CAPITAL.MY

Deals | Funding | Pre-IPO | SME | Startup | Advisory | 投資, 融資, 集資, 上市

Fame Trikes Superbike Manufacturing and Import, South Africa

Project Cost: $2million

Amount Invested : $50,000

Amount Required : $2million

Knowledge / Experience Required:
general management
strategy

Proposed Investor’s Role:
part-time
as mentor

Industry:
manufacturing
trade

Project Stage: start-up

Information Memorandum:

FAME TRIKES , mainly importing from CHINA and manufacturing TRIKES.
FAME will import a wide range of trikes from 150cc to V8 engines that cost from $1,500 to $60,000 USA dollar.

FAME will manufacture a SUPER TRIKE that is ALL WHEEL DRIVE. A design engineer is currently busy with the designing. it is a FIRST IN THE WORLD.

Currently there is no competition in SOUTH AFRICA as importers are not aware that these trikes are now road legal in SOUTH AFRICA. The difference between the purchasing price and retail price is 3 to 5 times depending on the models imported. on the SUPER TRIKES the profit per trike will be around 150% depending on specifications from clients. the project is approved by government agency and FAME obtained the M.I.B. Certificate from government. MIB is Manufacture, Import,Build vehicles. all motor manufacturers in SOUTH AFRICA have this certificate to manufacture vehicle.

FAME TRIKES need capital, all legals are done. capital needed $2million up to maximum $5million

* Register to view Executive Summary / Business Plan.

Contact Information

paul FOUCHE ( fametrikes@hotmail.com)

Company Name: FAME Trikes
Postal Address : 9 ixopo street
allanridge
south africa
State : free state
Post Code : 9060
Country : south africa
Mobile: 27 84 551 8418

Car brake shoes manufacturer at Indonesia

Project Cost: RM 970,000

Amount Invested : RM 430,000

Amount Required : RM 540,000

Knowledge / Experience Required: general management

Proposed Investor’s Role: part-time

Industry: manufacturing, industry products

Project Stage: early expansion

EXECUTIVE SUMMARY:

Company History:

PD. Spartindo Jelita Part has been established since 1996 which mainly focuses on brake pad of motorcycle. It was formed by Mr. Hasan Chahyadi Tjhang with the vision to accommodate Indonesia with high quality brake pad and affordable price. He spotted a huge market demand in car industry and the supply could not accommodate the demand of market which makes him believes that there is a huge untapped market in car industry. He is the expertise in manufacturing motorcycle and car brake pad/ brake shoes since he was young. It was the talent he gained from generation to generation.

Product / Service Description:

For starting, PD. Spartindo Jelita Part will be producing 25 models of different car brake shoes and will be distributed around Indonesia with the help of sales team and connection of existing distributors. The car brake shoes mainly accommodate the cars that are frequently used by Indonesian citizens such as Honda Jazz, Toyota Kijang, Toyota Avanza, Hilux, etc. For future expansion, PD. Jelita Spartido Jaya aims to accommodate 100 different models of cars including truck, sedan, and family car.

Business Opportunity:

Indonesia is the largest automotive market in the Association of Southeast Asian Nations region with 2011 sales growing 16.4% and in 2012 the sales growth 7.5% (Harman. A, 2012). This fact gives a huge market for Indonesia in automotive industry especially brake shoes which the demand is higher than the supply making this industry having a ready market to be tapped. It is expected the growing market of automotive industry in Indonesia is increasing because there is a lot of liquidity in the banking system currently helping loan interest for car purchases to remain low (Bisara. D, 2012), therefore, bank regulation makes it easier for Indonesians to purchase car.

Revenue Model:

PD Jelita Spartindo Part earns the profit from the sales of brake shoes of car which the initial production will be 20,000 units.
The net profit of each unit at minimum RM 2 and maximum RM 7
Total the minimum profit for initial stage: 20,000 units x RM 2 = RM 40,000
Total maximum profit for early stage: 20,000 units x RM 7 = RM 140,000
PD Jelita Spartindo Part has ready distributors which covers all parts of Indonesia.

This business model is sustainable because of the founder of company is having sufficient knowledge and experience to run the automotive manufacturing business provided with strong team which has been in the company for over ten years.

Our company has executed bonuses to employees which make employees become more productive. Our company will introduce bonuses for distributors and sales team who able to hit the target of sales. Moreover, PD Jelita Spartindo Part will be having few departments to ensure the growth of the company such as marketing & PR team, sales team, accounting and manufacturing team.

Management Team: PD. Jelita Spartindo Part will be consisting on four departments which are:
1. Marketing & PR team – The team will be responsible in developing strategy to monopoly Indonesia market and build a good image of Motogawa to Indonesia market
2. Sales team – The team will be executing the sales job by channeling Motogawa product to distributors and automotive workshop around Indonesia. Commission scheme will be introduced.
3. Accounting – This person will be accountable in keeping record of expenses and income and allocate budget for each department. This person will be the one to keep track on the health of company.
4. Manufacturing team – This team will be responsible in producing Motogawa product with best quality and on time.

Current Status:

Currently PD. Jelita Spartindo Part has made investment up to RM 430,000 to purchase most of the machines to produce and the factory for the production place. The company still need RM 540,000 to run the business.

Funding Milestone:

First stage of funding: RM 200,000 to produce 5 models of car brake shoes to be distributed in few parts of Indonesia. Once we get the profit it will be shared with the investor based on equity which can be discuss further. The remaining RM 340,000 can be invested once the profit shown in six months time.

Business Valuation: Depend on the amount of money invested in the business. Can further discuss during meeting.

Expected Return On Investment: n/a

Investment Risk and Mitigation: n/a

Exit Strategies: Investor can sell the shares in 3 years time.

CONTACT INFORMATION

Felicia Regina Tjhang ( felletjhang@gmail.com)
Company Name: Jelita Spartindo Part
Postal Address : Jalan Dadap Raya, Periuk, Kota Tangerang, Banten 15131, Indonesia
tate : Tanggerang
Post Code : 15131
Country : Indonesia
Telephone : 0182863220
Website : n/a
Mobile: 0182863220

Seeking co-investor to take over a Singapore wire mesh company

Due to our nature of business, we knew one of our supplier who are willing to let go his business for retirement in Singapore, and we’re seeing a potential of this market therefore would like to take over the business. However, due to the amount of investment is quite huge so we’re seeking for investment fund to support us.

Here’s the briefly break down of their financial outlook

Selling price: 1.8 Mil (not include the properties warehouse)
Revenue : 3.2 ~ 3.6Mil
Gross Profits : 1.2 Mil
Net Profits: 0.9 Mil

Their business are quite steady now, and we’re quite confident on the prospect if we’re able to focus on certain industries to growth further especially in the Malaysia market. Hence we’re quite optimistic and targeted to break even within 3 ~ 5 years and profitable from the 4th year onward.

An overview of the market and opportunity;

The targeted company is the biggest stockist in Singapore and they has been servicing the local market since 2002. They’re also supplying to the region market including Indonesia, Thailand, & Malaysia. We’ve started the similar business in Malaysia last year and discovered many opportunity and potential of the market over here.

Why our business model can generate superior, sustainable returns;

Coz the owner did not market much on their product however, the business are able to maintain & profits since then. So as long as we’re able to stable & maintain the exiting market share and focus on certain high margin industry then we’ll be able to achieve higher.

3 year financial projections

As mentioned, we’re quite optimistic and estimated to return of investment in the 3rd year based on 0.5 mil per year and seeing profit on the 4th year onward.

Background of key managers/founders and shareholding;

It will be managed by existing manger who currently looking after the SQC wire mesh S/B in Malaysia.

Current status of our business: including investment made to date; sales made to date etc;

xxx wire mesh S/B is making a good progress and seeing profit in the second years.

Funding required

0.9 Mil to take over the business and growth the market further by focusing in certain high margin industries

Equity to allocate to the Investors
30% – 49%

Valuation
The figure are based on the existing stock & asset value

Expected rate of return or IRR to investor;
ROI is 30%

Investment risks and mitigating factors;
The business has been running and very steady now. The only risk is the fluctuation of material price this can be mitigated by monitoring closely on the stock level and working with the manufacturer closely.

What is the exit opportunity for investor?
Investor should be able to exit in anytime after 3 years.

enquiry@capital.com.my

Vietnam Waste Management Plant Project

Investment in municipal waste separation, recycling, composting and bale-press packing plant with a capacity of 2,000 tons per day in the form of BOT Contract for 49 years in Hanoi, Vietnam

The need for the project investment and the investment objective:

Hanoi City has 6.2 million people living in an area of 3,300 km2, with an average density of 1,880 person/km2. The City is divided into 29 districts and towns. It has diverse terrain conditions, including: mountainous, midland and lowlands areas.

In 2009, Hanoi achieves the GDP growth rate of 9.5-10%. The rate of municipal waste collected per day in 2 cities: Hanoi and Ha Dong is 95-98%.

The total waste volume in Hanoi City amounts to 5,500-6,000 tons/day. The urban areas generate about 3.000 tons/day (60%), waste from the industrial zone is estimated at 500-600 tons/day (10%), construction waste is about 1,000-1,200 tons/day (20%), and the septic sludge and other waste are 500-600 tons/day (10%). The wastes are not totally classified/separated and still mixed in the municipal waste.

Currently, the municipal waste of Hanoi City is disposed of at a sanitary landfill at Nam Son, Kieu Ky, Xuan Son, and Chuong My. The suburban districts’ municipal wastes are buried arbitrarily in ponds (open dumping method). There is no collection and treatment system for wastewater/leachate.

Municipal solid waste in over 1,000 villages (Minh Khai, Cat Que, Duong Lieu, Hoai Duc, Tan Hoa, etc) are not collected and processed properly, thus becoming a source of pollution in many places.

The collection of municipal and solid waste in general is still assigned mainly to the Hanoi URENCO (a member state Limited Company), Ha Dong Urban Environment company, Son Tay, Xuan Mai, and environment enterprises in the suburban districts.

Disposal of municipal waste by means of burying/landfilling becomes less preferred in the economical, environmental and social aspects. The landfills in Hanoi are fully burdened with the volume of incoming waste. The landfill in Nam Son, receiving about 3,000 tons per day, will be filled up by year 2011; the landfill in Xuan Son is expected to be filled up by June 2010; and in the Thoong Mountain landfill, the cells 1, 2, and 3 have been filled up with no more land available for expansion but still continuing to receive waste.

Finding suitable locations for municipal waste landfill is a never ending problem if Hanoi continues to handle municipal waste by means of landfilling.

At present, the government is looking for new waste processing technologies and minimizing waste disposal to landfill. Simultaneously, the government is to generate capital investment in advanced technology, and to adopt a sustainable process for municipal waste and solid waste management. The City has a policy to encourage investors to invest in waste management, and is offering contracts in the form of Build and Transfer (BT), and Build-Operate-Transfer (BOT), allowing potential companies and individuals taking part in investing capital and technology for recycling and treatment of the municipal waste with the aim of minimizing landfilling.

The city is encouraging recycling (by classification and then re-use the classified waste) which is an indispensable trend in municipal waste treatment, and thus minimizes the amount of waste going to landfill. Waste reuse is classified as follows:

Group A: Production of compost and organic fertilizers from fermented organic materials.
Group B: Burn to generate energy and reuse the energy from the flammable organic material.
Group C: Re-use the materials such as metal, plastic, rubber, etc.
Group D: Bale, sterilize and use as ground levered material, construction materials for the inorganic materials and inert materials (brick stone, sand, glass, pottery, etc.)

The investment in technology in the direction of Group (A) – (D) mentioned above depends on markets and the investors involved.

The objective of this project investment is to build a recycling plant for processing municipal waste with a capacity of 2,000 tons/day minimum, following the projected direction stated in Group (A) – manufacturing compost; Group (C) – recycling, re-use; and Group (D) – baling, re-use as levered material. The products in Group (A), (C), (D) will have a consumption markets in the country and abroad. The most interesting part of the project is that the recycling technologies stated in Group (A), (C), and (D) are being integrated in order to increase the efficiency of waste recycling rate.

Simultaneously, the above technologies are integrated with the bale-press and packing technology to optimize the volume for recycling, to reduce the area of warehousing and transportation cost, and thus increases the overall efficiency of the project.

Likewise, all issues related to the environment (odor, emissions, waste water) in the project are completely mitigated and given the highest consideration. There will be no wastewater/leachate discharged out of the perimeter. The wastewater/leachate shall be collected, treated and re-used in the process and within the facility. The odor shall be minimized by means of applying deodorizers and disinfectants, using microbial technology. The receiving area shall be fully covered and the odor extracted and filtered before being released to the atmosphere.

All products in Group (A) – compost, and Group (C) – recycling materials, will be packed and shipped out of Hanoi City area to the markets identified by the investors. The inert materials in Group (D) which accounts to ≤ 15% of total waste volume shall be baled at site and could either be sold to potential buyers for use as reclamation materials and slope retaining walls; or could be landfilled at approved sanitary landfill.

Investment Scale

The plant is planned to receive and process 2,000 tons of municipal waste/day. It requires a minimum area of 15ha to be used for:
– Collection of municipal waste for 3 days = 10,000 m2
– Receiving and sorting of waste = 10,000m2
– Shedding and bale-press packing area and storing of bales (15 days allowance) = 15,000m2
– Composting area (21 day-cycle, 60% organic composting in municipal waste) = 50,000m2
– Storage area for compost, recycled materials, and bales = 40,000m2
– Area for wastewater/leachate treatment, air pollution = 5,000m2
– Technical area = 6,000m2
– Administration area = 1,000m2
– Open space, paths, and green area = 13,000m2
Total area required = 150,000m2

The project is proposed at Nam Son solid waste treatment complex, Soc Son, Hanoi.

The main design solutions are as follows:

• Municipal waste arrives at the factory area will go through the weighbridge and then the trucks shall get into a fully covered receiving area where the waste shall be unloaded. The wastes shall be disinfected and deodorized with microbes. At this floor, workers shall separate bulky waste (tables, wardrobes, chairs, concrete wall), dangerous materials (aerosols, fire extinguisher, etc), as well as packages containing chemicals, paint crusted, etc shall be recovered, and the remaining waste shall be pushed into Pit No. 1.

• There will be two (2) grapnels that grab the wastes and placed them in the individual hopper at the beginning of the conveyor belt system. The waste will be moved up to the second floor meant for separation of waste by means of four (4) conveyors. From here waste are separated manually. Items of non-organic materials such as plastic, rubber, aluminum cans, are separated. The workers shall collect household hazardous items such as battery, spray canes, aerosols, etc. These materials are placed at recycling material store. The wastes shall pass through conveyor belt No. 5 where a magnetic separator will separate all the metal components of the waste. The remaining wastes on the conveyor shall be placed in Pit No. 2 where the wastes are generally organic waste that could be turned into Composts.

• The Organic materials from Pit No. 2 will be used for compost production. Generally, the compost will undergo two main stages namely pre-composting stage and composting stage. Wastes from Pit No. 2 shall be placed at pre-compost furrow measuring 8.5m (width) x 120 m (length) x 12.0m (depth). The waste shall be treated with microbes and remain there for 7 days. There will be eight (8) furrows designed for pre-composting stage.

• On the eight (8) day, the wastes shall be transferred to the composting area. The area is made up of 20 furrows measuring 8.5m (width) x 60m (length) x 2.0m (depth). The waste shall be further treated with microbes and regularly churned using mechanical turner up to thirteen (13) days. It is designed for the wastes to turn into good quality compost after twenty (20) days of pre-composting and composting processes.

• The Compost will be taken to the sieving area. At this stage, inorganic materials (glass, leather, crystal, metal, etc) that are still in the waste/compost shall be recovered and send to Pit No. 3. The good quality compost shall be graded and send to compost packing area for packaging process, complying with the packaging standard. The compost which has been packed shall be stored at the Compost Storage Area.

• Inert materials from the Compost placed in Pit No. 3 shall later be pressed into bales for landfilling or used as reclamation materials or as slope retaining walls.

• Large and bulky materials (beds, wardrobes, chairs, trees, etc) from bulky store area shall be shredded and placed in Pit No.3. These wastes shall be baled using the bale pressed system and later stored at the storage area for bales.

As a result of these integrated processes, the entire waste received amounting to 2,000 tons/day will be converted into the following products:

• Water and moisture: 800-900 tons/day (45%).
• Compost: 350-400 tons/day (20%).
• Recycling products (plastic, rubber, aluminum, metal, glass): 300-400 tons/day (20%).
• Products for inorganic baling for leveling, burying: 300 tons/day (15%).

Techniques to be applied in the BOT project which will receive and process 2,000 tons of municipal wastes/day by the joint venture company between AIC and partners are the combination of the latest technology and integration of the technical know-how of the municipal waste treatment methods. This is to ensure that the proposed BOT project will provide the solutions to the entire municipal waste treatment and related issues arising from managing waste.

Total investment

Total investment for the project is USD 15M only. The percentage of the investment cost are devided as follows:
– Equipment/technology : 65%
– Construction of Infra/buildings : 30%
– Others : 5%

Capital Investment

Capital investment will be raised by Kristar International Sdn Bhd through its own funding mechanism.
Project construction period: Mei 2010 – Nov 2010.
Project operation period: Dec 2010 to Mac 2058 (49 years).

Analysis of the projected financial investment of the project
No. Parameters Unit Results
1 Capacity of waste treated Tons/day 2000 (minimum)
2 Working time in year Day/year 365 days
3 Total investment:
+ Equipment / technology
+ Construction
+ Others USD 15 million
4 Construction time Months 6
5 Interest loan on capital investment %/year 6%
6 Loan repayment period Years 3 years
7 Project lifecycle Years 49 yrs with 7-yr equipment replacement and 12-yr machinery replacement options
8 Number of worker Persons 123

The details of the financial model and justifications are submitted herewith under the financial requirement section.

Progress

The preliminary planning and development of the project, the feasibility study, and site identification have been completed. We are in the process of submitting the basic design for approval by the Hanoi’s People’s Committee.

The estimated time for project implementation is about 7-10 months after getting the construction design approval from the People’s Committee.

The full tendering procedures to select sub-contractors for construction of the facility will take two (2) months. The time taken to complete construction of facilities and installation of equipment is 6 months.

Capital recovery plan

The capital investment shall be recovered from these revenue streams:
– A tipping fee on waste treament paid by Hanoi city at USD 3.50 per ton of waste received.
– Revenue generated from selling of compost at USD 100.00 per ton.
– Revenue generated from selling of recycled materials USD 50.00 per ton.

The cash flow has shown a positive recovery plan and this project is rated as highly profitable and feasible to be implemented.

The project implementation and operation scheme.

The project shall be implemented in the form of BOT contract for a 40 year period. For project implementation, the promoter will:
– Purchase and import machinery and equipment.
– Appoint qualified sub-contractors to construct the facility.
– Carry out the construction of the facility and install, test, and commission the equipment.
– Formal takeover of land to be used for the project from People’s Committee, including access to other related infrastructures (road, drainage, water supply, electricity supply).
– To instruct URENCO (waste collection company of the People’s Committee) to deliver 2,000 ton per day to the facility.
– To liaise with the Electricity Department for electricity supply, and with Water Department for clean water supply.
– To obtain permission from Department of Natural Resources and Environment for the drilling of the underground water in the area to provide water to the facility if additional volume of water is required.
– To recruit workers to work at the facility.
– To formalise procedures for acceptance and payment with the People’s Committee.


1 2 3 4 5