Analisis Inklusivitas Petani pada Rantai Nilai Kopi Arabika di Kabupaten Garut

Abstract

Kabupaten Garut merupakan salah satu produsen kopi arabika terbesar di Jawa Barat, namun keterlibatan petani kopi dalam rantai nilai masih rendah. Penelitian ini bertujuan untuk mengidentifikasi rantai nilai kopi arabika, menganalisis inklusivitasnya, dan merumuskan strategi pengembangannya. Lead firm rantai nilai kopi adalah Koperasi Mandalagiri Garut. Metode yang digunakan adalah peta rantai nilai, model bisnis kanvas, analisis inklusivitas, dan kerangka SI-RCOV (strategic intent, resources and competences, organizations, value propositions). Rantai nilai Koperasi Mandalagiri cukup kompleks karena melibatkan banyak aktor, yaitu petani tradisional dan semi-modern, pengumpul, Koperasi Mandalagiri, kedai kopi roastery dan non roastery, pabrik kopi, kelompok tani, pemerintah, CSR perusahaan (Indofarma), dan instansi pendidikan (IPB University). Hasil dari penelitian menunjukkan tingkat inklusivitas sudah inklusif dengan nilai 3,83. Strategi pengembangan inklusivitas yang dapat dilakukan, yaitu peningkatan akses informasi pasar dan keterlibatan petani, peningkatan akses modal dan teknologi, serta penguatan jaringan dan kolaborasi.

Garut Regency is one of the largest producers of Arabica coffee in West Java, but coffee farmers' involvement in the value chain remains relatively low. This study aims to identify the Arabica coffee value chain, analyze its inclusivity, and formulate its development strategies. The lead firm in the coffee value chain is Garut's Mandalagiri Cooperative. The methods used were value chain mapping, business model canvas, inclusivity analysis, and the SI-RCOV framework (strategic intent, resources and competences, organizations, and value propositions). The value chain of the Mandalagiri Cooperative is quite complex as it involves many actors, namely traditional and semi-modern farmers, collectors, the Mandalagiri Cooperative, roastery and non-roastery coffee shops, coffee factories, the farmers group, the government, corporate social responsibility (CSR) of companies (Indofarma), and educational institutions (IPB University). The results of the study showed that the inclusivity was already inclusive, with a value of 3.83. The strategies for developing inclusivity include increasing access to market information and farmer involvement, improving access to capital and technology, as well as strengthening networks and collaboration.