Midrand Print Company Business Plan — Implementation Roadmap
The phases from first press installation to full capacity, dependencies and the gate at each stage.
Section 19 of 28
Implementation Roadmap
Jump to section
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis and Strategic Implications
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan
- 20. Funding Requirement and Structure
- 21. Investment Case and Returns
- 22. Sensitivity and Scenario Analysis
- 23. KPIs and Management Dashboard
- 24. Conclusion
- A. Appendix A: Assumption Register
- B. Appendix B: Monthly Summary, FY2027
- C. Appendix C: Glossary
18.1 Phases
|
Phase |
Months |
Objective |
Exit criteria |
|---|---|---|---|
|
Pre-launch |
1–3 |
Facility fit-out, plant installation and commissioning, systems build, first hires, certification programme commenced |
Presses colour-calibrated and producing to standard; MIS live; first four accounts contracted |
|
Launch |
4–9 |
Commence trading with transferring accounts; establish production discipline; first programme template libraries built |
Monthly revenue above R1.6m; reprint rate below 3%; ISO 9001 achieved |
|
Ramp-up |
10–18 |
Account acquisition at plan rate; second shift introduced; pilot pipeline established |
Twelve contracted programmes at month 15 — the tranche B release milestone |
|
Scale-up |
19–30 |
Press #2 and second roll machine installed; capacity doubled; overhead absorption achieved |
EBITDA positive on a rolling twelve-month basis; DSCR above 1.0x at the FY2029 measurement |
|
Expansion |
31–36 |
Flatbed #2 installed; agency channel matured; national courier coverage proven |
Revenue run-rate above R55m; net debt / EBITDA below 2.0x |
Table 30: Implementation phases and exit criteria
18.2 Critical path
The critical path runs through plant commissioning, not through sales. A three-month fit-out is assumed; every month of slippage delays first revenue by a month while the cost base, lease and interest continue to run, at an estimated cost of R1.3 million per month of delay in cash terms. Equipment lead times are the principal exposure and the plan assumes orders are placed at financial close with deposits funded from the tranche A drawdown.
The second dependency is certification. ISO 9001 and FSC are scheduled for months 5 to 11 because several target accounts cannot shortlist an uncertified supplier. Certification slipping beyond month 14 would not stop trading, but it would push the tranche B milestone, twelve contracted programmes by month 15, materially at risk, which in turn delays the press #2 decision. This is the one place where a non-financial delay propagates directly into the funding structure.