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Linear Programming: Slack, Shadow Prices and the Maximum Price for Extra Resources

ICAN Skills, Performance Management. Syllabus area C: Decision making techniques.

13 min read · Updated 8 November 2026

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In this part

A plastics factory in Ikeja has finished its production plan with a linear programme. The plan says: make 400 of one product and 200 of the other, and use every kilogram of material and every labour hour. The production manager then asks two questions that the plan itself does not answer. If the supplier offers ten more kilograms of material, how much is that worth to us?

And the machine shop shows spare hours on the plan: why are they not used? The answers are the shadow price and the slack of each limit.

This topic explains both, how to find them by hand with simultaneous equations, how to use a shadow price to set the most that should be paid for an extra unit of a scarce resource, the range over which a shadow price holds, and the limits of the method. It builds on the earlier topic on linear programming: formulation and graphical solution.

The next topic covers price elasticity of demand and the factors that influence price.

In 30 seconds

At the optimum of a linear programme some limits are binding: they are fully used and they decide the answer. The others are non-binding and have slack, which is the amount unused (limit − use).

The shadow price (also called the dual price) of a binding limit is the amount by which the optimum contribution rises if one more unit of the resource is available, or falls if one unit less is available. A non-binding limit has a shadow price of zero, because more of a resource that is already unused adds nothing.

To find a shadow price, change the limit by one unit, re-solve the two binding equations, and take the change in contribution; or solve the dual equations.

The most to pay for an extra unit of a scarce resource is its normal price plus its shadow price, because the shadow price is the contribution already earned from using the unit, so the extra cost above the normal price is worth paying up to the shadow price. A shadow price holds only over a range, until another limit becomes binding.

Full marks come from identifying the binding limits, showing the one-unit method and stating the range and the decision.

Binding limits, slack and shadow prices

A linear programme maximises contribution (the objective function) subject to limits on materials, labour, machine time and so on. At the optimum, two ideas describe each limit.

  • Binding limit. The optimum plan uses all of the resource. The limit is part of the corner point that gives the best answer. Relaxing it would raise contribution; tightening it would lower contribution.
  • Non-binding limit. The optimum plan leaves some of the resource unused. The unused amount is the slack. The limit is not touching the optimum corner, so changing it a little changes nothing.
  • Shadow price. The change in the best contribution from one more unit (or one less) of a binding resource. For a non-binding limit it is zero.

The shadow price is a marginal idea. It tells management what the last unit of the resource is worth, in contribution, when the plan is re-optimised. It is also the opportunity cost of using that unit for something else, and so it is the amount to add to the normal price of the resource when a decision uses up that scarce resource.

Binding and non-binding limits at the optimumA graph of two products with three limit lines. The materials and labour lines cross at the optimum corner and are binding. The machine line lies above the corner, so it is non-binding and has slack.materialslabourmachine (slack)optimumproduct AB

Why a non-binding limit has no shadow price

If 100 machine hours are idle, a further machine hour adds nothing to contribution. The shadow price of machine time is zero, and a manager should not pay anything extra for it.

Using the shadow price

  • Maximum price for extra resource. If a resource normally costs ₦150 an hour, and its shadow price is ₦66.67, then up to ₦216.67 an hour can be paid for extra hours without making the company worse off. Above that price, the extra hours cost more than the contribution they bring.
  • Relevant cost of using a scarce resource. The relevant cost is the cash cost plus the shadow price, because using it for one job gives up the contribution it would earn elsewhere.
  • Transfer pricing and capital rationing. The shadow price supports an opportunity cost for a supplying division that is short of capacity.
  • Valuing a variance. A material usage variance is worth the standard cost of the material plus its shadow price, if the material is scarce.

Range of validity, usefulness and limits

A shadow price is valid only while the same limits stay binding. If a limit is relaxed far enough, a new limit becomes binding and the shadow price changes. The range is found by changing the limit as a symbol and finding the values at which another limit binds or a product falls to zero.

Beyond the range, the shadow price is worth less, and in the end falls to zero.

Uses: it values scarce resources, guides how much to pay for more, and shows where it is worth spending to remove a bottleneck.

Limits: it is valid only for small changes within a range; it assumes that all the figures, including contribution per unit, are certain and linear; it concerns one limit at a time; it is only as good as the model; and it does not show other effects of getting more of the resource, such as extra overheads or quality problems.

Dual prices of demand limits and non-limiting resources

Every constraint has a dual price, not only the resource limits. A sales demand limit has a dual price too: the extra contribution from being able to sell one more unit. A non-limiting constraint has a dual price of zero, because adding more of something already left unused changes nothing.

The dual price is always expressed in the unit of its own constraint, so a labour limit gives a figure per hour (or per minute) and a demand limit a figure per unit. Slack is read the same way: positive slack means the resource is not fully used, zero slack means the limit binds, and a negative figure would mean that the plan breaks the limit and is not feasible.

In a maximisation problem relaxing a “less than or equal to” limit can never reduce contribution, so these dual prices are never negative.

Example 3: a demand limit and idle machines. Product B earns ₦10 a unit and product C ₦30. Each B uses 30 minutes of machine 1, 40 minutes of machine 2 and 20 minutes of skilled labour. Each C uses 10, 45 and 30 minutes. Daily limits: machine 1 900 minutes, machine 2 1,800 minutes, skilled labour 900 minutes, and demand for C 20 units. Required: the plan, the slack and the dual prices.

  1. Binding limits.
    The demand limit y = 20 and skilled labour 20x + 30y = 900 bind.
    Then 20x + 600 = 900, so x = 15.
    Contribution = 10 × 15 + 30 × 20 = ₦750 a day.
  2. Slack.
    Machine 1 used = 30 × 15 + 10 × 20 = 650, slack 250 minutes.
    Machine 2 used = 600 + 900 = 1,500, slack 300 minutes.
    Both dual prices are zero.
  3. Skilled labour.
    With 901 minutes: 20x + 600 = 901, so x = 15.05
    contribution = 150.50 + 600 = 750.50.
    Dual price = ₦0.50 a minute, ₦30 an hour.
  4. Demand for C.
    With y = 21: 20x = 900 − 630 = 270, so x = 13.5
    contribution = 135 + 630 = 765.
    Dual price = ₦15 per extra unit of demand, because one more C earns ₦30 but displaces 1.5 units of B worth ₦15.
  5. Use. Marketing that created one extra unit of daily demand for C would be worth up to ₦15 a unit, and skilled labour up to ₦30 an hour above its normal rate. Additional machine time is worth nothing.

Finding slack and shadow prices

  1. Find the optimum. Solve the two binding equations simultaneously to get the plan, and calculate the contribution.
  2. Slack. For each limit, limit − use of the plan. Zero slack means binding.
  3. Shadow price by a one-unit change. Add one unit to the binding limit, re-solve the two equations, calculate the new contribution and subtract the old.
  4. Shadow price by the dual equations.
    For two products and two binding resources, write one equation for each product: (use of resource 1 per unit × price 1) + (use of resource 2 per unit × price 2) = contribution per unit.
    Solve for the two shadow prices.
  5. Check. Total resource × shadow price, added across the binding resources, equals the total contribution.
  6. Maximum rate for extra units. Normal price + shadow price.

Money is in naira, shadow prices to two decimal places, and each answer is rounded once, at the end.

Worked examples

Example 1: slack and shadow prices. A factory makes products A and B. A contributes ₦400 a unit and B ₦300. Each A needs 2 kg of material, 1 labour hour and 1 machine hour. Each B needs 1 kg, 2 labour hours and 1 machine hour. Available: 1,000 kg of material (normal price ₦90 a kg), 800 labour hours (normal rate ₦150) and 700 machine hours.

Required: the optimum plan, the slack, the shadow prices and the most to pay for extra material and labour.

  1. Binding limits.
    Material and labour: 2A + B = 1,000 and A + 2B = 800.
    Multiply the first by 2: 4A + 2B = 2,000.
    Subtract the second: 3A = 1,200, so A = 400, and B = (800 − 400) ÷ 2 = 200.
  2. Contribution.
    400 × 400 + 200 × 300 = 160,000 + 60,000 = ₦220,000.
  3. Slack.
    Machine hours used = 400 + 200 = 600
    slack = 700 − 600 = 100 hours.
    Machine time is non-binding, so its shadow price is zero.
  4. Dual equations. Let m = the shadow price of material and l = that of labour.
    For A: 2m + l = 400.
    For B: m + 2l = 300.
    Multiply the first by 2: 4m + 2l = 800.
    Subtract the second: 3m = 500, so m = ₦166.67 per kg and l = 400 − 333.33 = ₦66.67 per labour hour.
  5. One-unit check, labour.
    With 801 hours: A + 2B = 801 and 2A + B = 1,000 give B = 200.67, A = 399.67
    contribution = 159,867 + 60,200 = 220,067, up by ₦66.67.
    Correct.
  6. Check on the total.
    1,000 × 166.67 + 800 × 66.67 = 166,670 + 53,336 = ₦220,006, which agrees with ₦220,000 apart from rounding.
  7. Maximum prices.
    Labour 150 + 66.67 = ₦216.67 an hour.
    Material 90 + 166.67 = ₦256.67 a kg.

Example 2: how far does the shadow price hold? In Example 1, labour hours rise to L while material stays at 1,000 kg. Required: the range of L for which the shadow price of ₦66.67 is valid, and the value of an extra 300 hours.

  1. Solve with L.
    2A + B = 1,000 and A + 2B = L give A = (2,000 − L) ÷ 3 and B = (2L − 1,000) ÷ 3.
  2. Lower end. B cannot be negative: 2L − 1,000 ≥ 0, so L ≥ 500.
  3. Upper end.
    Machine time must stay within 700: A + B = (1,000 + L) ÷ 3 ≤ 700, so L ≤ 1,100.
  4. Value of 300 extra hours.
    From 800 to 1,100 hours, every hour is worth ₦66.67: 300 × 66.67 = ₦20,000.
    Beyond 1,100 hours, machine time binds and the price changes.
  5. Comment. Overtime at up to ₦216.67 an hour is worth buying within this range, provided that the extra material is also available; labour alone cannot raise output without it.

Expect variants: a question that gives the plan and asks only for slack and the shadow price by the dual method, one with a minimum-output constraint, or a request to explain the meaning and limits.

Using shadow prices to set the highest overtime rate

The dual (shadow) price of a binding resource is found from the dual equations: for each product, the shadow prices of the resources it uses, weighted by usage, equal its contribution. Example. A earns ₦600 and B ₦400; skilled labour limit 4A + 2B = 1,000, unskilled A + 3B = 800 (both binding). Solving gives B = 220, A = 140 and contribution ₦172,000. Dual equations: 4x + y = 600; 2x + 3y = 400 gives x = ₦140 (skilled) and y = ₦40 (unskilled); check 140 × 1,000 + 40 × 800 = ₦172,000.

The shadow price is the most the firm should pay above the normal rate for an extra hour: if skilled labour normally costs ₦100 an hour, the highest overtime rate is 100 + 140 = ₦240; for unskilled labour at ₦60, 60 + 40 = ₦100. Non-binding resources have a shadow price of zero. The prices hold only for a limited range of extra hours.

Common mistakes

  • Giving a shadow price to a non-binding limit. It is zero.
  • Quoting the shadow price as the price to pay. The maximum price is the normal price plus the shadow price.
  • Changing the wrong limit. Change only the limit whose shadow price is wanted.
  • Forgetting the range. A shadow price is valid over a range only.
  • Mixing up slack and shadow price. Slack is unused resource, in units; the shadow price is value per unit.
  • Rounding too early. Keep decimals until the final answer.

Quick revision

  • Binding: fully used, positive shadow price. Non-binding: slack, shadow price zero.
  • Shadow price = change in optimum contribution for one more unit of a binding resource.
  • Find by one-unit change or by the dual equations; check that resource × price adds to total contribution.
  • Maximum price for extra units = normal price + shadow price.
  • Valid over a range only; assumes certainty and linearity.

How the marks are earned

  • Explain: binding, slack and shadow price, one mark each with a use.
  • Calculate: the two equations, the plan, each shadow price and the check.
  • Advise: maximum rate, range and limits.

Practice questions

These are original questions, written in the style of the Skills examination. Work each one before you open the answer.

Recall check: multiple choice

Question 1. A binding limit at the optimum is one that:

  1. Has unused resource
  2. Is fully used
  3. Has a negative price
  4. Is not in the model
Show the answer

B. It forms the optimum corner.

Question 2. Slack is:

  1. The value of a unit
  2. The shadow price
  3. The contribution per unit
  4. The amount of a resource left unused
Show the answer

D. Limit less use.

Question 3. The shadow price of a non-binding limit is:

  1. Zero
  2. The normal price
  3. The contribution
  4. Infinite
Show the answer

A. More of an unused resource adds nothing.

Question 4. The shadow price of a binding resource is the:

  1. Cost of storing it
  2. Cost of buying it
  3. Change in optimum contribution from one more unit
  4. Tax on it
Show the answer

C. It is also the opportunity cost of a unit.

Question 5. The most to pay for an extra unit of a scarce resource is:

  1. The shadow price only
  2. The normal price plus the shadow price
  3. Zero
  4. The normal price less the shadow price
Show the answer

B. Above that the unit costs more than it earns.

Question 6. A shadow price holds:

  1. Over a limited range
  2. Forever
  3. Only at zero
  4. For any quantity
Show the answer

A. Until another limit binds.

Question 7. Shadow prices can be found by:

  1. Guessing
  2. Averaging
  3. Changing the binding limit by one unit and re-solving
  4. Ignoring the limits
Show the answer

C. The dual equations give the same result.

Question 8. A limitation of shadow prices is that they:

  1. Never change
  2. Apply to any change
  3. Ignore constraints
  4. Assume certainty and hold only for small changes
Show the answer

D. They also treat one limit at a time.

Question 9. If machine time has 100 idle hours, an extra machine hour is worth:

  1. Nothing to the plan
  2. The contribution of a unit
  3. The shadow price of labour
  4. The cost of overtime
Show the answer

A. Machine time is non-binding.

Question 10. Resource quantity times shadow price, added over the binding resources, equals:

  1. Fixed cost
  2. Slack
  3. The total optimum contribution
  4. Sales revenue
Show the answer

C. It is a useful check.

Section B style: written questions

Question 11 (10 marks). (a) Explain binding limits, slack and shadow prices. (6 marks) (b) State FOUR uses of shadow prices. (4 marks)

Question 12 (15 marks). A company maximises contribution of ₦50 on each unit of X and ₦40 on each unit of Y. Assembly: 2X + Y ≤ 800 hours (normal rate ₦12). Finishing: X + 3Y ≤ 900 hours (normal rate ₦8). Packing: X + Y ≤ 600 hours.

(a) State the objective function and constraints. (4 marks) (b) Find the optimum plan and contribution. (4 marks) (c) State the slack. (2 marks) (d) Calculate the shadow prices of assembly and finishing, and the most to pay per hour for extra hours of each. (5 marks)

Question 13 (20 marks). Using Question 12, assembly hours may rise to H with the other limits unchanged.

(a) Find the range of H for which the shadow price of assembly is valid. (6 marks) (b) Calculate the value of 100 extra assembly hours. (3 marks) (c) A supplier offers 100 extra assembly hours at ₦30 an hour. Advise. (4 marks) (d) Discuss the usefulness and limits of shadow prices. (7 marks)

Model answers

Show the model answer to Question 11

(a) A binding limit is fully used at the optimum and decides the plan (2). Slack is the amount of a non-binding resource left unused; the shadow price of such a limit is zero (2). The shadow price of a binding limit is the change in optimum contribution from one more unit of the resource (2).

(b) Any four:

  • the maximum price to pay for more of the resource
  • the relevant cost of using it
  • a transfer price where capacity is short
  • valuing a usage variance
  • deciding where to remove a bottleneck (1 each)
Show the model answer to Question 12

(a) Maximise 50X + 40Y subject to 2X + Y ≤ 800; X + 3Y ≤ 900; X + Y ≤ 600; X, Y ≥ 0 (4).

(b)

  1. Assembly and finishing bind.
    2X + Y = 800 and X + 3Y = 900.
  2. Multiply the first by 3: 6X + 3Y = 2,400
  3. subtract the second.
    5X = 1,500, X = 300
  4. Y = 800 − 600 = 200.
  5. Contribution 50 × 300 + 40 × 200 = 15,000 + 8,000 = ₦23,000 (4).

(c) Packing used 500, slack 100 hours; assembly and finishing have none (2).

(d)

  1. Let a and f be the shadow prices.
    2a + f = 50 and a + 3f = 40.
  2. Multiply the first by 3: 6a + 3f = 150
  3. subtract.
    5a = 110, a = ₦22
  4. f = 50 − 44 = ₦6.
  5. Maximum rate.
    assembly 12 + 22 = ₦34 an hour
  6. finishing 8 + 6 = ₦14 an hour.
  7. Check.
    800 × 22 + 900 × 6 = 17,600 + 5,400 = 23,000 (5).
Show the model answer to Question 13

(a)

  1. With H.
    2X + Y = H and X + 3Y = 900 give X = (3H − 900) ÷ 5 and Y = (1,800 − H) ÷ 5.
  2. X ≥ 0 needs H ≥ 300; Y ≥ 0 needs H ≤ 1,800; packing X + Y = (2H + 900) ÷ 5 ≤ 600 needs H ≤ 1,050.
  3. So the shadow price holds for H from 300 to 1,050 hours (6).

(b) From 800 to 900 hours is inside the range: 100 × 22 = ₦2,200 (3).

(c)

  1. The maximum rate is ₦34 an hour.
  2. At ₦30 an hour the offer is below that: each hour costs 30 and brings 22 extra contribution over its normal cost of 12, so the extra net gain is 34 − 30 = ₦4 an hour, ₦400 for 100 hours.
  3. Accept, provided finishing hours are also available, because the plan depends on both (4).

(d) Usefulness: values scarce resources; sets a ceiling on the price for more; shows bottlenecks; supports transfer prices and relevant costs. Limits: valid only within a range; assumes certainty and linear costs; changes one limit at a time; ignores side effects such as extra overheads (7).

Pathfinder on Linear programming: slack and shadow prices

These are the ICAN Pathfinder questions that test this topic. ICAN owns the questions and the suggested solutions, so we point you to them and do not copy them. Open your Pathfinder, attempt each question under exam conditions, then check your answer against the notes above.

May Diet, 2025: Question 3 (20 marks)

LP formulation, simultaneous equations, shadow prices as overtime limits, single-product choice.

Revise first: Finding slack and shadow prices

November Diet, 2023: Question 1 (30 marks)

LP objective and constraints, optimum plan, dual prices by one-unit change, slack, ways to overcome capacity limits.

Revise first: Finding slack and shadow prices

May Diet, 2021: Question 1 (40 marks)

LP concept and uses; cost-plus prices; optimal output; shadow prices (e: NPV/IRR outside course).

Revise first: Finding slack and shadow prices

Source: ICAN Pathfinder, Performance Management. Diets covered: March/July Diet, 2020 to May Diet, 2026. All 13 diets in the Pathfinder are mapped.

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  21. Break-even charts and profit-volume charts21
  22. Multi-product CVP analysis and its limitations22
  23. Limiting factors: allocating a single scarce resource23
  24. Linear programming: formulation and graphical solution24
  25. Linear programming: slack and shadow prices25 here
  26. Price elasticity of demand and the factors that influence price26
  27. Demand and cost functions: profit-maximising price and output27
  28. Cost-based pricing: cost-plus and relevant-cost pricing28
  29. Market-based pricing: skimming, penetration and other strategies29
  30. Make-or-buy and outsourcing decisions30
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  33. Expected values and decision rules: maximax, maximin and minimax regret33
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  35. Value of perfect and imperfect information35
  36. Budgetary systems and types of budget: choosing the right one36
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  41. High-low method and cost estimation for budgets41
  42. Correlation, regression and time series for budgeting and forecasting42
  43. Learning curve: learning rate and learning effect43
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  45. Standard costing: uses, how standards are set and types of standard45
  46. Basic variances: material, labour and idle time46
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  48. Labour mix and yield variances48
  49. Sales mix and quantity variances49
  50. Planning and operational variances: revised budget, sales, market size and market share50
  51. Planning and operational variances for materials and labour51
  52. Overhead variances and reconciling budgeted and actual profit at Skills level52
  53. Behavioural effects of variances: motivation, JIT and TQM53
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  55. Liquidity, solvency and efficiency ratios55
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  57. Short-termism and financial manipulation of results57
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  59. The balanced scorecard59
  60. The Fitzgerald and Moon building block model60
  61. Performance measurement in not-for-profit organisations61
  62. Value for money as a public sector objective62
  63. Divisional performance: return on investment and residual income63
  64. Economic value added (EVA)64
  65. Transfer pricing methods and the optimal transfer price65
  66. Transfer pricing: problems, tax and repatriation of funds66
  67. Value chain analysis for performance management67
  68. Complex business structures: alliances, joint ventures and supply chains68
  69. The performance pyramid69
  70. Value-based management70
  71. Corporate failure and life cycle issues71
  72. The Z-score and other quantitative failure models72
  73. The Argenti model and qualitative failure prediction73
  74. Preventing corporate failure and performance improvement strategies74
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