KENYA · GUIDE 0476 · EDITION 4.2
Fleet washing contracts in Kenya: Pricing and Break-Even
Price an accepted unit, not an activity title
Start with this sale unit: vehicle per scheduled visit.
Define fleet wash frequency, authorised location and vehicle availability with the manager, separating routine dirt from special contamination and making driver handover responsibilities explicit before pricing the contract.
A quotation needs the accepted quantity or scope, exclusions, completion point, delivery arrangement and payment schedule. Without that specification, two apparently similar prices may pay for different work.
Build the direct-cost sheet
- crew time
- water
- site setup
Include vehicle waiting, varying depot attendance, supervision and runoff arrangements, because recurring wash volume is valuable only when the fleet can release vehicles in a workable sequence.
| Calculation | How to use it |
|---|---|
| Variable cost per accepted unit | Direct inputs, labour, delivery and measured losses divided by accepted units. |
| Contribution per unit | Agreed selling price minus variable cost per unit. |
| Period operating surplus | Contribution from units sold minus fixed overhead for the same period. |
| Break-even units | Fixed overhead divided by positive contribution, rounded up. |
Count rejected output, unsold stock and correction time. Keep fixed overhead in a consistent period; a daily contribution cannot be compared directly with a monthly overhead figure. If contribution is zero or negative, extra sales do not establish a workable break-even point.
Reconcile the cash separately
A customer's unpaid balance cannot pay today's supplier bill. List actual collections, advance payments, supplier deadlines, refunds and recurring bills by date. Separate refundable deposits and money held for an uncompleted commitment from funds freely available for expansion.
The contractor staffs for the whole fleet but most vehicles remain on route, turning a nominally large recurring contract into paid waiting and expensive repeat depot visits each week.
Test a weaker outcome
Recalculate with fewer accepted units, a delayed customer collection or a higher input quotation. Change one assumption at a time to see which constraint matters. Use the actual pilot record: Record vehicle availability, wash durations, skipped units and manager corrections, then use the pilot to negotiate an operational schedule that matches the fleet's real dispatch and return pattern.
Do not interpret the invented financial teaching exercise in the complete manuscript as a market price or predicted income. Replace its assumptions before using it for a real decision. The public planning tool can help with arithmetic; it does not validate the inputs.
Work through this business's example
Test the listed example when things change
These calculations are invented teaching cases derived from this guide's example, "Fictional worked budget, all input prices illustrative". They are not observed customer results, local quotations or forecasts. They hold the listed input bill constant unless the row explicitly changes it. Excluded expenses and tax still need to be added.
| Case | Accepted / priced output | Example revenue | Listed cost | Difference before excluded costs / tax |
|---|---|---|---|---|
| Original example | 24 | KSh 15,600.00 | KSh 11,600.00 | KSh 4,000.00 |
| 20% fewer accepted units, rounded down | 19 | KSh 12,350.00 | KSh 11,600.00 | KSh 750.00 |
| 10% reduction in the assumed selling price | 24 | KSh 14,040.00 | KSh 11,600.00 | KSh 2,440.00 |
| 10% increase in every listed cost | 24 | KSh 15,600.00 | KSh 12,760.00 | KSh 2,840.00 |
The lower-acceptance case represents the loss of priced output, not a prediction of the actual reject rate. With 19 accepted units, the same listed bill costs KSh 610.53 per accepted unit. Do not divide it by the original 24 units and hide the loss. A whole-job price needs its own agreed acceptance and partial-payment treatment.
Inspect the cost that can change the decision
The largest listed line is Wash labour hours: 18 at KSh 300.00, giving KSh 5,400.00. A 10% increase in this line alone adds KSh 540.00 to the example bill. Check its exact unit, scope, quotation validity and whether it is a one-off resource or a repeat input before changing the quote.
Keep every input quantity separate from priced output. A fall in accepted output does not automatically reduce already-purchased inputs. Use the itemised costing tool to change the real quantities, rather than scaling the whole bill by a sales percentage.
Connect the commercial check to quality
For fleet washing contracts, investigate this concrete failure: Water spots remain. The guide's diagnostic check is: Inspect dried paint under oblique daylight.. Proposed response: Adjust rinse/dry sequence by finish guidance; do not blindly polish..
Record what was actually found and rechecked; do not mark a corrected item accepted until the agreed buyer checkpoint has passed. Any rework materials, transport, labour or credit must be added to the actual cost/result record.
A cash-timing exercise using the same example
Assume solely for arithmetic practice that opening cash is zero and the entire listed input bill of KSh 11,600.00 must be paid before handover. With no advance, that amount must be funded before any sale is collected. This deliberately simplified case does not establish when your actual suppliers need payment.
If a buyer hypothetically pays a 30% advance on the example revenue of KSh 15,600.00, cash received would be KSh 4,680.00. Paying the listed bill then leaves KSh -6,920.00. The additional cash needed to avoid a negative balance at that point is KSh 6,920.00. The unpaid remainder is KSh 10,920.00; it is a receivable, not cash already in the business.
The 30% figure is an invented teaching assumption, not a recommended or agreed customer term. Check whether deposits are refundable and which commitments they can actually fund. Do not count the advance again when entering the final collection. Add equipment payments, tax, owner drawings and unlisted operating bills to the dated cash plan as appropriate. The 13-week planner in file 10 shows week-end funding gaps; inspect intra-week dates for a large payment.