The strongest monthly print-volume estimate comes from recent meter readings or supplier records. Where those are unavailable, measure a representative period, separate mono and colour output, account for known peaks and record the assumptions used.
The estimate does not need false precision. It needs to be clear enough for suppliers to size equipment and calculate proposals on the same basis.
Use the Best Available Evidence
Use evidence in this order where practical:
- device meter readings;
- recent service or usage invoices;
- a print-management or managed-print report;
- a representative sample period;
- a documented user-and-workflow estimate.
Do not mix figures from different periods without explaining the method.
Method 1: Compare Meter Readings
Record the mono and colour meters at the start and end of a normal period.
| Meter | Start | End | Difference |
|---|---|---|---|
| Mono | |||
| Colour | |||
| Other relevant meter |
For a 30-day period, the difference provides a direct monthly estimate.
Before using the result, check:
- whether the period contained holidays or closures;
- whether a major project distorted the figure;
- whether the device was unavailable;
- whether all office printing passed through that device; and
- whether the meter definitions match the supplier’s charging method.
Photograph or export the readings so the source can be retained.
Method 2: Use Invoices or Usage Reports
A service invoice or reporting dashboard may already show chargeable mono and colour output.
Check:
- the exact date range;
- whether the figure is actual or estimated;
- whether minimum billing is shown instead of actual use;
- which devices are included;
- whether copied pages are included;
- whether decommissioned devices remain in the report; and
- whether the report separates mono and colour.
Use actual usage rather than the billed minimum where the purpose is to estimate workload. Record minimum billing separately for cost comparison.
Method 3: Measure a Representative Week
Where no reliable history exists, record output for a normal working week and convert it to a monthly estimate.
Illustrative example:
- 800 mono pages in a representative week;
- 120 colour pages in the same week;
- monthly working estimate using 4.3 weeks:
– mono: 800 × 4.3 = 3,440 pages; – colour: 120 × 4.3 = 516 pages.
These figures are examples only. The method is more important than the numbers.
Repeat the measurement if the chosen week was unusual.
Method 4: Build the Estimate From Workflows
For a new office or new process, estimate the documents rather than asking people to guess a total.
For each team, record:
| Team or process | People or events | Pages each time | Frequency | Mono or colour | Monthly estimate |
|---|---|---|---|---|---|
Examples of measurable inputs include:
- packs produced for a regular meeting;
- invoices or statements printed each week;
- onboarding documents per new starter;
- forms produced for each appointment;
- labels or cover sheets per order;
- classroom or training materials per session; and
- month-end or year-end report packs.
Do not assume that every employee prints the same amount.
Include Every Device
Hidden volume is easy to miss where teams use:
- desktop printers;
- label or specialist printers;
- home-office devices;
- another department’s shared printer;
- a second site; or
- outsourced printing.
Record which output is expected to move to the proposed device and which will remain elsewhere.
A fleet total should not be assigned to one machine without checking device locations and workload.
Separate Mono and Colour
Estimate mono and colour independently.
Review:
- documents that genuinely require colour;
- documents currently printed in colour because of default settings;
- charts or logos that trigger colour counting;
- teams with a higher colour requirement;
- seasonal marketing or presentation work; and
- whether mono defaults are acceptable.
The cost-per-page guide explains why this split matters when proposals are calculated.
Record A3 and Other Unusual Output
A3 may affect device selection even when it represents a small share of total volume.
Record:
- A3 printing;
- A3 copying;
- larger originals that require scanning;
- envelopes, labels or specialist media;
- unusually long print runs; and
- finishing requirements.
Use the A3 or A4 guide to decide whether larger-paper capability should remain on site.
Adjust for Peaks Without Hiding Them
A simple monthly average can conceal operational peaks.
Record separately:
- month-end;
- financial year-end;
- admissions or enrolment periods;
- campaigns;
- project deadlines;
- seasonal demand;
- training events; and
- planned business changes.
Do not add an arbitrary percentage without explaining it. State the normal estimate and the known peak requirement.
Suppliers can then explain whether the proposed device can handle the peak without oversizing the normal setup.
Account for Business Changes
Add a separate note for changes expected during the proposal period:
- staffing increase or reduction;
- office move;
- process digitisation;
- consolidation of devices;
- new branch or department;
- reduced paper use;
- new scanning workflow; or
- temporary project demand.
A forecast should distinguish measured current use from expected future use.
Avoid Common Estimation Errors
Do not:
- use the billed minimum as actual volume;
- combine mono and colour into one figure;
- choose an unusually busy week without adjustment;
- ignore small printers;
- double-count copied pages from both a meter and a team estimate;
- count scans as printed pages without checking;
- apply the same per-person figure to every role; or
- present a broad guess as measured evidence.
Write down the source and date beside every figure.
Prepare the Supplier Brief
Provide:
- normal monthly mono pages;
- normal monthly colour pages;
- known peak levels;
- A3 or specialist output;
- number and location of devices;
- current evidence source;
- expected business changes; and
- any uncertainty.
Use the same brief for every supplier.
After installation, compare actual readings with the estimate. The purpose is not to prove the original figure perfect; it is to correct the baseline before a large difference becomes normal billing.
Questions to Ask
- Which evidence did we use?
- Is the period representative?
- Have mono and colour been separated?
- Are all current devices included?
- Have minimum-billed pages been confused with actual use?
- What peak demand must the device handle?
- What output is moving to the new device?
- What business changes affect the forecast?
- How will actual usage be reviewed after installation?
- Are all suppliers quoting from the same estimate?
Produce a Traceable Estimate
A useful volume estimate can be explained and updated. Start with meters or records, use a representative sample where necessary, separate mono and colour, show peaks and record future changes.
That gives suppliers a consistent workload and gives the business a baseline it can check later.