Production cost/mo
R0
Finished output/mo
0 kg
Cost per kg
R0
Monthly revenue
R0
Net profit/mo
R0
South African Biltong Manufacturing
Cost your product, price every bag for each market, check your overheads, then generate full financial statements — all in one place.
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Add every meat type you process — beef, game, etc. Each has its own cost per kg and drying yield, since they often differ a lot.
| Meat type | Kg/month | Cost/kg | Yield % | Finished kg | Meat cost |
|---|
Typical biltong yield is 45–60% of raw weight — adjust per meat type to match your process.
Everything that goes directly into making the biltong, grouped the way a proper Cost of Sales statement expects: Raw Ingredients, Factory Floor Labor, Factory Utilities & Bills, Fixed Factory Compliance Costs, and Equipment Maintenance. Each cost is tagged by type — Material/Labour/Overhead — and by behaviour — Fixed/Variable. Packaging (pouches, labels, absorbers, toothpicks, gas) is costed per pack in Section 03, not here.
Add every bag size. "% of output" should total 100%. Enter how many bags fit per shipping box.
Enter the pouch/label cost per size in the table below. The three shared components above are added to every pack automatically, and the monthly total is calculated from your actual unit volumes.
| Size (g) | % of output | Units/mo | Units/box | Boxes/mo | Pouch/label per pack | Packaging/mo | Cost/unit | Giveaway |
|---|
Set each channel's markup and the share of your total sales that flows through it. Mix must total 100%.
| Channel | Markup % | Sales mix % |
|---|
What each bag must sell for per channel to cover its production cost and hit your markup.
If 100% of output sold through one channel only.
A second, more conservative view: instead of allocating just production cost, this spreads everything — materials, labour, utilities, compliance, admin overhead, and financing interest — across your total output, then applies one target margin to recommend a Wholesale and Retail price.
Costs of running the business that sit below Gross Profit, not inside it — rent, logistics, vehicle running costs, marketing, admin, your own salary. Your loan now lives only in Projections Setup (Tab 02), where it's split correctly into interest (a real expense) and principal (a balance sheet item, not an expense).
Depreciation, interest and tax are pulled from your Projections Setup (Tab 02) inputs — fill those in for a complete picture. This always matches Month 1 of the forecast when the scenario is set to Base Case.
Financial Projections
These inputs drive the financial forecast (12-month or 3-year — switch below). Yellow fields are opening balances — fill in when you have real numbers.
Shown as the letterhead on printed reports and PDF exports.
Switch scenarios to see how a meat price shock or slower sales would hit your numbers. This affects the forecast tabs only — not your live Costing & Pricing numbers.
Estimate: output VAT on revenue, minus input VAT on vatable cost of sales, vatable overheads and capex additions. Wages, salaries and depreciation carry no VAT and are excluded automatically; VAT on lease payments is not yet modelled. SARS VAT periods are usually two-monthly for small vendors — confirm your registration status and filing periods with SARS or your accountant.
Month 1 revenue is pulled automatically from your pricing and sales mix.
The 70% loan portion is calculated automatically from your Total Funding Required (Equipment + Consumables & Supplies + every start-up cost + the 3-month cushion) — it is not entered independently, so it can never drift out of sync with what's actually needed. Rate, term and moratorium are confirmed with you; update them here the moment a real facility letter says otherwise. The instalment is auto-calculated using standard French amortisation on the balance once the moratorium ends (interest capitalises onto the balance during the moratorium itself) — override it manually if your actual instalment differs.
| Description | Type | Principal (auto — 70% of total) | Rate %/yr | Term (months) | Moratorium (months) | Auto instalment (from month after moratorium) | Manual override | Effective instalment |
|---|
The loan is 70% of everything you need — not just equipment. This is the same money as the funding schedule in Start-Up Costs, split by what it buys, so you can see exactly where each rand goes. Funding is pooled: no single category is tied to the grant or the loan specifically.
Everything you must buy or pay for before trading begins — PPE, cleaning supplies, opening stock of ingredients and packaging, deposits, registrations and compliance fees. Tag how each item is treated in the accounts. These flow into your opening balance sheet automatically, and produce the Sources & Uses of Funds statement every funder asks for.
| Item | Amount (R) | Accounting treatment |
|---|
Everything you must pay for before opening, plus enough cash to keep the business running until sales carry it. This is the number to put on a funding application.
What the cushion covers. Every fixed Cost of Sales line and every operating expense is included automatically (🔗 below) — change a cost on Section 02 or 04 and this follows on its own, so nothing can be left out by accident. Loan and lease repayments are the one deliberate exception: funding a loan's own repayment out of that same loan is circular, so tick them only if your funder wants a formal debt-service reserve.
Mirrors the SEDFA Youth Challenge Fund portal's own "Funding Requirement" step (Equipment / Motor Vehicles / Inventory / Working Capital Requirements / Other Expenses, a combined Loan total, and Own Contribution) so these numbers can go straight into the form.
Every rand of funding, matched to what it buys. Funders read this before anything else.
Plant & Equipment, Vehicles, and IFRS 16 lease assets now have their own dedicated tab — 03 · Fixed Assets — with a full Property, Plant & Equipment ledger (Opening → Additions → Disposals → Depreciation → Closing) instead of one flat field. Set them up there; the figures flow into this forecast automatically.
How customers pay you, and how you pay suppliers.
What the business already owns and owes on day 1. For a brand-new business these are usually zero — you have no customers owing you and no supplier accounts yet. Anything you do enter here is automatically added to your funding requirement, because stock and unpaid customer invoices tie up real money that has to come from somewhere.
Money customers already owe you on day 1.
Stock on hand over and above the opening stock already itemised in Start-Up Costs — don't enter it twice.
What you already owe suppliers — this reduces what you need to raise.
These three used to be typed in by hand, which meant they could disagree with everything else and throw the Balance Sheet out. They are now derived automatically from the figures you actually control, so they always reconcile. Change the source shown under each one and these follow.
Financial Projections
A proper Property, Plant & Equipment ledger — Opening, Additions, Disposals, Depreciation, Closing — for each asset category, plus IFRS 16 lease assets when you have them.
Dehydrators, slicers, factory and office equipment. Standard straight-line depreciation based on useful life, down to residual value.
Logistics and company motor units. Standard straight-line depreciation, conventionally over 5 years, down to residual value.
Trademarks, your recipe IP, brand value — anything non-physical with a finite useful life. These amortise (the intangible equivalent of depreciation), straight-line down to residual value, the same way PP&E does.
For long-term leases (over 12 months) — a leased factory, rented delivery vans, etc. Instead of an ordinary rental expense, the lease gets capitalised: the present value of the payments becomes both a Right-of-Use asset and a matching Lease Liability. The asset depreciates straight-line over the lease term; the liability amortises like a loan (interest, then principal). You don't have any leases yet — add one whenever you sign a qualifying contract.
| Description | Type | Term (months) | Discount rate %/yr | Monthly payment | Initial ROU/Liability |
|---|
Sum across all leases above.
Financial Statements
Projected profit and loss over your selected forecast horizon.
Financial Statements
What the business owns and owes at month-end. Balance Check must always read R0.
Financial Statements
Cash in vs cash out each month — different from profit.
Financial Statements
How your equity pool moves — opening Share Capital and Retained Earnings, plus Net Profit and any new Capital Contributions, across the timeline.
Financial Statements
The numbers a bank, investor — or you — actually want to see.
Based on this month's live Costing & Pricing numbers — not the forecast.
Variable = meat, spices, wet ingredients, packaging & logistics. Fixed = electricity, wages, rent, maintenance, other production costs, plus all overheads except loan repayment. Adjust your own classification if your business runs differently.
Break-even above answers "when is accounting profit ≥ R0." This answers the sharper question: how much must you actually sell so every real cash cost — OpEx, leases, AND loan repayments once they start — gets paid, with nothing left unfunded. Two numbers because the loan's 12-month moratorium genuinely changes the answer. Bag counts are at your current size mix (Section 03) — the same proportions, just scaled to the target.
Reflects the scenario selected above.