Business financial model file
Courier Service Financial Model
Budget an owned-route courier's vans, roster and paid drops; the selected product's advertised marketplace streams require a separate suitability check.
Opening investment and working cash
The original financial case operates two vans and sells local delivery, not a marketplace subscription. Vans/scanners are investment; initial handling stock and depot security are working cash. This operator example does not convert the selected marketplace revenue model into an owned-fleet workbook.
| Cash use | $ |
|---|---|
| CAPEX: Two selected route vans | 60,000 |
| CAPEX: Sorting/scanning equipment | 10,000 |
| CAPEX: Depot fit-out | 12,000 |
| Pre-opening: Contracts, local/professional setup | 6,000 |
| Pre-opening: Pre-opening route trials and launch | 4,000 |
| Refundable deposit / tied-up cash | 3,000 |
| Opening stock / initial working inputs | 2,000 |
| Reserve: 2 selected fixed-cost months | 38,900 |
| Selected opening cash total | 135,900 |
CAPEX totals $82,000, pre-opening expense $10,000 and working cash $43,900. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
Two 160-hour drivers carry a$10,000 loaded budget and dispatch/management$4,000. Of 320 paid driver hours,240 are selected productive route time, including travel and handover. Per-drop mileage/wear is additional; driver wages are not deducted again there.
| Commitment | $ per month |
|---|---|
| Two drivers: loaded 160-hour rosters | 10,000 |
| Dispatch/manager: loaded budget | 4,000 |
| Vehicle standing services | 1,600 |
| Insurance | 1,200 |
| Depot lease | 1,500 |
| Route/software | 300 |
| Marketing | 500 |
| Admin | 350 |
| Total selected fixed cash | 19,450 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 18 |
| Incremental route mileage/wear per drop | 3 |
| Packaging/handling per drop | 0.5 |
| Percentage-only fee allocation (3%) | 0.54 |
| Contribution before scheduled payroll/fixed OPEX | 13.96 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
At 0.12 productive route-hour per comparable completed drop,240 hours permit 2,000 deliveries, while selected dispatch/routes permit 1,800. Plan 1,600. The 7.2-minute average includes travel/handovers as an original geography-dependent assumption, not a national delivery standard.
For this fixed mix and commitment, whole-unit cash break-even is 1,394 completed paid local deliveries per month: ($19,450) ÷ $13.96, rounded up. The aggregate capacity is 1,800 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 1,200 | 21,600 | -2,698 |
| 1,394 | 25,092 | 10.24 |
| 1,600 (planned) | 28,800 | 2,886 |
| 1,800 | 32,400 | 5,678 |
At 1,200 paid drops, the two drivers, depot and vehicles remain committed. Confirm geographic density and client payment terms before assuming another route; the retained guide's route economics is a different mileage/time case.
Practical KPI definitions
Measure paid completed drops/route-hour, collected delivery value/drop and failed attempts on the original dispatch cohort. Keep total route miles and empty repositioning in cost. Platform subscribers, customer bookings and an operator's paid completed drops are different measures.
No marketplace subscription income, finance, income tax or fleet replacement is included. Failed/refunded deliveries, client credit and actual settlement dates need a dated route cash plan.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the selected product covers
The official Courier Service Financial Model listing explicitly describes a marketplace-style configuration. Five revenue streams use annual units and prices with optional launch dates. Expense, staffing and capital inputs support profit and loss, monthly and annual cash forecasts, break-even analysis and dashboard charts across five forecast years.
Choose the revenue basis that fits the business
An owned delivery route instead needs stop fees, driver time, miles and failed-attempt terms. Our original route has ten spare hours; thirty distant twenty-minute stops fit but add only $30 contribution. Forty do not fit.
The courier route guide develops that separate operator case. The selected marketplace model should not be represented as an automatically matched fleet-route model; compare its stated streams with the operation before using the forecast.
Planning guide