| dc.description.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 | |
