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University of Agricultural Sciences, Bengaluru
University of Agricultural Sciences Bangalore, a premier institution of agricultural education and research in the country, began as a small agricultural research farm in 1899 on 30 acres of land donated by Her Excellency Maharani Kempa Nanjammanni Vani Vilasa Sannidhiyavaru, the Regent of Mysore and appointed Dr. Lehmann, German Scientist to initiate research on soil crop response with a Laboratory in the Directorate of Agriculture. Later under the initiative of the Dewan of Mysore Sir M. Vishweshwaraiah, the Mysore Agriculture Residential School was established in 1913 at Hebbal which offered Licentiate in Agriculture and later offered a diploma programme in agriculture during 1920. The School was upgraded to Agriculture Collegein 1946 which offered four year degree programs in Agriculture. The Government of Mysore headed by Sri. S. Nijalingappa, the then Chief Minister, established the University of Agricultural Sciences on the pattern of Land Grant College system of USA and the University of Agricultural Sciences Act No. 22 was passed in Legislative Assembly in 1963. Dr. Zakir Hussain, the Vice President of India inaugurated the University on 21st August 1964.
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ThesisItem Open Access SMALL RUMINANT VALUE CHAIN ANALYSIS - A STUDY OF SHEEP REARING ALONG SOUTH TRANSECT OF BENGALURU(University of Agricultural Sciences, Bangalore, 1-01-31) K., NISHMITHA,; GIRISH, M.R.The present study was conducted in South Transect of Bengaluru (Bengaluru Urban and Ramanagara districts) to map the sheep value chain; to assess the financial viability, production efficiency of sheep enterprise and marketing of sheep; to analyse the consumer preference for sheep meat; and to identify the constraints in sheep rearing. The major actors in sheep value chain in the study area were input suppliers, sheep rearers, butchers, and consumers. The total cost incurred and the gross returns realised per annum for rearing a flock size of 51 sheep was ₹ 2,86,384.62/- and ₹ 4,29,364.83/-, respectively, resulting in a net returns of ₹ 1,42,980.21/-. Labour was the major cost accounting for about 49 per cent of the total variable cost. At 12 per cent discount rate, the NPW, BCR and IRR were found to be ₹ 3,36,569.23/-, 1.24 and 36 per cent, respectively, indicating the financial viability of sheep rearing. In the study area, two channels were prevalent for marketing of sheep, viz., Channel I: Farmer – Farmer and Channel II: Farmer – Butcher – Consumer. Majority (50 %) of the sample sheep farmers sold their sheep exclusively through Channel I while 37.50 per cent of the sheep farmers sold their sheep exclusively through Channel II. Tenderness was the most important factor influencing the purchase of sheep meat by sample consumers. The incidence of diseases and lack of organised marketing facility were the major constraints faced by sheep rearers.ThesisItem Open Access MANAGEMENT OF CREDIT DISTRIBUTION TO AGRICULTURE SECTOR BY KCC BANK(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) PALLERI, KASHINATH N.; VIJAYAKUMAR, H.S.Institutional credit being a powerful means to improve agriculture, in modern agriculture, credit is a crucial input. Among the various financial Institutions the co operatives have emerged as a major source for agricultural credit. In Karnataka most of the DCCB's are operationally sick and suffering from inefficient and ineffective credit management. The management of credit distribution to Agriculture sector by KCC bank has been studied as it is one of the largest lending institutions in Dharwad district. The study is based on the secondary data for 10 years (1986-87 to 1996-97). Tabular analysis and compound growth rate were used for analyses of the data. The deposit mobilization of KCC bank indicated a three fold increase and the rate of growth in total deposits indicated an increase by 13.88 per cent the total cost incurred in mobilizing deposits was Rs. 11.03 per Rs.100 which included both non-interest cost (Re. 0.48) and interest cost (Rs. 10.55). There was substantial increase in the total funds for lending. The study showed that proportion of agricultural advances in the total bank lending had increased during study period. The total number of beneficiaries also showed increasing trend. The non-interest cost incurred in lending Rs. 100 by the bank was Rs. 1.07. The percentage of overdues of loans was more than 50 per cent in 7 years out of 10 years and the growth rate of recovery was 23.68 per cent. The cost of recovery of loans was Re. 0.68 on recovery of every Rs. 100 it has lent. On an average, the bank spends Rs. 10.43 on every Rs. 100 lent and the average interest earned from lending was Rs. 12.46. Thus there was a profit margin of Rs. 2.02 per Rs. 100 lent. The bank incurred a loss of 0.53 per cent for Rs. 100 lent in the category of loans of less than Rs. 25000. The poor recovery performance and lending in the category below Rs. 25000 of the bank need to be revitalized.ThesisItem Open Access MANAGEMENT APPRAISAL OF AN AGRI-BUSINESS UNIT-A CASE STUDY OF THE CENTRAL ARECANUT AND COCOA MARKETING AND PROCESSING CO-OPERATIVE LIMITED, MANGALORE(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) ALSE, JAGADEESH; WADER, L. K.Investigation was conducted to study the procedure and costs involved in procurement and sale of arecanut, grades and grading methods followed, development and growth pattern of the co-operative over the years. The primary data were collected by discussion with personnels and personal observations. Secondary data were obtained from the annual reports and records of the co operative for ten years. Financial Ratio Analysis, Compound Growth Rate Analysis, Regression Analysis were employed along with other statistical tools such as percentages, averages etc. Details of different grades and grading method were recorded. channel for of arecanut no cost of Channel-III formed the followed by Three channels for procurement and one sale of arecanut were identified. The quantity procured was maximum in Channel-I (63.6%) where procurement was incurred, which was maximum in throughout the study period. Commission charges major proportion (94.95%) of cost of procurement delivery charges. The cost of sale was maximum for the produce which was procured through channei-III where commission charges of . procurement resulted in higher sales tax which formed the major part. Six size based subgrades of main grade 'New Supari' in Mangalore, four subgrades of 'Saraku' and three subgrades of 'Bette' In Shimoga four subgrades of 'Rashi* in Sirsi were identified. Satisfactory levels of current ratio (1.5754), acid-test ratio (0.46), inventory-turnover ratio (3.3413), gross ratio (5.8134), net capital ratio (1.1963) were obtained, whereas poor performance in profit based ratios such as net profits to total assets (0.00069), net profits to working capital (0.00025) was observed because of lower and also of negative profits. Two fold increase in price as well as quantity of arecanut handled resulted in the increase of turnover by four folds. Almost all the financial indicators showed the higher growth rate above ten, while lower growth rates were observed in case of physical indicators. There is a need to strengthen the procurement andThesisItem Open Access BUSINESS MANAGEMENT OF MAT APRABH A CO-OPERATIVE SUGAR FACTORY LIMITED(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) GOJANUR, UMESH C.; SADATH ALI KHAN, H.S.In India about 25 million farmers are engaged in the sugarcane cultivation on 3.5 million hectares of land. At present there are 416 sugar factories, of which 232 factories are in co-operative sector whose major activities includes management of procurement, processing and marketing of sugar and by products. Using the secondary data the various management activities of the factory were studied. The study revealed that the area of operation of the factory was 45 kilometer in radius, covering 585 villages. On an average the sugar factory procured only 70.77 per cent of total sugarcane produced due to low installed capacity (3500 t/day). 81-17 per cent of the sugarcane area was under late maturing varieties. 78.13 per cent of total cane bill was paid in first installment. Major cost of procurement included prime cost of cane (85.10%) purchase tax on cane (6.14%), transport (4.07%) and harvesting (2.45%). The average sugarcane crushed was 6.54 lakh tonnes with 4090 hours of crushing (186 days). Hours lost due to cleaning was the highest (4.25%), followed by mechanical problem (4.24%), cane shortage (3.25%), miscellaneous (2.41%). Sugar loss in by products was 2.22 per cent which was lower than the norms fixed by Bhargava commission. The cost of production per quintal of sugar was Rs.837.25, of which the raw material cost constituted a major share (78.03%), other variable costs (7.01%), fixed costs (14.96%). Factory earned a profit margin of Rs.0.33 per quintal of sugar and by products sold. It implied that the costs and returns obtained were almost equal with very nominal profit margin. Sixty per cent of the sugar produced was sold in open market and 40 per cent was through levy quota. The price spread of sugar in Dharwad and Hubli market was Rs.102.81 (7.13% in consumer's price). Major problems faced by farmers were low price for cane, low harvesting charges paid by the factory, delayed payment, shortage of labour during harvesting and problem of transportation.ThesisItem Open Access BUSINESS MANAGEMENT APPRAISAL OF AN AGRIBUSINESS UNIT - A CASE OF THE TOTGARS' CO-OPERATIVE SALE SOCIETY LTD., SIRSI (N.K.)(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) NAVEEN, N.; BANAKAR, BASAVARAJThesisItem Open Access MANAGEMENT OF GULBARGA CO-OPERATIVE MILK PRODUCERS' SOCIETIES UNION LIMITED(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1998-08-19) ANJUM SHAKEEL, AHMED; SADATH ALI KHAN, H.S.ThesisItem Open Access MANAGEMENT OF FOOD PROCESSING UNITS-A CASE OF ROLLER FLOUR MILLS IN BIJAPUR DISTRICT (KARNATAKA)(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) MANJUNATHA, M. B.; KARNOOL, N. N.India is one of the principal wheat producing and consuming country in the world, wheat forms and staple food to most of the population in the world. Wheat flour based products such as chapathi are part of the staple diet in most part of central and northern India. Nearly 10.5 million tonnes of wheat is processed every year. The leading flour producing states are, Uttara Pradesh, Maharashtra, Kamataka, Tamil Nadu, Bihar, Andhra Pradesh, West Bengal, Haryana and Punjab. The overall objective of the study was to analyse the performance of roller flour mills in Bijapur district of Karnataka. The two units located in the Bijapur district were selected for the study. Further, they were categorised into small and medium scale units based on their installed capacity The primary data was collected for the year 1999-2000. ; The results showed that the investment in both categoiy of roller n flour mills was financially feasible and economically viable. The per quintal total cost of processing was Rs.908.99 and Rs.959.53 in small and medium scale units respectively. The value added as a result of processing activity at an overall average level was Rs.220.85 per quintal of wheat processed. The marketing cost per bag of maida (90 kgs) was high in chsmnel-I (Rs.34.70). Among items of cost incurred sales tax accounted for 57.06 per cent of the total cost of marketing. The industry on an average utilised only 37.62 per cent of installed capacity-. Break even quantity of output in small and medium scale units was 15.468.84 quintals and 1.37,757.17 quintals respectively. The labour intensity was very low in both the units, capital iniensity and efficiency was higher in medium scale unit. Problems regarding marketing, processing, government policies and procurement were considered as the most important problems.ThesisItem Open Access GRADING, PROCESSING AND MARKETING OF CASHEWNUTS IN NORTH DISTRICT OF GOA(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2004-01-24) NAMDEO, NAIK AMITA; WADER, L.K.Cashew was introduced to India by the Portuguese about 400 years ago. It plays an important role in the Indian economy as it act as foreign exchange earner. The quality of agricultural produce brought to the market by the farmers varies from lot to lot. So it is highly essential to grade the produce on scientific lines, inorder to get remunerative prices. So the present study was undertaken to develop grade standard, study quality price relationship, procurement, processing and marketing management of cashew processing units in North District of Goa. Out of 42 units in North District of Goa, 15 units were selected randomly. The primary data was collected through personal interview for the year 1999-2000. Laboratory analysis, indexing, stepwise multiple regression analysis and tabular presentation were employed for data analysis. Five grade standards were developed for cashewnut based on composite index. The results based on price quality relation brought out that number of nuts, moisture percentage and cutting test reduced the prices and these factors explained 95 per cent variation. In present study only two pattern of procurement of cashewnut were followed. The procurement was maximum in the month of May followed by April. The total cost of cariying inventory was higher for large units (Rs. 526.92 per quintal) then small and medium size units. The total cost of cashew kernel production in cashew processing units was Rs. 4063.22 per quintal. While net returns was Rs. 125.78 per quintal. On an average maximum quantity of cashew kernels were marketed through distributor and the cost of marketing was high in the same (Rs. 98.36/tin). The major problems faced by the processors were non-availability of raw nuts, improper grading of raw nuts and high working capital.ThesisItem Open Access MANAGEMENT OF FERTILIZER DISTRIBUTION A CASE OF KAIC DHARWAD Dist.(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) DAKHANI, K.M.; Vijayakumar, Dr.H.S.To analyse the efficiency of procurement of agricultural inputs in terms of cost and distribution, and to suggest the ways to improve the performance of the organisation, Kamataka Agro-industries Corporation (Agro-input division) in Dharwad district was selected for the study. Primary and secondary sources of data were utilised for the study. The data pertains to the period 1995-96 to 1996-97. KAIC procures 6767 tonnes of fertilizer by incurring a cost of Rs.4,86,659 in procurement but it can adopt the minimum cost routes as suggested in suggested procurement schedule and save about Rs.37,128.The sensitivity analysis was earned out by assuming that KAIC is going to supply the whole demand for fertilizer of a district. The storage cost was found to be highest at Haveri and lowest at Navalgund agrokendra, because Navalgund agrokendra was actively engaged in sale of seeds and PPC. The lowest unit storage cost of fertilizer of Rs. 15.28 per tonne was seen at Haveri and the highest of Rs.28.12 per tonne at Mundargi because of the turnover that agrokendra cuold achieve. In organisation structure it was found that there is a need for one assistant to be posted at agrokendra and delegation of power to purchase directly from input supply firm. Among the taluks Haveri agrokendra had lion share of 79.02 per cent in the sale of fertilizer followed by Dharwad ( 57.30 per cent). Navalgund agrokendra ranked first in the sale of seeds while Shiggaon stood first in the sale of PPC among the agrokendras. The total margin earned amounted to of Rs. 1.911 Lakhs and Rs.1.586 Lakhs at Hubli and Haveri agrokendras respectively, while the lowest margin of Rs.0.537 Lakhs was found at Hangal. The gross profit earned by Navalgund agrokendra was highest (Rs. 0.891 Lakhs) , followed by Hubli agrokendra (Rs.0.793 Lakhs). Gross profit was earned at six agrokendras namely Navalagund, Hubli, Dharwad, Mundargi, Haveri and Shiggaon while the four agrokendra namely Ranebennui, Hanagal.
