The Rosario Livestock and Agriculture Farming Cooperative (TRLAFCO) in Rosario, Batangas: A Case Study

Date

5-2024

Degree

Bachelor of Science in Agribusiness Management

College

College of Economics and Management (CEM)

Adviser/Committee Chair

Mar B. Cruz

Committee Member

Cris Edwin B. Bonalos, Rei Chino C. Pua, Fitz D. Jimenez, Melodee Marciana E. De Castro

Restrictions

Restricted: Not available to the general public and for consultation with the author/thesis adviser. Access is available only to those bound by the confidentiality agreement.

Abstract

The Rosario Livestock and Agriculture Farming Cooperative (TRLAFCO) is the subject of this special problem report, which was established on June 12, 2012, and formally registered as an agricultural cooperative in September 2019. It started with 31 members that were trained and mentored by the Philippine Carabao Center (PCC) and were given dairy carabaos to care for and to produce milk for a stable source of income, known as Paiwi system. Currently, there are 114 members, 79 of which are dairy carabao milk producers. As part of the cooperative's mission strengthen its community through food security and additional sources of income, they continue to the National Milk Feeding program of the Department of Education (DepEd) and the Department of Social Welfare and Development (DSWD).

This study entitled "The Rosario Livestock and Agriculture Farming Cooperative (TRLAFCO) in Rosario, Batangas: A Case Study" was conducted to assess the status and performance of TRLAFCO as an agricultural cooperative. Specifically, it intended to: (a) present the external environment of TRLAFCO; (b) describe the internal environment of TRLAFCO; (c) analyze the issues and challenges of TRLAFCO; (d) recommend possible courses of actions based on the identified issues and challenges of TRLAFCO; and (e) design a plan to implement the recommendations put forward. The cooperative has proven its importance in promoting the consumption of dairy carabao milk products as well as dairy carabao milk production as a stable source of income through its products and services such as dairy production, processing, and marketing of dairy carabao milk products. Other services include forage production, dairy production, consolidation, processing, marketing and capacity building of other cooperatives, entrepreneurs, government agencies and academic institutions. They currently have sixteen (16) products in various flavors and sizes available to their customers.

Out of the 114 members of TRLAFCO, 35 were available during at the time of the data gathering procedure and gave their consent to be interviewed. Primary data was gathered through assisted questionnaire distribution as well as personal interviews with the members of TRLAFCO during house visits and processing plant visits. Meanwhile, secondary data were collected through TRLAFCO's archival records, including financial statements, TRFLAFCO's By Laws, product prices, sanitary permits, BIR registration, and other pertinent information. Data from journal articles, publications, research papers, and government websites were also gathered to further support the study.

The presentation of the cooperative membership profile of TRLAFCO was done through descriptive statistical tools such as mean, mode, percentage, and frequency. On the other hand, strategic management tools such as PESTLE Analysis, SWOT Analysis, and Michael Porter's Five Forces Model were used to assess the external and internal environment of TRLAFCO. Furthermore, the financial statements of TRLAFCO from 2020 to 2023 were analyzed through horizontal analysis, vertical analysis, and financial ratio analysis to determine its financial status. The internal environment of TRLAFCO from 2020 to 2023 were analyzed through horizontal analysis, vertical analysis and financial ratio analysis to determine its financial status. The internal environment of TRLAFCO was also assessed through the presentation and assessment of the cooperative's business functions, namely marketing, operations, human resource, finance, as well as its culture and future plans. These methods determined the main problem of TRLAFCO at the time of study, which was its stability in the dairy industry in Rosario, Batangas and how it must be improved within the next two (2) years for them to expand their operations.

In order to solve this pressing issue, two (2) strategies were determine, namely, through strategic partnerships and through the improvement of the overall efficiency of TRLAFCO. Theses courses of action were then incorporated into an implementation plan to guide the cooperative management and its members.

Language

English

LC Subject

Dairy products--Cooperative marketing

Location

UPLB College of Economics and Management (CEM)

Call Number

LG 993 2024 M17 S24

Document Type

Thesis

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