materi ekonomi sma kelas Kebutuhan manusia docx
Modul 3
KETERKAITAN RITEL MODERN DENGAN
PETANI DI INDONESIA
DEPARTEMEN SOSIAL EKONOMI PERTANIAN
FAKULTAS PERTANIAN
UNPAD
1
LEARNING OUTCOME:
Mahasiswa mampu menganalisis peluang
usaha dan dampak kesejahteraan dari
perkembangan ritel modern terhadap para
petani produsen dan pelaku aktif rantai nilai
modern di Indonesia.
2
REFERENSI UTAMA:
•
•
•
•
HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENT
IN INDONESIA
Report of the World Bank’s Rural Development, Natural Resources and
Environment Sector Unit of the East Asia and Pacific Region.
The team leader for this report is Shobha Shetty (Sr. Economist, EASRE).
Other team members: Richard Chisholm (Sr. Agriculturalist, EASRE), and
Frans Doorman (Consultant).
The principal authors of the report are Ronnie Natawidjaja (Padjadjaran
University, Bandung), Thomas Reardon (Michigan State University), and
Shobha Shetty (World Bank) in collaboration with Trisna Insan Noor, Tomy
Perdana, Elly Rasmikayati (Padjadjaran University, Bandung), Sjaiful
Bachri (Center for Agricultural Social Economics Research and
Development, Bogor) and Ricardo Hernandez (Michigan State University).
3
CARA MODERN RITEL MENDAPATKAN
PASOKAN UNTUIK SAYUR DAN BUAH SEGAR:
1. IMPORT:
• 80% dari buah dan 20% dari sayuran yang dijual di supermarket adalah produk
import 60% dari total buah dan sayur yang dijual.
• 2-3 kali lebih tinggi dari negara berkembang lainya Mexico, Guatemala,
Thailand, and China
KENAPA?
• Harga dan kualitas FFV dr China dan Thailand relative lebih dengan kualitas
yang sama atau bahkan lebih tinggi Transaction Cost rendah, efeisiensi dan
skala ekonomis tinggi.
BAIK UNTUK KONSUMEN di kota maupun di desa:
Kompetisi sehat, pangan murah dengan kualitas yang lebih baik
SEMENTARA
• Petani lokal terganjal untuk memproduksi lebih baik karena kondisi pasar lokal
• Hambatan untuk menjual ke modern ritel: kondisi supply chain yang sangat
terbatas jalan yang rusak, pungutan liar, tidak adanya cold chain dan
layanan logistik.
4
CARA MODERN RITEL MENDAPATKAN
PASOKAN UNTUIK SAYUR DAN BUAH SEGAR:
2. LOKAL:
Membangun supply chain langsung dari sentra produksi
melalui pemasok khusus, yaitu:
• Petani besar/sedang atau Perusahan Agribisnis yang
memproduksi sayuran atau buah-buahan melalui kebun sendiri dan
menghimpun petani produsen lainnya yang kecil-kecil secara kontrak
(contract farming)
Suplayer Khusus ke Supermarket, merupakan perusahaan
yang memasok khusus ke supermarket tapi tidak memiliki
produksi sendiri, sehingga harus bekerjasama dengan para
bandar dan petani/ketua kelompok di sentra produksi
5
Petani atau Perusahan Agribisnis
Pemasok Ritel Modern
• Biasanya merupakan petani memiliki lahan sedang atau
besar yang memiliki lahan milik sendiri
• Menguasai teknologi produksi yang baik sehingga mampu
menghasilkan produk yang berkualitas
• Untuk meningkatkan kapasitas produksi, kemudian
menjalin koordinasi dan bermitra dengan petani kecil,
melalui kontrak formal ataupun in-formal
• Memberikan pembinaan pada petani kecil dalam hal bibit,
teknologi, jadwal penanaman, bantuan pembiayaan, dll
• Melakukan sortir , standarisasi produk, dan pengemasan
sehingga mampu menghasilkan produk berkualitas tinggi
6
Suplayer Khusus Berdedikasi
Pemasok Ritel Modern
• Perusahaan/pedagang ini tidak memiliki basis produksi
sendiri, berperan sebagai Dzbandardz khusus untuk
supermarket/hypermarket
• Secara langsung mencari produk baru ke berbagai sentra
produksi untuk meningkatkan jumlah SKU yang dipasok
• Melakukan koordinasi dengan para petani kecil di sentra
produksi secara kontrak, baik formal maupun in-formal
melalui ketua kelompok, koperasi, atau bandar
• Memberikan bantuan dukungan pada petani, baik berupa
bibit, teknologi, kalender tanam, dan juga bentuk bantuan
pembiayaan
• Melakukan sortir , standarisasi produk , dan pengemasan
sehingga mampu menghasilkan produk berkualitas tinggi
7
Dampak dari Transformasi/Modernisasi Pasar
Produk Segar Pertanian yang dihadapi Petani
di Sentra Produksi pada Tahun 2006
PETANI
1%
1%
1%
1%
5%
Pasar Induk
Regional atau
Nasional
46%
Bandar
2%
40%
Pedagang
Pengumpul
2%
1%
Penjual Ritel
untuk Pasar
Lokal
1%
Kelompok
Tani/Koper
asi
Hotel and
Restaurant
Pemasok
Khusus Ritel
Modern/Export
Ritel
Modern
Pengolahan
Skala Rumah
Tangga
Pemasok ke
Industri
Industri
Pengolahan
Makanan
Lebih banyak
alternatip saluran
penjualan bagi petani
dibandingkan tahun
1994
Pedagang
Antar Pulau
Exportir
8
Ringkasan Saluran Pemasaran
Berdasarkan Pasar Tujuan Akhir
Percentage Share by Final Market
No
Final Market
.
Panga
lengan
Lembang
1 Pasar Ritel Trad. Lokal
Rata-rata
%
Garut
0
5
0
2
2 Pasar Induk Tradisional
66
66
73
68
3 Pasar Antar Pulau
10
4
8
7
4 Ritel Modern
14
12
7
11
5 Hotel and Restaurant
1
4
3
3
6 Industri Skala Kecil
1
1
4
2
7 Industri Besar Pengolahan
6
6
5
6
8 Export
2
2
0
1
100
100
100
100
Total
9
Terjadinya BOOMING Hortikultura
di Jawa Barat
• Ada indikasi kuat telah terjadinya
Hortikultur di Jawa Barat
Booming Tanaman
• Produksi hortikultur berkembang sangat cepat, teknikteknik pertanian modern terdifusi antar kelas petani
dengan cepat, termasuk petani yang masih memasok ke
pasar tradisional
• Banyak petani yang beralih dari tanaman pangan ke
• Sayuran bernilai tinggi
• Melakukan investasi pada sistem pengairan
• Penanaman secara multi croping dan rotasi sepanjang
tahun
Tingkatan Nilai (Value Ladder) Keuntungan
Pengusahaan Tan. Pangan dan Hortikultura
Paprika
70,00
Cost (Juta Rupiah)
60,00
50,00
R/C=2
Kentang
40,00
Tomat
30,00
Sedap malam
Krisan
20,00
10,00
Jagung
Kc tanah
Kc hijau
Padi gogo -
Bw
merah
Cabe merah
Bw
daun
Kubis
Maw ar Buncis
Ubi jalar
Wortel
Kc Panjang
Padi saw ah
Ubi kayu
30,00
60,00
Revenue (Juta Rupiah)
90,00
120,00
150,00
Value Ladder Effect
dari Transformasi Pasar Modern
Jakarta
Puncak (tadinya tan.
komoditas, sekr. niche)
Lembang (sekr mix
komoditas & niche)
Sumatera
(tanaman pangan)
Pangalengan
(komoditas)
Garut
(komoditas)
Value Ladder Effect dari Perubahan Struktural
Pada Pasar Pangan dan Hortikultura
• Meningkat tangga nilai (value ladder), beralih dari
Komoditas bernilai rendah (seperti: ubi jalar, buncis)
Produk bernilai menengah
(seperti: tomat and bawang daun, dll)
Produk bernilai tinggi
(brocoli, paprika, sayuran Jepang, dll)
• Beberapa pelaku yang besar malah sudah mulai
memperluas/mengalihkan usaha penanaman ke daerah yang
memiliki biaya oportunitas lahan dan tenaga kerja yang
lebih rendah.
Ukuran Sample Petani dan Distribusinya
Sample Size
Kabupaten
Kecamatan
Bandung
Pangalengan
39
41
Ciwidey
44
50
Pasirjambu
38
19
Lembang
29
40
Sub-total
150
150
Cikajang
45
22
Cigedug
35
41
Pasirwangi
24
35
Cisurupan
46
52
Sub-total
150
150
Total
300
300
Garut
Non-Supermarket
channel Farmer
Supermarket
channel Farmer
14
Anasisa Value Chain Tomat ke Jakarta
Petani
Petani
Suplyer Khusus ke
Ritel Modern
Kelompok
Tani
Ritel Modern
Suplyer Khusus ke
Ritel Modern
Ritel Modern
Petani
Bandar
Pasar Induk Tradisional
Pasar Ritel
Tradisional
Petani
Bandar
Suplyer Khusus ke
Ritel Modern
Ritel Modern
Petani
Pengumpul
Lokal
Bandar
Pasar Induk
Tradisional
Pasar ritel
Tradisional
15
Analisa Detil Value Chain per Saluran
Chain
Cost
Value
Added
1. Procurements Cost
2. Handling Cost
3. Storage Cost
4. Transport Cost
5. Rebate and Fee
26-29%
36-48-%
Farmer
Specialized Super
Wholesaler
8-12%
55-57%
Chain
Cost
26-35%
Supermarket
Value Added:
Rp 3.7 – 3.8 million per ton
32-37%
1. Procurement Cost 0%
2. Handling Cost
51%
3. Storage Cost
0%
4. Transport Cost
23%
5. Rebate and Fee
25%
24%
Farmer
Value
Added
15-21%
11-28%
0%
21-22%
34-47%
25%
Farmer
Group
28%
24%
Specialized Super
Wholesaler
39%
26%
Supermarket
Value Added:
Rp 3.6 million per ton
33%
16
Analisa Detil Value Chain per Saluran…..
Chain
Cost
35-46%
Farmer
Value
Added
1. Procurement Cost
2. Handling Cost
3. Storage Cost
4. Transport Cost
5. Rebate and Fee
Chain
Cost
22-27%
Farmer
Value
Added
4-9%
16-18%
7-8%
Traditional
Wholesaler
21-22%
26-32%
Traditional
Wholesaler
20-27%
Value
Added
44-48%
Specialized Super
Wholesaler
35-37%
35-44%
5-6%
Farmer
Local
Collector
13-22%
6-18%
12-13%
Traditional
Wholesale Market
19-22%
60-72%
7-16%
12-33%
10-26%
Traditional
Retail Market
36-43%
Value Added:
Rp 1.6-1.8 million
per ton
22%
34%
0%
14%
30%
21-23%
Supermarket
35-37%
Chain
Cost
1. Procurement Cost
2. Storage Cost
3. Loading-Unloading Cost
25-27%
Traditional
Wholesaler
12-14%
Value Added:
Rp 3.3-3.4 million
per ton
1. Procurement Cost
2. Storage Cost
3. Loading-Unloading Cost
58-69%
8-13%
23-29%
12%
12-22%
Traditional
Wholesale Market
14-18%
Traditional
Retail Market
41-44%
Value Added:
Rp 1.8-1.9 million
per ton
17
Analisa Ekonometrik
A two-step procedure was used – first, estimating
the determinants of market channel participation
and then, controlling for the conditional probability
of participation in a channel, the technology choices
of farmers (production function and input use
functions):
• Model Pemilihan Saluran Pasar: multinomial logit (p36)
• Fungsi Produksi dan Analisa Alokatif Efisiensi:
comparison of marginal value products (MVPs)
• Fungsi Permintaan Faktor Input: profit function
referensi\Holtikultura_model_p36.pdf
18
supermarket channel ,
which includes farmers selling to supermarkets, either directly, or indirectly
via a specialized/dedicated (mainly to supermarkets) wholesaler to
supermarkets; this is the channel with the closest connection to
supermarkets and have full information; most of the farmers in this
channel are aware that they are producing for/selling to supermarkets.;
modern wholesaler , which includes farmers selling to modern
wholesalers who tend to be larger wholesalers who sell to the traditional
wholesale market as well as somewhat to supermarkets and to
specialized/ dedicated (to supermarkets) wholesalers; the farmers in this
channel tend to not be aware that part of their tomatoes go to
supermarkets; the wholesaler tends merely to signal certain requirements
and scheduling, but do not convey full information concerning the final
markets (we found this out through wholesaler interviews and market
tracing);
traditional channel , which includes farmers who sell to local brokers
(small traders in the rural areas) and wholesalers who sell only to or in the
traditional wholesale market. This is the channel most distant from the
supermarket channel.
19
Hasil Estimasi Pemilihan
Saluran Pemasaran
Variable
Supermarket Producers
Coef.
Modern Wholesalers
(SE)
Coef.
(SE)
Producer's education (years)
0.152
0.122
0.024
0.063
Producer's age (years)
0.021
0.028
0.006
0.015
Family size
-0.197
0.203
-0.035
0.116
Lagged land (farm size)
-1.895
0.794
**
-0.048
0.135
Correction for Bandung lagged land
2.112
1.025
**
-0.665
0.452
Distance to paved highway (kms)
0.104
0.175
-0.210
0.354
Producer's experience (years)
-0.046
0.062
-0.070
0.024
**
Lagged packing houses in the area (units)
-0.121
0.025
**
0.008
0.003
**
Dummy for commercialization level of zone
4.069
0.954
**
1.007
0.331
**
Lagged association level (Associated =1
Not Asoc =0)
-0.945
0.816
0.029
0.337
Lagged irrigation share (% of farm size
under irrigation)
2.514
1.159
0.166
0.620
Number of Observations
Wald Chi(32)
Pseudo R2
**
596
858.96
0.748
Note that this is a multinomial logit and the base is the traditional channel farmers, so these are deviations from that base. Notes:
** = significant at 5%; *= significant at 10%.
20
Faktor Penentu Pemilihan
Saluran Pemasaran
• Farm size (lagged) has a positive effect on supermarket channel
participation in Bandung, where land is scarce, but a negative effect in
Garut.
• Bandung, near the city, the more capitalized and larger farmers tend to
make frequent shipments to specialized wholesalers and profit from the
nearby commercial opportunities.
• Garut is a more hinterland area with larger land sizes; larger farmers tend
to sell large volumes to inter-island traders who come to that area for large
volumes, a smaller and more specialized channel, to smaller farmers, who
nevertheless are in the upper stratum of capitalization.
• Number of packing houses (lagged, in kecamatan) have a positive effect
on participation in the modern wholesaler channel but a negative effect
on supermarket-channel participation, as farmers have an alternative.
• Being in a high-commercialization zone favors participation in both
modern channels.
• Irrigation share (lagged) has an important positive effect on
participation in the supermarket channel. Such consistency of
production is an important attribute that dedicated wholesalers look for
in farmers.
21
Hasil Estimasi Fungsi Produksi
Modern Wholesale
channel
Supermarket
channel
Coef.
(SE)
Coef.
Traditional channel
(SE)
Tomato Area (Ha)
0.798
0.683
0.860
0.186
Seed
0.207
0.680
0.120
Pesticides
0.002
0.007
Fertilizers
0.007
0.096
Labor
0.267
0.120
Dummy for dry season (dry =1,
other =0)
0.150
0.034
Dummy for Bandung
-0.024
Irrigation share
Coef.
0.975
0.088
0.189
0.034
0.091
0.007
0.002
0.021
0.030
0.019
0.042
**
0.109
0.036
**
**
0.161
0.062
**
0.282
0.035
**
**
0.143
0.015
**
0.176
0.020
**
0.074
-0.075
0.055
-0.075
0.018
**
-0.052
0.091
-0.034
0.035
0.032
0.024
Mills 1
0.005
0.006
0.001
0.001
-0.001
0.001
Mills 2
0.000
0.004
0.004
0.009
-0.003
0.003
Constant
5.729
3.117
7.472
0.806
4.082
0.828
Number of Observations
R-squared
Prob > F
**
(SE)
84
179
327
0.985
0.983
0.98
0
0
0
**
Notes: ** = significant at 5%; *= significant at 10%; base category is traditional wholesaler
22
Marginal Value Products dibandingkan dengan
harga faktor input: Allocative Efficiency
Supermarket
channel
MVP
Modern Wholesale
Channel
Factor Cost
Area
Fertilizer
Labor
476 <
1,000
MVP
Traditional Wholesale
Channel
Factor Cost
MVP
Factor Cost
36.4M
>
2.2M
41M
>
2.2M
48
<
1,000
219
<
1,000
226
<
1,000
326
<
1,000
23
Fungsi Produksi dan Analisa Alokatif
Efisiensi
• The MVP of farmland is well above the rental factor cost for
both the modern wholesale channel farmers and the traditional
channel farmers
indicates a severe land constraint.
• The MVP of labor is also well below the factor price for all
channels, but as the cost results suggest, the overuse of labor
(from an allocative efficiency viewpoint) is most severe among
traditional farmers.
• The results for fertilizer are also similar to the other studies
cited, showing an overuse of fertilizer in an allocative efficiency
sense.
24
Fungsi Permintaan Faktor Input
• Labor demand of farmers in the supermarket channel is more responsive to
factor input prices than farmers in the other market channels, apparently
indicating the supermarket-channel farmers’ greater commercial orientation.
For the latter group, the positive signs on the prices of fertilizer and pesticides
indicate they are substitutes with labor
• Demand for pesticide responds (tautologically) positively to its own price. For
supermarket-channel farmers, it is a substitute for fertilizer, but a complement
for the other two groups. The output price and dry season effects are negative, as
there are fewer insects at that time.
• Fertilizer use is measured in cash expenditure. The main results of interest here
are the strong complementarity of fertilizer use and irrigation, and the negative
effect of transaction costs (proxied by distance to the road) on fertilizer use.
25
Petani yang saat ini terkait dengan Saluran
ke Ritel Modern (dari 600 sample)
• Pada kondisi saat ini, hanya 15% (dari sample) yang terkait
dengan supply chain ke pasar ritel modern (langsung dan
tidak langsung)
• Petani yang berpartisipasi pada supply chain tersebut
adalah:
• Petani kecil tapi bagian upper stratum dalam hal kepemilikan
lahan, modal, tangki irigasi air, dan tingkat pendidikan
• Biaya usahatani mereka lebih kecil (lebih efisien) dari petani
lainnya
• Tingkat keuntungan mereka 10-30% lebih tinggi dari petani
lainnya (karena harga yang lebih baik)
Kesimpulan Lainnya
• Quality differentiation (and the concomitant investments) is not yet
systematically rewarded by merchants to farmers in the zone.
Mirroring the less developed market areas of other countries,
farmers still sell ungraded produce to wholesalers.
• Tomato farmers get nearly all their technical assistance from input
distributors, and nearly all their credit from those same actors plus
wholesalers. Government and NGO financial services and extension
services play a miniscule role in the tomato boom in West Java.
• Land-rental markets are extremely active among tomato farmers in
the area. Despite that, there is evidence from the allocative efficiency
estimates that there are land constraints and overuse of labor and
fertilizer, with the allocative inefficiency least among supermarket
producers
27
Implikasi Kebijakan
• Agricultural support services: direct support through investments in public
goods and services notably research and extension services. Revamping the quality of the
extension services so that it is better prepared and more relevant to the needs of the market is
paramount.
• Rural producers organization: development of farmer groups, grower
associations, and new-generation cooperatives appear to be strongly needed.
• Rural Infrastructure: good quality telecommunications and a paved-road network
are essential, as otherwise local farmers will struggle to compete with imports. This is especially
an issue as horticulture crops in Indonesia are often produced in remote, highaltitude areas
where these infrastructure facilities are often deficient.
• Access to financial services: since the payment of supermarkets is generally
delayed for up to 40 days, suppliers, farmer and wholesaler face a problem of having temporary
illiquid assets. The government can facilitate agreements with the modern retail association and
the banking system so that they provide a guarantee for the amount of sales the supermarket
owes, so that small/medium farmers or even wholesaler can get access to commercial bank loans.
There are some private banks expressing an interest in this kind of agreement.
• Market intelligence: providing market intelligence to the supply chain actors and
facilitating business linkages among farmers, wholesalers and supermarkets through business
meetings, exhibitions, and business visit programs is a key role for the public sector.
• Public product standards: The standards also need to be better socialized and
adopted along the supply chain. The study indicates there has been an effort to perform grading
and handling in the production zone but the market price differentiation is insufficient.
• Land rental markets: public land registration needs to be widely socialized and
farmers encouraged to register their land. Land titles will give full right to the landowner and
facilitate land rental market with necessary legal support.
28
Diperlukan Kebijakan yang Mendukung
Terjadinya Transformasi Pertanian
• Kebijakan pertanian pada masa Revolusi Hijau adalah
supply driven, ditentukan oleh pemerintah, mulai dari
tujuannya (untuk mencapai swasembada pangan), sampai
pilihan teknologi, pengadaan kebutuhan inputnya sampai
dengan harganya juga semua ditentukan oleh pemerintah.
• Perkembangan pesat permintaan hortikultur tidak dibuat
atau ditentukan oleh pemerintah. Boom hortikultur ini
adalah phenomena demand driven.
• Peranan pemerintah adalah memberikan dukungan
(support) dan fasilitasi kepada para pelaku, khususnya
pertani, agar mampu merespon dengan baik permintaan
pasar
Diperlukan Kebijakan yang Mendukung
Terjadinya Transformasi Pertanian
• Diperlukan sebuah forum komunikasi antara petani,
suplyer supermarket, vendor industri makanan, dan
lembaga penelitian agar para pelaku bisa dengan cepat
merespon perubahan permintaan pasar.
• Petani harus ditumbuhkan kesadarannya untuk berusaha
secara berkelompok, bukan diwajibkan berkelompok
untuk menerima bantuan.
• Departemen Perdagangan, dan dinas-dinas perdagangan
propinsi maupun kabupaten bagian perdagangan dalam
negeri harus mampu membangun infrastruktur
perdagangan sistem pasar tradisional, yang terdiri dari
pasar induk dan pasar ritel tradisional.
Terima Kasih
31
KETERKAITAN RITEL MODERN DENGAN
PETANI DI INDONESIA
DEPARTEMEN SOSIAL EKONOMI PERTANIAN
FAKULTAS PERTANIAN
UNPAD
1
LEARNING OUTCOME:
Mahasiswa mampu menganalisis peluang
usaha dan dampak kesejahteraan dari
perkembangan ritel modern terhadap para
petani produsen dan pelaku aktif rantai nilai
modern di Indonesia.
2
REFERENSI UTAMA:
•
•
•
•
HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENT
IN INDONESIA
Report of the World Bank’s Rural Development, Natural Resources and
Environment Sector Unit of the East Asia and Pacific Region.
The team leader for this report is Shobha Shetty (Sr. Economist, EASRE).
Other team members: Richard Chisholm (Sr. Agriculturalist, EASRE), and
Frans Doorman (Consultant).
The principal authors of the report are Ronnie Natawidjaja (Padjadjaran
University, Bandung), Thomas Reardon (Michigan State University), and
Shobha Shetty (World Bank) in collaboration with Trisna Insan Noor, Tomy
Perdana, Elly Rasmikayati (Padjadjaran University, Bandung), Sjaiful
Bachri (Center for Agricultural Social Economics Research and
Development, Bogor) and Ricardo Hernandez (Michigan State University).
3
CARA MODERN RITEL MENDAPATKAN
PASOKAN UNTUIK SAYUR DAN BUAH SEGAR:
1. IMPORT:
• 80% dari buah dan 20% dari sayuran yang dijual di supermarket adalah produk
import 60% dari total buah dan sayur yang dijual.
• 2-3 kali lebih tinggi dari negara berkembang lainya Mexico, Guatemala,
Thailand, and China
KENAPA?
• Harga dan kualitas FFV dr China dan Thailand relative lebih dengan kualitas
yang sama atau bahkan lebih tinggi Transaction Cost rendah, efeisiensi dan
skala ekonomis tinggi.
BAIK UNTUK KONSUMEN di kota maupun di desa:
Kompetisi sehat, pangan murah dengan kualitas yang lebih baik
SEMENTARA
• Petani lokal terganjal untuk memproduksi lebih baik karena kondisi pasar lokal
• Hambatan untuk menjual ke modern ritel: kondisi supply chain yang sangat
terbatas jalan yang rusak, pungutan liar, tidak adanya cold chain dan
layanan logistik.
4
CARA MODERN RITEL MENDAPATKAN
PASOKAN UNTUIK SAYUR DAN BUAH SEGAR:
2. LOKAL:
Membangun supply chain langsung dari sentra produksi
melalui pemasok khusus, yaitu:
• Petani besar/sedang atau Perusahan Agribisnis yang
memproduksi sayuran atau buah-buahan melalui kebun sendiri dan
menghimpun petani produsen lainnya yang kecil-kecil secara kontrak
(contract farming)
Suplayer Khusus ke Supermarket, merupakan perusahaan
yang memasok khusus ke supermarket tapi tidak memiliki
produksi sendiri, sehingga harus bekerjasama dengan para
bandar dan petani/ketua kelompok di sentra produksi
5
Petani atau Perusahan Agribisnis
Pemasok Ritel Modern
• Biasanya merupakan petani memiliki lahan sedang atau
besar yang memiliki lahan milik sendiri
• Menguasai teknologi produksi yang baik sehingga mampu
menghasilkan produk yang berkualitas
• Untuk meningkatkan kapasitas produksi, kemudian
menjalin koordinasi dan bermitra dengan petani kecil,
melalui kontrak formal ataupun in-formal
• Memberikan pembinaan pada petani kecil dalam hal bibit,
teknologi, jadwal penanaman, bantuan pembiayaan, dll
• Melakukan sortir , standarisasi produk, dan pengemasan
sehingga mampu menghasilkan produk berkualitas tinggi
6
Suplayer Khusus Berdedikasi
Pemasok Ritel Modern
• Perusahaan/pedagang ini tidak memiliki basis produksi
sendiri, berperan sebagai Dzbandardz khusus untuk
supermarket/hypermarket
• Secara langsung mencari produk baru ke berbagai sentra
produksi untuk meningkatkan jumlah SKU yang dipasok
• Melakukan koordinasi dengan para petani kecil di sentra
produksi secara kontrak, baik formal maupun in-formal
melalui ketua kelompok, koperasi, atau bandar
• Memberikan bantuan dukungan pada petani, baik berupa
bibit, teknologi, kalender tanam, dan juga bentuk bantuan
pembiayaan
• Melakukan sortir , standarisasi produk , dan pengemasan
sehingga mampu menghasilkan produk berkualitas tinggi
7
Dampak dari Transformasi/Modernisasi Pasar
Produk Segar Pertanian yang dihadapi Petani
di Sentra Produksi pada Tahun 2006
PETANI
1%
1%
1%
1%
5%
Pasar Induk
Regional atau
Nasional
46%
Bandar
2%
40%
Pedagang
Pengumpul
2%
1%
Penjual Ritel
untuk Pasar
Lokal
1%
Kelompok
Tani/Koper
asi
Hotel and
Restaurant
Pemasok
Khusus Ritel
Modern/Export
Ritel
Modern
Pengolahan
Skala Rumah
Tangga
Pemasok ke
Industri
Industri
Pengolahan
Makanan
Lebih banyak
alternatip saluran
penjualan bagi petani
dibandingkan tahun
1994
Pedagang
Antar Pulau
Exportir
8
Ringkasan Saluran Pemasaran
Berdasarkan Pasar Tujuan Akhir
Percentage Share by Final Market
No
Final Market
.
Panga
lengan
Lembang
1 Pasar Ritel Trad. Lokal
Rata-rata
%
Garut
0
5
0
2
2 Pasar Induk Tradisional
66
66
73
68
3 Pasar Antar Pulau
10
4
8
7
4 Ritel Modern
14
12
7
11
5 Hotel and Restaurant
1
4
3
3
6 Industri Skala Kecil
1
1
4
2
7 Industri Besar Pengolahan
6
6
5
6
8 Export
2
2
0
1
100
100
100
100
Total
9
Terjadinya BOOMING Hortikultura
di Jawa Barat
• Ada indikasi kuat telah terjadinya
Hortikultur di Jawa Barat
Booming Tanaman
• Produksi hortikultur berkembang sangat cepat, teknikteknik pertanian modern terdifusi antar kelas petani
dengan cepat, termasuk petani yang masih memasok ke
pasar tradisional
• Banyak petani yang beralih dari tanaman pangan ke
• Sayuran bernilai tinggi
• Melakukan investasi pada sistem pengairan
• Penanaman secara multi croping dan rotasi sepanjang
tahun
Tingkatan Nilai (Value Ladder) Keuntungan
Pengusahaan Tan. Pangan dan Hortikultura
Paprika
70,00
Cost (Juta Rupiah)
60,00
50,00
R/C=2
Kentang
40,00
Tomat
30,00
Sedap malam
Krisan
20,00
10,00
Jagung
Kc tanah
Kc hijau
Padi gogo -
Bw
merah
Cabe merah
Bw
daun
Kubis
Maw ar Buncis
Ubi jalar
Wortel
Kc Panjang
Padi saw ah
Ubi kayu
30,00
60,00
Revenue (Juta Rupiah)
90,00
120,00
150,00
Value Ladder Effect
dari Transformasi Pasar Modern
Jakarta
Puncak (tadinya tan.
komoditas, sekr. niche)
Lembang (sekr mix
komoditas & niche)
Sumatera
(tanaman pangan)
Pangalengan
(komoditas)
Garut
(komoditas)
Value Ladder Effect dari Perubahan Struktural
Pada Pasar Pangan dan Hortikultura
• Meningkat tangga nilai (value ladder), beralih dari
Komoditas bernilai rendah (seperti: ubi jalar, buncis)
Produk bernilai menengah
(seperti: tomat and bawang daun, dll)
Produk bernilai tinggi
(brocoli, paprika, sayuran Jepang, dll)
• Beberapa pelaku yang besar malah sudah mulai
memperluas/mengalihkan usaha penanaman ke daerah yang
memiliki biaya oportunitas lahan dan tenaga kerja yang
lebih rendah.
Ukuran Sample Petani dan Distribusinya
Sample Size
Kabupaten
Kecamatan
Bandung
Pangalengan
39
41
Ciwidey
44
50
Pasirjambu
38
19
Lembang
29
40
Sub-total
150
150
Cikajang
45
22
Cigedug
35
41
Pasirwangi
24
35
Cisurupan
46
52
Sub-total
150
150
Total
300
300
Garut
Non-Supermarket
channel Farmer
Supermarket
channel Farmer
14
Anasisa Value Chain Tomat ke Jakarta
Petani
Petani
Suplyer Khusus ke
Ritel Modern
Kelompok
Tani
Ritel Modern
Suplyer Khusus ke
Ritel Modern
Ritel Modern
Petani
Bandar
Pasar Induk Tradisional
Pasar Ritel
Tradisional
Petani
Bandar
Suplyer Khusus ke
Ritel Modern
Ritel Modern
Petani
Pengumpul
Lokal
Bandar
Pasar Induk
Tradisional
Pasar ritel
Tradisional
15
Analisa Detil Value Chain per Saluran
Chain
Cost
Value
Added
1. Procurements Cost
2. Handling Cost
3. Storage Cost
4. Transport Cost
5. Rebate and Fee
26-29%
36-48-%
Farmer
Specialized Super
Wholesaler
8-12%
55-57%
Chain
Cost
26-35%
Supermarket
Value Added:
Rp 3.7 – 3.8 million per ton
32-37%
1. Procurement Cost 0%
2. Handling Cost
51%
3. Storage Cost
0%
4. Transport Cost
23%
5. Rebate and Fee
25%
24%
Farmer
Value
Added
15-21%
11-28%
0%
21-22%
34-47%
25%
Farmer
Group
28%
24%
Specialized Super
Wholesaler
39%
26%
Supermarket
Value Added:
Rp 3.6 million per ton
33%
16
Analisa Detil Value Chain per Saluran…..
Chain
Cost
35-46%
Farmer
Value
Added
1. Procurement Cost
2. Handling Cost
3. Storage Cost
4. Transport Cost
5. Rebate and Fee
Chain
Cost
22-27%
Farmer
Value
Added
4-9%
16-18%
7-8%
Traditional
Wholesaler
21-22%
26-32%
Traditional
Wholesaler
20-27%
Value
Added
44-48%
Specialized Super
Wholesaler
35-37%
35-44%
5-6%
Farmer
Local
Collector
13-22%
6-18%
12-13%
Traditional
Wholesale Market
19-22%
60-72%
7-16%
12-33%
10-26%
Traditional
Retail Market
36-43%
Value Added:
Rp 1.6-1.8 million
per ton
22%
34%
0%
14%
30%
21-23%
Supermarket
35-37%
Chain
Cost
1. Procurement Cost
2. Storage Cost
3. Loading-Unloading Cost
25-27%
Traditional
Wholesaler
12-14%
Value Added:
Rp 3.3-3.4 million
per ton
1. Procurement Cost
2. Storage Cost
3. Loading-Unloading Cost
58-69%
8-13%
23-29%
12%
12-22%
Traditional
Wholesale Market
14-18%
Traditional
Retail Market
41-44%
Value Added:
Rp 1.8-1.9 million
per ton
17
Analisa Ekonometrik
A two-step procedure was used – first, estimating
the determinants of market channel participation
and then, controlling for the conditional probability
of participation in a channel, the technology choices
of farmers (production function and input use
functions):
• Model Pemilihan Saluran Pasar: multinomial logit (p36)
• Fungsi Produksi dan Analisa Alokatif Efisiensi:
comparison of marginal value products (MVPs)
• Fungsi Permintaan Faktor Input: profit function
referensi\Holtikultura_model_p36.pdf
18
supermarket channel ,
which includes farmers selling to supermarkets, either directly, or indirectly
via a specialized/dedicated (mainly to supermarkets) wholesaler to
supermarkets; this is the channel with the closest connection to
supermarkets and have full information; most of the farmers in this
channel are aware that they are producing for/selling to supermarkets.;
modern wholesaler , which includes farmers selling to modern
wholesalers who tend to be larger wholesalers who sell to the traditional
wholesale market as well as somewhat to supermarkets and to
specialized/ dedicated (to supermarkets) wholesalers; the farmers in this
channel tend to not be aware that part of their tomatoes go to
supermarkets; the wholesaler tends merely to signal certain requirements
and scheduling, but do not convey full information concerning the final
markets (we found this out through wholesaler interviews and market
tracing);
traditional channel , which includes farmers who sell to local brokers
(small traders in the rural areas) and wholesalers who sell only to or in the
traditional wholesale market. This is the channel most distant from the
supermarket channel.
19
Hasil Estimasi Pemilihan
Saluran Pemasaran
Variable
Supermarket Producers
Coef.
Modern Wholesalers
(SE)
Coef.
(SE)
Producer's education (years)
0.152
0.122
0.024
0.063
Producer's age (years)
0.021
0.028
0.006
0.015
Family size
-0.197
0.203
-0.035
0.116
Lagged land (farm size)
-1.895
0.794
**
-0.048
0.135
Correction for Bandung lagged land
2.112
1.025
**
-0.665
0.452
Distance to paved highway (kms)
0.104
0.175
-0.210
0.354
Producer's experience (years)
-0.046
0.062
-0.070
0.024
**
Lagged packing houses in the area (units)
-0.121
0.025
**
0.008
0.003
**
Dummy for commercialization level of zone
4.069
0.954
**
1.007
0.331
**
Lagged association level (Associated =1
Not Asoc =0)
-0.945
0.816
0.029
0.337
Lagged irrigation share (% of farm size
under irrigation)
2.514
1.159
0.166
0.620
Number of Observations
Wald Chi(32)
Pseudo R2
**
596
858.96
0.748
Note that this is a multinomial logit and the base is the traditional channel farmers, so these are deviations from that base. Notes:
** = significant at 5%; *= significant at 10%.
20
Faktor Penentu Pemilihan
Saluran Pemasaran
• Farm size (lagged) has a positive effect on supermarket channel
participation in Bandung, where land is scarce, but a negative effect in
Garut.
• Bandung, near the city, the more capitalized and larger farmers tend to
make frequent shipments to specialized wholesalers and profit from the
nearby commercial opportunities.
• Garut is a more hinterland area with larger land sizes; larger farmers tend
to sell large volumes to inter-island traders who come to that area for large
volumes, a smaller and more specialized channel, to smaller farmers, who
nevertheless are in the upper stratum of capitalization.
• Number of packing houses (lagged, in kecamatan) have a positive effect
on participation in the modern wholesaler channel but a negative effect
on supermarket-channel participation, as farmers have an alternative.
• Being in a high-commercialization zone favors participation in both
modern channels.
• Irrigation share (lagged) has an important positive effect on
participation in the supermarket channel. Such consistency of
production is an important attribute that dedicated wholesalers look for
in farmers.
21
Hasil Estimasi Fungsi Produksi
Modern Wholesale
channel
Supermarket
channel
Coef.
(SE)
Coef.
Traditional channel
(SE)
Tomato Area (Ha)
0.798
0.683
0.860
0.186
Seed
0.207
0.680
0.120
Pesticides
0.002
0.007
Fertilizers
0.007
0.096
Labor
0.267
0.120
Dummy for dry season (dry =1,
other =0)
0.150
0.034
Dummy for Bandung
-0.024
Irrigation share
Coef.
0.975
0.088
0.189
0.034
0.091
0.007
0.002
0.021
0.030
0.019
0.042
**
0.109
0.036
**
**
0.161
0.062
**
0.282
0.035
**
**
0.143
0.015
**
0.176
0.020
**
0.074
-0.075
0.055
-0.075
0.018
**
-0.052
0.091
-0.034
0.035
0.032
0.024
Mills 1
0.005
0.006
0.001
0.001
-0.001
0.001
Mills 2
0.000
0.004
0.004
0.009
-0.003
0.003
Constant
5.729
3.117
7.472
0.806
4.082
0.828
Number of Observations
R-squared
Prob > F
**
(SE)
84
179
327
0.985
0.983
0.98
0
0
0
**
Notes: ** = significant at 5%; *= significant at 10%; base category is traditional wholesaler
22
Marginal Value Products dibandingkan dengan
harga faktor input: Allocative Efficiency
Supermarket
channel
MVP
Modern Wholesale
Channel
Factor Cost
Area
Fertilizer
Labor
476 <
1,000
MVP
Traditional Wholesale
Channel
Factor Cost
MVP
Factor Cost
36.4M
>
2.2M
41M
>
2.2M
48
<
1,000
219
<
1,000
226
<
1,000
326
<
1,000
23
Fungsi Produksi dan Analisa Alokatif
Efisiensi
• The MVP of farmland is well above the rental factor cost for
both the modern wholesale channel farmers and the traditional
channel farmers
indicates a severe land constraint.
• The MVP of labor is also well below the factor price for all
channels, but as the cost results suggest, the overuse of labor
(from an allocative efficiency viewpoint) is most severe among
traditional farmers.
• The results for fertilizer are also similar to the other studies
cited, showing an overuse of fertilizer in an allocative efficiency
sense.
24
Fungsi Permintaan Faktor Input
• Labor demand of farmers in the supermarket channel is more responsive to
factor input prices than farmers in the other market channels, apparently
indicating the supermarket-channel farmers’ greater commercial orientation.
For the latter group, the positive signs on the prices of fertilizer and pesticides
indicate they are substitutes with labor
• Demand for pesticide responds (tautologically) positively to its own price. For
supermarket-channel farmers, it is a substitute for fertilizer, but a complement
for the other two groups. The output price and dry season effects are negative, as
there are fewer insects at that time.
• Fertilizer use is measured in cash expenditure. The main results of interest here
are the strong complementarity of fertilizer use and irrigation, and the negative
effect of transaction costs (proxied by distance to the road) on fertilizer use.
25
Petani yang saat ini terkait dengan Saluran
ke Ritel Modern (dari 600 sample)
• Pada kondisi saat ini, hanya 15% (dari sample) yang terkait
dengan supply chain ke pasar ritel modern (langsung dan
tidak langsung)
• Petani yang berpartisipasi pada supply chain tersebut
adalah:
• Petani kecil tapi bagian upper stratum dalam hal kepemilikan
lahan, modal, tangki irigasi air, dan tingkat pendidikan
• Biaya usahatani mereka lebih kecil (lebih efisien) dari petani
lainnya
• Tingkat keuntungan mereka 10-30% lebih tinggi dari petani
lainnya (karena harga yang lebih baik)
Kesimpulan Lainnya
• Quality differentiation (and the concomitant investments) is not yet
systematically rewarded by merchants to farmers in the zone.
Mirroring the less developed market areas of other countries,
farmers still sell ungraded produce to wholesalers.
• Tomato farmers get nearly all their technical assistance from input
distributors, and nearly all their credit from those same actors plus
wholesalers. Government and NGO financial services and extension
services play a miniscule role in the tomato boom in West Java.
• Land-rental markets are extremely active among tomato farmers in
the area. Despite that, there is evidence from the allocative efficiency
estimates that there are land constraints and overuse of labor and
fertilizer, with the allocative inefficiency least among supermarket
producers
27
Implikasi Kebijakan
• Agricultural support services: direct support through investments in public
goods and services notably research and extension services. Revamping the quality of the
extension services so that it is better prepared and more relevant to the needs of the market is
paramount.
• Rural producers organization: development of farmer groups, grower
associations, and new-generation cooperatives appear to be strongly needed.
• Rural Infrastructure: good quality telecommunications and a paved-road network
are essential, as otherwise local farmers will struggle to compete with imports. This is especially
an issue as horticulture crops in Indonesia are often produced in remote, highaltitude areas
where these infrastructure facilities are often deficient.
• Access to financial services: since the payment of supermarkets is generally
delayed for up to 40 days, suppliers, farmer and wholesaler face a problem of having temporary
illiquid assets. The government can facilitate agreements with the modern retail association and
the banking system so that they provide a guarantee for the amount of sales the supermarket
owes, so that small/medium farmers or even wholesaler can get access to commercial bank loans.
There are some private banks expressing an interest in this kind of agreement.
• Market intelligence: providing market intelligence to the supply chain actors and
facilitating business linkages among farmers, wholesalers and supermarkets through business
meetings, exhibitions, and business visit programs is a key role for the public sector.
• Public product standards: The standards also need to be better socialized and
adopted along the supply chain. The study indicates there has been an effort to perform grading
and handling in the production zone but the market price differentiation is insufficient.
• Land rental markets: public land registration needs to be widely socialized and
farmers encouraged to register their land. Land titles will give full right to the landowner and
facilitate land rental market with necessary legal support.
28
Diperlukan Kebijakan yang Mendukung
Terjadinya Transformasi Pertanian
• Kebijakan pertanian pada masa Revolusi Hijau adalah
supply driven, ditentukan oleh pemerintah, mulai dari
tujuannya (untuk mencapai swasembada pangan), sampai
pilihan teknologi, pengadaan kebutuhan inputnya sampai
dengan harganya juga semua ditentukan oleh pemerintah.
• Perkembangan pesat permintaan hortikultur tidak dibuat
atau ditentukan oleh pemerintah. Boom hortikultur ini
adalah phenomena demand driven.
• Peranan pemerintah adalah memberikan dukungan
(support) dan fasilitasi kepada para pelaku, khususnya
pertani, agar mampu merespon dengan baik permintaan
pasar
Diperlukan Kebijakan yang Mendukung
Terjadinya Transformasi Pertanian
• Diperlukan sebuah forum komunikasi antara petani,
suplyer supermarket, vendor industri makanan, dan
lembaga penelitian agar para pelaku bisa dengan cepat
merespon perubahan permintaan pasar.
• Petani harus ditumbuhkan kesadarannya untuk berusaha
secara berkelompok, bukan diwajibkan berkelompok
untuk menerima bantuan.
• Departemen Perdagangan, dan dinas-dinas perdagangan
propinsi maupun kabupaten bagian perdagangan dalam
negeri harus mampu membangun infrastruktur
perdagangan sistem pasar tradisional, yang terdiri dari
pasar induk dan pasar ritel tradisional.
Terima Kasih
31