Avocado is one of the leading fruit commodities with high competitiveness and a source of growth for farmers’ welfare in rural areas in Indonesia. This paper aims to analyze the performance of avocado supply chain management in the Garut and Bandung Districts. The analysis focused on five components of supply chain management: planning source of avocado, procurement, processing, distribution, and receiving of products. Data collection is conducted through survey methods and focus group discussion (FGD) with actors on each supply chain node according to purpose and market segment. The results showed that the lack of variety, quantity, and continuity of supply is consistent with the dynamic of market demand and domestic and global consumer preferences. The performance of supply chain implementation for avocado at the planning level was at 45%–90%, product distribution performance was at a moderate level at 25%–80%, delivery of goods was at a good level at 70%–83%, and receiving product performance was at 0%–100%. Strategies to restrain the entry of imported fruit and penetrate the avocado fruit export market are required to improve product competitiveness, quality management, and integrated product chain management.
Agriculture for development becomes a hot issue throughout the history of human life. At the level of policy implementation, particularly in developing countries, it is noticed that mismanaged policies frequently happen such that agricultural development is implemented unexpectedly. The Ministry of Agriculture has set the Seven Revitalizations of Agriculture in order to achieve four-target of agricultural development, i.e. revitalization of land, revitalization of seed and seedling, revitalization of infrastructure and facilities, revitalization of human resources, revitalization of agricultural resources, revitalization of financing, revitalization of institutional farmers, and revitalization of technology and downstream industries. Even though implementation of agricultural revitalization is well-performed particularly in terms of food production improvement, it is realized that there are some fundamental problems exist technically, economically, and institutionally. It is necessary to improve agricultural revitalization policy in terms of technical, institutional management, implementer, funding, and socio-cultural aspects. The policy should be formulated and implemented consistently. Awareness and responsibilities in terms of food politics, nationalism spirits, and pro-farmer and domestic production policies should become the heart of all agricultural development policies. Keywords: evaluation, policy, revitalization, development, agriculture ABSTRAKPertanian untuk pembangunan menjadi isu hangat sepanjang sejarah kehidupan manusia. Dalam tataran impelementasi kebijakan terutama di negara-negara berkembang sering terjadi kebijakan yang salah kelola sehingga pembangunan pertanian tidak berjalan seperti yang diharapkan. Kementerian Pertanian menetapkan 7 Gema Revitalisasi Pertanian dalam rangka mencapai empat target pembangunan pertanian, yaitu revitalisasi lahan, revitalisasi perbenihan dan perbibitan, revitalisasi sumber daya pertanian, revitalisasi pembiayaan, revitalisasi kelembagaan petani, dan revitalisasi di bidang teknologi dan industri hilir. Kinerja implementasi revitalisasi pertanian meskipun sudah menunjukkan kinerja yang cukup baik terutama dari peningkatan produksi pangan, namun masih menghadapi permasalahan-permasalahan pokok adalah baik teknis, ekonomi, maupun sosial kelembagaan. Kebijakan revitalisasi pertanian memerlukan penyempurnaan, baik dalam aspek teknis, kelembagaan pengelola, pelaku usaha, dukungan pendanaan, dan aspek sosial budaya, serta ekosistem pertanian. Harus ada konsistensi antara yang diformulasikan dalam rumusan kebijakannya dengan implementasinya di lapangan. Kesadaran dan tanggung jawab bersama dalam politik pangan, semangat nasionalisme, dan kebijakan yang berpihak kepada petani dan produksi dalam negeri hendaknya mewarnai seluruh kebijakan pembangunan pertanian.
Farmers’ corporations are a form of farmer economic empowerment that unites all farmer resources and manages them in an integrated management. Batur Subdistrict, is one of the potato-producing centers in Banjarnegara District. This paper aims to analyze the potential for developing farmer corporations in the potato agribusiness system in Batur Subdistrict, Banjarnegara. The Farmer Corporation Model developed refers to the Ministry of Agriculture No. 18 of 2018, which is in the form of cooperatives or other legal entities with the majority of capital ownership by farmers. The data comes from the results of the 2020 study. Respondents consist of potato farmers, administrators of the Dieng Farmers Union (SPD), owners of subsidized fertilizer shop, potato seed breeders, agricultural extension workers, potato marketing actors, and managers of Agribusiness Microfinance Institutions (LKMA). Data analysis was carried out qualitatively and quantitatively descriptively by taking into account technical, economic and management aspects. The results of the study indicate that the existing farmer institutions in Batur Subdistrict, both technically, economically, and management have the potential to develop farmer corporations. The corporate model formulated is the growth of primary and secondary cooperatives which include potato seed cooperatives, farming capital cooperatives, potato production facilities cooperatives, and potato marketing cooperatives. The amount of economic value that can be obtained by each potato farmer with the existence of a corporation ranges from Rp. 1.04 - 2.07 million per year. In order for a farmer corporation to run and provide benefits to farmers, support from the government is needed in the form of assistance, business training, and initial capital.
One of The main problem faced by rice farmers is the marketing of agricultural products. To overcome these problems, Village Owned Enterprises (BUMDes) form a marketing agency, namely 'Swadesa' with on-line (e-commerce) and off-line (shop) systems. This study aims to analyze the role of Swadesa marketing institutions in improving the income of rice farmers. This research used qualitative and quantitative approaches (mix method). The research was conducted in Panggungharjo Village, Sewon District, Bantul Regency, Yogyakarta in March to October 2017. The results showed that this marketing agency could not run properly, so the purpose to increase farmer's income has not been achieved. Various obstacles that hinder the development of these marketing institutions, among others: lack of capital, lack of human resources (HR), low interest of farmers to sell crops, and digital iliteracy in rice farmers. Operational policies are needed in terms of increasing marketing agency access to capital sources; e-commerce utilization training; and more intensive socialization about the advantages of an on-line based marketing system.
The main problem in developing the shallot area in Malang District is the weak institutional consolidation of farmers. This article aims to formulate a strategy for the transformation of existing farmer institutions towards the institutionalization of farmer corporations in the shallot area. The research method was carried out with a case study approach through in-depth interviews with eight units of farmer group management, four farmer group associations, and one cooperative institution in two sample subdistricts, namely Ngantang and Pujon, in Malang District, East Java Province. The research was conducted in July 2019. The results showed that the institutional performance of the farmer group association was at a moderate level measured by the role and business activities, while the cooperative was at a less developed level in encouraging the development of competitive and sustainable shallot agribusiness areas. The institutional performance of farmer group associations and cooperatives has shown that they are starting to work, but the working mechanism is not yet effective. The strategy for the institutional transformation of association and cooperatives towards farmer corporations can be carried out by adding new structures to follow an integrated agribusiness, expanding the objectives to be achieved, adding new business activities, and strengthening horizontal and vertical through integrated agribusiness partnerships.
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