Analisis Kinerja dan Efisiensi Rantai Pasok Sapi Potong di Kabupaten Nagekeo, Nusa Tenggara Timur

Abstract

This study aimed to analyze the structure and flow, operational performance, economic efficiency, and development strategies of the beef cattle supply chain in Nagekeo Regency, East Nusa Tenggara. The analyses employed the Food Supply Chain Network (FSCN) framework, the Supply Chain Operations Reference (SCOR) model, marketing margin analysis incorporating biological asset valuation, and SWOT–Internal External (IE) Matrix analysis. Data were collected from May to July 2025 through in-depth interviews with 13 respondents, focus group discussions, and field observations. The supply chain consisted of two distribution channels: a local channel involving farmers, traders, and consumers, and an inter-island channel involving farmers, collectors, quarantine services, ports, and buyers in Java and Sulawesi. The SCOR assessment showed an inspection pass rate of 90–98%, indicating relatively high conformity. However, the inter-island distribution cycle required 21–28 days, indicating that improvements in responsiveness were still needed. Collector operational costs reached IDR 451,726 per head. The farmers' share was 75.4% in the inter-island channel and 82.6% in the local channel. Constraints included repeated brucellosis testing, discrepancies between weight requirements and market demand, and undocumented port charges reaching IDR 78 million per shipment. Cattle farming appeared profitable under a cash-based approach because feed and family labor were generally not recorded as costs. However, after the opportunity cost of family labor was imputed using the provincial minimum wage of IDR 2,455,898 per month, the estimated return became highly sensitive to assumptions. At the midpoint, farmers incurred an estimated loss of approximately IDR 399,000 per head, with returns ranging from a profit of IDR 3,053,000 to a loss of IDR 5,578,000. Cash income was equivalent to approximately 13% of the provincial minimum wage, indicating that cattle are maintained primarily as household savings rather than commercial enterprises. The IE Matrix analysis produced IFAS and EFAS scores of 3.39 and 3.15, respectively, placing the supply chain in Cell I (grow and build). The main strategies include institutional formalization, regulatory