Profitability of DSAC poultry and livestock projects / by Janis M. Ligsa.

Thesis (B.S.A.B.) Don Severino Agricultural College

College of Economics, Management, and Development Studies (CEMDS)

College of Agriculture, Food, Environment and Natural Resources (CAFENR)

LIGSA, JANIS MOJICA " Profitability of DSAC Poultry and Livestock Projects". Undergraduate Thesis. Bachelor of Science in Agribusiness. Don Severino Agricultural College, April 1996. Mrs. Cecilia T. Cayao (Adviser).
The study which was conducted from November to January 1996 at the Animal Science Projects of DSAC, aimed to : determine the management practices of the DSAC Poultry and Livestock Projects; assess their profitability; identify problems of the projects and offer some recommendations for the possible improvement of the agribusiness operations. All the project-in-charge were interviewed. A set of questions was prepared to gather data from the respondents. The department was engaged in different production activities such as broiler and layer projects, and swine, cattle and goat projects. Each project was handled by a project -in. - charge and caretaker employed by the college. The broiler project managed 500 heads of birds, while the layer project had 1,000 heads of layers all at one time. The swine project had 145 heads of swine, the cattle project 20 heads of cattle, and the goat project 25 heads of goat.
The project followed different management practices such as feeding, watering of the pen/house, disinfecting, proper ventilation and medication. The number of animals the project sold per month depended on the demand and availability of stocks. The prices of animals sold per month also depended upon the time of the year. The management had adopted a centralized marketing system for the
sale of stocks or products that were sold daily such as eggs and meat. All sales were handled by the Marketing Center under the Office of the Business Operation (0130). The priority market of the project included the faculty and staff of the college. Most of the sales of the products were paid on cash and salary deduction bases. The project used price determinants, namely: cost of production and the prevailing market price of the products in the project. They also used size and weight of the product to determine its actual selling price. DSAC, being the owner of the project, financed the initial budgetary requirements of the operation. This included land, equipment and services. The study was able to identify problems in the production management, namely: absence of a bookkeeper within the organization; lack of control, specifically on the use of income derived from the project; tardiness of laborers; lack of a personnel to oversee the security of the project; and presence of pests and diseases. Other problems included fluctuating prices and lack of demand or job orders. The author would like to recommend the following: to hire a full time bookkeeper in the production projects; to formulate a policy in writing on the uses of funds; and to search for and solicit job orders and other market outlets for the project. It is also recommended to have a regular monitoring of the prevailing local market price that would guide management in
determining and deciding on the best time to market their products. Recording of income and budget of each individual project is also recommended.

Submitted to the University Library 07/18/2007 EDP-10