Streetfire Kitchens Business Plan — Key Performance Indicators

The covers per service, revenue per truck-day, food cost and truck utilisation indicators reported weekly, with targets.

Key Performance Indicators

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The following are the operating measures on which this business should be managed. Three of them — covers per service, contribution per truck-day and event days as a share of the calendar — should be reported weekly by truck, because 77 per cent of revenue settles at the till and the data exists the same evening.

Indicator	Definition	Target	Why it matters
Covers per service	Covers served divided by services run, by truck and by day type	106.6 blended	The dominant driver. A 15% move swings mature EBITDA by R2746524
Contribution per truck-day	Gross profit divided by truck-days	R3514 rising to R5060	The unit of account. Break-even is 707 truck-days at three trucks
Event days as a share of the calendar	Event truck-days divided by total truck-days	11% rising to 20%	Each point moved from street trade is worth about R61938 of annual contribution at full fleet
Truck utilisation	Truck-days traded divided by 266 effective days per truck	78% rising to 98%	Days cannot be added to the calendar; only utilisation and covers can move
Food cost percentage	Food cost divided by revenue	Below 31%	33% on the street and 28% at events. Above 36% triggers menu engineering
Average transaction value	Revenue divided by covers	R95 street, R108 market, R127 event	An 8% move swings mature EBITDA by R2358858
Waste as a percentage of food cost	Waste value divided by food cost	Under 1% at events; 3.2% on the street	The gap between the two is most of why events earn 42% contribution
Pitch agreements held against trucks in service	Signed pitch agreements divided by trucks	Above 1.3x	A truck without a pitch is a depreciating vehicle
Certified Persons in Charge	Trained and certified individuals on the payroll	At least three	The certificate is personal, not corporate, and does not transfer when someone leaves
Debt service cover	EBITDA divided by interest and capital	Above 1.30x from Year 4	Negative in Years 1 and 2 by construction

13.1 Reporting cadence and ownership

Measure	Cadence	Owner	Source
Covers per service, by truck and day type	Daily, reviewed weekly	Truck supervisor to general manager	Point of sale; available the same evening
Contribution per truck-day	Weekly	General manager	Point of sale against the service cost stack
Event days booked against the calendar	Weekly	Events and sales coordinator	Booking diary, forward eight weeks
Food cost percentage	Monthly	Head chef	Commissary purchasing against till revenue
Waste as a share of food cost	Weekly	Head chef	Waste log per service; the gap between street and event
Truck utilisation and days lost	Monthly	General manager	Trading log, with reason codes for each day lost
Pitch agreements held against trucks	Monthly	General manager	Agreement register with expiry dates
Certified Persons in Charge and handler training	Quarterly	General manager	Training register against the certificate schedule
Cash position against the R250 000 trigger	Weekly	Bookkeeper	Bank; 77% of revenue settles at the till

Three features of this table matter more than the measures themselves. Almost everything is reported weekly rather than monthly, because the cash settles immediately and the data exists the same evening. Every line has a single named owner, because a measure owned by everyone is owned by nobody. And the two most consequential measures — covers per service and event days booked — are owned by different people, which is deliberate: the truck supervisor cannot fix a thin event pipeline and the sales coordinator cannot shorten a queue.

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