The 3rd Phase of PIU-SRDP

Marketing Improvement Project

Business and Investment Plan

In Tapaz/Jamindan, Capiz

2017.09.08
 1. Project title: Corn Marketing Business
TITLE CORN MARKETING BUSINESS
SUBJECT Marketing
PURPOSE To increase the income of upland farmers by broadening their participation
in value-chain of crops in the form of contract farming.
To acquire appropriate price for crops through membership with a
cooperative that would consolidate and add value to their produced
products.
To establish a system of operation in which producers can participate in
distribution and sales activities.
ROLES KOICA (Korea International Fund Source
Cooperating Agency) Monitoring & Evaluation
TAMCO (Tapaz Marketing Project Implementer
Cooperative) Procurement
Provision of lot
DA ( Department of Agriculture) Trainings
Monitoring & Evaluation
support
PLGU Trainings and Seminars
Technical Assistance
MLGU

Partner Agency (DTI, DSWD, PCA, Trainings and Seminars
PCIC, AMAD) Technical Assistance
NGOs and Private Companies Marketing Assistance
FUNDING
Working Equipme
Total Facility Vehicle Lot M&E
Capital nt
26,500,000 2.500,00 1,500,000 5,500,000 500,000 1,500,000 11,750,000 1,250,000

DURATION 3 years
LOCATION Tapaz, Capiz
BENEFICIARIES TAMCO,AIFA, Pangilatan FA, Tuburan FA, Agcococ FA and other Associations
IMPACT Corn Marketing is improved
Strengthened beneficiaries in PIU-SRDP, Cooperative and Associations
Establishment of Direct Market Linkage to the Feed Mill
2. Executive Summary
Business Objectives
To increase the income of upland farmers by broadening their participation in value-chain of
crops in the form of contract farming.
To increase income of corn farmers thru provision of quality farm inputs to avoid lending
from middlemen with high interest rates (5-7%);
To acquire appropriate price for corn through membership with a cooperative that would
consolidate and add value to their products.
To establish a system of operation in which producers can participate in distribution and
sales activities.

The Corn Marketing Business will be proposed by Tapaz Marketing Cooperative (TAMCO)
to the Korea International Cooperation Agency (KOICA) thru the Department of Agriculture.

Corn is one of the major agricultural crop produced in the Province of Capiz wherein it
contributes to about 40% of the total corn production in Western Visayas. Tapaz is one of
the 16 municipalities in the Province of Capiz which has a total land area devoted to
agricultural crop production of 18,215.66 hectares and this is about 35.233% of the total
land area of the municipality. Next to rice, corn is the other major crop which has a total
area of 2,200 hectares and has an average annual production of 13,200 metric ton. With the
high demand of corn production in the market, most of the municipal corn farmers shifted
to herbicide spraying process instead of mechanized process in land preparation, to have a
cheaper land preparation compare to mechanized process.

Mostly, the traders are providing capital and are also buying the produce. In this case,
our farmers are the least benefited because they dont have the capacity to transport their
products to the institutional buyers who can buy at a higher price.

The enterprise wanted to eliminate the traders who usually dictates the price of corn in
the market. Thru provision of farm inputs to corn growers and directly buying their produce,
these corn farmers will have a bigger profit margin. Warehouses and hauling trucks are
usually owned by traders, but in this proposal, TAMCO will serve the farmers from input
provision to marketing of corn to feed millers who have the biggest consumption for corn.

The Corn Marketing Business will be managed by TAMCO which is one of the
cooperative in the municipality of Tapaz in terms of marketing the product. It offers micro
lending to over 1,000 corn farmers including its members in the form of farm inputs. Over
the past two (2) years, despite the insufficient working capital and limited marketing
services operation, TAMCO has increased its revenue up to 300% or equivalent to Php
6,827,411.05 from 2015 to 2016. This excellent growth in the marketing business was
achieved through the efforts of the committee and management team. Furthermore, there
is transparency in all their business operations and transactions.
 Cluster associations namely Pangilatan, Tuburan, AIFA and Agcococ will serve as the
production component of the enterprise. TAFA on the other hand will serve as a
consolidator of the products that are exceeded the capacity of TAMCO since they have
existing post- harvest facilities like warehouse, hauling and mechanical dryer.

The goal of Corn marketing business is to reduce poverty incidence and will be achieved
thru the following objectives:

A total of two hundred estimated recipients of (7) seven clusters corn farmers from
TAMCO will be the initial beneficiaries of the project. They will each be provided with farm
inputs thru lending without interest. After harvest, TAMCO will serve as consolidator in
association with TAFA. Consolidated corn will be supplied to feed mills by TAMCO as an
accredited supplier of feed mill. Furthermore the cost of corn sold to feed mill will return to
farmers by TAMCO deducting service charges spent on marketing activities.

TAMCO, being the project implementer will provide farm inputs at a low price and with
no interest by purchasing input at large volume with linked suppliers. Thus, reducing
interest and input cost that could increase the income of farmers. Furthermore, another
association named TAFA will provide post-harvest facility for drying. The presence of the
post- harvest facilities and equipment of TAFA is one great help to our corn farmers wherein
they will not rely to existing middlemen or traders who dictates the price.

The Tamco is the Consolidator of the Farm inputs including the production in the
harvest season in different clusters, in order to facilitate orderly, need to distribute the farm
inputs through calendar week, so its means that the evaluator and the monitoring officers
should see to it the proper land preparation of each beneficiaries barangays/ Association
during planting season to avoid conflict in each clusters during collecting / consolidating of
thier products.

During harvest /production season, the consolidation of the corn is orderly through
cluster due to proper calendar date be implemented, farm inputs of each clusters should be
1 week gap in order to finish the consolidation of the corn production during harvest season
the reason is that because of the volume amount producing of corn as well as the
mechanical dryer capacity cannot accommodate the big amount of the corn production,
that will cause loses. So the TAFA post- harvest facilities will be utilized by operational cost
agreement.

So, the clusters should be the following system and with the calendar date to avoid
loses. In cluster (1) Agcagay of Jamindan, Tuburan of Camburan, cluster (2), Roxas 8,
Cristina, Apero Associations, cluster(3) San Miguel, Switch, Lagdungan, San Francisco,
Cluster(4) Garcia,Initan, Abangay, Salong, Cardia Cluster(5) San Antonio, San Julian,
Poblacion Cluster (6) San Nicolas, Candelaria Cluster (7) Agcococ, and Artuz Associations.
3. Products
Maize is second to rice as the most important crop in the Philippines, with one-
third of Filipino farmers, or 1.8 million, depending on maize as their major source of
livelihood. White maize is the most important substitute staple in periods of rice shortage,
especially for people in rural areas. Yellow maize is the primary source of feed for the
Philippines animal industry, and is being increasingly used by the manufacturing sector.
Most common in upland areas, maize production peaks from July to September; the
lean months are from January to June. The upland regions of Mindanao have the most area
planted to maize, and the highest production in the Philippines. Maize is also grown in the
rainfed lowlands, where it is planted during the dry season after the rice crop has been
harvested. The production of maize after rice increases the productivity of irrigation
systems during the dry season, while supplying needed grain during an otherwise lean
period. Integrating livestock into the system provides high value products and increases the
income of maize farmers with small landholdings (FSSRI, 2000; Eusebio and Labios, 2001).
In the Philippines, corn and corn products constitute 4.5% of the peoples diet. White
corn varieties serve as staple food of 20% of the population while yellow corn is used
primarily as main ingredient for poultry and livestock feeds. Demand growth for feeds is
estimated at 5-6% annually due to increasing requirements of the poultry and livestock.
As indicated in Table 1 and Figure 1, Capiz has a total corn area of 17,704.35 hectares.
Major corn producing municipalities (with areas greater than 700 hectares) include
Maayon, Tapaz, Cuartero, Dumalag and Dumarao (Figure 1).

Table 1. Corn Area of Capiz, 2015

Municipality Area (Ha)

Cuartero 2,276.85
Dao 153.00
Dumalag 1,027.00
Dumarao 935.00
Jamindan 774.00
Maayon 8,200.00
Panitan 152.00
Pilar 581.00
Tapaz 1,450.00
Pontevedra 430.50
Pres. Roxas 1,432.50
Sapian 18.00
Mambusao 50.50
Sigma 224.00
TOTAL 17,704.35
Figure 1. Corn Commodity Map: Existing Area for Corn Production by Municipality, 2015

1; 30,184.50

Cuartero
Dumalag

1; 12,764.19 Maayon
Tapaz
1; 7,677.80 1; 7,285.00 Pres. Roxas
1; 5,231.00

1
 Figure 2. Major Corn Producing Municipalities, 2015

Figure 2 shows that the municipality of Tapaz ranked 4 th in Yellow corn

production in the Province of Capiz with a total production of 7,285 MT for 2015. The
municipality of Maayon is consistently the 1 st major producer of corn given that they
have the largest area of 8,200 hectares.
In terms of the volume produced per year, the province was able to increase by
almost 52% from its original harvest for from 2014 to 2015. This gives an average
increase in production of 18,377.03 MT/year (Table 2). There was a decrease in corn
area in 2014 but the volume of production in increasing from 2013 to 2015.

Table 2. Area Harvested, Corn Production & Average Yield, 2013 to 2015

Census Year Harvested Area Production Yield,

(Has.) Volume, (MT) MT/ha

2013 21,538.50 89,534.46 3.78

2014 15,888.25 71,262.76 3.64
2015 17,704.35 74,923.49 3.77

Source: OPA-Capiz Corn Program Reports

Rice is the top commodity of the municipality of Tapaz in terms of agricultural

production. Just like corn, rice traders or middlemen are benefiting especially during peak
season wherein farmers are selling their products at very low price. This is because mostly of
rice farmers dont have post-harvest facilities like warehouse to store their products and hauling
trucks to transport their products to established buyers. These weakness are taken advantage
by the middlemen buying the products of the farmers for the price they dictate.

Establishment of warehouse and procurement of hauling trucks of TAMCO for this

project will be a great help for the rice farmers in cooperation with the National Food Authority
(NFA) in dealing with rice farmers in terms of consignment sale.

Coconut is also one of the major crop of Tapaz. TAMCO have availed trainings on
coconut twinning and geonet making by the Department of Trade and Industry (DTI) and also
Virgin Coconut Oil (VCO) and beautifier soap making by Philippine Coconut Authority (PCA).

Another advantage of this project is to utilize the hauling trucks of TAMCO in

transporting coconut seedlings to barangays which requested for it.
 Moreover, other agencies such as Agricultural Training Institute (ATI) had conducted
trainings on liniment and ointment, banana crackers, turmeric tea, ginger tea and turmeric tea
with lemon. These trainings are very useful especially to members of TAMCO who have availed
the said trainings. Raw materials for the producing such products are from far flung barangays
and the use of hauling trucks are needed especially in buying it on-site.

Portion of warehouse can also be utilized as area for production of some products like
geonet making and twinning.

Production Value by Agricultural Crops, Year 2015

Major No. of Total Production Price per kilo Value of Production Total for 3 years
Cropping (M.T.) (Php) (Php)
Crops
1. Rice
- Irrigated Twice 2,670.44 16.00 42,727,040.00 128,181,120.00
- Rain fed Twice 9,270.30 16.00 148,324,800.00 444,974,400.00
- Upland Once 1,668.80 17.00 28,369,600.00 85,108,800.00

2. Corn(Yellow) Twice 13,200.00 13.00 171,600,000.00 514,800,000.00

3. Banana Year round 13,907.52 12.67 176,208,278.40 528,624,835.20
4. Coconut Quarterly 2,326.86 26.00 60,498,360.00 181,495,.080.00
5. Coffee Once 12.92 40.00 516,800.00 1,550,400.00
6. Fruit Trees Seasonal 166.046 30.62 5,084,328.52 15,252,985.56
7. Abaca Year round 2,845.00 48.00 136,560,000.00 409,680,000.00
8. Bamboo Once 1,470,000 poles 50.00 /pole 73,500,000.00 220,500,000.00
9. Vegetables Year round 15.717 25.52 401,097.84 1,203,293.52
10.Root Seasonal 74.375 20.00 1,487,500.00 4,462,500.00
Crops/Tuber
s
11. Sugar Cane Once 20,090.00 36.00 723,240,000.00 2,169,720,000.0
0
12. Ginger Once 20.913 40.00 836,520.00 2,509,560.00
13. Peanut Twice 12.72 40.00 508,800.00 1,526,400.00
14. Dragon fruits Year round Newly planted 180.00
15.Inland Fisheries Quarterly 16.00 80.00 1,280,000.00
16. VCO Quarterly
17. Geonet Quarterly 3,200 15 /50m.roll
Source: MAO

4. Organization
Tapaz Marketing Cooperative (TAMCO) was organized last October 13, 2013
composed of Small Coconut Farmers Association from fifteen (15) Barangays of Tapaz.
Originally, there were only fifteen members in 2013 but upon registration with the
Cooperative Development Authority (CDA) in 2014 there were 30 members. At present, total
number of members is 214.
 TAMCO was registered with the CDA on January 6, 2014 with Registration Number
9520 06023932. Its starting capital was Php 60,000.00 and had been in operation for three
(3) years and five (5) months.

A a strong cooperative named Tapaz Marketing Cooperative (TAMCO) was identified

to be the project Implementer y of the Corn Marketing Business. The services it offers are
microcredit and farm input provision for members and non- members. It has several assets
such as store, properties, farm products and reached a revenue of 6,827,411.05 as of 2016.
The strength of TAMCO are as follows: organized management practices, microcredit
service provider, over 1,000 farmers patronizing its input services, deals with farmers
association, revenue increased by 300% from 2015 to 2016, excellent networking and
linkage building operations and transparent operations and transactions.
However, it also has its weakness such as limited marketing services operation, no
post-harvest facilities and services and insufficient capital.
KOICA will serve as the funding agency of Corn Marketing Business which is the 3rd
phase of the PIU- SDRP Project in partnership with the Department of Agriculture (DA).
Farmers association such as Pangilatan of Artuz, Tuburan of Camburanan , AIFA of Agcagay in
Jamindan and Agcococ availed the project.

Barangays in PIU-SRDP

ASSOCIATIONS/ BENEFIARIES VOLUME PRODUCTS

Tuburan/ Tapaz 20 ha. Corn Planters
Artuz/ Tapaz 80 ha. Corn Planters
Agcacay/ Jamindan 10 ha. Corn Planters

TAFA on the other hand will be in-charge of the post-harvest facility provider. The
TAFA post- harvest facilities given by the Department of Agriculture such as dryer will be
utilized by operational cost agreement in association with TAMCO

MLGU

DA will provide basic information of new technologies in farming to increase their

production thru skills training and seminar in mitigating measures during drought season.
Other partner agencies such as the Philippine Coconut Authority (PCA), Department of
Trade and Industry (DTI), Department of Social Welfare and Development (DSWD),
Philippine Crop Insurance Corporation (PCIC), Provincial and Municipal Local Government
Units, Non-Government Organizations and other private institutions have their own
functions for the success of the business. Table below are examples of the assistance given
by such agencies:
 Name of Agency
Korean International Cooperating
Agency (KOICA)
TAMCO
TAFA
Municipality of TAPAZ
Department of Agriculture (DA)
Philippine Coconut Authority (PCA)
Department of Trade and Industry
(DTI)
Department of Social Welfare and
Development (DSWD)
Agri-Business Marketing Assistance
Division (AMAD)
Office of the Provincial Agriculturist
(OPA)
Non -Government Organizations
Functions
Fund Source
Procurement
Monitoring and Evaluation
Project implementer
Marketing activities:
Provision of farm input, Consolidation and
transportation of corn to feed mills
Provide utilisation of Post-harvest facility given by DA
Provide Land area, Hauling Truck,
Supervision
Consultant
Provide basic information of new technologies on
farming for higher productions.
Skills trainings and seminars on weather condition,
providing rehabilitation of drought loses and other.
Providing technical assistance.
Conduct evaluation/project monitoring.
Provide seedling materials
Giving incentives to coconut farmers by participating
in their various projects.
PCA provide equipment for coco coir processing and
Geo-net making (such as decorticator).
Conduct skills training and seminar on pest and
diseases management, and making of coconut
products and by-products.
Conduct evaluation/project monitoring.
Conduct Seminar on entrepreneurship (Go Negosyo).
Provide shared-service facility in Geonet making in
collaboration with PCA.
Market matching thru trade fairs
Conduct evaluation/project monitoring.
Provide funds for the construction of VCO building
facility as business enterprise of the members.
Provide skills training on carpentry and masonry to
4ps and IPs coop members through SLP Project.
Conduct evaluation/project monitoring.
Market matching
Market Linkages through trade fare
Provision of technical assistance on Corn Production
Trainings and supervision
Monitoring and evaluation
Provide income generating projects.
Procurement of agricultural inputs.

Local Government Units
Private Institutions (Agri Partners
and Distributors)
Monitoring and project evaluation.
Provide assistance in accordance to the needs of
cooperative.
Conduct evaluation/project monitoring.
Provide agricultural inputs, like variety BT corn seeds,
fertilizers, herbicides and etc.
Provide incentives to Cooperative farmers like goods/
inputs for excellent farmers.

The Corn Marketing Business will be managed by Tapaz Marketing Cooperative

(TAMCO) with the following organizational structure:

Federation Cooperative/ Fas

Honorarium and Costed Services of Project Staf

Position Rate/Month No.of Months No. Total
Honorarium:
General Manager 20,000 12 1 240,000
Secretary 1000 12 1 12,000
Bookkeeper 15,000 12 1 180,000
Checker ( Bodegero) 3,000 12 1 36,000
BOD 1,000 12 5 60,000
Credit Committee 1,500 12 1 18,000
Costed Services:
Driver 1 15,000 3 1 45,000
Driver 2 21,000 3 1 63,000
Laborer 4000 12 2 96,000
TOTAL 750,000

The operation of the business will be managed by project staff with the
corresponding honorarium and costed services as shown in the table below:

General Manager
Oversee the overall day to day operations of the business by providing general
direction, supervision, management and administrative control over all the
operating sections subject to such limitations as may be set forth by the Board of
Directors (BOD) or the general assembly;
Formulate and recommend in coordination with the operating sections under his
supervision, the annual and medium term development plan, programs and
projects for approval of the BOD and ratification of general assembly;
Implement the duly approved plans and programs of the enterprise and any
other directive or instruction of the BOD;
Provide and submit to the BOD monthly reports on the status of the operation of
the enterprise vis--vis its target and recommend appropriate policy or
operational changes, if necessary;
Represent the enterprise in any agreement, contract, business dealings and in
any other official business transactions as maybe authorized by the BOD;
Ensure compliance with all administrative and other requirements of regulatory
bodies; and
Perform such other functions as may be prescribed in the by-laws or authorized
by the general assembly.

Secretary
Keep an updated and complete registry of all members record, prepare and
maintain records of all minutes of all meetings of the BOD and the general
assembly;
Ensure that necessary BOD actions and decisions are transmitted to the
management for compliance and implementation;
 Serve notice of all meetings called and certify the presence of quorum of all
meetings of the BOD and the general assembly;
Keep copy of the Treasurers report & other reports; and
Perform such other functions as may be prescribed in the articles of
incorporation or authorized by the general assembly.

Bookkeeper
Records and update books of accounts;
Provide assistance in the preparation of reports on the financial condition and
operations of the enterprise monthly, annually or as may be required by the BOD
and or the general assembly;
Keep, maintain and preserve all books of accounts, documents, vouchers,
contracts and other records concerning the enterprise and make them available
for auditing purposes to the Chairman of the Audit and Inventory Committee;
and
Perform such other duties as the BOD may require.

Treasurer
Ensure that all cash collections are deposited in accordance with the policies set
by the board of directors;
Have custody of all funds, securities and documentations relating to all assets,
liabilities, income and expenditures;
Monitor and review the financial management operations of the enterprise,
subject to such limitations and control as may be prescribed by the BOD;
Maintain full and complete records of cash transactions;
Maintain a petty cash fund and daily cash position report; and
Perform such other functions as may be prescribed in the articles of
incorporation.

Cashier
Prepares report of Daily Collection and Deposit and submit to the Treasurer and
Manager for review and approval
Establish and maintain cashbook to record collections/sales received and
payments made.

Encoder
Encodes all business transactions submitted by the bookkeeper, treasurer and
the checker in the computer
Makes program that is accessible to the Audit committee and the general
manager
Keep an updated records of all reports.

Marketing Director
 Responsible in contacting dealers and suppliers of inputs such as seeds,
fertilizers, herbicides and other materials for the business operations
Prepares procurement documents such as Purchase Request, Canvass, Abstract
of Canvass and Purchase Order
Serve the Purchase Order to suppliers
In-charge in purchasing materials and inputs for the business operation
Work closely with the Treasurer and the driver

Checker (Bodegero)
Records all products in and out of the warehouse
Arrange all products such seeds, fertilizers in proper places
Works closely with the caretaker during sizing/sampling and harvest

Driver 1
In-charge in the delivery of farm inputs to target beneficiaries
In-charge in hauling harvested corn from production site to the warehouse
Works closely with Checker and Laborer

Driver 2
In- charge in hauling bulk farm inputs from suppliers to the warehouse
In-charge in the delivery of processed corn to feed millers
Works closely with Purchaser, Checker and Laborer

Laborer
Assist the hauling products from the hauling truck to the warehouse
Maintains cleanliness in the warehouse
Works closely with Checker and Driver every deliveries in the warehouse

Board of Directors (BOD)

Provide general policy direction;
Formulate the strategic development plan;
Determine and prescribe the organizational and operational structure;
Review the annual plan and budget and recommend for the approval of the
general assembly;
Establish policies and procedures for the effective operation and ensure proper
implementation of such;
Evaluate the capability and qualification and recommend to the general assembly
the engagement of the services of the external auditor; and
Appoint the members of all committees and officers of the enterprise.

Audit Committee.
Audit the performance of the enterprise
 Review continuously and periodically the books of account and other financial
records to ensure that these are in accordance with the generally accepted
accounting procedures.
Submit reports on the results of the internal audit and recommend necessary
changes on policies and other related matters on operation to the officers and
members of the enterprise
Recommend or petition to the BOD conduct of special general assembly when
necessary; and
Perform such other functions as may be prescribed in the by-laws or authorize by
the general assembly.

Credit Committee.
Review and evaluate applications of the project beneficiaries
Approve applications for credit of applicants even not beneficiaries
Recommend to the BOD approval of the applications
Submit report to the general manager
Perform such other functions as may be prescribed in the by-laws or authorize by
the general assembly.

Compensation

Subject to the approved Procurement Plan for the honorarium and salaries of the
project staff, the members of the BOD and committees may, in addition to per diems for
actual attendance to BOD and committee meetings and reimbursement of actual and
necessary expenses while performing functions in behalf of the enterprise, be given
regular compensation.

5. Market Analysis
Annual Yellow Corn Production in the Philippines for 2016 reached up to 5, 196,309.01
Metric Tons. Cagayan Valley is the major producer which constitutes almost 32% of the total
corn production while Western Visayas has only 3% share as shown in table below.

Table ___.ANNUAL PRODUCTION OF YELLOW CORN IN THE PHILIPPINES

%
2012 2013 2014 2015 2016 Share
5,241,519.8 5,248,202.7 5,508,368.7 5,384,082.5 5,196,309.0
PHILIPPINES 9 9 1 7 1
CAR 204,790.00 221,818.00 223,896.00 217,952.00 181,362.00 3.49
ILOCOS REGION 383,259.00 394,766.00 425,646.56 442,741.00 462,103.00 8.89
CAGAYAN VALLEY 1,808,978.26 1,659,958.79 1,810,225.65 1,757,347.95 1,640,741.44 31.58
 CENTRAL LUZON 186,336.00 198,425.00 211,420.00 239,305.00 228,330.28 4.39
CALABARZON 28,567.00 38,948.00 43,393.00 39,421.00 65,954.00 1.27
MIMAROPA 72,985.20 89,215.00 91,378.00 109,085.00 97,317.00 1.87
BICOL REGION 182,831.00 208,938.00 228,207.00 188,436.00 201,690.00 3.88
WESTERN VISAYAS 256,055.00 265,999.00 267,766.00 254,882.00 135,327.75 2.60
CENTRAL VISAYAS 751.00 3,199.00 2,039.00 1,379.00 1,533.00 0.03
EASTERN VISAYAS 13,173.43 13,225.00 13,379.00 13,404.00 12,637.00 0.24
ZAMBOANGA
PENINSULA 43,760.00 32,882.00 30,325.00 34,821.00 41,303.18 0.79
NORTHERN MINDANAO 864,835.00 829,795.00 795,914.00 809,042.62 759,824.16 14.62
DAVAO REGION 47,923.00 53,712.00 67,575.00 50,874.00 48,480.00 0.93
SOCCSKSARGEN 960,272.00 1,036,036.00 1,072,891.00 1,005,386.00 926,154.00 17.82
CARAGA 45,059.00 53,281.00 68,319.50 62,695.00 78,259.00 1.51
ARMM 141,945.00 148,005.00 155,994.00 157,311.00 247,238.20 4.76
NEGROS ISLAND REGION 68,055.00 1.31
Source: PSA

To take a closer look for Yellow Corn Production in Western Visayas, Province of Capiz
shares almost 41% of the total production next to the province of Iloilo which has 54%
shares.

Table ___. Annual Yellow Corn Production in Western Visayas

%
2012 2013 2014 2015 2016 Share
256,055.0 265,999.0 267,766.0 254,882.0 135,327.7
WESTERN VISAYAS 0 0 0 0 5
1,372.0 2,093.0 1,900.0 1,674.0 2,090.0
Aklan 0 0 0 0 0 1.54
4,934.0 4,020.0 4,784.0 3,733.0 4,061.0
Antique 0 0 0 0 0 3.00
50,145.0 52,059.0 57,453.0 62,070.0 55,459.0
Capiz 0 0 0 0 0 40.98
76.0 153.0 318.0 212.0 445.7
Guimaras 0 0 0 0 5 0.33
145,273.0 142,669.0 121,847.0 118,572.0 73,272.0
Iloilo 0 0 0 0 0 54.14

In the figure below, Cagayan Valley supplies corn in Central Luzon and Calabarzon.
Besides Cagayan Valley which supplies corn in Calabarzon, it also imports corn from Ilocos
Region, Mimaropa and even outside the Philippines.
On the other hand, Mimaropa supplies the shortage of corn in Western Visayas while
Central Visayas gets it yellow corn supply from Socsksargen and Northern Mindanao.
Zamboanga Peninsula also imports corn from Socsksargen. Socksargen is the 2nd highest
producer of corn in the country having almost 18% Share followed by Northern Mindanao
having 15% share.
Visayas Regions which include region 6 have low production the reason why we still
import from MIMAROPA. The demand of corn is big due to existing feed mills especially in
the Province of Iloilo. These feed mills also exists due to high demand of poultry and
livestock in the region.

Figure . Geographic Movement of Yellow Corn (Source: Corn Industry Development Road Map
2011-2017)

The Value/ Supply Chain of Yellow Corn in the Philippines is shown in the figure
below. According to the author (Salazar, 2011), the flow of yellow corn is from the input
suppliers of seeds, fertilizers and Mechanization to the farmers then to the traders or
processors who has the post harvest facility like warehouses where they can store
harvested corn. It will then be transported by the big traders and distributors who are
the Wholesaler, Importer, Exporter and Transport Provider and finally to the Consumers
which are the Production Farms for Poultry and Livestock.
 Figure____. Yellow Corn Value/Supply Chain in the Philippines (Source: Salazar, 2011)

In each chain, we have identified problems encountered by corn farmers in the area
including our project beneficiaries. In case of the inputs problems such as expensive inputs,
high interest rates of farming loans, limited supply and no delivery to inaccessible areas
were identified. Usually, the traders are offering loans to farmers at high interest rates.
Several problems of farmers are as follows: no initial operating capital, no land, poor
soil condition, pest and diseases, bad weather condition, poor farming practices and low
price competitiveness. These conditions gave opportunity to traders for offering loans to
farmers for them to have sure supply.
Local traders/ processors and other Farmers Associations also have problems such as
limited facilities and equipment, lack of working capital for consolidation and inconsistent
quality of products. Big traders and distributors have also problems such as low buying price
of feed millers and high product requirement.
 Strategy and Implementation

In order to address the issues in the value chain, Corn Marketing has the following
approach: Competitive Service Provision, Enhancing the cooperatives financial capability,
Provision of Post-harvest facility and transportation and establish linkage with private
partner such as farm input suppliers and feed mills.
For the issue in Input chain, TAMCO will provide farm inputs at a low price and with
no interest by purchasing inputs such as corn seeds and fertilizers at large volume with
linked suppliers. Thus, reducing interest and input cost that could increase the income of the
farmers.
Farming of crops is based on the demand of buyers. Factors such as volume of
production, seed variety and quality that are being required by the buyers should be taken
into consideration before engaging into farming.
In the phase of the post-harvest activity, TAMCO being the consolidator of the corn
will have schedule in the delivery of farm inputs as well as hauling of harvested products
from site to the proposed warehouse. The corn farmers beneficiaries from every corn
producing barangays will be divided into seven (7) clusters. Each cluster depends on the
number of corn farmers in the area as well as its location for the easier schedule of hauling
trucks.
Consolidated corn from the farmers in the clusters will be transported to the facility
in TAFA for drying. After the post-harvest management, TAMCO will supply the product to
the feed mill. Payment from the feed mill returns to the farmers deducting service charge
and cost of input.
Strategic alliance
(Pangilatan) Artuz Association the existing Association will provide the post-harvest
facility such as corn dryer since Pangilatan in phase 1 over 200 sacks will accommodate
their post- harvest facility which was benefited from Department of Agriculture.

Market strategy
To ensure a sure buyer of quality corn seeds of TAMCO, a Marketing Agreement
between the cooperative and the feed mill must be provided. TAMCO thru private
partners will look for a feed mill that will agree with the marketing agreement for them
to have a sure buyer of their product.
 Procurement Plan
PROCUREMENT PLAN FOR YEAR 1 2018
Package/Item Qty Unit Unit Cost Total Cost 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Total
I. Operating Capital
Production Cost
Seeds 450 bags 5,000.00 2,250,000.00 2,250,000.00 2,250,000.00
Fertilizers: -
T-14 1800 sacks 1,200.00 2,160,000.00 2,160,000.00 2,160,000.00
16-20-0 675 sacks 1,000.00 675,000.00 675,000.00 675,000.00
21-0-0 675 sacks 600.00 405,000.00 405,000.00 405,000.00
Materials (sacks/twines) 11250 pcs 15.00 168,750.00 168,750.00 168,750.00
Herbicides 450 gal. 800.00 360,000.00 360,000.00 360,000.00
Labor:
Spraying of Herbicide (2MD) 450 200.00 90,000.00 90,000.00 90,000.00
Furrowing (2MD) 450 400.00 180,000.00 180,000.00 180,000.00
Planting & Basal Application 1125 400.00 450,000.00 450,000.00 450,000.00
Side Dress 225 1,250.00 281,250.00 281,250.00 281,250.00
Top Dress 225 1,250.00 281,250.00 281,250.00 281,250.00
Harvesting & Hauling 225 2,500.00 562,500.00 562,500.00 562,500.00
Shelling 225 2,500.00 562,500.00 562,500.00 562,500.00
Drying 225 2,400.00 540,000.00 540,000.00 540,000.00
Trading Capital 500,000.00 500,000.00 500,000.00
Honorarium of Part-time Project 12 months 57,500.00 690,000.00 345,000.00 345,000.00 690,000.00
Costed Services of Driver & Laborer 3 months 53,500.00 160,500.00 160,500.00 160,500.00
Administrative Cost
Office Supplies & Materials 12 months 20,000.00 240,000.00 120,000.00 120,000.00 240,000.00
Travelling Expenses 12 months 10,000.00 120,000.00 60,000.00 60,000.00 120,000.00
Fuel and Lubricants
Fuel 3 months 22,500.00 67,500.00 33,750.00 33,750.00 67,500.00
Lubricants 15,000.00 7,500.00 7,500.00 15,000.00
Repair and Maintenance 100,000.00 50,000.00 50,000.00 100,000.00
II. Acquisition of Land sq.m. 1,500,000.00 1,500,000.00 1,500,000.00
III. Facilities
Construction of Warehouse with
1 unit 5,100,000.00 5,100,000.00 5,100,000.00 5,100,000.00
electrical and water installation
Construction of Office Building 1 unit 2,000,000.00 2,000,000.00 2,000,000.00 2,000,000.00
IV. Procurement of Equipment
Post Harvest Equipment:
Mechanical Dryer 1 unit 1,500,000.00 1,500,000.00 1,500,000.00 1,500,000.00
Corn Sheller 3 units 45,000.00 135,000.00 135,000.00 135,000.00
Weighing Scale (Platform) 2 unit 13,000.00 26,000.00 26,000.00 26,000.00
Weighing Scale (150 Kg Capacity) 2 unit 5,500.00 11,000.00 11,000.00 11,000.00
Moisture Meter 2 unit 6,000.00 12,000.00 12,000.00 12,000.00
Procurement of Office Equipment:
Desktop Computer Set 1 unit 50,000.00 50,000.00 50,000.00 50,000.00
Laptop Computer 1 unit 30,000.00 30,000.00 30,000.00 30,000.00
Printer 1 unit 10,000.00 10,000.00 10,000.00 10,000.00
Tables & Chairs 1 set 10,000.00 10,000.00 10,000.00 10,000.00
Long Table 1 unit 6,750.00 6,750.00 6,750.00 6,750.00
V. Acquisition of Hauling Vehicle:
Truck - 4.5 Tonner, 6 Wheeler 1 unit 1,500,000.00 1,500,000.00 1,500,000.00 1,500,000.00
Truck - 10 Tonner, 10 Wheeler 1 unit 2,500,000.00 2,500,000.00 2,500,000.00 2,500,000.00
VI. Monitoring & Evaluation 1,250,000.00 312,500.00 312,500.00 312,500.00 312,500.00 1,250,000.00
TOTAL 26,500,000.00 312,500.00 13,336,750.00 12,538,250.00 312,500.00 26,500,000.00

Management
TAMCO 3 YEARS OPERATION
2014-2016
 During the 3rd to 4th quarter of 2014, TAMCO begin to purchase groceries as
initial investment activity amounting to P20, 000.00. It also have small
production/manufacturing of coconut soap, but because only few members patronizing
the product, the sales was very slow.

1st cropping of 2015, of PCA Project extends their program to TAMCO providing
Farm Inputs through Kaanib Enterprise Development Project (KEDP).

TAMCO conducted evaluation/screening and we choose 30 corn farmers to

initiate the 1st Cycle of Corn Production.

# of Participating Farmers Passed Qualifications

40 Members applied for 30 active members good/expert in corn

KAANIB Enterprise Project only who passed farming
and meet the good payment status
requirements completed the minimum
Capital Build Up(C.B.U.)
of P 4,000.00 active in
meetings/seminars
well-oriented guidelines
hardworking farmers

AGREEMENT BETWEEN TAMCO AND BENEFICIARIES

TAMCO Corn Farmer Members Obligation

Provide Farm inputs good for ha. sell their products to traders
pay the total amount of P9,000.00
1 bag Corn Seed(hybrid) P5,000.00
(P8,500 for coop;
.05 Gallon Glyphosate 600.00 P500.00 Capital Build-up

2 bags T14 1,800.00

2 bags Urea 1,600.00

1st cycle-Result: 93% collected

Problems Encountered:

Delayed payment due to long process of payment by the traders

Unsatisfied income of corn farmers due to low-cost buyer
Corn farmer made a credit to traders due to limited inputs given by TAMCO
(Pesticides, fungicide, cash advance for laborer)
Traders collect additional of 5% interest

TAMCOs MANAGEMENT ACTION:

The Cooperative Management call a meeting to unpaid members.

Issued Promissory Notes but with interest of 1% per month to their harvest date.
Cannot avail of any benefits unless fully paid to Cooperative.
Monitoring harvest

2016 BUSINESS OPERATION

TAMCO
3rd cycle KEDP beneficiaries increased up to 65-80 farmers

Deals with Agri-Partners like

BAYER, Model Agro Sales, Pioneer, BIOSEED
Dupont, Transworld, Agri-Solutions, ALTRAde,
BASF, Dekalb, etc. (offer their products as consignment
and short term basis)
credit open to members with deposited
capital (CBU) of P4,000.00 for rice and corn farmers
with 3% interest applied monthly
accept also non-member farmers(cash basis only)
with PCIC application to both member and non-member

Result: Increased volume of customers (1,000 or more) 15% member, 85% non-members
Due to low cost on agricultural products/farm inputs
Majority of the buyer/customers were corn farmers and upland areas.

PRESENT OPERATION (2017)

2014-2016
Enhanced Agri-Partners/ suppliers of Agricultural Products was introduced (other
brand of chemicals, corn, humus/organic items) update number of dealers is 17 Agri-
Partners also consignment.
Customers/farmers from nearby towns and other municipalities were also our
 regular customers.
Customers volume increased by 150%
deals with three (3) farmers Association (TASFA, DABLA & APLA)
claims on PCIC increased by 200% due to proper facilitating of their application and
damaged reporting.
Virgin Coconut Oil Production implemented
Geonet/Twinning Operation
Problem encountered

Delayed payment due to long process of payment of the traders

Low cost of product
limited credit but their land area is more than 1 hectare (need additional inputs)
need direct buyers of their harvested products (as what they always requested to
coop during our General Assembly).
their capital during planting season is so costly but their harvested products for
selling is very low.
due to inaccessibility of farm to market road, farmers expend additional cost.
stop buying by traders during peak season
low quality in wet season due to no lack of mechanical dryer
limited post-harvest facilities (corn Sheller) during harvest season

See Attached File. for 1st to 5th Cycle

Competitors

KOICA /TAMCO
TAMCO being the recipient of the project will perform the following functions:

Profiling Production identify first 200 farmer beneficiaries as beneficiaries of the

project
Market Matching to Buyers establish linkage with target buyers and formulate
Marketing Agreement that will benefit both parties
Production Planning procure the inputs and set a schedule for expected harvest date
based on the profile
Promissory Note ensure that famers beneficiaries will conform with the promissory
note to pay the amount of production inputs and labor given to them
Quality Monitoring conduct regular monitoring to production areas to identify
problems that may arise during the production period and check status of corn
production
Consolidation consolidate all products harvested by farmer beneficiaries by scheduling
Payment to members will pay the exact amount of volume of corn harvested from
farmer beneficiaries at most advantageous and existing market price
Post -Harvest Activities in-charge in hauling of products to the warehouse where the
corn Sheller and mechanical dryer is placed. Hauling of quality corn products to
identified buyer such as feed mill.
 Dividend to members give dividend to farmer beneficiaries at the end of the year

Management plan
PHASE 1 AND PHASE 2 CORN MARKETING PRODUCTION 2017
Name of Fa's Jan Feb March Apr May Jun Jul Aug Sept Oct Nov Dec

Artuz
(Pangilatan) X X X X X X X X X
Jamindan
(AIFA) X X X X X X X X X
Camburanan X X X X X X X X X
Agcococ X X X X X X X X X
other Fa's x x x x x x x x x

Monda Thursda
FA's y Tuesday Wenesday y Friday Saturday Sunday
1 2
Artuz
( Pangilatan) 4 5 6 7 8 9
Jamindan
(AIFA) 11 12 13 14 15 16
Camburanan
Fa 18 19 20 21 22 23
Agcococ Fa 25 26 27 28 29 30

Recruit new members in order to expand services and help corn farmers in the municipality of
Tapaz and to increase corn production as well.
Strengthen linkage with National Government Agencies identified to continuously avail
services of such agencies for the benefit of the cooperative and its members.
Establish linkage with private institutions such as agricultural input suppliers for bulk buying
of inputs at most advantageous price and also to prospected buyers of corn such as feed mills
and poultry and livestock producers.

6. Financial Plan for 3 year-period

The average net income of Corn Marketing Business for three years is PhP 10,
146,548.33 as shown in the table below. It was assumed that the for over 200 corn farmer
more or less beneficiaries a total of 2, 000,000 kilograms or 2,000 metric tons of corn will be
produced in year 1 and an increase of 10% per year for the next 2 years. The input of corn
given per beneficiary can produce 5,000 kilograms.
With the above income the average projected cash flow is PhP 11,028, 233.33. It was
subjected also to sensitivity analysis and results showed that the Net Present Value (NPV) is
PHP 29,740,288.49, Internal Rate of Return (IRR) of 71%, BCR of 1.58 and Return on Investment
(ROI) of 79.53%. The Average break-even units is 3,090,439.16 and the Average break-even sales is
37,085, 269.89. The payback period is only 0.88 years.

Given the above figures, this proposal has a big potential in the industry and the goals to
increase income of farmers will be achieved.

Table____. Projected Income Statement for 3 Years.

Account Title Y1 Y2 Y3
Sales Volume of Corn (Kg) 2,475,000.00 2,970,000.00 3,564,000.00
Selling Price 12.00 12.00 12.00
Sales (PhP) 29,700,000.00 35,640,000.00 42,768,000.00
Gross Income 29,700,000.00 35,640,000.00 42,768,000.00
Less: Operating Expenses
Depreciation Cost 881,685.00 881,685.00 881,685.00
Production Cost 17,932,500.00 21,519,000.00 25,822,800.00
Trading Capital 500,000.00 600,000.00 720,000.00
Honorarium and Costed Services of Project Staff 850,500.00 850,500.00 850,500.00
Administrative Cost 360,000.00 360,000.00 360,000.00
Repair and Maintenance 100,000.00 100,000.00 100,000.00
Fuel and Lubricants 82,500.00 82,500.00 82,500.00
Monitoring and Evaluation 1,250,000.00 1,250,000.00 1,250,000.00
Total Operating Expenses 21,957,185.00 25,643,685.00 30,067,485.00
Net Income 7,742,815.00 9,996,315.00 12,700,515.00

Assumptions:

Production per hectare/year is 26 million kilos of yellow corn production per cropping
 There will be 2 croppings per year
Sales Volume of Corn will increase more or less 7 %increase
Selling Price is constant for 3 years
Production Cost and Trading Capital also increases by more or less 7-8 % increase
Salaries and wages will be stable for 3 years

Table____. Projected Cash Flow for 3 Years

Year 1 Year 2 Year 3
Cash Flows from Operating Activities
Net Income 7,742,815.00 9,996,315.00 12,700,515.00
Depreciation 881,685.00 881,685.00 881,685.00
Net Cash Flows from Operating Activities 8,624,500.00 10,878,000.00 13,582,200.00
Cash Flows from Investing Activities
Land 1,500,000.00
Warehouse 5,100,000.00
Office Building 2,000,000.00
Post Harvest Equipment 1,684,000.00
Office Equipments 106,750.00
Hauling Trucks 4,000,000.00
Net Cash Flows from Investing Activities 14,390,750.00
Cash Flows from Financing Activities
KOICA 25,000,000.00
TAMCO 1,500,000.00
Net Cash Flow from Financing Activities 26,500,000.00
Net Cash Flows 12,109,250.00 8,624,500.00 10,878,000.00 13,582,200.00
Cash, Beginning 0 12,109,250.00 20,733,750.00 31,611,750.00
Cash, Ending 12,109,250.00 20,733,750.00 31,611,750.00 45,193,950.00

Table______. Balance Sheet for 3 Years

 Projected Balance Sheet for Three Years
Account Title Y1 Y2 Y3
ASSETS
Current Assets
Cash on Hand/Bank 20,733,750.00 31,611,750.00 45,193,950.00
Total Current Assets 20,733,750.00 31,611,750.00 45,193,950.00
Fixed Assets 14,390,750.00 15,700,000.00 15,700,000.00
Land 1,500,000.00 1,500,000.00 1,500,000.00
Warehouse 5,100,000.00 5,000,000.00 5,000,000.00
Office Building 2,000,000.00 1,500,000.00 1,500,000.00
Post Harvest Equipment 1,684,000.00 3,000,000.00 3,000,000.00
Office Equipments 106,750.00 200,000.00 200,000.00
Hauling Trucks 4,000,000.00 4,500,000.00 4,500,000.00
Accumulated Depreciation 881,685.00 1,763,370.00 2,645,055.00
Total Noncurrent Assets 13,509,065.00 13,936,630.00 13,054,945.00
TOTAL ASSETS 34,242,815.00 45,548,380.00 58,248,895.00

LIABILITIES & EQUITY

Current Liabilities - - -

Equity, Beg 26,500,000.00 34,242,815.00 44,239,130.00

KOICA 25,000,000.00
TAMCO 1,500,000.00

Net Income 7,742,815.00 9,996,315.00 12,700,515.00

Total Equity 34,242,815.00 44,239,130.00 56,939,645.00

TOTAL LIABILITIES & EQUITY 34,242,815.00 44,239,130.00 56,939,645.00

Table_____. Sensitivity Analysis of Corn Marketing Business

Capital Investment PHP 26,500,000.00

BASE CASE
Investment Cost and
Revenue Net Cash Flow
Operating Cost
Year 0 PHP 26,500,000.00 PHP (26,500,000.00)
Year 1 PHP 29,700,000.00 PHP 8,624,500.00 PHP 21,075,500.00
Year 2 PHP 35,640,000.00 PHP 10,878,000.00 PHP 24,762,000.00
Year 3 PHP 42,768,000.00 PHP 13,582,200.00 PHP 29,185,800.00
FNPV PHP 29,740,288.49
FIRR 71%
BCR 1.58
ROI 79.53%
 Table _____-. Break-even Analysis

Variable Cost Year 1 Year 2 Year 3

Seeds 2,250,000.00 2,700,000.00 3,240,000.00
Fertilizer 3,240,000.00 3,888,000.00 4,665,600.00
Herbicide 360,000.00 432,000.00 518,400.00
Materials 168,750.00 202,500.00 243,000.00
Labor 2,947,500.00 3,537,000.00 4,244,400.00
Total Variable Cost 8,966,250.00 10,759,500.00 12,911,400.00

Fixed Cost Year 1 Year 2 Year 3

Depreciation Cost 881,685.00 881,685.00 881,685.00
Production Cost 17,932,500.00 21,519,000.00 25,822,800.00
Trading Capital 500,000.00 600,000.00 720,000.00
Salaries and Wages 850,500.00 850,500.00 850,500.00
Administrative Cost 360,000.00 360,000.00 360,000.00
Repair and Maintenance 100,000.00 100,000.00 100,000.00
Fuel and Lubricants 82,500.00 82,500.00 82,500.00
Permits and Licenses 1,250,000.00 1,250,000.00 1,250,000.00
Total Fixed Cost 21,957,185.00 25,643,685.00 30,067,485.00

Break Even Year 1 Year 2 Year 3

Annual Fixed Cost 21,957,185.00 25,643,685.00 30,067,485.00
Selling Price 12.00 12.00 12.00

Unit Variable Cost 3.62 3.62 3.62

Total Variable Cost 8,966,250.00 10,759,500.00 12,911,400.00
Production Volume 2,475,000.00 2,970,000.00 3,564,000.00

Contribution Margin Per Unit 8.38 8.38 8.38

Contribution Margin Ratio 0.70 0.70 0.70

Break-Even Units 2,621,042.16 3,061,101.84 3,589,173.47

Break-even Sales (PhP) 31,452,505.91 36,733,222.14 43,070,081.61

Average break-even Units 3,090,439.16

Average break-even Sales (PhP) 37,085,269.89

7. Investment Plan for 3 year-period

 ITEM Budgetary Requirement (PhP)
Operating Capital 10,859,250.00
Production Cost 8,966,250.00
Trading Capital 500,000.00
Salaries and Wages 850,500.00
Administrative Cost 360,000.00
Repair and Maintenance 100,000.00
Fuel and Lubricants 82,500.00

Capital Outlay 14,390,750.00

Land 1,500,000.00
Warehouse 5,100,000.00
Office Building 2,000,000.00
Mechanical Dryer 1,500,000.00
Corn Sheller 135,000.00
Post Harvest Equipment 49,000.00
Office Equipments 106,750.00
Hauling Trucks 4,000,000.00

Monitoring and Evaluation 1,250,000.00

TOTAL 26,500,000.00

[Summary]
No Components Amount Fund source
1 Working Capital 4,500,000.00 KOICA
2 Facility 1,500,000.00 KOICA
3 Vehicle 5,500,00.00 KOIKA
4 Equipment 500,000.00 KOIKA
5 Lot 1,500,000.00 MLGU
6 Hauling truck 20000.00 MLGU/TAMCO
7 M&E 1,250,000.00 EXPERT
Grand total 26,500,000.00

Procurement plan
PHASE 1 AND PHASE 2 CORN MARKETING PRODUCTION 2017
Name of Fa's Jan Feb March Apr May Jun Jul Aug Sept Oct Nov Dec
Artuz
(Pangilatan) X X X X X X X X
Jamindan
(AIFA) X X X X X X X X
Camburanan X X X X X X X X X
Agcococ X X X X X X X X X
other Fa's x x x x x x x x x

CONSOLIDATING CORN CROPS PRODUTION

[Budget Details]
 Total cost(PhP)
Criteria Details Total 2018 2019 2020
1. Working Capital 10,859,250.00
Seeds, Fertilizer, Herbicides and
Production Cost 8,966,250.00
materials
Trading Capital 500,000.00
Honorarium of Project Staff & Costed
Salaries and Wages 850,500.00
Services of Porject Staff
Office Supplies and Materials,
Administrative Cost 360,000.00
Travelling Expenses of Project Staff
Repair and maintenanace of
Repair and Maintenance 100,000.00
warehouse and office buildings
Fuel Consumption and Lubricants of 2
Fuel and Lubricants 82,500.00
hauling trucks
2. Facility 8,600,000.00
Land TAMCO Equity 1,500,000.00
Storage of Post Harvest Equipment
Warehouse 5,100,000.00
and harvested products
Office Building Office of project staff 2,000,000.00
3. Equipment 1,790,750.00
Mechanical Dryer 1 unit Dryer of corn and rice 1,500,000.00
Corn Sheller 3 units of corn sheller 135,000.00
Weighing scales platform and beam
Post Harvest Equipment 49,000.00
balance, moisture meter
Desktop and Laptop Computer,
Office Equipments 106,750.00
Computer Chair and Table, Long table
1 unit, 6 wheeler truck and 1 unit 10-
4. Vehicle 4,000,000.00 4,000,000.00
wheeler truck
5. Monitoring & Evaluation 1,250,000.00 1,250,000.00
Grand total 26,500,000.00 26,500,000.00

[Equipment List]
 Qt
LIST Remark
y

1 Set new Technology Corn dryer,

Mechanical
agricultural machine, maize rice paddy 1
dryer
dryer
Price: P 1,500,000.00

This machine can shell and thresh corn

either at the same time or separately.
When it shells and thresh corn at the
same time, there is no need to change
the axis or motor. This machine saves
effort and labor.
Corn Sheller Model No.: 5TYS-70 3
Size(LWH): 1200750850mm
Weight: 100kg(without electric motor)
Rotation speed: 700r/min
Productivity: 22 2T/h

Price : 45,000.00
Isuzu Forward is a line of medium duty
trucks with 2 basic body design-
standard and crew cab. Has a 6 Cylinder
inline OHC Diesel engine with 237 HP.
Hauling Truck Include 6 speed overdrive manual 1
(small) transmission and all-wheel-drive or 2-
wheel-drive options. Has hydraulic
control brakes with clutch booster.
Price: P1, 500, 000.00
Isuzu Giga 10 Wheeler Wing Van Truck
10pe1(Japan New Arrival)
Dropside Truck, Fresh Exterior Paint,
Smooth Aluminium Side, Spacious Cabin
10 wheeler 1
Top Engine Running Condition, Chassis
Truck
CX81V1, Engine 10PE1, LEAF SPRING,
High Ton Capacity

Price: P2,500,000.00
FUJI Mechanical Table Scale Flat Pan FTF
8. Trainings
In order to achieve the goals and objectives of the Corn Marketing Business the following
trainings will be conducted:
Training on Accounting to non-accountant- CDA
Training on Bookkeeper -CDA
Training on Management on Cooperative-CDA
Training on sales and Marketing CDA
Training on Treasurer and proper recording-CDA
Training on Corn seeds Agri- Partners Corn Seeds
Training on Crops insurance-PCIC