BIBLIOGRAPHY

MOLECIO, ABELIA C. APRIL 2011. A Case Study on the Production and
Marketing Operations of Sab-it Poultry Farm. Benguet State University, La Trinidad,
Benguet.

Adviser: Clifton D. Llanes, MSc.

ABSTRACT



The Philippine poultry industry is having an impressive growth. Local egg
production poultries have been sprouting in Benguet. The Sab-it Poultry Farm is one such
enterprise in Mankayan, Benguet.

This study was conducted to document the essential operations, production
growth trend, marketing operations, problems encountered and cost and return analysis of
Sab-it poultry farm in Sapid, Mankayan, Benguet.

Production technology was acquired through the Benguet State University.
Acquisition of pullet stocks, materials and supplies has been through collaboration with
the Benguet State University. The production technology acquired has been followed
religiously with some adjustments to suit the local condition. However, further
improvement on its facility is desired.

Eggs are collected twice a day, stored, then delivered to client-outlets on
particular days as scheduled. Drop-in clients are also catered to.

The farm maintains two batches with 720 heads in one part of the poultry house
and 980 heads in the other half of the poultry house. The farm has an average daily egg

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production of 85%. That is, of the total 1,680 birds farm can produce an average daily
production of 1,590 eggs. The actual average production however is pegged at 1,200 eggs
per day. The farm however, can only supply 10 percent of the local demand for eggs.

The poultry had a good financial performance based on its 2006 to 2007 cycle
financial statements.

The farm needs to further improve and expand its facilities to increase its ability
to cater to the local market and to explore other alternative to maintain a high efficiency
in its operations.

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TABLE OF CONTENTS

Page
Bibliography……………………………………………………………………..... i
Abstract…………………………………………………………………………... i
Table of Contents……………………………………………………………….....
iii

INTRODUCTION

Rationale…………………………………………………………………...
1
Statement of the Problem …………………………………………..……...
2
Objectives of the Study…………………...………………………………..
2
Importance of the Study………………………..………………………….
3
Scope and Delimitation of the Study……………………………………....
3
REVIEW OF LITERATURE
Historical Aspect…………………………………………………………...
4
Management of Pullets…………………………………………………….
4
Light Management…………………………………………………………
5
Feeding during Pre-laying Period………………………………………….
6
Feed Requirement………………………………………………………….
7
Vaccination………………………………………………………………...
8
Temperature and Ventilation……………………………………………...
8
Egg Collection and Grading………………………………………………
9
Marketing for Eggs………………………………………………………..
10
Egg Production Standards…………………………………………………
10

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Housing and Bedding…………………………………………………….
11
Watering Equipment………………………………………………………
12
Floor, Feed and Water Space……………………………………………...
12
METHODOLOGY
Locale and Time of the Study……………………………………………...
13
Respondents of the Study………………………………………………….
13
Data Gathering Procedure………..……...…………………………………
13
Data Gathered…………………...…………………………………………
13
Data Analysis………...…………………………………………………….
13
RESULTS AND DISCUSSION
History of the Farm………………………………………………………...
14
Farm Operations…………………………………………………………
15
Management of Layer Farm……………………...………………………..
15
Feeding the Layers……………………………...………………………….
15
Light Management……………………………...………………………….
15
Temperature and Ventilation………………………...…………………….
16
Collection of Eggs……………………………...………………………….
16
Culling Unproductive Layers…………...………………………………….
17
Facilities....................................................................................................... 17
Production………………………………………………………………….
18
Marketing…………………………………………………………………..
28
Problems Encountered.…………………………………………………….
29
Financial Analysis…………………..……………………………………...
32

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Computations of Financial Ratios………………………………………….
37
SUMMARY, CONCLUSION AND RECOMMENDATION
Summary…………….…………………………………………………......
40
Conclusions…..……………………………….............................................
41
Recommendations………………………………………………….............
42
LITERATURE CITED
APPENDIX
A. Letter to the Respondents………………………………………………
44
B. Interview Guide…….…………………………………………………..
45
C. Egg Production and Sales on
Different Cycles………………………………………………………..
47


 
 

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1
INTRODUCTION


Rationale

Poultry comes from the latin word “poule” which means to hang. It is the
category of domesticated birds that people keep for the purpose of collecting their eggs or
killing for their meat. Chicken broiler and egg production are the most progressive animal
enterprises in the Philippines today. The poultry industry in fact began as a backyard
enterprise and has grown or developed into very large integrated contract farming
operations (Anonymous, ND).

The growth of the poultry industry in the Philippines has indeed been impressive
but its problems including inefficient management and the prevalence of many
destructive poultry diseases and parasites cannot be ignored (Anonymous, ND).

Poultry producers incur substantial losses due to over production resulting from
its aggressive expansion, coupled with rising cost of grains and other feed materials both
in the local and international markets. While the poultry producers have trimmed down
growth to more moderate levels, the industry is now faced with an even greater challenge
of global competition.

Chicken egg production in the Philippines is a minor industry compared to the
broiler production sector that takes center stage in the Philippine chicken trade. But the
chicken layer sector had the most growth between 2001 and 2002 because of the increase
of chicken layers in the country. In 2002, chicken egg production contributed 3% of the
total value in the Philippines. With the socio-economic problems in the country, the
chicken egg is one of the cheapest food products that are vastly available in the market.
The chicken egg is also considered as one of the most complete food sources with high
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nutritional value. Chicken egg production in the Philippines mainly serves the domestic
market (Bureau of Agricultural Research, 2005).

Poultry production in Benguet is rare. However, there is a big demand in egg and
poultry meat in the locality. The bulk of the Municipality of Mankayan`s main source of
eggs is from the lowlands. However, local production of eggs has started, although in
minimal volumes. The Sab-it Poultry Farm is one such local egg producer and supplier.

Statement of the Problem
1. What are the essential operational activities and processes of the poultry and
how do these compare to recommended standards?
2. What is the growth trend of the poultry in terms of assets, production volume
and market share?
3. How does the poultry conduct its marketing activities?
4. What are the problems encountered by the operator?
5. What are the costs and return of the poultry project?

Objectives of the Study
The study aimed to:

1. Determine the essential operational activities and processes of the poultry and
compare these to standards.
2. Document the growth trend of the poultry in terms of assets, production volume
and market share.
3. Identify the marketing activities of poultry operation.
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4. Identify the problems encountered by Sab-it poultry farm in their operation and
marketing.
5. Conduct costs and return analysis on the project.
Importance of the Study
As the study attempts to document the operations of the particular poultry
enterprise, the results of the study would identify the strength and weaknesses of the
enterprise and thus act as a guide for the enterprise itself for further improving its
business operations. Furthermore, this will also give insights on operational aspects to
enterprise and other business entities that plan to venture into poultry enterprise in the
future.  

Scope and Delimitation of the Study

The study is a documentation of the operations and marketing practices of Sab-it
poultry farm. Though it would refer to the historical growth of the poultry project to
determine its growth trend, it however based its assessment of operations on current
activities and practices. The study also focuses on the technical and marketing aspects of
its management relied on existing records for financial analysis.






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REVIEW OF LITERATURE


Historical Aspect


The egg industry developed initially when numerous small populations of free-
range birds produced egg excess to family requirements and these were sold to barter.
With urbanization, larger flocks were developing to supply consumers and as demand
and bird numbers increased, the farming of these birds became more intensified. By the
mid 20th century, a significant egg industry had developed in Australia. While much of
the industry clustered around the fingers of mayor cities, a substantial number of farms
developed in regional centers where cereal cropping occurred.

These changes enabled higher production levels of eggs as a result of improved
husbandry and improved in health conditions with a corresponding reduced labor input.
During this time, regulation of the egg industry occurred, with the result that eggs were
predominantly marketed through specific state bodies.
The industry had undergone significant structure changes with individual
enterprises becoming fewer in number, larger in size and more vertically integrated. The
industry became more sophisticated in order to meet both consumer demands in regard to
quality of the product and to reduce concerns about animal welfare and antibiotic
residues (Hawkins, 2004).

Management of Pullets

PCARRD (1976) advises that the general management practices of pullets are the
following: a) under the two-stage rearing system, 5 to 8 weeks of old chicks are
transferred from the brooder to the rearing house until point of lay (18 weeks of age).
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This is not necessary under the single stage rearing, b) use the correct feed for the age and
growth progress of the bird, c) check the feed, water and lights daily. Fresh and clean
drinking water should always be available, d) vaccinate on schedule based in a sound
vaccination program, e) keep a flock history/record including feed programs, light
programs, vaccination programs and bird’s weight that can be transferred to the layer
house with the pullets, f) measure growth process and use the correct formulation to
attain the necessary growth and target body weight at point of lay, g) follow a lighting
program recommended for the strain of bird, h) provide recommended floor, feeder and
water space requirements; and i) prevent feather pecking and cannibalism.

Light Management

According to McElroy (2009) he said that 25-40 watt bulb located above the feed
and water area at ceiling height for each 40 sq. feet of pen. Provide 14 to 16 hours of light
per day for maximum year round production. Never decrease the lighting period on birds
in production or they will stop producing. An inexpensive time clock can be installed to
turn lights on in the morning hours and let the birds go to roost with the natural sunset.
The lighting programme, together with the recommended feeding are designed to
achieve the performance standards. An increasing photoperiod stimulates the bird to
mature. A decreasing photoperiod retards maturity and will affect production. Day length
control in the rearing and laying period is an important management tool in the
achievement of economic performance, both in egg number and egg weight. The lighting
programme starts immediately day-old chicks arrive. The purpose of controlling day
length during the rearing and laying period are: a) to achieve the best rate of egg
production, b) to adjust maturity and onset of production for the correct age and stage of
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development, c) to achieve required egg size; and d) to achieve adequate body weight
( Manual of Commercial Management Poultry Guide, 2000).
In shade houses, natural daylight must be supplemented with artificial lighting in
order to obtain desirable lighting patterns which are necessary to adequately control
sexual maturity. A constant or decreasing lighting pattern which rearing is essential to
prevent too early sexual maturity. An increasing of constant light pattern is necessary
after 22.24 weeks of age (Bureau of Agricultural Research, 2005).

Feeding during Pre-laying Period

Feeding equipment, the mechanics of feeding are nearly as important as the feed
itself. Supply enough feeder space so that all the birds can eat at the same time. When
space is limited, some birds don’t get enough to eat. Keep feed available for the birds
constantly. Meal feeding (giving a limited amount of feed several times each day) can
reduce productivity if not managed carefully. Place feeders so the through is at the level
of the birds’ backs. This practice reduces feed spoilage, which encourages rodents,
wastes feed and cost money (Bureau of Agricultural Research, 2005).

Layers should be full-fed for maximum production. During the 2-3 weeks prior to
first egg, the liver and reproductive systems increase in size in preparation for egg
production. Layer 1 ration should be given to the birds as soon as the first secondary
sings of sexual maturity appear (combs and wattles). Ideally, at least one week before
expected first egg. Pre-lay ration can only be fed until first egg is reached, and never
after. Failure to feed laying hens with a complete Layer ration may result in less than
optimum shell quality later in production. To obtain the best results, pullets should be
housed no later than 16 weeks of age, or one week prior to light stimulation.
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Feeding at onset of production; at first egg, birds must be already on a layer
ration. In certain circumstances, the flock might not reach 100 g/bird (22 pounds or 100
pounds) daily feed intake peak productions. In such cases a high nutrient density layer
ration may be required to ensure the birds receive the required nutrients for sustained
production and early egg size increase. It is also recommended to stimulate feed intake
(Bureau of Agricultural Research, 2005).

Feed Requirement
It is not necessary to feed “meat bird starter” to young layer chickens. Diets
formulated for starting meat chickens are higher in protein (22% to maximize growth,
which is not necessary or desirable for egg laying chickens and is higher in cost. Once the
birds reach about six weeks of age, substitute a grower feed for the starter. Grower feeds
are about 15% or 16% protein and are formulated to sustain good growth to maturity.
After about 14 weeks of age, you can substitute the grower feed with developer feeds if
they are available. Feeds are lower in protein than grower feeds (14% to 15%) and are
formulated to prepare young chickens for egg production. Layer feeds are formulated for
chickens that are laying table eggs (those used for food). Layer feeds contain about 16%
protein and extra calcium so the chickens will lay eggs with strong shells. Start feeding
layer feeds at about 20 weeks of age or when the first egg is laid, whichever occurs first
(Breeder feeds are formulated for chickens that are producing eggs for hatching (Bureau
of Agricultural Research, 2005).


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Vaccination
The build-up of immunity to disease starts in the egg and continues in the
brooding period. A well planned and executed vaccination programme is essential.
Vaccinate only against those diseases prevailing in the areas where the flock is expected
to live (Bureau of Agricultural Research, 2005).

Temperature and Ventilation

Heat stress is one of the major risk factors that one must consider in layer farm
management. The ideal temperature for laying hens is between 18 degrees and 29 degrees
Celsius (Table 1). Air movement around birds at floor level has a beneficial cooling
effect. In shade houses, take full advantage of natural breezes using paddles or circulating
fans in periods of still weather and particularly during the heat of the day. Controlled
environment house, use inlets with moveable louvers which can direct moving air direct
on to the birds at floor level. There are five main objectives for ventilation: to provide
fresh air, to remove stale air, to control temperature, to control humidity and to remove
dust. Each of these five must be satisfied if the flock is to perform to its best ability in
feed conversion, livability, growth and egg production (Bureau of Agricultural Research,
2005).

According to Kekeocha (1985) the optimal laying temperature is between 11°C
and 26°C. A humidity level above 75 percent will cause a reduction in egg laying. Table
1 indicates the effect temperature on egg production.





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Table 1. Temperature and its effects on egg production

TEMPERATURE (°C)
EFFECTS
11 – 26
Good production.
26 – 28
Some reduction in feed intake.
28 – 32
Feed consumption reduced and water intake
increased; eggs of reduced size and thin shell.
32 – 35
Slight panting.
25 – 40
Heat prostration sets in; measures to cool the
house must be taken.
40 and above
Mortality due to heat stress.

When the temperature rises above 28° C the production and quality of eggs

decrease. Seasonal temperature increases can reduce egg production by about 10 percent.


Egg Collection and Grading

PCARRD (1976) collect the eggs at least twice a day or as frequent as possible.
Collect eggs in clean trays or egg baskets. Dirty eggs should be cleaned. Separate soft
shell and cracked eggs. Grading is one of the important steps in marketing eggs. In this
process, eggs go through identification, classification and separation. Grading allows you
to set different prices for different sizes and quality levels of eggs. High quality eggs may
be priced higher, while eggs with small blood spots may be sold to customers such as
bakeries. Factors to be considered in grading eggs are appearance, internal quality, size,
color, and the soundness of the shell. Eggs are also classified by size. The standard
classifications of the commercial chicken egg by weights are: Jumbo = 70 g and above,
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Extra large = 65-70 g, Large = 56-65 g, Medium = 49-56 g, Small = 42-49 g and Peewee
= 35 g or 40 g.

Marketing for Eggs


The eggs are paid for under the terms of the contract. Eggs that are not produced
under contract are sold to local buyers; producers may sell directly to consumers at the
farm or at roadside stands. These types of marketing practices require more labor than
selling to produce dealers or through cooperatives. An increasing interest in organic
foods has created a good market for locally grown organic eggs sold directly to the
consumer or local supermarkets and restaurants (Gillespie and Flanders, 2010).
There are two ways to market table eggs: using direct marketing, or marketing
through middlemen or intermediaries. Marketing through middlemen is the more popular
method and the more advisable one because this gives the farmers the opportunity to
concentrate on the farm and production as compared to spending time on marketing and
sales. The most crucial part of marketing is meeting the demands and requirements of
customers, and these usually rely on production, handling, storage, and transport of
goods. The four ways to conduct direct marketing are: sales from the farm, door-to-door
sales, producers’ markets, and sales to local retail stores (Bureau of Agricultural
Research, 2005).

Egg Production Standards


Dagoon (1990) said for profitable egg production, the birds must lay more eggs
than those necessary to pay for the cost of feed and all of the other costs involved in
producing eggs. For most part of the country, the native laying flock should lay an
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average of at least 150 eggs per bird per year to give a reasonable labor income or profit.
Neither the best kind of diet nor the most scientific management will enable pullets to lay
well if they are not bred for egg production. A pullet to lay well should also possess the
following outstanding characteristics: a) early sexual maturity. White leghorns should
commence to lay at about 150 days of age and the general purpose varieties at about 170
days of age, b) pullets of all varieties should lay at an average of about 50% production or
about 15 eggs per month or better, c) pullets should continue to lay for a period of
approximately ten months from the time they start to lay.

Housing and Equipment

Poultry housing and equipment can be as simple as a shed roof with chicken wire
fencing, nests, water fountains and hand-filled feeders to an environmentally controlled
fully automated cage layer house. Make sure that the birds are given adequate floor
space. A maximum of three birds per square meter is recommended. Provide birds with
up to 100% (depending on severity of conditions) more floor space than is recommended
for temperate climates. In the laying house, supply at least one nest per four females or at
least provide one 10” x 10” nest for every 5 hens in your flock. Keep the nesting material
clean and dry (Bureau of Agricultural Research, 2005).
There are types of poultry house for table egg production; this layer house is for
the hens during their entire laying period, the types of the laying cages are the following:
a) Conventional Vertical Type Cages also known as the battery type cages consisting of
3-4 tier laying cages. The width is from 4 to 4.5ft. The height rises from 5’9” to 7’ based
on the number of cage tiers. b) Stepped Cage also known as the Californian Type Cages
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or Stair Stepped Cages. Thus, as the most popular type of laying cages in the Philippines.
Usually 2 or 3 tiers high and maybe fully stepped or semi-stepped (PCARRD, 1976).

Watering Equipment


The distribution of waters should be minimizing the distance any bird has to move
in order to drink’ ideally, both feed and water should be distributed so that no bird has to
move more that 1 ½ meters to get its requirements. Whenever possible, use a water
supply such as well which provides cool water. Bury or insulate water pipes to maintain
the original coolness. Additionally, supply troughs in which breeders may dip their
combs and wattles so that evaporation of water cools the blood supply in the combs and
wattles. In extremely hot weather, do not place drugs or other substances in the water
which might decrease its palatability (Bureau of Agricultural Research, 2005).

Floor, Feed and Water Space

Floor space of 1800 to 2200 cm2 per bird on deep-litter and 337 to 375 cm2 per
bird in cages is recommended for layers. Breeders are provided with little higher space of
2300 to 2700 cm2 depending on size of birds. About 12 to 15 cm linear feeder space and
2.5 cm water space per bird is adequate during laying. On deep-litter system one laying
nest for every 4 to 5 hens with perch at entrance is provided for comfortable laying and
clean egg production. An inadequate management facility leads to reduced egg
production and feed efficiency; increased diseases incidence and mortality and sometime
cannibalism also (Bureau of Agricultural Research, 2005).




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METHODOLOGY


Locale and Time of the Study


The study was conducted at Mankayan, Benguet, specifically in barangay Sapid
where poultry farm is located.

Gathering of information was done from November 2010 to January 2011.

Respondents of the Study

The respondent of the study Mr. Samuel M. Sab-it is the owner of the farm.

Data Gathering Procedure

A personal interview with the farm owner was done with the aid of an interview
guide and secondary information from farm records was gathered.

Data Gathered

The gathered data includes the following: operational activities and processes of
the poultry, the growth trend of the poultry in terms of assets, production volume and
market share, marketing activities of poultry operation and problems encountered by Sab-
it poultry farm in their operation and marketing.

Data Analysis
Poultry
operations
were compared with suggested industry standards, trends were
determined on its production volume. Ratio analysis was used on its 2006 to 2007
financial statements and a break-even and margin safety analysis was used to determine
shutdown points.

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RESULTS AND DISCUSSION


History of the Farm


The Sab-it Poultry Farm is located at Sapid, Mankayan, Benguet Province. The
proprietor, Mr. Samuel M. Sab-it, started his poultry farm upon the suggestion of a
friend. Subsequently, Mr. Sab-it attended a seminar on poultry farm particularly on layer
production at Benguet State University which was conducted by Mr. Diego Dumapis,
who later became his mentor in starting his poultry farm.

Mr. Sab-it who is a graduate of Bachelor of Science in Computer Science, is
currently working at the Municipal Government of Mankayan as the Secretary to the
Sanggunian Bayan. Apart from his regular work, he was also immensely interested in
poultry production such that it inspired him to start his poultry farm. The poultry farm
was established in March 2004. For the first operation, they started with 500 pullets. A
year later they expanded to 700 pullets in 2006 and considering the increase in the
demand for fresh eggs, the farm expanded to 1,500 pullets.

The poultry farm, though not the sole means of livelihood for the family is one of
a number of integrated and complementary farming activities contributing to the overall
economic welfare of the household. The farm provides an income-generating activity
from the sale of eggs, birds as well as chicken dung. It uses family labor in its various
activities.



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Farm Operations


Management of Layer Farm


The layers are acquired and moved to the laying house at 112 days (16 weeks) of
age for the preparation for egg production and this is based on the recommended
requirement by PCARRD (1976). The farm owner gets feeds, vitamins and stocks from
the suppliers who provide the same to the Benguet State University-Poultry. This is done
in collaboration with the Benguet State University-Poultry.

Feeding the layers. Feeding of the layers has a schedule. Layers are fed twice a
day: at six am and then again at two pm in the afternoon. The Sab-it farm feed the pullets
with the recommended amount of 90 grams per head per day until they reach their mature
body weight, then they increase the amount of the feed intake to a maximum of 115
grams per head per day. As stated by the Bureau of Agricultural Research (2005), in
certain circumstances, the flock might not reach 100 grams per bird or (22 lb/100) daily
feed intake before peak production. In such cases, a high nutrient density layer ration may
be required to ensure the birds receive the required nutrient for sustained production to
stimulate feed intake.

For the provision of water, natural spring water coming from the mountains is
provided to the flock by a connecting PVC pipe directed at to the drinker troughs.
Light
management. The pullets are not provided with lighting until they reach the
age of 21 weeks. At 21 weeks, they are then provided with 30 minutes light starting from
5:30-6:00 in the morning. An increase of 30 minutes light is methodically provided based
on the egg production performance of the layers until they reach the optimum light
exposure of 16 hours. Based on the recommended requirement of lighting, an increasing
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photoperiod stimulates the bird to mature. A decreasing photoperiod retards maturity and
will affect production. Once accustomed to a particular level of light intensity, a flock
will react to any noticeable change. More brightness will increase activity, may stimulate
feed intake and will increase the chance of cannibalism. The farm use red lights to control
pecking activity. Based on the recommended requirement, red painted incandescent light
bulbs or red glass bulbs covered with a red tube, emitting only red orange to orange
wavelengths definitely have a calming effect on the birds. In addition, red lights are of
high visibility to chicken, so the bulbs can be used at a higher light intensity, allowing
also more visibility to the human eye, making management houses easier than in houses
with too dim lights.

Temperature and ventilation. The farm does not provide heating because Benguet
has a favorable temperature. As cited (Bureau of Agricultural Research, 2005) the ideal
temperature for laying hens is between 18 degrees and 29 degrees Celsius. This is the
range within which normal metabolic heat production is balanced by heat loss. However,
the average temperature in Mankayan ranges 14 degrees Celsius at minimum and 24
degrees at maximum.

Ventilation should also be provided for the pullets to perform the best ability in
feed conversion, livability, growth and egg production; to provide fresh air, to remove
stale air, to control humidity and to remove dust between the floor gaps and slats. With
open sidings of the poultry house, natural ventilation is provided.

Collection of eggs. Eggs are collected twice a day. After the layers are fed, eggs
are collected starting at 9 in the morning and then again at 2:30 in the afternoon. They
collect the eggs using a basket and they sort the eggs using egg weighing scale. Collected
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eggs are placed in trays. Dirty eggs are cleaned before they are placed in the stock room.
Broken, soft-shelled and cracked eggs are separated. They don`t immediately deliver the
eggs after they collect and sort it. Instead, they place it in the stock room for 2 to 3 days
before marketing them to be able to gather more eggs before marketing to
lessen the cost of their transportation.

Culling unproductive layers. As cited by PCARRD (1976) the Culling is the
removal of unproductive birds from the flock at the onset of laying. This activity is done
because the unproductive birds consume feeds and occupy space in the laying house
without producing enough profit. The healthy layers have bright, alert eyes; prominent
red, large, soft and shiny combs and wattles; and a well developed body. On the other
hand, poor layers have pale, shriveled, dry and hard combs and wattles; dull and sleepy
eye; and are leggy.

Sab-it poultry farm remove the birds that have pale combs, yellowish shanks and
beaks and does not lay eggs for four to five consecutive days or have low production.
Culled birds are sold to the market.

Chicken dung is also sold to farmers. If a bird dies, they bury it in a place away
from the residential area. Mortality rate ranges from 5%-10% in each batch cycle.
Facilities

In the farm’s initial operation, they used the commercial designed cage with the
dimension of 12 W” X 19.2 L” X 17 H” as shown in Figure 2 which could accommodate
720 heads but later, they noticed that this cage is small and it is not wide enough for the
birds. Consequently, for the expansion of the poultry house, which accommodates 980
heads, they adopted the cage with the dimension of 14 W” X 24 L” X 17 H” as shown in
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Figure 3 that is being used by the Benguet State University which was designed by Mr.
Diego Dumapis. The cage is more spacious and conducive for the pullets.

The housing system of the layer is stair stepped cages made-up of steel cage. It
has 420 cages with a capacity of 1,680 heads (four birds per cage), with the floor space of
541.93 cm2 per bird based on the recommended floor for bird cage. The poultry house is
made-up of wood and galvanized iron. The house is open sided.
Production



The farm used different breeds through the different cycles because they get only
the available pullets produced by the suppliers. The size of the eggs varies within the
different stages of one cycle. The farm acquires its stocks and supplies from various
dealers from the lowlands, who also incidentally are the same dealers that provide the
Benguet State University with its poultry supplies. The farm is dependent on Benguet
State University-Poultry because it is where they acquire all their supplies.

The farm maintains two batches. Seven hundred twenty heads are maintained in
the old poultry house and 980 heads are maintained in the other half of the extension
poultry house. The farm has an average daily egg production of 85%, that is, of the total
1,680 birds, the farm can produce an average daily production of 1,590 eggs. The actual
average production however is pegged at 1,200 eggs per day being that the farm
maintains two batches, a strategy adopted by the owner in order that whenever the first
batch is culled out, the other batch could at least provide, although not enough, the
requirement of their customers.

The commercial cage with the dimension of 12 W” X 19.2 L” X 17 H” they used
in their first operations has low production growth trend as shown in Figure 3, while in
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19
the second batch (expansion) in which they adopted the dimension of BSU-Poultry cage
is 14 W” X 24 L” X 17 H” has a good performance as shown in Figures 1 and 5.
Production growth trend of different cycles was shown in Figures 4, 6 and 8 along with
the sales of the different cycles was shown in Figures 5, 7 and 9.

During their laying cycle, the birds experience common illnesses such as colds
and are given antibiotics. As cited by (Bureau of Agricultural Research, 2005) Food
supplement such as calcium (in the form of oyster or lime stone grits) are provided to the
pullets particularly during their 40th weeks of age and onwards. In birds, the efficiency of
calcium absorption may become progressively lower after 40 weeks of age. In addition,
the increase in egg size raises the amount of calcium required for a strong shell, thus
higher daily calcium intake is necessary. However, this is done by the Sab-it poultry
farm.

Production growth trend vary as shown in Figure 4, Figure 6 and Figure 8 which
the commercial cage they used in the first operation and for the expansion they used the
Benguet State University-Poultry dimension. The dimension of 12 W” X 24 L” X 17 H”
as shown in Figure 4 and Figure 8 shows a good performance and in terms of egg sizes.
However, the old cage as shown in Figure 6 shows low production also with the egg
sizes.

The production growth trend and sales on the different cycle has a common
decline as shown in Figure 4, Figure 5, Figure 6 and Figure 7, which the layers produced
low production and declined at the age of 58th or 59th week.


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FACILITIES



Figure 1. Poultry house and the front view
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Figure 2. Commercial dimension (12 W” X 19.2 L” X 17 H”)



Figure 3. Benguet State University-Poultry dimension (14 W” X 24 L” X 17 H”)
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H&N Egg Production (986 heads)
7000
6000
5000
4000
P
S
M
3000
No. of Eggs
L
XL
2000
J
TOTAL
1000
0
 
 
 
 
wk
 
22
 
25
 
28
 
31
 
34
 
37
 
40
 
43
 
46
 
49
 
52
 
55
 
58
 
61
 
64
 
67
 
70
 
73
 
76
 
79
 
82
 
85
 
88
 
91
 
94
 
97
 
100
 
103
 
106
 
109
 
112
‐
19
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
0
wk
wk
wk
wk
wk
Age in weeks



Figure 4. Production Growth Trend of H&N (2006-2007)
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Sales on H&N (986 heads)
35000
30000
25000
20000
P
Sales
S
15000
M
10000
L
XL
5000
J
TOTAL
0
wk 22
wk 25
wk 28
wk 31
wk 34
wk 37
wk 40
wk 43
wk 46
wk 49
wk 52
wk 55
wk 58
wk 61
wk 64
wk 67
wk 70
wk 73
wk 76
wk 79
wk 82
wk 85
wk 88
wk 91
wk 94
wk 97
0-19 wk
wk 100
wk 103
wk 106
wk 109
wk 112
Age in weeks



Figure 5. Sales on H&N (2006-2007)
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Shaver Egg Production (711 heads)
5000
4500
P
4000
S
3500
M
3000
2500
L
No. of Eggs
2000
XL
1500
J
1000
500
TOTAL
0
wk 21
wk 23
wk 25
wk 27
wk 29
wk 31
wk 33
wk 35
wk 37
wk 39
wk 41
wk 43
wk 45
wk 47
wk 49
wk 51
wk 53
wk 55
wk 57
wk 59
wk 61
wk 63
wk 65
wk 67
wk 69
wk 71
wk 73
wk 75
wk 77
wk 79
wk 81
wk 83
wk 85
wk 87
wk 89
wk 91
wk 93
wk 95
wk 97
wk 100
0-19 wks
Age in Weeks

 
Figure 6. Production Growth Trend of Shaver (2006-2008)
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Sales on Shaver (711 heads)
25000
20000
P
S
15000
M
Sales
L
10000
XL
5000
J
TOTAL
0
wk 21
wk 23
wk 25
wk 27
wk 29
wk 31
wk 33
wk 35
wk 37
wk 39
wk 41
wk 43
wk 45
wk 47
wk 49
wk 51
wk 53
wk 55
wk 57
wk 59
wk 61
wk 63
wk 65
wk 67
wk 69
wk 71
wk 73
wk 75
wk 77
wk 79
wk 81
wk 83
wk 85
wk 87
wk 89
wk 91
wk 93
wk 95
wk 97
wk 100
0-19 wks
Age in Weeks



Figure 7. Sales on Shaver (2006-2008)
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26
Lohmann Egg Production (1010 heads)
7000
6000
5000
4000
P
S
3000
No. of Eggs
M
L
XL
2000
J
TOTAL
1000
0
 
22
 
25
 
28
 
31
 
34
 
27
 
30
 
33
 
36
 
39
 
42
 
48
 
51
 
54
 
57
 
60
 
63
 
66
 
69
 
72
 
75
 
78
 
81
 
84
 
87
 
90
 
wks
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk45
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
wk
‐
19
0
Age in Weeks



Figure 8. Production Growth Trend of Lohmann (2008-2009)
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Sales on Lohmann (1010 heads)
40000
35000
30000
25000
P
20000
Sales
S
M
15000
L
XL
10000
J
TOTAL
5000
0
wk 21
wk 23
wk 25
wk 27
wk 29
wk 31
wk 33
wk 35
wk 27
wk 29
wk 31
wk 33
wk 35
wk 37
wk 39
wk 41
wk 43
wk45
wk 47
wk 48
wk 51
wk 53
wk 55
wk 57
wk59
wk 61
wk 63
wk 65
wk 67
wk 69
wk 71
wk 73
wk 75
wk 77
wk 79
wk 81
wk 83
wk 85
wk 87
wk 89
0-19 wks
Age in Weeks



Figure 9. Sales on Lohmann (2008-2009)
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Marketing

The farm is engaged mainly in egg production. The eggs from the farm have a
good quality as attributed to the high quality of feeds that are given to the birds. It’s being
a local poultry assures the market of fresh eggs.
The usual time of delivery is done twice a week: Wednesdays and Saturdays.
They deliver their products to the Lepanto Consumers Cooperative and various stores and
groceries in Poblacion, Mankayan. They also have drop-in customers who directly go to
their farm to buy. These following market outlets were chosen because of their
accessibility to customers and because it is near the location of the farm. They use the
owners’ car in the delivery of the eggs. Deliveries are usually paid in cash but there are
some who do it through consignment where in they are going to pay on the next delivery.
The volume per delivery is around 10 to 13 cases or 240 trays to 300 trays. Prices vary
depending on the size of egg as shown in Figure 10. These are usually higher than that of
the commercial price on eggs from the lowlands.

Competitors are the egg suppliers coming from the lowland areas.



Figure 10. Sab-it Poultry`s egg price
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Problems Encountered


The farm has experienced problems, but only minor ones are immediately
addressed. Production performance is being assessed/monitor regularly and every
production detail is recorded. Hence, no major production problem has been encountered.

The farm has one poultry house (sub-divided into two) that could accommodate
1,680 heads.

The eggs produced however are not enough to meet the total demand of the
consumers. The price of the eggs is higher than the commercial eggs that come from the
lowlands price as shown in Figure 3 and this affects the interest of the consumers in
buying their product, some of them prefer to buy the commercial one but there are some
who patronize their product because of its quality.

Table 2. Competitors’ price

SIZE
1 CASE
1/2 CASE 1 TRAY 1/2 TRAY 1 DOZEN PIECES
Small 900.00
450.00 105.00
52.50 48.00 4.00
Medium 1,100.00
550.00 118.00
59.00 54.00 4.50
Large 1,250.00
625.00 130.00
65.00 60.00 5.00
Extra-large
1,410.00
705.00 146.00
73.00 72.00 6.00






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Financial Analysis for 2006-2007 cycle


A. Measures of Short Term Liquidity
1. Acid Test Ratio

This shows that for every peso of the current liabilities there is P4.2 quick
assets to cover for such liability in the 2006-2007 cycle. This means that the poultry
project has more than enough liquid assets to pay for its maturing obligations.
2. Working Capital

Working capital for 2006-2007 is 185,869.00. As it is positive, this shows that
the firm is able to maintain sufficient level of inventories to meet current obligations
on time.
The poultry project has more than enough liquid assets to pay its debts in a
short time period and it has a positive working capital that the poultry project is able
to maintain sufficient inventories to meet its current obligations on time.

B. Measures of Long Term Solvency
1. Owner’s Equity to Total Assets
This represents that out of the total assets of the farm, equity to asset is .90
meaning 90% of assets comes from net worth of the owner.
2. Total Liabilities to Total Assets

Liabilities on external sources contribute to 10% of the assets.
3. Owner’s Equity to Total Liabilities
It represents the relative amounts or resources provided by the owners and
creditors. It reflects the strength and weaknesses on basis of financing operation.
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This shows that for every one peso of the total liabilities there is 9.2, means
that it has more than P9.2 to cover such liabilities for 2006-2007 cycle.

The poultry project has a higher equity that is able to cover all debts for the
2006-2007 cycle operation, making it highly solvent since the project has a higher
equity to asset ratio with 90% equity and 10% liability.

C. Measures of Profitability
1. Asset Turnover

In the 2006-2007 cycle, the asset turnover of the Sab-it Poultry Farm is 3.30.
This means that for every one peso worth of asset invested, P3.30 in sales is generated.
2. Rate of Return on Owner’s Equity

It indicates the earning power on the resources provided by the owner. In the
Sab-it Poultry Farm the rate of return on owner’s equity is 1.18 in 2006-2007. This
shows that for the 2006-2007 cycle, the initial investment of the owner has generated
118% returns.
3. Rate of Return on Sales

This is determined by taking the ratio between net income and sales. For Sab-it
Poultry Farm, the rate of return on sales is 0.19 in 2006-2007 cycle. This means that
for every peso generated in sales, P0.19 is earned in income.
4. Rate of Return on Capital

It is determined by dividing the net income by the total assets. The rate of
return on capital for the Sab-it Poultry Farm is 0.64 in 2006-2007 cycle. The
investment on assets for operations has generated 64% in income indicating high
profitability on such investment.
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Overall, the project`s 2006-2007 cycle of operation has generated positive
profits indicating a desirable operations of the project.

D. Measures of Efficiency
1.Accounts Receivable Turnover Ratio

It indicates how many times, on average, accounts receivables are collected
during a year. This is determined by dividing sales by the accounts receivable. The
accounts receivable turnover by Sab-it Poultry Farm is 27.7 times.


Given that there are 18 months in the cycle; results indicate that accounts
receivables are collected within a month of allowing the credit sales. This shows a
speedy collection done by the farm.
2. Fixed Asset Turnover Ratio

It measures the firm effectiveness in generating sales from its investments in
plant, property, and equipment. The fixed asset turnover by Sab-it Poultry Farm is 5.8
times. This means that the worth of the assets have been used to generate sales 5.8
times its value with sales having a higher value than fixed assets. This shows a
positive performance on an efficient use of its fixed assets.
3. Total Asset Turnover Ratio

It measures the ability of a firm to use its assets to generate sales. This is
determined by dividing sales by the total assets. The total asset turnover by Sab-it
Poultry Farm is 3.4 times.
Results show efficiency in the use of assets and a speedy collection of
receivables indicating good performance of the profit for the 2006-2007 cycle.
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Overall, the project exhibited good performance in terms of liquidity, solvency,
profitability and efficiency for the 2006-2007 cycle.

E. Break-even Analysis (H&N Production, 986 heads as of 2006-2007 cycle)


Break-even point is the computed volume of production where sales are equal to
expense or where there is neither profit nor loss. This suggests that production should
exceed the computed volume to make a profit.
Total Production (206-2007) = 423,879.00

Total fixed cost = 209,795.00 (refer to income statement)
Total variable cost = 1,265,954.00 (refer to income statement)
Average Variable Cost = 128.39/ head
Average Price = 4.33

Average variable cost per egg = 2.98

Contribution Margin = 4.33-2.98

= 1.35

Break-even Point = Total fixed Cost

(Average Price- Average Variable Price)


Break-even Point = 209,795.00

(4.33-2.98)


Break-even Point = 209,795.00

1.35


Break-even Point = 155,403.70




The farm has to produce 155,000 eggs to break-even. Breakeven for the farm

happens on the 28th week when the total number of eggs produced exceeds 155,000.


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Shutdown Point (H&N Breed)


The shut down point is an estimate for when the project should stop its operations
since, at this point and beyond, the additional costs of continuing operations exceed the
additional sales made. It suggests that project, if they were to remain efficient should not
continue the operations beyond this point.
Marginal Cost = Additional Cost
Total Expense = 1,593,229.00 (refer to income statement)

113 weeks

= 14,099.37 average expense per week

Marginal Sales (99 week) = 13,999.00


When the marginal sales of Php.13, 999.00 for the week 99 compared to the
marginal or average expense per week (Php.14,099.00), results show that such marginal
sales starting on the 99th week are lesser than the marginal expense suggesting that the
farm spends more than it can earn starting on the 99th week.

The average of the weeks when shut down should be done on 83rd weeks.


Sab-it Poultry Farm
Table 3. Income statement (As of 2006-2007 18 Months Cycle)
PARTICULAR AMOUNT
Cash sales:


Sales from: Eggs
1,920,905.50

Culls
65,600.00

Chicken dung
3,000.00

TOTAL SALES

1,989,505.50
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Less: Operating Expenses


Salaries and Wages
162,000.00

Stocks (Pullets) Expense
117,480.00

Feeds 1,164,510.00

Food Supplements and Medicines
12,600.00

Other supplies expense
3,234.00

Electricity 3,600.00

Hauling Expense
34,510.00

Transportation & Delivery
47,500.00

Repair and Maintenance
16,795.00

Depreciation Expense
31,000.00

Total Operating Expenses

1,593,229.00
Net Income Before Tax

396,276.50
Tax (5% of net income)
19,813.83

Net Income After tax

376,462.68
*Source: Income Statement, based on farm records (2006-2007 cycle, 986 heads)
Items Amount
1. Price of pullets…………………………………………………..180/head
2. Feeds…………………………………………………………….950/sack
3. Food supplements and medicines ………………………………12,600/lot
4. Electricity………………………………………………………..200/mos.
5. Hauling cost……………………………………………………..35/ head
6. Repair and maintenance cost (truck)…………………………….16,795
7. Salary…………………………………………………………….4,500/mos.
8. Other supplies expenses (office supplies)……………………….3,234
9. Transportation & delivery……………………………………….47,500
10. culled hens……………………………………………………...80/ head
11. chicken manure…………………………………………………50/ bag


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Sab-it Poultry Farm

Table 4. Balance sheet (As of 2006-2007 18 months Cycle)

ASSETS VALUE
Current Assets


Cash on Hand
91,627.00

Cash in Bank
80,000.83

Accounts Receivable
71,849.00

Total current Assets

243,476.83
Property, Plant and Equipment


Machineries & Equipment
3,600.00

Less: Accumulated Depreciation
100.00

Layer House
310,000.00

Less: Accumulated Depreciation
31,000.00

Total Property, Plant & Equipment

344,700.00
Total Assets

588,176.83
LIABILITIES AND CAPITAL
Current Liabilities


Accounts Payable
33,994.00

Utilities Payable
3,800.00

Income Tax Payable (5%)
19,813.83

Total Current Liabilities
57,607.83
Owner`s Capital
Samuel Sab-it,
320,000.00

Capital Beginning


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Add: Net Income from the first operation 180,790.00

Less: Capital Withdrawals
29,779.00

Net Capital for second operation

530,569.00
Total Liabilities and Capital

588,176.83
*Source: Based on farm records (2004-2005 cycle, 500 heads)

Computations of the Sab-it Poultry Farm Financial Ratios

A. Measures of Short Term Liquidity


a. Acid Test Ratio
Cash + Net Receivables
Current Liabilities

= 243,476.83
57,607.83

= 4.2

b. Working Capital
Current Assets – Current Liabilities

= 311, 511.83-57, 607.83 - 57,607.83

= 185,869.00

B. Measures of Long-Term Solvency


a. Owner’s Equity to Total Assets
Owner’s Equity
Total Assets

= 530,569.00
588,176.83

= 0.90




b. Total Liabilities to Total Asset
Total Liabilities
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Total Assets

= 57,607.83
588,176.83

= 0.10

c. Owner’s Equity to Total Liabilities
Owner’s Equity
Total Liabilities


= 530,569.00
57,607.83

= 9.2

C. Measures of Profitability


a. Asset Turnover
Sales
Total Assets

= 1,989,505.50
588,176.83

= 3.3


b. Rate of Return on Owner’s Equity
Net Income
Owner’s Equity

= 376,462.68
320,000

= 1.18


c. Rate of Return on Sales
Net Income
Sales

= 376,462.68
1,989,505.50

= 0.19

d. Rate of Return on Capital
Net Income
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Total Assets

= 376,462.68
588,176.83

= 0.64

D. Measures of Efficiency

a. Accounts Receivable Turnover Ratio
Sales
Accounts Receivable

= 1,989,505.50
71,849.00

= 27.7 times

b. Fixed Asset Turnover Ratio
Sales
Net Fixed Assets/ Plant and Equipment

= 1,989,505.50
344,700.00

= 5.8 times

c. Total Asset Turnover Ratio
Sales
Total Asset

= 1,989,505.50
588,176.83
= 3.4 times
 



SUMMARY, CONCLUSION AND RECOMMENDATION
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Summary

The study was conducted from November 2010 to January 2011 at Sapid,
Mankayan, Benguet to document and describe the operations and marketing practices of
the Sab-it Poultry Farm. Interview with the owner, Mr. Samuel Sab-it and use of farm
records were used in gathering data.

The farm gets its feeds, vitamins and stocks from the suppliers who provide the
same to the Benguet State University-Poultry. Layers are fed twice a day with the
recommended requirement amount of 90 grams per head per day. Natural spring water is
provided to the flock. The pullets are not provided with lighting until they reach the age
of 21 weeks. However, the farm does not provide heating because Benguet has a
favorable temperature so the pullets can tolerate the changes of the temperature of the
place.

Eggs are collected twice a day. Eggs are not immediately delivered but, rather,
stored in preparation for scheduled deliveries. Non laying birds are culled and sold in the
market while dead birds are buried.

The farm maintains two batches with 720 heads maintained in the old poultry
house, and 980 heads maintained in the other half of the poultry house (extension). The
actual average production is pegged at 1,200 eggs per day. The farm is estimated market
share in 10.50 percent of estimated demand.

The farm has experienced minor problems such as illnesses but they immediately
address this problem because they monitor the birds regularly. The farm has one poultry
house (sub-divided into two) that could accommodate 1,680 heads. The eggs that it could
produce however are not enough to meet the demand of the consumers.
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A trend analysis on the cyclical egg production shows almost the same production
trend for the 2006 to 2007 cycle financial statements shows good performance in terms of
profitability, liquidity and leverage.

A break-even analysis based on the 2006 to 2007 cycle data suggests that the farm
must produce more than a total of 155,403 eggs to generate operational profits. The
computed average or marginal expenses of Php. 13,990.00 suggests that the farm should
shut down its operations once the weekly marginal sales goes below this value. This
usually happens on the 83rd week of operations at an average.

Conclusions

Based from the findings of the study, the following conclusions were made:

1. The Sab-it poultry farm follows the recommended requirement on feeding,
light management as well as the facilities. However, declining performance is observed in
old cages. Current facilities are not conducive to maximizing production.

2. Production is in levels that can only serve a small portion of the total market
demand. This indicates potentials for increasing production for the farm to cater to the
needs of the locality.

3. The financial performance of the farm shows good results. However, a
marginal analysis shows that the farm continues to operate beyond its shut down point
thereby incurring additional unnecessary costs. This indicates that there is still room for
the improving the farm`s profitability based on current operations.


Recommendations

Based from the findings of this study, the following recommendations were made:
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1. There is an increasing demand for fresh egg produce in the community so the
owner of the farm should increase the number of pullets and expand the poultry house for
them to be able to supply the demands, and at the same time take advantage of economies
of scale making it possible to decrease the selling price.

2. An improvement of current facilities (cages) is recommended to improve on
production performance or efficiency.

3. Based on the break-even analysis, the poultry should stop the operations after
the 83rd week to avoid inefficient use of resources and unnecessary additional expenses.

4. The poultry farm has to schedule for a new cycle or explore other methods to
increase production.
 
 
 
 
 
 
 
 
 
 
 
 




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43
LITERATURE CITED


ANONYMOUS, ND. Poultry Production. Retrieved August 10, 2010 from
http://www.poultry_layer_production.comx

BUREAU OF AGRICULTURAL RESEARCH. 2005. Production and Business Guide on
Egg Layers Retrieved September 19, 2010 from http://www.mixph.com/200810/
Layers-production-and-business-guide.html

DAGOON, J. D. 1990. Poultry, Swine and Goat Production. Rex Book Store 856
Nicanor Reyes,Sr. St. Manila, Philippines. P.14

GILLESPIE, J. R. and FLANDERS, F.B. 2010. Modern Livestock and Poultry
Production, Eight Edition. Delmar, Cencage Learning, 5 Maxwel Drive Clifton
Park, NY, USA. P. 721.

KEKEOCHA, S. A. 1985. Egg Production. Retrieved October 8, 2010 from
http://www.fao.org/DOCREP/005/Y4628E/y4628e03.html

HAWKINS, D. S. 2004. The Structure and Dynamics of the Egg Layer Industry.
August 10, 2010 from http;//www.poultryhub.org/index.php/Chicken layer
industry#History of egg_market_control_in_Australia

JADHAV, NV. and SIDDIQUI, MF. 2007. Handbook of Poultry Production and
management. Pp. 119-122 and 150-151

MANUAL OF COMMERCIAL MANAGEMENT POULTRY GUIDE, 2000. Shaver
Egg Production. Pp. 5-14.

MCELROY, A. 2009.Management Requirements for Laying Flocks. Retrieved October
10, 2010 from http://pubs.ext.vt.edu/2902/2902-1085/2902-1085.pdf

PCARRD, 1976. The Philippine Recommends Series for Broiler, Egg and Duck
Production.


 
 
 
 
 
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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44
APPENDICES
APPENDIX A
Letter to the Respondents

COLLEGE OF AGRICULTURE
Department of Agricultural Economics and Agribusiness Management
Benguet State University
La Trinidad, Benguet


Dear Respondent,

The undersigned is in the process of writing her research proposal entitled “A
Case Study on the Production and Marketing Operations of Sab-it poultry Farm” in
partial fulfillment of the requirement of the department.

In this connection, please allow me to gather information on your farm`s
operations and development. This researcher would, hence like to request a series of
interview with you and visits to your poultry farm.

Please be assured that data gathered from you will be treated with utmost
professionalism.

Thank you for your cooperation and approval on this request.








Respectfully Yours,








ABELIA C. MOLECIO
Researcher




Noted by:
CLIFTON D. LLANES
Adviser
A Case Study on the Production and Marketing Operations of

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45
APPENDIX B

Interview Guide

Name of business: _____________________
Proprietor: _________________
Highest educational attainment: __________________
I. Operational Activities


Management of layer farm:
1. In housing system of the layer, what type of cages do you use?
- Floor space per bird
2. What capacity of the layer cages per bird?
3. Provision for lighting and how?
4. For heating, what and how is temperature maintained?
5. Provision for ventilation?
6. What time(s) do you usually collect eggs a day? Why?
7. In feeding system of the layer, how many times do you fed the layer?
8. Source of feeds? Other materials and supplies? Reason for choice of supplier.
9. How are birds fed? What are the equipment and system?
10. What is the schedule, how much and what is being fed?
11. Provision for water? Source?


II. Production

1. How much is your investment on pullets?
2. Where were the technologies acquired?
3. Number of pullets? How much is the price per bird? Mortality rate?
4. Current production volume per harvesting egg
Volume (Cases)

(Per tray)
Age of bird
Productivity (Number of eggs/time)

5. What pests/diseases are experienced and how are these controlled/treated/
prevented?
6. When are birds disposed? Why? How?


III. Marketing

1. What usual time of delivery?
A Case Study on the Production and Marketing Operations of

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46
2. Volume of delivery
3. Mode of delivery?
4. Mode of payment?
5. How do you promote your product?
-Where is your market outlet? Reason for choice of outlet.
- Price per cases? Per tray? What is your basis?
- Quality of the product.


IV. What problems are met in the production and marketing of egg products in your
locality?

A. Problems encountered in production?
A. Production operations:

- How do you maintain/ manage the flock?

- Maintaining housing/facilities

- Inventory management

B. Problems encountered in marketing?
 
 
 
-Demand?


Costs:
1. Materials
-feeds
-stocks
-vitamins and supplements
2. Labor
-administrative
manager
-production
3. Overhead
-electricity
-water
4. Depreciation
-house
-equipment

Return:

-Sales per time period







A Case Study on the Production and Marketing Operations of

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47
APPENDIX C

Egg Production and Sales on Different Cycles


H&N Egg Production (986 heads, 2006-2007 cycle)
AGE IN
EXTRA
WEEKS PEWEE SMALL MEDIUM LARGE
JUMBO TOTAL
LARGE

0-19wk
wk 20
65
28
2
1
0
0
96
wk 21
234
414
84
3
4
0
739
wk 22
288
1204
580
22
9
8
2111
wk 23
301
1952
1931
134
21
28
4367
wk 24
172
2319
3098
331
20
39
5979
wk 25
21
1126
4212
958
27
58
6402
wk 26
5
622
4148
1562
45
54
6436
wk 27
2
420
3703
2162
99
39
6425
wk 28
3
191
2667
2443
164
35
5503
wk 29
4
141
2608
3156
325
53
6287
wk 30
3
109
2167
3522
430
56
6287
wk 31
7
89
2096
3679
492
52
6415
wk 32
2
35
1651
3782
787
67
6324
wk 33
3
48
1638
3828
722
45
6284
wk 34
4
22
1465
3841
894
58
6284
wk 35
1
35
1274
3833
1069
73
6285
wk 36
0
17
987
3687
1495
97
6283
wk 37
7
8
1115
3683
1357
69
6239
wk 38
4
19
968
3654
1341
96
6082
wk 39
1
27
1043
3590
1389
86
6136
wk 40
2
30
973
3413
1536
110
6064
wk 41
0
13
633
3266
1857
130
5899
wk 42
0
11
740
3160
1689
178
5778
wk 43
2
8
561
3155
1875
153
5754
wk 44
2
8
698
3091
1957
159
5915
wk 45
1
9
815
3095
1868
148
5936
wk 46
3
7
514
3146
2078
183
5931
wk 47
1
14
752
3227
1800
188
5982
wk 48
1
14
630
3135
1908
226
5914
wk 49
0
4
344
2791
2323
401
5863
wk 50
1
11
435
2614
2264
457
5782
wk 51
3
5
415
2569
2435
371
5798
wk 52
2
2
241
2481
2611
426
5763
wk 53
0
3
392
2531
2400
370
5696
wk 54
1
5
461
2541
2311
379
5698
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wk 55
2
8
451
2629
2230
357
5677
wk 56
1
4
262
2312
2514
579
5672
wk 57
4
14
301
2458
2408
549
5734
wk 58
4
6
420
2497
2233
380
5540
wk 59
2
1
338
2135
1857
334
4667
wk 60
3
10
266
2207
2382
566
5434
wk 61
4
11
210
2050
2470
725
5470
wk 62
3
6
183
1992
2495
783
5462
wk 63
0
2
339
2241
2381
472
5435
wk 64
1
6
259
2218
2398
604
5486
wk 65
2
4
189
1920
2536
715
5366
wk 66
0
2
237
1971
2522
552
5284
wk 67
1
2
203
1957
2537
589
5289
wk 68
2
3
222
1722
2633
609
5191
wk 69
1
2
131
1542
2510
990
5176
wk 70
4
1
145
1522
2386
973
5031
wk 71
1
7
112
1442
2317
1121
5000
wk 72
2
2
92
1252
2522
1100
4970
wk 73
4
1
109
1395
2402
939
4850
wk 74
1
4
79
1249
2693
818
4844
wk 75
4
2
159
1330
2336
869
4700
wk 76
1
0
90
1292
2453
894
4730
wk 77
2
5
157
1365
2351
818
4698
wk 78
1
3
105
1332
2327
822
4590
wk 79
0
3
150
1172
2429
750
4504
wk 80
1
2
96
1233
2253
908
4493
wk 81
3
0
138
1268
2216
827
4452
wk 82
5
0
112
1323
2203
714
4357
wk 83
4
2
101
1286
1951
842
4186
wk 84
1
0
95
1137
2130
782
4145
wk 85
0
2
123
1239
1966
805
4135
wk 86
3
1
114
1182
1887
800
3987
wk 87
3
3
80
1050
1947
863
3946
wk 88
2
2
86
951
1859
977
3877
wk 89
2
3
63
986
1824
964
3842
wk 90
1
1
75
834
1818
1037
3766
wk 91
3
1
52
787
1847
983
3673
wk 92
1
1
61
953
1724
918
3658
wk 93
3
1
78
545
1954
935
3516
wk 94
4
1
89
627
1696
901
3318
wk 95
0
3
54
492
1629
915
3093
wk 96
0
2
65
604
1571
861
3103
wk 97
2
1
53
736
1472
685
2949
wk 98
1
1
66
628
1499
609
2804
wk 99
2
1
51
631
1534
546
2765
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wk 100
2
1
35
534
1339
566
2477
wk 101
2
3
19
527
1189
639
2379
wk 102
3
3
35
608
1104
565
2318
wk 103
1
4
28
489
1138
528
2188
wk 104
2
5
42
527
1096
488
2160
wk 105
2
5
42
473
1052
479
2053
wk 106
0
2
31
418
948
520
1919
wk 107
0
2
38
322
862
548
1772
wk 108
2
1
21
312
783
591
1710
wk 109
0
2
28
329
667
592
1618
wk 110
2
2
15
236
682
568
1505
wk 111
1
1
21
252
594
556
1425
wk 112
1
1
17
205
557
435
1216
wk 113
0
0
26
237
580
315
1158
wk 114
0
0
12
70
168
129
379


Sales on H&N (2006-2007 cycle)
AGE IN
EXTRA
WEEKS
PEWEE SMALL
MEDIUM LARGE
JUMBO TOTAL
LARGE

0-19 wk


wk 20
195.00 98.00
8.00
4.50
-
-
305.50


wk 21
702.00 1,449.00
336.00
13.50
20.00
-
2,520.50


wk 22
864.00 4,214.00
2,320.00
99.00
45.00
48.00
7,590.00



wk 23
903.00 6,832.00
7,724.00
603.00
105.00
168.00
16,335.00



wk 24
516.00 8,116.50
12,392.00
1,489.50
100.00
234.00
22,848.00



wk 25
63.00 3,941.00
16,848.00
4,311.00
135.00
348.00
25,646.00



wk 26
15.00 2,177.00
16,592.00
7,029.00
225.00
324.00
26,362.00



wk 27
6.00 1,470.00
14,812.00
9,729.00
495.00
234.00
26,746.00



wk 28
9.00 668.50
10,668.00
10,993.50 820.00
210.00
23,369.00



wk 29
12.00 493.50
10,432.00
14,202.00 1,625.00 318.00
27,082.50



wk 30
9.00 381.50
8,668.00
15,849.00 2,150.00 336.00
27,393.50



wk 31
21.00 311.50
8,384.00
16,555.50 2,460.00 312.00
28,044.00



wk 32
6.00 122.50
6,604.00
17,019.00 3,935.00 402.00
28,088.50
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wk 33
9.00 168.00
6,552.00
17,226.00 3,610.00 270.00
27,835.00



wk 34
12.00 77.00
5,860.00
17,284.50 4,470.00 348.00
28,051.50







wk 35
3.00 122.50
5,096.00
17,248.50
5,345.00 438.00
28,253.00








wk 36
-
59.50
3,948.00
16,591.50
7,475.00 582.00
28,656.00



wk 37
21.00 28.00
4,460.00
16,573.50 6,785.00 414.00
28,281.50



wk 38
12.00 66.50
3,872.00
16,443.00 6,705.00 576.00
27,674.50



wk 39
3.00 94.50
4,172.00
16,155.00 6,945.00 516.00
27,885.50



wk 40
6.00 105.00
3,892.00
15,358.50 7,680.00 660.00
27,701.50



wk 41
- 45.50
2,532.00
14,697.00 9,285.00 780.00
27,339.50



wk 42
- 38.50
2,960.00
14,220.00 8,445.00 1,068.00 26,731.50



wk 43
6.00 28.00
2,244.00
14,197.50 9,375.00 918.00
26,768.50



wk 44
6.00 28.00
2,792.00
13,909.50 9,785.00 954.00
27,474.50



wk 45
3.00 31.50
3,260.00
13,927.50 9,340.00 888.00
27,450.00



wk 46
9.00 24.50
2,056.00
14,157.00 10,390.00 1,098.00 27,734.50



wk 47
3.00 49.00
3,008.00
14,521.50 9,000.00 1,128.00 27,709.50



wk 48
3.00 49.00
2,520.00
14,107.50 9,540.00 1,356.00 27,575.50



wk 49
- 14.00
1,376.00
12,559.50 11,615.00 2,406.00 27,970.50



wk 50
3.00 38.50
1,740.00
11,763.00 11,320.00 2,742.00 27,606.50



wk 51
9.00 17.50
1,660.00
11,560.50 12,175.00 2,226.00 27,648.00



wk 52
6.00 7.00
964.00
11,164.50 13,055.00 2,556.00 27,752.50



wk 53
- 10.50
1,568.00
11,389.50 12,000.00 2,220.00 27,188.00



wk 54
3.00 17.50
1,844.00
11,434.50 11,555.00 2,274.00 27,128.00



wk 55
6.00 28.00
1,804.00
11,830.50 11,150.00 2,142.00 26,960.50



wk 56
3.00 14.00
1,048.00
10,404.00 12,570.00 3,474.00 27,513.00



wk 57
12.00 49.00
1,204.00
11,061.00 12,040.00 3,294.00 27,660.00








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wk 58
12.00 21.00
1,680.00
11,236.50 11,165.00 2,280.00 26,394.50



wk 59
6.00 3.50
1,352.00
9,607.50
9,285.00 2,004.00 22,258.00



wk 60
9.00 35.00
1,064.00
9,931.50
11,910.00 3,396.00 26,345.50



wk 61
12.00 38.50
840.00
9,225.00
12,350.00 4,350.00 26,815.50



wk 62
9.00 21.00
732.00
8,964.00
12,475.00 4,698.00 26,899.00



wk 63
- 7.00
1,356.00
10,084.50 11,905.00 2,832.00 26,184.50



wk 64
3.00 21.00
1,036.00
9,981.00
11,990.00 3,624.00 26,655.00



wk 65
6.00 14.00
756.00
8,640.00
12,680.00 4,290.00 26,386.00



wk 66
- 7.00
948.00
8,869.50
12,610.00 3,312.00 25,746.50



wk 67
3.00 7.00
812.00
8,806.50
12,685.00 3,534.00 25,847.50



wk 68
6.00 10.50
888.00
7,749.00
13,165.00 3,654.00 25,472.50



wk 69
3.00 7.00
524.00
6,939.00
12,550.00 5,940.00 25,963.00



wk 70
12.00 3.50
580.00
6,849.00
11,930.00 5,838.00 25,212.50



wk 71
3.00 24.50
448.00
6,489.00
11,585.00 6,726.00 25,275.50



wk 72
6.00 7.00
368.00
5,634.00
12,610.00 6,600.00 25,225.00



wk 73
12.00 3.50
436.00
6,277.50
12,010.00 5,634.00 24,373.00



wk 74
3.00 14.00
316.00
5,620.50
13,465.00 4,908.00 24,326.50



wk 75
12.00 7.00
636.00
5,985.00
11,680.00 5,214.00 23,534.00



wk 76
3.00 -
360.00
5,814.00
12,265.00 5,364.00 23,806.00



wk 77
6.00 17.50
628.00
6,142.50
11,755.00 4,908.00 23,457.00



wk 78
3.00 10.50
420.00
5,994.00
11,635.00 4,932.00 22,994.50



wk 79
- 10.50
600.00
5,274.00
12,145.00 4,500.00 22,529.50



wk 80
3.00 7.00
384.00
5,548.50
11,265.00 5,448.00 22,655.50



wk 81
9.00 -
552.00
5,706.00
11,080.00 4,962.00 22,309.00



wk 82
15.00 -
448.00
5,953.50
11,015.00 4,284.00 21,715.50



wk 83
12.00 7.00
404.00
5,787.00
9,755.00 5,052.00 21,017.00
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wk 84
3.00 -
380.00
5,116.50
10,650.00 4,692.00 20,841.50







wk 85
s- 7.00
492.00
5,575.50
9,830.00 4,830.00 20,734.50








wk 86
9.00 3.50
456.00
5,319.00
9,435.00 4,800.00 20,022.50








wk 87
9.00 10.50
320.00
4,725.00
9,735.00 5,178.00 19,977.50



wk 88
6.00 7.00
344.00
4,279.50
9,295.00 5,862.00 19,793.50



wk 89
6.00 10.50
252.00
4,437.00
9,120.00 5,784.00 19,609.50



wk 90
3.00 3.50
300.00
3,753.00
9,090.00 6,222.00 19,371.50



wk 91
9.00 3.50
208.00
3,541.50
9,235.00 5,898.00 18,895.00



wk 92
3.00 3.50
244.00
4,288.50
8,620.00 5,508.00 18,667.00



wk 93
9.00 3.50
312.00
2,452.50
9,770.00 5,610.00 18,157.00



wk 94
12.00 3.50
356.00
2,821.50
8,480.00 5,406.00 17,079.00



wk 95
- 10.50
216.00
2,214.00
8,145.00 5,490.00 16,075.50



wk 96
- 7.00
260.00
2,718.00
7,855.00 5,166.00 16,006.00



wk 97
6.00 3.50
212.00
3,312.00
7,360.00 4,110.00 15,003.50



wk 98
3.00 3.50
264.00
2,826.00
7,495.00 3,654.00 14,245.50



wk 99
6.00 3.50
204.00
2,839.50
7,670.00 3,276.00 13,999.00



wk 100
6.00 3.50
140.00
2,403.00
6,695.00 3,396.00 12,643.50



wk 101
6.00 10.50
76.00
2,371.50
5,945.00 3,834.00 12,243.00



wk 102
9.00 10.50
140.00
2,736.00
5,520.00 3,390.00 11,805.50



wk 103
3.00 14.00
112.00
2,200.50
5,690.00 3,168.00 11,187.50



wk 104
6.00 17.50
168.00
2,371.50
5,480.00 2,928.00 10,971.00



wk 105
6.00 17.50
168.00
2,128.50
5,260.00 2,874.00 10,454.00



wk 106
- 7.00
124.00
1,881.00
4,740.00 3,120.00 9,872.00



wk 107
- 7.00
152.00
1,449.00
4,310.00 3,288.00 9,206.00



wk 108
6.00 3.50
84.00
1,404.00
3,915.00 3,546.00 8,958.50








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wk 109
-
7.00
112.00
1,480.50
3,335.00 3,552.00 8,486.50



wk 110
6.00 7.00
60.00
1,062.00
3,410.00 3,408.00 7,953.00



wk 111
3.00 3.50
84.00
1,134.00
2,970.00 3,336.00 7,530.50



wk 112
3.00 3.50
68.00
922.50
2,785.00 2,610.00 6,392.00



wk 113
- -
104.00
1,066.50
2,900.00 1,890.00 5,960.50



wk 114
- -
48.00
315.00
840.00
774.00
1,977.00


Shaver Egg Production (711 heads, 2006-2008 cycle)

AGE IN
EXTRA
PEWEE SMALL MEDIUM LARGE
JUMBO TOTAL
WEEKS
LARGE
0-19 wk
wk 20
20
0
0
0
0
0
20
wk 21
87
0
0
0
0
0
87
wk 22
56
110
27
0
4
1
198
wk 23
122
444
232
5
5
1
809
wk 24
172
911
689
49
5
9
1835
wk 25
109
1086
1716
234
6
11
3162
wk 26
32
897
2594
458
12
22
4015
wk 27
14
763
2898
655
15
28
4373
wk 28
3
302
2738
1287
71
24
4425
wk 29
8
226
2852
1356
62
22
4526
wk 30
6
229
2396
1729
110
25
4495
wk 31
2
207
2390
1694
130
23
4446
wk 32
0
137
2096
1987
218
19
4457
wk 33
3
124
1706
2259
287
26
4405
wk 34
1
81
1598
2262
343
27
4312
wk 35
3
36
1382
2455
403
23
4302
wk 36
0
24
1272
2432
487
30
4245
wk 37
4
13
1424
2238
505
21
4205
wk 38
2
17
1592
2056
449
17
4133
wk 39
2
19
1174
2367
566
24
4152
wk 40
1
21
1120
2422
442
28
4034
wk 41
1
7
1166
2202
537
17
3930
wk 42
1
25
916
2302
526
23
3793
wk 43
1
9
1197
2034
460
22
3723
wk 44
0
12
821
2226
534
26
3619
wk 45
2
25
845
1989
631
26
3518
wk 46
5
31
850
2060
420
28
3394
wk 47
1
16
707
1821
807
31
3383
wk 48
4
19
761
2159
454
21
3418
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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54
wk 49
1
25
1022
1952
396
18
3414
wk 50
1
17
802
1993
516
29
3358
wk 51
2
11
831
2049
461
16
3370
wk 52
3
3
636
2090
580
42
3354
wk 53
0
6
665
2096
566
37
3370
wk 54
0
9
641
1931
702
43
3326
wk 55
2
19
712
1961
575
25
3294
wk 56
1
20
733
1822
650
28
3254
wk 57
0
19
716
1575
835
62
3207
wk 58
2
36
1033
1638
404
13
3126
wk 59
0
23
718
1387
545
31
2704
wk 60
0
57
1016
1785
273
14
3145
wk 61
1
21
898
1773
353
25
3071
wk 62
3
29
798
1765
478
32
3105
wk 63
2
23
696
1836
469
30
3056
wk 64
3
16
733
1755
471
18
2996
wk 65
2
27
707
1731
459
25
2951
wk 66
1
14
742
1692
436
34
2919
wk 67
4
24
661
1658
523
31
2901
wk 68
2
31
656
1690
432
47
2858
wk 69
0
16
585
1634
549
34
2818
wk 70
0
15
497
1610
597
49
2768
wk 71
3
19
537
1523
593
49
2724
wk 72
0
26
415
1517
604
82
2644
wk 73
2
18
444
1492
613
81
2650
wk 74
0
15
352
1472
660
106
2605
wk 75
3
14
405
1442
712
93
2669
wk 76
1
2
505
1314
761
88
2671
wk 77
0
6
340
1427
698
102
2573
wk 78
1
4
267
1308
780
105
2465
wk 79
0
5
297
1179
771
104
2356
wk 80
1
11
286
1217
740
103
2358
wk 81
3
10
324
1175
681
132
2325
wk 82
3
11
293
1206
583
125
2221
wk 83
1
7
326
1160
593
121
2208
wk 84
0
2
244
1045
639
122
2052
wk 85
2
5
198
883
515
106
1709
wk 86
0
6
170
643
520
169
1508
wk 87
0
9
147
791
492
114
1553
wk 88
1
4
113
731
612
132
1593
wk 89
0
4
119
666
638
134
1561
wk 90
1
5
94
737
513
80
1430
wk 91
1
3
104
537
519
130
1294
wk 92
0
1
95
490
394
75
1055
wk 93
0
1
79
354
304
78
816
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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55
wk 94
0
0
61
352
218
48
679
wk 95
0
0
48
275
170
51
544
wk 96
0
0
36
227
158
48
469
wk 97
0
0
22
173
157
39
391
wk 98
0
0
19
109
110
22
260
wk 100
0
0
10
54
32
6
102


Sales on Shaver (2006-2008 cycle)

AGE IN
EXTRA

PEWEE
SMALL MEDIUM LARGE
TOTAL
WEEKS
LARGE
JUMBO
0-19wk

wk 20
60.00
- - -
-
- 60.00

wk 21
261.00
- - -
-
- 261.00


wk 22
168.00
440.00
121.50 -
22.00
6.00 757.50



wk 23
366.00
1,776.00 1,044.00
25.00
27.50
6.00 3,244.50



wk 24
516.00
3,644.00 3,100.50
245.00
27.50
54.00
7,587.00



wk 25
516.00
3,644.00 3,100.50
245.00
27.50
54.00
7,587.00



wk 26
96.00
3,588.00 11,673.00 2,290.00
66.00
132.00
17,845.00



wk 27
42.00
3,052.00 13,041.00 3,275.00
82.50
168.00
19,660.50




wk 28
9.00
1,208.00 12,321.00 6,435.00
390.50
144.00
20,507.50




wk 29
24.00
904.00
12,834.00 6,780.00
341.00
132.00
21,015.00




wk 30
18.00
916.00
10,782.00 8,645.00
605.00
150.00
21,116.00




wk 31
6.00
828.00
10,755.00 8,470.00
715.00
138.00
20,912.00




wk 32
-
548.00
9,432.00
9,935.00
1,199.00
114.00
21,228.00




wk 33
9.00
496.00
7,677.00
11,295.00
1,578.50
156.00
21,211.50




wk 34
3.00
324.00
7,191.00
11,310.00
1,886.50
162.00
20,876.50




wk 35
9.00
144.00
6,219.00
12,275.00
2,216.50
138.00
21,001.50




wk 36
-
96.00
5,724.00
12,160.00
2,678.50
180.00
20,838.50








wk 37
12.00
52.00
6,408.00
11,190.00
2,777.50
126.00
20,565.50








A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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56
wk 38
6.00
68.00
7,164.00
10,280.00
2,469.50
102.00
20,089.50








wk 39
6.00
76.00
5,283.00
11,835.00
3,113.00
144.00
20,457.00




wk 40
3.00
84.00
5,040.00
12,110.00
2,431.00
168.00
19,836.00








wk 41
3.00
28.00
5,247.00
11,010.00
2,953.50
102.00
19,343.50




wk 42
3.00
100.00
4,122.00
11,510.00
2,893.00
138.00
18,766.00




wk 43
3.00
36.00
5,386.50
10,170.00
2,530.00
132.00
18,257.50




wk 44
-
48.00
3,694.50
11,130.00
2,937.00
156.00
17,965.50




wk 45
6.00
100.00
3,802.50
9,945.00
3,470.50
156.00
17,480.00




wk 46
15.00
124.00
3,825.00
10,300.00
2,310.00
168.00
16,742.00




wk 47
3.00
64.00
3,181.50
9,105.00
4,438.50
186.00
16,978.00




wk 48
12.00
76.00
3,424.50
10,795.00
2,497.00
126.00
16,930.50




wk 49
3.00
100.00
4,599.00
9,760.00
2,178.00
108.00
16,748.00




wk 50
3.00
68.00
3,609.00
9,965.00
2,838.00
174.00
16,657.00




wk 51
6.00
44.00
3,739.50
10,245.00
2,535.50
96.00
16,666.00




wk 52
9.00
12.00
2,862.00
10,450.00
3,190.00
252.00
16,775.00




wk 53
-
24.00
2,992.50
10,480.00
3,113.00
222.00
16,831.50




wk 54
-
36.00
2,884.50
9,655.00
3,861.00
258.00
16,694.50




wk 55
6.00
76.00
3,204.00
9,805.00
3,162.50
150.00
16,403.50




wk 56
3.00
80.00
3,298.50
9,110.00
3,575.00
168.00
16,234.50




wk 57
-
76.00
3,222.00
7,875.00
4,592.50
372.00
16,137.50




wk 58
6.00
144.00
4,648.50
8,190.00
2,222.00
78.00
15,288.50




wk 59
-
92.00
3,231.00
6,935.00
2,997.50
186.00
13,441.50




wk 60
-
228.00
4,572.00
8,925.00
1,501.50
84.00
15,310.50




wk 61
3.00
84.00
4,041.00
8,865.00
1,941.50
150.00
15,084.50




wk 62
9.00
116.00
3,591.00
8,825.00
2,629.00
192.00
15,362.00




wk 63
6.00
92.00
3,132.00
9,180.00
2,579.50
180.00
15,169.50
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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57








wk 64
9.00
64.00
3,298.50
8,775.00
2,590.50
108.00
14,845.00








wk 65
6.00
108.00
3,181.50
8,655.00
2,524.50
150.00
14,625.00




wk 66
3.00
56.00
3,339.00
8,460.00
2,398.00
204.00
14,460.00




wk 67
12.00
96.00
2,974.50
8,290.00
2,876.50
186.00
14,435.00




wk 68
6.00
124.00
2,952.00
8,450.00
2,376.00
282.00
14,190.00




wk 69
-
64.00
2,632.50
8,170.00
3,019.50
204.00
14,090.00




wk 70
-
60.00
2,236.50
8,050.00
3,283.50
294.00
13,924.00




wk 71
9.00
76.00
2,416.50
7,615.00
3,261.50
294.00
13,672.00




wk 72
-
104.00
1,867.50
7,585.00
3,322.00
492.00
13,370.50




wk 73
6.00
72.00
1,998.00
7,460.00 3,371.50
486.00
13,393.50




wk 74
-
60.00
1,584.00
7,360.00
3,630.00
636.00
13,270.00




wk 75
9.00
56.00
1,822.50
7,210.00
3,916.00
558.00
13,571.50




wk 76
3.00
8.00
2,272.50
6,570.00
4,185.50
528.00
13,567.00




wk 77
-
24.00
1,530.00
7,135.00
3,839.00
612.00
13,140.00




wk 78
3.00
16.00
1,201.50
6,540.00
4,290.00
630.00
12,680.50




wk 79
-
20.00
1,336.50
5,895.00
4,240.50
624.00
12,116.00




wk 80
3.00
44.00
1,287.00
6,085.00
4,070.00
618.00
12,107.00




wk 81
9.00
40.00
1,458.00
5,875.00
3,745.50
792.00
11,919.50




wk 82
9.00
44.00
1,318.50
6,030.00
3,206.50
750.00
11,358.00




wk 83
3.00
28.00
1,467.00
5,800.00
3,261.50
726.00
11,285.50




wk 84
-
8.00
1,098.00
5,225.00
3,514.50
732.00
10,577.50



wk 85
6.00
20.00
891.00 4,415.00
2,832.50
636.00
8,800.50



wk 86
-
24.00
765.00 3,215.00
2,860.00
1,014.00 7,878.00



wk 87
-
36.00
661.50 3,955.00
2,706.00
684.00
8,042.50








wk 88
3.00
16.00
508.50 3,655.00
3,366.00
792.00
8,340.50








A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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58
wk 89
-
16.00
535.50 3,330.00 3,509.00
804.00
8,194.50








wk 90
3.00
20.00
423.00 3,685.00
2,821.50
480.00
7,432.50



wk 91
3.00
12.00
468.00 2,685.00
2,854.50
780.00
6,802.50



wk 92
-
4.00
427.50 2,450.00
2,167.00
450.00
5,498.50



wk 93
-
4.00
355.50 1,770.00
1,672.00
468.00
4,269.50


wk 94
-
-
274.50 1,760.00 1,199.00
288.00
3,521.50


wk 95
-
-
216.00 1,375.00 935.00
306.00
2,832.00


wk 96
-
-
162.00 1,135.00 869.00
288.00
2,454.00


wk 97
-
-
99.00 865.00
863.50
234.00
2,061.50


wk 98
-
-
85.50 545.00
605.00
132.00
1,367.50


wk 100 -
-
45.00 270.00
176.00
36.00
527.00


Lohmann Egg Production (1010 heads, 2008-2009 cycle)

AGE IN
EXTRA
PEWEE SMALL
MEDIUM LARGE
JUMBO TOTAL
WEEKS
LARGE
0-19 wk
137
50
0
1
0
0
188
wk 20
292
452
25
3
8
0
780
wk 21
377
1403
445
14
17
7
2263
wk 22
224
1908
1815
102
23
35
4107
wk 23
80
1691
3169
342
14
54
5350
wk 24
35
1163
4051
723
27
50
6049
wk 25
8
730
4215
1258
33
63
6307
wk 26
4
406
3872
1940
89
69
6380
wk 27
7
546
3856
1863
72
52
6396
wk 28
0
468
3878
1860
51
39
6296
wk 29
0
253
3468
2348
107
41
6217
wk 30
1
265
3283
2492
147
33
6221
wk 31
0
176
2706
2975
300
36
6193
wk 32
1
94
2245
3414
424
37
6215
wk 33
1
74
1903
3462
673
45
6158
wk 34
0
84
2123
3391
517
38
6153
wk 35
2
62
2110
3271
570
39
6054
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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59
wk 26
0
35
1628
3590
781
68
6102
wk 27
0
38
1279
3756
964
82
6119
wk 28
3
40
1645
3398
850
79
6015
wk 29
0
50
1640
3441
818
70
6019
wk 30
0
72
1660
3398
830
64
6024
wk 31
0
41
1588
3434
867
76
6006
wk 32
2
47
1487
3411
995
87
6029
wk 33
1
24
1268
3470
1072
101
5936
wk 34
0
25
1315
3427
1063
89
5919
wk 35
0
55
1478
3362
1111
52
6058
wk 36
1
56
1498
3260
1112
64
5991
wk 37
0
66
1395
3245
1245
172
6123
wk 38
0
46
1376
3174
1279
372
6247
wk 39
0
53
1245
2766
1524
522
6110
wk 40
1
68
886
2388
1953
590
5886
wk 41
3
49
867
2000
2316
592
5827
wk 42
0
65
856
2014
2236
594
5765
wk 43
0
57
820
1903
2178
589
5547
wk 44
0
65
879
1899
2082
596
5521
wk45 1
50
857
1860
2068
587
5423
wk 46
2
63
801
1938
2003
590
5397
wk 47
1
48
795
1911
2001
578
5334
wk 48
1
50
767
1888
2010
576
5292
wk 48
2
1
734
1978
2183
566
5464
wk 50
0
10
710
1955
2382
566
5623
wk 51
0
11
690
1898
2470
555
5624
wk 52
2
8
698
1876
1957
545
5086
wk 53
1
2
689
1670
2244
546
5152
wk 54
2
2
675
1578
2110
554
4921
wk 55
0
2
650
1478
1998
552
4680
wk 56
1
2
628
1445
1990
560
4626
wk 57
1
2
591
1276
1987
555
4412
wk 58
1
2
581
1265
1956
551
4356
wk59 1
2
490
1245
1945
547
4230
wk 60
1
2
461
1220
1930
541
4155
wk 61
1
7
412
1198
1890
539
4047
wk 62
0
1
387
1179
1878
537
3982
wk 63
0
1
356
1168
1856
539
3920
wk 64
1
2
320
1330
1845
531
4029
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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60
wk 65
0
2
309
1330
1837
520
3998
wk 66
0
2
287
1298
1838
516
3941
wk 67
1
5
267
1267
1810
510
3860
wk 68
1
5
230
1286
1798
509
3829
wk 69
0
3
210
1178
1765
499
3655
wk 70
0
3
165
1194
1756
488
3606
wk 71
0
15
156
1472
1745
478
3866
wk 72
0
0
134
1268
1657
472
3531
wk 73
0
0
116
1268
1653
465
3502
wk 74
1
0
112
1268
1612
466
3459
wk 75
0
2
109
1108
1578
456
3253
wk 76
0
1
94
1112
1467
446
3120
wk 77
0
1
67
1009
1302
439
2818
wk 78
0
1
24
980
1202
434
2641
wk 79
0
3
19
978
1101
421
2522
wk 80
0
1
14
631
980
389
2015
wk 81
0
3
12
527
862
367
1771
wk 82
0
1
10
205
698
345
1259
wk 83
0
0
9
237
580
315
1141
wk 84
0
1
4
228
498
278
1009
wk 85
0
0
2
198
431
245
876
wk 86
0
1
3
167
385
219
775
wk 87
0
0
2
141
351
167
661
wk 88
0
0
2
145
301
150
598
wk 89
0
1
1
132
218
114
466
wk 90
0
0
2
70
168
98
338


Sales on Lohmann (2008-2009 cycle)

AGE IN
EXTRA
PEWEE SMALL MEDIUM LARGE
JUMBO TOTAL
WEEKS
LARGE



0-19 wks 411.00
200.00
- 5.50 -
-
616.50



wk 20
876.00
1,808.00 125.00 16.50 44.80 -
2,870.30



wk 21
1,131.00 5,612.00 2,225.00 77.00 95.20 49.00 9,189.20



wk 22
672.00
7,632.00 9,075.00 561.00 128.80 245.00 18,313.80



wk 23
240.00
6,764.00 15,845.00 1,881.00 78.40 378.00 25,186.40








A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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61
wk 24
105.00
4,652.00 20,255.00 3,976.50 151.20 350.00 29,489.70




wk 25
24.00
2,920.00 21,075.00 6,919.00 184.80 441.00 31,563.80




wk 26
12.00
1,624.00
19,360.00 10,670.00 498.40 483.00 32,647.40




wk 27
21.00
2,184.00
19,280.00 10,246.50 403.20 364.00 32,498.70



wk 28
-
1,872.00
19,390.00 10,230.00 285.60 273.00 32,050.60



wk 29
-
1,012.00
17,340.00 12,914.00 599.20 287.00 32,152.20




wk 30
3.00
1,060.00
16,415.00 13,706.00 823.20 231.00 32,238.20



wk 31
-
704.00
13,530.00 16,362.50 1,680.00 252.00 32,528.50




wk 32
3.00
376.00
11,225.00 18,777.00 2,374.40 259.00 33,014.40




wk 33
3.00
296.00
9,515.00 19,041.00 3,768.80 315.00 32,938.80



wk 34
-
336.00
10,615.00 18,650.50 2,895.20 266.00 32,762.70




wk 35
6.00
248.00
10,550.00 17,990.50 3,192.00 273.00 32,259.50



wk 26
-
140.00
8,140.00 19,745.00 4,373.60 476.00 32,874.60



wk 27
-
152.00
6,395.00 20,658.00 5,398.40 574.00 33,177.40




wk 28
9.00
160.00
8,225.00 18,689.00 4,760.00 553.00 32,396.00



wk 29
-
200.00
8,200.00 18,925.50 4,580.80 490.00 32,396.30



wk 30
-
288.00
8,300.00 18,689.00 4,648.00 448.00 32,373.00



wk 31
-
164.00
7,940.00 18,887.00 4,855.20 532.00 32,378.20




wk 32
6.00
188.00
7,435.00 18,760.50 5,572.00 609.00 32,570.50




wk 33
3.00
96.00
6,340.00 19,085.00 6,003.20 707.00 32,234.20



wk 34
-
100.00
6,575.00 18,848.50 5,952.80 623.00 32,099.30



wk 35
-
220.00
7,390.00 18,491.00 6,221.60 364.00 32,686.60




wk 36
3.00
224.00
7,490.00 17,930.00 6,227.20 448.00 32,322.20



wk 37
-
264.00
6,975.00 17,847.50 6,972.00 1,204.00 33,262.50



wk 38
-
184.00
6,880.00 17,457.00 7,162.40 2,604.00 34,287.40








wk 39
-
212.00
6,225.00 15,213.00 8,534.40 3,654.00 33,838.40
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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62





wk 40
3.00
272.00
4,430.00 13,134.00 10,936.80 4,130.00 32,905.80




wk 41
9.00
196.00
4,335.00 11,000.00 12,969.60 4,144.00 32,653.60



wk 42
-
260.00
4,280.00 11,077.00 12,521.60 4,158.00 32,296.60



wk 43
-
228.00
4,100.00 10,466.50 12,196.80 4,123.00 31,114.30



wk 44
-
260.00
4,395.00 10,444.50 11,659.20 4,172.00 30,930.70




wk45
3.00
200.00
4,285.00 10,230.00 11,580.80 4,109.00 30,407.80




wk 46
6.00
252.00
4,005.00 10,659.00 11,216.80 4,130.00 30,268.80




wk 47
3.00
192.00
3,975.00 10,510.50 11,205.60 4,046.00 29,932.10




wk 48
3.00
200.00
3,835.00 10,384.00 11,256.00 4,032.00 29,710.00




wk 48
6.00
4.00
3,670.00 10,879.00 12,224.80 3,962.00 30,745.80



wk 50
-
40.00
3,550.00 10,752.50 13,339.20 3,962.00 31,643.70



wk 51
-
44.00
3,450.00 10,439.00 13,832.00 3,885.00 31,650.00




wk 52
6.00
32.00
3,490.00 10,318.00 10,959.20 3,815.00 28,620.20



wk 53
3.00
8.00
3,445.00 9,185.00 12,566.40 3,822.00 29,029.40



wk 54
6.00
8.00
3,375.00 8,679.00 11,816.00 3,878.00 27,762.00


wk 55
-
8.00
3,250.00 8,129.00 11,188.80 3,864.00 26,439.80



wk 56
3.00
8.00
3,140.00 7,947.50 11,144.00 3,920.00 26,162.50



wk 57
3.00
8.00
2,955.00 7,018.00 11,127.20 3,885.00 24,996.20



wk 58
3.00
8.00
2,905.00 6,957.50 10,953.60 3,857.00 24,684.10



wk59
3.00
8.00
2,450.00 6,847.50 10,892.00 3,829.00 24,029.50



wk 60
3.00
8.00
2,305.00 6,710.00 10,808.00 3,787.00 23,621.00



wk 61
3.00
28.00
2,060.00 6,589.00 10,584.00 3,773.00 23,037.00


wk 62
-
4.00
1,935.00 6,484.50 10,516.80 3,759.00 22,699.30


wk 63
-
4.00
1,780.00 6,424.00 10,393.60 3,773.00 22,374.60








wk 64
3.00
8.00
1,600.00 7,315.00 10,332.00 3,717.00 22,975.00
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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63




wk 65
-
8.00
1,545.00 7,315.00 10,287.20 3,640.00 22,795.20


wk 66
-
8.00
1,435.00 7,139.00 10,292.80 3,612.00 22,486.80



wk 67
3.00
20.00
1,335.00 6,968.50 10,136.00 3,570.00 22,032.50



wk 68
3.00
20.00
1,150.00 7,073.00 10,068.80 3,563.00 21,877.80


wk 69
-
12.00
1,050.00 6,479.00 9,884.00 3,493.00 20,918.00


wk 70
-
12.00
825.00 6,567.00 9,833.60 3,416.00 20,653.60


wk 71
-
60.00
780.00 8,096.00 9,772.00 3,346.00 22,054.00

wk 72
-
-
670.00 6,974.00 9,279.20 3,304.00 20,227.20

wk 73
-
-
580.00 6,974.00 9,256.80 3,255.00 20,065.80


wk 74
3.00
-
560.00 6,974.00 9,027.20 3,262.00 19,826.20


wk 75
-
8.00
545.00 6,094.00 8,836.80 3,192.00 18,675.80


wk 76
-
4.00
470.00 6,116.00 8,215.20 3,122.00 17,927.20


wk 77
-
4.00
335.00 5,549.50 7,291.20 3,073.00 16,252.70


wk 78
-
4.00
120.00 5,390.00 6,731.20 3,038.00 15,283.20


wk 79
-
12.00
95.00 5,379.00 6,165.60 2,947.00 14,598.60


wk 80
-
4.00
70.00 3,470.50 5,488.00 2,723.00 11,755.50


wk 81
-
12.00
60.00 2,898.50 4,827.20 2,569.00 10,366.70


wk 82
-
4.00
50.00 1,127.50 3,908.80 2,415.00 7,505.30

wk 83
-
-
45.00 1,303.50 3,248.00 2,205.00 6,801.50


wk 84
-
4.00
20.00 1,254.00 2,788.80 1,946.00 6,012.80

wk 85
-
-
10.00 1,089.00 2,413.60 1,715.00 5,227.60


wk 86
-
4.00
15.00 918.50 2,156.00 1,533.00 4,626.50

wk 87
-
-
10.00 775.50 1,965.60 1,169.00 3,920.10








wk 88
-
-
10.00 797.50 1,685.60 1,050.00 3,543.10
wk 89
-
4.00
5.00
726.00 1,220.80 798.00 2,753.80
wk 90
-
-
10.00 385.00 940.80 686.00 2,021.80
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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64
 
A Case Study on the Production and Marketing Operations of

Sab-it Poultry Farm / Abelia C. Molecio 2011 

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Document Outline

• A Case Study on the Production andMarketing Operations of Sab-it Poultry Farm
  • BIBLIOGRAPHY
  • ABSTRACT
  • TABLE OF CONTENTS
  • INTRODUCTION
  • REVIEW OF LITERATURE
  • METHODOLOGY
  • RESULTS AND DISCUSSION
  • SUMMARY, CONCLUSION AND RECOMMENDATION
  • LITERATURE CITED
  • APPENDICES

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