Mobile concrete plant business plan

* The calculations use the average data for the World

1. SUMMARY OF THE PROJECT

    The project envisages the organization of the production of asphalt mix based on a mobile concrete plant in the city of Stavropol. The company also provides laying services. The target audience of the project is private customers engaged in landscaping, management companies of the housing and communal services complex, homeowners associations, gardening partnerships, production organizations, etc. Thus, the project is focused not on large-scale road construction, but on servicing small orders on its own. It is planned to purchase a used asphalt concrete plant (China), which was in use but in good condition, with a capacity of 10 tons / hour and an asphalt mini-skating rink (Russia).

    The advantage of a mobile asphalt concrete plant is that it can be moved to a construction site, which significantly reduces the logistics and time costs for delivering the mixture from a stationary plant. The mini-skating rink has a roller width of 780 mm, which allows you to work with it even in hard-to-reach places - narrow passages, alleys, garden paths, etc.

    Table 1. Project performance indicators

    No.

    Indicator

    Value

    one

    Revenue 1 year, thousand rubles

    54 020

    2

    Net profit of 1 year, thousand rubles

    20 530

    3

    Revenues for subsequent years, thousand rubles

    62 117

    four

    Net profit of subsequent years, thousand rubles

    23, 871

    five

    Net profit for 5 years, thousand rubles

    121 211 063

    6

    NPV, thousand rubles

    9, 885

    7

    IRR, %

    20, 23

    eight

    ARR, %

    29.4

    9

    PI

    1.43

    2. COMPANY DESCRIPTION AND INDUSTRY

      The activities of the project, in fact, are connected with measures for the improvement of territories financed by both the state and private investors. Against the background of a decrease in the volume of construction of residential and commercial real estate, the volume of repairs and landscaping work is growing.

      In particular, the municipal subprogram “Road activities and road safety, the organization of public transport services in the city of Stavropol” of the program “Development of housing and communal services, transport system in the city of Stavropol, the improvement and sanitary cleaning of the city of Stavropol for 2014-2016 »It is supposed:

      • design, construction and reconstruction of public roads of local importance;

      • repair of public roads of local importance, including sidewalks;

      • registration of public roads of local importance;

      • providing elements for the arrangement of public roads of local importance and the organization of road safety, including road signs, road fences, traffic lights and other devices for regulating traffic, stopping points, pedestrian paths, etc .;

      • maintenance of main public roads of local importance;

      • repair and maintenance of intra-quarter public roads of local importance, including sidewalks, storm sewers, entrances to intra-quarter territories

      • purchase of equipment for cleaning roads and sidewalks;

      • support for the activities of the municipal budgetary institution "Unified Central Dispatch Service for Passenger Transport" of the city of Stavropol;

      • passenger transportation by city electric transport at tariffs below the established maximum limit for passenger transportation by city electric transport (trolleybuses) along the routes of the city of Stavropol.

      Thus, it is planned to carry out a number of activities in which the goods and services of the project can be used. In addition, an analysis of each of the target audiences shows significant prospects for the development of the project.

      Stavropol is the administrative center of the Stavropol Territory of the Russian Federation. Cultural, business and industrial center, one of the largest cities in the North Caucasus and the North Caucasus Federal District. On the territory of the city there are large enterprises of machine-building and instrument-making industries. According to the results of the All-Russian contest for the title of “The most comfortable urban (rural) settlement of Russia” (2013, 2015 and 2016), Stavropol took first place, which indicates the high attention of the Administration to the state of improvement of the territories of the city and the region. The city is located on the federal highway Р216 Stavropol-Elista-Astrakhan and Р269 Stavropol-Bataisk.

      The project involves the organization of an enterprise for the production and laying of asphalt mix in the territory of the city of Stavropol and the Stavropol Territory. Acquired production capacities - a second-hand mobile asphalt concrete plant made in China, with a capacity of d 10 t / h and a two-roller mini-roller made in Russia; in addition, hand tools are purchased for unloading the mixture, laying and leveling it.

      Consumers of goods and services of the enterprise are various categories of legal entities and individuals, non-profit organizations. The level of demand for goods and services of the enterprise is estimated as high.

      3. DESCRIPTION OF GOODS AND SERVICES

        The company's products are asphalt concrete mix for various road works and landscaping. Asphalt concrete is a building material produced by creating a mixture of a binder (bitumen, cement) and filling elements (crushed stone, sand) with its subsequent cooling. Asphalt mixes are divided into hot, warm and cold, depending on the installation temperature. Asphalt concrete is divided into hard, plastic and cast depending on the physical properties.

        Table 2. Products of the enterprise and its description

        No.

        Name

        Description

        one

        Coarse-grained asphalt concrete

        The mixture is dense or porous, based on bitumen. Grain size up to 40 mm. For capital road construction and repair

        2

        Fine-grained asphalt concrete

        Asphalt concrete mix of various densities based on bitumen. Grain size up to 20 mm. For capital road construction and repair

        3

        Sand asphalt concrete

        Asphalt concrete mix of various densities based on bitumen. Grain size up to 5 mm. For the device of footpaths, sidewalks

        The mixture is made to order in accordance with the specification of the customer. All products meet the requirements of GOST. It is assumed that the customer picks up products from the production territory.

        In addition, the company provides services for laying asphalt mixes at a construction site. For this, an asphalt mini-skating rink with a drum width of 780 mm is used, which allows you to work in hard-to-reach and narrow places.

        Table 3. Variable costs and selling price

        GOODS / SERVICES

        COSTS UNITS, rub.

        TRADING VALUE, %

        UNIT COST, rub.

        one

        Coarse-grained asphalt concrete, t

        930

        130%

        2 139

        2

        Fine-grained asphalt concrete, t

        970

        130%

        2, 231

        3

        Sand asphalt concrete, t

        1, 000

        130%

        2, 300

        four

        Rent a vibroskating rink, hour

        120

        1200%

        1, 560

        Total:

        8 230 ₽

        4. SALES AND MARKETING

          The target audience of the project is diverse. It can be attributed, first of all:

          • Municipal improvement organizations

          • Private enterprises for repair and improvement

          • Horticultural Partnerships

          • Enterprises in the field of housing and communal services (management companies, HOAs)

          • Road construction enterprises

          • Private customers

          To interact with organizations, the active sales methodology is used: sales representatives negotiate with all types of potential customers to conclude an agreement on the implementation of works on the construction of asphalt concrete pavement. Part of the orders, especially with state financing, is held in the form of tenders and tenders. The sales policy of the project is focused on building long-term partnerships, increasing customer loyalty through reasonable prices, and exact observance of the terms and conditions of work.

          Work with private customers is carried out through passive sales: using your own website, various electronic and printed catalogs of building materials, aggregators of goods and services. This direction is supervised by an Internet promotion specialist who also accepts applications from individuals and processes them.

          Demand has a pronounced seasonality and coincides, in general, with the course of the construction season. The maximum level of demand falls on the warm months, in winter there is practically no demand. Given the peculiarities of the climate of the Stavropol Territory, we can talk about full-fledged demand from April to October, as well as about single orders in March and November in good weather. The seasonality factor is taken into account when planning sales, drawing up production and financial plans.

          The price level for asphalt mixes of the project is approximately 5% lower than the average market price. There is competition in this segment, however, almost all existing competitors have stationary asphalt plants and are focused primarily on large-scale road construction. Stationary ABZs are characterized by low flexibility, higher logistics costs and higher operating costs compared to mobile ABZs. Their only advantage can be considered high productivity, which determines the direction of the sales policy.

          To date, three mobile asphalt plants are operating in the region, two of which are in poor condition, which causes problems with the stability of the quality of the mixture produced. The price level for goods and services is on average 5-7% higher than project prices.

          Table 4. Planned sales

          T OWAR / SERVICE

          AVERAGE PLANNED VOLUME OF SALES, units / month

          PRICE FOR UNIT., Rub.

          REVENUE, rub.

          VARIABLE COSTS, rub.

          one

          Coarse-grained asphalt concrete, t

          1, 700

          2 139

          3 636 300

          1, 581, 000

          2

          Fine-grained asphalt concrete, t

          1, 200

          2, 231

          2 677 200

          1, 164, 000

          3

          Sand asphalt concrete, t

          1, 550

          2, 300

          3, 565, 000

          1, 550, 000

          four

          Rent a vibroskating rink, hour

          90

          1, 560

          140, 400

          10 800

          Total:

          10 018 900

          4 305 800

          5. PRODUCTION PLAN

            For the production of asphalt mixes, the previously purchased mobile ABZ is used. Country of Origin - China. Condition - very good, important components and assemblies replaced by new ones. Productivity - up to 10 t / h. The ability to produce asphalt concrete of various types - from coarse-grained to high-density sand. Delivery from the location to Stavropol is carried out by the project using special vehicles and is financially included in the cost of equipment. Technology setup, debugging and staff training is carried out by a technologist who is part of the initial project team and has many years of experience at the ABZ.

            For packing the mixture, a used mini-skating rink of Russian manufacture, used, is used. His condition is good. Delivery from the seller is carried out by special vehicles at the expense of the project, the cost of transportation is also included in the financial plan. Storage of equipment is carried out on an open area rented from an industrial complex in the city of Stavropol. For the winter, the equipment undergoes a conservation procedure, is covered with moisture-proof materials.

            Upon receipt of the order, the mobile ABZ moves directly to the place of work. Transportation costs are included in production (variable) costs. Asphalt concrete mix is ​​produced at the facility, laid and leveled by workers manually, and then compacted using a mini-roller. At the final stage, tests of the hardened coating are conducted.

            Since sales are of a design nature, the production plan fully coincides with the project sales plan.

            6. ORGANIZATIONAL PLAN

              Selected legal form - IP. The tax system is the simplified tax system, the taxable item is “income minus expenses”, rate of 15%.

              The project team at the initial stage includes:

              • a project initiator with experience in running his own construction business for more than five years, having all the necessary knowledge in the field of entrepreneurship, accounting and tax accounting, labor and administrative legislation, etc.

              • a technologist with experience in various positions in the production of asphalt concrete, cement concrete mixtures, including 4 years as a technologist.

              Thanks to the experience that the team has, it is possible to close the key requirements for the project: ensuring sales and product quality.

              Despite the experience and high competence of the existing project team, high demands are placed on the employees of the sales department directly involved in interacting with the company's customers. The main requirement: sales experience in the field of building materials for at least three years; personal car is desirable.

              Table 5. Staffing and payroll

              Position

              Salary, RUB

              Number of people

              PHOT, RUB

              Administrative

              one

              Accountant

              23, 000

              one

              23, 000

              Industrial

              2

              Technologist / Production Manager

              30, 000

              one

              30, 000

              3

              Line operator

              23, 500

              one

              23, 500

              four

              Ancillary workers

              20, 000

              3

              60, 000

              five

              Vibratory Roller Operator

              22, 000

              one

              22, 000

              Trade

              6

              Sales Representative

              25, 000

              2

              50, 000

              7

              Internet Promotion Specialist

              23, 000

              one

              23, 000

              Total:

              231 500.00 ₽

              Social Security contributions:

              69 450.00 ₽

              Total deductions:

              300 950.00 ₽

              Figure 1. The organizational structure of the enterprise

              Preparatory work on the project, including the acquisition of equipment, staffing, conducting initial negotiations with potential customers, etc. last no more than one month. After that, the stage of mass production and reaching the planned sales volumes begins.

              7. FINANCIAL PLAN

                The project is not limited in time, since the demand for the products and services of the project, according to expert estimates, will not fall in the future. The financial plan has a planning horizon of five years, which seems to be the most suitable time for planning.

                The financial plan takes into account all the income and expenses of the project. Income is understood as revenue from the operational activities of the project, income from investing and selling fixed assets is not provided for by the project.

                Investment costs 6.83 million rubles., The bulk of the amount is directed to the purchase of equipment and the creation of a working capital fund until the enterprise returns to payback. Own funds of the project initiator - 4.5 million rubles., The lack of funds is planned to be covered by attracting a bank loan for a period of 24 months, the rate - 18% per annum. Payment is made by annuity payments, credit holidays - three months.

                Table 6. Investment costs

                NAME

                AMOUNT, rub.

                Equipment

                one

                Mobile ABZ

                5, 000, 000

                2

                Vibro roll

                710, 000

                3

                Hand tool

                160, 000

                four

                Office equipment

                150, 000

                Intangible assets

                five

                Website Design

                60, 000

                Current assets

                6

                Current assets

                840, 000

                Total:

                6 920 000 ₽

                Own funds:

                4, 500, 000.00 ₽

                Required borrowed funds:

                2 420 000 ₽

                Rate:

                18.00%

                Duration, months:

                24

                Variable costs (Table 3) include the costs of the purchase of raw materials used in production, fuel and lubricants for equipment, transportation of equipment to the construction site.

                The volume of fixed costs is 115, 666 rubles. per month, of which the bulk is aimed at depreciation. In this project, depreciation is not included in production costs due to a rather complicated calculation of allocations per unit of output. In determining the amount of monthly depreciation, the linear method is used, the useful life of fixed assets and intangible assets is ten years.

                A detailed financial plan is provided in App. one.

                Table 7. Fixed costs

                NAME

                AMOUNT PER MONTH., Rub.

                one

                Office rental

                15, 000

                2

                Parking space rental

                3, 500

                3

                Advertising

                30, 000

                four

                Fuels and lubricants and transport

                7, 000

                five

                Communication and Internet

                1, 500

                6

                Selling expenses

                5, 000

                7

                Administrative expenses

                3, 000

                eight

                Depreciation

                50 666

                Total:

                115 666 ₽

                8. EVALUATION OF EFFICIENCY

                  Evaluation of the effectiveness and investment attractiveness of the project is carried out on the basis of the analysis of the financial plan, simple and integrated performance indicators.

                  To account for changes in the value of money over time, the cash flow discounting method is used. The discount rate is 10%. Revenues of the first year of the project - 54, 020, 060 rubles; net profit (after tax) - 20 529 669 rubles. The annual revenue of the following years (after reaching the planned sales figures) - 62, 117, 180 rubles; net profit - 23, 870, 643 rubles. Simple (PP) and discounted (DPP) payback periods - 6 months. Net present value (NPV) - 9 884 999 rubles. The internal rate of return (IRR) is 20.23%. Return on Investment (ARR) is 29.4%. Profitability Index (PI) - 1.43. All these indicators are high and testify to the high investment attractiveness and effectiveness of the project.

                  9. WARRANTIES AND RISKS

                    When analyzing the risks associated with the implementation of the project, an analysis of internal and external factors is carried out. The main internal risk factor should include equipment failure, primarily ABZ, and, as a result, downtime and loss of profit. To neutralize this threat, it is necessary to constantly monitor the condition of the equipment, its routine maintenance and repair. Much attention should be paid to the preservation and de-preservation of equipment: observe the technology, carry out maintenance and cleaning of all components and assemblies. Careful and careful attitude to the equipment is a guarantee of the success of the project.

                    External factors include the actions of competitors: price reduction, the appearance of new players on the market. The latter option is quite unlikely in a country of economic recession. Price competition from existing players is much more likely. The pricing policy and pricing system of the project allows us to conduct such a fight quite effectively, there is a margin in terms of profitability and marginality. In addition, measures are envisaged to increase customer loyalty due to higher quality of service, meeting deadlines and other conditions for the performance of work.

                    10. APPLICATIONS

                      Annex 1

                      Financial plan

                      Denis Miroshnichenko

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                      08/18/2019

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