Abstract

Thirty-one dairy producers participated in the Kansas Farm Management Association (KFMA) dairy enterprise analysis each year from 2002 to 2004. The dairy farms were sorted based on 3-year average returns over total costs and were categorized as high-, medium-, and low-profit farms. The highestprofit farms earned an average of $795 more per cow ($4.20 per cwt of milk) than the lowprofit farms earned. High-profit farms averaged $521 more milk sales per cow than lowprofit farms did. This difference in profitability was due entirely to greater milk production, inasmuch as milk prices among profit groups did not differ from each other. Highprofit farms produced almost 4,000 lb more milk per cow per year and had slightly lower costs than low-profit farms had. Returns for the mid-profit farms were more than $400 per cow less than returns of the top farms, but were more than $350 per cow greater than those of low-profit farms. The mid-profit farms had production levels similar to those of the high-profit farms, but their costs were significantly greater. Over the 3 years analyzed, it was better to have high production and high costs than to have low production and low costs. But these 3-year averages indicate that dairies can achieve high production levels while keeping costs in check, and these operations are significantly more profitable than other dairies. (

Highlights

  • The U.S dairy industry has been downsizing in terms of the number of dairy operations for more than 50 years

  • Thirty-one dairy producers participated in the Kansas Farm Management Association (KFMA) dairy enterprise analysis each year from 2002 to 2004

  • The dairy farms were sorted based on 3-year average returns over total costs and were categorized as high, medium, and low-profit farms

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Summary

Introduction

The U.S dairy industry has been downsizing in terms of the number of dairy operations for more than 50 years. For dairies to be competitive and survive in the future, it is imperative that managers understand what their strengths and weaknesses are. By recognizing business strengths and weaknesses, dairy managers can better focus their management efforts in areas in which they will be most beneficial. The best way for an individual dairy to identify its strengths and weaknesses is to benchmark the operation against other dairies. Producers can benefit by understanding why some dairy producers are more profitable than others. The objective of this study is to examine differences in profitability that exist among Kansas dairy operations in Kansas and attempt to identify the major determinants of these differences

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