The Sustainability and Development Strategy of a Cattle Feed Bank: A Case Study
Abstract
:1. Introduction
2. Methodology
2.1. Sustainability Dimension and Attributes
2.2. Research Design
2.3. Data Collection and Attributes
3. Results and Discussion
3.1. Sustainability Index
3.2. Multi-Dimensional Stress Value and Coefficient of Determination (R2)
3.3. Multi-Dimensional Index of a Feed Bank Sustainability
3.4. Strategy for Feed Bank Development
3.4.1. Strengthening of Feed Bank Institutions
3.4.2. Improved Coaching and Mentoring
3.4.3. Training for the Feed Bank Managers
3.4.4. Developing the Feed Bank Partnership
3.4.5. Enhancing Multi-Stakeholder Roles
4. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Dimension | Code and the Attributes | RMS | Expert Evaluation |
---|---|---|---|
Raw material (A) | (A1) Planted/cultivated raw feed | * 3.69 | * 4 |
(A2) Variability during the rainy season | * 3.05 | * 6 | |
(A3) Reduced volume during the dry season | * 2.8 | * 5 | |
(A4) Spoiled raw feed in the dry season | * 2.64 | 3 | |
(A5) Knowledge of feed concentrate | * 2.55 | 2 | |
(A6) Willingness to use feed concentrate | 2.29 | ||
(A7) Availability during the rainy season | 2.15 | ||
(A8) Self-support for concentrate feed use | 1.73 | ||
(A9) Difficulty in feeding in the rainy season | 0.88 | ||
(A10) Awareness of the benefits of concentrate feed | 0.06 | ||
Facilities and infrastructure (B) | (B1) Machine operating costs | * 1.37 | * 6 |
(B2) Rope availability for the next program | * 0.51 | 1 | |
(B3) Availability of chopper and baller machines | * 0.49 | * 6 | |
(B4) Cattle weighing scale | * 0.47 | * 4 | |
(B4) Availability of wrapping sacks for the next program | * 0.4 | 1 | |
(B5) Warehouse for equipment and machinery | 0.28 | ||
(B6) Warehouse utilization | 0.24 | ||
(B7) Warehouse for storing raw feed materials | 0.18 | ||
(B8) Warehouse for the silage storage | 0.12 | ||
(B9) Functional mechanical equipment | 0.06 | ||
(B10) Access road to the feed bank | 0.05 | ||
Price, production, and distribution systems (C) | (C1) Production planning | * 0.90 | * 4 |
(C2) Production cost | * 0.89 | * 5 | |
(C3) Product demand | * 0.78 | * 5 | |
(C4) Product customer | * 0.68 | * 5 | |
(C5) Raw material reserve | * 0.66 | * 4 | |
(C6) Cost of raw material | * 0.57 | 2 | |
(C7) Sales | * 0.55 | 2 | |
(C8) Production interval | 0.47 | ||
(C9) Working capital | 0.41 | ||
(C10) Deficit of raw feed in the dry season | 0.23 | ||
(C11) Purchase contract | 0.2 | ||
(C12) Feed formulation | 0.19 | ||
(C13) Concerns about lack of feed in the dry season | 0.14 | ||
Human resource management (D) | (D1) Number of personal | * 2.25 | 2 |
(D2) Skill in teamwork | * 1.93 | * 5 | |
(D3) Skill in administration and finance | * 1.88 | * 5 | |
(D4) Readiness to be the manager | * 1.88 | * 5 | |
(D5) Business knowledge | * 1.73 | 3 | |
(D6) Product trial | * 1.51 | * 5 | |
(D7) Knowledge of feed technicality | 1.45 | ||
(D8) Permanent mentor/assistant | 0.83 | ||
(D9) Knowledge of the tasks | 0.48 | ||
(D10) Knowledge of machinery | 0.16 | ||
Policy and government support (E) | (E1) The role of the sub-district government | * 1.52 | 0 |
(E2) Cooperation support for research institutes/universities | * 1.47 | * 7 | |
(E3) Coaching frequency by the district officers | * 1.24 | ||
(E4) Support from the business sector | * 1.20 | 3 | |
(E5) Coaching frequency by the sub-district officers | * 0.85 | ||
(E6) Coaching frequency by the village officers | 0.39 | * 4 | |
(E8) Coaching frequency by the province officers | 0.37 | * 4 | |
(E9) Financial support from the provincial government | 0.32 | ||
(E10) Financial support from the central government | 0.23 | ||
(E11) Roles of community leaders | 0.22 | ||
(E12) Financial and support from the district government | 0.03 | ||
(E13) Role of a village officer | 0.02 | ||
Feed bank management (F) | (F1) Continues purchase of the product | * 1.71 | * 7 |
(F2) Annual production plan | * 1.13 | 3 | |
(F3) Decentralize feed bank | * 0.88 | * 4 | |
(F4) Knowledge of tasks by managers | * 0.69 | * 5 | |
(F5) Production capacity | * 0.65 | 2 | |
(F6) Program on saving raw feed | * 0.61 | 1 | |
(F7) Supply of raw feed from all farmer groups | 0.42 | ||
(F8) Independent supply of raw feed | 0.28 | ||
(F9) Awareness on the benefit of feed bank | 0.17 | ||
(F10) Cooperation between farmer groups | 0.06 |
Dimensions | Weightage (%) | Weightage Index |
---|---|---|
Policy and government support | 14.06 | 6.82 |
Raw material | 15.63 | 9.43 |
Facilities and infrastructure | 14.06 | 6.83 |
Feed bank management | 17.19 | 8.23 |
Human resource management | 19.53 | 9.52 |
Price, production, and distribution systems | 19.53 | 8.72 |
Total | 100 | 49.55 |
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Mashur, M.; Bilad, M.R.; Kholik, K.; Munawaroh, M.; Cheok, Q.; Huda, N.; Kobun, R. The Sustainability and Development Strategy of a Cattle Feed Bank: A Case Study. Sustainability 2022, 14, 7989. https://doi.org/10.3390/su14137989
Mashur M, Bilad MR, Kholik K, Munawaroh M, Cheok Q, Huda N, Kobun R. The Sustainability and Development Strategy of a Cattle Feed Bank: A Case Study. Sustainability. 2022; 14(13):7989. https://doi.org/10.3390/su14137989
Chicago/Turabian StyleMashur, Mashur, Muhammad Roil Bilad, Kholik Kholik, Muhammad Munawaroh, Quentin Cheok, Nurul Huda, and Rovina Kobun. 2022. "The Sustainability and Development Strategy of a Cattle Feed Bank: A Case Study" Sustainability 14, no. 13: 7989. https://doi.org/10.3390/su14137989