Tarlton Beetroot Business Plan — Key Performance Indicators and Management Dashboard
The yield, pack-out, price and cost indicators monitored per cycle, with targets and thresholds.
Section 33 of 37
Key Performance Indicators and Management Dashboard
Jump to section
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company, Structure and Stage of Development
- 4. Customer Problem, Value Proposition and Monetisation
- 5. Products, Portfolio and Unit Economics
- 6. Industry Analysis
- 7. Market Analysis and Sizing
- 8. Customer and Channel Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model: Agronomy and Production
- 13. Operating Model: Post-Harvest, Packhouse and Logistics
- 14. Water, Energy and Land: The Three Binding Constraints
- 15. Management and Organisation
- 16. Strategic Plan
- 17. SWOT Analysis
- 18. Risk Analysis and Register
- 19. ESG and Development Impact
- 20. Implementation Roadmap
- 21. Financial Assumptions
- 22. Projected Income Statement
- 23. Projected Balance Sheet
- 24. Projected Cash Flow
- 25. Capital Expenditure and Working Capital
- 26. Funding Requirement and Structure
- 27. Break-even Analysis
- 28. Debt Serviceability
- 29. Investment Returns and Valuation
- 30. Sensitivity and Scenario Analysis
- 31. Phase 3: Processing Optionality
- 32. Key Performance Indicators and Management Dashboard
- 33. Conclusion and Investment Recommendation
- A. Appendix A: Monthly Projections, Year 1
- B. Appendix B: Detailed Assumptions Register
- C. Appendix C: Glossary
Twelve metrics that would tell the board, within a month, whether the plan is working.
Table 59 Management dashboard
|
Metric |
Year 3 |
Year 5 |
Frequency |
Owner |
Why it is on this list |
|---|---|---|---|---|---|
|
Net realisation, R/kg |
7.28 |
8.76 |
Monthly |
Commercial |
The single most powerful value driver in the model |
|
Retail share of volume |
28% |
46% |
Monthly |
Commercial |
The leading indicator for realisation; falls before price does |
|
Yield, t per ha-cycle |
49.0 |
54.0 |
Per harvest |
Production |
Second-rank sensitivity; the earliest signal of agronomic failure |
|
Unit cost, R/kg |
4.60 |
4.26 |
Monthly |
Financial |
Cost discipline; escalates faster than revenue by design |
|
Gross margin |
42.8% |
47.4% |
Monthly |
Financial |
Confirms whether channel migration is converting into margin |
|
EBITDA, R million |
(2.18) |
5.79 |
Monthly |
Managing Director |
Headline performance |
|
Net cash position |
— |
— |
Weekly |
Financial |
The binding constraint in Years 3 and 4; weekly, not monthly |
|
DSCR |
(1.79) |
2.54 |
Quarterly |
Financial |
Covenant compliance from month 42 |
|
Net debt to EBITDA |
n.m. |
1.6x |
Quarterly |
Financial |
Gearing discipline |
|
Class 1 pack-out rate |
88% |
92% |
Per pack run |
Packhouse |
Directly determines realisation; a fall signals boron, disease or handling failure |
|
Weeks of the year with dispatch |
44 |
50 |
Monthly |
Commercial |
Continuity is what retail buyers actually purchase |
|
Days lost to safety incidents |
0 |
0 |
Monthly |
Production |
Licence to operate; a threshold requirement for retail audits |
|
R8.76 Year 5 net realisation R/kg, blended |
47.4% Year 5 gross margin From 12.7% in Year 1 |
9.3% Year 5 ROIC Against 15.4% WACC |
2.54x Year 5 DSCR Covenant 1.20x |
33