Project SunRise Oils — Implementation Roadmap
The phased delivery approach from mobilisation through build and commissioning to scale-up, the Gantt chart, the critical milestones, the critical path and project governance.
Section 9 · Business Plan
Implementation Roadmap
The phased delivery approach from mobilisation through build and commissioning to scale-up, the Gantt chart, the critical milestones, the critical path and project governance.
9.1 Phased Delivery Approach
The expansion programme is delivered in four sequenced phases over a
30-month horizon, structured to minimise execution risk, optimise
capital deployment, and ensure that revenue acceleration occurs
progressively as new capacity is commissioned. Each phase has a defined
gate review with the Investment Committee and key debt-financier
representatives, ensuring continuous oversight.
Phase 1 — Mobilisation (Months 0–7)
- Funding close, legal documentation, security
registration. - Site engineering, environmental impact assessment (EIA)
submission and approval. - Equipment procurement and long-lead-time order placement
(crushing line, refining tower, bottling lines). - Project Management Office (PMO) staff-up; engagement of EPCM
contractor. - Commencement of farmer offtake contracting for the next harvest
cycle.
Phase 2 — Build (Months 4–16)
- Civil works for silo expansion, plant building, and bottling
hall. - Installation of crushing line, solvent extraction unit, and
desolventiser-toaster. - Installation of NBD refining plant.
- Installation of two new bottling lines.
- Solar PV array construction (8 MW, dual phase: 4 MW Months 6–10,
4 MW Months 11–15). - Logistics and warehousing infrastructure ramp-up.
Phase 3 — Commissioning (Months 15–22)
- Mechanical and process commissioning, site acceptance testing
(SAT). - FSSC 22000 audit and certification refresh.
- Pilot production batches, customer qualification trials.
- Marketing and brand-launch programme for the consumer
label. - Initial commercial production for crude oil and refined
oil.
Phase 4 — Scale-up (Months 22–30)
- Ramp to full nameplate capacity utilisation across all
lines. - SADC export market activation (Botswana, Zimbabwe,
Namibia). - Optimisation, debottlenecking, energy-intensity tuning.
- Initiation of sustainability reporting cycle and integrated
annual report.
9.2 Gantt Chart
9.3 Critical Milestones
| Mo | Milestone | Phase | Dependency / Risk |
|---|---|---|---|
| M0 | Funding close & legal documentation | Mobilisation | Lender / equity sponsor diligence |
| M3 | EIA approval | Mobilisation | Regulatory timeline; mitigation: pre-engagement |
| M5 | Equipment supplier contracts placed | Mobilisation | OEM lead time 9–12 months |
| M9 | Civil works substantially complete | Build | Weather, contractor capacity |
| M12 | Crushing line installation complete | Build | Equipment delivery |
| M14 | First crude oil production | Build → Comm. | Mechanical handover |
| M15 | Refining tower mechanical handover | Commissioning | Skid integration |
| M16 | Bottling lines mechanical handover | Commissioning | Packaging supply chain |
| M17 | First refined oil pilot batch | Commissioning | QA sign-off |
| M19 | FSSC 22000 audit complete | Commissioning | Audit body availability |
| M20 | Brand launch into national retail | Commissioning | Listing approvals secured |
| M22 | Full nameplate operating rate | Scale-up | Operational readiness |
| M24 | First SADC export shipment | Scale-up | Distributor activation |
| M28 | Steady-state Year 3 P&L profile | Scale-up | Demand realisation |
| M30 | Programme close & lessons-learned | Scale-up | Final acceptance |
9.4 Critical Path & Dependencies
The critical path runs from funding close (M0) through equipment
procurement (M3–M5), civil works (M4–M9), crushing line installation
(M8–M12), refining commissioning (M15–M19), and into commercial
production (M22). The longest single dependency is OEM equipment lead
time (9–12 months for the refining tower and 6–9 months for the crushing
line), which is mitigated by early order placement and dual-sourcing of
long-lead components.
9.5 Project Governance
A dedicated Project Management Office (PMO) is established at funding
close, reporting weekly to the COO and monthly to the Investment
Committee and lead lenders. The PMO maintains: (i) integrated project
schedule with weekly variance reporting, (ii) capital expenditure
tracking with monthly cost-to-complete forecasts, (iii) risk register
with owner-and-mitigation tracking, (iv) issue log, (v) supplier
performance scorecards, and (vi) stage-gate review documentation. An
independent Engineer (LEC) is appointed by the senior lenders to provide
construction-progress validation.
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Project SunRise Oils (Pty) Ltd.