Pag asa ng Mamamayang Nagkakaisa Transport Service & Multipurpose Cooperative (Pamana TSC MPC): A Case Study

Date

5-2024

Degree

Bachelor of Science in Agribusiness Management

College

College of Economics and Management (CEM)

Adviser/Committee Chair

Remund Jordan D. Labios

Committee Member

Maria Noriza Q. Herrera, Jeanette Angeline B. Madamba, Melodee Marciana E. De Castro

Abstract

Cooperatives have emerged as a vital part of economic development in the Philippines, playing a significant role in job creation, poverty reduction, and community empowerment. Among these cooperatives, Pag-Asa ng Mamamayang Nagkakaisa Transport Services & Multipurpose Cooperative (PAMANA TSC-MPC) stands as a representative of community-driven initiatives, catering to the needs of its members and thousands of beneficiaries across communities. Its approach comprises not only agricultural products, but also agri-transportation and public transportation services, alongside diverse initiatives aimed at uplifting the livelihood of its members and stakeholders.

The purpose of this study was to analyze the overall performance of the current management operations and business dynamics of the PAMANA TSC-MPC. Specifically, the study aimed to, (1) describe the external and internal environment of the PAMANA TSC-MPC; (2) present the profile and status of the PAMANA TSC-MPC and its members; (3) identify a noteworthy issue encountered by the PAMANA TSC-MPC; and (4) develop a strategic plan to the identified problem, and formulate actionable recommendations.

The researcher employed a descriptive research design to describe the external and internal environment of PAMANA TSC-MPC. Primary and secondary data were collected to gather relevant information. For primary data, an in-depth interview was conducted with the Chairperson, along with surveys of cooperative members and committee officers. Secondary data were obtained from documents provided by the cooperative, including historical background, financial statements, and critical records related to its functional areas. Additional data were collected from published articles, journals, undergraduate special proposals, and government records.

Based on the collected data, the external environment shows that cooperatives’ adaptability allows them to thrive in diverse settings, providing specific solution to meet community needs and fostering job stability. The agricultural sector, including rice, vegetable, fish, and bamboo industries, is vital for the economy but faces challenges such as climate change, constraints, and inefficiencies. Efficient agri-logistics are essential for reducing wastage and improving supply chain operations, with modern technologies offering promising solutions. On the other hand, the internal environment was described through four business functions. In marketing, the agricultural products are primarilymarketed to the members and local partners, with prices depending on the country’s prevailing market prices. In operations, the cooperative is primarily involved in vegetable production in Cavinti, Laguna, as well as agri-transport services in Pila, Laguna, and San Juan, Batangas. The cooperative has also started bamboo production in Cavinti, which is expected to bear fruit between 2026 and 2028. The human resources revolve around the Board of Directors, management staff, and ten committees, each consisting of three officers, all adhering to core values of integrity and work excellence. For finance, the cooperative maintained a stable liquidity position and solid solvency; however, they exhibited inefficient activity and profitability ratios, indicating ineffectiveness in generating net income and profit.

Regarding the cooperative's profile and status, PAMANA TSC-MPC has been operating for eight years, initially starting as a consumers cooperative and transitioning into a multipurpose cooperative in 2019. Initially founded with 30 members, primarily fisherfolk, it now boasts an estimated 600 members. However, it has not updated which members are still active and inactive. For the profile of members, 60 respondents were interviewed. Notably, 40 of them are vegetable farmers, 9 rice farmers from Pila, Laguna, 9 fisherfolk from San Juan, Batangas, and 2 members cultivate mixed agri-commodities. The majority of respondents actively participate in cooperative activities such as meetings, seminars, and training sessions, highlighting strong member engagement.

Several challenges were identified across functional areas within the cooperative. In marketing, the cooperative deals with limited marketing resources, making it a struggle to attract new customers and retain existing constituents. In operations, the cooperative has insufficient funding for essential operational needs such as greenhouses, production equipment, and fleet transportation, impacting their ability to meet demand and maximize efficiency. For human resources management, there are budget constraints, skill gaps, role confusion, overlapping responsibilities, and a shortage of manpower that hinder productivity and employee well-being. In finance, there is limited access to funds and inadequate financial planning processes. The members struggle to fulfill their capital share obligations and contributions, hence the cooperative’s reliance on donations and grants from organizations.

Collectively, these issues highlight the core problem of ineffective leadership and management, which affects every functional area of the cooperative. The board's failure to provide clear strategic direction and maintain updated objectives leads to widespread inefficiencies and misalignments across marketing, operations, human resources, and finance. This comprehensive mismanagement prevents the cooperative from functioning efficiently, achieving its goals, and fulfilling its mission to serve its members and community effectively. By integrating insights from literature review, PESTLE analysis, SWOT analysis, problem identification and analysis, this study identified ineffective leadership and management as the core issue which led to the development of a strategic plan.

The strategic plan outlined the cooperative's proposed vision and mission statements to provide clear direction. It formulated primary goals focused on (1) creating jobs for economic empowerment, (2) promoting sustainability and environmental stewardship, and (3) empowering communities and promoting social responsibility. Each goal has specific, measurable objectives with strategies and recommended action plans for implementation. Overall, the comprehensive strategic plan aims to position the cooperative for sustainable growth, operational excellence, and impactful community engagement, fostering a resilient and empowered cooperative environment.

Further recommendations for functional areas and stakeholders of the cooperative have also been formulated. For operations, the cooperative should enhance its operations by collaborating with the Department of Agriculture to access resources for machinery and infrastructure and improve agri-transportation logistics through training programs. Marketing efforts should include cost-effective strategies such as digital marketing, local partnerships, and market research to increase visibility and customer engagement. Human resources can be strengthened by conducting skills assessments, offering training programs, and fostering a positive work environment. Financially, the cooperative should implement incentive programs for member capital shares and explore mission-aligned investments. For members, providing training on agricultural best practices and fostering a culture of knowledge sharing is crucial. The Chairwoman and Board of Directors are recommended to focus on enhancing governance, accountability, and leadership skills while promoting open communication. Management staff and committees should continuously engage in professional development and encourage cross-collaboration. Lastly, local partners and associations should collaborate on sustainable agriculture projects and engage with policymakers to support cooperative initiatives.

Language

English

LC Subject

Transportation, Transportation surveys, Cooperative societies

Location

UPLB College of Economics and Management (CEM)

Call Number

LG 993 2024 M17 L33

Notes

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Document Type

Thesis

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