Exposure. P&L. Margins. Risk.
One platform, twelve modules.

PROCUREMENT

Teams know exactly how much is budgeted, how much is contracted, and how much remains open — without calling three people to reconcile three spreadsheets.

RISK & TREASURY

One consolidated net position — physicals, inventory, hedges, and sales combined — without a gap between what ERP reports and what the trading desk believes.

CFO & LEADERSHIP

Forward exposure by plant, by commodity, by period — in one report delivered every morning. Board-ready visibility without the manual preparation.

OPERATIONAL EFFICIENCY

Manual consolidation that used to take two to three working days now happens overnight. Teams arrive to a ready report — not a morning of data gathering.

VIEW 1

Mark-to-Market P&L

The daily value of your open commodity positions if closed at today's market prices. Calculates across all open physical and derivative positions using live market prices — and produces a budget variance view showing what today's market costs against your committed price.

Risk management · Trading desk · CFO

VIEW 2

Mark-to-Sales P&L

The financial outcome of your current inventory and incoming purchases matched against open sales commitments. Accounts for costs, taxes, tariffs, and freight — so the margin per matched pair reflects what you will actually earn, not what the exchange says you should.

Procurement · Sales · Finance · Key before confirming a sale price

VIEW 3

Realised P&L

The actual commodity P&L on dispatched and closed positions — the physical gain or loss netted with the closed hedge P&L to produce the complete picture. Tracked automatically as positions move from open to closed to realised, giving finance an auditable, position-by-position record.

Finance · CFO · Ground truth for accounting and reporting

VIEW 4 — DIFFERENTIATOR

Structural Margin

The margin earned by converting a raw material into a finished product — calculated using your actual inventory costs, plant yields, recovery rates, and current output prices. The most complex measure to calculate accurately and the one most often replaced with a market benchmark. TransRisk uses the real operational data.

Procurement · Operations · Finance · CFO

FIFO inventory logic

TransRisk processes inventory in FIFO order — the first lot purchased is the first consumed in the margin calculation. Each lot carries its specific landed cost, so the margin on finished product reflects the exact input cost of the raw material that went into it. This is how procurement and finance should be measuring margin — and it is what standard MtM calculations fail to capture.

Landed cost algorithm

For each incoming shipment, TransRisk computes the full landed cost by applying your defined cost components: commodity price, freight, insurance, port handling, import duties, taxes, and adjustments for quality or grade differences. The result is an accurate cost-of-goods number compared directly against sales realisations to produce a true commercial margin — not an exchange-price approximation.

FOR FINANCE & CFO

One source of truth for commodity P&L, margin reporting, and budget variance — without waiting for procurement's weekly reconciliation. Realised P&L is auditable, position by position. Structural margin uses actual inventory costs. Management reporting becomes a daily capability, not a weekly effort.

What was our commodity P&L this month? How does it compare to budget? What is our structural margin by plant?

FOR PROCUREMENT

Buying decisions made without knowing the current structural margin are buying decisions made blind. TransRisk shows MtS P&L on current purchases — what margin is already locked in — and the forward-period margin that will result from upcoming shipments. Procurement becomes a margin management function, not just a cost function.

If I buy at today's price, what margin do I lock in? What is my landed cost for the next shipment?

FOR RISK & HEDGING

The hedge is not separate from the margin — it is part of it. TransRisk allocates derivative P&L to each plant's margin calculation so risk and hedging teams can see whether their hedges are protecting or diluting the structural margin they were designed to support. This closes the loop between the hedge desk and operations.

What is the net margin after hedge P&L allocation? Is the current hedge ratio supporting our target margin?

A single VaR number is not a risk management tool.

Knowing your portfolio VaR is $4.8M at 95% confidence tells you one thing: a 5% chance of losing more than that in a single day. It does not tell you which commodity is driving it, whether your hedges are working, or what you should do next. Risk management requires that second layer of analysis — and most companies do not have it.

Risk is measured after the fact, not before the decision.

The most valuable moment for risk analysis is before a trade is executed, a purchase is committed, or a hedge is placed — not when the weekly report arrives. When risk is reported retrospectively, it describes what happened. When it is available pre-trade, it shapes what happens.

Post-mortem identification of breaches is too late.

Finding out that a limit was breached after the fact gives a risk manager a compliance problem to explain, not a decision to make. The organisations that manage commodity risk well are the ones that see the breach coming and act before it happens.

Monte Carlo Simulation

Generates thousands of possible price paths based on historical volatility and correlation data, then calculates the portfolio loss distribution across all scenarios. The most flexible method — it handles non-linear instruments such as options and exotic derivatives accurately, where parametric methods can distort the result.

Best for: portfolios with significant options or complex derivative positions.

Historical Simulation

Replays your actual portfolio against historical market moves — using the real price changes that occurred in the past to estimate what your current positions would have experienced. Does not assume a normal distribution of returns, which makes it more realistic for commodities that exhibit fat tails and regime shifts.

Best for: commodity positions in markets with established price histories and periodic extreme events.

Parametric VaR

Uses statistical properties — mean, standard deviation, and correlation — to estimate portfolio risk analytically. Faster to compute than Monte Carlo, and appropriate for portfolios of linear instruments where the normality assumption holds reasonably well.

Best for: futures and forward-heavy portfolios where speed of calculation matters.

Price stress scenarios

Apply a defined price move — a 15% drop in CPO, a 20% spike in copper, a simultaneous move in three related commodities — to your current portfolio and see the P&L impact immediately. Scenarios can be defined by your risk team, drawn from historical events, or applied as regulatory stress tests.

Volatility stress scenarios

Change the assumed volatility of a commodity and see how it affects the VaR of the entire portfolio. Particularly relevant for options-heavy books where the relationship between volatility and risk is non-linear and not captured in a standard VaR run.

Exposure stress scenarios

Simulate a change in the underlying physical position — a delayed shipment, a procurement lot that cannot be hedged, a sudden increase in sales commitments — and see the risk impact before the commercial event actually occurs.

Limits that exist on paper but not in practice.

A risk policy that lives in a PDF and is checked monthly is not a risk policy — it is a compliance document. Without a system that tracks positions, P&L, and risk metrics in real time against defined thresholds, the policy is only as effective as the last person who remembered to review it.

Policy drift is silent and cumulative.

No single trade usually blows a limit on its own. Exposure creeps up over days and weeks — each increment small enough that nobody flags it, until the aggregate position is significantly outside policy. By the time the quarterly review identifies the drift, it has been present for weeks.

Informal monitoring creates accountability gaps.

When limit monitoring depends on individuals checking their own positions, the function conflates the monitored with the monitor. Risk governance requires independence: a system that watches the entire book and reports to the right people — regardless of whether the relevant desk wants it to.

By commodity

Set maximum exposure, P&L loss threshold, or VaR limit for each individual commodity — so that concentration risk in any single market is bounded by policy, not by informal awareness.

By trader

Individual trader limits on net exposure and open P&L. As a position approaches the threshold, the system tracks utilisation and alerts at defined warning levels before a breach occurs.

By desk or division

Aggregate limits across a trading desk, procurement division, or business unit — capturing the combined effect of multiple individual positions that each sit within their own limits but together create an oversized concentration.

By market or geography

Limits based on market type (exchange-traded vs. OTC), geography (domestic vs. import vs. export), or instrument type. Essential for organisations managing exposure across multiple markets with different liquidity and risk profiles.

By P&L threshold

Stop-loss limits that trigger at defined levels of realised or unrealised P&L loss — acting as an automatic circuit breaker before a trading or procurement loss escalates beyond the policy boundary.

By VaR

Portfolio and component VaR limits — so that the statistical risk of the book is bounded, not just the nominal position size. Separate limits for physical exposure, open derivatives, and combined book exposure.

FOR THE CFO

Is our commodity risk within the boundaries the board approved? With manual monitoring, this question gets answered weekly at best. With TransRisk, the answer is available every morning — across every desk, every commodity, and every metric the policy defines. Board-level risk reporting becomes a daily capability rather than a quarterly exercise.

FOR THE CHIEF RISK OFFICER

Policy enforcement is only as strong as the weakest link in the monitoring chain. TransRisk eliminates the weakest links by removing human memory and individual vigilance from the enforcement process. Every limit is checked every day. Every breach is logged. Every notification is time-stamped. The evidence is there to demonstrate that policy was enforced.

FOR COMPLIANCE

An auditable, time-stamped record of every limit breach, warning alert, and notification gives compliance teams what they need for internal review, regulatory examination, or board audit committee reporting. The question "were our risk limits in force and monitored during this period?" has a documented, searchable answer.

The data is ready. The report is not.

By the time someone has pulled the exposure file from ERP, added the broker positions, checked the hedge ratios, and formatted it for the risk meeting — it is mid-morning and the market has moved. The information is accurate as of yesterday. The meeting is now.

Different teams, different spreadsheets, different numbers.

The trading desk has one version. Finance has another. The risk manager has a third. When the CFO asks a question in the board meeting, nobody can immediately agree on the number. This is not a data problem — it is a reporting architecture problem.

Reports built for the person who builds them, not the person who reads them.

A report designed by the risk analyst reflects what the risk analyst considers important. The CFO, the procurement head, and the desk trader need entirely different views of the same data — and rarely get them. Everyone reads the same report and extracts their own slice manually.

NET EXPOSURE

By commodity, plant, and division — with trending against prior periods

P&L

Open MtM, mark-to-sales, closed, and realised in the same view

STRUCTURAL MARGINS

Current margin against budget, by plant and commodity

RISK METRICS

VaR and limit utilisation with visual indicators for approaching thresholds

POSITION STATUS

Open, closed, and realised positions segmented clearly — nothing conflated

HEDGE RATIOS

Current coverage against policy targets with alert indicators

Executive / CXO

One-screen enterprise summary: net exposure by commodity, structural margin vs. budget, portfolio VaR against policy limit, limit utilisation across all desks, and realised P&L for the current period. Available as a standalone screen or a distribution-ready report.

Risk Manager

Full portfolio view with VaR decomposition, limit utilisation heat map, breach alert log, and scenario summary. The risk manager's starting point for the day: which limits are approaching, have any breaches occurred overnight, what are open stress scenarios showing.

Trading Desk

Position-level detail for each commodity traded: open exposure, current P&L, hedge ratio, limit utilisation, and pending rollovers or expirations. Built for speed — book status and available headroom assessable within sixty seconds of opening the platform.

Procurement

Pending purchase commitments, incoming shipment status, landed cost estimates, mark-to-sales P&L for committed purchases, and structural margin by commodity and supplier. Gives procurement the financial context for each buying decision — not just the price, but what it looks like against forward sales.

Finance / CFO

Realised P&L by period, budget variance, structural margin by plant, and a reconciliation-ready view of closed positions. Built for accuracy and auditability — numbers that feed into management accounts and board reporting, with position-level detail on drill-down.

For operational teams

The dashboard is a working tool — updated every morning, navigable to position level. The trading desk checks it before executing. Procurement checks it before confirming a purchase. Risk checks it before the morning meeting. It replaces the spreadsheet consolidation that was consuming the first two hours of every working day.

For management reporting

The same data that operational teams use each morning feeds the weekly risk summary, the monthly margin report, and the quarterly board pack. No separate consolidation step. No risk of the management number disagreeing with the operational number. The CFO and the desk head are looking at the same figure — one at the summary level and one at the position level.

The number changes depending on where you look.

ERP says one thing. The broker statement says another. The trading system is somewhere in between. When the three sources disagree, someone has to arbitrate — and the arbiter is usually a spreadsheet that nobody fully trusts.

Out-of-system positions are systematically ignored.

Positions entered manually, held at a counterparty without a connected system, or structured outside the normal workflow are routinely excluded from consolidated reporting. The exposure exists. The analytics do not see it.

The morning consolidation delays every downstream decision.

Until the data is clean and consolidated, the analytics cannot run. For organisations that consolidate manually, risk managers, traders, and procurement teams are working from yesterday's numbers for the first two hours of every morning.

ROLE-BASED ACCESS

User roles — trader, risk manager, procurement, finance, executive, compliance — are defined during implementation. Each is assigned a default set of accessible modules, dashboards, and data dimensions, customisable to match your actual accountability structure.

DESK & COMMODITY SEGREGATION

For organisations with multiple desks or commodity divisions that should not see each other's positions, TransRisk supports segregation at the desk and commodity level. A copper trader does not see the aluminium book. A regional procurement team does not see another region's positions.

SENSITIVE FIELD CONTROL

Counterparty names, contract terms, and hedge instrument details can be restricted to specific roles even within the same function. Field-level permissions allow these to be controlled independently of broader role access. Named licences apply to data-entry roles; read-only dashboard access for management carries no additional per-seat cost.