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
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. The CIDB Grading Ladder
- 3. The Market in 2026
- 4. Strategy: Private Work First
- 5. SWOT and Competitive Position
- 6. The Working Capital Problem
- 7. Retention and Guarantees
- 8. Unit Economics of a Contract
- 9. The Five-Year Roadmap and Gates
- 10. Funding
- 11. Estimating and Contract Control
- 12. People and Plant
- 13. Compliance and Registrations
- 14. Financial Projections
- 15. Break-Even
- 16. Sensitivity and Scenarios
- 17. Risk Management
- 18. Implementation Timeline
- 19. Returns
- 20. Key Performance Indicators
- 21. Key Assumptions
- 22. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital Schedules
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
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 |