Premier Quality Kenya Dairy Business Plan — Management and Organisation
The management structure, herdsman and labour establishment, and the record-keeping a commercial dairy depends on.
Management and Organisation
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- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Market and Opportunity
- 3. Why the Fodder Block Is the Business
- 4. The Production Model
- 5. SWOT and Competitive Position
- 6. Housing, Water and Equipment
- 7. Regulatory and Compliance Framework
- 8. Management and Organisation
- 9. Financial Plan
- 10. Break-Even and Debt Service
- 11. Investment Analysis
- 12. Sensitivity and Scenario Analysis
- 13. Risk Analysis
- 14. Implementation Roadmap
- 15. Key Performance Indicators
- 16. Key Assumptions
- 17. Conclusion and Recommendation
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital and Herd Schedules
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
The enterprise is small enough to be run by a competent promoter with a trained herd manager, but the financial model is sensitive enough that management quality is the difference between the base case and the downside case.
|
Role |
Number |
Responsibility |
Timing |
|---|---|---|---|
|
Promoter and managing director |
1 |
Strategy, funding, the cooperative relationship and capital decisions |
From inception |
|
Herd manager |
1 |
Daily feeding, milking routine, heat detection, records and staff supervision |
Month 6, ahead of animal arrival |
|
Farm workers |
7 |
Milking, feeding, cleaning and fodder operations |
Scaling from 4 to 7 with the herd |
|
Retained veterinarian and AI technician |
1 |
Herd health programme, breeding and emergency response |
Retainer from inception |
|
Agronomist, part-time |
1 |
Fodder block management, silage quality and soil fertility |
Seasonal engagement |
|
Bookkeeper, part-time |
1 |
Records, payroll, statutory returns and lender reporting |
From Month 3 |
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Labour cost, KES |
1 080 000 |
1 380 000 |
1 680 000 |
1 860 000 |
1 980 000 |
|
Milking herd, head |
16 |
28 |
36 |
45 |
52 |
|
Total herd including young stock, head |
34 |
60 |
84 |
107 |
124 |
|
Labour cost per litre, KES |
12.99 |
8.45 |
7.01 |
6.06 |
5.42 |
|
Litres per worker a year |
20 787 |
34 376 |
43 544 |
49 125 |
52 191 |
The promoter carries strategy, funding, the cooperative relationship and capital decisions. A retained veterinarian and AI technician provide the herd health programme and emergency response from inception rather than on call-out, because response time on a downer cow or a difficult calving is measured in hours. A part-time agronomist manages the fodder block and silage quality seasonally, and a part-time bookkeeper handles records, payroll, statutory returns and lender reporting from Month 3.