The next rack becomes a decision again instead of a commitment
Machines you already own do measurably more work, which turns an order you were about to place back into a choice you can make later with better information.
Capacity planning is mostly a bet on a date. You commit now for demand you expect later, and the cost of being wrong in one direction is an outage while the cost of being wrong in the other is a rack of idle metal.
When the machines you already have do more work, the bet gets smaller. The order does not disappear — it moves, and it moves to a point where you know more than you do today.
For a business planning a launch, that is the difference between buying for the peak and idling for the other fifty-one weeks, and buying for the peak when the peak is close enough to see.
We report capacity gained and cost avoided separately and never add them together. They are genuinely different things, and a single blended percentage would be the most flattering number we could print and the least useful one you could act on.