Granvora Feeds — Operations Plan
The manufacturing process follows a six-stage production flow, designed for maximum throughput and quality consistency:
Section 7 · Business Plan
Operations Plan
The manufacturing process follows a six-stage production flow, designed for maximum throughput and quality consistency:
Of poultry feed production, expandable to 250,000 tonnes per annum in a Phase 2 expansion.
7.1 Production Capacity
| Phase | Timeline | Annual Capacity | Monthly Capacity | Capital Required |
|---|---|---|---|---|
| Phase 1 (Launch) | Year 1–3 | 120,000 tonnes | 10,000 tonnes | ZAR 85 million |
| Phase 2 (Expansion) | Year 4–5 | 250,000 tonnes | 20,800 tonnes | ZAR 45 million (est.) |
7.2 Manufacturing Process Flow
The manufacturing process follows a six-stage production flow, designed for maximum throughput and quality consistency:
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Raw Material Receival & Testing: Incoming grain and protein sources are weighed, sampled, and laboratory-tested for moisture, mycotoxins, and nutritional content before acceptance into storage silos
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Grinding: Hammer mills reduce particle size to specifications appropriate for the target product format (mash, pellet, or crumble)
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Batching & Mixing: Automated batching systems weigh ingredients according to the approved formulation. The mixing process ensures homogeneous distribution of all components including micro-additives
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Pelleting (where applicable): Mixed feed is conditioned with steam, compressed through pellet dies, and formed into pellets of the specified diameter
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Cooling & Screening: Pellets are cooled in counter-flow coolers to ambient temperature, then screened to remove fines and oversized particles
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Packaging & Dispatch: Finished product is packed into 50kg bags or loaded into bulk delivery vehicles. All bags are coded with batch numbers for full traceability
7.3 Key Equipment
| Equipment | Specification | Supplier (Indicative) | Est. Cost (ZAR m) |
|---|---|---|---|
| Hammer Mills (x2) | 30 tonnes/hour each | Andritz / CPM | 8.0 |
| Paddle Mixer | 5-tonne batch capacity | Van Aarsen | 3.5 |
| Pellet Press (x2) | 20 tonnes/hour each | CPM / Buhler | 12.0 |
| Counter-flow Cooler | 30 tonnes/hour | Geelen Counterflow | 2.5 |
| Automated Batching System | PLC-controlled, 12 bins | Ottevanger | 6.0 |
| Storage Silos (x8) | 500 tonnes each | AgriSilo SA | 8.0 |
| Packaging Line | 50kg bags, 120 bags/hour | Concetti | 4.0 |
| Quality Control Lab | NIR analyser, moisture, mycotoxin | Various | 3.0 |
| Backup Generator | 800 kVA diesel genset | Cummins / CAT | 3.5 |
| Delivery Vehicles (x6) | 30-tonne bulk carriers | Various | 4.5 |
7.4 Supply Chain Management
Raw material procurement will be managed through a combination of forward contracts (60–70% of annual maize requirements), spot market purchases (20–30%), and strategic stock holding (minimum 30 days of production cover). Soybean meal will be sourced from local crushers (e.g., Nedan Oil, Continental Oil Mills) supplemented by imports during periods of domestic shortage.
The Company will establish a Supplier Development Programme to secure long-term supply agreements with local maize farmers, offering guaranteed offtake at market-related prices in exchange for quality commitments. This programme supports B-BBEE enterprise and supplier development objectives.
7.5 Workforce Plan
| Department | Year 1 Headcount | Year 3 Headcount | Year 5 Headcount |
|---|---|---|---|
| Production & Plant Operations | 35 | 50 | 75 |
| Quality Control & Laboratory | 4 | 6 | 8 |
| Sales & Marketing | 6 | 10 | 15 |
| Logistics & Distribution | 10 | 15 | 25 |
| Finance & Administration | 5 | 7 | 10 |
| Management & Executive | 3 | 4 | 5 |
| TOTAL | 63 | 92 | 138 |
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