Piggery 2014 Bus Plan Draft

October 30, 2013 Commercialization Business Plan – Piggery Unit
Table of Contents
Executive Summary .......................................................................................................................3
Profile/Background ................................................................................................................... 3-4
Mandate ..........................................................................................................................................5
Corporate Statement .....................................................................................................................5
a. Vision.......................................................................................................................5
b. Mission ....................................................................................................................5
c. Values ......................................................................................................................5
d. Objectives................................................................................................................5
Organization Structure ............................................................................................................. 5-6
Business Environment ............................................................................................................... 6-7
a. Products and Services ............................................................................................8
b. Channel of Distribution .........................................................................................9
c. Critical Needs of Existing Market ......................................................................10
d. Target Market ......................................................................................................10
e. Competition .................................................................................................... 10-11
f. Product Positioning Map .....................................................................................12
Strategic Issues .............................................................................................................................13
Objectives/Strategic Performance Measures ............................................................................14
a. Piggery Product Life Cycle .................................................................................14
b. Marketing Mix ............................................................................................... 14-15
c. Business Level Strategies to meet target objectives ..........................................16
d. Operational Strategies .........................................................................................17
e. Production Process ......................................................................................... 17-18
f. Piggery Supply Chain .................................................................................... 18-19
g. Performance Management System ............................................................... 19-20
h. Action Plans ..........................................................................................................21
i. Monitoring and Control ................................................................................ 21-22
Financials ......................................................................................................................................23
Towards an Accountable and Successful Corrections Page 1

a. Manufacturing, Trading, Profit and Loss Statement ................................. 23-25

b. Cash Flow .............................................................................................................25
c. Piggery Inventory........................................................................................... 25-27
Recommendations ........................................................................................................................27
Annexes .........................................................................................................................................27
a. Annex A – Product/Pricing/Total Value ............................................................28
b. Annex B - Sales Comparison/Trends ................................................................28
c. Annex C – Sales Comparison/Trends Graph ................................... 28-29

Executive Summary
1. The Commissioner’s intent of maintaining maximum performance continued throughout

the period/quarters. Proper feeding methods, mortality rate monitoring, infrastructure
improvements and total quality management (TQM) were targeted. This is the way forward
for 2014 as we optimistically continue to improve.
2. A Consolidated Net Profit of $149,412.90 was achieved for 3rd Quarter. The other 2
quarters showed profits of $ 121,604.66 (Qtr 2) and $ 105,421.38 (Qtr 1) reflecting gradual
increases of $16,183.28 for Qtr 1 to Qtr 2, and $27,808.24 for Qtr 2 to Qtr 3. This Real
growth is indicative of greater signs for 2014.
3. Implementation of 2013 Business Plan – of the 12 recommendations at least 7 have been
accomplished. The remainder have all been reviewed at some stage or the other, and
should be covered in 2014, in addition to ones for next year.
4. Infrastructure improvement – the new piggery shed 2 currently taking shape should be
completed by quarter 4 and looks set to make a difference in 2014 in resolving the congestion
in Piggery shed 1. Real development for 2014 in terms of new building
5. Staff Changes – this continues to take place for disciplinary and security reasons. COC Simi
has been transferred to Maximum and COC Laqeni has replaced him at Piggery 1. For 2014
the inmate in charge will continue due to the good performance but other inmates are
being constantly monitored.
6. Appraisal/Performance System – whilst a ‘Balance Scoreboard’ method was
recommended, customers continue to be served and assisted on time with quality service and
with minimal complaints. FCS has not introduced this appraisal method formally and
NHQ needs to be reviewed and incorporated into FCS Vol 1 for 2014.
7. Marketing Strategy - our strategy continued to explore the potential to diversify, but
imminent changes have been introduced in last quarter 4 in the form of more ‘value added’’
approach. This is the way forward for 2014.
8. Rate of Debtors Collection – not a major requirement in this area as all purchases are in
cash form. Only authorization from COMCOR for credit purchase is entertained.
9. Transportation - provision of vehicle for delivery of pigs continue to be a challenge but
planning and control is required here as demands come at odd times, and requests for
vehicular support from other sections is the only option at this stage. The same vehicle
transporting live pigs is used to transport eggs, vegetables etc meaning a dedicated vehicle
solely for delivery is needed. Budget 2014 has fulfilled this need and the future looks
tremendously encouraging.
Profile/Background
10. The Fiji Corrections Service since 2009, through its Farm Units [Bakery, Joinery, Tailor,
Poultry, Vegetables and Piggery] have embarked on a number of initiatives to generate
income earning opportunities from the available land resources at its disposal, and more
recently out of the inmates' skills either already existing or developed within.
11. The SBU Piggery Farm apart from commercial objectives is also focused on its obligations
In line with the Peoples Charter which is to enhance the development of improved food

security within the FCS through better farm development and through greater consultation
with stakeholders ensuring self sufficiency
12. FCS Piggery farming generally is the rearing and commercial production of pigs (boars and
sows). Its legal mandate is in line with the Peoples Charter includes the following:
a. to grow sustainable commercial industry for food security while reducing imports
b. to adopt SBUs as a training ground for employment opportunities for inmates as
part of the Rehabilitation process;
c. to ensure viable SBUs which will culminate into the formation of the Fiji
Corporation of Rehabilitative Enterprise (FCORE).
13. Comparably with Poultry, Feed has proven to be the most important component -
cheaper option to cook pig’s meals using fish, cassava, rice (recently) and other special
ingredients is the main advantage.
14. Feed Cost for 2013 totaled $100,427.18 (first 3 quarters); 2012 amounted to $96,427.57
compared to the cost of not cooking materials which averages $453.70 daily. ($453.70 x 365
days =$165,600.50). In 2013 this trend continued where approximately same savings is
achieved; but producing our own feed is the best solution.
15. There are at least three (3) large chains comprising of producers/processors/wholesalers and
retailers. These account for 75 % of the total pig meat supply. Traditional ‘magitis’ or feasts
absorb approximately 25 % of pork produced in the country. The remaining 75 % goes to
butchers for retailing and processing. Currently we cannot compete with the big companies
but can supplement the smaller customers on a real time basis where orders given within 30
to 60 minutes for live and dressed deliveries is achievable.
16. As of 31st October 2013 ( first 3 quarters only) a net profit of $149,412.90; December 2012 a
net profit of approximately $107,858.00. This figure represents an increase from 2011 from
$95,987.00. (An improvement of $11,871.00). Aside from this as mentioned earlier Piggery
is a star performer in which other moderate/average performing SBUs are ‘piggy backing’
for various reasons.
17. During the fourth quarter 2012 the Department was privileged to receive a donation of
$30,000 from the Chinese Embassy which was allocated towards improving development
needs in Poultry and Piggery SBU Units. The Chinese Embassy has previously donated funds
for development purposes in recent years. However, FCS paid more funds to supplement the
new Piggery shed 2 which should be completed by end Dec 2013.

Mandate/Legislation/Act/Policy
18. The Departments Commercial and Enterprise Unit is guided by its legal mandate to operate
under the relevant clause of the Fiji Corrections Act of 2006 under Part 10 Clause (a) – (d)
which stipulates the following provisions:
“Provisions may be made by regulation and supported by Commissioners Orders

encouraging the establishment and development of prison enterprises and the appropriate
involvement of prisoners so as to enhance their rehabilitation and opportunities and such
may include”
Corporate Statement
19. This in a nutshell is the statement:-
a. Vision -To develop and sustain a commercially viable Piggery Enterprise Unit
b. Mission - To provide fresh, healthy produce to our customers, as well as provide a safe,
friendly working environment for our employees.
c. Values - Passion and Commitment to the SBU Unit along with honesty and integrity
d. Objectives:
(i) Short Term - Maintain firewood, fish, rice and cassava supplies, Maintain feed
supplies to piglets, Maintain hygiene and medication support to piglets in particular, To improve
the current financial performance of the Unit, To focus on profitable value-added activities
(ii) Long Term - To expand cassava plantation as feed supplement, To secure safe and
long-term corporate markets, To secure safe and long-term corporate markets, To enhance
rehabilitation capacity through Piggery enterprise, To handover a viable Piggery enterprise to
FCORE
Organizational Structure
20. The Unit has adequate experience and basic training in piggery management. The
management and administration Team comprise of 7 inmates holding specialized
positions. Other laborers are required during cleaning and restocking.

Figure 1 – Piggery Unit Structure
Piggery
Team Leader
Admin
Records/Cust.
Service
Animal
Cooking Washing Feeding Cassava
Husbandry
Business Environment/Market Analysis

21. In 2008 Piggery represented 2.2 % ($2.3 million) of Fiji imports. Fiji is 90 percent self-
sufficient in pork meat and the markets are largely dominated by a few large
companies. There are at least three (3) large chains who are producers that account for
75% of the total pig meat supply. They also purchase pigs from smaller producer when
there is a shortfall from within their own units, to meet market requirements. Fiji
Corrections Piggery is not accounted for in the stats although it is perceived that we
could own a smaller percentage of at least 1% of the market share.
Increased Concerns about Pig Industry Future (A Press Release)
The Fiji Pig Association continues to work with Government to address a growing crisis in the
industry as subsidized pork products, processed in Australia, continue to flow into the country.
The Association has reported up to a 40% reduced demand for pigs from some farms in the first
three months of 2013 reflecting saturation in the market caused by the imports
“Unfortunately this downward trend will continue. The Canadian and European subsidized
processed pork products are selling at wholesale below the best price our unsubsidized industry
can offer and this is seriously affecting the market and all the farmers big and small,” said Simon
Cole, Association President.

A further indication of the negative effect the subsidized imports are having on the industry is the
decision by the Fiji Meat Industry Board (FMIB) to stop purchasing pigs from their small
farmers for the present because of oversupply.
“For many of these farmers the FMIB outlet is the market of last resort, if they lose the FMIB,
they could very well go out of business,” he said.
“Instead of investing and growing our farms, as we have been over the last few years, we are
now downsizing. The smaller farmers really have no options and some will be in serious trouble
if nothing is done soon. Once these farmers leave the industry they are unlikely to return given
the investment required.”
He said that after reviewing options in consultation with industry partners Fiji Meat Industry
Board, Fiji Master Butchers Association and the Fiji Crop and Livestock Council (FCLC) it was
decided that there is no alternative but to ask Government to impose a 32% duty on all imported
pork products similar to duty that now protects Fiji’s chicken industry.
Figure 2 - National Imports (Meat -2008)
Imports in 2008 (%)

0.2 4.5
2.2
10.1 DAIRY
0.1 SHEEP
CORNED SHEEP
26.7 56.3
BEEF
CORNED BEEF
POULTRY
PIG

a. Products and services
Figure 3 - Live Pigs of different weights

Product Weight (Kg) Class Price
10 - 19 kg Weaner $ 12.00
20- 29 kg Porker $ 10.00
30 - 39 kg Porker $ 9.00
40 - 49 kg Porker $ 8.00
50 - 79 kg Baconer $ 7.00
80 -99kg Baconer $ 6.00
100 - 149 kg Baconer $ 5.00
150 - 199 kg Baconer $ 5.00
200+ Baconer $ 4.00

b. Channel of distribution
The goal of distribution and supply chain management is essentially to get the
product to the right place, at the right time, in the right quantities, at the lowest
possible cost.
Most of the pig sales are by means of the direct channel, that is sold at the Enterprise
farm or through indirect means that is arranged through the network in which
payments are received and processed through the Institutions and the
customer/clients arranges their own transport to pick up at the Piggery Farm or pay
a transportation fee of $20.00 within Suva; $30.00 outskirts and $40.00 Navua and
Nausori.
Figure 4 - Channel of distribution
FCS Farm
Corporate
Organisations
Institutions Wholesalers
Farm Sales
Retaliers
Customers Customers Customers Customers

c. Critical needs of existing market
The target market needs are fresh and healthy pigs at affordable price and
accessible at locations that are convenient. The farm produces healthy pigs that are
priced reasonably. Refer to Figure (Annexure A –Product/Pricing/Total Value)
Live Pigs of different weights and prices.
Although transport is available to deliver to customer at various destinations, some

customers arrange their own transport during payment, selection of choice and
cartage. Most cases are urgent and timely delivery is the essence!
d. Target Market & Clients
The identified key segments for the project include individuals, government
departments, Institutions and corporate consumer market segments. In terms of
similarities, all segments whether individual, corporate or otherwise seek the health
and taste benefits of the produce (pigs). They regard the product as an excellent
source of protein, and as an alternative to beef, chicken and especially for traditional
obligations or special functions
The corporate market segment is however more lucrative as compared to the other
segments. This is attributed to the fact that the segment has a greater growth rate,
growth potential and is more profitable.
The main marketing strategy for this SBU will be the centered around superior
performance in the following areas:
 Quality products.
 Timely and Consistent supply
 Fair Pricing
 Well packaged and labeled items
e. Competition
Based on our industry analysis we have noted that Vuda Piggery, Wahleys, Leylands
holds 75% of the market share and the remaining 25 % is distributed between
Backyard farms including Fiji Corrections Service Piggery Farm. Refer Figure 6(a)
and 6(b) on the following pages
Since we hold a small share of the market our strategy dictates that we target the
niche market where major players have not concentrated on and focus our

marketing mix of product, price, promotion and distribution on satisfying the niche
markets specific needs and wants. This would include steady and usual clients.
Our direct competitors in our niche market will be other farm producers specifically
if they have a competitive advantage in terms of other variables such as location and
close proximity of farms, modern technological processes, better price offerings and
an abundance and regular supply of similar products. The Unit will face indirect
competition from the major established players. At the moment we are facing
limited competition as being reflected by our Sales increases.
Figure 5 also show that the major players are in the Value A and B Value Chains
with their quality processes, contractual agreements with reputable wholesalers
and retailers symbolized by the green and orange colors. FCS with Backyard
Farmers would appropriately be classified as Value C Chains
Figure 5 – FCS Farm Value Chain
Local Consumer Markets Intl Markets
Retailers Retailers Intl Retailers
Wholesalers Wholesalers Exporters

Contracts
Quality
Processors Processors
Standards
Value C Value B Value A

f. Product Positioning Map
These major players in the market can derive a substantial advantage through
economies of scale effects and through the learning curve and have set the
standards in the industry in which FCS and other small players will have to rise to
the challenge. Suppliers (Competitors’) resources can range from technical,
marketing and financial economies of scale to enable them to create huge barriers of
entry for new entrants/competitors entering their target market.
Figure 6 – Product Positioning Map
Quality
High
Vuda(75%)
Wahleyss
Leylands
Backyard
Low High
FCS
Price
Low
Figure 6(a) and 6(b) represents the major players in the market and their
estimated market share in the Positioning Map.

Strategic Issues
22. The main issue from a strategic viewpoint is obtaining maximum advantage in order to
enhance FCS goals:-
Figure 7 - SWOT Analysis
Strengths Weakness
 Location
 Potential Profit Unit  Inadequate Office Equipment (Telephone, Fax
 Piggery Farm expertise Machine, Stationery, Laptop, Backup Generator

External
 Existing Market (< 2 %) Supply of Medicine (Norocillin, Baycox, Scourban)rely

 Free Labour cost on external control
 Water  Feed Storage (Pest Problem)
 Flexible Feed Mix  Limited Capacity
 Commercial Feed Quality
Opportunities Threats
 Potential Capacity  Disease

Internal
Increase  Water Supply

 Methane plant  Policy Changes
 Personal Health (Methane Gas, Leptospirosis)
 Lazy unmotivated corrupt staff
 Global Economic influences

Objectives/Strategic Performance Measures

23. Models used here are to help explain the meaning and relevance to the topic under
discussion.
a. Product Life Cycle
In the product life cycle it is perceived that most of our SBUs that we assumed to be
on the growth phase are still striving to meet some development needs including
infrastructure and capital to sustain itself at the operational level. The SWOT
Analysis indicates a lot of issues need addressing to enhance Piggery’s capabilities
to venture forward confidently in the Growth Stage of its life cycle.
Figure 8 – Piggery Product Life Cycle
Piggery
Maturity
Decline
Growth
Profit/Market Share
Introduction
Development
Time
b. Marketing Mix
Markets are the link between animal products and processor as well as a link
between producers. This is also where buyer and seller meet. In the SBU case this is
either a physical meet at the Farm Office or piggery facility or by phone or through
third party arrangement to deliver the product on a timely basis to its destination.

The SBU Unit must understand this Marketing Mix strategy very well. Our product
philosophy is that we are selling “fresh products that are affordable and
available at convenient locations accessible to the customer”. Once we convey
this message to the customer, it becomes a commitment of service that we will
deliver as promised to meet and satisfy customers expectations. If our marketing
mix strategies cannot support our philosophy and promise than we will disappoint
our customers who will switch to other competitors and discredit our products and
service and the image we are striving to build.
This is one key area where we are failing, that is not being able to sustain the
philosophy by putting in “practice what we preach” so to speak.
Figure 9 – Marketing Mix
Marketing Mix
Product Pigs (Fresh/Lean)
Price Flexible Pricing
Promotion Demand exceeds supply
Place (Distribution) From present location
Packaging Cleaned and Healthy Appearance

c. Business Level Strategies to meet target objectives
Figure 10 – Product & Marketing Strategies
Achieve a 40 % improvement in performance

by the 4th Qtr 2014
Product Development Market Development

Improve position of present Find new customers for present
products with customers products
Marketing Production Marketing Production

Objective Objective Objective Objective
Inc.purchasing Design a new Design new
by existing Increasemarket feature to
feature to
customers by share by 1% attract new
product
10 % customers
Market Production
Market Production
Strategies & Strategies &
Strategies & Strategies &
Programs Programs
Programs Programs

d. Operational Strategies that make the difference between success and failure
of Piggery farming.
(i) The critical period we are addressing now is the weaning stage where
the piglet is young and has to build up physically and fight diseases etc
to be strong enough to progress and look after itself sufficiently.
Figure 11 – Operational Strategies
Criterion Increased Success Less Success

HUMAN RESOURCES Competent, dedicated, motivated Untrained, Hired Labour
TECHNICAL Modern, efficient Old, Inadequate
ENVIRONMENT
DISEASE CONTROL Strict prophylaxis, check of Standard vaccination
immune status
FEEDING Controlled, phase feeding Cheap feed
VACCINATION As and when required Inconsistent
RECORDS Complete, daily Sporadic (if any)
FOCUS Long term Short term
OVERALL OBJECTIVE High quality pigs, maximum Managing, Average
profit
e. Production Process
Figure 12 – Production Process/Cycle

f. Piggery Supply Chain
The purpose of the Supply Chain is to describe the flow of goods and services, and
information from the initial source, the Farm to the delivery of the products through
the various distribution channels to the consumers.
Following the process of Farrowing, Weaning and Finishing, the Pigs are ready for
the market for sale to the consumers through the Supply Chain.
The Business Development Manager and Assistant Marketing Officer are than
responsible for the wholesale, retail and distribution of the eggs to prearranged
markets and end of the line consumers. The availability of transport enables the
products to move from one chain to another and eventually to the consumers
efficiently.

Figure 13 - Piggery Supply Chain
FCS Farm Packing Marketing Logistics Retail
Transport Super -
Markets
Collection,
Pigs for
Cartage, Wholesale
Sale Marketer
Delivery
Finishing Special
Functions
Distributors
Institutions/
Weaning Corporate
Farrowing
End Consumer
g. Performance Measure
Currently there is an absence of an effective performance management system. The

existence of gaps in the SBUs including administration and management areas
means that effective performance management and accountability is not working.
The Team is recommending that the balance Score Card is used to effectively
measure in particular the four components as identified in the framework, BSC. The
frame work will also be a source for monitoring and evaluating the performance
once appropriate KPI’s and time frames are identified.
The next step is to hold personnel accountable for meeting the targets and
objectives which would be aligned to the KPI’s. This model provides a basis for

measuring performance and rectifying existing anomalies and discrepancies in

performance shortfalls in the absence of an effective PMS system.
Figure 15 – Balanced Scorecard

h. Action Plans
Challenges Action Resp. TimeLine

a) Business Plan (Incl. Complete Business Plan BDM 30th/11/13
Contingency Plans)
b) Medicine (Norocillin, Timely Purchasing SOL/BDM/ Reorder level

Baycox, Scourban) ACCOUNTS
*Process BDM TBC

c) Commercial Feed Quality Internally (Purchase Machines)
Purchase 20 foot containers

d) Feed Storage (Pest BDM TBC
Problem)
e) Limited Capacity Build extra Sheds BDM TBC
f) Management Indecision Appointment/ DCS/BDM TBC

Recruitment of right Personnel
g) SOPs Review SOPs BDM Jan 2014
h) Performance Review Performance BDM Jan 2014

System/KPIs for SBU System/KPIs
for 2014
i) Training Review & Improve training BDM Jan 2014

programs for staff/Inmates
j) Location Adjust pricing to suit location DCS/BDM When the need
requires
k) Personal Health (Methane Provide Proper Protection BDM TBC
Gas, Leptos) (Quality Gum Boots, Clothing,
Respiratory Gear, Soap)
i. Monitoring and Control
The following Monitoring and Control chart is intended as a form of checklist to

gauge the effectiveness of performance measures put in place and the actual
percentage of success and recovery action to be taken if required.
Ongoing evaluation of progress against the critical issues will be appropriately

tracked in terms of timelines and targets achieved.
Any Assumptions made in the Business Plan and whether they are still valid or if
need be, to be reviewed and adjusted accordingly. An overall assessment of what is
working is noted and (problem areas are highlighted and addressed) at the earliest
and noted for future reference

Objectives Indicators Targets

Financial Objectives
To increase revenue growth % of revenue increase 10 %
To improve the profitability of the SBU % of profit increase 10 %
To provide financial Update of SBU Profit & Loss Statement Qtrly
Performance
Marketing/Customer Service objectives
To meet and exceed customer expectations Customer satisfaction survey 70 %
Establish long term customer relations Amount of repeat and referral 100%
business
Improve competitiveness of the business Feedback from customers Qtrly
To access Market outlets No of new outlets secured Qtrly
Operations Objective (Internal)

To improve efficiency within the SBU Unit No of processes improved Qtrly
To effectively utilize existing resources within Quality Standards Mthly
each area of SBU Deliveries
Improve health and safety within the SBU Mthly Audits Mthly
To improve accuracy of data/record keeping Daily & timely submission of SOIs/ Daily
Human Resource Objectives
To improve the motivation of Performance management Qtrly
employees/inmates
To improve staff/inmate competency levels Staff Certifications and No of Qtrly
Training Sessions/Workshops
To reduce staff/inmate complaints No of complaints Mthly
To reduce staff/inmate turnover/sick leave Turnover rate/No of days absent Mthly

a. Cash Flow
EXPECTED
EXPENSE
DESCRIPTION ALLOCATION QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4
4-15256-91151-
PIGGERY 260101 30,000.00 70,000.00 50,000.00 30,000.00
SALES
EXPECTED
DESCRIPTION ALLOCATION QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4
4-15256-91151-
PIGGERY 240199 45,000.00 20,000.00 70,000.00 45,000.00
b. Piggery Inventory as of 31 December 12 against 30 Sept 2013
PIGGERY Pig Type QTY Price Total Overall

2012 Breeding Boars 3 $ 790.00 $ 2,370.00
Pregnant Sows 44 $ 600.00 $ 26,400.00
Mothering Sows 20 $ 600.00 $ 12,000.00
Dry Sows 1 $ 600.00 $ 600.00
Baconers ($7 - $5 kg) 6 $ 458.88 $ 2,753.28
Porkers ($10 - $8 kg) 86 $ 258.91 $ 22,266.26
Weaners ($12 kg) 113 $ 120.00 $ 13,560.00
Piglets 167 $ 12.00 $ 2,004.00
440 $ 81,953.54 $ 81,953.54
Weaner Feed 25kg 40 $ 28.00 $ 1,120.00

Breeder Feed 25kg 40 $ 21.58 $ -
Grower Feed 25kg 40 $ 27.50 $ 1,100.00
Mill Mix Feed 35 kg 41 $ 13.80 $ 565.80

$ 2,785.80 $ 2,785.80
TOTAL STOCK $ 84,739.34
2013 - 30th Sept

PIGGERY Pig Type QTY
2013 Breeding Boars 5 700.00 3,500.00
Pregnant Sows 51 600.00 30,600.00
Mothering Sows 18 600.00 10,800.00
Dry Sows 5 600.00 3,000.00

Baconers ($7 - $5
kg) 88 385.00 33,880.00
Porkers ($10 - $8 kg) 82 256.00 20,992.00
Weaners ($10kg) 177 100.00 17,700.00
Gilt ($8.00kg) 27 400.00 10,800.00
Piglets 131 12.00 1,572.00

$
584 132,844.00 132,844.00
FEED
UNIT
STOCK QTY KG PRICE/KG
$
Mill Mix 18 25 19.00 342.00
$
Grower 25 25 27.00 675.00
$
Weaner 34 25 32.00 1,088.00
$
Rice 23 50 59.00 1,357.00
$
3,462.00
Sept $
2013 Total stock Value 136,306.00

Recommendations
a. Qualified and experienced staff.
b. Business financials
c. Accurate reconciliation and consistent records
d. Review or restructure to realign positions and responsibilities with
revised/newly created job descriptions based on current needs in accordance
with the strategic direction where we want to be in 2015.
e. Proper storage facility at the Enterprise Unit
f. Transportation vehicle for delivery of live and dressed pigs.
g. Research and Development
h. In-House training
i. Review of Performance Appraisal System and introduction of the Balance
Scorecard method.

Annexes
j. Annexure A –Product/Pricing/Total Value
Pig Type QTY Price Total Overall Total

Breeding Boars 4 $ 790.00 $ 3,160.00
Pregnant Sows 55 $ 600.00 $ 33,000.00
Mothering Sows 16 $ 600.00 $ 9,600.00
Dry Sows 6 $ 600.00 $ 3,600.00
Baconers ($7 - $5 kg) 31 $ 458.88 $ 14,225.28
Porkers ($10 - $8 kg) 74 $ 258.91 $ 19,159.34
Weaners ($12 kg) 91 $ 120.00 $ 10,920.00
Piglets 169 $ 12.00 $ 2,028.00
$ 95,692.62 $ 95,692.62
Weaner Feed 25kg 40 $ 27.15 $ 1,086.00

Breeder Feed 25kg nil $ 21.58 $ -
Creep Feed 25kg nil $ - $ -
Grower Feed 25kg 40 $ 27.50 $ 1,100.00
Mill Mix Feed 35 kg 40 $ 13.80 $ 552.00
$ 2,738.00 $ 2,738.00
k. Annexure B - Sales Comparison/Trend by Year
Year Sales
1995 $ 28,721.69
1996 $ 23,407.01
1997 $ 12,655.31
1998 $ 10,544.44
1999 $ 14,239.59
2000 $ 16,278.41
2001 $ 6,745.64
2002 $ 5,028.09

2003 $ 5,981.07
2004 $ 7,838.39
2005 $ 26,676.63
2006 $ 15,376.36
2007 $ 14,538.37
2008 $ 6,586.54
2009 $ 4,374.52
2010 $ 61,431.19
2011 $ 145,556.00
2012 $ 214,595.64
Sept 2013 $ 130,356.39
2014 $ TBC

Piggery 2014 Bus Plan Draft

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October 30, 2013 Commercialization Business Plan – Piggery Unit

Towards an Accountable and Successful Corrections Page 1

a. Manufacturing, Trading, Profit and Loss Statement ................................. 23-25

c. Annex C – Sales Comparison/Trends Graph ................................... 28-29

Towards an Accountable and Successful Corrections Page 2

1. The Commissioner’s intent of maintaining maximum performance continued throughout

Towards an Accountable and Successful Corrections Page 3

Towards an Accountable and Successful Corrections Page 4

“Provisions may be made by regulation and supported by Commissioners Orders

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Figure 1 – Piggery Unit Structure

Business Environment/Market Analysis

Increased Concerns about Pig Industry Future (A Press Release)

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Figure 2 - National Imports (Meat -2008)

Imports in 2008 (%)

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a. Products and services

Figure 3 - Live Pigs of different weights

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Figure 4 - Channel of distribution

Customers Customers Customers Customers

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c. Critical needs of existing market

Although transport is available to deliver to customer at various destinations, some

d. Target Market & Clients

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Figure 5 – FCS Farm Value Chain

Local Consumer Markets Intl Markets

Retailers Retailers Intl Retailers

Wholesalers Wholesalers Exporters

Value C Value B Value A

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f. Product Positioning Map

Figure 6 – Product Positioning Map

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Figure 7 - SWOT Analysis

 Existing Market (< 2 %) Supply of Medicine (Norocillin, Baycox, Scourban)rely

 Potential Capacity  Disease

Increase  Water Supply

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Objectives/Strategic Performance Measures

Figure 8 – Piggery Product Life Cycle

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Figure 9 – Marketing Mix

Product Pigs (Fresh/Lean)

Price Flexible Pricing

Promotion Demand exceeds supply

Place (Distribution) From present location

Packaging Cleaned and Healthy Appearance

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c. Business Level Strategies to meet target objectives

Figure 10 – Product & Marketing Strategies

Achieve a 40 % improvement in performance

Product Development Market Development

Marketing Production Marketing Production

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Figure 11 – Operational Strategies

Criterion Increased Success Less Success

Figure 12 – Production Process/Cycle

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f. Piggery Supply Chain

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