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Distribution, hire and environmental services

Heavy equipment dealer financial model, built free.

A three-statement Excel model for a heavy equipment dealer, built from your own figures and checked to balance.

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  • No card
  • Usually ready within the hour

We use generative AI in parts of our process, so mistakes can occur. Every model should be checked by a person before it is relied on. Read more

The business

Holds an OEM's dealership for a territory, selling new and used machines and earning recurring parts, service and rental revenue from the machine population it supports.

See the sampleHow the model works

In short

  • 01

    Three linked statements

    Income statement, balance sheet and cash flow, linked in every period.

  • 02

    Valued two ways

    Discounted cash flow and trading multiples, side by side.

  • 03

    Monthly to annual

    Monthly, quarterly, half-yearly or annual periods, for up to 30 years.

  • 04

    Checked every period

    A Checks sheet shows the balance sheet balances and the cash reconciles.

The sample

The sample, as Excel draws it.

Built by the same system and checks as yours, on illustrative figures: every sheet as Excel draws it, or live.

Annual · 10 years · Low detail
Heavy equipment dealer sample model.xlsx
The Summary sheet of the sample heavy equipment dealer model

Illustrative figures: the sample describes no real business. The live preview shows values; your model’s Excel file has every formula.

How it works

How the model works for a heavy equipment dealer.

  1. How it earns revenue3 formulas
    Rental fleet: cost, capex and disposals · All rental fleet classes
    Proceeds from used equipment salesUnits sold at original costSale price of used equipment (% of original cost)
    Rental fleet: cost, capex and disposals · All rental fleet classes
    Closing fleet unitsOpening fleet unitsUnits soldUnits bought
    Rental fleet: cost, capex and disposals · All rental fleet classes
    Fleet unit-years (average fleet units × years)Opening fleet unitsClosing fleet unitsshare of the year
  2. What drives its costs3 formulas
    Operating expenses · Across the business
    Total FTEsOperations and deliverySales and marketingTechnologyFinance, HR and administration
    Operating expenses · Across the business
    Total average FTEsOperations and deliverySales and marketingTechnologyFinance, HR and administration
    Operating expenses · Across the business
    Total staff costsSalariesOn-costsOther costs per FTE
  3. What it invests in3 formulas
    Corporate fixed assets
    Capital expenditureRevenuefrom statementsCapex as % of revenueAdditional planned capex
    Corporate fixed assets
    DepreciationDepreciation of the opening asset baseDepreciation of new capex
    Corporate fixed assets
    Closing net book valueOpening net book valueCapital expenditureDepreciation
  4. How it is funded3 formulas
    Debt
    RepaymentsScheduled repaymentsPrepayments from an equity raise and the cash sweep
    Debt
    Closing balanceOpening balanceDrawdownsRepayments
    Debt
    Interest expenseOpening balanceAll-in interest rateshare of the year
  5. How profit becomes cash3 formulas
    Working capital
    Trade receivablesRevenuefrom statementsDebtor daysDays in period
    Working capital
    InventoryDirect costs (positive)from statementsInventory daysDays in period
    Working capital
    Trade payablesCash operating costs (positive)from statementsCreditor daysDays in period
What it covers

22 parts, each one tested.

Every part is a tested building block with its own checks: yours is put together from the ones your business needs.

  • CPI forecastConsensus curve with long-run anchor
  • Exchange rate (US dollar)Exchange rate by financial year
  • Operating expensesHeadcount build by function
  • Corporate costsFixed cost base indexed to CPI
  • Working capitalFull working capital
  • Income taxCorporate rate with tax losses
  • Corporate fixed assetsStraight-line over remaining life
  • DebtAmortising term loan
  • Dividends and distributionsPayout of net profit
  • Discounted cash flow valuationDCF on free cash flow to the firm
  • Multiples valuationEV / EBITDA multiple
  • LeasesLease register
  • Aftermarket services and service contractsInstalled base × attach rate × contract valueService, maintenance, repair and consumables revenue earned from the installed base of equipment the business has sold, and the cost of delivering it.
  • Key-metric summaryLast-twelve-month and run-rate metrics
  • Discount rate (WACC)CAPM at target gearing
  • Terminal valuePerpetuity growth on normalised cash flow
  • InventoryStock per store plus DC stock
  • Interest-rate forecastMarket forward curve
  • Rental fleet: cost, capex and disposalsFleet cost (OEC) roll-forwardThe hire fleet's original equipment cost, purchases, disposals of used equipment and depreciation.
  • Rental revenueUnits × time utilisation × rateHire revenue earned by each fleet class from utilisation and rates.
  • Sales volumes by productBase units × growthUnits sold of each product line.
  • Store networkScheduled openings and closures
Key numbers

The numbers it tracks.

  1. 01equipment sales
  2. 02product support revenue
  3. 03machine population
  4. 04gross margin by line
  5. 05inventory turns
  6. 06EBIT margin
Used for

What it is used for.

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The sample is built on illustrative figures and describes no real business. Models are calculations prepared from the information you provide. They are not financial advice and must be independently verified. See our terms.