Business Consulting for Agriculture and Agri-Business Owners

• 01Cash goes out at sowing, placement or purchase and returns at harvest or sale. The owner has no plan for the months between, so the gap is covered by borrowing on whatever terms are offered.
• 02Money is held in inputs and stock that age quietly, such as feed, seed, saplings and grain, and the stock figure shows cost and not what the stock would fetch today.
• 03Loss from spoilage, grading, deaths or transit is written off as the nature of the trade, and nobody records it by lot, batch or route.
• 04Prices swing between buying and selling, and the owner reads the swing as luck instead of keeping a log of buying rate, selling rate and the days between them.
• 05Credit goes to farmers, dealers and buyers by relationship, and recovery depends on the owner's visits, with no list showing who owes how much and for how long.

• Input cost per unit sold

  Feed, seed, grain or plant cost booked to a batch or lot, divided by the birds, kilograms, bags or plants actually sold.

• Loss between purchase and sale

  Quantity lost to deaths, grading, spoilage or transit divided by quantity bought or placed.

• Stock held past its useful age

  Cost of stock older than your own cut-off divided by the cost of all stock.

• Days cash stays out

  Days from paying the supplier or farmer to receiving the buyer's payment, averaged by amount.

• Credit overdue

  Credit sitting beyond its promised date, as a share of all credit given, with the top five accounts named.

Made-up figures. ₹12,00,000 less ₹7,80,000 leaves ₹4,20,000, which is 35 percent of sales. The business is owed ₹1,20,000 more than it owes, but cash is not in hand until the farmers and buyers pay. ₹60,000 of ₹2,50,000 is 24.0 percent of stock past its useful age, the second number to watch beside credit.

• 01Judging a season by the final cheque. Without a result per batch, a good price can cover a loss that will return next season.
• 02Valuing stock at cost year after year. Stock held past its useful age is the part that will not sell at the price on the books.
• 03Giving credit because the buyer or farmer is known to you. Credit overdue, with the top accounts named, shows where the relationship is carrying a risk.

1. You and your supervisor list the batches, lots or seasons of the last year, and we rebuild a one-page result for each from bills, weights and sale slips.
2. Your team keeps a short sheet at the farm, shed, mill or market for weights, losses and stock, and we read it with you on a fixed day.
3. We turn credit given to farmers, dealers or buyers into an ageing list and a seasonal cash plan that shows the months when money will be short.
4. You keep the batch sheet, the stock list and the credit routine, and your own people update them as the season changes.

1. Pick the last batch, lot or season and write down what went out, what came back and when. If you cannot find the five or six main figures, start keeping them now.
2. List stock by item and by how long it has sat. The part that has been there longest is cash that has stopped moving, so decide this week what will be cleared.
3. Hypothetical example: if you sold ₹12,00,000 on credit and ₹7,80,000 has come in, ₹4,20,000 is still out, which is 35 percent. Write the same figure for your last season.
4. Write down what each buyer or farmer owes and the date they last promised. The largest two get a call from you this week asking for one specific date.

Not the right fit when: Crop, animal and plant health, scheme and licence questions, pesticide or feed choices and legal disputes belong with your agronomist, vet, authority or lawyer before they belong with us.

• Financial Health Audit

  A management-level review of margin by product, the cash cycle, receivables and costs, ending in indicators you track monthly. Not a statutory audit.

• Cash is always tight, even when sales look good

  Full order book but an empty account? See how collections, stock, credit terms and timing gaps drain cash, and how a 13-week forecast eases the squeeze.

• Our revenue is growing, but our profit is not

  Sales are up but the money left over is not. Find where margin leaks in pricing, discounts, rework and overheads, and what to check this week.