contract farming of poultry in brazil
TRANSCRIPT
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A successful case of contractfarming in Brazil
Carlos Arthur B. da Silva, Ph.D.FAOAgricultural Management, Marketing and Finance ServiceRural Infrastructure and Agro-Industries Division
FAO / AGSF - Agricultural Management, Marketing and Finance Service
Contents
Evolution of the Brazilian poultry industryThe central role of contract farmingThe case of Pif Paf Alimentos Minas
Gerais StateCritical success factorsConclusions
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
Poultry: a success story
-In 1980, it took 7 weeksto grow a 1.8kg bird, witha feed conversion rate of 2.05 kg/kg
-In 2006: 43 days, 2.34 kg and 1.83 kg/kg
- Between 1990 and 2006,
production increased at arate of about 9% per year
FAO / AGSF - Agricultural Management, Marketing and Finance Service
Poultry consumption is rising at 6.2% a year
0
5
10
15
20
25
30
35
40
91 92 93 94 95 96 97 98 99 '00 '01 '02 ' 03 ' 04 ' 05 ' 06
36.9kg in 2006
14.2 kg in 1990
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
Exports also keep rising: 15% per year
0
500
1000
1500
2000
2500
3000
91 92 93 94 95 96 97 98 99 '00 ' 01 ' 02 ' 03 '04 ' 05 ' 06
2,713,000 tons
299,000 t
FAO / AGSF - Agricultural Management, Marketing and Finance Service
Growing exports of poultry cuts: 1637thousand tons in 2006; US$1.9 billion
0.0%
0.3%
2.2%
3.0%
7.4%
7.9%
13.1%
66.2%
1.4%
0.1%
2.4%
42.6%
11.5%
0.3%
34.4%
7.2%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
North Am.
Oceania
Central Am.
Asia
Africa
South Am.
Europe
Middle East
CutsWhole
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
Chain organization
Most production under closely coordinatedintegration contracts (75% x 25%)
small and medium sized producers predominate
Highly concentrated processing sector: 4largest firms control 38% of production; 8largest: > 50%
Geographical concentration in the southeast,with tendency for expansion in the central-western states
FAO / AGSF - Agricultural Management, Marketing and Finance Service
The Case of Pif-Paf Alimentos
Mid-sized company locatedat Southeastern MinasGerais State, BrazilProduces broilers undercontracts with some 600farmers
Slaughters 170,000birds/day
Has developed an effectivecontract design linkingpayment to productionperformance
farmers have incentives tocontinuously improvetechnical performance
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
How the contract works
Pif-Paf provides one-daychicks, feed, veterinaryinputs and technicalassistanceFarmer invests in thefacilities and is responsiblefor production costs in itemssuch as labor and energy
Pif-Paf guarantees thepurchase, under a pre-agreed price determinationsystem
FAO / AGSF - Agricultural Management, Marketing and Finance Service
How the contract worksPrice is established througha punctuation system,taking into account thefollowing variables;
Death rate (%)Feed conversionDaily weight gain
Loading time during broilerdeliveryQuality of managementInjuries (%)
Final Price/kg = Total pointsobtained x base pricenegotiated previously to thegrowing cycle
1618...3840Points
3.43.2...1.21Deathrate(%)
5560...110115Points
2.142.12...1.921.9FeedRate(kg/kg)
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
Main benefits for farmers
Pre-financed inputsTechnical assistanceGuaranteed marketOn-farm use of manureIncreased creditworthiness
FAO / AGSF - Agricultural Management, Marketing and Finance Service
Why it worksFirm negotiates prices and discusses punctuation tables withproducers associationFirm is rigid with regard to non-performance: non-performingfarmers are replaced: 5% are eliminated every yearFirm provides incentives for improved technical efficiency, via thepunctuation system;Firm creates a depreciation fund, depositing a percentage ofthe revenues in a farmers account, which can be used for facilitymaintenance and upkeepFarmers have the added incentive to utilize a by-product inadditional agricultural enterprisesDisputes are mediated by the producers associationTrust has been built
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
Critical success factorsBasic tenet
contractual relationships will only be sustainable ifpartners perceive that they are better off byengaging in itCorollary: contract farming will fail if parties do notdevelop mutual trust and reciprocal dependency(SYNERGY is the key word)
The importance of the enabling environment
No successful contracting scheme can exist orremain sustainable where the institutional andpolitical setting is not conducive to it
FAO / AGSF - Agricultural Management, Marketing and Finance Service
Critical success factorsMinimization of contractual hold-ups
farmer: enhancement of bargaining power viacollective actionfirm: group negotiation; improved communication;quality and scope of services provided; stricttreatment of defaulters; extended contractduration
Need to countervail uneven balance of powerpromote farmers associationmediation, instead of legal action
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FAO / AGSF - Agricultural Management, Marketing and Finance Service
Conclusions
Contract farming can be a very effective wayto promote value chain financing
FAO is developing a web based ContractFarming Resource Center
for more information, check
www.fao.org/ag/ags/index_en.html
Thank you!