Analisis Kesiapan Kelembagaan Kelayakan Finansial dan Strategi Transformasi Gapoktan menjadi Penerima Pupuk Titik Serah (PPTS)

Abstract

Reformasi kebijakan pupuk bersubsidi melalui Peraturan Presiden Nomor 6 Tahun 2025 dan Peraturan Menteri Pertanian Nomor 15 Tahun 2025 mengamanatkan transformasi Gabungan Kelompok Tani (Gapoktan) menjadi Penerima Pupuk Titik Serah (PPTS). Penelitian ini bertujuan menganalisis tingkat kesiapan dan kesenjangan kelembagaan Gapoktan, membandingkan kelayakan finansial tiga model usaha (Non-PPTS, PPTS Murni, dan PPTS Terintegrasi), serta menentukan prioritas strategi transformasi. Penelitian dilakukan di Kabupaten Lampung Tengah, Lampung Timur, Sragen, dan Bogor terhadap 11 Gapoktan sampel dengan menggunakan metode gap analysis, Cost Benefit Analysis (CBA), dan Preference Ranking Organization Method for Enrichment Evaluation (PROMETHEE). Hasil analisis menunjukkan tingkat kesiapan Gapoktan sangat variatif, berkisar antara 41% hingga 91%. Aspek sistem pendukung mencatat kesiapan tertinggi (82,7%), sedangkan aspek bidang usaha menjadi kesenjangan terbesar (59,3%). Ketiga model usaha dinyatakan layak secara finansial, dengan model PPTS Terintegrasi menghasilkan kinerja terbaik, yaitu rata-rata NPV sebesar Rp 16,46 juta-Rp19,53 juta dan IRR 7,39-7,79 persen. Hasil analisis PROMETHEE menempatkan PPTS Terintegrasi pada peringkat pertama (net flow = 0,5632), diikuti PPTS Murni (0,0156), dan Non-PPTS (-0,5788), dengan hasil yang bersifat robust berdasarkan uji stability interval. Strategi transformasi yang direkomendasikan adalah transformasi bertahap menuju model PPTS Terintegrasi yang disertai penguatan kapasitas kewirausahaan, diversifikasi usaha, dan sinergi antarpemangku kepentingan dalam rantai distribusi pupuk bersubsidi.

The subsidized fertilizer policy reform through Presidential Regulation No. 6/2025 and Ministry of Agriculture Regulation No. 15/2025 mandates the transformation of Farmer Group Associations (Gapoktan) into Subsidized Fertilizer Recipients at the Point of Delivery (PPTS). This study aims to analyze the institutional readiness and gaps of Gapoktan, compare the financial feasibility of three business models (Non-PPTS, Pure PPTS, and Integrated PPTS), and determine the priority transformation strategy. The study was conducted in Lampung Tengah, Lampung Timur, Sragen, and Bogor Regencies with a sample of 11 Gapoktan, employing gap analysis, Cost Benefit Analysis (CBA), and the Preference Ranking Organization Method for Enrichment Evaluation (PROMETHEE). Results show highly variable readiness levels ranging from 41 to 91 percent. The support system aspect recorded the highest readiness (82.7%), while the business development aspect showed the largest gap (59.3%). All three business models proved financially feasible, with the Integrated PPTS model achieving the best performance, with an average NPV of IDR 16.46 million-IDR 19.53 million and an IRR of 7.39-7.79 percent. PROMETHEE analysis ranked Integrated PPTS first (net flow = 0.5632), followed by Pure PPTS (0.0156) and Non-PPTS (-0.5788), with rankings confirmed as robust by the stability interval test. The recommended transformation strategy is a phased transition toward the Integrated PPTS model, supported by entrepreneurship capacity building, business diversification, and multi-stakeholder synergy in the subsidized fertilizer distribution chain.