Essence Premium Catering Business Plan — People and Production
The kitchen and site establishment, production planning across contracts, and the labour model behind consistent delivery.
People and Production
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. Why Ekurhuleni
- 3. The Market and the Segment Trap
- 4. Contribution by Segment
- 5. SWOT and Competitive Position
- 6. Winning and Keeping Contracts
- 7. Tendering Into the Public Sector
- 8. Unit Economics and Prime Cost
- 9. Working Capital
- 10. The Five-Year Build and Its Gates
- 11. Funding
- 12. People and Production
- 13. Food Safety and Compliance
- 14. Financial Projections
- 15. Break-Even
- 16. Sensitivity and Scenarios
- 17. Risk Management
- 18. Implementation Timeline
- 19. Returns
- 20. Key Performance Indicators
- 21. Key Assumptions
- 22. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital Schedules
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
|
Role |
Year 1 |
Year 3 |
Year 5 |
Responsibility |
|---|---|---|---|---|
|
Founder and manager |
1 |
1 |
1 |
Contracts, pricing, client relationships, funding |
|
Production manager |
— |
1 |
1 |
From Year 2; runs the kitchen without the founder present |
|
Head chef |
1 |
1 |
2 |
Menus, food cost, yields and quality |
|
Cooks and kitchen staff |
5 |
14 |
22 |
Preparation, cooking, portioning and packing |
|
Site supervisors |
1 |
4 |
7 |
One per contract site; service, counts and client contact |
|
Servers and site staff |
4 |
16 |
28 |
Serving lines, cleaning, site hygiene |
|
Drivers |
1 |
3 |
5 |
Hot delivery within the safe holding window |
|
Bid and tender officer |
Part time |
1 |
1 |
Compliance checklists against closing dates |
|
Administration and bookkeeping |
1 |
2 |
3 |
Invoicing, meal counts, debtors, payroll |
|
R’000 |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|---|---|---|---|---|---|
|
Labour |
1 071 |
2 441 |
4 460 |
6 604 |
8 846 |
|
As a share of revenue |
30.2% |
29.4% |
28.8% |
28.3% |
27.8% |
|
Owner and management |
288 |
342 |
408 |
468 |
534 |
|
Contract and site management |
— |
264 |
546 |
812 |
1 080 |
|
Combined people cost |
1 359 |
3 047 |
5 414 |
7 884 |
10 460 |
|
As a share of revenue |
38.3% |
36.7% |
35.0% |
33.8% |
32.9% |
|
Labour cost per meal, R |
13.39 |
12.88 |
9.80 |
9.60 |
9.82 |
People cost falls from 38.3 per cent of revenue to 32.1 per cent, and labour cost per meal from R13.39 to R9.82. Owner remuneration is a real cost from Year 1 at R288 000 rising to R534 000, deducted before EBITDA — so the break-even in Section 15 is calculated after the founder has drawn a market-rate salary rather than assuming free management.