North West Egg Sales Business Plan — Management and Organisation
The management, production and packhouse establishment required to run a 60,000-bird operation.
Section 17 of 31
Management and Organisation
Jump to section
- 0. Executive Summary
- 1. Investment Thesis
- 2. Company Overview
- 3. Location
- 4. Problem and Value Proposition
- 5. Products and Pricing
- 6. Industry Analysis
- 7. Market Sizing
- 8. Customers and Channels
- 9. Competitive Landscape
- 10. Competitive Positioning
- 11. Business Model and Unit Economics
- 12. Go-to-Market Strategy
- 13. Operating Model
- 14. Farm Infrastructure and Capital Expenditure
- 15. Biosecurity and Animal Health
- 16. Management and Organisation
- 17. Strategic Plan
- 18. SWOT Analysis
- 19. Risk Analysis
- 20. ESG and Sustainability
- 21. Implementation Roadmap
- 22. Financial Plan: Key Assumptions
- 23. Financial Plan: Revenue Build
- 24. Financial Plan: Projected Income Statement
- 25. Financial Plan: Projected Cash Flow
- 26. Financial Plan: Projected Balance Sheet
- 27. Funding Requirement and Structure
- 28. Debt Serviceability and Break-Even
- 29. Returns, Scenarios and Sensitivity
- 30. Investment Case and Next Steps
A lean 25-person team: one accountable general manager, three functional leads and a board with lender visibility
Board: founder chair, investor nominee, independent (poultry)
| Role | FTE | Cost to company (R 000) |
|---|---|---|
| General manager | 1 | 780 |
| Production manager | 1 | 480 |
| Packhouse & QA supervisor | 1 | 300 |
| Sales & distribution lead | 1 | 360 |
| Bookkeeper / admin | 1 | 264 |
| House attendants | 6 | 504 |
| Graders and packers | 7 | 560 |
| Driver-salesmen | 3 | 396 |
| Maintenance artisan | 1 | 240 |
| General and biosecurity workers | 3 | 234 |
| Statutory costs and overtime | 262 | |
| Total at full production (FY2028 rands) | 25 | 4,380 |
General manager
Production manager
Packhouse & QA supervisor
Sales & distribution lead
Bookkeeper / admin
6 house attendants
1 maintenance artisan
3 general / biosecurity
7 graders and packers
3 driver-salesmen
Payroll, debtors, levy and lender reporting
Governance and incentives
Monthly management accounts and flock KPIs to board and lender within 15 days
Quarterly board; annual audit; delegated authority limits on capex and credit
GM bonus up to 25% of salary on hen-day %, mortality, EBITDA and safety; team bonus on grade-out and breakages
Payroll ramps from 62% in the first four months to 100% from month 9; wages escalate at 6% a year. All roles exceed the national minimum wage.