions of the project.

Our company’s management tries to maintain a balance, ensuring that even if a project is unprofitable, we still fulfill our commitments. We might subcontract some aspects of the work, but we’ll ensure that the project is completed satisfactorily.

There’s no obligation to work exclusively with us, and we can decide project by project whether or not to collaborate.

Would you like us to discuss the materials supply? Are you interested in selling materials to us at market price or offering a discount?

If you have specific suggestions or proposals, let us know, and we can discuss them further.

Do you have any relatives or anyone in Armenia or Turkey who can handle this? Because the people from Armenia asked us to send them a profile sample, so we went and got a price from Tebex and air mail, and they gave us such a crazy price that when we told the client, they backed out and said they’d rather come in person. It was more cost-effective for them. But, for example, at the Iraqi border, we have one or two contacts, and we go there, and they come to take it._

_Iraq has good stores, but they buy so cheaply that we can’t compete in the market. I think Turkey gives them very good prices._

_Turkey offers aluminum at a lower price than we do. For example, we consider the profile at $6 per kilo, and Turkey has kept it at $6 for two or three years, but for us, $6 last year was around 200,000 toman, and this year it’s 288,000 toman, meaning our currency has devalued, and our production costs have increased._

_The global price of aluminum is $2,541. Multiply $2,540 by 60, and you get 152,000 toman, which is the global price for a profile ingot. But outside, it’s now 185,000 toman, meaning our price is 30,000 toman higher than the global price._

_Our price difference from Turkey is due to the global price._

_When we gave our price to them in Iraq, it wasn’t low, but it wasn’t bad in Armenia._

_If Turkey wants to send to Armenia, it has to first send to Azerbaijan, then to Armenia, meaning two transportation costs. But Turkey is also a neighbor to Iraq._

_We’re not doing well with Afghanistan either. They buy very cheaply, and I don’t know how they do it!_

_They buy from China._

_Some even say that somehow Iranian profiles are being sold cheaper in Armenia than what we’re buying them for from the factory._

Even in the contract you wrote, it’s mentioned that all materials purchased by you—whether it’s profiles, rubber, or anything else—if the client wants an official invoice, we pay directly from our official account to whatever factory you provide the invoice for. For example, if it’s the factory account number, we buy it from there; we pay for everything. If it’s an unofficial invoice from the factory owner, we’ll pay that too. We just don’t want any issues to arise that would challenge you when purchasing your primary goods. The only issue was that we needed to establish a procedure for payments, and checks are also a consideration.

_You say, for example, that you want to be on the project site on Wednesday. I don’t have a settlement issue with you because the initial settlement has already been done._

_We might not have much maneuvering room on settlements either. What if we give you the checks in stages? For example, we give you 50% in cash, 25% with a one- or two-month check, so you can go ahead and buy the goods? We need to plan for that, right?_

_We give a three-month, four-month check, meaning the last checks, and you’ve brought and installed the profiles, so we give you a check for that? We should give two, and when everything’s ready, we give the third check after installation, and it’s done._

_If the installation is on us, whatever the installation costs, I’ll come to you and discuss whether I do the installation myself or assign it to someone else. But for the windows, payment must be settled because I need to take them out of the factory._

_We’re discussing this so I can also have a justification here that the payment is settled before you send it to the project site._

_You give two or three checks, and for the goods I send you, I can cash all of it. You’re fortunately in the manufacturing business and understand that it doesn’t make any difference to you._

_Let’s see how much the project turns out to be, and we’ll decide which of the two options we discussed to execute: either we give 50% (243 million for profiles becomes 408 million, 50% is 200 million, so I have to add 40 million more just to buy the profiles), or the checks need to reach me, so at least I can buy the hardware on time, or I can use the hardware I have and replace it later. Or you could give 70%, and 70% of 400 million would be 250 million._

_One question that came to mind: do you calculate the 10% installation fee after the glass, not the profiles?_

_We calculate the 10% on the entire invoice, including glass and installation, and then add 10% to the total settlement._

_So, in this invoice where 400 million is for aluminum, we separate the 10% installation fee, and you say we should have a separate check for the 10% installation, which would be 70 million. We have 70 million there and 3 million here._

_If the installation is on us, we consider four checks, but if it’s not on us, we consider three checks._

_Are the checks valid? Are you giving the checks yourself?_

_Yes, 90% of the checks are mine. If it’s not mine, like in rare cases, it’s my sister’s check, which is even more reliable._

_We try not to issue checks at all; what usually happens here is that we get checks from our acquaintances to cover the 60% or 50% we give them, on the condition that we receive a check in return, because they were sellers, not factories or companies. Since they’re sellers, we can’t deal with them under the same conditions as we do with factories. After all, sellers can disappear, but at least a factory is stable, and you can go and ask for your profiles. That’s the difference._

_How do we sign the contracts together?_

_It doesn’t matter; you can just prepare the pro forma invoice. It’s okay for us._

I renegotiated the contract with the guys from the company, which they usually handle in a normal way. It was written in the contract, but because the issue of partnership wasn’t raised, I didn’t take it into account. But now they’re saying that with those conditions, we should move forward with a 65% share for you. And with the check that we give you for the 65%, we’ll take a check until you bring the materials to the project site and settle it there. It’s better to work like that, rather than the four-check method—instead, we work on a cash basis, meaning that you give us the check instead of us giving it to you. For the advance payment we give, you give us a check to confirm that we’ve made the advance payment, and when you bring the materials to the project site, we’ll settle the account there.

Are we buying from Akpa? Are we making a purchase?

_It doesn’t matter; you transferred the money to Akpa’s account. Akpa says Sadeghi Marand bought from them, and the money was deposited into the account, for example… At that moment, the factory calls me, saying to check with the owner of the Akpa factory. Our transaction is mutual; for example, we give them checks, and we also get checks from them._

_For instance, I had 700 million worth of goods, and you paid 500 million of it. On what basis should I send the remaining 200 million worth of goods to you, so you can be on-site at the building? After a month, Mr. Mo’tabarzadeh gives me a check. Naturally, I would give you a guarantee check; for example, I give you a check for 1 billion as a guarantee, and I also take a check from you for 2 billion as a guarantee of receiving the checks. If we want to trust each other, we can do that. For instance, we gave a guarantee check to them for the hardware we’re getting from them, and we give them the customers’ checks or our own checks in return. If, God forbid, the check doesn’t clear, they have both the customer’s check and our guarantee check, and they can act on either of them._

_This way, we can come to an understanding with each other. The reality is, you don’t trust me._

_Trust is a separate matter; there are work conditions that require those conditions to be met, so if, for example, the profiles don’t arrive at the project site, action can be taken._

_The guarantee check I give you isn’t just for one project. If that were the case, I would have to give you a check for each project, and that wouldn’t work. Both you and I would be inconvenienced. It might take a week to issue a check, and I might not have my checkbook ready to send to you and so on._

_We should provide a general guarantee check between us for the contract. If an issue arises, you can act on it, and it should be mutual._

—

This translation keeps the detailed conversation intact while making it understandable in English. If there’s anything more you’d like adjusted or clarified, please let me know.

It’s similar to what you mentioned before. In the contract that we have, it’s stated that if you pay 65% of the amount upfront, for example, 500 million tomans, I will provide a check for double that amount as a guarantee to you. The project should proceed normally, and if at any time the work doesn’t progress or there are any issues, you can hold on to that check until everything is resolved.

For example, when I showed you the project, there was nothing mentioned about additional payments or conditions. But now they’re talking about giving the check once you bring the materials to the project site and confirming with someone reliable—like Mr. Mo’tabarzadeh—whether the materials have arrived on-site. If that’s not the case, we won’t proceed further.

So, we call the Akpa factory to confirm the details before working with you.

_You can trust Mr. Sadeghi; he is someone reliable. Let’s work together as we did before. You should make separate contracts for each of your projects. For example, with Mr. Mo’tabarzadeh, we can do two or three projects. But for each project, we’ll need a separate agreement._

_If you are a seller and you have two or three projects, you can proceed with the contracts separately, ensuring everything is settled properly._

Larger projects come with bigger headaches and take more time, while smaller projects might only take 40 or 50 days to complete. They might be less profitable, but they’re also less of a hassle._

_I currently have a project in Bandar Anzali, about 3,500 square meters. We signed the contract in 2019, and so far, I’ve only managed to complete one-third of the windows. I haven’t had time to finish the rest, and the client has paused the project, not having handed over the work units either._

For each project, if we have a contract, it will give both you and us peace of mind._

_Yes, I also think that’s better._

_We can work together for a while, and then, regarding the suggestion I made, we can exchange a guarantee check. This way, I don’t need to come here to draft a contract, take it to the Akpa factory, make the prepayment, and return. This process takes 24 hours, during which something might go wrong._

_That might not work; let’s see how we can move forward. You could start with a sample project like the one in Fasham. That means drafting a sales contract, which I’ll pass on to the team for editing—making any necessary changes. Then we’ll send it to you, and you can add your comments or modifications. If you agree with the changes, indicate so; if not, remove or write that you disagree, and make the changes with a pen so I can see what you’re altering. This way, it’s easier for me to negotiate how we can work together more effectively._

_Is that Fasham project a trial? Have you signed a contract with them?_

_No, we haven’t signed a contract yet, but there’s a good chance the client will sign one with us._

_Alright, then I’ll draft the contract, send it to you, and include the terms in the contract. Review it, and if there are any issues, we can discuss and amend them._

_I know for sure that he’s taken our proforma invoice directly to the client, who was the site supervisor and brought the invoice to our office._

_What system was it? Thermal break?_

_I can deliver the 94 series within a month, but I’ll need to check with the factory to see which series is available. If it’s available, I can supply it._

_Because we are moving forward on a trial basis, there’s no specific profile available in the market right now. What should we do about that profile? For example, you can deliver everything in a month and handle the installation, but the remaining series might take two months. What should we do during those two months? The transportation cost is also an issue. For instance, if I have to pay 7 million tomans to transport all the windows at once, it would be more cost-effective. But if I send them separately, the cost doubles._

_For the TS 140, you mentioned, can the 115 also work?_

_Is the 115 available? I need to check which one is available. Maybe we don’t have the 43, but we do have the 115._

_There would be a 7 million toman difference in transportation costs._

_Yes, it would cost me less and I could deliver it sooner._

_If you want to satisfy the customer and do it in two parts, it’s to our benefit, and we can deliver it sooner. It’s also in the customer’s interest. There’s at least a 16 million toman difference in the fittings, and two 16 million tomans make 32 million tomans._

_There are two windows; one is a 7-meter window that I have to use the 143 series for. We split it into two sections to open from both sides._

_Our profiles are also 6 meters long. If we want to use ready-made profiles, the 6-meter ones are available, but the 7-meter ones are not. Naturally, we would have to order them from the factory unless we split them into two 3.5-meter sections and give the customer a cutting line._

_In the middle, floor, and ceiling?_

_Yes, the leaves stay in place, but the floor and ceiling will have a cutting line._

_Assuming we split it into two sections, let’s discuss with the client whether that cutting line would be an issue for them. If it is, the project might be delayed by two months, or the transportation cost could double. So, consider splitting it into two sections to give us the earliest possible delivery time._

_In fact, the more solid the contract between us, the more likely we’ll be able to handle larger projects. The clearer and more transparent the agreement, the easier it will be to take on bigger projects. Conversely, when things aren’t clear, we tend to be more cautious, avoiding large-scale projects or large sums of money._