Midrand Print Company Business Plan — KPIs and Management Dashboard
The utilisation, make-ready, waste and margin indicators reported weekly, with targets and thresholds.
Section 24 of 28
KPIs and Management Dashboard
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
|
KPI |
FY2028 |
FY2029 |
FY2030 |
FY2031 |
Freq. |
Owner |
|---|---|---|---|---|---|---|
|
Contracted programme accounts |
18 |
25 |
31 |
36 |
Monthly |
Head of Programmes |
|
Revenue growth |
108% |
45% |
24% |
17% |
Monthly |
MD |
|
Gross margin |
47.0% |
46.0% |
46.2% |
46.4% |
Monthly |
FM |
|
EBITDA margin |
11.6% |
16.5% |
19.1% |
20.9% |
Monthly |
FM |
|
Digital press utilisation |
61.5% |
43.5% |
49.5% |
54.0% |
Weekly |
Ops Director |
|
Debtor days |
52 |
52 |
52 |
52 |
Weekly |
FM |
|
Revolver headroom (R m) |
7.0 |
2.5 |
3.7 |
7.5 |
Weekly |
FM |
|
Debt service cover ratio |
0.73x |
1.01x |
1.52x |
2.12x |
Quarterly |
FM |
|
Net debt / EBITDA |
2.96x |
2.53x |
1.56x |
0.55x |
Quarterly |
FM |
|
Reprint and rework rate |
under 3% |
under 3% |
under 2.5% |
under 2.5% |
Weekly |
Ops Director |
|
On-time-in-full delivery |
over 95% |
over 96% |
over 97% |
over 97% |
Weekly |
Ops Director |
Table 46: Management KPI dashboard with planned trajectory and ownership
Three are early-warning indicators rather than performance measures: contracted account count leads revenue by the length of the sales cycle; debtor days lead liquidity directly; and revolver headroom measures whether the company still has options.