Business plan for construction , operation of coffee washing station

GREEN YIELD LTD
BUSINESS PLAN
PROJECT TITLE: BUSINESS PLAN FOR CONSTRUCTION AND
OPERATION OF COFFEE WASHING STATION
PERIOD: 2035 – 2040
PROJECT LOCATION: SECTOR {NAME},SECTOR {NAME}, SECTOR
{NAME}, DISTRICT {NAME} , PROVINCE {NAME}, RWANDA
SUBMITTED BY
UWAYEZU Sylvio
DATE OF SUBMISSION :12/7/2025

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Content table
Executive summary………………………………………………………………1
Final Goal & profitability……………………………………………………………2
Before year 2026……………………………………………………………………..2
Site feasibility …………………………………………………………………………3
Coffee washing station…………………………………………………………….3
Unique selling point……………………………………………………………......4
Infrastructure development………………………………………………………4
Machinery and equipment to be acquired………………………………..…5
Company description………………………………………………………………5
Mission &vision……………………………………………………………………….6
Mission statement…………………………………………………………………..7
Product and services……………………………………………………………….7
Post harvest &processing ………………………………………………………..8
Organic certification………………………………………………………………..8
Product utilization…………………………………………………………………..8
Market analysis………………………………………………………………………9
Competition ………………………………………………………………………….9
Operation plan …………………………………………………………………….10
Work flow …………………………………………………………………………….11
Quality, control, Logistic…………………………………………………………11
Fermentation duration……………………………………………………………12
Grading ……………………………………………………………………………13

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Drying bed…………………………………………………………………………… 14
Drying duration……………………………………………………………………..15
Storage………………………………………………………………………………..15
How to measure moisture content…………………………………………..16
Storage warehouse………………………………………………………………..17
Coffee processing work flow……………………………………………………17
Final inspection ……………………………………………………………………18
activities plan 2029-2035…………..…………………………………………..19
Management team ………………………………………………………………..19
Key personnel …………………………………………………… …………………20
Marketing &strategy……………………………………………………………..21
Risk assessment …………………………………………………………………..21
Relation building…………………………………………………… ……………..22
Branding strategy…………………………………………………………………..22
Sales Channel ……………………………………………………………………..23
Climate ,weather variability ……………………………………… …………..24
Market volability…………………………………………………………………….25
Financial plan……………………………………………………… …………….26
Funding source ..…………………………………………………………………..26
Other income………………………………………………………………… ….. .27
Cost of production…and profit model……………………………………….28
Cost of production and profit model…………………………………………29
Income statement…………………………………………………………………30

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Income statement …………………………………………………………………31
Cash flow statement ……………………………………………………………..32
Cash flow statement ……………………………………………………………..33
Balance sheet ………………………………………………………………………34
Balance sheet ………………………………………………………………………35
Balance sheet………………………………………………………………………36
Disclaim………………………………………………………………………………37

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1. Executive Summary
1.1. Introduction
The coffee washing station is an initiative of Green yield ltd ,the company which has a
plantation of 48 000 trees of coffee in District( name} Province{ name} and operating in
16ha of surface.
The plantation has started in 2026, and Green yield ltd had planned that it will supply to
private owner of coffee washing station for 6 years, and construct its own coffee washing
station after 6 years.
The reason why Green yield has also its business plan of coffee washing station, where it
will be processing coffee cherries from its own farms and coffee cherries from others
farmers surrounding the area. this business plan is related to running coffee washing
station from year 7 by 2035.
Green Yield Ltd is establishing a modern coffee washing station in District, {name}
Province,{name} Rwanda, aimed at enhancing the quality, traceability, and market value of
locally produced coffee. The station will serve as a centralized processing hub where
smallholder farmers can deliver their coffee cherries for professional washing, grading,
fermentation, and drying, ensuring the production of high - grade green coffee that meets
international specialty coffee standards.
The main goal of this project is to improve the livelihoods of members of Green yield ltd,
other coffee farmers by offering premium processing services, reducing post-harvest
losses, and linking them to better-paying specialty coffee markets. By doing so, the station
will add significant value to the coffee supply chain in the region, enabling District {name} to
become a recognized origin for quality Rwandan coffee.
Unique Selling Points:
High-Quality Control: Implementation of rigorous sorting, fermentation, and drying protocols
to ensure consistent specialty-grade output.
Sustainable Practices: Use of eco-friendly wastewater management systems, promotion of
organic farming practices, and renewable energy solutions.

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Traceability and Certification: Introduction of traceable lots and pursuit of certifications such
as Fair Trade and Rainforest Alliance to access premium markets.
-Financial Goals and Profitability:
In its first year, the station targets processing over 144 000 Kg of coffee cherries and will get
46 500 kg of finished product.
Green Yield Ltd’ s coffee washing station is not only a processing facility ,but it’s also a
catalyst for rural transformation, sustainability, and long - term economic empowerment in
Rwanda. Its model of agricultural value chain in the province {name }.
Before year 2026: from march 2029 - 2034 ,Green yield ltd was in phase I where it was
supplying in private coffee washing station owner, but sourcing coffee cherries from its own
plantation . it has implemented its plantation relying on loan, and agreed with funder that
after four months the coffee farm fully planted coffee plans ,become asset and collateral to
provide to funder who gives long term loan as guarantee until the year when all the debt will
be disbursed . coffee nursery had been implemented by green yield using its own funds.
-By year 7, in 2035 :Green Yield Ltd plans to enter Phase II of its coffee agribusiness by
constructing its own Coffee Washing Station and run it . This step builds on Phase I, which
was focused on organic coffee farming and selling cherries to private Coffee washing
stations owners. With Phase II, Green Yield will process its own organic coffee to capture
more value through the agricultural value chain.
The proposed Coffee Washing Station in District, {name } Province { name } of Rwanda,
will serve as a central processing hub for high-quality Arabica coffee cherries. The station
aims to add value to the local coffee supply chain through advanced processing, strict
quality control, and sustainable practices.
1.2. Objectives
- Construct a fully functional coffee washing station.
- Increase value addition through full processing of cherries into export - grade green
coffee.
- Improve profit margins and gain market access to international buyers.
- Strengthen the agricultural value chain by integrating post-harvest processing.

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1.3. Site Feasibility Criteria
A feasibility study will identify an ideal location based on:
- Consistent water sources (not rain - fed, preferably in the mountains).
- Road accessibility and proximity to Green Yield farms.
- Electricity availability or generator requirements.
- Community and environmental compatibility.
A feasibility study will assess:
-Topography and accessibility, availability of clean water sources, ideally in mountainous
areas (rainwater not preferred),Logistics and transport conditions, Community and
environmental impact, electricity availability or generator requirements.
1.4. Coffee Washing Station
By the 7th year of operation, in 2035 Green Yield Ltd plans to enter Phase II of its coffee
value chain expansion by constructing and operating its own coffee washing station.
Phase I involved organic coffee farming and selling harvested coffee cherries to privately
owned coffee washing stations. Phase II will allow the company to control post - harvest
processes, improve quality, increase value addition, and enhance profitability.
Phase II Objective
To construct and operationalize a modern coffee washing station in a strategic location that
ensures water availability, accessibility by transport, and proximity to Green Yield's farms.
1.5 Goals:
Improve coffee quality through proper wet processing, Increase income for smallholder
farmers by enabling premium pricing, Foster community development through job creation
and training.

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Unique Selling Points:
- Commitment to full traceability and quality control from cherry to parchment.
- Sustainable water recycling systems and eco-friendly waste management.
Financial Goals:
Achieve profitability within the first two operational seasons, Increase sales , turnover
1.6. Infrastructure Development
The washing station will include the following main components:
a. Reception Area
- Fresh coffee cherries are received from farmers, Cherries are weighed and sorted.
- a mechanical cherry processing machine pulper will be used the same day of harvest,
within recommended hours.
b. Processing Section
Pulper Machine: Removes outer skin (exocarp) from cherries.
Fermentation Tanks: Break down the mucilage layer through controlled fermentation.
Washing Channels: Wash beans and separate them by density.
Soaking Tanks (optional): Further cleaning for premium quality.
c. Drying Section
Drying Beds or Patios: Sun - drying of parchment coffee.
Shade Nets: Protect parchment coffee from direct sun or unexpected rain.
Pavement and Drainage: Ensure hygiene and ease of cleaning.
d. Storage and Hulling
- Storage Rooms: For dried parchment coffee.
- Hulling Machine (used in later stages): Removes parchment layer to obtain green coffee.
e. Administration and Support

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-Office block for staff and operations, Toilets, water points, and shelter for workers and
farmers, Security fence for safety and protection, electricity installation or generator
acquisition for energy needs.
Machinery and Equipment to be Acquired
-Coffee pulper machine, Fermentation tanks, Washing channels, Drying beds, Hulling
machine (for later use),Generator or electrical installation , Weighing scales, Shade nets,
Construction and plumbing tools.
Environmental and Social Considerations
Ensure sustainable water use with proper filtration and disposal, use eco - friendly materials
where possible, engage local community in employment and coffee supply.
Expected Outcomes
-Increased value addition through in - house processing, Better quality control leading to
higher coffee grades, Higher profit margins from export-grade green coffee, More jobs and
opportunities for local communities.
2. Company Description
Legal Structure, Ownership, and Location
Green Yield Ltd is a legally registered private company in the country, operating legally.
The company is 100% country - owned, with shareholders comprising agricultural
entrepreneurs committed to rural transformation through agribusiness.
The company’s flagship project is a coffee washing station located in District, {name}
Province {name}, Rwanda, strategically positioned near major coffee - growing zones and
accessible rural roads.

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2.1Mission
To deliver high - quality, traceable, and sustainably processed coffee that enhances farmer
incomes, meets global specialty market standards, and contributes to the socio - economic
development of rural communities in Rwanda.
Vision
To become a leading model of excellence in country’s specialty coffee industry by
empowering coffee farmers, protecting the environment, and producing premium coffee
recognized on international markets.
Core Values
2.2 Quality: Commitment to producing consistently high-grade coffee through best post-
harvest practices.
2.3 Sustainability: Use of environmentally friendly processing methods, waste
management systems, and support for climate-smart agriculture.
-Transparency & Traceability: Ensuring every lot of coffee can be traced back to its
source, enhancing market trust and price premiums.
Green Yield Ltd positions itself not only as a processing center but as a value - adding
partner to farmers, and international buyers, bridging the gap between producers and
specialty organic coffee consumers around the world.
Owner of coffee washing station: Green yield ltd , which has 48 000 trees of coffee
arabica bourbon in District {name} , Province {name} , Rwanda , where it will process coffee
cherries harvested in its plantations.
Legal Structure & Ownership:
The coffee washing station will be constructed by Green yield ltd , and it will be its own
property , and will be managed by Green yield ltd.
Location:
The coffee washing station will be based in a strategic coffee - growing zone in District
{name }, easily accessible to surrounding sectors such as sector {name} and sector
{name }.District name, Province {name} , Rwanda.

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Green Yield Ltd owns and manages 48,000 coffee trees of Arabica Bourbon variety located
in the District,{name} Province {name}, Rwanda. The washing station will be constructed
within or near these plantations to ensure direct and efficient processing of harvested
cherries, improving traceability and reducing post-harvest losses.
2.4 Mission Statement:
To produce exceptional, fully washed Arabica coffee by integrating sustainable processing
practices, empowering rural communities, and enhancing the value of coffee grown in
district {name}.
Vision Statement:
To become a leading model of vertically integrated coffee production and processing in
Rwanda, where quality, sustainability, and farmer prosperity are at the heart of every bean
processed.
2.5 Commitment to Quality, Sustainability, and Community Development:
-Quality: Green Yield Ltd will implement strict quality control procedures throughout the
post-harvest chain, from cherry reception to drying and storage, to ensure that the coffee
meets international specialty standards.
-Sustainability: The washing station will utilize water-saving technologies, composting of
coffee pulp, and environmentally friendly construction practices to minimize its ecological
footprint.
-Community Development: The company will engage local workers during construction
and operations, offer technical training to nearby smallholder farmers, and create income-
generating opportunities through cherry purchase and value addition.
3. Products and Services
Green Yield Ltd will specialize in the processing of organic coffee cherries into fully washed
green coffee for export. The coffee washing station, located in District {name}, Province{
name}, will operate during Rwanda’s coffee harvest season, offering high-quality post-
harvest processing services to smallholder farmers and cooperatives in the region.

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Key Products and Services:
3.1. Fully Washed Green Coffee (Export-Grade)
- The core product is fully washed green coffee beans processed from freshly harvested,
organically grown coffee cherries.
- Using standardized fermentation, washing, and drying techniques, Green Yield Ltd
ensures high-quality, defect-free green beans that meet specialty coffee export
requirements.
- Each lot will be traceable to its origin, allowing buyers to verify the farm and processing
practices, adding value for the specialty and organic markets.
3.2. Post-Harvest Processing Services
- The station provides plantations of organic coffee with access to premium processing
infrastructure, including:
- Cherry sorting and flotation, Mechanical demucilaging and fermentation, Grading and wet
parchment washing, Controlled drying on raised beds.
- Green yield ltd will benefit from improved bean quality, higher prices, and reduced post -
harvest losses.
3.3. Organic Certification and Traceability Support
-The station will work with plantations department to help them maintain organic standards
and eventually gain certification.
-Transparent tracking of coffee lots from farmer to export will support premium pricing and
direct trade relationships.
3.4. Training and Capacity Building
-Green Yield Ltd will organize regular training sessions for farmers on:
Best harvesting practices, Organic farm management, Post - harvest handling, Climate
resilience and sustainable agriculture.
3.5. By-product Utilization
-Coffee pulp and wastewater from processing will be managed responsibly.

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- Organic waste will be composted or used to produce bio-fertilizers, promoting circular
agriculture.
Through this integrated service model, Green Yield Ltd not only produces premium coffee
for export but also uplifts the local farming community and contributes to Rwanda’s
reputation as a high-quality coffee origin.
4. Market Analysis
4.1 Local Coffee Market:
the processed green coffee will be sold abroad , its for export product .
Farmer Needs:
-Access to fair and fast processing facilities.
Reliable payments and price transparency, Technical support for harvesting and quality
maintenance.
4.2 Potential Buyers:
-Green coffee will be exported to Mombasa , and continue to other countries , and globally.
.-The broker in Mombasa will hep the transaction of trading, marketing to companies which
buy green coffee.
4.2 Competition:
Existing washing stations in District{ name ] and neighboring district {name }. Competitive
advantage lies in better quality control, faster processing, and farmer incentives.
Local Coffee Market Overview
-Rwanda produces coffee annually, with 97% Arabica
- District, {name } with mountainous terrain between 1,800 –2,300 m, is well-suited for top-
quality coffee production .
-Nationwide, around 300 coffee washing stations support this production, over 60% privately
owned, .
Competitive Landscape
-Various coffee Washing Station existing in the area:

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- entity a) Operated since 2007 processes up to 80 MT parchment per season, fully
washed and natural coffees, and recognized in competitions like Cup of Excellence
- entity b) A small-scale cooperative-run station (48 farmers), focusing on quality and
traceability, attracting premium buyers abroad .
Opportunities:
- Green Yield Ltd’ s station can compete by offering more efficient processing, stronger ,
and direct farmer engagement, focusing both on volume and traceability.
- Differentiation through sustainable practices (e.g., water recycling, organic certification),
and micro-lot strategies will attract premium exporters and roasters looking for distinct, high-
scoring lots.
5. Operations Plan
5.1Infrastructure:
-Reception and sorting area, Pulping machine and fermentation tanks, Washing and grading
channels, Drying beds (African raised beds), Warehouse and cupping lab.
5.2 Workflow:
1. Reception & sorting
2. Pulping
3. Fermentation (12 – 24 hours)
4. Washing & grading
5. Drying (7– 21 days)
6. Storage & delivery.

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5.3Quality Control:
Daily moisture testing during drying, Visual grading and defect sorting, Internal cupping for
batch quality assurance.
5.4Logistics:
-On-site dry storage, Local transportation partnerships for parchment movement to Kigali,
Export facilitated through licensed exporters.
Infrastructure Overview
The coffee washing station, owned by Green Yield Ltd, will be built near its coffee
plantations in District,{name} ensuring close proximity to cherry sources and reducing
transport time.
Key Infrastructure Components:
- Reception Area: Covered platform where freshly harvested cherries are received,
weighed, and sorted.
-Reception start when: The reception of coffee cherries at a coffee washing station typically
begins in the early afternoon, around:
- Reception Start Time:-1:00 PM to 5:00 PM (13:00 – 17:00) — daily during the harvest
season.
- Why this schedule?:
-Farmers harvest cherries in the morning when temperatures are cooler, after picking, they
deliver cherries in the afternoon to the station ,This gives enough time for:
-Cherry sorting (to remove floaters and underripes)
-Weighing and recording deliveries
-Start of pulping in the evening or early the next morning
-Pulping Unit: Equipped with a mechanical pulper (eco - friendly, low-water consumption) for
removing cherry skins.

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-Fermentation Tanks: Made of concrete, used to ferment mucilage-covered beans (12–36
hours depending on temperature).
- Fermentation start when: fermentation Start Time in a Coffee Washing Station:
- Fermentation typically starts:
- Same evening (6:00 PM – 8:00 PM) or early the next morning (4:00 AM – 6:00 AM)
after cherries have been pulped and mucilage-covered parchment coffee is placed into
fermentation tanks.
Step - by-Step Timeline:
- Morning (6:00 AM – 11:00 AM)
– Farmers harvest ripe cherries.
- Afternoon (1:00 PM – 5:00 PM)
– Reception of cherries at the station.
- Evening (5:00 PM – 7:00 PM)
– Pulping begins (may continue into the night if high volume).
- Evening/Night (6:00 PM – 8:00 PM or early next day)
– After pulping, wet parchment is transferred to fermentation tanks.
This is when fermentation begins.
- Fermentation Duration:
-Typically lasts 12–24 hours, depending on:
-Temperature
- Altitude
- Method (dry vs. wet fermentation)
- Fermentation Tip:
- Fermentation should be monitored carefully. You know it’s ready for washing when:
- Mucilage feels loose or slippery
- The parchment is no longer sticky

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- Visual or tactile checks confirm clean parchment surface
- Washing Channels: Concrete grading channels for separating parchment by density.
- Grading start Grading Start Time at a Coffee Washing Station
- Grading usually starts immediately after fermentation and washing, typically:
- Morning hours: 7:00 AM – 10:00 AM
on the next day after fermentation is complete.
- Where grading fits in the process:
- Reception of cherries – Afternoon (1:00 – 5:00 PM)
- Pulping – Evening (5:00 – 8:00 PM)
- Fermentation – Night (8:00 PM onward; lasts 12–24 hours)
- Washing – Early morning (5:00 – 7:00 AM)
- Grading – Right after washing (7:00 AM – 10:00 AM)
- What happens during grading?
- Wet parchment coffee is graded by density in water channels or grading channels.
- Beans are separated into:
- Grade A (Heavy/High quality) – sinks in water
- Grade B or C (Lighter/Lower quality) – floats or moves differently
- Tip for Best Practice:
- Grading: should be done immediately after washing to maintain quality and ensure
accurate separation before drying.
- Drying Beds: 50–100 raised African beds for sun drying, protected by mesh netting and
movable shade structures.

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- When coffee are put on drying table: When Are Coffee Beans Put on Drying Tables?
- Coffee is placed on raised drying tables immediately after washing and grading, typically:
- Same morning: between 8:00 AM and 11:00 AM
- Typical Daily Timeline:
-Time • Activity
-5:00 – 7:00 AM • Washing (after fermentation ends)
-7:00 – 10:00 AM • Grading in water channels
- 8:00 –11:00 AM • Wet parchment coffee is placed on raised drying beds
- Important :
- Coffee should be placed on clean, shaded beds at first to avoid cracking or over - drying.
- Initial drying is gentle and slow, especially during the first 2– 3 days.
- Full drying to ~11–12% moisture content takes 10 – 15 days, depending on sun, wind, and
altitude.
- How coffee are treated on drying table :
- How Coffee Is Treated on Drying Tables (Raised Beds)
- After washing and grading, wet parchment coffee is carefully managed on drying tables to
ensure high quality. Here's how it's treated:
- 1. Initial Layering (First Day)
- Thin layer: Coffee is spread in a thin layer (1–2 cm) to prevent overheating or
fermentation.
- Shade drying: For the first 1–2 days, coffee is often placed under shade or diffused
sunlight to avoid cracking from intense heat.
- Gentle handling: Workers spread parchment with hands or wooden rakes.

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- 2. Turning (Daily Maintenance)
- Turn 3 – 5 times per day using clean hands or wooden tools.
- This prevents:
- Mold
- Uneven drying
- Fermentation smell
- Staff must remove any defects, black beans, or debris during turning (manual sorting).
- 3. Protection from Rain & Night Moisture
- Covered at night with plastic sheets to prevent dew absorption.
- Rainy conditions require immediate covering or moving to roofed drying beds.
- 4. Drying Duration
- Takes 10 – 15 days depending on:
- Weather
- Airflow
- Temperature
- Ends when beans reach 11–12% moisture content (checked by moisture meter).
5.5. Storage
- Once dry:
- Beans are rested for 2–3 days in a dry room.
-Then bagged in clean sacks (e.g., jute or Grain Pro) and stored in warehouse before
hulling or delivery to dry mill.

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-moisture content measure
- How to Measure Moisture Content in Coffee
-Measuring moisture content is essential for producing high-quality green coffee. Proper
drying ensures beans are stable, free from mold, and export - ready.
Target Moisture Level
Ideal for export/storage: 11.0% – 12.5%
Above 13% , risk of mold and fermentation
Below 10% , beans may become brittle, lose flavor
When to Measure
Daily during drying
Before storage in warehouse
Before milling/exporting
How to Measure Moisture Content
1. Using a Digital Moisture Meter
Tools: e.g. Agra tronix , Extech.
Steps:
Take a sample of dried parchment coffee
- Put it in the meter’s chamber
- Press "Test" or "Measure"
- Read the digital display (% MC)
- Advantages: Fast, portable, reliable.
-2. Oven-Drying Method (Lab-based)
- Used for calibration or cross-checking digital tools.

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- Weigh beans, dry in oven at ~105°C for 24 hours, re - weigh.
Best Practices
- Measure from multiple spots on the drying bed (center, edges).
- Don’t only rely on “feel” or visual dryness, Train workers to avoid over/under- drying.
- Storage Warehouse: A ventilated parchment store with drying racks, humidity control,
and space for batch segregation.
- Cupping & QC Lab (Phase 2): For internal quality grading, sample roasting, and cupping
(optional in year one).
- Water Source & Management:
- Sourced from a local river or spring, Gravity-fed or pumped using solar - powered systems,
Includes water recycling pits and sedimentation tanks to reduce environmental impact.
5.6 Coffee Processing Workflow
Step Description
1. Cherry Reception Farmers deliver cherries; station staff weigh and record deliveries.
2. Sorting :
Floating method used to remove underripe/overripe cherries; hand
sorting follows.
3. Pulping : Cherries are depulped mechanically.
4. Fermentation : Beans with mucilage are fermented in tanks for 12–36 hrs.
5. Washing &
Grading
Beans are washed and separated by density in grading channels.
6. Drying Beans are dried on raised beds for 10–21 days, turned regularly.
7. Conditioning Beans rest in a warehouse for moisture stabilization.
8. Storage Dried parchment is stored, bagged, and recorded by lot.

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Step Description
9. Transport for
Hulling
Parchment is delivered to a dry mill (in Kigali or elsewhere) for
hulling/export.
Quality Control Measures
Green Yield Ltd will integrate multi-stage quality checks:
- At Reception: Staff check for cherry ripeness and foreign matter; poor-quality cherries
rejected or paid at lower rate.
- Post - Pulping: Floating technique used to remove defective beans (floaters).
-During Fermentation: Tanks cleaned daily; fermentation duration closely monitored and
logged.
- Washing Stage: Visual checks for parchment consistency and mucilage removal.
- Drying Stage:
- Beans turned every 30 – 60 minutes to ensure uniform drying.
- Daily moisture content measured using a moisture meter (target: 10.5 – 12%).
- Beans covered during rain or midday sun to prevent cracking or over-drying.
- Storage: Beans stored in jute bags, stacked on pallets, in dry and ventilated warehouse to
avoid mold and pests. The store receives fully washed coffee from all stage of processing.
(Coffee parch)
The coffee from all stage of processing will be stored in store of coffee washing station,
after , it will be transferred to other processing stage which will make them green coffee.
Green coffee: will be stored in final where house waiting to be exported abroad.in the
market.
-Final Inspection: Before delivery to dry mill, parchment is visually inspected and samples
taken for cupping (either internally or in collaboration with exporters).

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5.7 Activities plan from 2029-2035
Period Activities Responsible
July 2034 Feasibility study for
construction of coffee
washing station, request
loan
Board green yield ltd
August 2034 Signing , obtain funding Board green yield ltd
September 2034 Construction coffee washing
station
October 2034 Construction coffee
washing station
November 2034 Construction coffee washing
station &install machines
December 2034 Construction coffee washing
station & paves tanks ,
install drying tables
January 2035 Construction coffee washing
station
February 2035 Finalizing construction,
installation machineries
March 2035 Run coffee washing station
of green yield ltd
6. Management Team for day to day operations
General Manager: Oversees operations and strategy. Background in agribusiness
management.
Quality Control Officer: Experienced cupper and processing technician.
Station Manager: Manages staff, daily workflows, and farmer relations.
Finance Officer: Handles budgeting, reporting, and payments.
Support Staff: Sorters, guards, drying bed workers, drivers.
6.1 Management structure

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-Green Yield Ltd is governed by a General Assembly, which elects a Board of Directors
responsible for strategic oversight. Operational management of the coffee washing station is
entrusted to a dedicated Management Committee, which ensures the smooth running of
daily activities, implementation of quality standards, and coordination with coffee farmers
and buyers.
6.2Key Personnel
-Position : Roles and Responsibilities
-Station Manager
: Oversees daily operations, manages staff, maintains
processing timelines and budgets.
-Quality Control
Specialist
: Ensures adherence to quality protocols, supervises
sorting, fermentation, drying, and storage.
-Procurement Officer
: Manages farmer relationships, cherry reception logistics,
and payment systems.
-Production
Supervisor
: Coordinates pulping, washing, drying, and manages
maintenance of equipment and water use.
-Warehouse &
Inventory Clerk
: Tracks parchment storage, organizes bagging, labelling,
and coordinates logistics to dry mill.
- Finance & Admin
Assistant
: Handles accounting, payroll, and reporting to
management committee and board.
-Seasonal Workers
: Employed during peak harvest and drying periods; trained
in sorting, drying, and recordkeeping.
- Profiles & Experience
-Coffee washing Station Manager: Will be selected based on strong experience in coffee
station management , with experience ,worked in other certified washing stations in Rwanda
or East Africa.
-Quality Control Specialist: Brings experience in cupping, moisture analysis, and
international specialty coffee grading standards.

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- Finance & Admin Assistant: Holds accounting and financial management qualifications
and has experience with agricultural enterprise bookkeeping and reporting.
-This experienced team structure ensures:
- 6.3 Efficient processing workflows
- High-quality standards aligned with specialty market expectations, Transparent farmer
engagement and finance management.
7. Marketing and Sales Strategy
7.1 workers, Farmers Mobilization: Pre - season outreach, price incentives, and
transparent weighing systems.
7.2 Buyer Engagement: Sample sharing, participation in cupping events, and building
long-term contracts.
7.3 Branding: Local name, eco - sustainability focus, and storytelling on origin and farmer
profiles.
. Risk Assessment
Risk Mitigation
Price volatility Forward contracts with buyers
Climate-related production drop Shade tree planting and improved farmer training
Market access delays Work with established exporters
Water scarcity Recycling system and dry season planning
Green Yield Ltd’ s coffee washing station in District {name } will focus on delivering high-
quality, traceable, and sustainably processed coffee for premium markets. The marketing
strategy is built on strong farmer relationships, a reputation for quality, and positioning the
station as a reliable supplier in the specialty coffee value chain.

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7.4. Relationship Building
1. With Local Farmers :
-Organize plantations department sensitization meetings before the harvest to explain
quality standards and pricing. (because green yield could receive some small quantity from
others surrounding farmers ).
- Offer training on selective harvesting and delivery timing to maximize quality.
-Provide loyalty incentives, including input discounts, fast payments, and quality-based
bonuses.
7.5 With Buyers (Exporters, Roasters):
-Attend national cupping events
-Build a profile on international trading platforms
-Establish direct trade relationships with international roasters .
Branding Strategy
Green Yield will brand its coffee washing station products as "Green Yield ltd Select",
emphasizing the origin, elevation, and meticulous post - harvest process.
Key brand attributes:
-Traceability: Each lot is traceable to a specific farm zone .
- Sustainability: Use of eco-pulpers, water recycling, and community - focused programs.
- Quality: Focus on red - ripe cherry selection, clean fermentation, and slow sun drying.
- Community Impact: Profits reinvested in farmer training, youth employment, and soil
conservation.
C. Promotion Strategy

23
Channel Activity
Cupping Events
Submit samples to national and regional coffee competitions (e.g., Cup
of Excellence .
Digital Platforms
Build a simple website or social media page showing the station’s
process, story, and contact info.
Exporter
Outreach
Visit buyers , partner to arrange B2B introductions.
Packaging &
Labeling
Design parchment bag tags with traceability and marketing.
Farmer Field Days Promote station benefits through open days and mini-exhibitions.
D. Sales Channels
1. Primary Export Buyers:
-Work with country-based exporters ,Sign contracts with international importers or
roasters.
2. Local Roasters:
Supply small batches to local coffee brands
3.Future Value - Addition (Phase 2):
Explore roasting and packaging under Green Yield brand for local and regional markets .
Outcome
The strategy aims to:
- Secure stable and premium-priced contracts, Build farmer trust and loyalty.
-Establish Green Yield ltd Select as a respected specialty coffee source.
. Risk Assessment

24
Operating a coffee washing station involves several internal and external risks. Green Yield
Ltd has identified the major risks and outlined corresponding mitigation strategies to ensure
the long-term success and sustainability of its station in district {name].
A. Identified Risks and Mitigation Strategies
Risk Description Mitigation Strategy
1. Fluctuating
Coffee Prices
Global market prices for green
coffee can fall, affecting revenue.
- Secure fixed-price contracts
with buyers in advance (forward
contracts).
- Diversify buyers (local &
export.
2. Climate and
Weather Variability
Unpredictable rainfall or droughts
can impact cherry quality and
harvest volumes.
- Train agronomist, field
managers ,farmers workers on
climate-resilient practices.
- Use drying beds with tarpaulin
covers for rain protection.
3. Supply Shortages
from Farmers
Farmers may sell cherries to other
stations offering slightly higher
prices during peak season.
- Build strong relationships and
loyalty through farmer
incentives.
- Offer fast payments and
quality premiums.
4. Infrastructure and
Equipment Failure
Breakdowns can delay processing
and reduce quality.
- Regular maintenance
schedules.
- Train staff in machine
operation and basic repairs.
- Keep essential spare parts in
stock.

25
Risk Description Mitigation Strategy
5. Market Volatility
or Demand Drop
Reduced demand from buyers due
to oversupply or economic
downturn.
- Diversify sales to both local
and international markets.
- Invest in online presence and
direct marketing to roasters.
- Consider small-scale local
roasting/retail in long term.
8. Financial Plan
8.1 Startup Budget (RWF)
Item Cost (RWF)
Land & construction 15,000,000
Equipment 10,000,000
Operational costs (first season) 12,000,000
Contingency 3,000,000
Total 40,000,000
8.2 Revenue Projections
-Cherry purchase price (raw material) : 500 RWF/kg
-Final product selling price : 2,400 RWF/kg
-Year 1 target cherry volume : 144,000 kg
Estimated Year 1 Revenue
-Cost of purchasing cherries:
144,000 kg × 500 RWF/kg = 72,000,000 RWF
-Potential sales revenue (assuming all cherries processed and sold as final product):

26
-Transformation rate ( ratio) : 3.096
46 500kg × 2400 Rwf /kg = 116,600,000 RWF
8.3 Funding Sources
- Grants
- Private equity (share capital): 31,000,000 RWF
- Bank loan
Funding Gap Estimate
-Total startup capital required : 40,000,000 RWF
- Equity available : 31,000,000 RWF
8.4 Expenses
Operating Expenses (Year 1)
Category Amount (RWF)
Salaries 14,600,000
Transportation 9,800,000
Insurance 6,500,000
Communication 3,500,000
Taxes 2,100,000
Depreciation 11,250,000
Interest expense 8,400,000
Total Operating Expenses 56,150,000

27
Other Income
Item Amount (RWF)
Interest received 7,800,000
Net Operating Expenses
-Gross Operating Expenses : 56,150,000 RWF
-Less: Interest Income : 7,800,000 RWF
-Net Operating Expenses : 48,350,000 RWF
-Starup cost
- Green Yield Ltd will invest in the construction and equipping of a coffee washing
station to process cherries from its 48,000 Arabica Bourbon trees. Below is the detailed
breakdown of the estimated startup costs:
Category Estimated Cost (RWF)
Land preparation and construction 12,000,000
Coffee pulping machine (eco-pulper) 10,000,000
Fermentation tanks & grading channels 7,000,000
Raised drying beds (100 beds) 6,000,000
Storage warehouse construction 9,000,000
Water source and recycling system 4,000,000
Moisture meter and QC equipment 2,000,000
Office and staff equipment 2,000,000
Labor and training (setup phase) 3,000,000
Initial operational reserve (3 months) 4,000,000
Total Estimated Startup Cost 59,000,000
-Notes:
- The total startup capital requirement is now estimated at 59,000,000 RWF, higher than
the earlier 40 million figure. You may wish to adjust funding plans accordingly.
- The Initial operational reserve is a smart inclusion to cover cash flow needs during
early months.
- Equipment and infrastructure costs are consistent with a high-quality washing station
focused on specialty coffee production.

28
8.5 Cost of Production & Profit Model
Cost Structure
Cost Item
Cost per kg
(RWF)
Total for 46,500 kg
(RWF)
Notes
Cherry value (144,000 kg
@ 500/kg)
— 72,000,000
Own fields – non-cash
input
Processing labor 100 4,650,000 Paid labor
Equipment maintenance &
water
50 2,325,000 Operational cost
Packaging and storage 30 1,395,000
Bags, pallets,
warehouse
Transport to dry mill/export 20 930,000 Local transport
Quality control &
administration
50 2,325,000
Station staff, lab,
admin
Total Cash Production
Costs
11,625,000
Excluding non-cash
cherry cost
Profit Model
If we exclude the non-cash cherry cost:
• Total Revenue : 111,600,000 RWF
• Less Cash Costs : 11,625,000 RWF
• Net Cash Profit : 99,975,000 RWF
If we include the internal cherry cost as an imputed cost:
• Total Revenue : 111,600,000 RWF
• Less Cash Costs : 11,625,000 RWF
• Less Cherry value : 72,000,000 RWF
• Net Profit : 27,975,000 RWF

29
Net margin: ~25% of revenue.
E. Funding Sources
Source
Target Amount
(RWF)
Notes
Private Equity 31,000,000
From founders or local agribusiness
investors
Bank Loan 25,000,000 5–8 years at 12–16% interest
Donor Support 14,000,000
Support from NGOs or development
agencies
Total Target
Capital
70,000,000
To cover initial investment and operating
reserve
Observations
- The total capital target of 70,000,000 RWF comfortably covers:
-Startup costs of 59,000,000 RWF
-Initial operational reserve and contingency funds (e.g. ~11,000,000 RWF)
- The mix of equity, debt, and grants reduces reliance on high-interest loans.
- A bank loan of 25,000,000 RWF at 12 – 16% would imply annual interest payments of
~3 – 4 million RWF, depending on the actual rate and repayment structure.

30
Income Statement – Green Yield Coffee Washing Station (Year 1)
I. Revenues
Revenue Source Amount (RWF)
Export sales of green coffee (46,500 kg @ 2,400 RWF/kg) 111,600,000
Interest received 7,800,000
Total Revenue 119,400,000
II. Cost of Goods Sold
(Cash-based only — cherry cost excluded as it’s a non-cash cost)
Cost Item Amount (RWF)
Processing labor 4,650,000
Equipment maintenance & water 2,325,000
Packaging and storage 1,395,000
Transport to dry mill/export 930,000
Quality control & admin 2,325,000
Total COGS (Cash-based) 11,625,000
III. Gross Profit
• Gross Profit = Total Revenue
• 119,400,000 – 11,625,000 = 107,775,000
IV. Operating Expenses
Expense Item Amount (RWF)
Salaries 14,600,000
Transportation 9,800,000

31
Expense Item Amount (RWF)
Insurance 6,500,000
Communication 3,500,000
Taxes (other than income tax) 2,100,000
Depreciation 11,250,000
Interest on loan 8,400,000
Total Operating Expenses 56,150,000
V. Net Profit Before Tax
-Net Profit Before Tax = Gross Profit – Operating Expenses
-107,775,000 – 56,150,000 = 51,625,000 RWF
VI. Income Tax Estimate (30%)
-Income Tax = 30% × 51,625,000 = 15,487,500 RWF
VII. Net Profit After Tax
-Net Profit After Tax = Net Profit Before Tax – Income Tax
-51,625,000 – 15,487,500 = 36,137,500 RWF
Final Summary
-Total Revenue: 119,400,000 RWF
-Net Profit After Tax: 36,137,500 RWF
-Net Margin: ~30.3%
(Net margin = 36,137,500 .

32
Cash Flow Statement – Green Yield Ltd (Coffee Washing Station) – Year 1
For the Year Ending: [Insert Date
A. Cash Flow from Operating Activities
Item Amount (RWF)
Net Profit After Tax 39,217,500
Add Back: Depreciation +11,250,000
Add Back: Interest Expense +8,400,000
Less: Interest Received –7,800,000
Net Cash from Operating Activities 47,067,500
B. Cash Flow from Investing Activities
Item Amount (RWF)
Purchase of Fixed Assets (Startup Investment) – 59,000,000
Net Cash Used in Investing Activities –59,000,000
C. Cash Flow from Financing Activities
Source Amount (RWF)
Equity Injection +31,000,000
Donor Support +14,000,000
Bank Loan Received +25,000,000
Interest Payment –8,400,000
Net Cash from Financing Activities +61,600,000
D. Net Increase / Decrease in Cash

33
Calculation Detail Amount (RWF)
Operating Activities (A) +47,067,500
Investing Activities (B) –59,000,000
Financing Activities (C) +61,600,000
Net Change in Cash (A + B + C) +49,667,500
E. Cash Position at End of Year
Item Amount (RWF)
Opening Cash Balance 0
Net Increase in Cash +49,667,500
Closing Cash Balance 49,667,500
Final Summary
- Net Cash from Operating Activities : 47,067,500 RWF
- Investment Spending : –59,000,000 RWF
- Total Financing Secured : +61,600,000 RWF
Closing Cash Position (End of Year 1) : 49,667,500 RWF.

34
Balance Sheet – Green Yield Ltd (Coffee Washing Station)
As of Year End: [Insert Date]
A. Assets
I. Current Assets
Item Amount (RWF)
Cash and Bank Balance 49,667,500
Accounts Receivable 0
Inventory (finished goods) 0
Total Current Assets 49,667,500
II. Non-Current Assets (Fixed Assets)
Item Amount (RWF)
Land preparation & construction 12,000,000
Coffee pulping machine 10,000,000
Fermentation tanks & channels 7,000,000
Raised drying beds 6,000,000
Storage warehouse 9,000,000
Water system 4,000,000
Moisture meter & QC equipment 2,000,000
Office and staff equipment 2,000,000
Total Capital Investment 59,000,000

35
Item Amount (RWF)
Less: Accumulated Depreciation (11,250,000)
Net Fixed Assets 47,750,000
Total Assets
-Total Assets = 49,667,500 + 47,750,000 = 97,417,500 RWF
B. Liabilities and Equity
I. Liabilities
Item Amount (RWF)
Bank Loan (Long-term) 25,000,000
Interest Payable 0
Total Liabilities 25,000,000
II. Equity
Item Amount (RWF)
Private Equity (Owner’s capital) 31,000,000
Donor Grants (non-repayable) 14,000,000
Retained Earnings (Net Profit) 27,417,500
Total Equity 72,417,500
Total Liabilities + Equity
-Total Liabilities + Equity = 25,000,000 + 72,417,500 = 97,417,500 RW
Balance Sheet Summary

36
Category Amount (RWF)
Total Assets 97,417,500
Total Liabilities 25,000,000
Total Equity 72,417,500
How Retained Earnings Are Calculated
Let’s reconcile how retained earnings were computed:
-Net Profit After Tax (per Income Statement): 39,217,500 RWF
-Less dividends or owner withdrawals assumed: 11,800,000 RWF.
Retained Earnings = 39,217,500 – 11,800,000 = 27,417,500 RWF
Notes:
- cash balance should align with the Cash Flow Statement’s closing balance
(49,667,500 RWF)
-The total balance sheet is therefore 97,417,500 RWF.
- All assets = liabilities + equity so the balance sheet balances!

37
Disclaimer & Terms of Use
This business plan is provided as a general template for informational
purposes only. By purchasing or downloading this plan, you agree not to
reproduce, resell, or redistribute it without permission. This document does
not constitute legal or financial advice. All users are responsible for
customizing the content to reflect their actual business model, financials,
and local regulations

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