Financial Feasibility Analysis of Gourami Farming in A Collaborated Business Association System

Abstract

As catch fisheries have experienced overfishing symptoms, which resulted in a decrease in fish resources, the government must develop freshwater aquaculture. Sleman Regency has known for its growing freshwater aquaculture development, which supplies about 70% of the total fish production in Yogyakarta Special Province. Despite the rising demand for fish consumption, fish cultivators face problems in the capital, infrastructure, weak bargaining power, quality problems, and long distribution chains. One way to overcome these problems is to strengthen the bargaining position through the fish farmer groups. This study aims to analyze the financial feasibility of gourami farming, whose owners are members of business associations. In the business association, fish farmers agree to collaborate in running their business to cultivate gourami in a supply chain process ranging from production to marketing. The collaboration of fish farmers integrates four segments of the fish-raising chain system, consist of seedling handling from 0 to1.5 months old, raising fish from 1.5-to 3.5 months, from 3.5 to 6.5 months, and 6.5 to 12 months. Using a quantitative research method, this study analyzes 40 fish farmers in Seyegan, Sleman District of Yogyakarta. The financial feasibility analysis uses the net present value, benefit-cost ratio, internal rate of return, and break-even point. Results of these analyzes indicate that financially, the collaborative gourami farming in Seyegan District is feasible with an NPV of segment I is Rp 11,122,952.00, of segment II, is Rp 2,174,940.00, of segment III, is Rp 9,748,705.00. Of the segment, IV is Rp 18,691,435,86. The B/C Ratio for segment I is 1.87, segment II is 1.55, segment III is 2.13, and segment IV 2.05. The BEP value for segment I is Rp 1,709,228.00, for segment II is Rp 1,779,290.00, for segment III is Rp 852,100.00, and for segment IV is Rp 2,000,672.00.

Predicting Investment Feasibility in Perumda Establishment Using Payback Period, Net Present Value, and Internal Rate Return

“…Payback Period is one of the indicators used to determine the feasibility of a project. This investment criterion measures project profitability based on the time needed to collect internal funds to return all of the funds invested (Sumbodo et al, 2021).The shorter the time required for a project to generate profits, the project being implemented can be said to be attractive (feasible). The longer it takes to return investment funds, it means that the project can be reconsidered because a longer return on funds will indicate a smaller monetary value than the investment value.…”

Daya Tahan Usaha Mikro Kecil dan Menengah (UMKM) Sektor Perikanan Kabupaten Takalar Pada Era Ketidakpastian

“…Permintaan ikan dari pasar dalam dan luar negeri cukup tinggi (Soedrijanto et al 2019;Mursit et al 2022), tetapi ada beberapa masalah yang harus dituntaskan pada komoditas ikan hasil tangkapan ataupun ikan hasil budi daya, yaitu penyediaan rantai dingin agar ikan tidak cepat rusak (Zulfikar, 2016), hasil tangkapan yang berfluktuasi (Firdaus & Witomo, 2014), kondisi perairan yang sudah overfishing (Sumbodo, Anggraeni, & Ika, 2021), kemampuan produsen yang terbatas karena nelayan yang terlibat dalam penangkapan ikan umumnya nelayan kecil dan pengelolaannya masih bersifat tradisional (Kusdiantoro et al, 2019;Nababan et al, 2020), dan pencemaran lingkungan yang menyebabkan mutu ikan tidak sesuai dengan standar internasional (Irawati, Kusnandar, & Kusumaningrum, 2019).…”

Characteristics of Fishery Industry MSMEs in Takalar Regency that are Resistant to Interferences in Uncertainty Era

“…Fisheries business in Takalar Regency has the potential to be disturbed, especially by external and internal factors. The external factors including environmental pollution (Rahatiningtyas, 2019), weather factors that cause catches to fluctuate (Firdaus & Witomo, 2014) and overfishing water conditions (Sumbodo, Anggraeni, & Ika, 2021). Internal factors that cause MSMEs in the fisheries sector to be vulnerable to disruption include the limited ability of producers because fishermen involved in fishing are generally small fishermen and their management is still traditional (Kusdiantoro, Fahrudin, Wisudo, & Juanda, 2019;Nababan, Christian, Afandy, & Damar, 2020) and various internal weaknesses in MSMEs in the fisheries sector, such as the low quality of human resources and limitations in the financial aspect (Namotemo et al, 2021).…”