Kenya Greenmaster Fresh Business Plan — Key Performance Indicators

The pack-out, reject, on-time shipment and grower retention indicators reported weekly, with targets and thresholds.

Key Performance Indicators

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The following are the measures on which this business should be governed. Two of them — prepared capture rate and facility headroom — are reported to the board monthly from the first month of operation, because both feed triggers that determine whether expansion continues.

Indicator	Definition	Target	Why it matters
Prepared capture rate	Out-of-specification produce recovered through the prepared line divided by out-of-specification produce	10% rising to 60%	The load-bearing assumption. Ten points is worth US$0.6m against US$0.07m for two points of bulk grade
Share of field weight reaching Europe	Bulk plus prepared tonnes divided by delivered field weight	62% rising to 81%	The single mechanic the plan rests on
Contribution per delivered field kilogram	Gross contribution divided by delivered field weight	EUR0.545 rising to EUR0.852	A 2.25 times uplift on the same land, growers and freight
Bulk grade share of field weight	Bulk-specification tonnes divided by field weight	58% rising to 62%	Low leverage. Two points is worth only US$0.07m
Airfreight cost per kilogram	Air freight spend divided by vegetable tonnes shipped	EUR1.95 falling to EUR1.88	40% of the bulk selling price. A 30% rise removes essentially all profit
Receivable days	Trade receivables divided by revenue, annualised	45 days	Drives the facility and the unfunded working capital gap
Facility headroom	Receivables facility available less drawn	Above US$0.50m at all times	Peak working capital exceeds the facility in every year from FY2027
Value added tax refund receivable	Input VAT claimed and unpaid	Tracked monthly against the 210-day assumption	US$0.95m at peak, lent interest-free to the revenue authority
Side-selling rate	Contracted deliveries not received divided by contracted volume	Below 8%	The principal failure mode of outgrower schemes
Residue test pass rate	Consignments clearing pre-shipment residue testing	100%	A single exceedance is a licence-to-trade event, not a quality issue

14.1 Reporting cadence and ownership

Measure	Cadence	Owner	Source
Prepared capture rate	Weekly from first prepared operation	Head of prepared operations	Grading line tally by crop; feeds the end-FY2028 expansion trigger
Bulk grade-out	Weekly, reported separately from capture	Packhouse manager	Never combined with capture into a single yield figure
Facility headroom	Monthly	Finance director	Facility available less drawn; below US$0.50m stops new hectare acquisition
Account-to-plot traceability	Every consignment	Technical director	The mechanism that isolates a consignment rather than losing a category
Residue test results	Every consignment before despatch	Quality assurance	A single exceedance is a licence-to-trade event
Side-selling rate	Each contracting cycle	Head of field operations	Contracted deliveries not received, by collection catchment
Receivable days and VAT refund age	Monthly	Finance director	The two components of working capital a facility will not fund
Airfreight cost per kilogram	Weekly	Logistics manager	Against block-space commitments and spot rates on the corridor

Two features of this table are deliberate. Capture is reported weekly rather than monthly, because it is the assumption the plan stands on and because a grading habit hardens within a season. And it is owned by the head of prepared operations rather than by the packhouse manager, whose natural incentive is grade-out — the two roles pull in different directions by design, and the reporting line reflects that rather than smoothing it over.

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