VOLTRAS Xpress Network

Business Plan Rev. 1

Ade Fajar
May 2017
• Objective
• Business Supply Chain
• Competition
• Business Model
• Operation Model
• Organization Chart
• Capital Budgeting
• Business Risk
• Conclusion
• Objective

• To leverage Voltras business into new

segment

• Monetize VAN member

• Business Supply Chain

Shipper •
•
Personal
Business / Corporartion

•
Drop point agent •
Member of VAN
New member

VXN •
•
Providing IT interface to VXN member
Holding master agreement with Post
Indonesia
• Holding courier / PJT license

Pos Indonesia •
•
Providing logistics infrastructure
Providing IT interface to VXN
• Competition

Competitor Network Franchise

JNE Owned – Co-load Yes
TIKI Owned – Co-load Yes
RPX Owned – Co-load NA
REX Owned – Co-load Yes
MPS Owned - Co-load Yes
Pandu Logistics Owned – Co-load NA
J&T Express Owned – Co-load Yes
POS Indonesia Owned Yes
• Business Model
CUSTOMER RELATIONSHIP
KEY PARTNER • Real time information:
• PT Pos Indonesia  Logistics backbone • Shipment tracking
• Voltras Group • Commision & deposit / top up
• IT Infrastructure, development, and support • Service update
• 24/7 helpdesk and CS
KEY ACTIVITIES • Business report
Providing domestic courier services by re-selling Pos
Indonesia products thru member CHANNELS
• VXN members
KEY RESOURCES
• VAN member database CUSTOMER SEGMENT
• New member • SME
• Personal
VALUE PROPOSITION
• Additional business line to VAN member COST STRUCTURE
• Additional revenue without additional physical • Post Indonesia’s cost
infrastructure (if any, most likely minor) • Commission for member
• Providing domestic courier services without any • VXN overhead & Expenses
hassle for permits, license, and infrastrcuture • Association membership fee (if any)
• Easy and convinienced • Depreciation & Amortization
• Progressive agent commission (based on revenue )
REVENUE STREAM
• Commision
• Registration fee
• Operation Model

Delivery Pos Indonesia internal process

Pos Indonesia
Shipper Drop Point Local Pos
HUB
Agent Indonesia facility
(Origin)
• Receiving • Consolidation mails /
mail/package packages from
• Input shipper agents
information
into system Pos Indonesia
HUB
(Destination)
VXN
Interface
• Shipment particular input
• Payment system
• Providing AWB# that same Local Pos
with POS Indonesia’s Indonesia facility

Consignee
• Organization Chart

BOD Voltras BOD

General Manager

OPS Manager Sales Manager IT & Dev Manager Finance & Admin
Spv

OPS Spv Sales Sales Engineer

West Area East Area
Engineer
Shared Function Shared Function
• Capital Budgeting: Paid Up Capital

TOTAL: IDR 1,916,000,000

Cash for 1st 6 mth
operation
32%

IT Equipment
Company 2%
establishment
2% General Expenses &
Overhead
64%
 • Capital Budgeting: Assumption

• Investment horizon : 5 years

• Credit rate : 9.95%
• Deposit rate : 5.8%
• Costs expenses incremental per year : 5%
• Corporate income tax : 25%
• Debt-to-Equity ratio : 0% : 100%
• Employee benefits, insurance, etc were excluded in this costs projection
• Average sales : IDR 2,000,000 per month per member
• Commission to VXN : 5%, 50/50 scheme
• Growth member per year : 50%
• Capital Budgeting: Member Growth Projection
• Capital Budgeting: P&L Projection
• Capital Budgeting: P&L Projection
• Capital Budgeting: P&L Projection

NPV 11,000,880,821.879
IRR 91%
Average ROE 123.3%
Average ROI 123.3%
Payback Period (Yr) 1.59
• Capital Budgeting: Sensitivity Analysis
• Business Risks
Type Of Risk Risks
Operation • Human error during handling
• Misscommunication between agen
and Pos Indonesia
• Loosing shipment , broken, etc
• Fraud, DG, illegal goods
Commercial • Contract termination below
investment horizon period
• POS Indonesia regulation
• Competition among POS Indonesia
own agent
Financial • POS Indonesia required a deposit
Mitigation
• Prepare simple SOP internal
and SOP between VXN and
Pos Indonesia
• POS Indonesia liabilities are
stated in the contract
• Back to back T&C with
member
• Stated in contract for fix
project duration and
termination clause
• Incentive campaign
Realtime payment : pay-as-usage
 • Conclusion

• Based on given assumption and business scenario, the project is FEASIBLE to be

excuted

• VXN’s cut from any commission scenario should not LESS THAN 2%

• Paid up capital can be reduced by implementing shared function for both of sales and
IT Development

• Number of member acquisition is crucial to make the project feasible and profitable.
Minimum customer acquisition per day is 12 members