Current Operational Status of In-House Fleet

1. Executive Operational Cockpit Full-Month October 2026 (31 Calendar Days)

Consolidated macro ledger of the 5 in-house commercial passenger vehicles covering actual customer gross inflows, variable absorbed expenses, rigid commitments, and Hamilton break-even attainment.

Completed Trips

473

Daily Run: 15.26 trips / day

Gross OTA Revenue

RM 68,138

Avg Rev: RM 144.05 / trip

Total Absorbed Cost

RM 46,113

Avg Cost: RM 97.49 / trip

Net Coverage Surplus
+RM 22,025
Margin: +32.32% above cost

Rigid Sunk Floor

RM 28,600

Burn: RM 922.58 / calendar day

Break-Even Attainment
177.8%
Line: 266 trips (+207 buffer)

Fleet Hamilton Break-Even Progression (Target vs Actual Completed Trips)

Delivered October Trips: 473 (177.8% of Break-Even)

Rigid Sunk Floor: 266 Trips (8.58 trips/day)

2. Table I: October 2026 Fleet Operating Ledger (逐车全成本穿透总账)

Audited breakdown of all 5 in-house commercial vehicles across vehicle financing, actual fuel receipts, TNG highway tolls, routine maintenance reserve (RM 0.12/km), driver payouts, and realized net surplus.

Plate & Model	Designated Driver	Trips (N)	Gross OTA Rev	Fuel Spend	TNG Toll	Maint Reserve	Driver Payout	Total Cost	Net Surplus	Break-Even (N)
VMT6023 · Alza 7S	Bob Hafiz	122	RM 10,455.64	RM 4,231.95	RM 752.00	RM 1,789.20	RM 3,189.60	RM 6,672.49	+RM 3,783.15	62 trips
VKL6015 · Alza 7S	Chock Chee Choong	90	RM 7,271.30	RM 2,801.08	RM 687.00	RM 1,319.40	RM 2,674.20	RM 6,156.67	+RM 1,114.63	74 trips
VQP3287 · Alphard Lux 7S	Chua Aik Wey (Terry)	100	RM 16,761.48	RM 4,533.40	RM 1,123.00	RM 1,465.20	RM 4,204.00	RM 12,963.96	+RM 3,797.52	70 trips
VLC6018 · Staria 10S	Tan Hock Joo	72	RM 13,148.11	RM 4,691.59	RM 819.00	RM 1,054.80	RM 2,746.40	RM 9,044.72	+RM 4,103.39	44 trips
VMQ6019 · Placer X 18S	Poh Cheng Fa	89	RM 20,501.03	RM 2,939.81	RM 1,026.00	RM 1,304.40	RM 4,008.00	RM 11,274.80	+RM 9,226.23	34 trips
Fleet Total / Mean		473	RM 68,137.56	RM 19,197.83	RM 4,407.00	RM 6,933.00	RM 16,822.20	RM 46,112.64	+RM 22,024.92	266 trips

3. Table II: Rigid Asset Financing & Driver Floor Baseline (刚性沉没底盘台账)

Legally committed monthly cash outflows that occur regardless of trip dispatch volume (vehicle hire-purchase financing installments and contracted minimum driver monthly guarantees).

Plate & Model	Designated Driver	Monthly Hire-Purchase Installment	Driver Minimum Guarantee Floor	Monthly Rigid Sunk Commitment	Daily Amortized Sunk Burn
VMT6023 · Alza 7S	Bob Hafiz	RM 1,638.00	RM 3,000.00	RM 4,638.00	RM 149.61 / day
VKL6015 · Alza 7S	Chock Chee Choong	RM 1,876.00	RM 3,000.00	RM 4,876.00	RM 157.29 / day
VQP3287 · Alphard Lux 7S	Chua Aik Wey (Terry)	RM 5,800.00	RM 4,500.00	RM 10,300.00	RM 332.26 / day
VLC6018 · Staria 10S	Tan Hock Joo	RM 3,683.00	RM 3,000.00	RM 6,683.00	RM 215.58 / day
VMQ6019 · Placer X 18S	Poh Cheng Fa	RM 3,032.00	RM 4,000.00	RM 7,032.00	RM 226.84 / day
Rigid Capital Baseline Subtotal		RM 16,029.00	RM 17,500.00	RM 28,600.00	RM 922.58 / day

4. Table III: Wilson 6-Column Sensitivity Scenario Matrix (Wilson 6列阶梯推演大表)

100% mathematical reproduction of the exact 6 pricing elasticity scenarios specified by Wilson Chew, modeling customer gross inflows, repricing attrition, volume increments, and two-shop gross spread retention.

Sensitivity Scenario Column	GMH Volume (28d)	Daily Order Equivalents	Repricing Delta (RM)	GMH Target Revenue	Two-Shop Total Spread	Spread Delta vs Base	Spread % of Rev
Col 1: Baseline (October Actual)	271 orders	9.68 / day	RM 0.00	RM 39,349.03	RM 22,003.12	Base (0.0%)	26.23%
Col 2: No Increase (Reprice Only)	271 orders	9.68 / day	-RM 1,794.92	RM 37,554.11	RM 20,208.20	-RM 1,794.92 (-8.16%)	24.61%
Col 3: GMH +25% Volume	338.75 orders	12.10 / day	-RM 1,794.92	RM 46,942.64	RM 23,942.06	+RM 1,938.94 (+8.81%)	25.79%
Col 4: GMH +50% Volume	406.50 orders	14.52 / day	-RM 1,794.92	RM 56,331.17	RM 25,880.93	+RM 3,877.81 (+17.62%)	25.32%
Col 5: GMH +100% Volume	542.00 orders	19.36 / day	-RM 1,794.92	RM 75,108.22	RM 29,758.47	+RM 7,755.35 (+35.25%)	24.87%
Col 6: GMH +200% Volume	813.00 orders	29.04 / day	-RM 1,794.92	RM 112,662.33	RM 39,308.74	+RM 17,305.62 (+78.65%)	25.00%

Visualizing Two-Shop Spread Delta Across the 6 Columns (RM vs Baseline)

5. Table IV: Directional Imbalance & Empty Deadhead Ledger (接送机失衡与空跑根源)

Analysis of 16,147 completed historical airport transfers revealing severe directional asymmetry: airport pickups (KLIA ➔ City) vastly outnumber dropoffs (City ➔ KLIA), explaining why vehicles are frequently forced to run empty from the city to the airport.

Vehicle Category	Representative Models	Airport Pickups (KLIA ➔ City)	Airport Dropoffs (City ➔ KLIA)	Total Channel Orders	Pickup Share (%)	Pickup/Dropoff Ratio	Net Directional Gap
5 Seater Sedan	Bezza / Vios / City / Saga	3,506	2,129	5,635	62.22%	1.65 : 1.00	+1,377 pickups
4 Seat Hatchback	Axia / Myvi	1,908	1,533	3,441	55.45%	1.24 : 1.00	+375 pickups
Extended 5 (Comfort)	Civic / Altis / Camry	1,006	545	1,551	64.86%	1.85 : 1.00	+461 pickups
7 Seater SUV	Perodua Alza / Veloz	3,025	2,495	5,520	54.80%	1.21 : 1.00	+530 pickups
Core Passenger Fleet Total		9,445	6,702	16,147	58.49%	1.41 : 1.00	+2,743 pickups

Directional Ratio Comparison: Pickups (Green) vs Dropoffs (Slate)

6. Table V: 4/5-Seater Real Revenue & Outsource Payout Ledger (4/5座真实客单价与公海池底价)

Historical order revenue benchmarks alongside actual outsourced driver settlement payouts extracted from company dispatch databases, illustrating the narrow profit retention of outsourced economy trips.

Vehicle Class	Mean Customer OTA Rev	Median Customer Rev	Mean Outsource Driver Payout	Median Outsource Payout	Company Commission (RM)	Company Margin (%)	In-House Alza 61km Empty Burn
E4: 4 Seat Hatchback	RM 78.58	RM 71.50	RM 68.06	RM 65.00	RM 10.52	13.39%	-RM 19.54 (Cash) / -RM 26.86 (Absorbed)
E5: 5 Seater Sedan	RM 85.01	RM 72.45	RM 74.64	RM 70.00	RM 10.37	12.20%	-RM 19.54 (Cash) / -RM 26.86 (Absorbed)
C5: Extended 5 (Comfort)	RM 99.56	RM 84.46	RM 79.76	RM 74.00	RM 19.80	19.89%	-RM 19.54 (Cash) / -RM 26.86 (Absorbed)
E7: 7 Seater SUV (Alza)	RM 101.17	RM 88.00	RM 82.19 (Base RM 78)	RM 80.00	RM 18.98	18.76%	-RM 19.54 (Cash) / -RM 26.86 (Absorbed)

7. Table VI: Path A vs Path B Financial Ledger (降级凑往返 vs 不降级外发+放空)

Itemized financial ledger comparing the net cash results when a 7-seater vehicle must go to KLIA for a scheduled pickup: Path A (outsourcing an available 4/5-seater dropoff while running the Alza empty) versus Path B (downgrading the Alza to fulfill the 4/5-seater dropoff).

Accounting & Dispatch Line Item	4 Seat Hatchback (E4)	5 Seater Sedan (E5)	Extended 5 (C5)	Operational & Accounting Mechanism
PATH A: NO DOWNGRADE (Outsource 4/5-Seater to Open Pool + Alza Runs 61km Empty to Airport)
① 4/5-Seater Customer Inflow (OTA Rev)	+RM 78.58	+RM 85.01	+RM 99.56	Paid by traveler into company merchant account
② Outsource Driver Payout (Open Pool)	-RM 68.06	-RM 74.64	-RM 79.76	Settlement paid to external gig driver
③ Commission Retention Subtotal	+RM 10.52	+RM 10.37	+RM 19.80	Nominal platform gross booking spread
④ In-House Alza 61km Empty Deadhead Outflow	-RM 19.54	-RM 19.54	-RM 19.54	Fuel RM 12.54 + Toll RM 7.00 pure cash burn
Path A Net Cash Balance	-RM 9.02	-RM 9.17	+RM 0.26	Commission completely wiped out by empty deadhead burn
↳ If including wear reserve (RM 7.32)	-RM 16.34	-RM 16.49	-RM 7.06	Full absorbed accounting loss per transfer
PATH B: DOWNGRADED BACKHAUL PAIRING (In-House Alza Fulfills 4/5-Seater Dropoff en route to Pickup)
⑤ 4/5-Seater Customer Inflow (100% Retained)	+RM 78.58	+RM 85.01	+RM 99.56	100% captured by in-house fleet operation
⑥ Outsource Driver Payout Avoided	RM 0.00	RM 0.00	RM 0.00	Zero external cash outflow
⑦ Fuel & Highway Toll (Loaded Run)	-RM 20.34	-RM 20.34	-RM 20.34	Fuel RM 12.54 + Toll RM 7.00 + Load delta RM 0.80
⑧ In-House Driver Incremental Incentive	-RM 25.55	-RM 25.55	-RM 25.55	Per-trip incentive sample (RM 51.83 - RM 26.28)
Path B Net Cash Balance	+RM 32.69	+RM 39.12	+RM 53.67	Deadhead eliminated; turned into positive net cash inflow
↳ If within driver guarantee room (RM 0 driver delta)	+RM 58.24	+RM 64.67	+RM 79.22	Maximizes cash retention against rigid sunk floor
FINANCIAL DELTA (Path B Cash Gain vs Path A)	+RM 41.71	+RM 48.29	+RM 53.41	Net cash profit improvement per single paired transfer
↳ Delta if driver within salary guarantee floor	+RM 67.26	+RM 73.84	+RM 78.96	When driver monthly trip volume is below floor

Net Financial Impact per Leg: Path A Loss vs Path B Inflow vs Delta Gain (5-Seater Example)

Mathematical Invariant (Zero Advisory Principle):
The financial improvement ($\Delta$) per paired trip is strictly determined by: $$\Delta = ext{Outsourced Driver Payout (RM 74.64)} - ext{In-House Driver Incentive Delta (RM 25.55)} - ext{Loaded Fuel Weight Increment (RM 0.80)} = \mathbf{+RM\ 48.29\ /\ trip}$$ When monthly volume remains within the contractual driver guarantee floor, the driver incentive delta equals RM 0.00, yielding $\Delta = \mathbf{+RM\ 73.84\ /\ trip}$.