Supply Chain Management of Organic Lettuce in La Trinidad, Benguet
BIBLIOGRAPHY
SUBILAN, JENNYLYN G. APRIL 2010. Supply Chain Management of Organic
Lettuce in La Trinidad, Benguet. Benguet State University, La Trinidad, Benguet.
Adviser: Jovita M. Sim, MSc
ABSTRACT
The study was conducted in the different Barangays of La Trinidad, Benguet to
describe the socio-demographic profile of organic lettuce producer, identify market
actors; their roles and function, describe the supply chain adapted by the farmers
producing organic lettuce, and identify problems in production and marketing and to map
the supply flow of organic lettuce.
Eighteen organic farmers were interviewed that served as respondents of the
study. Majority were middle to senior age. All the respondents attended formal education
and majority attended trainings related to organic farming. Aside from organic farming
the respondents were also engaged in other livelihood activities. The major reasons of the
respondents in going into organic production were the low cost of organic inputs and the
premium price of organically produced crop.
Majority of the respondents were LaTOP members, thus, their major market
outlet was LaTOP markets in its outlets. Other outlets include BSU organic market.
Decision of pricing organic lettuce and other organic vegetables is a consensus of the
members and approved by the organization. The main production problems encountered
by the farmers were lack of greenhouse; organic farming is laborious and limited market
outlet of organic produce.
Market outlets of organic producers in La Trinidad were LaTOP, BSU and
contract buyers. The market problems encountered by the outlets were poor quality of the
product and lack of supplies. Furthermore, consumers cannot afford the price of organic
vegetables and farmers do not meet volume requirement.
Based on the findings of the study the following are recommended: create
awareness of consumers in the benefits of consuming organic products as a strategy in
promoting and creating demands. This may increase demand and market outlet should
expand to other areas. The organization should work on the group certification of
members in order to be certified and could supply to other market requiring certification.
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TABLE OF CONTENTS
Page
Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Abstract . . . . . . . . . …………... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Table of Contents . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
INTRODUCTION
Rationale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Statement of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Objective of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Scope and Delimitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
REVIEW OF LITERATURE
Marketing Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
Marketing Channel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
Life Cycle Consideration
for Supply Chain Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Function of Marketing Intermediaries . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Advantage of Using an
Intermediaries in Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
Definition of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
METHODOLOGY
Respondent of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
9
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
9
Research Instrument . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
9
iii
Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
RESULTS AND DISCUSSION
Profile of the Respondent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
10
Farm Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 15
Marketing Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Market Outlets of Organic Lettuce
Producers in La Trinidad, Benguet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Key Actors in Supply Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …
22
Supply Chain Maps of Organic
Lettuce in La Trinidad, Benguet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …
23
Problems Encountered in Production . . . . . . . . . . . . . . . . . . . . . . . . . . . …
27
Problems Encountered in Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . …
27
Problems in Trading Organic Vegetables . . . . . . . . . . . . . . . . . . . . . . . . . ... 28
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ….. 29
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …..
30
Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …..
31
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …..
32
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INTRODUCTION
Rationale
The study of supply chain management is the design, maintenance and operation
of supply chain for satisfaction of end user needs. In the modern organizational or
corporate management, the area of supply chain management has been considered as a
competitive strategy for integrating suppliers and costumers with the objective of
improving responsiveness and flexibility of manufacturing and service organization.
Among crops raised in La Trinidad, Benguet lettuce (Lactuca sativa) is an
annual plant which form a rosette of leaves at the base and subsequently a tall
flower. It is harvested before the formation of flower stalk. Lettuce in their various
forms are the most important salad crops, easily available at anytime of the year since
the development of varieties can be grown during wet and dry season. Lettuce is
particularly as the main constituent of salad of its mild flavor, crisp texture, low calorie
and attractive color.
To be successful and gain adherents, organic farming must be financially viable.
And to do this, it has to produce quality product at predictable times. This can be
achieved only by professional and skillful farmers drawing on scientific wisdom.
Organic farming is becoming a popular response to health and environmental issues. It is
imperative that massive people know the existence of chemical free vegetables. The bulk
of markets for organic produce belong to upper class consumers who are relatively well-
informed and aware of organic food. People are now wise in choosing their food.
Supply Chain Management of Organic Lettuce
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Aside from lettuce, there are other crops like strawberries, onions, carrots and
other semi-temperate vegetables grown in the fields, making La Trinidad as the salad
bowl of the cordillera. La Trinidad is the main source of organic lettuce because of its
cool temperature ranging from 11.7 to 23.2 degree Celsius and adequate moisture.
Importance of the Study
The study was conducted to document the supply chain management of organic
lettuce in La Trinidad, Benguet. Result of the study can be used as a guide for decisions
in production as well as marketing organic crop. Result may also serve as a guide for
others who will be conducting similar studies.
Statement of the Problem
The study aimed to answer the following questions:
1. What are the socio- demographic profiles of organic lettuce producer?
2. Who are the market actors: their roles and function?
3. How to describe the supply chain adapted by the farmers in La Trinidad,
Benguet producing organic lettuce.
4. What are the problems in production and marketing?
5. What is the supply flow of organic lettuce in La Trinidad, Benguet.
Objectives of the Study
The study aimed to:
1. Describe the socio-demographic profile of organic lettuce production.
2. Identify market actors, their roles and function.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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3. Describe the supply chain adapted by the farmers in La Trinidad, Benguet
producing organic lettuce.
4. Identify the problems in production and marketing.
5. Map the supply flow of organic lettuce.
Scope and Delimitation
The study focused on the documentation of the supply chain of organic lettuce
in La Trinidad, Benguet.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
REVIEW OF LITERATURE
Marketing Management
Marketing management is the process of planning and executing the
conception, pricing, promotion and distribution of ideas, service to create exchanges
that satisfy individual and organizational goals. It is also takes place when at least
one party to a potential exchange thinks about the means of achieving desired
responses from their parties. Marketing management as the art and science of choosing
target markets and getting, keeping and growing costumers through creating, delivering
and communicating superior costumers value (Kotler, 2000).
Marketing Channels
According to Kotler (2000), to reach the target market, the marketer uses three
kinds of marketing channels. The marketer uses communication channel to deliver and
receive messages from target buyers. The marketer uses distribution channels to display
or deliver the physical product or services to the buyer or user. They include warehouses,
transportation vehicles and various trade channels such as distributors, wholesalers and
retailers. The marketer also uses selling to effect transactions with potential buyers.
Selling channels include not only distribution and retailers but also the banks and
insurance companies that facilitate transactions (Kotler, 2000). Furthermore, he stated
that marketing channels connect the marketer to the target buyers. The supply chain
describes a longer channel stretching from raw materials to components to final
products that are carried to final buyers. The supply chain represent a value of delivery
system. Each company captures only a percentage of the total value generated by supply
Supply Chain Management of Organic Lettuce
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chain. When a company acquires competitors to move upstream or downstream, its aims
to capture a higher percentage value.
Life Cycle Considerations for Supply
Chain Strategy
It is inevitable for supply chains to be affected by the life cycles that have affects
on the dynamics supply chains and are associated with the products.
a. Innovation. This illustrates how the product and production process progress. It
gives us hint to consider the feasibility of the location dependent on the degree of
innovativeness of the product (Abernathy and Clark, 1983).
b. Market. Related to the market clarifies the marketing objectives in each stage.
In this period, sales growth is slow because of the mixed effect of the expensiveness of
the product, low awareness in the market, costumers, reluctance to change their behavior
and under formation of the distribution channels (Vernon, 1966).
c. Location. Related to the location purposes between the product and the
reasonable location of the manufacturing facilities. It is operational because it considers
the timing and the reason to shift manufacturing facilities (Vernon, 1966).
Function of Marketing Intermediaries
According to Sharma (2004), deciding whether to use an intermediary in the
distribution channel depend on many factors, but essentially it involves determining
whether the needs of the consumer can be successfully be met by the available
resources and skills Of producer. The three basic function performed by an
intermediary in the distribution channel are:
Supply Chain Management of Organic Lettuce
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Transactional. This function involves adding value to the distribution channel
by bringing in the intermediary’s resources to establish market linkages and
costumers contacts. The intermediary either directly undertakes the marketing and
sales function or helps to establish buyer-seller relationship by serving a link
between the manufacturer and the retailer.
Logistical. This function involves the physical distribution of goods. It also breaks
sorting and storing supplies at location within the reach of end costumers.It is also breaks
up the bulk production of the manufacturer into smaller portion and may include the
transportation of smaller shipment to intermediaries or retailers further down the channel
of distribution.
Facilitating. The facilitating function of the intermediaries supplement the entire
marketing flow of the product and are separated from logistics. The facilitating
functions include financially supporting the market chain by investing in storage
capabilities. They may include facilitating sales by helping the consumers buy even
when he or she does not have cash through financing plans, purchase agreement and etc.
These function performed by the intermediary ensure market coverage, increase
the availability of cash flow in the distribution channel, and increase end – user
convenience. A producer can bypass an intermediary by elimination or substitution, but
tasks performed by the intermediary cannot be eliminated (Sharma, 2004).
Advantage of Using an Intermediary in Marketing
The advantage of using intermediaries stem from the core economics of supply
chain management: market coverage, low cost, systematic cash flow, etc. the
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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intermediary adds the value to the marketing of the product by bringing in
specialization, marketing knowledge, capacity to segment the market, and selling skills
that allow the marketer to implement marketing strategies effectively (Sharma, 2004).
Furthermore, intermediaries providing logistic support increase convenience to
both the producer And the costumers by offering effective delivery and pre- and post-
purchase costumer service as well us facilitating manufacturer services, making them
indispensable to most mid- and small scale producers.
Disadvantage of Using an Intermediary in Marketing
As mentioned by Sharma (2004), manufacturers often see intermediaries as
parasite rather than assets. The disadvantages of using an intermediary stem from
physiological apprehensions, market antecedents have created such apprehensions, and
lack of managerial skills or resources that are sufficient to balance and manage the
intermediary. Fears, which may come true if the producer fails to manage the
intermediary, might include: fears of losing control, fears of losing costumer
contact, fears of losing costumer ownership, fears of opportunistic behavior, fear
of inadequate communication, fear that the objective of the intermediary will conflict
with those of the producer, fear that the intermediary will extract rather than add to
value and fear of poor market management.
Furthermore, an intermediaries many have of the same fears. These fears often
undermine the working relationship between a producer and intermediaries and keep
them from effectively utilizing each other’s resources and maximizing the potential of the
marketing mix.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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Definition of Terms
Intermediary. They have an intermediate function that act as a mediator in
marketing.
Market. It is a meeting together of people for the purpose of trade by private
purchase and usually not by action
Marketing. It is an aggregate of functions involved in moving goods from
producers to consumers.
Supply chain. It is the coordination of operation with all the companies involved
in the entire sequence of suppliers that contribute to the creation and delivery of a product
or services.
Traders. They are the member of stock exchange who trades their product.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
METHODOLOGY
Locale and Time of the Study
La Trinidad is one the 13 municipalities of Benguet. The study sites were the 14
Barangay of La Trinidad namely: Alapang, Ambiong, Bahong, Balili, Beckel, Bineng,
Buyagan, Cruz, Long long, Puguis, Shilan and Tomay. The study was conducted on
November to December 2009.
Respondents of the Study
The respondents of the study were the organic lettuce grower and the traders in
La Trinidad, Benguet. Total enumeration was used in determining sample size.
Research Instrument
The study made use of secondary and primary data. Interview questionnaire for
farmers and traders was prepared. Primary data was gathered through personal interview.
The secondary data on the list of organic lettuce producers was taken from records of
organization and from provincial or municipal agricultural office.
Data Analysis
The data gathered were tabulated using Microsoft excel. The data were analyzed
and presented using frequency analysis, percentage and descriptive analysis.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
RESULTS AND DISCUSSION
Profile of the Respondent
Table 1 present the socio-demographic profile of the respondents as to their age,
gender, household size, source of income and number of years/experience in producing
organic lettuce.
Age. Most (38.9%) of the respondent has an age bracket of 56-65 years old. Five
(28.7%) out of the respondent has an age bracket of 46-55 years old. Result implies that
most of the organic producers are of middle to senior age which may be attributed to the
health consciousness of the respondent as stated in reason of producing organically.
Sex. There was an unequal number of males and females. Most of the respondents
were males (61.1%) and 38.9% of were female. Result shows that majority who are
involved in organic farming are males. This may be attributed to the intensiveness of
work in organic farming.
Household size. Most (66.7%) of the respondent have four to six members of the
family. Four (22.2%) respondent has a member of seven to nine in the family. One
(5.6%) of the respondent has ten members of the family and another one (5.6%)
respondent has two member of the family.
Major source of income. All the respondent were in organic farming, this is their
major source of income. However, some respondents were also government employee
(11.1%), laborer (5.6%) and self employ (11.1%) such a sari-sari store owner. Result
shows that respondent has other sources of income aside from organic farming.
Number of years in producing organic lettuce. Most (44.4%) of the respondent
were into organic production for two to five years. Six (11.1%) of the respondents were
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
11
practicing organic farming for less than a year. Two (11.1%) were into organic
production for six to nine years and two (11.1%) of the respondent were already ten years
or more in organic farming. Result shows that farmers went back to natural farming or
farming without using chemicals and pesticides. Those farmers who have been practicing
organic farming for six to more than ten years were practitioners of natural farming and
are now adopting the science and technology based on organic production.
Table 1. Profile of the respondents
PROFILE
FREQUENCY
PERCENTAGE
Age
35 and below
3
16.7
36 to 45
3
16.7
46 to 55
5
27.8
56 to 65
7
38.9
TOTAL
18
100
Gender
Male
11
61.1
Female
7
38.9
TOTAL
18
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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Table 1. continued…
PROFILE
FREQUENCY
PERCENTAGE
Educational Attainment
Elementary graduate
4
22.2
High school graduate
6
33.3
College graduate
4
22.2
Vocational graduate
4
22.2
TOTAL
18
100
Household size
1 to 3
1
5.6
4 to 6
12
66.7
7 to 9
4
22.2
10 to 12
1
5.6
TOTAL
18
100
MEAN
5
Major source of income
Organic farming
18
100.0
Government employee
2
11.1
Laborer
1
5.6
Self employ
2
11.1
Years of producing organic
lettuce
1 year in below
6
33.3
2 to 5 years
8
44.4
6 to 9 years
2
11.1
10 years in above
2
11.1
TOTAL
18
100
*Multiple responses
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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Reasons in producing organic lettuce. The increase in price of inorganic farm inputs
contributed to the shifting of farmers to traditional or low cost inputs of organic
production (83.3%), fourteen (77.8%)respondent stated that price of organic lettuce is
premium as compared to conventional. There were seven (38.9%) respondents who were
producing organic lettuce for the health conscious consumers as well as for the safe
consumption of their family (16.7%) , four (22.2%) respondent stated that producing
organic lettuce is better and higher income is attained. Lettuce are also easy to manage
according to two (11.1%) respondents and it is considered a high value crop as stated by
one respondent because it is one of the most common for vegetable salad.
Table 2. Reason in producing organic lettuce
REASON
FREQUENCY
PERCENTAGE
Low cost inputs
15
83.3
Premium price
14
77.8
High value crop
1
5.6
Consumers are health conscious 7
38.9
Better and income derived
4
22.2
Easy to mange and care
2
11.1
Family consumption
3
16.7
*Multiple response
Attendance to training. Majority (83.3%) of the respondents attended training related to
organic farming. Only three (16.7%) respondent did not attend training, they just learned
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
14
from their neighbors. Respondents mostly attended trainings because it is one of the
requirements in joining the LaTOP organization and one respondent stated that he need
more trainings even he attended a lot because trainings is the best way to gain more
knowledge on organic farming.
Table 3. Participation and title of trainings attended
PARTICULARS
FREQUENCY
PERCENTAGE
Participation/ attendance to
training
Attended trainings
15
83.3
Did not attend training
3
16.7
TOTAL
18
100
Titles of trainings
Organic farming
5
33.3
Organic agriculture
3
20.0
Natural farming
2
13.3
Natural farm fermentation
1
6.7
Cordillera organic congress
1
6.7
In house organic training
2
13.3
Post harvest technology
1
6.7
TOTAL
15
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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Organization membership. Majority (83.3%) of the respondent are LaTop
members.
Farm Profile
Year started organic farming. Fifty percent (50%) of the respondent started organic
farming in 2007-2009 followed by those who started in 2001-2004 (22.2%). Three
(16.7%) started organic farming in 2005-2006 and only two (11.1%) respondent started
earlier than 2000. The result implies that organic production was just introduced just
recently. This may be attributed to the proclamation of Executive Order 481(EO 481)
signed by Pres. Gloria Arroyo in December 27, 2005, promoting production of crops,
livestock and animals in organic method. Those producer who were into organic
production before EO481 had been practicing traditional practices.
Other crops planted organically. All the organic farmer respondents practice
diversified cropping where more than one crops is planted and all practice crop rotation.
Other crops grown side by side with lettuce include pechay (66.77%), carrots (55.6%),
Broccoli (50%), cabbage (33.3%), legumes (33.3%) , spinach (33.3%) squash (33.7%),
raddish (11.1%), Aragola (11.1%), cucumber (11.1%), strawberry (11.1%) and one
(5.6%) respondent is planting corn and citrus.
Supply Chain Management of Organic Lettuce
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Table 4. Farm profile of the respondents
PROFILE
FREQUENCY
PERCENTAGE
Year Started Organic Farming
2000 in below
2
11.1
2001 to 2004
4
22.2
2005 to 2006
3
16.7
2007 to 2009
9
50.0
TOTAL
18
100
Characteristics of production area
Sloping
11
61.1
Terraced
7
38.9
TOTAL
18
100
Type of production
Greenhouse
15
83.3
Open Area
14
77.8
No. of Cropping per Year
Continuous
3
16.7
Every 15 days
2
11.1
Every month
4
22.2
2 to 4 times a year
3
16.7
5 to 6 times a year
3
16.7
Once a year
3
16.7
TOTAL
18
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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Table 4. continued…
PROFILE
FREQUENCY
PERCENTAGE
Source of Planting Materials
Bought from Farm Supplies
18
100.0
Own Seeds
4
22.2
From Neighbors
1
5.6
Co-members
1
5.6
Other crops planted organically
Pechay
12
66.7
Carrots
10
55.6
Broccoli
9
50.0
Spinach
6
33.3
Potato
6
33.3
Cabbage
6
33.3
Legumes
6
33.3
*Multiple response
Marketing Profile
Table 5 presents the marketing profile of the respondent. Marketing profile of the
respondents include: marketing outlet, price receive per kilo, mode of selling, method of
payment, decision of pricing, mode of delivery and volume delivered per time.
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Table 5. Marketing profile of the respondent
FREQUENCY
PERCENTAGE
PROFILE
(F)
(%)
Market outlet
LaTOP
14
77.8
BSU organic market
1
5.6
Contract buyers
4
22.2
Neighbor
2
11.1
Manila
1
5.6
Sari- sari store
1
5.6
Trading post
1
5.6
Price receive per kilo
80 to 100
16
88.9
40 to 60
2
11.1
20 to 39
3
16.7
Method of payment
Consignment
17
94.4
Cash on delivery
6
33.3
Mode of selling
Delivered
15
83.3
Pick up
3
16.7
TOTAL
18
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
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Table 5. continued…
PROFILE
FREQUENCY
PERCENTAGE
Decision of pricing
Farmers dictate
13
72.2
Buyers dictate
5
27.8
Fixed by the organization
13
72.2
Frequency of delivery
Per day
2
11.1
Weekly
4
22.2
2 to 3 times a week
10
55.6
Every month
1
5.6
Every 3 months
1
5.6
TOTAL
18
100
Volume delivered per time
2 to 10 kg
11
61.1
11 to 20 kg
3
16.7
21 to 30 kg
1
5.6
50 kg
1
5.6
1500 kg
2
11.1
TOTAL
18
100
*multiple response
Marketing outlet. Majority (77.8%) of the respondent were selling their organic
lettuce to LaTOP, some (22.2%) of this farmers were selling also in BSU organic market
every Wednesday. There were two (11.1%) respondent who were selling to contract
Supply Chain Management of Organic Lettuce
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20
buyers, These contract buyers are going to their farms and harvest their organic lettuce.
One (5.6%) farmer is selling his products at La Trinidad Trading Post. One of the farmers
sell in Manila aside from the LaTOP market. One farmer is supplying his produce to
LaTOP and surplus of his quota is supplied to a sari-sari store and directly to his
neighbors.
Price received per kilo. Majority (88.9%) were receiving 80.00-100.00 pesos per
kilogram , for the LaTOP members, organization will deduct 15% of the price which 10%
will go to the cooperative and 5% to savings. In BSU organic market 10% is deducted
from the retail price per kilo . Three (16.7%) were receiving 20.00 - 40.00 pesos per
kilogram, this is the price from Trading Post and neighbors of the respondent. Two
(11.1%) receive 40.00 -60.00/pesos per kilogram, this was the buying price of the
contract buyers. Result shows that farmers receive higher price from LaTOP. However,
for those selling in other outlets price is higher as compared to the price of buyers in La
Trinidad Trading Post.
Method of selling and payment. Majority (83.3%) of the respondents deliver their
produce to the market outlet and three of the respondents mentioned that the buyers pick-
up their produce in their farm. On the other hand, majority (94.4%) of the respondents
sell their products on consignments basis especially those supplying the LaTOP market
and BSU organic market. Six (33.3%) of the respondents sell it on cash upon delivery
especially those who do the retailing to their neighbors and friends, La Trinidad Trading
Post, contract buyers and Manila.
Decision in pricing. As to the decision in pricing organic lettuce and other organic
vegetables, majority (72.2%) said that it was the consensus of farmers and approved by
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
21
the organization. Three (16.7%) of the respondents mentioned that the price is dictated by
buyers (these are the producers who are selling to contract buyers). For the LaTOP
members, price is stable/fixed and is only changed every year if there are changes.
However, if the farmer sell to the trading post or to contract buyers it follows the
conventional way that the traders dictate the price. This shows that if farmers are
organized like the LaTOP, they get a better price.
Frequency of delivery. Most (55.6%) of the respondents deliver their organic
lettuce 2 to 3 times a week to their market outlet, while four (22.2%) of the respondents
deliver every week. Two (11.1%) respondents deliver organic lettuce every day to
LaTOP because they have programmed their cropping. One (5.6%) deliver once a month
and another one (5.6%) respondent deliver every three months.
Volume delivered per time. Most (61.1%) of the farmers deliver 2 to 10 kg in one
delivery. Three (16.7%) farmers deliver 1500 kg in one delivery. One (5.6%) farmer
deliver 50 kg and another one (5.6%) farmer will deliver 21-30 kg in one delivery. Result
implies that volume of delivery varies depending on the quota they have quoted in the
organization and on the size of farm cultivated.
Market Outlets of Organic Lettuce Producers
in La Trinidad
La Trinidad Organic Practitioner. (LaTOP) is a cooperative where members are
organic farmers from Benguet. They are buying organic vegetables from their members
and sell to their market outlet such as: stall #36 km5 La Trinidad, Café by the Ruins in
Abanao, Marios Restaurant at upper session road, Guiding Light at Bokawkan, Lourdes
Church in Kisad and SM Supermarket in Baguio City. LaTOP farmers are also selling
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
22
processed products inspected by the organization with DTI and BFAD registration.
Buyers are buying organic lettuce at PhP100.00 per kilo and sell at the same price.
However the organization/LaTOP gets a 15% of that price. Most of their buyers are
health conscious consumers, cancer patient and Class A B C. Class A consumers are the
highest income earners mostly big business owners and heads or executives of offices or
companies. Class B are the high income earners but lower than the Class A. Class C are
the medium income earners.
BSU organic market. BSU Organic Market is also selling organic vegetables from
organic farmers in La Trinidad inspected by BSU guarantee system. They are also selling
processed product of BSU. They are buying organic lettuce at PhP100.00 per kilo and sell
at PhP100.00 per kilo but the research extension will get 10% of that price. The market is
opening every Wednesday. Most of their consumers are the employees of Benguet State
University and other health conscious consumers.
Contract buyers. Contract buyers were the one to go directly to the farm of the
any organic farmer and harvest their product. Contract buyers are selling to the vegetable
vendors in Manila (Divisoria). Buying price of organic lettuce is at PhP 40.00-60.00 per
kilo and sell at PhP 90.00-130.00 per kilo.
Key Actors in the Supply Chain
Organic farmer. Farmers who were not using pesticides and chemicals in farming.
These are farmers who maybe using the traditional and indigenous way of production of
crops and animals/livestock. This also refers to the science and technology based
farming without the use of poisonous chemicals but used natural source of nutrients for
the plants and animals like bio-N, fermented plant and fruit juices.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
23
Input supplier. Input supplier refers to the producers of organic fertilizer and
pesticides. Input suppliers produces, compost, compost tea, vermin compost and organic
pesticides and sell to organic producers.
Traders. Traders refers to someone who buys and sell organic produce from
farmers and sell to consumers or to institutional buyers. In this study, the traders referred
here the LaTOP and the contract buyer.
HORECA. HORECA are the hotel, restaurants and cafeteria who purchase
organic products and processed/prepared for consumption of their customer. In this
study, these are the Café by Ruins, Mario’s, and Oh my Gulay, in Baguio City and Café
Malem-ag in La Trinidad.
Household consumer. Household consumers refers to the end consumer of the
product. In the study these are the consumers from La Trinidad and from Baguio City .
These are classified as Class A B and C consumers.
Supply Chain Maps of Organic Lettuce
in La Trinidad, Benguet.
Supply flow 1 (Figure 1) is a case of a farmers with two guarantee system one from the
Benguet State University –Internal Guarantee System (BIGS). This means that the
product is monitored by Benguet State University (BSU) and is guarantee that it is
organic. Production system is monitored by BSU. At the same time, the farmer is also
being monitored by LaTOP because he is a member of LaTOP and production system is
also monitored and inspected by LaTOP. Thereby, the farmers has 2 market outlet for his
product, the BSU Organic market and LaTOP market. From BSU Organic market the
products are sold directly to the consumers. From the LaTOP market the products are
delivered to Café by Ruins, Marios Restaurants, Guiding Light Church, Lourdes Church
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
24
and SM Supermarket as retailer of the product. From these outlets, the product are sold
to consumers as fresh or processed.
FARMER
PhP 90.00
PhP 85.00
BSUOrganic
La TOP (stall
market
#36 Km 5,LTB)
PhP 100.00
Café by
Marios
Guiding
Lourdes
SM super
the Ruins
Restaurant
light
church
m
arket B.C
PhP 100.00 PhP 150.00
PhP 100.00
Consumers
Figure 1. Supply flow of product and price from two farmer to market outlet, the case of
farmer with BIGS and LaTOP guarantee system
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
25
Supply flow 2 (Figure 2) is a flow of product from the farmer, then delivered to LaTOP
outlet and lastly to consumer. The farmer also sell directly to HORECA in Metro Manila
through his daughter. The same flow from LaTOP market, the products are delivered to
their outlets.
FARMER
PhP 100.00 PhP 85.00
Manila
LaTOP(stall
#36 Km5) ltb
Php 100.00
Marios
Lourdes
Guiding
SM Super
Café by
light
market B.C
restaurant
the ruins
church
church
bB.C
PhP 100.00 PhP 150.00
Php 150.00
Consumers
Figure 2. Supply flow of product and price of one farmer
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
26
Supply flow 3 (Figure 3) is a flow of product of a farmers who supplies the LaTOP
market and at the same time supply a sari-sari store and also retails his products to his
neighbors and friends.
FARMER
Php 20-40.00
PhP 85.00
PhP 20-40.00
Sari-sari
LaTOP(stall#3
Neighbor
store
6Km5 LTB)
LTBLTB LTB
Café by
Marios
Guiding
Lourdes
SM Super
the ruins
Restaurant
light church
church
market B.C
PhP 100.00 Php 150.00
Consumers
Figure 3. Supply flow of product and price of twelve farmer
Supply flow 4 (Figure 4) is a flow of product from the farmer to contract buyers to
Manila retailers and then to consumers. These contract buyers buy the product at a lower
price than the LaTOP. The farmer who sell product to these buyers are producing organic
products but are not member of the LaTOP and even the BIGS of BSU.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
27
PhP 40-60.00 PhP 90-130.00
Contract
Manila(vege
FARMER
buyers
table
Consumers
PP
Figure 4. Supply flow of product and price of three farmer.
Problems Encountered in Production
Table 6 presents the problems encountered in production and marketing of the
respondents. The main production problem encountered by farmers are lack of
greenhouse (88.8%). Organic farming is laborious (77.8%), farmers need to produce their
own inputs. Other problems encountered in production is crop programming (61.1%),
source of clean irrigation water (27.8%), and disease (22.2%) and one (5.6%) farmer said
that there is a lot of disturbance like visitors and interviewer.
Problems Encountered in Marketing
Fifty percent of the respondents has problem on the limited outlet of organic
produce. Four (22.2%) of the respondent have no information on the standard pricing of
organically produced vegetable. The problem of four (22.2%) respondent was consumers
were not aware on the value of organically produced crop. Another four (22.2%)
respondent has a problem on the shortage of the product in some instances. One
respondent has a problem on the no certification level of their product. The far distance of
farm to market outlet is another problem encountered (5.6%). Another one (5.6%) had
problem on the expensive packaging and labels of their product.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
28
Table 6. Problems encountered in production and marketing of the respondents
PROBLEMS
FREQUENCY
PERCENTAGE
*Problems in production
Greenhouse is needed
16
88.9
Laborious
14
77.8
Crop programming
11
61.1
Source of clean irrigation water
5
27.8
Plant diseases
4
22.2
Lack of training
3
16.7
Weather condition
2
11.1
Disturbance of visitors/interviewer
1
5.6
*Problems in Marketing
Limited outlet of organic produce
9
50
Lack of information on standard pricing 4
22.2
Lack awareness of consumers on the
value of organic produce
4
22.2
Shortage of product
4
22.2
No certification level
1
5.6
Expensive packaging and level
1
5.6
Far farm from the market
1
5.6
*Multiple response
Problems Encountered in Trading Organic Vegetables
The market outlets encountered problem on sources such as: poor quality of the product
and lack of supplies. Traders encountered problems in marketing such as: shortage of
product, consumers cannot afford the price of organic vegetables and members does not
meet the volume requirement of their market outlet.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
The study was focused on the supply chain management of organic lettuce in La
Trinidad, Benguet. The study was conducted in the different Barangay of La Trinidad.
The study aimed to describe the socio-demographic profile of organic lettuce production,
identify market actors, their roles and function; describe the supply chain adapted by the
farmers in La Trinidad, Benguet producing organic lettuce, identify the problems in
production and marketing and to map the supply flow of organic lettuce.
The data needed were gathered through personal interview with the respondents.
Eighteen organic farmers serves as respondent in the study. Majority of the respondent
were middle to senior age. All the respondents had attended formal education. Majority
of the respondent attended trainings related to organic farming. Aside from organic
farming the respondents are also engaged in other livelihood activities such as store
owner and employment. The major reason of the respondents in going to organic
production is because of the low cost of organic inputs and premium price of organically
produced crop.
Majority of the respondent were members of LaTOP thus, their major market
outlet is the LaTOP market. LaTOP offers a fixed and premium price of their products,
however, a farmer cannot sell not unless he is a member and his farm is inspected by
LaTOP and guaranteed that the produce is organic. From the LaTOP the products are
delivered to other outlets such as café by the ruins, Marios restaurant, Lourdes church,
Guiding light and SM market are sold directly to consumers. Other outlets include the
BSU organic market which offers the price to organic products but the products should
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
30
also pass the guarantee system of BSU. Decision of pricing organic lettuce and other
organic vegetables, majority said that it is the consensus of farmers and approved by the
organization. The volume of delivery of the respondents depends on the on the quota they
have quoted in the organization and on the size of farm cultivated. The main production
problem encountered by farmers are lack of greenhouse and organic farming is laborious
as well as most farmers encountered a problem on the limited outlet of organic produce
crop.
Market outlets of organic lettuce producers in La Trinidad were LaTOP, BSU
organic market and contract buyers. The market outlets encountered problem on sources
such as poor quality of the product and Lack of supplies. Marketing problem they
encountered are consumers cannot afford the price of organic vegetables and farmers
does not meet the volume requirement of their market outlet.
Conclusions
The following conclusions were drawn from the findings of the study.
1. Majority of organic farmers in La Trinidad are members of LaTOP and
LaTOP is the major market outlet of their produce.
2. Organic products receive a premium price and price is the consensus of the
farmers and approved by the organization. This is because the farmers are organized and
they have their own outlet through the organization. However, The premium price is also
due to the quality of the products which is organic. Although, it is not yet certified it had
pass the criteria of the internal guarantee system.
3. The major market outlet is the LaTOP market located in stall no. 36 in the
La Trinidad Public Market. In LaTOP, the products are sold directly to the consumers
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
31
and are also delivered to the outlets in Baguio City, the Café by the Ruins, Marios
restaurant, Guiding Light and Lourdes church and to SM supermarket.
4. Production problems encountered by producers were the high cost of
greenhouse to guarantee a continuous supply of products, lack of trainings, laborious,
problems on incidence of pest and diseases, source of clean irrigation water, weather
disturbances and crop programming. Marketing problem of farmers include lack of
market outlet, lack of price information and product certification.
Recommendations
Based on the findings, the following are recommended
1. Create awareness of consumers on the benefits of consuming organic
products as a strategy in promoting and creating demand. This may increase demand
and market outlet should expand to other areas.
2. The organization should work on the group certification of members in
order to be certified and could supply to other market requiring certification.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
LITERATURE CITED
ABERNATHY, P. and C. CLARK. 1983. Life Cycle Management in Supply
Chains: Identifying Innovations through the Case of VCR . Business and
Economics. Pp. 35-37
KOTLER, P. 2000. Marketing Management. The Millennium Edition. Northwester
University. Pp 7 -8
SHARMA, S. 2004. Intermediaries in Marketing. Retrieved July 20, 2009 from
http://www.marketingcossing.com/article/22007/why-use-intermidieries-
inmarketing-/
VERNON, S. 1966. Successful Strategies in Supply Chain Management. Business
andEconomics. Pp. 77-87.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
SUBILAN, JENNYLYN G. APRIL 2010. Supply Chain Management of Organic
Lettuce in La Trinidad, Benguet. Benguet State University, La Trinidad, Benguet.
Adviser: Jovita M. Sim, MSc
ABSTRACT
The study was conducted in the different Barangays of La Trinidad, Benguet to
describe the socio-demographic profile of organic lettuce producer, identify market
actors; their roles and function, describe the supply chain adapted by the farmers
producing organic lettuce, and identify problems in production and marketing and to map
the supply flow of organic lettuce.
Eighteen organic farmers were interviewed that served as respondents of the
study. Majority were middle to senior age. All the respondents attended formal education
and majority attended trainings related to organic farming. Aside from organic farming
the respondents were also engaged in other livelihood activities. The major reasons of the
respondents in going into organic production were the low cost of organic inputs and the
premium price of organically produced crop.
Majority of the respondents were LaTOP members, thus, their major market
outlet was LaTOP markets in its outlets. Other outlets include BSU organic market.
Decision of pricing organic lettuce and other organic vegetables is a consensus of the
members and approved by the organization. The main production problems encountered
by the farmers were lack of greenhouse; organic farming is laborious and limited market
outlet of organic produce.
Market outlets of organic producers in La Trinidad were LaTOP, BSU and
contract buyers. The market problems encountered by the outlets were poor quality of the
product and lack of supplies. Furthermore, consumers cannot afford the price of organic
vegetables and farmers do not meet volume requirement.
Based on the findings of the study the following are recommended: create
awareness of consumers in the benefits of consuming organic products as a strategy in
promoting and creating demands. This may increase demand and market outlet should
expand to other areas. The organization should work on the group certification of
members in order to be certified and could supply to other market requiring certification.
ii
TABLE OF CONTENTS
Page
Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Abstract . . . . . . . . . …………... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Table of Contents . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
INTRODUCTION
Rationale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Statement of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Objective of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Scope and Delimitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
REVIEW OF LITERATURE
Marketing Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
Marketing Channel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
Life Cycle Consideration
for Supply Chain Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Function of Marketing Intermediaries . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Advantage of Using an
Intermediaries in Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
Definition of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
METHODOLOGY
Respondent of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
9
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
9
Research Instrument . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
9
iii
Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
RESULTS AND DISCUSSION
Profile of the Respondent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
10
Farm Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 15
Marketing Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Market Outlets of Organic Lettuce
Producers in La Trinidad, Benguet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Key Actors in Supply Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …
22
Supply Chain Maps of Organic
Lettuce in La Trinidad, Benguet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …
23
Problems Encountered in Production . . . . . . . . . . . . . . . . . . . . . . . . . . . …
27
Problems Encountered in Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . …
27
Problems in Trading Organic Vegetables . . . . . . . . . . . . . . . . . . . . . . . . . ... 28
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ….. 29
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …..
30
Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …..
31
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …..
32
iv
INTRODUCTION
Rationale
The study of supply chain management is the design, maintenance and operation
of supply chain for satisfaction of end user needs. In the modern organizational or
corporate management, the area of supply chain management has been considered as a
competitive strategy for integrating suppliers and costumers with the objective of
improving responsiveness and flexibility of manufacturing and service organization.
Among crops raised in La Trinidad, Benguet lettuce (Lactuca sativa) is an
annual plant which form a rosette of leaves at the base and subsequently a tall
flower. It is harvested before the formation of flower stalk. Lettuce in their various
forms are the most important salad crops, easily available at anytime of the year since
the development of varieties can be grown during wet and dry season. Lettuce is
particularly as the main constituent of salad of its mild flavor, crisp texture, low calorie
and attractive color.
To be successful and gain adherents, organic farming must be financially viable.
And to do this, it has to produce quality product at predictable times. This can be
achieved only by professional and skillful farmers drawing on scientific wisdom.
Organic farming is becoming a popular response to health and environmental issues. It is
imperative that massive people know the existence of chemical free vegetables. The bulk
of markets for organic produce belong to upper class consumers who are relatively well-
informed and aware of organic food. People are now wise in choosing their food.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
2
Aside from lettuce, there are other crops like strawberries, onions, carrots and
other semi-temperate vegetables grown in the fields, making La Trinidad as the salad
bowl of the cordillera. La Trinidad is the main source of organic lettuce because of its
cool temperature ranging from 11.7 to 23.2 degree Celsius and adequate moisture.
Importance of the Study
The study was conducted to document the supply chain management of organic
lettuce in La Trinidad, Benguet. Result of the study can be used as a guide for decisions
in production as well as marketing organic crop. Result may also serve as a guide for
others who will be conducting similar studies.
Statement of the Problem
The study aimed to answer the following questions:
1. What are the socio- demographic profiles of organic lettuce producer?
2. Who are the market actors: their roles and function?
3. How to describe the supply chain adapted by the farmers in La Trinidad,
Benguet producing organic lettuce.
4. What are the problems in production and marketing?
5. What is the supply flow of organic lettuce in La Trinidad, Benguet.
Objectives of the Study
The study aimed to:
1. Describe the socio-demographic profile of organic lettuce production.
2. Identify market actors, their roles and function.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
3
3. Describe the supply chain adapted by the farmers in La Trinidad, Benguet
producing organic lettuce.
4. Identify the problems in production and marketing.
5. Map the supply flow of organic lettuce.
Scope and Delimitation
The study focused on the documentation of the supply chain of organic lettuce
in La Trinidad, Benguet.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
REVIEW OF LITERATURE
Marketing Management
Marketing management is the process of planning and executing the
conception, pricing, promotion and distribution of ideas, service to create exchanges
that satisfy individual and organizational goals. It is also takes place when at least
one party to a potential exchange thinks about the means of achieving desired
responses from their parties. Marketing management as the art and science of choosing
target markets and getting, keeping and growing costumers through creating, delivering
and communicating superior costumers value (Kotler, 2000).
Marketing Channels
According to Kotler (2000), to reach the target market, the marketer uses three
kinds of marketing channels. The marketer uses communication channel to deliver and
receive messages from target buyers. The marketer uses distribution channels to display
or deliver the physical product or services to the buyer or user. They include warehouses,
transportation vehicles and various trade channels such as distributors, wholesalers and
retailers. The marketer also uses selling to effect transactions with potential buyers.
Selling channels include not only distribution and retailers but also the banks and
insurance companies that facilitate transactions (Kotler, 2000). Furthermore, he stated
that marketing channels connect the marketer to the target buyers. The supply chain
describes a longer channel stretching from raw materials to components to final
products that are carried to final buyers. The supply chain represent a value of delivery
system. Each company captures only a percentage of the total value generated by supply
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
5
chain. When a company acquires competitors to move upstream or downstream, its aims
to capture a higher percentage value.
Life Cycle Considerations for Supply
Chain Strategy
It is inevitable for supply chains to be affected by the life cycles that have affects
on the dynamics supply chains and are associated with the products.
a. Innovation. This illustrates how the product and production process progress. It
gives us hint to consider the feasibility of the location dependent on the degree of
innovativeness of the product (Abernathy and Clark, 1983).
b. Market. Related to the market clarifies the marketing objectives in each stage.
In this period, sales growth is slow because of the mixed effect of the expensiveness of
the product, low awareness in the market, costumers, reluctance to change their behavior
and under formation of the distribution channels (Vernon, 1966).
c. Location. Related to the location purposes between the product and the
reasonable location of the manufacturing facilities. It is operational because it considers
the timing and the reason to shift manufacturing facilities (Vernon, 1966).
Function of Marketing Intermediaries
According to Sharma (2004), deciding whether to use an intermediary in the
distribution channel depend on many factors, but essentially it involves determining
whether the needs of the consumer can be successfully be met by the available
resources and skills Of producer. The three basic function performed by an
intermediary in the distribution channel are:
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
6
Transactional. This function involves adding value to the distribution channel
by bringing in the intermediary’s resources to establish market linkages and
costumers contacts. The intermediary either directly undertakes the marketing and
sales function or helps to establish buyer-seller relationship by serving a link
between the manufacturer and the retailer.
Logistical. This function involves the physical distribution of goods. It also breaks
sorting and storing supplies at location within the reach of end costumers.It is also breaks
up the bulk production of the manufacturer into smaller portion and may include the
transportation of smaller shipment to intermediaries or retailers further down the channel
of distribution.
Facilitating. The facilitating function of the intermediaries supplement the entire
marketing flow of the product and are separated from logistics. The facilitating
functions include financially supporting the market chain by investing in storage
capabilities. They may include facilitating sales by helping the consumers buy even
when he or she does not have cash through financing plans, purchase agreement and etc.
These function performed by the intermediary ensure market coverage, increase
the availability of cash flow in the distribution channel, and increase end – user
convenience. A producer can bypass an intermediary by elimination or substitution, but
tasks performed by the intermediary cannot be eliminated (Sharma, 2004).
Advantage of Using an Intermediary in Marketing
The advantage of using intermediaries stem from the core economics of supply
chain management: market coverage, low cost, systematic cash flow, etc. the
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
7
intermediary adds the value to the marketing of the product by bringing in
specialization, marketing knowledge, capacity to segment the market, and selling skills
that allow the marketer to implement marketing strategies effectively (Sharma, 2004).
Furthermore, intermediaries providing logistic support increase convenience to
both the producer And the costumers by offering effective delivery and pre- and post-
purchase costumer service as well us facilitating manufacturer services, making them
indispensable to most mid- and small scale producers.
Disadvantage of Using an Intermediary in Marketing
As mentioned by Sharma (2004), manufacturers often see intermediaries as
parasite rather than assets. The disadvantages of using an intermediary stem from
physiological apprehensions, market antecedents have created such apprehensions, and
lack of managerial skills or resources that are sufficient to balance and manage the
intermediary. Fears, which may come true if the producer fails to manage the
intermediary, might include: fears of losing control, fears of losing costumer
contact, fears of losing costumer ownership, fears of opportunistic behavior, fear
of inadequate communication, fear that the objective of the intermediary will conflict
with those of the producer, fear that the intermediary will extract rather than add to
value and fear of poor market management.
Furthermore, an intermediaries many have of the same fears. These fears often
undermine the working relationship between a producer and intermediaries and keep
them from effectively utilizing each other’s resources and maximizing the potential of the
marketing mix.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
8
Definition of Terms
Intermediary. They have an intermediate function that act as a mediator in
marketing.
Market. It is a meeting together of people for the purpose of trade by private
purchase and usually not by action
Marketing. It is an aggregate of functions involved in moving goods from
producers to consumers.
Supply chain. It is the coordination of operation with all the companies involved
in the entire sequence of suppliers that contribute to the creation and delivery of a product
or services.
Traders. They are the member of stock exchange who trades their product.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
METHODOLOGY
Locale and Time of the Study
La Trinidad is one the 13 municipalities of Benguet. The study sites were the 14
Barangay of La Trinidad namely: Alapang, Ambiong, Bahong, Balili, Beckel, Bineng,
Buyagan, Cruz, Long long, Puguis, Shilan and Tomay. The study was conducted on
November to December 2009.
Respondents of the Study
The respondents of the study were the organic lettuce grower and the traders in
La Trinidad, Benguet. Total enumeration was used in determining sample size.
Research Instrument
The study made use of secondary and primary data. Interview questionnaire for
farmers and traders was prepared. Primary data was gathered through personal interview.
The secondary data on the list of organic lettuce producers was taken from records of
organization and from provincial or municipal agricultural office.
Data Analysis
The data gathered were tabulated using Microsoft excel. The data were analyzed
and presented using frequency analysis, percentage and descriptive analysis.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
RESULTS AND DISCUSSION
Profile of the Respondent
Table 1 present the socio-demographic profile of the respondents as to their age,
gender, household size, source of income and number of years/experience in producing
organic lettuce.
Age. Most (38.9%) of the respondent has an age bracket of 56-65 years old. Five
(28.7%) out of the respondent has an age bracket of 46-55 years old. Result implies that
most of the organic producers are of middle to senior age which may be attributed to the
health consciousness of the respondent as stated in reason of producing organically.
Sex. There was an unequal number of males and females. Most of the respondents
were males (61.1%) and 38.9% of were female. Result shows that majority who are
involved in organic farming are males. This may be attributed to the intensiveness of
work in organic farming.
Household size. Most (66.7%) of the respondent have four to six members of the
family. Four (22.2%) respondent has a member of seven to nine in the family. One
(5.6%) of the respondent has ten members of the family and another one (5.6%)
respondent has two member of the family.
Major source of income. All the respondent were in organic farming, this is their
major source of income. However, some respondents were also government employee
(11.1%), laborer (5.6%) and self employ (11.1%) such a sari-sari store owner. Result
shows that respondent has other sources of income aside from organic farming.
Number of years in producing organic lettuce. Most (44.4%) of the respondent
were into organic production for two to five years. Six (11.1%) of the respondents were
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
11
practicing organic farming for less than a year. Two (11.1%) were into organic
production for six to nine years and two (11.1%) of the respondent were already ten years
or more in organic farming. Result shows that farmers went back to natural farming or
farming without using chemicals and pesticides. Those farmers who have been practicing
organic farming for six to more than ten years were practitioners of natural farming and
are now adopting the science and technology based on organic production.
Table 1. Profile of the respondents
PROFILE
FREQUENCY
PERCENTAGE
Age
35 and below
3
16.7
36 to 45
3
16.7
46 to 55
5
27.8
56 to 65
7
38.9
TOTAL
18
100
Gender
Male
11
61.1
Female
7
38.9
TOTAL
18
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
12
Table 1. continued…
PROFILE
FREQUENCY
PERCENTAGE
Educational Attainment
Elementary graduate
4
22.2
High school graduate
6
33.3
College graduate
4
22.2
Vocational graduate
4
22.2
TOTAL
18
100
Household size
1 to 3
1
5.6
4 to 6
12
66.7
7 to 9
4
22.2
10 to 12
1
5.6
TOTAL
18
100
MEAN
5
Major source of income
Organic farming
18
100.0
Government employee
2
11.1
Laborer
1
5.6
Self employ
2
11.1
Years of producing organic
lettuce
1 year in below
6
33.3
2 to 5 years
8
44.4
6 to 9 years
2
11.1
10 years in above
2
11.1
TOTAL
18
100
*Multiple responses
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
13
Reasons in producing organic lettuce. The increase in price of inorganic farm inputs
contributed to the shifting of farmers to traditional or low cost inputs of organic
production (83.3%), fourteen (77.8%)respondent stated that price of organic lettuce is
premium as compared to conventional. There were seven (38.9%) respondents who were
producing organic lettuce for the health conscious consumers as well as for the safe
consumption of their family (16.7%) , four (22.2%) respondent stated that producing
organic lettuce is better and higher income is attained. Lettuce are also easy to manage
according to two (11.1%) respondents and it is considered a high value crop as stated by
one respondent because it is one of the most common for vegetable salad.
Table 2. Reason in producing organic lettuce
REASON
FREQUENCY
PERCENTAGE
Low cost inputs
15
83.3
Premium price
14
77.8
High value crop
1
5.6
Consumers are health conscious 7
38.9
Better and income derived
4
22.2
Easy to mange and care
2
11.1
Family consumption
3
16.7
*Multiple response
Attendance to training. Majority (83.3%) of the respondents attended training related to
organic farming. Only three (16.7%) respondent did not attend training, they just learned
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
14
from their neighbors. Respondents mostly attended trainings because it is one of the
requirements in joining the LaTOP organization and one respondent stated that he need
more trainings even he attended a lot because trainings is the best way to gain more
knowledge on organic farming.
Table 3. Participation and title of trainings attended
PARTICULARS
FREQUENCY
PERCENTAGE
Participation/ attendance to
training
Attended trainings
15
83.3
Did not attend training
3
16.7
TOTAL
18
100
Titles of trainings
Organic farming
5
33.3
Organic agriculture
3
20.0
Natural farming
2
13.3
Natural farm fermentation
1
6.7
Cordillera organic congress
1
6.7
In house organic training
2
13.3
Post harvest technology
1
6.7
TOTAL
15
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
15
Organization membership. Majority (83.3%) of the respondent are LaTop
members.
Farm Profile
Year started organic farming. Fifty percent (50%) of the respondent started organic
farming in 2007-2009 followed by those who started in 2001-2004 (22.2%). Three
(16.7%) started organic farming in 2005-2006 and only two (11.1%) respondent started
earlier than 2000. The result implies that organic production was just introduced just
recently. This may be attributed to the proclamation of Executive Order 481(EO 481)
signed by Pres. Gloria Arroyo in December 27, 2005, promoting production of crops,
livestock and animals in organic method. Those producer who were into organic
production before EO481 had been practicing traditional practices.
Other crops planted organically. All the organic farmer respondents practice
diversified cropping where more than one crops is planted and all practice crop rotation.
Other crops grown side by side with lettuce include pechay (66.77%), carrots (55.6%),
Broccoli (50%), cabbage (33.3%), legumes (33.3%) , spinach (33.3%) squash (33.7%),
raddish (11.1%), Aragola (11.1%), cucumber (11.1%), strawberry (11.1%) and one
(5.6%) respondent is planting corn and citrus.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
16
Table 4. Farm profile of the respondents
PROFILE
FREQUENCY
PERCENTAGE
Year Started Organic Farming
2000 in below
2
11.1
2001 to 2004
4
22.2
2005 to 2006
3
16.7
2007 to 2009
9
50.0
TOTAL
18
100
Characteristics of production area
Sloping
11
61.1
Terraced
7
38.9
TOTAL
18
100
Type of production
Greenhouse
15
83.3
Open Area
14
77.8
No. of Cropping per Year
Continuous
3
16.7
Every 15 days
2
11.1
Every month
4
22.2
2 to 4 times a year
3
16.7
5 to 6 times a year
3
16.7
Once a year
3
16.7
TOTAL
18
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
17
Table 4. continued…
PROFILE
FREQUENCY
PERCENTAGE
Source of Planting Materials
Bought from Farm Supplies
18
100.0
Own Seeds
4
22.2
From Neighbors
1
5.6
Co-members
1
5.6
Other crops planted organically
Pechay
12
66.7
Carrots
10
55.6
Broccoli
9
50.0
Spinach
6
33.3
Potato
6
33.3
Cabbage
6
33.3
Legumes
6
33.3
*Multiple response
Marketing Profile
Table 5 presents the marketing profile of the respondent. Marketing profile of the
respondents include: marketing outlet, price receive per kilo, mode of selling, method of
payment, decision of pricing, mode of delivery and volume delivered per time.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
18
Table 5. Marketing profile of the respondent
FREQUENCY
PERCENTAGE
PROFILE
(F)
(%)
Market outlet
LaTOP
14
77.8
BSU organic market
1
5.6
Contract buyers
4
22.2
Neighbor
2
11.1
Manila
1
5.6
Sari- sari store
1
5.6
Trading post
1
5.6
Price receive per kilo
80 to 100
16
88.9
40 to 60
2
11.1
20 to 39
3
16.7
Method of payment
Consignment
17
94.4
Cash on delivery
6
33.3
Mode of selling
Delivered
15
83.3
Pick up
3
16.7
TOTAL
18
100
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
19
Table 5. continued…
PROFILE
FREQUENCY
PERCENTAGE
Decision of pricing
Farmers dictate
13
72.2
Buyers dictate
5
27.8
Fixed by the organization
13
72.2
Frequency of delivery
Per day
2
11.1
Weekly
4
22.2
2 to 3 times a week
10
55.6
Every month
1
5.6
Every 3 months
1
5.6
TOTAL
18
100
Volume delivered per time
2 to 10 kg
11
61.1
11 to 20 kg
3
16.7
21 to 30 kg
1
5.6
50 kg
1
5.6
1500 kg
2
11.1
TOTAL
18
100
*multiple response
Marketing outlet. Majority (77.8%) of the respondent were selling their organic
lettuce to LaTOP, some (22.2%) of this farmers were selling also in BSU organic market
every Wednesday. There were two (11.1%) respondent who were selling to contract
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
20
buyers, These contract buyers are going to their farms and harvest their organic lettuce.
One (5.6%) farmer is selling his products at La Trinidad Trading Post. One of the farmers
sell in Manila aside from the LaTOP market. One farmer is supplying his produce to
LaTOP and surplus of his quota is supplied to a sari-sari store and directly to his
neighbors.
Price received per kilo. Majority (88.9%) were receiving 80.00-100.00 pesos per
kilogram , for the LaTOP members, organization will deduct 15% of the price which 10%
will go to the cooperative and 5% to savings. In BSU organic market 10% is deducted
from the retail price per kilo . Three (16.7%) were receiving 20.00 - 40.00 pesos per
kilogram, this is the price from Trading Post and neighbors of the respondent. Two
(11.1%) receive 40.00 -60.00/pesos per kilogram, this was the buying price of the
contract buyers. Result shows that farmers receive higher price from LaTOP. However,
for those selling in other outlets price is higher as compared to the price of buyers in La
Trinidad Trading Post.
Method of selling and payment. Majority (83.3%) of the respondents deliver their
produce to the market outlet and three of the respondents mentioned that the buyers pick-
up their produce in their farm. On the other hand, majority (94.4%) of the respondents
sell their products on consignments basis especially those supplying the LaTOP market
and BSU organic market. Six (33.3%) of the respondents sell it on cash upon delivery
especially those who do the retailing to their neighbors and friends, La Trinidad Trading
Post, contract buyers and Manila.
Decision in pricing. As to the decision in pricing organic lettuce and other organic
vegetables, majority (72.2%) said that it was the consensus of farmers and approved by
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
21
the organization. Three (16.7%) of the respondents mentioned that the price is dictated by
buyers (these are the producers who are selling to contract buyers). For the LaTOP
members, price is stable/fixed and is only changed every year if there are changes.
However, if the farmer sell to the trading post or to contract buyers it follows the
conventional way that the traders dictate the price. This shows that if farmers are
organized like the LaTOP, they get a better price.
Frequency of delivery. Most (55.6%) of the respondents deliver their organic
lettuce 2 to 3 times a week to their market outlet, while four (22.2%) of the respondents
deliver every week. Two (11.1%) respondents deliver organic lettuce every day to
LaTOP because they have programmed their cropping. One (5.6%) deliver once a month
and another one (5.6%) respondent deliver every three months.
Volume delivered per time. Most (61.1%) of the farmers deliver 2 to 10 kg in one
delivery. Three (16.7%) farmers deliver 1500 kg in one delivery. One (5.6%) farmer
deliver 50 kg and another one (5.6%) farmer will deliver 21-30 kg in one delivery. Result
implies that volume of delivery varies depending on the quota they have quoted in the
organization and on the size of farm cultivated.
Market Outlets of Organic Lettuce Producers
in La Trinidad
La Trinidad Organic Practitioner. (LaTOP) is a cooperative where members are
organic farmers from Benguet. They are buying organic vegetables from their members
and sell to their market outlet such as: stall #36 km5 La Trinidad, Café by the Ruins in
Abanao, Marios Restaurant at upper session road, Guiding Light at Bokawkan, Lourdes
Church in Kisad and SM Supermarket in Baguio City. LaTOP farmers are also selling
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
22
processed products inspected by the organization with DTI and BFAD registration.
Buyers are buying organic lettuce at PhP100.00 per kilo and sell at the same price.
However the organization/LaTOP gets a 15% of that price. Most of their buyers are
health conscious consumers, cancer patient and Class A B C. Class A consumers are the
highest income earners mostly big business owners and heads or executives of offices or
companies. Class B are the high income earners but lower than the Class A. Class C are
the medium income earners.
BSU organic market. BSU Organic Market is also selling organic vegetables from
organic farmers in La Trinidad inspected by BSU guarantee system. They are also selling
processed product of BSU. They are buying organic lettuce at PhP100.00 per kilo and sell
at PhP100.00 per kilo but the research extension will get 10% of that price. The market is
opening every Wednesday. Most of their consumers are the employees of Benguet State
University and other health conscious consumers.
Contract buyers. Contract buyers were the one to go directly to the farm of the
any organic farmer and harvest their product. Contract buyers are selling to the vegetable
vendors in Manila (Divisoria). Buying price of organic lettuce is at PhP 40.00-60.00 per
kilo and sell at PhP 90.00-130.00 per kilo.
Key Actors in the Supply Chain
Organic farmer. Farmers who were not using pesticides and chemicals in farming.
These are farmers who maybe using the traditional and indigenous way of production of
crops and animals/livestock. This also refers to the science and technology based
farming without the use of poisonous chemicals but used natural source of nutrients for
the plants and animals like bio-N, fermented plant and fruit juices.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
23
Input supplier. Input supplier refers to the producers of organic fertilizer and
pesticides. Input suppliers produces, compost, compost tea, vermin compost and organic
pesticides and sell to organic producers.
Traders. Traders refers to someone who buys and sell organic produce from
farmers and sell to consumers or to institutional buyers. In this study, the traders referred
here the LaTOP and the contract buyer.
HORECA. HORECA are the hotel, restaurants and cafeteria who purchase
organic products and processed/prepared for consumption of their customer. In this
study, these are the Café by Ruins, Mario’s, and Oh my Gulay, in Baguio City and Café
Malem-ag in La Trinidad.
Household consumer. Household consumers refers to the end consumer of the
product. In the study these are the consumers from La Trinidad and from Baguio City .
These are classified as Class A B and C consumers.
Supply Chain Maps of Organic Lettuce
in La Trinidad, Benguet.
Supply flow 1 (Figure 1) is a case of a farmers with two guarantee system one from the
Benguet State University –Internal Guarantee System (BIGS). This means that the
product is monitored by Benguet State University (BSU) and is guarantee that it is
organic. Production system is monitored by BSU. At the same time, the farmer is also
being monitored by LaTOP because he is a member of LaTOP and production system is
also monitored and inspected by LaTOP. Thereby, the farmers has 2 market outlet for his
product, the BSU Organic market and LaTOP market. From BSU Organic market the
products are sold directly to the consumers. From the LaTOP market the products are
delivered to Café by Ruins, Marios Restaurants, Guiding Light Church, Lourdes Church
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
24
and SM Supermarket as retailer of the product. From these outlets, the product are sold
to consumers as fresh or processed.
FARMER
PhP 90.00
PhP 85.00
BSUOrganic
La TOP (stall
market
#36 Km 5,LTB)
PhP 100.00
Café by
Marios
Guiding
Lourdes
SM super
the Ruins
Restaurant
light
church
m
arket B.C
PhP 100.00 PhP 150.00
PhP 100.00
Consumers
Figure 1. Supply flow of product and price from two farmer to market outlet, the case of
farmer with BIGS and LaTOP guarantee system
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
25
Supply flow 2 (Figure 2) is a flow of product from the farmer, then delivered to LaTOP
outlet and lastly to consumer. The farmer also sell directly to HORECA in Metro Manila
through his daughter. The same flow from LaTOP market, the products are delivered to
their outlets.
FARMER
PhP 100.00 PhP 85.00
Manila
LaTOP(stall
#36 Km5) ltb
Php 100.00
Marios
Lourdes
Guiding
SM Super
Café by
light
market B.C
restaurant
the ruins
church
church
bB.C
PhP 100.00 PhP 150.00
Php 150.00
Consumers
Figure 2. Supply flow of product and price of one farmer
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
26
Supply flow 3 (Figure 3) is a flow of product of a farmers who supplies the LaTOP
market and at the same time supply a sari-sari store and also retails his products to his
neighbors and friends.
FARMER
Php 20-40.00
PhP 85.00
PhP 20-40.00
Sari-sari
LaTOP(stall#3
Neighbor
store
6Km5 LTB)
LTBLTB LTB
Café by
Marios
Guiding
Lourdes
SM Super
the ruins
Restaurant
light church
church
market B.C
PhP 100.00 Php 150.00
Consumers
Figure 3. Supply flow of product and price of twelve farmer
Supply flow 4 (Figure 4) is a flow of product from the farmer to contract buyers to
Manila retailers and then to consumers. These contract buyers buy the product at a lower
price than the LaTOP. The farmer who sell product to these buyers are producing organic
products but are not member of the LaTOP and even the BIGS of BSU.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
27
PhP 40-60.00 PhP 90-130.00
Contract
Manila(vege
FARMER
buyers
table
Consumers
PP
Figure 4. Supply flow of product and price of three farmer.
Problems Encountered in Production
Table 6 presents the problems encountered in production and marketing of the
respondents. The main production problem encountered by farmers are lack of
greenhouse (88.8%). Organic farming is laborious (77.8%), farmers need to produce their
own inputs. Other problems encountered in production is crop programming (61.1%),
source of clean irrigation water (27.8%), and disease (22.2%) and one (5.6%) farmer said
that there is a lot of disturbance like visitors and interviewer.
Problems Encountered in Marketing
Fifty percent of the respondents has problem on the limited outlet of organic
produce. Four (22.2%) of the respondent have no information on the standard pricing of
organically produced vegetable. The problem of four (22.2%) respondent was consumers
were not aware on the value of organically produced crop. Another four (22.2%)
respondent has a problem on the shortage of the product in some instances. One
respondent has a problem on the no certification level of their product. The far distance of
farm to market outlet is another problem encountered (5.6%). Another one (5.6%) had
problem on the expensive packaging and labels of their product.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
28
Table 6. Problems encountered in production and marketing of the respondents
PROBLEMS
FREQUENCY
PERCENTAGE
*Problems in production
Greenhouse is needed
16
88.9
Laborious
14
77.8
Crop programming
11
61.1
Source of clean irrigation water
5
27.8
Plant diseases
4
22.2
Lack of training
3
16.7
Weather condition
2
11.1
Disturbance of visitors/interviewer
1
5.6
*Problems in Marketing
Limited outlet of organic produce
9
50
Lack of information on standard pricing 4
22.2
Lack awareness of consumers on the
value of organic produce
4
22.2
Shortage of product
4
22.2
No certification level
1
5.6
Expensive packaging and level
1
5.6
Far farm from the market
1
5.6
*Multiple response
Problems Encountered in Trading Organic Vegetables
The market outlets encountered problem on sources such as: poor quality of the product
and lack of supplies. Traders encountered problems in marketing such as: shortage of
product, consumers cannot afford the price of organic vegetables and members does not
meet the volume requirement of their market outlet.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
The study was focused on the supply chain management of organic lettuce in La
Trinidad, Benguet. The study was conducted in the different Barangay of La Trinidad.
The study aimed to describe the socio-demographic profile of organic lettuce production,
identify market actors, their roles and function; describe the supply chain adapted by the
farmers in La Trinidad, Benguet producing organic lettuce, identify the problems in
production and marketing and to map the supply flow of organic lettuce.
The data needed were gathered through personal interview with the respondents.
Eighteen organic farmers serves as respondent in the study. Majority of the respondent
were middle to senior age. All the respondents had attended formal education. Majority
of the respondent attended trainings related to organic farming. Aside from organic
farming the respondents are also engaged in other livelihood activities such as store
owner and employment. The major reason of the respondents in going to organic
production is because of the low cost of organic inputs and premium price of organically
produced crop.
Majority of the respondent were members of LaTOP thus, their major market
outlet is the LaTOP market. LaTOP offers a fixed and premium price of their products,
however, a farmer cannot sell not unless he is a member and his farm is inspected by
LaTOP and guaranteed that the produce is organic. From the LaTOP the products are
delivered to other outlets such as café by the ruins, Marios restaurant, Lourdes church,
Guiding light and SM market are sold directly to consumers. Other outlets include the
BSU organic market which offers the price to organic products but the products should
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
30
also pass the guarantee system of BSU. Decision of pricing organic lettuce and other
organic vegetables, majority said that it is the consensus of farmers and approved by the
organization. The volume of delivery of the respondents depends on the on the quota they
have quoted in the organization and on the size of farm cultivated. The main production
problem encountered by farmers are lack of greenhouse and organic farming is laborious
as well as most farmers encountered a problem on the limited outlet of organic produce
crop.
Market outlets of organic lettuce producers in La Trinidad were LaTOP, BSU
organic market and contract buyers. The market outlets encountered problem on sources
such as poor quality of the product and Lack of supplies. Marketing problem they
encountered are consumers cannot afford the price of organic vegetables and farmers
does not meet the volume requirement of their market outlet.
Conclusions
The following conclusions were drawn from the findings of the study.
1. Majority of organic farmers in La Trinidad are members of LaTOP and
LaTOP is the major market outlet of their produce.
2. Organic products receive a premium price and price is the consensus of the
farmers and approved by the organization. This is because the farmers are organized and
they have their own outlet through the organization. However, The premium price is also
due to the quality of the products which is organic. Although, it is not yet certified it had
pass the criteria of the internal guarantee system.
3. The major market outlet is the LaTOP market located in stall no. 36 in the
La Trinidad Public Market. In LaTOP, the products are sold directly to the consumers
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
31
and are also delivered to the outlets in Baguio City, the Café by the Ruins, Marios
restaurant, Guiding Light and Lourdes church and to SM supermarket.
4. Production problems encountered by producers were the high cost of
greenhouse to guarantee a continuous supply of products, lack of trainings, laborious,
problems on incidence of pest and diseases, source of clean irrigation water, weather
disturbances and crop programming. Marketing problem of farmers include lack of
market outlet, lack of price information and product certification.
Recommendations
Based on the findings, the following are recommended
1. Create awareness of consumers on the benefits of consuming organic
products as a strategy in promoting and creating demand. This may increase demand
and market outlet should expand to other areas.
2. The organization should work on the group certification of members in
order to be certified and could supply to other market requiring certification.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
LITERATURE CITED
ABERNATHY, P. and C. CLARK. 1983. Life Cycle Management in Supply
Chains: Identifying Innovations through the Case of VCR . Business and
Economics. Pp. 35-37
KOTLER, P. 2000. Marketing Management. The Millennium Edition. Northwester
University. Pp 7 -8
SHARMA, S. 2004. Intermediaries in Marketing. Retrieved July 20, 2009 from
http://www.marketingcossing.com/article/22007/why-use-intermidieries-
inmarketing-/
VERNON, S. 1966. Successful Strategies in Supply Chain Management. Business
andEconomics. Pp. 77-87.
Supply Chain Management of Organic Lettuce
in La Trinidad, Benguet / Jennylyn G. Subilan. 2010
Document Outline
- Supply Chain Management of Organic Lettuce in La Trinidad, Benguet
- BIBLIOGRAPHY
- ABSTRACT
- TABLE OF CONTENTS
- INTRODUCTION
- Rationale
- Importance of the Study
- Statement of the Problem
- Objectives of the Study
- Scope and Delimitation
- REVIEW OF LITERATURE
- Marketing Management
- Marketing Channels
- Life Cycle Considerations for SupplyChain Strategy
- Function of Marketing Intermediaries
- Advantage of Using an Intermediary in Marketing
- Disadvantage of Using an Intermediary in Marketing
- Definition of Terms
- METHODOLOGY
- Locale and Time of the Study
- Respondents of the Study
- Research Instrument
- Data Analysis
- RESULTS AND DISCUSSION
- Profile of the Respondent
- Farm Profile
- Marketing Profile
- Market Outlets of Organic Lettuce Producersin La Trinidad
- Key Actors in the Supply Chain
- Supply Chain Maps of Organic Lettucein La Trinidad, Benguet
- Problems Encountered in Production
- Problems Encountered in Marketing
- Problems Encountered in Trading Organic Vegetables
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
- Summary
- Conclusions
- Recommendations
- LITERATURE CITED