Piggery 2014 Bus Plan Draft

8/10/2019 Piggery 2014 Bus Plan Draft

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October 30, 2013 Commercialization Business Plan – Piggery Unit

Towards an Accountable and Successful Corrections Page 1

Table of ContentsExecutive Summary .......................................................................................................................3

Profile/Background ................................................................................................................... 3-4

Mandate ..........................................................................................................................................5

Corporate Statement .....................................................................................................................5

a. Vision .......................................................................................................................5

b. Mission ....................................................................................................................5

c. Values ......................................................................................................................5

d. Objectives................................................................................................................5

Organization Structure ............................................................................................................. 5-6

Business Environment ............................................................................................................... 6-7

a. Products and Services ............................................................................................8

b. Channel of Distribution .........................................................................................9

c. Critical Needs of Existing Market ......................................................................10

d. Target Market ......................................................................................................10

e. Competition .................................................................................................... 10-11

f. Product Positioning Map .....................................................................................12

Strategic Issues .............................................................................................................................13

Objectives/Strategic Performance Measures ............................................................................14

a. Piggery Product Life Cycle .................................................................................14

b. Marketing Mix ............................................................................................... 14-15

c. Business Level Strategies to meet target objectives ..........................................16

d. Operational Strategies .........................................................................................17

e. Production Process ......................................................................................... 17-18

f. Piggery Supply Chain .................................................................................... 18-19g. Performance Management System ............................................................... 19-20

h. Action Plans ..........................................................................................................21

i. Monitoring and Control ................................................................................ 21-22

Financials ......................................................................................................................................23





a. Manufacturing, Trading, Profit and Loss Statement ................................. 23-25

b. Cash Flow .............................................................................................................25

c. Piggery Inventory........................................................................................... 25-27

Recommendations ........................................................................................................................27

Annexes .........................................................................................................................................27

a. Annex A – Product/Pricing/Total Value ............................................................28

b. Annex B - Sales Comparison/Trends ................................................................28

c. Annex C – Sales Comparison/Trends Graph ................................... 28-29





Executive Summary

1. The Commissioner’s intent of maintaining maximum performance continued throughoutthe period/quarters. Proper feeding methods, mortality rate monitoring, infrastructureimprovements and total quality management (TQM) were targeted. This is the way forward

for 2014 as we optimistically continue to improve.2. A Consolidated Net Profit of $149,412.90 was achieved for 3rd Quarter. The other 2

quarters showed profits of $ 121,604.66 (Qtr 2) and $ 105,421.38 (Qtr 1) reflecting gradualincreases of $16,183.28 for Qtr 1 to Qtr 2, and $27,808.24 for Qtr 2 to Qtr 3. This Real

growth is indicative of greater signs for 2014.

3. Implementation of 2013 Business Plan – of the 12 recommendations at least 7 have beenaccomplished. The remainder have all been reviewed at some stage or the other, and

should be covered in 2014, in addition to ones for next year. 4. Infrastructure improvement – the new piggery shed 2 currently taking shape should be

completed by quarter 4 and looks set to make a difference in 2014 in resolving the congestionin Piggery shed 1. Real development for 2014 in terms of new building

5.

Staff Changes – this continues to take place for disciplinary and security reasons. COC Simihas been transferred to Maximum and COC Laqeni has replaced him at Piggery 1. For 2014

the inmate in charge will continue due to the good performance but other inmates are

being constantly monitored.6. Appraisal/Performance System – whilst a „Balance Scoreboard‟ method was

recommended, customers continue to be served and assisted on time with quality service andwith minimal complaints. FCS has not introduced this appraisal method formally and

NHQ needs to be reviewed and incorporated into FCS Vol 1 for 2014.

7. Marketing Strategy - our strategy continued to explore the potential to diversify, butimminent changes have been introduced in last quarter 4 in the form of more „value added‟‟ approach. This is the way forward for 2014.

8.

Rate of Debtors Collection – not a major requirement in this area as all purchases are incash form. Only authorization from COMCOR for credit purchase is entertained.

9. Transportation - provision of vehicle for delivery of pigs continue to be a challenge but planning and control is required here as demands come at odd times, and requests forvehicular support from other sections is the only option at this stage. The same vehicletransporting live pigs is used to transport eggs, vegetables etc meaning a dedicated vehiclesolely for delivery is needed. Budget 2014 has fulfilled this need and the future looks

tremendously encouraging.

Profile/Background

10. The Fiji Corrections Service since 2009, through its Farm Units [Bakery, Joinery, Tailor,

Poultry, Vegetables and Piggery] have embarked on a number of initiatives to generate

income earning opportunities from the available land resources at its disposal, and more

recently out of the inmates' skills either already existing or developed within.

11. The SBU Piggery Farm apart from commercial objectives is also focused on its obligations

In line with the Peoples Charter which is to enhance the development of improved food





security within the FCS through better farm development and through greater consultation

with stakeholders ensuring self sufficiency

12. FCS Piggery farming generally is the rearing and commercial production of pigs (boars and

sows). Its legal mandate is in line with the Peoples Charter includes the following:

a. to grow sustainable commercial industry for food security while reducing imports

b.

to adopt SBUs as a training ground for employment opportunities for inmates as

part of the Rehabilitation process;

c. to ensure viable SBUs which will culminate into the formation of the Fiji

Corporation of Rehabilitative Enterprise (FCORE).

13. Comparably with Poultry, Feed has proven to be the most important component -

cheaper option to cook pig‟s meals using fish, cassava, rice (recently) and other special

ingredients is the main advantage.

14. Feed Cost for 2013 totaled $100,427.18 (first 3 quarters); 2012 amounted to $96,427.57

compared to the cost of not cooking materials which averages $453.70 daily. ($453.70 x 365days =$165,600.50). In 2013 this trend continued where approximately same savings is

achieved; but producing our own feed is the best solution.

15. There are at least three (3) large chains comprising of producers/processors/wholesalers and

retailers. These account for 75 % of the total pig meat supply. Traditional „magitis‟ or feasts

absorb approximately 25 % of pork produced in the country. The remaining 75 % goes to

butchers for retailing and processing. Currently we cannot compete with the big companies

but can supplement the smaller customers on a real time basis where orders given within 30

to 60 minutes for live and dressed deliveries is achievable.

16.

As of 31st October 2013 ( first 3 quarters only) a net profit of $149,412.90; December 2012 anet profit of approximately $107,858.00. This figure represents an increase from 2011 from

$95,987.00. (An improvement of $11,871.00). Aside from this as mentioned earlier Piggery

is a star performer in which other moderate/average performing SBUs are „ piggy backing‟

for various reasons.

17. During the fourth quarter 2012 the Department was privileged to receive a donation of

$30,000 from the Chinese Embassy which was allocated towards improving development

needs in Poultry and Piggery SBU Units. The Chinese Embassy has previously donated funds

for development purposes in recent years. However, FCS paid more funds to supplement the

new Piggery shed 2 which should be completed by end Dec 2013.





Mandate/Legislation/Act/Policy

18. The Departments Commercial and Enterprise Unit is guided by its legal mandate to operate

under the relevant clause of the Fiji Corrections Act of 2006 under Part 10 Clause (a) – (d)

which stipulates the following provisions:

“Provisions may be made by regulation and supported by Commissioners Orders

encouraging the establishment and development of prison enterprises and the appropriate

involvement of prisoners so as to enhance their rehabilitation and opportunities and such

may include”

Corporate Statement

19. This in a nutshell is the statement:-

a. Vision -To develop and sustain a commercially viable Piggery Enterprise Unit

b.

Mission - To provide fresh, healthy produce to our customers, as well as provide a safe,friendly working environment for our employees.

c. Values - Passion and Commitment to the SBU Unit along with honesty and integrity

d. Objectives:

(i) Short Term - Maintain firewood, fish, rice and cassava supplies, Maintain feed

supplies to piglets, Maintain hygiene and medication support to piglets in particular, To improve

the current financial performance of the Unit, To focus on profitable value-added activities

(ii) Long Term - To expand cassava plantation as feed supplement, To secure safe and

long-term corporate markets, To secure safe and long-term corporate markets, To enhance

rehabilitation capacity through Piggery enterprise, To handover a viable Piggery enterprise to

FCORE

Organizational Structure

20. The Unit has adequate experience and basic training in piggery management. The

management and administration Team comprise of 7 inmates holding specialized

positions. Other laborers are required during cleaning and restocking.





Figure 1 – Piggery Unit Structure

Business Environment/Market Analysis

21. In 2008 Piggery represented 2.2 % ($2.3 million) of Fiji imports. Fiji is 90 percent self-

sufficient in pork meat and the markets are largely dominated by a few large

companies. There are at least three (3) large chains who are producers that account for

75% of the total pig meat supply. They also purchase pigs from smaller producer when

there is a shortfall from within their own units, to meet market requirements. Fiji

Corrections Piggery is not accounted for in the stats although it is perceived that we

could own a smaller percentage of at least 1% of the market share.

Increased Concerns about Pig Industry Future (A Press Release)

The Fiji Pig Association continues to work with Government to address a growing crisis in theindustry as subsidized pork products, processed in Australia, continue to flow into the country.

The Association has reported up to a 40% reduced demand for pigs from some farms in the firstthree months of 2013 reflecting saturation in the market caused by the imports

“Unfortunately this downward trend will continue. The Canadian and European subsidized processed pork products are selling at wholesale below the best price our unsubsidized industrycan offer and this is seriously affecting the market and all the farmers big and small,” said Simon

Cole, Association President.

PiggeryTeam Leader

CassavaFeedingWashingCookingAnimal

Husbandry

AdminRecords/Cust.

Service





56.326.7

0.1

10.1

0.2 4.52.2

Imports in 2008 (%)

DAIRY

SHEEP

CORNED SHEEP

BEEF

CORNED BEEF

POULTRY

PIG

A further indication of the negative effect the subsidized imports are having on the industry is thedecision by the Fiji Meat Industry Board (FMIB) to stop purchasing pigs from their smallfarmers for the present because of oversupply.

“For many of these farmers the FMIB outlet is the market of last resort, if they lose the FMIB,they could very well go out of business,” he said.

“Instead of investing and growing our farms, as we have been over the last few years, we are

now downsizing. The smaller farmers really have no options and some will be in serious troubleif nothing is done soon. Once these farmers leave the industry they are unlikely to return giventhe investment required.”

He said that after reviewing options in consultation with industry partners Fiji Meat IndustryBoard, Fiji Master Butchers Association and the Fiji Crop and Livestock Council (FCLC) it was

decided that there is no alternative but to ask Government to impose a 32% duty on all imported pork products similar to duty that now protects Fiji‟s chicken industry.

Figure 2 - National Imports (Meat -2008)





a.

Products and services

Figure 3 - Live Pigs of different weights

Product Weight (Kg) Class Price

10 - 19 kg Weaner $ 12.00

20- 29 kg Porker $ 10.00

30 - 39 kg Porker $ 9.00

40 - 49 kg Porker $ 8.00

50 - 79 kg Baconer $ 7.00

80 -99kg Baconer $ 6.00

100 - 149 kg Baconer $ 5.00

150 - 199 kg Baconer $ 5.00

200+ Baconer $ 4.00





FCS Farm

Corporate

Organisations

Customers

Institutions

Customers

Wholesalers

Retaliers

Customers

Farm Sales

Customers

b.

Channel of distribution

The goal of distribution and supply chain management is essentially to get theproduct to the right place, at the right time, in the right quantities, at the lowestpossible cost.

Most of the pig sales are by means of the direct channel, that is sold at the Enterprisefarm or through indirect means that is arranged through the network in whichpayments are received and processed through the Institutions and thecustomer/clients arranges their own transport to pick up at the Piggery Farm or paya transportation fee of $20.00 within Suva; $30.00 outskirts and $40.00 Navua andNausori.

Figure 4 - Channel of distribution





c.

Critical needs of existing market

The target market needs are fresh and healthy pigs at affordable price and

accessible at locations that are convenient. The farm produces healthy pigs that are

priced reasonably. Refer to Figure ( Annexure A –Product/Pricing/Total Value)

Live Pigs of different weights and prices.

Although transport is available to deliver to customer at various destinations, some

customers arrange their own transport during payment, selection of choice and

cartage. Most cases are urgent and timely delivery is the essence!

d.

Target Market & Clients

The identified key segments for the project include individuals, government

departments, Institutions and corporate consumer market segments. In terms of

similarities, all segments whether individual, corporate or otherwise seek the health

and taste benefits of the produce (pigs). They regard the product as an excellent

source of protein, and as an alternative to beef, chicken and especially for traditional

obligations or special functions

The corporate market segment is however more lucrative as compared to the other

segments. This is attributed to the fact that the segment has a greater growth rate,

growth potential and is more profitable.

The main marketing strategy for this SBU will be the centered around superiorperformance in the following areas:

Quality products.

Timely and Consistent supply

Fair Pricing Well packaged and labeled items

e. Competition

Based on our industry analysis we have noted that Vuda Piggery, Wahleys, Leylands

holds 75% of the market share and the remaining 25 % is distributed between

Backyard farms including Fiji Corrections Service Piggery Farm. Refer Figure 6(a)

and 6(b) on the following pages

Since we hold a small share of the market our strategy dictates that we target the

niche market where major players have not concentrated on and focus our





Intl Markets

Intl Retailers

Exporters

Retailers

Wholesalers

Local Consumer Markets

Processors

C o n t r a c t s

Wholesalers

Retailers

Processors

Value C Value B Value A

Quality

Standards

Figure 5 – FCS Farm Value Chain

marketing mix of product, price, promotion and distribution on satisfying the niche

markets specific needs and wants. This would include steady and usual clients.

Our direct competitors in our niche market will be other farm producers specifically

if they have a competitive advantage in terms of other variables such as location and

close proximity of farms, modern technological processes, better price offerings andan abundance and regular supply of similar products. The Unit will face indirect

competition from the major established players. At the moment we are facing

limited competition as being reflected by our Sales increases.

Figure 5 also show that the major players are in the Value A and B Value Chains

with their quality processes, contractual agreements with reputable wholesalers

and retailers symbolized by the green and orange colors. FCS with Backyard

Farmers would appropriately be classified as Value C Chains





Price

Quality

High

Low

Low High

Leylands

Wahleyss

Vuda(75%)

FCS

Backyard

f.

Product Positioning Map

These major players in the market can derive a substantial advantage through

economies of scale effects and through the learning curve and have set the

standards in the industry in which FCS and other small players will have to rise to

the challenge. Suppliers (Competitors’) resources can range from technical,marketing and financial economies of scale to enable them to create huge barriers of

entry for new entrants/competitors entering their target market.

Figure 6 – Product Positioning Map

Figure 6(a) and 6(b) represents the major players in the market and their

estimated market share in the Positioning Map.





Strategic Issues

22. The main issue from a strategic viewpoint is obtaining maximum advantage in order to

enhance FCS goals:-

Figure 7 - SWOT Analysis

I n t e r n a l

E x t e r n a l

Strengths Weakness

Potential Profit Unit

Piggery Farm expertise

Existing Market (< 2 %)

Free Labour cost

Water

Flexible Feed Mix

Location

Inadequate Office Equipment (Telephone, Fax

Machine, Stationery, Laptop, Backup Generator

Supply of Medicine (Norocillin, Baycox, Scourban)rely

on external control

Feed Storage (Pest Problem)

Limited Capacity

Commercial Feed Quality

Opportunities Threats

Potential Capacity

Increase

Methane plant

Disease

Water Supply

Policy Changes

Personal Health (Methane Gas, Leptospirosis)

Lazy unmotivated corrupt staff

Global Economic influences





Development

Introduction

Profit/Market Share

Growth

Maturity Decline

Time

Piggery

Objectives/Strategic Performance Measures

23. Models used here are to help explain the meaning and relevance to the topic under

discussion.

a.

Product Life Cycle

In the product life cycle it is perceived that most of our SBUs that we assumed to be

on the growth phase are still striving to meet some development needs including

infrastructure and capital to sustain itself at the operational level. The SWOT

Analysis indicates a lot of issues need addressing to enhance Piggery’s capabilities

to venture forward confidently in the Growth Stage of its life cycle.

Figure 8 – Piggery Product Life Cycle

b. Marketing Mix

Markets are the link between animal products and processor as well as a link

between producers. This is also where buyer and seller meet. In the SBU case this is

either a physical meet at the Farm Office or piggery facility or by phone or through

third party arrangement to deliver the product on a timely basis to its destination.





The SBU Unit must understand this Marketing Mix strategy very well. Our product

philosophy is that we are selling “fresh products that are affordable and

available at convenient locations accessible to the customer”. Once we convey

this message to the customer, it becomes a commitment of service that we will

deliver as promised to meet and satisfy customers expectations. If our marketing

mix strategies cannot support our philosophy and promise than we will disappoint

our customers who will switch to other competitors and discredit our products and

service and the image we are striving to build.

This is one key area where we are failing, that is not being able to sustain the

philosophy by putting in “practice what we preach” so to speak.

Figure 9 – Marketing Mix

Marketing Mix

Product Pigs (Fresh/Lean)

Price Flexible Pricing

Promotion Demand exceeds supply

Place (Distribution) From present location

Packaging Cleaned and Healthy Appearance





Achieve a 40 % improvement in performanceby the 4th Qtr 2014

Improve position of present

roducts with customers

Find new customers for present

roducts

Product Develo ment Market Develo ment

Marketing

Objective

Production

Objective

Marketing

Objective

Production

Objective

Inc.purchasing

by existing

customers by

10 %

Design a new

feature to

product

Increasemarket

share by 1%

Design new

feature to

attract new

customers

Market

Strategies &

Programs

Production

Strategies &

Programs

Market

Strategies &

Programs

Production

Strategies &

Programs

c.

Business Level Strategies to meet target objectives

Figure 10 – Product & Marketing Strategies





d. Operational Strategies that make the difference between success and failure

of Piggery farming.

(i)

The critical period we are addressing now is the weaning stage where

the piglet is young and has to build up physically and fight diseases etc

to be strong enough to progress and look after itself sufficiently.

Figure 11 – Operational Strategies

e.

Production Process

Figure 12 – Production Process/Cycle

Criterion Increased Success Less Success

HUMAN RESOURCES Competent, dedicated, motivated Untrained, Hired Labour

TECHNICAL

ENVIRONMENT

Modern, efficient Old, Inadequate

DISEASE CONTROL Strict prophylaxis, check ofimmune status

Standard vaccination

FEEDING Controlled, phase feeding Cheap feed

VACCINATION As and when required Inconsistent

RECORDS Complete, daily Sporadic (if any)

FOCUS Long term Short term

OVERALL OBJECTIVE High quality pigs, maximumprofit

Managing, Average





f.

Piggery Supply Chain

The purpose of the Supply Chain is to describe the flow of goods and services, and

information from the initial source, the Farm to the delivery of the products through

the various distribution channels to the consumers.

Following the process of Farrowing, Weaning and Finishing, the Pigs are ready for

the market for sale to the consumers through the Supply Chain.

The Business Development Manager and Assistant Marketing Officer are than

responsible for the wholesale, retail and distribution of the eggs to prearranged

markets and end of the line consumers. The availability of transport enables the

products to move from one chain to another and eventually to the consumers

efficiently.





FCS Farm Packing Marketing

Finishing

Weaning

Farrowing

Logistics Retail

Pigs for

Sale

Collection,

Cartage,

Delivery

Transport

Marketer Wholesale

Distributors

Special

Functions

Super -

Markets

Institutions/

Corporate

End Consumer

Figure 13 - Piggery Supply Chain

g. Performance Measure

Currently there is an absence of an effective performance management system. The

existence of gaps in the SBUs including administration and management areas

means that effective performance management and accountability is not working.

The Team is recommending that the balance Score Card is used to effectively

measure in particular the four components as identified in the framework, BSC. Theframe work will also be a source for monitoring and evaluating the performance

once appropriate KPI’s and time frames are identified.

The next step is to hold personnel accountable for meeting the targets and

objectives which would be aligned to the KPI’s. This model provides a basis for





measuring performance and rectifying existing anomalies and discrepancies in

performance shortfalls in the absence of an effective PMS system.

Figure 15 – Balanced Scorecard





h.

Action Plans

i.

Monitoring and Control

The following Monitoring and Control chart is intended as a form of checklist to

gauge the effectiveness of performance measures put in place and the actual

percentage of success and recovery action to be taken if required.

Ongoing evaluation of progress against the critical issues will be appropriately

tracked in terms of timelines and targets achieved.

Any Assumptions made in the Business Plan and whether they are still valid or if

need be, to be reviewed and adjusted accordingly. An overall assessment of what is

working is noted and (problem areas are highlighted and addressed) at the earliest

and noted for future reference

Challenges Action Resp. TimeLine

a)

Business Plan (Incl.Contingency Plans)

Complete Business Plan BDM 30th/11/13

b)

Medicine (Norocillin,Baycox, Scourban)

Timely Purchasing SOL/BDM/ACCOUNTS

Reorder level

c) Commercial Feed Quality*ProcessInternally (Purchase Machines)

BDM TBC

d)

Feed Storage (PestProblem)

Purchase 20 foot containersBDM TBC

e)

Limited Capacity Build extra Sheds BDM TBC

f) Management Indecision Appointment/Recruitment of right Personnel

DCS/BDM TBC

g)

SOPs Review SOPs BDM Jan 2014

h)

PerformanceSystem/KPIs for SBUfor 2014

Review PerformanceSystem/KPIs

BDM Jan 2014

i) Training Review & Improve trainingprograms for staff/Inmates

BDM Jan 2014

j) Location Adjust pricing to suit location DCS/BDM When the need

requiresk)

Personal Health (MethaneGas, Leptos)

Provide Proper Protection(Quality Gum Boots, Clothing,Respiratory Gear, Soap)

BDM TBC





Objectives Indicators Targets

Financial Objectives

To increase revenue growth % of revenue increase 10 %To improve the profitability of the SBU % of profit increase 10 %

To provide financial Update of SBUPerformance

Profit & Loss Statement Qtrly

Marketing/Customer Service objectives To meet and exceed customer expectations Customer satisfaction survey 70 %Establish long term customer relations Amount of repeat and referral

business 100%

Improve competitiveness of the business Feedback from customers QtrlyTo access Market outlets No of new outlets secured Qtrly

Operations Objective (Internal)

To improve efficiency within the SBU Unit No of processes improved QtrlyTo effectively utilize existing resources withineach area of SBU

Quality StandardsDeliveries

Mthly

Improve health and safety within the SBU Mthly Audits MthlyTo improve accuracy of data/record keeping Daily & timely submission of SOIs/ DailyHuman Resource Objectives

To improve the motivation ofemployees/inmates

Performance management Qtrly

To improve staff/inmate competency levels Staff Certifications and No ofTraining Sessions/Workshops

Qtrly

To reduce staff/inmate complaints No of complaints Mthly

To reduce staff/inmate turnover/sick leave Turnover rate/No of days absent Mthly





a. Cash Flow

EXPECTED

EXPENSE DESCRIPTION ALLOCATION QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4

PIGGERY

4-15256-91151-

260101 30,000.00 70,000.00 50,000.00 30,000.00

SALES

EXPECTED DESCRIPTION ALLOCATION QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4

PIGGERY

4-15256-91151-

240199 45,000.00 20,000.00 70,000.00 45,000.00

b. Piggery Inventory as of 31 December 12 against 30 Sept 2013

PIGGERY Pig Type QTY Price Total Overall

2012 Breeding Boars 3 $ 790.00 $ 2,370.00

Pregnant Sows 44 $ 600.00 $ 26,400.00

Mothering Sows 20 $ 600.00 $ 12,000.00

Dry Sows 1 $ 600.00 $ 600.00

Baconers ($7 - $5 kg) 6 $ 458.88 $ 2,753.28

Porkers ($10 - $8 kg) 86 $ 258.91 $ 22,266.26

Weaners ($12 kg) 113 $ 120.00 $ 13,560.00

Piglets 167 $ 12.00 $ 2,004.00

440 $ 81,953.54 $ 81,953.54

Weaner Feed 25kg 40 $ 28.00 $ 1,120.00

Breeder Feed 25kg 40 $ 21.58 $ -

Grower Feed 25kg 40 $ 27.50 $ 1,100.00

Mill Mix Feed 35 kg 41 $ 13.80 $ 565.80





$ 2,785.80 $ 2,785.80

TOTAL STOCK $ 84,739.34

2013 - 30th Sept

PIGGERY Pig Type QTY

2013 Breeding Boars 5 700.00 3,500.00

Pregnant Sows 51 600.00 30,600.00

Mothering Sows 18 600.00 10,800.00

Dry Sows 5 600.00 3,000.00

Baconers ($7 - $5kg) 88 385.00 33,880.00

Porkers ($10 - $8 kg) 82 256.00 20,992.00

Weaners ($10kg) 177 100.00 17,700.00

Gilt ($8.00kg) 27 400.00 10,800.00

Piglets 131 12.00 1,572.00

584 132,844.00$132,844.00

FEED

STOCK QTY KGUNIT

PRICE/KG

Mill Mix 18 25 19.00$342.00

Grower 25 25 27.00$675.00

Weaner 34 25 32.00$1,088.00

Rice 23 50 59.00

$1,357.00

$3,462.00

Sept2013 Total stock Value

$

136,306.00





Recommendations

a. Qualified and experienced staff.

b. Business financials

c. Accurate reconciliation and consistent records

d.

Review or restructure to realign positions and responsibilities withrevised/newly created job descriptions based on current needs in accordance

with the strategic direction where we want to be in 2015.

e. Proper storage facility at the Enterprise Unit

f. Transportation vehicle for delivery of live and dressed pigs.

g. Research and Development

h. In-House training

i. Review of Performance Appraisal System and introduction of the Balance

Scorecard method.





Annexes

j. Annexure A –Product/Pricing/Total Value

Pig Type QTY Price Total Overall Total

Breeding Boars 4 $ 790.00 $ 3,160.00

Pregnant Sows 55 $ 600.00 $ 33,000.00

Mothering Sows 16 $ 600.00 $ 9,600.00

Dry Sows 6 $ 600.00 $ 3,600.00

Baconers ($7 - $5 kg) 31 $ 458.88 $ 14,225.28

Porkers ($10 - $8 kg) 74 $ 258.91 $ 19,159.34

Weaners ($12 kg) 91 $ 120.00 $ 10,920.00

Piglets 169 $ 12.00 $ 2,028.00$ 95,692.62 $ 95,692.62

Weaner Feed 25kg 40 $ 27.15 $ 1,086.00

Breeder Feed 25kg nil $ 21.58 $ -

Creep Feed 25kg nil $ - $ -

Grower Feed 25kg 40 $ 27.50 $ 1,100.00

Mill Mix Feed 35 kg 40 $ 13.80 $ 552.00

$ 2,738.00 $ 2,738.00

k. Annexure B - Sales Comparison/Trend by Year

Year Sales

1995 $ 28,721.69

1996 $ 23,407.01

1997 $ 12,655.31

1998 $ 10,544.44

1999 $ 14,239.59

2000 $ 16,278.41

2001 $ 6,745.64

2002 $ 5,028.09




2003 $ 5,981.07

2004 $ 7,838.39

2005 $ 26,676.63

2006 $ 15,376.36

2007 $ 14,538.37

2008 $ 6,586.54

2009 $ 4,374.52

2010 $ 61,431.19

2011 $ 145,556.00

2012 $ 214,595.64

Sept 2013 $ 130,356.39

2014 $ TBC

Documents

Piggery 2014 Bus Plan Draft