Nexus Dynamics Group | Wandile Bingo

Executive KPI Framework

One management view across finance, people, operations and sales.

Reusable DAX measures translate the underlying model into a concise management KPI layer spanning profitability, liquidity, workforce risk, supplier performance, inventory exposure and customer value.

50.04% Gross Profit Margin

1.14 Current Ratio

74.31% Weighted Supplier Score

771 Critical Stock Records

R13.01m Top 10 Customer Sales

R32.55m Rolling 3-Month Net Sales

Business Objective

From fragmented operational data to one decision-ready management view.

The project was designed to give management a single place to monitor profitability and liquidity, identify workforce and supplier risks, control critical stock and compare sales and returns across regions.

Project scope

Financials: 240 records
HR: 10,000 records
Inventory: 5,000 records
Sales: 25,000 records
Supplier: 1,500 records

Financial Performance

Tracking profitability, costs and income momentum.

Net income increased from approximately R22.95m in 2022 to R26.24m in 2023 before easing to R23.88m in 2024.

Revenue remained close to R100m–R103m per company while COGS stayed around R49m–R51m, consistent with the overall 50.04% gross margin.

        Management use:
        The year slicer and cross-filtering allow management to isolate the
        periods and companies driving changes in revenue, costs and net income
        without treating January 2025 partial-year data as a full-year result.
      

Nexus Dynamics financial performance dashboard

Nexus Dynamics inventory and supplier risk dashboard

Inventory & Supplier Risk

Linking supplier performance to replenishment exposure.

The overall weighted supplier score is 74.31%, combining reliability, delivery and capacity utilisation.

SUPP_78 was identified as the highest-risk supplier at 69.08%, with capacity performance representing the largest weakness.

The project also identified 771 critical-stock records overall, including 191 in the North Warehouse where stock on hand was below reorder level.

        Risk implication:
        Supplier-capacity weakness combined with critical inventory creates
        exposure to stock-outs, delayed fulfilment and avoidable lost sales.
      

Sales & Workforce

Combining operating performance with people risk.

Regional sales were broadly balanced, with Western at R163.55m, Eastern R162.42m, Southern R162.07m and Northern R159.85m.

Northern recorded the highest negative-return ratio at approximately 1.03%, while Marketing recorded the highest attrition rate at 13.28%.

When Marketing was selected, workforce performance measured 2.66 against a 4.0 target.

        Interaction design:
        The Department slicer was intentionally limited to the HR analytical
        context rather than incorrectly filtering unrelated sales visuals.
      

Nexus Dynamics sales and workforce dashboard

Management Findings

Four areas requiring management attention.

Profitability remains positive, but momentum is uneven

Gross margin remains healthy, but net-income momentum softened in 2024 and liquidity cover narrowed slightly after improving in 2023.

Retention pressure is concentrated

Marketing, Logistics and Admin show the highest attrition rates, supporting targeted departmental intervention rather than a broad organisation-wide response.

Supplier capacity and critical stock create service risk

Weak supplier capacity combined with North Warehouse stock exceptions creates exposure to delayed fulfilment and lost sales.

Sales are balanced, but returns require attention

Regional sales are relatively balanced, while Northern returns and high-value customer relationships warrant closer management.

Recommendations

Moving from insight to action.

Stabilise supply and inventory risk

Place SUPP_78 on a 90-day improvement plan with agreed capacity, reliability and delivery targets. Identify critical products linked to the supplier, establish backup sources where practical and review reorder levels and safety stock for the North Warehouse exceptions.

Target retention and workforce performance

Begin with Marketing, Logistics and Admin using stay interviews, exit analysis, workload and pay reviews, and manager-level action plans. Track progress against the 2023 attrition baseline and the 4.0 performance target.

Technical Architecture

A model designed for predictable filtering and reusable measures.

Date, Product and Supplier dimensions were created to support consistent one-to-many, single-direction filtering across the related fact tables. Model validation confirmed that slicers affected only the intended analytical contexts and avoided ambiguous filter paths.

Power Query

Data cleaning, type validation and date standardisation.

Data Modelling

Shared dimensions, one-to-many relationships and controlled filter paths.

DAX

Time intelligence, weighted measures, rankings and management KPIs.

Report Design

Interactive dashboards, slicer behaviour and management-focused narrative.

Full Case Study

Explore the complete Nexus Dynamics analysis.

The complete case study covers data preparation, modelling decisions, KPI design, dashboard analysis, management findings, recommendations and the technical reasoning behind the Power BI solution.

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