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ANALISIS KELAYAKAN FINANSIAL LADA HITAM (Studi Kasus di Propinsi Lampung) TJETJEP NURASA; ADE SUPRIATNA
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 5, No. 1 Februari 2005
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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This study was implemented in 2002 and took place in Lampung Province,and then Sub-Province of North Lampung, as central production of Lampungblack pepper, was chosen as a research location. The objectives of study were:(i) to analyze the financial visibility of pepper farm, (ii) to identify the channel ofblack pepper marketing and its margin in each agent of marketing, and (iii)toanalyze the comparative and competitive advantages of black pepper. Researchused the method of structured survey. Primary data were collected from 60farmers, 15 merchants, 5 agents of processing, and exporters. While secondarydata were collected from Central Agency of Statistics, the Office of Estate Crops,and Institutions of Research related to this study. The financial visibility of pepperfarm was counted by using method of input-output analysis to get value ofBeneficial Cost Ratio (B/C Ratio), Net Present Value (NPV), and Internal Rate ofReturn (IRR). While the value of comparative and competitive advantages wereestimated by using method of Policy Analysis Matrix (PAM). Results showed that,period of pepper farm was 10 years where in the fourth year, pepper crop startedcreate production of Rp.7.682 million and earnings of Rp.4.376. In sixth year, itgave the highest production and earnings, namely Rp.9.849 million and Rp.7.816million, respectively. While in the tenth year, it reached the lower production ofRp.5.318 million and earnings of Rp.3.028 million/ha/year. At interest rate of 24percent, it took NPV of Rp.0.27 million per hectare with B/C Ratio of 1.02. At levelof input-output actual, break-even point of pepper farm reached IRR of 24,63percent. Eighty percent of farmers sold their black pepper to small collectingmerchant and the others (20%) sold to large collecting merchant. The smallcollecting merchant (90%) sold black pepper to large collecting merchant andthen large collecting merchant sold them to large merchant/exporter. The highestprofit margin successively happened at large collecting merchant (Rp.505), largemerchant/ exporter (Rp.500), and small collecting merchant (Rp.440)/kg pepperseed. The highest value of DRCR was happened in the sixth year, namely 0.22.While in fourth and eighth year, it reached DRCR of 0.32 and 0.30, respectively.At the other side, the value of competitive advantage also saw adequately, thatwas 0.41 (in fourth year), 0.20 ( in sixth year), and 0.30 (in eighth year).

KINERJA DAN PROSPEK PEMASARAN KOMODITAS MANGGA (Studi kasus petani mangga di Propinsi Jawa Barat) ADE SUPRIATNA
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 8, No. 1 Februari 2008
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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This study was conducted in 2005 and took place in West Java. The objectives ofstudy were (a) to identify characteristics of farmers and mango cultivation practice, (b) toanalyze the economical visibility of mango farm, (c) to describe the marketing channels andthe manner of each institution, and (d) to analyze the marketing margin and farmers share.The results showed that based on partial analysis, mango farm spent cost of Rp.6.4 million,gave farm return of Rp.30.1 million and farm benefit of Rp.23.6 million per hectare per year.The mango farm was suitable economically with R/C ratio of 4.64. In farm level, mango wasclassified into two grades, namely grade A/B (70%) and non grade (30%) which was namedgrade C (rucahan). For West Java area, grade A/B was marketed through three channels,namely (1) farmer ? collection trader ? agent ? central market ? traditional market ?consumer, (2) farmer ? collection trader ? agent ? central market ? shop/mangostand ?consumer, (3) farmer ? collection trader ? agent ? central market ? supplier ? supermarket ? consumer. While non grade (C) was marketed through one channel, namely farmer? collection trader ? agent ? local traditional market ? consumer. The farmers faced astructure of imperfect competitive market with some indicators such as a lot of seller and alittle of buyer, farmer’s marketing information was low, and the mango price was determinedby buyer. The central market took place as a referee market; the mango price offered bycentral market would be an arithmetical standard to determine the purchasing price byformerly institutions until the farmer level. In marketing grade A/B, agent reached a highestmargin, namely Rp.2, 500,-. They spent a highest cost of marketing and took a higher riskcaused by fluctuation of price. The third channel was longest channel and took a farmersshare of 29.4 percent. While the first and second channels were shorter than that of the thirdone and they took the farmers share of 41, 7 and 40.0 percent, respectively.

AKSESIBILITAS PETANI KECIL PADA SUMBER KREDIT PERTANIAN DI TINGKAT DESA: STUDI KASUS PETANI PADI DI NUSA TENGGARA BARAT ADE SUPRIATNA
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 8, No. 2 Juli 2008
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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One problem in rice production at village level is a lack of capital and credit has become a partof farm economy. This study was conducted in 2003 and took place in Nusa Tenggara Barat (NTB).The objectives of study were:(i) to identify the existing sources of agricultural credit at the villagelevel, (ii) to identify the sources of credit to which small farmers have been access to meet theirfinancial needs, and (iii) to identify the ideal scheme of credit that suitable for small farmers. Theresults shown that the oldest sources of loan at the village level were the informal institutions such asdaily Bank, money lender, rice trader, input trader, and rice miller. The formal institutions wereestablished later namely KUD in 1977, BPR in 1988, BRI Unit Desa in 1996, and Pawnshop in 2001.Small farmers and landless farmers were generally access to the informal institutions. The scheme ofinformal institutions provided a loan at high interest rate, but the other ones were very suitable forsmall farmers, such as no collateral, simple procedure, and fast to obtain. Otherwise small farmerscould not access to the formal institutions that served a loan at low interest rate, because of: (a) theydid not have any collateral required by the scheme, especially land certificate, (b) monthly repaymentof credit was not suitable for rice farm that have a seasonal cycle of production, and (c) they wereunfamiliar with complex procedure of credit. A lot of small farmer hopes a credit with collateral ofmoving goods (no land sertificate), interest rate from 18 to 24 percent per year, credit in cash, andshort term credit.

KINERJA PENGENDALIAN HAMA PADI SAWAH PASCA INTRODUKSI TEKNOLOGI PENGENDALIAN HAMA TERPADU ADE SUPRIATNA; IKIN SADIKIN
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 4, No. 1 Februari 2004
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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This study was conducted in 1998 and took place in Karawang as center of WestJava's rice production and as representation of rice farm in Java’s north coast. The objectivesof study were to describe the appearance of the farmer in controlling pest after introducingIntegrated Pest Management (IPM) technology, to analyze the cost of pest control and itseffect on both production and in come, and to measure the pesticide residues in grain as afinal product. The result showed that some components of IPM technology as preventiveagainst the pest exploding have adopted by the farmers. Forty eight percent of the farmershave applied the insecticide based on IPM concept. The cost of pest control was Rp.94,000(9% of total cost) consisting of pesticide cost (64%) and applying cost (36%)/ha/season. Thenumber of pesticide applied by the Non IPMT farmer was higher than that of IPMT farmerbut they did not influence to production and in come. The result of chemical analysis showedthat some pesticide residues have pound but their concentration were still under MaximumResidue Limits (MRL) namely BPMC and endosulfan. The others were not detected such assipermetrin, deltametrin, monocrotophos, diazinon, carbopuran, calbaril, etc. because theirconcentration was still too low. Nevertheless, the residues of undegradable pesticide appliedby the farmer in the past time have still found namely aldrin and DDT.

ANALISIS SISTEM PEMASARAN GABAH/BERAS (Studi Kasus Petani Padi di Sumatra Utara) ADE SUPRIATNA
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 5, No. 1 Februari 2005
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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This study was conducted in 2002 and took place in North Sumatra.Districts of Asahan and Simalungun were chosen as area samples. The objectives ofstudy were (i) to describe the channel of rice marketing, (ii) to analyze thecomponents of cost and marketing margin in each agent of marketing link, and (iii) toidentify the characteristics and problems in each agent of marketing link. The methodof Participatory Rural Appraisal (PRA) was used in this study using Snow Ball Pointwhere the farmers were placed as a start point. Primary data were collected from 50farmers, 20 traders, 4 village rice mills, and 10 rice consumers. Secondary data werecollected from Agriculture office, Institutions for Agricultural Research, and others.The results informed that, in North Sumatra there were found two channels of ricemarketing. First, farmers sell direct unhulled rice to collecting merchant thencollecting merchant sells them to large merchant (kilang). In kilang, unhulled rice isprocessed to become hulled rice then sold them to wholesalers and retailer to be soldto consumers. Second, farmers sell unhulled rice to local rice mill. In rice mill,unhulled rice is processed to become hulled rice then sold them to retailer to be soldto consumers. In the first channel, the most marketing margin happened at kilangequal to Rp.216,- with net benefit margin of Rp. 89,-/kg. In the secondary channel themost marketing margin and net benefit margin happened at the village rice mill equalto Rp.210,- and Rp.85,-/kg respectively. Some problems in agents of rice marketingwere found especially at the levels of the farmer as rice producer, the collectingmerchant, and the local rice mill.

KINERJA DAN PERSPEKTIF PENGEMBANGAN MODEL AGROPOLITAN DALAM MENDUKUNG PENGEMBANGAN EKONOMI WILAYAH BERBASIS AGRIBISNIS I WAYAN RUSASTRA; HENDIARTO -; KHAIRINA M. NOEKMAN; ADE SUPRIATNA; WAHYUNING K. SEJATI; DERI HIDAYAT
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 5, No. 2 Juli 2005
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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The implementation of agropolytant have strong justification and considered to be abreakthrough program to strengthen the achievement of agribusiness development for the benefit ofthe farmers as well as regional economic development. The study consists of two main activities, i.e.:(a) To evaluate the concept and the achievement of agropolytant program; and (b) To assess the ongoingagropolytant pilot project. The strengthening of agropolytant development has to be facilitatedwith suitable strategic policies of domestic price stability, better accessibility to input market andprocessing, better urban functionality, and accelerated rural-urban flow for the benefit of rural people.In addition, the policy of agropolytant program credit scheme (BLM) have to be complemented andfacilitated with strong self-help farmer group and cooperative marketing institutional development.Agropolytant development has been able to improve farmer income, but absolutely the farmer incomeis still low, due to restricted resource endowment. Agropolytant program working group (Pokja) atregency level has well functionality, and Agropolytant Regional Management Agency (BPKAP) atprovincial and regency level are badly needed. The existence of BPKAP will have important role insupporting the efectivity, performance, and accountability of agropolytant program. Governmentsupport have been implemented well. The achievement of those facilities have to be complementedwith proper incentive system for all parties participated in agropolytant development program.

PENERAPAN TEKNOLOGI PENGENDALIAN HAMA TERPADU (PHT) PADA PERKEBUNAN RAKYAT JAMBU METE (Studi Kasus Petani Jambu Mete di Propinsi Nusa Tenggara Barat) ADE SUPRIATNA
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 6, No. 1 Februari 2006
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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This study was conducted in 2003 and took place in Nusa Tenggara Barat (NTB).The objectives of study were: to evaluate the implementation of the integrated pestmanagement School on farmer field (IPM-FFS), farmers adoption of IPM technology,changes of farm productivity and income. The result showed, that majority of farmershave controlled the pest based on principles of IPM. Firstly, the farmer do preventivecontrol by adopting some practices to make crops grow healthy, apply biological andmechanical control, and also use organic pesticide. Finally, if the intensity of pest's attackwere still in the level of economic injury the farmer would use chemical pesticide. Agroecosystemobservation has been adopted by alumni farmer (100%) and non-alumni (34,5%), mechanical control have been adopted by (100%) and non-alumni (66, 6%), andorganic pesticide have been adopted by alumni (6, 7%) and non-alumni (13, 3%). Whilethe application of chemical pesticide not be found because the intensity of pest attack wasstill low and the costly pesticide price push reduction of chemical pesticide use. Thealumni productivity was 300kg and non-alumni were 270 kg/ha/year. If all expenses offarm were counted, farm benefit of alumni and non-alumni would be disadvantage,namely Rp.206 thousand and Rp.287 thousand/ha/year, respectively. If family labor costwere not counted, they would be advantage, namely Rp.858 thousand and Rp.735thousand/ha/year, respectively. Then if all expenditure coming from property of farmer(family labor and organic fertilizer) were not counted, they would be advantage, namelyRp.890 thousand and Rp.771 thousand/ha/year, respectively. Based on statistical test,productivity and farm benefit of alumni and non-alumni were not different. Introducingthe low cost technology (IPM-FFS) is very suited for cashew nut farmer because theircapital are still low such as using organic pesticides available in their field, biological andmechanical control, and organic manure. Considering its progress, IPM-FFS is suggestedto overspread to other location.

ANALISIS PEMASARAN KOMODITI PANILI (Studi kasus di Propinsi Sulawesi Utara) TJETEP NURASA; ADE SUPRIATNA
SOCA: Jurnal Sosial Ekonomi Pertanian Vol. 5, No. 3 November 2005
Publisher : Program Studi Agribisnis, Fakultas Pertanian, Universitas Udayana Jalan PB.Sudirman Denpasar, Bali, Indonesia. Telp: (0361) 223544 Email: soca@unud.ac.id

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This study was conducted in 2002 dan took place in Province of North SulawesiNorth. Sub-Province of Minahasa as one of the North Sulawesi center of vanilla productionwas chosen for location of study. The objectives of study were: (i)to analyze theprofitability of vanilla farm, ( ii) to identify the channel of vanilla marketing dan, itsmargin in each agent of marketing, dan ( iii) to analyze the role of attribute of productquality to vanilla price. Research used method of survey structure. Primary data werecollected from 60 farmers, 15 merchants, 5 product processing, dan 2 exporters. Whilesecondary data were collected from Central Agency of Statistics, the Office of EstateCrops, reports of Research Institute, dan others relating to this study. Results showed, thatin one cycle of production ( 10 year), vanilla farm required production cost about Rp.86,4million per hectare consisting of labor fee ( 82,7%), input productions ( 11,4%), dan othercosts ( 5,9%). It took a total production of Rp.209,3 million dan a total income ofRp.122,9 million per hectare. Efficiency rate of vanilla farm was enough high. Withinterest rate 24 dan 30 %, vanilla farm reached B/C Ratio of 3,58 dan 2,45, dan reachedNPV of Rp.35,03 million dan Rp.26,07 million, respectively. Value of IRR indicated thatvanilla farm would reach break-even point in interest rate of 74,6 percent. The channel ofvanilla marketing was still modestly, farmer as vanilla producer at most selling to small(collecting) merchant ( 50%), large merchant ( 40%), dan large merchant/exporter ( 10%).A highest marketing margin was obtained by large merchant/exporter (Rp.7.000/kg), largemerchant (Rp.4.495/kg), dan small merchant (Rp.1.885/kg). The price of vanilla wasdetermined by diameter, long, dan color of fruit where long of fruit gave a biggestparameter, namely 0.67. It means that accretion of fruit length equal to 10 percent willimprove the vanilla price equal to 6.7 percent. Some suggestions to increasing productivitydan quality of vanilla product were; ( i) knowledge dan skilled of farmer have to beimproved continuously in line with the increasing of new innovation, ( ii) role of farmergroup have to be improved, dan (iii) private sector as agent of agribusiness like productprocessing dan exporter have to include in assisting farmer. Their participation were veryexpected to assist farmer, especially in maintaining vanilla crops, supplying input ofproduction, dan marketing.

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