For May 2026 the business generated SAR 156,508 across 24 active selling days at an average of SAR 6,521/day. Revenue leans on PET bottles and retail customers, demand peaks mid/late week, and the field-team commission cost stayed at 3.74% of sales.
Total field commission was SAR 5,847 — 3.74% of net sales. Drivers carry SAR 4,957, helpers SAR 701, supervisors SAR 190.
The top route salesmen sit in a narrow revenue band. The real story is efficiency: Hujatul Islam earns SAR 333 per customer from 100 accounts, while Manzoor earns SAR 102 per customer across 293 stops — two different route models.
PET is 73.4% of bottle volume, the top 10% of customers drive 53.1% of revenue, and Saturday + Sunday deliver 40.9% of weekly sales.
Daily revenue and the weekly demand pattern. A strong pre-weekend stocking spike should drive fleet and inventory planning.
Saturday and Sunday are the demand engine. Weight your strongest drivers, extra helper support, and full inventory loading toward these days.
Wednesday is the weakest weekday. Use the slack for collections, bottle-return reconciliation, contract visits, and vehicle maintenance.
Revenue, transaction count, customer reach, and per-customer yield for each route salesman.
| Salesman | Revenue | Txns | Cust. | SAR/Cust |
|---|---|---|---|---|
| 1Hujatul Islam | 33,287 | 561 | 100 | 333 |
| 2Iftikhar | 30,625 | 726 | 256 | 120 |
| 3Manzoor | 29,928 | 962 | 293 | 102 |
| 4Ibrahim | 29,622 | 674 | 247 | 120 |
| 5Shahidul | 22,338 | 629 | 264 | 85 |
| —Naseem | 9,529 | 247 | 168 | 57 |
| —Direct Sale | 1,040 | 10 | 2 | 520 |
Key-account route (Hujatul Islam): fewer stops, high yield. Retail-density route (Manzoor): many small stops, high transaction count. Set targets per archetype, not one flat KPI.
Where the volume comes from. PET dominates the bottle book; retail "Normal" leads revenue while contract remains the clearest growth lever.
| Babtain (CBC) | 13,368 |
| Haram (CBC) | 8,354 |
| Al Azmi | 4,733 |
| Shawaya House (CBC) | 690 |
| Al Fateh (CBC) | 550 |
Top account = 48% of named contract revenue — a dependency worth formalising.
| Product | Units Sold | Revenue (SAR) | % of Revenue | Avg Price (SAR) |
|---|---|---|---|---|
| PET Bottle | 21,691 | 114,824 | 73.4% | 5.29 |
| PC Bottle | 3,945 | 24,276 | 15.5% | 6.15 |
| Carton (330 ml) | 1,171 | 11,099 | 7.1% | 9.48 |
| Shrink (330 ml) | 1,316 | 4,916 | 3.1% | 3.74 |
| Blue Bottle | 404 | 756 | 0.5% | 1.87 |
| White Bottle | 123 | 637 | 0.4% | 5.18 |
| Total | 28,650 | 156,508 | 100% | — |
PET generates SAR 114,824. With PC, bottles = 89% of sales. Any PET supply disruption is a direct revenue event.
Carton realises SAR 9.48/unit — highest of any item — yet only 1,171 units sold. PC also out-prices PET (6.15 vs 5.29).
Unit volume by product for each route salesman — the product personality of every route.
| Salesman | PET | PC | Carton | Shrink | White | Blue | Revenue |
|---|---|---|---|---|---|---|---|
| Hujatul Islam | 3,768 | 729 | 647 | 671 | 15 | 21 | 33,287 |
| Iftikhar | 4,799 | 489 | 90 | 280 | 0 | 0 | 30,625 |
| Manzoor | 4,139 | 962 | 55 | 114 | 101 | 95 | 29,928 |
| Ibrahim | 4,195 | 1,004 | 131 | 40 | 5 | 69 | 29,622 |
| Shahidul | 3,302 | 561 | 142 | 95 | 2 | 167 | 22,338 |
| Naseem | 1,440 | 200 | 50 | 0 | 0 | 50 | 9,529 |
| Total | 21,643 | 3,945 | 1,115 | 1,200 | 123 | 402 | 155,328 |
Hujatul Islam leads carton, Hujatul Islam leads shrink, Ibrahim moves the most PC. Stock loading should match each route’s signature, not a flat split.
Routes weak on carton/shrink (high-margin packs) are concrete, route-specific upsell targets for next month.
The full cost of the field team for the month, by role, against the SAR 156,508 it generated.
| Driver | Normal | Contract | Total |
|---|---|---|---|
| Hujatul Islam | 511.82 | 272.80 | 784.62 |
| Ibrahim | 1,017.58 | 22.40 | 1,039.98 |
| Iftikhar | 763.65 | 169.75 | 933.40 |
| Manzoor | 1,043.87 | 6.90 | 1,050.77 |
| Naseem | 338.00 | 0.00 | 338.00 |
| Shahidul | 809.74 | 0.00 | 809.74 |
| Grand Total | 4,484.66 | 471.85 | 4,956.51 |
| Helper | Driver | Total |
|---|---|---|
| Sahidul | Hujatul Islam | 160.57 |
| Amadul | Ibrahim | 161.99 |
| Hidaytullah | Iftikhar | 164.42 |
| Shabbir | Manzoor | 161.82 |
| Saudul | Naseem | 51.95 |
| Total | 700.75 |
| Supervisor | Status | Final |
|---|---|---|
| Muhammad | Active | 189.92 |
| Abdul Qadeer | No | 0.00 |
| Total | 189.92 |
Implementation-ready moves, prioritised. Each is grounded in a pattern in this month's data.
| Action | Why (data signal) | Owner | Priority |
|---|---|---|---|
| Convert top frequent "Normal" accounts to contracts | Contract under-penetrated; retail buyers already recurring | Supervisor | HIGH |
| Load fleet & helpers heaviest on peak days | Two weekdays drive the bulk of weekly revenue | Ops / Dispatch | HIGH |
| Formalise & safeguard the top contract account | Single account dominates named contract revenue | Management | HIGH |
| Set PET safety-stock & re-order trigger | PET is the majority of bottle volume; stock-out = revenue loss | Inventory | MED |
| Split targets by route archetype | SAR/customer varies widely across reps | Supervisor | MED |
| Push carton & shrink on retail-density routes | Carton = highest price/unit but low, uneven volume | Supervisor | MED |
| Re-purpose the soft weekday as a service/collection day | Weakest weekday better used for non-sale ops | Ops | LOW |