8/8/2019 Projek Jerami Padi2(Edit)2
1/41
PROJEK JERAMI PADI
URBAN WASTE COMPANY (UWC)
MANIR
KUALA TERENGGANU, TERENGGANU.
8/8/2019 Projek Jerami Padi2(Edit)2
2/41
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by _______________ in this business plan is confidential;
therefore, reader agrees not to disclose it without the express written permission of _______________.
It is acknowledged by reader that information to be furnished in this business plan is in all respects confidential in nature, other
than information which is in the public domain through other means and that any disclosure or use of same by reader, may cause
serious harm or damage to _______________.
Upon request, this document is to be immediately returned to _______________.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
8/8/2019 Projek Jerami Padi2(Edit)2
3/41
Table of Contents
1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21.3 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2.0 Company Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2.1 Company Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.2 Start-up Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
3.0 Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.0 Market Analysis Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
4.1 Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
4.2 Target Market Segment Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.3 Industry Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.3.1 Competition and Buying Patterns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
5.0 Strategy and Implementation Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
5.1 Competitive Edge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
5.2 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
5.3 Sales Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
5.3.1 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
5.4 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
6.0 Management Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
6.1 Personnel Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
7.0 Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
7.1 Start-up Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
7.2 Important Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
7.3 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167.4 Projected Profit and Loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
7.5 Projected Cash Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
7.6 Projected Balance Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
8/8/2019 Projek Jerami Padi2(Edit)2
4/41
PROJEK JERAMI PADI
1.0 Executive Summary
Urban Waste Company , is one of the company that is under a Pusat Pembangunan Pertanianwhich is operating at Manir, Terengganu, is a company that will produce hay-based products.It
is a company that actively involve in the coolection of hay, processing operation of the compost
fertilizer and production of handcraft and it is also a company that will be having a program of
R&D (research and development) in order to increase the quality of the products that will be
produced so that maximum profit can be obtained through the sales of the products.The
products also are expected to fulfill the consumers' wants whether the consumers are from local
or international.
Highlights$700,000
$600,000
$500,000
$400,000
$300,000
Sales
Gross Margin
Net Profit
$200,000
$100,000
$0
2010 2011 2012
8/8/2019 Projek Jerami Padi2(Edit)2
5/41
PROJEK JERAMI PADI
To actively take part in the government plan in order to develop the middle and small
industrials as the strong alternatives industries other than service industry and
technology industry nowadays.
To develop a competitive and determination nation so that the economic growth will beina good and competitive zone.
1.2 Mission
Develop dried paddy stalk sector in Terengganu
Provided job and improved the villager life .
Optimum the utilized the dried paddy stalk form economic important and production ofvaries products.
Developed the country paddy sector with varies products.
Market all the product at Terengganu, Kelantan and Kuala Lumpur.
1.4 Keys to Success
1. The high quality and effective of operation network which follow the standard that has beenalready determined by the government and increasing the capacity of operation and network
of operation.
2.Practicing the strong and competitive merketing system in order to make sure that ourcompany can compete with the existed products on the markets nowadays.
3.Sufficient capital to start the R&D (research and development) , to upgrade the quality of the
products and increasing the level of competitivity of the product itself in the real markets.
4.The company and the project will be supervised by the talented , experienced and expert
officers in order to obtain the high quality of hay products and to make sure that the whole
8/8/2019 Projek Jerami Padi2(Edit)2
6/41
PROJEK JERAMI PADI
2.1 Company Ownership
The Urban Waste Company (UWC) is a nonprofit company incorporated in Kuala Terengganu.
The board of Directors is made up of several high profile business professors and professionals
living in and around the state of Terengganu. This company will be managed by the member of
the council and the divided will be divided equally among all the members of the council.
2.2 Start-up Summary
The starting cost that has been suggested to start this project is approximately RM
37800.00 which all the money will be used to get the company license , company logo,
lawyers' payment, rent , insurance , offices equipments , computers , lorry ,promotion
and so on.The extra cost about RM 22 200.00 also will be needed to act as the starting
assets including cash ,starting inventory , the current assets and the long term asset.The
total cost that is needed after all the calculation is RM 60 000.00.
Table: Start-up
Start-up
Requirements
Start-up Expenses
LEGAL $500
INSURANCES $500
RENT $500
COMPUTER $2,000TRANSPORT $0MACHINES $5,000
OTHERS $500Total Start-up Expenses $9,000
8/8/2019 Projek Jerami Padi2(Edit)2
7/41
PROJEK JERAMI PADI
Start-up
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Expenses Assets Investment Loans
4.0 Market Analysis Summary
Urban Waste Company will focus on two markets within the industry, the residential
segment (including fertilizer) and the commercial segment (including handicraft
professional purposes).
The commercial market requires the shortest amount of time to completion of projects
8/8/2019 Projek Jerami Padi2(Edit)2
8/41
PROJEK JERAMI PADI
4.1 Market Segmentation
The potential consumers of our products;
1. LOCAL
Urban Waste Company will focus on two markets within the industry, the
residential segment (including fertilizer) and the commercial segment which includes
compost used for professional purposes. The company can handle any size paddy-field
that needs its services. It is the goal of the company to eventually have approximately
one-third of all business coming from the commercial segment, since this generates the
greatest cash flow. Furthermore, this segment has the lowest percentage of variable costs.
The residential segment is considered to be the company's cash cow.
The potential markets for the compost fertilizer are around the state of
Terengganu,Kelantan,Pahang , and Kuala Lumpur are subjected to be focused on morebefore considering the market for the international one.The percentage of the buyers whowould buy our products is approximately 2% which will represent the local buyers while
5% will be represented by international buyers.This is because the demands for thisproducts are quite supportive at those mentioned states.
We also plan to be the main supplier to the company if Fertilizer Sdn.Bhd which
headquartered in Marang, Terengganu.This company also has its own processing
factory which is being filled completely with modern technology.The cooperation
that will be developed later, is aimed to be succeded and can increase the
production of compost fertilizer from the state of Terengganu.
2. INTERNATIONAL
h h d f d ll b k d d h C l k d
8/8/2019 Projek Jerami Padi2(Edit)2
9/41
PROJEK JERAMI PADI
Table: Market Analysis
Market Analysis
Potential Customers Growth2008 2009 2010 2011 2012
CAGRLOCAL 2% 30,000 30,600 31,212 31,836 32,473 2.00%
INTERNATIONAL 5% 20,000 21,000 22,050 23,153 24,311 5.00%Total 3.23% 50,000 51,600 53,262 54,989 56,784 3.23%
Market Analysis (Pie)
LOCAL
INTERNATIONAL
4.2 Target Market Segment Strategy
Market strategy
1) The main target for our product, that based on hays product is the local and
international customer In short term the company will be focused on the
8/8/2019 Projek Jerami Padi2(Edit)2
10/41
PROJEK JERAMI PADI
4.3 Industry Analysis
There is only the Fertilizer Sdn Bhd company that is involve in the production of compostfertilizer and handcraft and other commercial products in Malaysia at this moment. So ,
our company is taking the chance to cooperate with this company to increase the
production of compost fertilizer which will be marketed to the local market and
international market by supplying the raw material to this company, that is we will
supply the compost fertilizer that is not being yet process to the company of Fertilizer
Sdn Bhd.
The potential products from the hays is expected to increase especially the
compost fertilizer and handcraft.
As the area that is covered by the paddy field is large in Setiu and Manir, which is
about 2000 hectares and has the natural souces of hays, it is expected that our
company can defeat in order to produce the big scale of products from hay.
4.3.1 Competition and Buying Patterns
Our main competitor is Compost Maju Sdn.Bhd because the company is already has its
own
products that are being patternized like compost fertilizer and handcraft.The company is
also has their fixed markets in Terengganu,Kelantan , Kuala Lumpur and supermarket like
Giant , Carefour.Furthermore , the companys products are not too well known maybe
because of lack of promotion and the poor management of the companys promotion
department and also because of cost and expertise.
5.0 Strategy and Implementation Summary
Our company has focused to several sales strategy which is expected can help our
8/8/2019 Projek Jerami Padi2(Edit)2
11/41
PROJEK JERAMI PADI
5.1 Competitive Edge
The company seeks to establish a competitive edge in its new target market segment by
increasing the level of customer contact that can be as directly or by middle man and
become the first producer for raw materials. Besides, the company will make sure that all
workers possess the necessary skills to produce the high quality products that are needed
in this field. The establishment of the previously mentioned work processes that will
ensure greater product will strengthen the contacts that promote word of mouth marketing
and networking. The company also has the advantage through the sources management
and a good and consistent Hay's of paddy product that will be manage by one project
manager which it is differ from other company that do not focus in sources management.
5.2 Marketing Strategy
Our company has focused to several sales strategy which is expected can help our
company to increase the demands of our products and this will give the advantages to thecompany and also to the community who involve in this sector.
The first strategy is through the direct selling of the product produced like compost
fertilizer and also the handcrafts to the customers from the stalls or selling centre which
are built especially to individual or group selling.
The second strategy, our company will collect all the product produced in the collection
centre and sell them to the market through the middle man or to the interestedsupermarkets.
The third strategy , our company will sell and supply the raw material like hay to the
8/8/2019 Projek Jerami Padi2(Edit)2
12/41
8/8/2019 Projek Jerami Padi2(Edit)2
13/41
9
8/8/2019 Projek Jerami Padi2(Edit)2
14/41
PROJEK JERAMI PADI
Sales Monthly
$16,000
$14,000
$12,000
$10,000COMPOST FERTILIZER
$8,000 HANDICRAFT
$6,000 MAT
$4,000
$2,000
$0
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Sales by Year
$160,000
$140,000
$120,000
$100,000COMPOST FERTILIZER
8/8/2019 Projek Jerami Padi2(Edit)2
15/41
Page 10
8/8/2019 Projek Jerami Padi2(Edit)2
16/41
PROJEK JERAMI PADI
5.4 Milestones
In this section, the company has stated all marketing activities that is important andwill be implemented including the date and expenditure for each activity. Every activity
with the date and expenditure are shown in the table below.
Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager DepartmentHAY COLLECTING PEMASARA
COURSE 2/4/2008 12/3/2008 $50 ABC N
OPERATIONAL 1/5/2008 5/20/2008 $50 ABC PEMASARA
SEMINAR N
BUSINESS PLAN 2/5/2008 5/2/2008 $50 ABC KEWANGACORRECTION NBUSINESS JOIN 5/1/2008 5/25/2008 $50 ABC PEMASARA
VENTURE NADVERTICEMENT 2/6/2009 2/7/2009 $50 ABC PEMASARAN
ENTREPRENEURSHIP 4/8/2009 11/8/2009 $50 ABC PEMASARATRAINING PROGRAM NHAY RESEARCH 10/12/2009 13/12/2010 $50 ABC PEMASARAPRESENTATION NHAY-RELATED 2/7/2010 9/7/2010 $50 ABC KEWANGAPROTOTYPE TEST NMAHA EXPOSITION 16/7/2010 30/7/2010 $50 ABC PEMASARAAND CONFERENCE N
HANDICRAFT 12/5/2011 3/6/2011 $100 ABC SUMBERPLAITING COURSE MANUSIAPRODUCT LIFESPAN 11/8/2012 31/8/2012 $100 ABC SUMBERRESEARCH COURSE MANUSIAREPLANTING PADDY 11/6/2013 25/6/2013 $50 ABC SUMBER
8/8/2019 Projek Jerami Padi2(Edit)2
17/41
PROJEK JERAMI PADI
6.0 Management Summary
Administration summary
The company will employ for 4 managers that is, CEO, Vice CEO, Financial and
management manager and Marketing manager. Company will employ 45 workers
( villagers and single mother ) that responsible in production of handcraft and collection of
Hay of paddy.
CEO
Responsible in handling the whole activity in company including operation,
management, financial and marketing.
Operation manager
Responsible in helping CEO done his work.
Financial and management manager
Responsible to handle financial activity in the company.
Marketing manager
8/8/2019 Projek Jerami Padi2(Edit)2
18/41
PROJEK JERAMI PADI
6.1 Personnel Plan
Personal plan will employ for 4 managers and 20 persons as extra workers for first
three year. The incensement of employee will done when the performance of
business is good and when the workers are not any more enough to support the
activity run.
Urban Waste Company Organization
CEO
Mohamad Alif Bin Marzuki
Operation manager
Nuruhidayu Bt Mahmad
Marketing manager
8/8/2019 Projek Jerami Padi2(Edit)2
19/41
PROJEK JERAMI PADI
Table: Personnel
Personnel Plan
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013DIRECTOR $12,000 $12,000 $12,000 $12,000 $12,000
OPERATION MANAGER $9,600 $9,600 $9,600 $9,600 $9,600
FINANCIAL MANAGER $8,400 $8,400 $8,400 $8,400 $8,400
MARKETING MANAGER $8,400 $8,400 $8,400 $8,400 $8,400
OPERATION WORKERS (20 $48,000 $48,000 $48,000 $48,000 $48,000
WORKERS IN PLAN)Total People 0 4 4 4 4
Total Payroll $86,400 $86,400 $86,400 $86,400 $86,400
Organizational Chart: CARTA ORGANISASI
LEE WEI SHIN
DIRECTOR
MOHAMAD ALIF
NOORLISTARI BT MOHD SALLEH NURUL SYAZILA BT ABD RANI MARLIANA BT ISMAIL
MARKETING AND ADMINISTRATION MANAGER FINANCIAL MANAGER OPERATION MANAGER
NURUHIDAYU NURHANIS NURSYAHADA
7.0 Financial Plan
Total capital of RM60,000 will be obtain from the coperation and/or the state
government since this project is under the United Nation Development
Programme (UNDP). Urban Waste Company has no intention for applying
conventional loans.
8/8/2019 Projek Jerami Padi2(Edit)2
20/41
PROJEK JERAMI PADI
Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund $9,000Start-up Assets to Fund $51,000Total Funding Required $60,000
AssetsNon-cash Assets from Start-up $41,000
Cash Requirements from Start-up $10,000
Additional Cash Raised $0
Cash Balance on Starting Date $10,000Total Assets $51,000
Liabilities and Capital
LiabilitiesCurrent Borrowing $0
Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0Total Liabilities $0
Capital
Planned InvestmentOwner $0
Investor $0
Additional Investment Requirement $60,000Total Planned Investment $60,000
Loss at Start-up (Start-up Expenses) ($9,000)Total Capital $51,000
Total Capital and Liabilities $51,000
Total Funding $60,000
7.2 Important Assumptions
8/8/2019 Projek Jerami Padi2(Edit)2
21/41
PROJEK JERAMI PADI
7.3 Break-even Analysis
Break even analysis for Urban Waste Company fixed cost will cover rents,
insurance, maintenance and other related items. To obtain the break even point,
minimum sales per month should be RM 2959. Refer the table 7.3 for a clearer
understandings.
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even $1,081
Assumptions:Average Percent Variable Cost 8%
Estimated Monthly Fixed Cost $1,000
Break-even Analysis
$1,500
$1,000
$500
$0
($500)
8/8/2019 Projek Jerami Padi2(Edit)2
22/41
16
8/8/2019 Projek Jerami Padi2(Edit)2
23/41
PROJEK JERAMI PADI
Table: Profit and Loss
Pro Forma Profit and Loss
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013Total Income $159,320 $0 $140,500 $141,300 $142,300Cost of Goods Sold $12,000 $0 $12,000 $12,000 $12,000
Gross Profit $147,320 $0 $128,500 $129,300 $130,300
Gross Profit % 92.47% 0.00% 91.46% 91.51% 91.57%
ExpensesPayroll $86,400 $86,400 $86,400 $86,400 $86,400
Marketing/Promotion $950 $0 $0 $0 $0
Depreciation $0 $0 $0 $0 $0
Rent $5,200 $0 $0 $0 $0
Utilities $2,350 $0 $0 $0 $0Insurance $1,300 $0 $0 $0 $0Payroll Taxes $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------Total Expense $96,200 $86,400 $86,400 $86,400 $86,400
Gross Profit $51,120 ($86,400) $42,100 $42,900 $43,900
EBITDA $51,120 ($86,400) $42,100 $42,900 $43,900
Other IncomeOther Income Account Name $0 $0 $0 $0 $0
Other Income Account Name $0 $0 $0 $0 $0Total Other Income $0 $0 $0 $0 $0
Other Expense
Other Expense Account Name $0 $0 $0 $0 $0
Other Expense Account Name $0 $0 $0 $0 $0Total Other Expense $0 $0 $0 $0 $0
Net Other Income $0 $0 $0 $0 $0Net Profit $51,120 ($86,400) $42,100 $42,900 $43,900
Net Profit/Sales 32.09% 0.00% 29.96% 30.36% 30.85%
Profit Monthly
8/8/2019 Projek Jerami Padi2(Edit)2
24/41
Version
Page 17
8/8/2019 Projek Jerami Padi2(Edit)2
25/41
PROJEK JERAMI PADI
Profit Yearly
$60,000
$40,000
$20,000
$0
($20,000)
($40,000)
($60,000)
($80,000)
($100,000)
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Gross Margin Monthly
$14,000
$12,000
$10,000
$8 000
8/8/2019 Projek Jerami Padi2(Edit)2
26/41
Page 18
8/8/2019 Projek Jerami Padi2(Edit)2
27/41
PROJEK JERAMI PADI
Gross Margin Yearly
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
7.5 Projected Cash Flow
The cash flow indicates that the company will experience loss during the first
months however this is normal for company at start up due to assets installments and
essential expenses are done at this period. The following months will give rise in
l d bt i f fit Th t bl 7 5 b f d f f th i f ti
8/8/2019 Projek Jerami Padi2(Edit)2
28/41
19
8/8/2019 Projek Jerami Padi2(Edit)2
29/41
PROJEK JERAMI PADI
Table: Cash Flow
Pro Forma Cash Flow
Cash Received FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Cash from OperationsCash Sales $119,490 $0 $105,375 $105,975 $106,725
Cash from Receivables $32,843 $6,987 $35,125 $35,325 $35,575Subtotal Cash from Operations $152,333 $6,987 $140,500 $141,300 $142,300
Additional Cash ReceivedNon Operating (Other) Income $0 $0 $0 $0 $0
Sales Tax, VAT, HST/GST$0 $0 $0 $0 $0
Received
New Current Borrowing $0 $0 $0 $0 $0New Other Liabilities (interest-free) $0 $0 $0 $0 $0New Long-term Liabilities $0 $0 $0 $0 $0Sales of Other Current Assets $0 $0 $0 $0 $0Sales of Long-term Assets $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0Subtotal Cash Received $152,333 $6,987 $140,500 $141,300 $142,300
Expenditures FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Expenditures from OperationsCash Spending $86,400 $86,400 $86,400 $86,400 $86,400
Bill Payments $11,495 $1,305 $11,014 $12,005 $12,007Subtotal Spent on Operations $97,895 $87,705 $97,414 $98,405 $98,407
Additional Cash SpentNon Operating (Other) Expense $0 $0 $0 $0 $0
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0
Principal Repayment of Current $0 $0 $0 $0 $0Borrowing
Other Liabilities Principal $0 $0 $0 $0 $0RepaymentLong-term Liabilities Principal
$0 $0 $0 $0 $0RepaymentPurchase Other Current Assets $0 $0 $0 $0 $0Purchase Long-term Assets $0 $0 $0 $0 $0
Dividends $0 $0 $0 $0 $0
8/8/2019 Projek Jerami Padi2(Edit)2
30/41
PROJEK JERAMI PADI
Cash
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Net Cash Flow
Cash Balance
7.6 Projected Balance Sheet
Balance sheet calculation is concrete with confirmation that the company shall nothave any difficulty to manage its debts and installments as long as the objectives ofspecific sales planned can be achieved. Further information can be referred from
8/8/2019 Projek Jerami Padi2(Edit)2
31/41
Page 21
8/8/2019 Projek Jerami Padi2(Edit)2
32/41
PROJEK JERAMI PADI
Table: Balance Sheet
Pro Forma Balance Sheet
Assets FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Current AssetsCash ($16,280
$64,438 ) $26,806 $69,701 $113,594
Accounts Receivable $6,987 $0 $0 $0 $0
Inventory $1,000 $1,000 $1,000 $1,006 $1,013
Other Current Assets $8,000 $8,000 $8,000 $8,000 $8,000Total Current Assets $80,425 ($7,280) $35,806 $78,707 $122,607
Long-term AssetsLong-term Assets $23,000 $23,000 $23,000 $23,000 $23,000
Accumulated Depreciation $0 $0 $0 $0 $0
Total Long-term Assets $23,000 $23,000 $23,000 $23,000 $23,000Total Assets $103,425 $15,720 $58,806 $101,707 $145,607
Liabilities and Capital FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Current LiabilitiesAccounts Payable $1,305 $0 $986 $987 $987
Current Borrowing $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0Subtotal Current Liabilities $1,305 $0 $986 $987 $987
Long-term Liabilities $0 $0 $0 $0 $0Total Liabilities $1,305 $0 $986 $987 $987
Paid-in Capital $60,000 $60,000 $60,000 $60,000 $60,000
Retained Earnings ($9,000) $42,120 ($44,280) ($2,180) $40,720
Earnings $51,120 ($86,400 $42,100 $42,900 $43,900)
Total Capital $102,120 $15,720 $57,820 $100,720 $144,620
Total Liabilities and Capital $103,425 $15,720 $58,806 $101,707 $145,607
Net Worth $102,120 $15,720 $57,820 $100,720 $144,620
8/8/2019 Projek Jerami Padi2(Edit)2
33/41
Page 22
8/8/2019 Projek Jerami Padi2(Edit)2
34/41
Appendix
Appendix Table: Sales Forecast
Sales Forecast
SalesMar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
COMPOST FERTILIZER 0% $2,000 $2,000 $2,000 $2,000 $2,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000
HANDICRAFT 0% $5,000 $5,000 $5,000 $5,000 $5,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000
MAT 0% $5,000 $5,020 $5,040 $5,060 $5,080 $5,100 $5,120 $5,140 $5,160 $5,180 $5,200 $5,220Total Sales $12,000 $12,020 $12,040 $12,060 $12,080 $14,100 $14,120 $14,140 $14,160 $14,180 $14,200 $14,220
Direct Cost of Sales Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan FebNIRA NIPAH 2% $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500
HANDICRAFT 2% $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
ICE-CREAM 2% $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400Subtotal Direct Cost of Sales $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Academic Version Page
8/8/2019 Projek Jerami Padi2(Edit)2
35/41
23
8/8/2019 Projek Jerami Padi2(Edit)2
36/41
Appendix
Appendix Table: Personnel
Personnel Plan
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan FebDIRECTOR 0% $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
OPERATION MANAGER 0% $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800
FINANCIAL MANAGER 0% $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700
MARKETING MANAGER 0% $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700
OPERATION WORKERS (20 0% $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000WORKERS IN PLAN)Total People 0 0 0 0 0 0 0 0 0 0 0 0
Total Payroll $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200
Academic Version Page
8/8/2019 Projek Jerami Padi2(Edit)2
37/41
24
8/8/2019 Projek Jerami Padi2(Edit)2
38/41
Appendix
Appendix Table: Profit and Loss
Pro Forma Profit and Loss
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan FebTotal Income $12,000 $12,020 $12,040 $12,060 $12,080 $14,100 $14,120 $14,140 $14,160 $14,180 $14,200 $14,220
Cost of Goods Sold $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Gross Profit $11,000 $11,020 $11,040 $11,060 $11,080 $13,100 $13,120 $13,140 $13,160 $13,180 $13,200 $13,220
Gross Profit % 91.67% 91.68% 91.69% 91.71% 91.72% 92.91% 92.92% 92.93% 92.94% 92.95% 92.96% 92.97%
ExpensesPayroll $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200
Marketing/Promotion $100 $100 $100 $100 $100 $100 $100 $50 $50 $50 $50 $50
Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Rent $600 $600 $600 $600 $600 $600 $600 $200 $200 $200 $200 $200
Utilities $300 $300 $300 $300 $300 $300 $300 $50 $50 $50 $50 $50
Insurance $150 $150 $150 $150 $150 $150 $150 $50 $50 $50 $50 $50
Payroll Taxes 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------Total Expense $8,350 $8,350 $8,350 $8,350 $8,350 $8,350 $8,350 $7,550 $7,550 $7,550 $7,550 $7,550
Gross Profit $2,650 $2,670 $2,690 $2,710 $2,730 $4,750 $4,770 $5,590 $5,610 $5,630 $5,650 $5,670
EBITDA $2,650 $2,670 $2,690 $2,710 $2,730 $4,750 $4,770 $5,590 $5,610 $5,630 $5,650 $5,670
Other IncomeOther Income Account Name $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Income Account Name $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total Other Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Expense
Other Expense Account Name $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Expense Account Name $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total Other Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Net Other Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Net Profit $2,650 $2,670 $2,690 $2,710 $2,730 $4,750 $4,770 $5,590 $5,610 $5,630 $5,650 $5,670
Net Profit/Sales 22.08% 22.21% 22.34% 22.47% 22.60% 33.69% 33.78% 39.53% 39.62% 39.70% 39.79% 39.87%
Academic Version Page
8/8/2019 Projek Jerami Padi2(Edit)2
39/41
25
8/8/2019 Projek Jerami Padi2(Edit)2
40/41
Appendix
Appendix Table: Cash Flow
Pro Forma Cash Flow
Cash ReceivedMar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Cash from OperationsCash Sales $9,000 $9,015 $9,030 $9,045 $9,060 $10,575 $10,590 $10,605 $10,620 $10,635 $10,650 $10,665
Cash from Receivables $0 $100 $3,000 $3,005 $3,010 $3,015 $3,037 $3,525 $3,530 $3,535 $3,540 $3,545Subtotal Cash from Operations $9,000 $9,115 $12,030 $12,050 $12,070 $13,590 $13,627 $14,130 $14,150 $14,170 $14,190 $14,210
Additional Cash ReceivedNon Operating (Other) Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal Cash Received $9,000 $9,115 $12,030 $12,050 $12,070 $13,590 $13,627 $14,130 $14,150 $14,170 $14,190 $14,210
Expenditures Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Expenditures from OperationsCash Spending $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200 $7,200
Bill Payments $38 $1,150 $1,150 $1,150 $1,150 $1,150 $1,150 $1,123 $350 $383 $1,350 $1,350Subtotal Spent on Operations $7,238 $8,350 $8,350 $8,350 $8,350 $8,350 $8,350 $8,323 $7,550 $7,583 $8,550 $8,550
Additional Cash SpentNon Operating (Other) Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment of Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Borrowing
Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-term Liabilities Principal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Repayment
Purchase Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Purchase Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal Cash Spent $7,238 $8,350 $8,350 $8,350 $8,350 $8,350 $8,350 $8,323 $7,550 $7,583 $8,550 $8,550
Net Cash Flow $1,762 $765 $3,680 $3,700 $3,720 $5,240 $5,277 $5,807 $6,600 $6,587 $5,640 $5,660Cash Balance $11,762 $12,527 $16,207 $19,907 $23,627 $28,867 $34,144 $39,951 $46,551 $53,138 $58,778 $64,438
Academic Version Page26
8/8/2019 Projek Jerami Padi2(Edit)2
41/41
Appendix
Appendix Table: Balance Sheet
Pro Forma Balance Sheet
Assets Starting BalancesMar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Current AssetsCash $10,000 $11,762 $12,527 $16,207 $19,907 $23,627 $28,867 $34,144 $39,951 $46,551 $53,138 $58,778 $64,438
Accounts Receivable $0 $3,000 $5,905 $5,915 $5,925 $5,935 $6,444 $6,938 $6,947 $6,957 $6,967 $6,977 $6,987
Inventory $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $1,000 $1,000 $1,000
Other Current Assets $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000Total Current Assets $28,000 $31,762 $34,432 $37,122 $39,832 $42,562 $47,312 $52,082 $56,898 $62,508 $69,105 $74,755 $80,425
Long-term AssetsLong-term Assets $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000
Accumulated Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Long-term Assets $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000 $23,000Total Assets $51,000 $54,762 $57,432 $60,122 $62,832 $65,562 $70,312 $75,082 $79,898 $85,508 $92,105 $97,755 $103,425
Liabilities and Capital Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Current LiabilitiesAccounts Payable $0 $1,112 $1,112 $1,112 $1,112 $1,112 $1,112 $1,112 $338 $338 $1,305 $1,305 $1,305
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal Current Liabilities $0 $1,112 $1,112 $1,112 $1,112 $1,112 $1,112 $1,112 $338 $338 $1,305 $1,305 $1,305
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total Liabilities $0 $1,112 $1,112 $1,112 $1,112 $1,112 $1,112 $1,112 $338 $338 $1,305 $1,305 $1,305
Paid-in Capital $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000
Retained Earnings ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000) ($9,000)
Earnings $0 $2,650 $5,320 $8,010 $10,720 $13,450 $18,200 $22,970 $28,560 $34,170 $39,800 $45,450 $51,120Total Capital $51,000 $53,650 $56,320 $59,010 $61,720 $64,450 $69,200 $73,970 $79,560 $85,170 $90,800 $96,450 $102,120
Total Liabilities and Capital $51,000 $54,762 $57,432 $60,122 $62,832 $65,562 $70,312 $75,082 $79,898 $85,508 $92,105 $97,755 $103,425
Net Worth $51,000 $53,650 $56,320 $59,010 $61,720 $64,450 $69,200 $73,970 $79,560 $85,170 $90,800 $96,450 $102,120
Academic Version Page 27
Top Related