The discounted cash flow method has surpassed all others as the primary method of making investment decisions, and opportunity cost has surpassed all others as an essential metric of cash outflow in making investment decisions. For various reasons, the opportunity cost is critical in this form of estimation. First and foremost, the discounted rate applied in DCF analysis is influenced by an opportunity cost, which impacts project selection and the choice of a discounting rate. Using the firm's original assets in the investment means there is no need for the enterprise to utilize funds to purchase the assets, so there is no cash outflow. However, the cost of the assets must be included in the cash outflow at the current market price. Even though the asset does not result in a cash outflow, it can be sold or leased in the market to generate income and be employed in the project's cash flow. The money earned in the market represents the opportunity cost of the asset utilized in the business venture. As a result, opportunity costs must be incorporated into project planning to avoid erroneous project evaluations. Only those costs directly relevant to the project will be considered in making the investment choice, and all other costs will be excluded from consideration. Modern accounting also incorporates the concept of opportunity cost into the determination of capital costs and capital structure of businesses, which must compute the cost of capital invested by the owner as a function of the ratio of human capital. In addition, opportunity costs are employed to determine to price for asset transfers between industries. Comparative advantage versus absolute advantage When a nation, organisation or individual can produce a product or service at a relatively lower opportunity cost compared to its competitors, it is said to have a comparative advantage. In other words, a country has comparative advantage if it gives up less of a resource to make the same number of products as the other country that has to give up more. Using the simple example in the image, to make 100 tonnes of tea, Country A has to give up the production of 20 tonnes of wool which means for every 1 tonne of tea produced, 0.2 tonne of wool has to be forgone. Meanwhile, to make 30 tonnes of tea, Country B needs to sacrifice the production of 100 tonnes of wool, so for each