Modul 4_Ritel Modern_dampak Terhadap Petani1

7/23/2019 Modul 4_Ritel Modern_dampak Terhadap Petani1

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Modul 3

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KETERKAITAN RITEL MODERN DENGAN

PETANI DI INDONESIA

DEPARTEMEN SOSIAL EKONOMI PERTANIANFAKULTAS PERTANIAN

UNPAD



LEARNING OUTCOME:

Mahasiswa mampu menganalisis peluangusaha dan dampak kesejahteraan dari

perkembangan ritel modern terhadap parapetani produsen dan pelaku aktif rantai nilaimodern di Indonesia.

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REFERENSI UTAMA:

HORTICULTURAL PRODUCERS AND SUPERMARKET DEVELOPMENTIN INDONESIA

• Report of the World Bank’s Rural Development, Natural Resources andEnvironment Sector Unit of the East Asia and Pacific Region.

• The team leader for this report is Shobha Shetty (Sr. Economist, EASRE).

• Other team members: Richard Chisholm (Sr. Agriculturalist, EASRE), andFrans Doorman (Consultant).

• The principal authors of the report are Ronnie Natawidjaja (PadjadjaranUniversity, Bandung), Thomas Reardon (Michigan State University), andShobha Shetty (World Bank) in collaboration with Trisna Insan Noor, TomyPerdana, Elly Rasmikayati (Padjadjaran University, Bandung), SjaifulBachri (Center for Agricultural Social Economics Research andDevelopment, Bogor) and Ricardo Hernandez (Michigan State University).

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CARA MODERN RITEL MENDAPATKANPASOKAN UNTUIK SAYUR DAN BUAH SEGAR:1. IMPORT:

• 80% dari buah dan 20% dari sayuran yang dijual di supermarket adalah produkimport 60% dari total buah dan sayur yang dijual.

• 2-3 kali lebih tinggi dari negara berkembang lainyaMexico, Guatemala,Thailand, and China

KENAPA?

•

Harga dan kualitas FFV dr China dan Thailand relative lebih dengan kualitasyang sama atau bahkan lebih tinggi Transaction Cost rendah, efeisiensi danskala ekonomis tinggi.

BAIK UNTUK KONSUMEN di kota maupun di desa:

Kompetisi sehat, pangan murah dengan kualitas yang lebih baik

SEMENTARA• Petani lokal terganjal untuk memproduksi lebih baik karena kondisi pasar lokal

• Hambatan untuk menjual ke modern ritel: kondisi supply chain yang sangatterbatas jalan yang rusak, pungutan liar, tidak adanya “cold chain” danlayanan logistik.

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CARA MODERN RITEL MENDAPATKANPASOKAN UNTUIK SAYUR DAN BUAH SEGAR:

2. LOKAL:Membangun supply chain langsung dari sentra produksi

melalui pemasok khusus, yaitu:

• Petani besar/sedang atau Perusahan Agribisnis yang

memproduksi sayuran atau buah-buahan melalui kebun sendiri danmenghimpun petani produsen lainnya yang kecil-kecil secara kontrak(contract farming )

Suplayer Khusus ke Supermarket, merupakan perusahaanyang memasok khusus ke supermarket tapi tidak memiliki

produksi sendiri, sehingga harus bekerjasama dengan parabandar dan petani/ketua kelompok di sentra produksi

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Petani atau Perusahan Agribisnis

Pemasok Ritel Modern

• Biasanya merupakan petani memiliki lahan sedang atau

besar yang memiliki lahan milik sendiri

• Menguasai teknologi produksi yang baik sehingga mampu

menghasilkan produk yang berkualitas• Untuk meningkatkan kapasitas produksi, kemudian

menjalin koordinasi dan bermitra dengan petani kecil,

melalui kontrak formal ataupun in-formal

• Memberikan pembinaan pada petani kecil dalam hal bibit,teknologi, jadwal penanaman, bantuan pembiayaan, dll

• Melakukan sortir , standarisasi produk, dan pengemasan

sehingga mampu menghasilkan produk berkualitas tinggi



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Suplayer Khusus Berdedikasi

Pemasok Ritel Modern

• Perusahaan/pedagang ini tidak memiliki basis produksisendiri, berperan sebagai “bandar” khusus untuksupermarket/hypermarket

• Secara langsung mencari produk baru ke berbagai sentra

produksi untuk meningkatkan jumlah SKU yang dipasok• Melakukan koordinasi dengan para petani kecil di sentra

produksi secara kontrak, baik formal maupun in-formalmelalui ketua kelompok, koperasi, atau bandar

• Memberikan bantuan dukungan pada petani, baik berupabibit, teknologi, kalender tanam, dan juga bentuk bantuanpembiayaan

• Melakukan sortir , standarisasi produk , dan pengemasansehingga mampu menghasilkan produk berkualitas tinggi



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Dampak dari Transformasi/Modernisasi PasarProduk Segar Pertanian yang dihadapi Petanidi Sentra Produksi pada Tahun 2006

PETANI

PedagangPengumpulBandar

Pasar IndukRegional atau

Nasional

Penjual Riteluntuk Pasar

Lokal

KelompokTani/Koper

asi

PemasokKhusus Ritel

Modern/Export

RitelModern

PengolahanSkala Rumah

Tangga

Pemasok keIndustri

IndustriPengolahan

Makanan

Hotel andRestaurant

Pedagang Antar Pulau

Exportir

46% 40% 2% 1% 1%5%1%1%1%1% 2%

Lebihbanyakalternatip saluran

penjualanbagi petanidibandingkantahun

1994



Ringkasan Saluran Pemasaran

Berdasarkan Pasar Tujuan Akhir

No

.

Final Market

Percentage Share by Final MarketRata-rata

%Lembang

Panga

lengan Garut

1 Pasar Ritel Trad. Lokal 0 5 0 2

2 Pasar Induk Tradisional 66 66 73 68

3 Pasar Antar Pulau 10 4 8 7

4 Ritel Modern 14 12 7 11

5 Hotel and Restaurant 1 4 3 3

6 Industri Skala Kecil 1 1 4 2

7 Industri Besar Pengolahan 6 6 5 6

8 Export 2 2 0 1

Total 100 100 100 100

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Terjadinya BOOMING Hortikultura

di Jawa Barat

• Ada indikasi kuat telah terjadinya “Booming Tanaman

Hortikultur” di Jawa Barat

• Produksi hortikultur berkembang sangat cepat, teknik-

teknik pertanian modern terdifusi antar kelas petanidengan cepat, termasuk petani yang masih memasok ke

pasar tradisional

• Banyak petani yang beralih dari tanaman pangan ke

• Sayuran bernilai tinggi

• Melakukan investasi pada sistem pengairan

• Penanaman secara multi croping dan rotasi sepanjang

tahun



Tingkatan Nilai (Value Ladder ) KeuntunganPengusahaan Tan. Pangan dan Hortikultura

-

10,00

20,00

30,00

40,00

50,00

60,00

70,00

-

C o s t ( J u t a R

u p i a h )

Cabe merah

Kentang

Tomat

Bw

merah

Bw

daun

Wortel

Padi saw ah

Ubi kayu

Ubi jalar

Sedap malam

Kubis

Krisan

Kc Panjang

BuncisMaw ar

Jagung

Kc tanah

Kc hijau

R/C=2

Revenue (Juta Rupiah)



Value Ladder Effect dari Transformasi Pasar Modern

Puncak (tadinya tan.komoditas, sekr. niche)

Lembang (sekr mixkomoditas & niche)

Garut

(komoditas)

Pangalengan(komoditas)

Sumatera(tanaman pangan)

Jakarta



Value Ladder Effect dari Perubahan StrukturalPada Pasar Pangan dan Hortikultura

•Meningkat tangga nilai (value ladder ), beralih dari

Komoditas bernilai rendah (seperti: ubi jalar, buncis)

Produk bernilai menengah

(seperti: tomat and bawang daun, dll) Produk bernilai tinggi

(brocoli, paprika, sayuran Jepang, dll)

• Beberapa pelaku yang besar malah sudah mulai

memperluas/mengalihkan usaha penanaman ke daerah yangmemiliki biaya oportunitas lahan dan tenaga kerja yang

lebih rendah.



Ukuran Sample Petani dan Distribusinya

Kabupaten Kecamatan

Sample Size

Non-Supermarket

channel Farmer

Supermarket

channel Farmer

Bandung Pangalengan 39 41

Ciwidey 44 50

Pasirjambu 38 19Lembang 29 40

Sub-total 150 150

Garut Cikajang 45 22

Cigedug 35 41

Pasirwangi 24 35

Cisurupan 46 52

Sub-total 150 150

Total 300 300

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Anasisa Value Chain Tomat ke Jakarta

Petani Suplyer Khusus ke

Ritel ModernRitel Modern


Ritel ModernRitel ModernKelompok

Tani

Petani Pasar Induk Tradisional Pasar Ritel

Tradisional

Bandar


Ritel ModernRitel ModernBandar

Petani Pasar Induk

Tradisional

Pasar ritel

TradisionalBandar Pengumpul

Lokal



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Analisa Detil Value Chain per Saluran

Chain

ValueAdded

FarmerSpecialized Super

WholesalerSupermarket

26-29%

8-12%

Cost 36-48-%

55-57%

26-35%

32-37%

1. Procurements Cost 15-21%

2. Handling Cost 11-28%

3. Storage Cost 0%4. Transport Cost 21-22%

5. Rebate and Fee 34-47%

Value Added:Rp 3.7 – 3.8 million per ton

ValueAdded

FarmerSpecialized Super


Farmer

Group

Cost 24% 25% 24% 26%

1. Procurement Cost 0%

2. Handling Cost 51%3. Storage Cost 0%

4. Transport Cost 23%

5. Rebate and Fee 25%

28% 39% 33%

Value Added:Rp 3.6 million per ton

Chain



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Analisa Detil Value Chain per Saluran…..

Chain

Chain

Value

Added

FarmerTraditional

Wholesale Market

Traditional

Retail Market

Traditional

Wholesaler

Cost35-46%

16-18% 20-27%

26-32%

19-22%

12-13%

36-43%

10-26%

1. Procurement Cost 60-72%2. Storage Cost 7-16%

3. Loading-Unloading Cost 12-33%

Value Added:

Rp 1.6-1.8 million

per ton

Farmer Specialized Super


Traditional

Wholesaler

22-27%Cost

ValueAdded

7-8% 44-48%21-23%

4-9% 21-22% 35-37% 35-37%

1. Procurement Cost 22%

2. Handling Cost 34%3. Storage Cost 0%

4. Transport Cost 14%

5. Rebate and Fee 30%

Value Added:

Rp 3.3-3.4 million

er ton

Farmer Traditional

Wholesale Market

Traditional

Retail Market

Traditional

Wholesaler

Local

CollectorValue

Added

6-18% 13-22% 12-14% 14-18%

35-44%Cost 5-6% 25-27% 12%

41-44%

12-22%

1. Procurement Cost 58-69%

2. Storage Cost 8-13%3. Loading-Unloading Cost 23-29%

Value Added:

Rp 1.8-1.9 million

per ton

Chain



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Analisa Ekonometrik

A two-step procedure was used – first, estimating

the determinants of market channel participationand then, controlling for the conditional probabilityof participation in a channel, the technology choicesof farmers (production function and input usefunctions):

•Model Pemilihan Saluran Pasar: multinomial logit (p-

36)

•Fungsi Produksi dan Analisa Alokatif Efisiensi:

comparison of marginal value products (MVPs)•Fungsi Permintaan Faktor Input: profit function

referensi\Holtikultura_model_p36.pdf

http://localhost/var/www/apps/conversion/tmp/scratch_5/referensi/Holtikultura_model_p36.pdf






(1) “supermarket channel”,

which includes farmers selling to supermarkets, either directly, or indirectlyvia a specialized/dedicated (mainly to supermarkets) wholesaler to

supermarkets; this is the channel with the closest connection tosupermarkets and have full information; most of the farmers in thischannel are aware that they are producing for/selling to supermarkets.;

(2) “modern wholesaler”, which includes farmers selling to “modernwholesalers” who tend to be larger wholesalers who sell to the traditionalwholesale market as well as somewhat to supermarkets and to

specialized/ dedicated (to supermarkets) wholesalers; the farmers in thischannel tend to not be aware that part of their tomatoes go tosupermarkets; the wholesaler tends merely to signal certain requirementsand scheduling, but do not convey full information concerning the finalmarkets (we found this out through wholesaler interviews and markettracing);

(3) “traditional channel”, which includes farmers who sell to local brokers(small traders in the rural areas) and wholesalers who sell only to or in thetraditional wholesale market. This is the channel most distant from thesupermarket channel.

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Hasil Estimasi PemilihanSaluran Pemasaran

VariableSupermarket Producers Modern Wholesalers

Coef. (SE) Coef. (SE)

Producer's education (years) 0.152 0.122 0.024 0.063

Producer's age (years) 0.021 0.028 0.006 0.015

Family size -0.197 0.203 -0.035 0.116

Lagged land (farm size) -1.895 0.794 ** -0.048 0.135

Correction for Bandung lagged land 2.112 1.025 ** -0.665 0.452

Distance to paved highway (kms) 0.104 0.175 -0.210 0.354

Producer's experience (years) -0.046 0.062 -0.070 0.024 **

Lagged packing houses in the area (units) -0.121 0.025 ** 0.008 0.003 **

Dummy for commercialization level of zone 4.069 0.954 ** 1.007 0.331 **

Lagged association level (Associated =1

Not Asoc =0)-0.945 0.816 0.029 0.337

Lagged irrigation share (% of farm size

under irrigation)2.514 1.159 ** 0.166 0.620

Number of Observations 596

Wald Chi(32) 858.96

Pseudo R2 0.748

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Note that this is a multinomial logit and the base is the traditional channel farmers, so these are deviations from that base. Notes:** = significant at 5%; *= significant at 10%.

k ilih



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Faktor Penentu Pemilihan

Saluran Pemasaran

• Farm size (lagged) has a positive effect on supermarket channel

participation in Bandung, where land is scarce, but a negative effect inGarut.

• Bandung, near the city, the more capitalized and larger farmers tend tomake frequent shipments to specialized wholesalers and profit from thenearby commercial opportunities.

• Garut is a more hinterland area with larger land sizes; larger farmers tend

to sell large volumes to inter-island traders who come to that area for large volumes, a smaller and more specialized channel, to smaller farmers, whonevertheless are in the upper stratum of capitalization.

• Number of packing houses (lagged, in kecamatan) have a positive effecton participation in the modern wholesaler channel but a negative effecton supermarket-channel participation, as farmers have an alternative.

•

Being in a high-commercialization zone favors participation in bothmodern channels.

• Irrigation share (lagged) has an important positive effect onparticipation in the supermarket channel. Such consistency ofproduction is an important attribute that dedicated wholesalers look forin farmers.



Hasil Estimasi Fungsi Produksi

Supermarket

channel

Modern Wholesale

channel Traditional channel

Coef. (SE) Coef. (SE) Coef. (SE)

Tomato Area (Ha) 0.798 0.683 0.860 0.186 ** 0.975 0.088 **

Seed 0.207 0.680 0.120 0.189 0.034 0.091

Pesticides 0.002 0.007 0.007 0.002 0.021 0.030

Fertilizers 0.007 0.096 0.019 0.042 ** 0.109 0.036 **

Labor 0.267 0.120 ** 0.161 0.062 ** 0.282 0.035 **

Dummy for dry season (dry =1,

other =0) 0.150 0.034 ** 0.143 0.015 ** 0.176 0.020 **

Dummy for Bandung -0.024 0.074 -0.075 0.055 -0.075 0.018 **

Irrigation share -0.052 0.091 -0.034 0.035 0.032 0.024

Mills 1 0.005 0.006 0.001 0.001 -0.001 0.001

Mills 2 0.000 0.004 0.004 0.009 -0.003 0.003

Constant 5.729 3.117 7.472 0.806 4.082 0.828

Number of Observations 84 179 327

R-squared 0.985 0.983 0.98

Prob > F 0 0 0

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Notes: ** = significant at 5%; *= significant at 10%; base category is traditional wholesaler



Marginal Value Products dibandingkan denganharga faktor input: Allocative Efficiency

Supermarket

channel

Modern Wholesale

Channel

Traditional Wholesale

Channel

MVP Factor Cost MVP Factor Cost MVP Factor Cost

Area 36.4M > 2.2M 41M > 2.2M

Fertilizer 48 < 1,000 219 < 1,000

Labor 476 < 1,000 226 < 1,000 326 < 1,000

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Fungsi Produksi dan Analisa AlokatifEfisiensi

•The MVP of farmland is well above the rental factor cost forboth the modern wholesale channel farmers and the traditional

channel farmers

indicates a severe land constraint.

• The MVP of labor is also well below the factor price for allchannels, but as the cost results suggest, the overuse of labor

(from an allocative efficiency viewpoint) is most severe among

traditional farmers.

• The results for fertilizer are also similar to the other studiescited, showing an overuse of fertilizer in an allocative efficiency

sense.



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Fungsi Permintaan Faktor Input

• Labor demand of farmers in the supermarket channel is more responsive tofactor input prices than farmers in the other market channels, apparently

indicating the supermarket-channel farmers’ greater commercial orientation.

For the latter group, the positive signs on the prices of fertilizer and pesticides

indicate they are substitutes with labor

• Demand for pesticide responds (tautologically) positively to its own price. Forsupermarket-channel farmers, it is a substitute for fertilizer, but a complement

for the other two groups. The output price and dry season effects are negative, as

there are fewer insects at that time.

• Fertilizer use is measured in cash expenditure. The main results of interest here

are the strong complementarity of fertilizer use and irrigation, and the negativeeffect of transaction costs (proxied by distance to the road) on fertilizer use.



Petani yang saat ini terkait dengan Saluran

ke Ritel Modern (dari 600 sample)

• Pada kondisi saat ini, hanya 15% (dari sample) yang terkaitdengan supply chain ke pasar ritel modern (langsung dantidak langsung)

• Petani yang berpartisipasi pada supply chain tersebutadalah:• Petani kecil tapi bagian upper stratum dalam hal kepemilikan

lahan, modal, tangki irigasi air, dan tingkat pendidikan

• Biaya usahatani mereka lebih kecil (lebih efisien) dari petani

lainnya• Tingkat keuntungan mereka 10-30% lebih tinggi dari petani

lainnya (karena harga yang lebih baik)



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Kesimpulan Lainnya

•

Quality differentiation (and the concomitant investments) is not yetsystematically rewarded by merchants to farmers in the zone.

Mirroring the less developed market areas of other countries,

farmers still sell ungraded produce to wholesalers.

•

Tomato farmers get nearly all their technical assistance from inputdistributors, and nearly all their credit from those same actors plus

wholesalers. Government and NGO financial services and extension

services play a miniscule role in the tomato boom in West Java.

• Land-rental markets are extremely active among tomato farmers in

the area. Despite that, there is evidence from the allocative efficiency

estimates that there are land constraints and overuse of labor and

fertilizer, with the allocative inefficiency least among supermarket

producers



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Implikasi Kebijakan• Agricultural support services: direct support through investments in public

goods and services notably research and extension services. Revamping the quality of the

extension services so that it is better prepared and more relevant to the needs of the market isparamount.

• Rural producers organization: development of farmer groups, growerassociations, and new-generation cooperatives appear to be strongly needed.

• Rural Infrastructure: good quality telecommunications and a paved-road networkare essential, as otherwise local farmers will struggle to compete with imports. This is especiallyan issue as horticulture crops in Indonesia are often produced in remote, highaltitude areas where these infrastructure facilities are often deficient.

• Access to financial services: since the payment of supermarkets is generallydelayed for up to 40 days, suppliers, farmer and wholesaler face a problem of having temporaryilliquid assets. The government can facilitate agreements with the modern retail association andthe banking system so that they provide a guarantee for the amount of sales the supermarketowes, so that small/medium farmers or even wholesaler can get access to commercial bank loans.There are some private banks expressing an interest in this kind of agreement.

• Market intelligence: providing market intelligence to the supply chain actors andfacilitating business linkages among farmers, wholesalers and supermarkets through businessmeetings, exhibitions, and business visit programs is a key role for the public sector.

• Public product standards: The standards also need to be better socialized andadopted along the supply chain. The study indicates there has been an effort to perform gradingand handling in the production zone but the market price differentiation is insufficient.

• Land rental markets: public land registration needs to be widely socialized andfarmers encouraged to register their land. Land titles will give full right to the landowner andfacilitate land rental market with necessary legal support.



Diperlukan Kebijakan yang Mendukung

Terjadinya Transformasi Pertanian

• Kebijakan pertanian pada masa Revolusi Hijau adalahsupply driven, ditentukan oleh pemerintah, mulai daritujuannya (untuk mencapai swasembada pangan), sampaipilihan teknologi, pengadaan kebutuhan inputnya sampai

dengan harganya juga semua ditentukan oleh pemerintah.• Perkembangan pesat permintaan hortikultur tidak dibuat

atau ditentukan oleh pemerintah. Boom hortikultur iniadalah phenomena demand driven.

• Peranan pemerintah adalah memberikan dukungan(support) dan fasilitasi kepada para pelaku, khususnyapertani, agar mampu merespon dengan baik permintaanpasar



Diperlukan Kebijakan yang Mendukung

Terjadinya Transformasi Pertanian

• Diperlukan sebuah forum komunikasi antara petani,suplyer supermarket, vendor industri makanan, danlembaga penelitian agar para pelaku bisa dengan cepatmerespon perubahan permintaan pasar.

• Petani harus ditumbuhkan kesadarannya untuk berusahasecara berkelompok, bukan diwajibkan berkelompokuntuk menerima bantuan.

• Departemen Perdagangan, dan dinas-dinas perdagangan

propinsi maupun kabupaten bagian perdagangan dalamnegeri harus mampu membangun infrastrukturperdagangan sistem pasar tradisional, yang terdiri daripasar induk dan pasar ritel tradisional.



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