Yam Processing Plant
Executive Summary
Prepared By:
Donald P. Vernon, Esq.
Wayne Morrison
Wait-A-Bit, Trelawny
This seemingly bleak situation is viewed by Sure Distributors, Inc. as an opportunity to contribute to the solution of profound social concern while at the same time creating significant wealth for its investors. The Agricultural Industry in
EXECUTIVE SUMMARY
Introduction
The issue of food security is of significant importance to the people and government of

In an effort to increase Sure Distributors likelihood of success, a strategic plan was developed to secure the supply of fresh produce, primarily yellow yams; lower the cost of getting the product to market through efficiency; and protect against the interruption of its distribution. These strategic objectives will be achieved through: partnership with farmers; elimination of waste throughout the production process; developing a marketing and distribution company in the foreign and domestic markets; facilitating a pricing structure that allows yellow yams and other produce to be more competitive with other sources of starch; and lobbing the US government to reduce restrictions on Jamaican fresh produce.
Partnering with Local Farmers
The first of these strategies is closely linked to Sure Distributors, Inc. decision to base its operation in Wait-A-Bit, Trelawny. To secure a consistent quality supply of yam, working directly with farmers is necessary. In this respect, Sure Jamaica proposes the emergence of new partnerships geared at developing entrepreneurs who will herald the future of the industry. In this partnership, Sure Jamaica will work to develop the capacity of the local farmers. Sure Distributors' investors will offer a share in the interest of its corporation to the farmers, in consideration for a favored relationship that requires best standards and practices as it relates to production. This business model will motivate farmers to meet our requisite standards of production.
Distribution
As to the second prong of the strategic plan, Sure Jamaica has partnered with Bullzii Marketing the leading marketing entity of Jamaican processed goods in
Eliminating Waste
The third prong of Sure Distributors' strategic plan calls for the elimination of waste throughout the production process. Waste will decrease as the fresh produce will first be sorted for the foreign markets and domestic market; products not chosen for either will be processed; and lastly, all waste from the various production processes will be used for animal feed. Sure Distributors is confident that the implementation of this strategy of maximizing the use of the product will affect its bottom line in a positive way.
Access to Foreign Markets
The fourth prong of Sure Distributors' strategic plan addresses the issue of access to the
Competitive Pricing Structure
Sure Distributors' fifth prong to its strategic plan seeks to bring about a pricing structure for yellow yams and other produce that is competitive with other sources of starch, such as rice and potato; thereby increasing consumption. Establishing the cost of production using the best practice standard will provide Sure Distributors with the foundation to pursue equity in the division of the return-per-pound of yams distributed in foreign markets. Equity and a sense of fair play are important ingredients to protect and sustain the relationship between Sure Jamaica and the farmers. Through the establishment of a “Production Cost,” Sure Distributors will be in a position to work with the farmers to establish a more stable pricing structure for the product. With this structure in place, Sure Distributors can work toward a more efficient production process, thereby reducing the cost of production.

Experience of Management Team
A strong and capable management team has been assembled to meet the objectives of this plan. With the complements of each other, the management team will ensure the smooth running of the daily operations.
Wayne Morrison
As Operations Manager, Wayne Morrison will oversee the daily operations. Mr. Morrison has served as a Logistics Manager in the United States Air Force for twelve years, Passenger Service Manager at
Donald P. Vernon, Esq.
Donald Vernon brings a background in business development that will contribute to the successful implementation of this proposal. An attorney by profession, Mr. Vernon has a Bachelor of Science Degree in Marketing from
Mr. Vernon went on to establish a successful law firm in
Mr. Vernon has honed his business acumen and other skill sets over the past thirteen years while developing his law firm, managing several political campaigns for New York State Senate and NY City Council, and organizing labor unions. In carrying out these tasks, Mr. Vernon has strengthened his organizational, logistical and analytical abilities. Mr. Vernon’s knowledge of and connection to the Proposal This proposal is intended to facilitate the increased production of yams for export to the Sure Distributors has the capacity to increase exports more aggressively but has elected not to, for a variety of reasons. One such reason is that the company must develop and implement policies and processes to ensure the quality of the product and protect against breach in security. In short, the company’s operation must be refined prior to moving the company to full capacity, in terms of its exports. In year two of operation the company will increase exports by eight (8) containers over the previous year. In year three (3), Sure Distributors will increase its exports by forty nine (49) containers over the previous year. In year four (4) of operation Sure Distributors will increase its exports by forty two (42) containers over the previous year. In the fifth (5th) year of operation the company will increase exports by thirty (30) containers over the previous year. During the sixth (6th) and seventh (7th) year exports will be increased by thirty seven (37) containers over the previous year. The operators propose to achieve this target by; i. Development of a yam processing facility: Ø Renovation of existing facility Ø Procurement and installation of equipment ii. Effective and efficient management of the packing facility iii. Protection of distribution channel, domestic and foreign markets Project Costs; Financial Plan; Loan Requirement and Repayment; and Collateral/Security The total capital cost is estimated to be, J$27,609,392.44 in capital investments; apportioned into 5 categories as follows: The projected annual expenses inclusive of production and operating costs range from J$71.85M in PY1 to a high of J$461.19M in PY7. Annual projected revenues accruing to the project will range from J$89.28M in PY1 to a high of J$572.88M. The projected accumulated revenue at the end of the 7 years is J$2.44B. Results of Financial Evaluation Cash Flow Schedule (Annual) The projected cash flows indicate a viable production venture with adequate resources to support additional capital re-investments and operational expenses, having net cash flow ranging from J$35.64M in PY1 to J$107.88M in PY7. The projected accumulated net cash balance at the end of the seven (7) years is J$493.46M. Profitability The projected income statement indicates positive, profitability of approximately J$14.99M in PY1 to J$110.21M in PY7. Cumulative net income at the end of PY7 is J$488.85M. Cost Benefit Analyses Financial Indicators: These analyses specifically indicated: 1. A Pay Back Period (PBP) of 0.8 years (8 months) 2. A Profitability Index (PI) of 4.37 which is greater than the bench mark of 1; 3. A positive Net Present Value (NPV) of approximately J$200.64M when future cash flows were discounted utilizing a rate of 15% - the Jamaican Government Treasury Bill Rate, assumed to be the accepted market risk free rate of interest. Funding will be sought at 7.875% for the project implementation; and 4. An Internal Rate of Return (IRR) of approximately 137%, which is greater than (i) the Government Treasury Bill Rate of 15%; (ii) the Cost of Capital (7.875%); and (iii) the industry benchmark or opportunity cost of capital of IRR = 13% for agricultural projects. Sensitivity Analyses In an effort to obtain the sense of variability and the project’s vulnerability to macro or micro environmental changes in cost, revenue (implicitly, yields or price) and the operating expenses, sensitivity analyses were conducted. The fluctuations in the variables (increase or decrease) resulted in a positive NPV of approximately J$92.46M and an IRR of 90%, in a worst case scenario. Conclusions and Recommendations The background of the project reflects a team of determined stakeholders with the requisite skill sets to implement all components of this proposal along with a social and economic environment ripe for the success of this project. Given the results of the financial analyses conducted and, based on the projected tremendous positive technical, environmental, social, economic and financial feasibility, it is reasonable to assert that the benefits projected from project activities are adequate to cover all costs and ensure a significant return on investment. This provides reasonable grounds to recommend that the project be supported for implementation.
the first three months of operation, Sure Jamaica will increase exports from one (1) container to two (2) containers per month; Sure Jamaica will maintain this level of export for the remainder of year one.
Financial Feasibility Analyses
Projected Operating Expense, and Revenue
Sure Distributors, Inc.
United States:
90-04 161 Street
Suite 301
Jamaica, NY 11432
Phone: 917-640-0586
Fax: 718-297-4263
Jamaica, WI:
1A Clarkstown Road
Mandeville, Manchester
Jamaica, West Indies
Phone: 876-435-0832
SureDistributors@yahoo.com