Sakhile Construction Business Plan — Key Performance Indicators

The margin, cash cycle, debtor and contract indicators monitored monthly, with the thresholds that trigger intervention.

Key Performance Indicators

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The following are reported monthly. The first three govern the grade, the next four govern the cash, and the last three govern whether the business is estimating accurately enough to survive.

Indicator

Definition

Target

Why it matters

CIDB grade and class

Registered grade per class of works

6GB by Year 5

The lower of financial and works capability; both must move

Largest single completed contract

Contract value completed and registered on the Register of Projects

At the top of the current grade band

Works capability; a hundred small contracts do not move it

Available capital

Net asset value plus retained income plus shareholder loans

R7.16m by Year 5

Financial capability; distributing profit reduces the grade

Gross margin at final account

Final account value less final cost, over final account

18.7% by Year 5

One point is R520 000; estimating accuracy is survival

Debtor days

Trade debtors ÷ turnover × 365

54 days blended by Year 5

Ten days is R1.42m; public runs at 68 and private at 38

Retention outstanding

Retention receivable at year end

R2.86m by Year 5

R5.20m is withheld in the year; the balance is what remains unreleased

Facility utilisation

Drawn ÷ facility limit

Below 90%

Advanced at 85% of certified, undisputed certificates

Register of Projects

Projects registered ÷ contracts awarded

100%, without exception

An unregistered project earns no grading credit whatever its value

Contracts loss-making at final account

Count

Zero

A gate condition before every grade step

Public order book against facility

Public work in progress ÷ facility and cash

Fundable through a 90-day delay

Concentration in public work is where cash crises start

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