To carry out this research, the current macroeconomic conditions of the country and the department of Córdoba were taken as a reference, projecting a greater adoption of the use of Good Agricultural Practices (GAP), Good Livestock Practices (GMP) and Good Manufacturing Practices (GMP) by part of the business community, especially in the incorporation of value to the bovine product, which would immediately raise production and exports substantially.
Reason for which the following objective was used, Analyze and evaluate the critical factors that affect the positioning of environmental management and quality of the livestock agroindustrial sector (Bovine) of the Department of Córdoba, based on GAP, BPG and BPM in order to to guide decision-making towards sustainable development.
It was based on a comprehensive vision of the competitiveness of the region, and a comprehensive study of critical factors with associated indicators, which directly affect the existing agro-industrial quality and environmental strategic positioning for the livestock sector of Córdoba.
The information was generated from a comprehensive analysis of the businessmen who intervene in the bovine agricultural sector, both public, private and unions; This allows having strategic data that determines which are the critical factors that affect the competitive positioning of the Cordovan cattle livestock sector, and what effect they have on the agro-industrial quality and environmental strategic plan. In general terms, the lack of this normalizing system (Good agricultural practices) is observed, a factor that affects the competitive position of the region¸ which is why ranchers must invest and implement GAP, BPG and GMP on their farms. Which highly improves the bovine sector, granting fruits of cleaner production, competitiveness and providing a respectful management of natural resources.
Key Words: Factors that affect the quality and environmental agro-industrial strategic positioning, existing for the livestock sector of Córdoba, based on GAP, BPG, GMP, agro-silvopastoral systems (Trichanthera gigantea), bovine production systems, ecological livestock, Agricultural production systems, extensive livestock systems, pastoral systems, Córdoba, Ganacor.
Introduction
The last periods have been characterized by progressive economic integration in our economy, which has vertiginously transformed the market rules at the macro, sectoral and micro levels of our country.
The continuous increase in competitiveness is now an essential requirement for growth and for the viability of the livestock sector, its production chain, environmental and quality seals. They are one of the fundamental goals in this scenario, to achieve efficient international inclusion. This penetration should grant not only a broader access to external markets (of meat products and in volume supplied), but also the consolidation of its position in internal markets. 3
The agricultural - food technique is made up of an immense range of productive processes and agents, whose interaction supports the presence, in the market, of perishable consumer goods. To reach its final destination the consumer's table; the product must go a long way that begins with the visit to the herds or primary production. Then the interaction of transformation sequences that the product faces provide the intermediate links of the agri-food chains. Each of these links is located in a geographic space (municipalities), whose agroecological typologies, the offer of production support services, environmental preservation policies, marketing systems and infrastructure determine the degree of competitiveness of the union and the chain nutritional and productive.
In the quality of the product, the observation of the chains is vital, useful tools to identify the main critical points that stop the competitiveness of the livestock sector, it allows to locate the cause - effect relationships, complementarity and connection between the different phases of processing in the within the agri-food systems. Essentially, this concept makes it possible to demonstrate “synergies” and external effects, relationships of contribution, dominance and transcendental links, the inspection of which ensures the command of certain agents. When competitiveness is examined through agri-food chains - agribusiness.
It offers a broader and multifunctional vision of the complex reality that surrounds the agricultural sector of our time. In accordance with this, in the present work, good agricultural, livestock and manufacturing practices are chosen as the driving paradigm of the food and industrial chains. In order that this bovine activity that begins in the agricultural exploitation and culminates in consumption, be kind to the environment, show transparency in the labor market, and provide confidence with its seal of quality - environmental.
The department of Córdoba is located in the Caribbean Region, a livestock area par excellence in the country, with a differential agro-food / agro-industrial system for its economy, but with an important output of primary products without processing outside its territorial limits. Reason why it is considered a priority to generate information on the competitive positioning of the sector in this livestock activity; in a comparative analysis within the Cordovan department. This will allow having strategic information that determines which are the critical aspects that affect the positioning of environmental management and quality of the Cordovan livestock agroindustrial sector and what effect they have on the competitive development of the sector, management efficiency and its productive capacity.
In the present study, the following research question is proposed:
What are the critical factors that affect the positioning of the agricultural sector
(Cattle) in the Department of Córdoba, based on the General Standardization System?
This research is based on the information obtained through bibliographic databases, and by field study of pilot tests that will be carried out such as surveys and interviews, respectively, they will be applied to the union, state entities, landowners, associates and others.
The general objective that is being implemented is “Analyze and evaluate the critical factors that affect the positioning of environmental management and quality of the livestock agroindustrial sector (Bovine) of the Department of Córdoba, based on Good Agricultural Practices, BPG and BPM with the in order to guide their decision-making towards sustainable development ”. And specific:
- Know the current scenario, in which the livestock sector of Córdoba is developed, identify the production processes, based on a summary of the grouping of limitations and opportunities and identify the formalities of solution in the existing cordoba livestock sector. selected, in each of the links of the agri-food and agribusiness chain observed. Compare the impact of the normalizing factors, in the competitive positioning of the management of good agricultural practices (GAP, GMP and GMP).
The hypothesis that was analyzed in this research was:
- The bovine agricultural procedure and its normalizing system of the food chain negatively affect the competitive position of the region The low productive and technological capacity of the cattle agricultural sector affects the competitive position of the department of Córdoba The GAP process limits its competitive position depending on the alternative food system of the use of silvopatory systems.
The methodology used was supported by the descriptive-analytical method; since it is intended to describe factors and situations of the Cordovan livestock sector; that allowed to analyze weaknesses and opportunities for optimization.
For the construction of the matrix of environmental aspects and impacts, the agri-food and agro-industrial chains of cattle ranchers of Cordoba were taken as a starting point; Well, in them the processes that have to do with the activities of the union were noted, and for this specific case with the activities of the cattle raising process.
Based on these aspects, a matrix of Opportunities and Threats (POAM) was made for the optimization of the livestock sector and environmental impacts, which gave the critical factors that violate the laudable positioning of environmental management and quality. And thus, in this way, make the necessary improvements to make this Cordovan livestock sector competitive.
3. Results and Discussion
Based on the collection of information, we have 2 types of results: according to the surveyed populations; These provide data showing a large 75% that they do not put BPA, BPG and BPM into practice, because they do not know it, and others that only take advantage of pasture rotation, SSP and the benefits that the union provides them, ICA and Invima, which were tabulated and plotted to increase ease of understanding. And the information provided through interviews by the people in charge of managing GAP, BPG and GMP, in the different state and private companies and unions.
In this way, the following groups of information are considered:
3.1 Current scenario of the cordoba livestock sector:
The 211 livestock companies, chosen as samples, responded to the survey that was carried out in each of their farms, the answers are tabulated and graphed below.
To the question. What kind of forage do you use for raising and raising cattle? Table 1, Figure 1,It is found that there are three tendencies, one absolute, Hay, another low, Legume; and a minimum that are the SSP, a significant difference, because this shows that they are totally misinformed of the benefits, nutrients and added value that this silvopastoral plant of improved pasture, grants to bovines, by increasing their weight, muscle mass, generation of more milk and savings in food supplements; and the little interest of the state (ICA), the union and the association; for not seeking the means for this silvopastoral system to become overcrowded in the hacienda, farms, etc.; and thus in this way increase its base of herds certified with GAP and BPG; Similarly, there is a lack of consultation, since the state has web pages and agricultural technical assistance in its different institutions (Min Agricultura, Corpoica and ICA Oct 2014 - the “Linkata” network), available to the public or users.
Table 1. Type of forage used for raising and rearing
| Forage class | Frequencies | |
| No. of farms | Percentages | |
| Hay | 131 | 62.1 |
| Silvopastoral | 0.0 | |
| Grasses | 10 | 4.7 |
| Legumes | 60 | 28.4 |
| Other | 10 | 4.7 |
| Total | 211 | 100.0 |
Source: Author's elaboration
Figure 1. Type of forage used for raising and rearing
Source: Author's elaboration
Table 2 explains the question in percentage terms. Does the current situation of the Cordovan livestock sector use forage that it generates? Referring to these, it is found that of the 211 surveys, a high percentage answered the grazing system. A lower percentage Productivity and state of the meadows. This result, which is observed in Figure 2, demonstrates the purpose of the soil of the Cordovan prairie, for livestock, which shows that it does not use adequate grass, it would cause greater wear on the natural resource soil, while a minimal percentage he is interested in the productivity and state of the prairie, reasons that show that this minor trend generates a culture of conservation and preservation of the environment; by giving a good agricultural use to this livestock sector. Showing the little interest of the ICA, association and unions,for implementing and implementing the relevant agricultural changes, innovative changes.
In order to promote productivity and be competitive in the sector.
Table 2. Current situation of the Cordovan livestock sector, forage use
What generates
| Use Current Situation | Frequencies | |
| No. of farms |
Percentages |
|
| Grazing system | 150 | 71.1 |
| Presence of Trees | 0 | 0.0 |
| Management of natural grasslands | 6 | 2.8 |
| Pasture productivity and condition | 55 | 26.1 |
| Dry season resource | 0 | 0.0 |
| Other | 0 | 0.0 |
| Totals | 211 | 100.0 |
Source: Author's elaboration
Figure 2. Current situation of the Cordovan livestock sector, forage use it generates.
Source: Author's elaboration
Table 3 ,presents characteristics about. What options do you have to conserve forage, in critical times? A high and absolute average is observed in the Silage response, a low percentage in the paddock rental option and a small percentage in another. This high average is significant as the graph highlights it, Figure 3. Due to the fact that it is necessary to implement a new pasture system, to avoid over-cost, as well as going from extensive livestock to an intensive system. Preventing this increase from placing our final product sales prices in both the national and international markets; factor that generates little competitiveness and low PML, unaware that there are alternatives that are respectful of natural resources and that give us competitiveness by keeping our prices at any time,However, the SSP is not used, forage that provides food in a balanced way for the adequate nutrition of the cattle, guaranteeing the quality and efficacy of the feed.
Table 3. Conservation of forage in critical times
| Forage Conservation | Frequencies | |
| No. of farms | Percentages | |
| Silage | 170 | 80.6 |
| Potrero lease | 31 | 14.7 |
| Other | one | 4.8 |
| Totals | 211 | 100.0 |
Source: Author's elaboration
Figure 3. Conservation of forage in critical times
Source: Author's elaboration
About. What dietary supplement do you use to provide minerals in the summer? Table 4, Figure 4 , presents a null percentage in the affirmation others, likewise 14.7% in the nutreblocks option and 85.3% in the mineralized salts response; Figure 4 corroborates these findings. When reviewing the surveys, it was found that 180 farmers answered affirmatively in the acquisition of this food supplement, while the others answered the acquisition of nutreblocks. These decisions affect the competitiveness of the sector, by increasing its costs, in the same way they reflect a lack of advice and request a change in sustainability in the hatcheries and herds.
Table 4. Food supplement in summer season
| Supplements | Frequencies | |
| No. of farms | Percentages | |
| Mineralized salts | 180 | 85.3 |
| Nutreblocks | 31 | 14.7 |
| Other | 0 | 0.0 |
| Totals | 211 | 100.0 |
Source: Author's elaboration
Figure 4. Food supplements in summer season
Source: Author's elaboration
By checking the option. Would you like to strengthen your herd with the Silvopastoral system? In Table 5 a high percentage is observed in the answer Yes, while in the negative affirmation the percentage is null, as is best seen in Figure 5. This shows that there is interest on the part of the farmers, to strengthen their hatcheries of bovines, and lack of cooperation by the state (ICA), federation and unions, by not cooperating in order that all farms and herds enjoy this SSP, which grants so many benefits to the environment, to the competitiveness of the union and sustainability of the livestock sector.
Table 5. Strengthening herd with the silvopastoral system
| Strengthening | Frequencies | |
| No. of farms | Percentages | |
| YES | 211 | 100.0 |
| NO | 0 | 0.0 |
| Totals | 211 | 100.0 |
Source: Author's elaboration
Figure 5. Herd strengthening with the silvopastoral system
Source: Author's elaboration
As for the question. What is the current pasture management? Table 6, Figure 6 presents 38.4% to the rotational option, 33.2% continuous, and mechanical 28.4%, which is encouraging because almost 70% do the indicated, conservation of the soil resource to the implement paddock change in the same herd, thus avoiding severe destruction that in the near future may cause elimination of primary nutrients in the soil, by remaining with mechanical management, and being on the verge of erosion, a factor that is mitigated by planting trees, or medium and high SSP, which is ideal. Naturally continue with this favorable trend of implementing rotary soil management.
Table 6. Current pasture management
| Driving | Frequencies | |
| No. of farms | Percentages | |
| Rotational | 81 | 38.4 |
| Mechanic | 60 | 28.4 |
| Continuous | 70 | 33.2 |
| Totals | 211 | 100.0 |
Source: Author's elaboration
Figure 6. Current pasture management
Source: Author's elaboration
Regarding the question. If you know any strategies for the supply and management of water in the herd? In Table 7, and Figure 7. It is observed that the 211 livestock producing companies in the agro-industrial sector use groundwater, and implant fixed or mobile drinking troughs, out of habit, thus preventing livestock from contaminating the streams. But never because the state (ICA) has indicated or at any time suggested. As can be seen, the interest is good, but it would be commendable if they gave use to rainwater, which is not used, indicating the lack of advice in the preservation of the natural resource water.
Table 7. Water supply and management in the herd
| Supply | Frequencies | |
| No. of farms | Percentages | |
| Drinking water | 0 | 0.0 |
| Of Posos | 150 | 71.1 |
| Mobile drinkers | eleven | 5.2 |
| Ravines | 0 | 0.0 |
| Fixed drinkers | fifty | 23.7 |
| Total | 211 | 100.0 |
Source: Author's elaboration
Figure 7. Water supply and management in the herd
Source: Author's elaboration
The response of the producers to the consultation. What species or type of Sivopastoral do you know? State it, at 47.4%, followed by Guinea species with 28.9 and finally Angleton with 23.7% respectively; To some extent, they are aware of this SSP, but they argue that they have not put it into practice because the costs per hectare are increasing, since it ranges from more than $ 4,000,000. As seen in Table 8, Figure 8; However, they are unaware that this forage system lasts for more than 10 years, during which time the investment will certainly be recovered, due to the benefits it provides to cattle, the environment, the reduction in over-costs, it helps soil conservation, and increases paddock rotation. Because it is a recommended plant, medium over 1.5 meter and large 2 to 4 meter;which shows that when a plot of land is exhausted its production must carry out continuous rotation, and this again grows its foliage. Action that does not happen with common pastures.
Table 8. Kind of Silvopasteril you know
| Class | Frequencies | |
| No. of farms | Percentages | |
| Angleton (Dichanthium aristatum) | fifty | 23.7 |
| Guinea (Panicum maximum) | 61 | 28.9 |
| Other | 100 | 47.4 |
| Totals | 211 | 100.0 |
Source: Author's elaboration
Figure 8. Silvopasteril class you know
Source: Author's elaboration
To continue reinforcing the GMP, GAP and GMP, the information provided by the officials of the dependencies of private and state companies (Ica, Invima, Unaga and Fedegan), that manage, promote and promote these certifying regulations, was taken. the answers about. How many farms do you know that use SSP? And do you keep a record of these herds or farms? In Table 9, Figure 9 a percentage 66.7% is observed, which is equivalent to 20% of the total of the farms affiliated to Ganacor, it is a certain measure is not very encouraging, but knowing the number of existing herds in Córdoba that are not affiliated to this union, which is 3,350 properties with a population greater than those belonging to the union. In these results, the unfavorable trend of livestock farmers is observed,of not taking advantage of the benefits that owning a property certified in the BPA, or BPG, or BPM offers them; missing the opportunity to produce at a lower cost, excellent quality, with greater efficiency and competitiveness.
Table 9. Records of herds or farms certified in GAP
| Certified Farms | Frequencies | |
| No. of farms | Percentages | |
| Certified Herds | twenty | 66.7 |
| Uncertified | 7 | 23.3 |
| Process | 3 | 10.0 |
| Totals | 30 | 100.0 |
Source: Prepared by the author, Interview conducted by the researcher
Figure 9. Records of herds or farms certified in GAP
Source: Author's elaboration
To the questions about. How regularly do you visit these properties? And how do they manage the vaccination system? They responded every six months, and regarding the vaccination cycle, they control foot-and-mouth disease and brucellosis; This information is reflected in Table 10, Figure 10.
Table 10. Chronology of the vaccination cycles
| Vaccination Cycle | Frequencies | |
| No. of farms | Percentages | |
| Annual | 0 | 0.0 |
| Biannual | 30 | 100.0 |
| Totals | 30 | 100.0 |
Source: Author's elaboration
Figure 10. Chronology of vaccination cycles
Source: Author's elaboration
Next, to the questions about. How does your entity help the implementation of BPA and BPG? And what strategy are they generating to make the agricultural sector competitive? Trainings are used primarily, then we implement talks and ultimately develop programs; as seen in Table 11, Figure 11 ; however they have not been as effective due to the little interest of the sector; Likewise, it is left between noting that state entities, and unions do not use motivators to massify these strategic initiatives, but knowing that they are vital for their competitiveness and be part of the free trade agreements that are currently being developed., Table 11. Strategies for the implementation of GAP, BPG and BPM
| Implementation Strategies | Frequencies | |
| No. of farms | Percentages | |
| Training | fifteen | 50.0 |
| Talks | 10 | 33.3 |
| Program | 5 | 16.7 |
| Other | 0 | 0 |
| Totals | 30 | 100.0 |
Source: Author's elaboration
Figure 11. Strategies for the implementation of GAP, BPG and BPM
Source: Author's elaboration
By last. Is there a website or informative bulletin where all the farmers, ranchers and ranchers of Córdoba are kept up to date? On the importance of GAP, BPG and BPM; A high percentage responded that all the information is handled by the Web page, - or the "Linkata" network and in parallel through newsletters, however a large number of these farmers only carried out primary school and with security for this the management of ICT is a difficulty and in how few the newsletters come to the federation or the state entities, they do not find out about these healthy events or vital news to gain access to so desired certification. But this is not a justification for these entities not to implement new alternatives, in order that this information fulfills its mission.Which is to have a competitive and strengthened union to face these fruitful commercial alliances. Table 12 and figure 12 will show you better details.
Table 12. Information media
| Media | Frequencies | |
| Absolute | Relative | |
| Web page | 17 | 56.7 |
| Bulletin | 10 | 33.3 |
| Other | 3 | 10.0 |
| Totals | 30 | 100.0 |
Source: Author's elaboration
Figure 12. Information media
Source: Author's elaboration
3.2 Analysis of the production processes based on the limitations and opportunities of the cordoba livestock sector
Business competitiveness is measured by the degree of compliance with the external variables required by the consumer market and by the development of strategies to achieve the objectives.
These variables or drivers of competitiveness are selected based on the improvement opportunities that are necessary to work for the organization to obtain the competitive advantage. That is why each industrial sector corresponds to a mixture of elements or variables that guarantee business organizations to be successful. The different capacity to respond to the demands of these factors is what makes some companies competitive and others not. The competitive advantage of a sector depends on the degree of dominance it has over the key success factors (FCE), and the strategies it implements to create barriers of imitation or obstacles to the entry of potential competitors.
Reasons why in this enciso we present a global vision of the factors that strengthen or decrease in the hypothesis, under study.
Based on the following scheme according to the productive dynamics of the Cordovan cattle sector, the following diagnosis of the factors of this productive component is generated, using the methodology described by Téllez and Cubillos. Table 13 illustrates the internal capacity profile; The profile of opportunities and threats of the environment is presented in table 14 (Adapted from Téllez and Cubillos), 2004 and the SWOT matrix, in table 15.
Table 13, Internal capacity profile (PCI) of the farms analyzed in the department of Córdoba
| CORDOBE BOVINE SECTOR | ||||||
|
FACTORS |
Strengths | Weaknesses | ||||
| Impact | Impact | |||||
| Tall | Medium | Low | Tall | Medium | Low | |
| ADMINISTRATIVE | ||||||
| Activity planning | X | |||||
| Business orientation | X | |||||
| Management of a system of
information |
X | |||||
| PRODUCTIVE | ||||||
| Production capacity | X | |||||
| Technological level | X | |||||
| Genetic improvement | X | |||||
| Grassland management | X | |||||
| Use of a sanitary management plan | X | |||||
| COMPETITIVE | ||||||
| Milk quality | X | |||||
| Meat quality | X | |||||
| Sale price | X | |||||
| FINANCIAL | ||||||
| Business profitability | X | |||||
| Production expenses | X | |||||
| HUMAN FACTOR | ||||||
| Permanent training | X | |||||
| Job stability | X | |||||
| Sense of belonging | X | |||||
| Staff motivation | X | |||||
| Remuneration and incentives | X | |||||
| ENVIRONMENTAL MANAGEMENT | ||||||
| Knowledge of environmental management | X | |||||
| Availability of natural resources | X | |||||
| Rational use of land | X | |||||
| Rational use of the water resource | X | |||||
| Pollution control | X |
Source: Direct observation in herds, plots and farms carried out by the researcher, in visits to farms.
TABLE 14, Matrix for identification of opportunities and threats (POAM) livestock sector of Córdoba
|
FACTORS |
OPPORTUNID | ADES | THREATS | |||||||||||||
| IMPACT | IMPACT | |||||||||||||||
| HIGH MEDIUM | LOW | HIGH MIDDLE LOW | ||||||||||||||
| ECONOMIC | ||||||||||||||||
| Purchasing power | X | |||||||||||||||
| Consumers | X | |||||||||||||||
| Sector growth | X | |||||||||||||||
| Capital income | X | |||||||||||||||
| SOCIAL | ||||||||||||||||
| Skilled labor | X | |||||||||||||||
| Education | X | |||||||||||||||
| POLITICIANS | ||||||||||||||||
| State programs | X | |||||||||||||||
| Livestock union at regional level | X | |||||||||||||||
| Regional competitive agreement | X | |||||||||||||||
| MARKET | ||||||||||||||||
| Quality payment schemes | X | |||||||||||||||
| Quality standards required | X | |||||||||||||||
| TECHNOLOGICAL | ||||||||||||||||
| Modernization of livestock production | X | |||||||||||||||
| Infrastructure for marketing | X | |||||||||||||||
| Research Center | X | |||||||||||||||
| AGROECOLOGICAL | ||||||||||||||||
| Sustainable development programs | X | |||||||||||||||
| Availability of natural resources (region) | X | |||||||||||||||
| Biodiversity | X | |||||||||||||||
Source: Direct observation in herds, plots and farms carried out by the researcher, in visits to farms.
TABLE 15, SWOT matrix of the analysis of the situational diagnosis of the Cordovan cattle sector.
| WEAKNESSES | OPPORTUNITIES |
| Water scarcity that becomes a limitation for the herd and its agricultural and livestock development | Corporate image of the property |
| Existence of a training plan for staff, being a limiting factor for | Support from the Ganacor federation, ICA or Fedegan, who can strengthen the |
| the performance of human resources | production lines and research projects. | ||
|
Lack of policies, objectives and strategies that consolidate the purposes of the herd, its production and research. |
Creation and innovation of new production systems that develop the cattle farming sector. | ||
| Lack of motivation and incentives for the development of self-esteem of human talent | Underutilized property capacity and physical structure. | ||
| absence of formality defined in which the positions within the herd or livestock company are displayed | A growing bovine breed and a huge market eager for its production. | ||
| Absence of business areas that
facilitate ID management in the sector |
|||
| Absence of an accounting program | |||
| Lack of diversification in production lines. | |||
| Absolute, old and poor infrastructure | |||
| Non-existent regulations in force | |||
| Poor herd management through manual data monitoring | |||
| STRENGTHS | THREATS | ||
| Perception of the herd as a development center for the benefits of the livestock sector, the owner company and the community in general | Non-existent communication mechanism between the livestock federation, the farmer and the operators. | ||
| Leased machinery and equipment in line with current production. | Minimum degree of integration of the livestock company, productive management and optimal livestock development. | ||
| Land area that allows diversification of production lines | Minimum economic resources, for the optimal development of the activities of the livestock company. | ||
| Record showing results in yield volumes, both in the agricultural and livestock areas. | Low credibility and support from unions | ||
| Ignorance of the environment, about | |||
| solid waste management and RSA of the livestock company. | |||
| Excess working hours and non-compliance on days off. | |||
| Sowing and harvesting periods in times of low rainfall. | |||
| Centralized operational policies | |||
| Inadequate personnel hiring processes with respect to the technical requirements of the herd. | |||
| Non-existent cooperation with the adjacent community, so insecurity and cattle ranching prevail in the herd. | |||
Source Farms observed
3.3 Confront the impact of the normalizing factors in the competitive positioning of the management of good agricultural practices.
The cattle farming system and its normalizing system of the food chain negatively affect the competitive position of the region: The lack of this normalizing system (Good agricultural practices) affects the competitive position of the region, which is why farmers must invest and implement GAP, BPG and GMP on their farms, making their herds a complex entity in which, not only must production improvements, reduction of operating costs, cleaner production, management respectful of natural resources and the same use of climatic conditions. As it should be noted, these normalizing systems are survival differentials, reaching it becomes a long-term vitality strategy, Quality is profitability, productivity,market share; They are a series of elements that are combined in a conjugated way and that together means the business success of the sector.4 The quality - strategy relationship is very close, directly equating high quality with competitive success is a fallacy, which makes quality the benchmark is competitive strategy, since it implies decision and opportunities not available to competitors of the company. Quality provides a different perspective and gives the sector the potential for a competitive plan superior to that of its competitors. From a strategic perspective, the company determines how the advantage will be used from the point of view of good practices. 5
The low productive and technological capacity of the bovine agricultural sector affects the competitive position of the department of Córdoba: Yes, reducing the competitive position of the agricultural sector, as it does not have a suitable high-tech refrigerator (BPM) in cuts for export, thus Even in their dairy herds there is no adequate technology, making their final products uncompetitive; Showing low productive and economic returns, showing little business vision, a timid union work, and the low development of the structure for marketing and commercialization. Noted in the decrease in the levels of consumption of beef in Colombia, among other aspects, which cause that there are not adequate levels of competitiveness.These factors reflect that the bovine sector lacks clear and precise agricultural policies that seek to guide the adequate performance of livestock, within the framework of economic sustainability and environmental sustainability.
Reasons that have made its activity, has been characterized by an empirical management in the field of technology, environmental management, business administration, economic evaluation and linkage with other productive sectors and with consumers. This has not allowed to promote the changes that the livestock system requires to become competitive and to be able to face current and future relationships in the national and international context. 6
The process of good agricultural practices limits its competitive position based on the alternative food system of the use of silvopatory systems: No, the BPG are complemented with the use of the SSP, generating benefits in mass, milk, breeding and conservation of the environment; highly positive factors that must be implemented; in this way, allowing a better use of these conditions, with a correct administration, marketing and decision-making plan in order to optimize production.
3.4 Characterization of the selected factors, in each of the links of the agri-food and agro-industrial chain observed.
The farmers, ranchers and owners of cattle herds currently have the natural resources, the ability, a variety of ruminant class and enough products to cover internal consumption, with surpluses to supply international trade; but the lack of technology, business strategy, marketing and mainly quality and safety certifications (Good Livestock, Agricultural and Manufacturing practices); demands of the animal feed market that determine that producers must comply, with minimum quality and safety practices in order to guarantee, not only the supply of quality and nutritious food, but also healthy or innocuous, that is, not represent a risk to the health of end consumers. This lack of certifications in primary production,has allowed the introduction of imported products that compete with local ones in quality, traceability and price, forcing farmers to optimize the national bovine sector, while knowing that our purpose is to maintain and improve the position within the internal market and gain access to international markets. But the non-certification has generated that our agri-food and agro-industrial chains increase internal prices, the value of the finished product and are not bearers of quality, safety and environmental seals or PML.that our objective is to maintain and improve our position within the domestic market and gain access to international markets. But the non-certification has generated that our agri-food and agro-industrial chains increase internal prices, the value of the finished product and are not bearers of quality, safety and environmental seals or PML.that our objective is to maintain and improve our position within the domestic market and gain access to international markets. But the non-certification has generated that our agri-food and agro-industrial chains increase internal prices, the value of the finished product and are not bearers of quality, safety and environmental seals or PML.
4.4.1 Reality of the landowners, ranchers and owners of cattle herds of the Department of Córdoba.
It was found that the producers affiliated to unions, some have access to commercialize products to Asian international markets, Central America and others only local; with a tendency to demotivation, due to the lack of support, cooperation and incentives from the state, FEDEGAN and GANACOR towards cattle producers; That it is an alternative to the solution of the national and international economic situation that the country currently presents and to display before the world and national community healthy and safe food on the farms or herds.
The personnel who work in the herds, farms and ranches, due to the management model used, lack a sense of belonging, this being reflected in the apathy that exists for the production processes and the neglect to develop productive alternatives for the herd. Although it is true that programs to improve pasture and breed are being worked on, the disdain not only of the farmers but also of the operators themselves is appreciable, who do not value the infrastructure and the real possibilities of the herd, not only as a productive model but also as a business model for the region.
In Certain herds, farms, farms and ranches, it presents a degree of underutilization, due to the lack of investment plans and models that allow the adaptation and modernization of some processes, which would result in the diversification of products and development opportunities for their self-sustainability.
4.4.2 Reality of the State and Private Companies of the Agroindustrial Sector.
The information provided to us by these institutions or entities shows the lack of continuity in the programs and coordination between them, when issuing the norms, laws and resolutions; in aspects such as:
The time difference between one resolution and another.
Lack of disclosure and explanation of these standards that reach full coverage. The average time of visit to the properties semester, sometimes annually; too distant to see improvements.
Lack of control over externalities, lack of massification of PML, and optimization of the Sinú cold store.
Creation of rules that regulate agro-industrial sustainability, dairy and meat production and artificial insemination.
Support for the sustained growth of certification of sanitary and safety conditions of the bovine and meat milk production system.
Lack of administrative and operational exercise of the union, by allowing visits to farms or herds with little regularity, implying that it does not know the real potential of the sector and the monitoring of improvements. Forgetting that production models have to adhere to the real needs of the market and not only be determined by satisfying domestic consumption, which, although it is a priority for government authorities, sometimes goes against the productivity of a sector as dynamic as the agricultural; a fact that is confirmed by the lack of programming and management models of GANACOR from an agribusiness approach.
And to this is added that our political regime does not allow continuity in the projects that are drawn up in the economic entities; to promote foreign trade in the agro-industrial sector.
40% of the ranchers affiliated to GANACOR, denote that their herds are not very profitable; based on its extensive production model, and ignoring the virtue of intensive systems.
It is important to define strategies that allow you to make accurate decisions regarding the specific management that your company or cattle and dairy herd must have, in the context of what your farm represents. Its production processes must adapt dynamically to the changing conditions of the regional and national economy. The unions must generate the necessary reengineering and reconversion processes.
Without research there is no future. Efficiency goes hand in hand with technology and technology depends on research and transfer 7. However, state funds allocated to research (Corpoica) are negligible and continue to decline. The challenge is for producers, federation and ranchers to take control of livestock research, partnering with local, regional and national entities. For this, Unaga needs to finance its own research agenda.
As it should be noted, the lack of this standardizing system (Good agricultural practices) affects the competitive position of the region, which is why farmers must invest and implement GAP, BPG and GMP on their farms, making their herds a complex entity. in which, not only the improvements in production, the reduction of operating costs, cleaner production, a respectful management of natural resources and the same use of climatic conditions must be taken into account. In the same way, the low productive and technological capacity of the sector reduces the competitive position of the agricultural sector, as it does not have a suitable and high-technology refrigerator (BPM) in cuts for export, likewise in its dairy herds there is no adequate technology, making their final products uncompetitive.The BPGs are complemented with the use of the SSP, generating benefits in mass, milk, breeding and environmental conservation; highly positive factors that must be implemented; in this way allowing a better use of these conditions, with a correct management, marketing and decision-making plan in order to optimize production.
Having these certifications would provide your herd or livestock company with the solution tool for its profitability, which would result in better conditions of sustainability, competitiveness, research and above all, in one of the brilliant locomotives of our GDP.
4. Conclusions
The conclusions on two major issues are presented below, on the one hand, the reality of farmers, ranchers and owners of cattle herds who know and take advantage of the benefits provided by the agri-food chains - SSP (BPA and BPG), and the agro-industrial chain (BPM) according to the characteristics of interest measured in the investigation; complemented with the environment of the officials of the dependencies of the BPG, GAP and GMP, of the private and state companies, as main responsible for promoting and promoting quality assurance and safety in primary production. Without ignoring the diagnosis of the factors exposed in the hypothesis, These conclusions revolve around the central theme of the degree work, "Factors that affect the positioning of the agro-industrial quality and environmental strategic plan, existing for the livestock sector of Córdoba, based on GAP, GMP and GMP."
- Knowing that 20% of the herds affiliated to Ganacor have BPA certification, it is visible that a higher percentage ignores the improvement of the use of the SSP in their cattle farms, an attitude that does not allow the increase of this percentage of certified farms, in good practices Knowing that the livestock federation provides talks, trainings and programs that grant empowerment of GAP, which make the pastures a worthy example to show in the rotation of pastures, use of rainwater and landscaping in living fences. However, the percentage of beneficiaries does not exceed 15%. The innovation system in livestock companies is minimal, which shows that a large percentage ignores the development in livestock companies, of research and creativity of new production systems,factors that develop the bovine livestock sector It is notorious that 15% of the HR of livestock companies is poorly trained, an initiative that does not allow them to optimize their agricultural skills and techniques aimed at Good Livestock Practices In the field visits it was observed that the herds Livestock farmers lack technology on their livestock farms, which means that good manufacturing practices do not prevail and their production processes are not very competitive. In the ICA newsletters it is noted that livestock companies must invest in the GAP standardization system; BPG, and BPM; If you want to make their prices attractive in the export tray of the coveted claimants of the euro zone, INVIMA, like the landowners, showed interest in the modernization of the refrigerator,so that it generates a diversity of cuts suitable for the internal and external market, noting the interest of the federation's affiliates to be part of the GAP and GMP certification, an aspect that will improve their production chains, revealing their traceability, and making the agricultural sector denotes the locomotive that pulls our economic GDP.Among the findings found in the archives of state companies, which denote the lack of perseverance in the processes, norms, laws and continuity in its execution period, as its Total coverage, unhealthy aspect for the bovine livestock sector In the visits that were carried out in the cattle farms, the lack of motivation in the human resource was perceived,showing little support for sustainable development in the growing and sustained growth of certifications in BPG, BPA and BPM, to herds and cattle ranches, based on existing cattle farms (5350), of which only part of the federation (2000); It is relevant that more than 60% do not enjoy the benefits of livestock, which is a primary task for the unions to motivate the entry of all livestock farmers to their headquarters, and in this way make planning visits to livestock farms with greater continuity, and show in our herds a paradise free of foot-and-mouth disease and bovine brucellosis.which is a primary task for the unions to motivate the entry of all ranchers to their headquarters, and in this way make planning visits to livestock farms with greater continuity, and show in our herds a paradise free of foot-and-mouth disease and bovine brucellosis.which is a primary task for the unions to motivate the entry of all ranchers to their headquarters, and in this way make planning visits to livestock farms with greater continuity, and show in our herds a paradise free of foot-and-mouth disease and bovine brucellosis.
5. Recommendations
5.1 General Recommendations
- Min Agriculture, Min Health, ICA, Corpoica and Ganacor should promote certification and give greater coverage to agricultural products of the bovine sector. Fedegan and Min Comercio, should motivate and facilitate the viability so that the herds, farms and farms in Cordoba; optimize their production, take advantage of strategic alliances or integrations, be certified 100% and in this way generate cleaner production in the sector.Ganacor must continue with its plans for the total eradication of foot-and-mouth disease and Bovine brucellosis in the department of Córdoba. the Bank of livestock machinery in agreement with Min Agricultura for the lease of technification of soil tillage at low cost. The Landowners and Ranchers, increase the construction of landscapes with plantations of mouse or oak at the edges of the plots, farms,herds or haciendas; providing the livestock system with sites of animal and plant biological diversity; the creation of these fences limits the movement of animals, provides protection against the wind and the rigors of the weather; it is also an occasional source of forage and timber (income generation through employment).
5.2 Specific Recommendations
Use the model of the steps to follow to obtain the certification in GAP, BPG and BPM that are presented below:
- BPA technical manual. Corpoica BPM ManualManual BPG Links, http://www.cipav.org.co/pdf/3.Buenas.Practicas.Ganaderas.pdf
Continue with the growth of an ecological livestock from the collection of five primers of the natural soil resource series; natural resource water; natural resource flora; alternative livestock production systems; sustainable livestock production systems; These manuals are presented in the following links below:
- Natural Resource Flora, cattle ranching http://es.slideshare.net/tatianapoala/recurso–natural–flora–ganeria Natural resource Water, management http://es.slideshare.net/tatianapoala/recurso–natural–agua–ganaderia Resource natural soil, management http://es.slideshare.net/tatianapoala/recurso–natural–suelo–ganaderia Resource Alternative bovine system, energy efficiency file: /// C: / Users / USUARIO / Desktop / Content% 20% 20Complete / Cotidianidad / ACAD EMIA / Univ.% 20De% 20Manizales / Informe% 20Final / General / CARTILLA6,% 20 Sistema% 20productive% 20bovino% 20y% 20eficiencia% 20energetica.pdf
- Sustainable livestock production system:Change the bovine production system, going from extensive production to intensive production, making their herds profitable. Be guided by the fedegan competitiveness model as being a livestock company. The manual is presented below, links. https://es.slideshare.net/Fedegan/cartilla-modulo-empresaganadera Manual "Establishment and management of silvopastoral systems" Sustainable Colombian livestock project. Format or manual, See Links. http://www.cipav.org.co/pdf/1.Establecimiento.y.manejo.de.SSP.pdf
6. Acknowledgments
This author wishes to thank the Alma Mater University of Manizales research center for the academic and motivational support granted to the research project.
TO GANACOR, FEDEGAN, CORPOICA, INVIMA and ICA, for the support and endorsement received as livestock trade union authorities and certifiers of GAP - BPG and GMP in our country.
TO AUCTION CORDOBA, for facilitating the database and allowing the field study to be carried out at its Montería, Planeta Rica and Sahagún operations centers analyzed respectively.
Likewise, we would like to thank the Agronomist (SENA PORVENIR) Alfonso
Ayala A. and Mgr. Diego Hernández García, Luis Alberto Vargas Marín and Juan Carlos Gran Noble professors at Alma Mater, co-directors of the line and thesis, for the review and observations raised in the research project and final report.
To God, my friends, FUNHEC, CUN, UCC and my family, for understanding me in my moments of retirement and academic isolation, for supporting me in my obsession with study and work. Essentially in the consecration of the time that I cover the investigation.
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NOTES:
- Product of the thesis work presented as a requirement to opt for the Master's degree in Sustainable Development and Environment, awarded by the Alma Mater University of Manizales. http://www.cun.edu.co/cunmedia/prensa/994-plan-estrategico-para-fortalecer-el-sector-pecuario-decordoba.html#.VILeKPhNrdo.gmail Business Administrator, Magister in Sustainable Development and Environment from Universidad De Manizales, Specialist in Financial Management from Universidad Jorge Tadeo Lozano and Quality Manager from SENA Santander; Member of the research group in Environment and Sustainable Development UCC - Cvlac de Colciencias, research professor, in charge of the Environmental and Sustainable Development area, Email: [email protected] UCC Montería. Cel 3107299025Rojas et al 2000.Berga, monge, 2000Belohlav,1993 Current situation of beef cattle farming in Colombia and alternatives to boost its competitiveness and sustainability, Liliana Mahecha, Zoot, M.Sc Rodríguez, 2002
