North West Agri Feeds Business Plan — KPIs and Management Dashboard
The tonnage, margin per tonne, debtor and plant indicators reported monthly, with targets and thresholds.
Section 23 of 26
KPIs and Management Dashboard
Jump to section
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Industry Analysis
- 6. Market Analysis
- 7. Competitive Landscape
- 8. Business Model
- 9. Products and Services
- 10. Go-to-Market Strategy
- 11. Operating Model
- 12. Management and Organisation
- 13. Strategic Plan
- 14. SWOT Analysis
- 15. Risk Analysis
- 16. ESG and Sustainability
- 17. Implementation Roadmap
- 18. Financial Plan
- 19. Capital Expenditure and Working Capital
- 20. Funding Requirement and Structure
- 21. Investment Case and Returns
- 22. Sensitivity and Scenario Analysis
- 23. KPIs and Management Dashboard
- 24. Long-Term Growth Strategy
- 25. Conclusion
- 26. Appendices
Management should steer by the drivers that determine cash and covenant outcomes, above all, gross contribution per tonne, plant utilisation, working-capital days and DSCR, rather than by revenue growth alone.
Financial KPI trajectory
Table 16. Key performance indicators (base case)
|
KPI |
Y1 |
Y2 |
Y3 |
Y4 |
Y5 |
|---|---|---|---|---|---|
|
Production (t) |
11,000 |
14,229 |
17,732 |
21,704 |
26,325 |
|
Revenue growth |
– |
38% |
33% |
29% |
28% |
|
Gross margin |
15.3% |
16.7% |
18.9% |
19.4% |
20.0% |
|
EBITDA margin |
-4.3% |
0.5% |
5.0% |
7.1% |
8.9% |
|
Gross contribution/t |
R1,038 |
R1,218 |
R1,472 |
R1,595 |
R1,728 |
|
EBITDA/t |
R-294 |
R35 |
R386 |
R582 |
R774 |
|
ROIC |
-8.2% |
-5.7% |
-0.8% |
4.1% |
10.9% |
|
ROE |
-23.6% |
-22.6% |
-13.6% |
-1.3% |
12.5% |
|
DSCR (x) |
-0.42 |
-0.09 |
0.41 |
0.82 |
1.33 |
|
Cash conversion cycle (days) |
55 |
51 |
44 |
40 |
36 |
Management dashboard
|
Metric |
Target |
Frequency |
Owner |
|---|---|---|---|
|
Gross contribution / tonne |
≥ R1,200/t |
Weekly |
MD / Finance |
|
Plant utilisation |
Ramp to plan |
Daily |
Operations |
|
Plant uptime |
≥ 92% |
Daily |
Operations |
|
Debtor days |
≤ 45 |
Weekly |
Finance |
|
Inventory days |
Per procurement plan |
Weekly |
Procurement |
|
Ingredient cost / tonne |
≤ budget |
Per purchase |
Procurement |
|
DSCR |
≥ 1.0x (to 1.3x) |
Quarterly |
Finance |
|
Cash balance / headroom |
≥ reserve floor |
Weekly |
Finance |
|
Customer concentration |
No single acct > 20% |
Monthly |
Sales |
|
Bad-debt ratio |
< 1.5% of sales |
Monthly |
Finance |
|
Product mix (custom+PL+supp) |
Grow to plan |
Monthly |
Sales |
|
Safety incidents |
Zero LTI target |
Continuous |
Operations |