Serdna & KO crop production agro-economical analysis

Lõputöös antakse ülevaade OÜ Serdna & KO taimekasvatuslikust tegevusest ning käesoleva bakalaureusetöö eesmärgiks on analüüsida ja hinnata OÜ Serdna & KO taimekasvatuslikku tootmist ning selle tasuvust. Töös tuuakse välja tootmises esinevad kitsaskohad ning nende võimalikud lahendused. Ettevõtte tegevust käsitletakse ja andmed esitatakse 2011...2013. aasta tootmistegevuse kohta. Kogutud andmed pärineva ettevõte põlluraamatust ning raamatupidamisest. Kasutatud ilmastiku andmed pärinevad Keskkonnaagentuuri (KAUR) Tallinn-Harku aeroloogiajaamast. Peamised probleemid ettevõttes on seotud põllukultuuride väetamisega, suvirapsi saagikus ei ole uuritaval perioodil tõusnud, I kategooria toiduvilja toomisel on saanud takistuseks madal proteiini sisaldus ning tõusnud saagikusega on tekkinud toitainetebilanssi K puudus. Väetamises esinevate kitsaskohtade kõrvaldamisel suureneks keskmine saagikus ning paraneks kvaliteet. Ettevõtte areng uuritaval perioodil on olnud märgatav, suurenenud on haritava maa pind, suur osa tehnikast on kolme aasta jooksul väljavahetatud ning põllukultuuride keskmine saagikus on tõusnud. Saagikuse tõus ning omahinna alanemine on heaks näiteks ettevõtte taimekasvatusliku tootmise efektiivsuse paranemisele. Kõigil kolmel vaadeldaval aastal on ettevõtte taimekasvatuslik tegevus olnud kasumlik.The company is located at Kostivere borough, Jõelähtme parish, Harju county. Serdna & KO OÜ started from Harjumaa´s biggest Tallinn´s Näidislinnuvabrik- sovkhos witch was titled to privatization by departments. In the privatization process on the 1 February in 1992 Kostivere department became Serdna & KO AS. In 2013 the company had four employees : One worker, accountant, procurator and one seasonal worker. On company’s fields the most common soil types are grit soils, leached soils, leached clay soils and peat soils. The fertility of soils is below Estonian average and is around 30 points. As of the year 2013 the company has 644 hectares from which the company owns 240 hectares and the remaining 404 hectares is leased. 177 hectares is out of use. The average yield of cereals in 2011 was 2,25 t/ha but in 2013 the average yield was 4,18 t/ha despite a very badly yielding winter wheat which yielded only 2,4 t/ha. In 2011 total cereal production was 712 tons but in 2013 it was 1464 tons, thanks to a larger area as well as improvement in average yield. Rape yield has been stable ranging from 1,8… 2,2 t/ha. Depending on the growing area, total annual production of rape seed ranged from 200…220 tons. During the period under analysis the efficiency and the profitability of the company’s plant production has increased. Much of the rise in yields and profitability are due to the rise in the efficiency of fertilization and plant protection. In the years 2011…2013 the company hasn’t lost money in crop production without taking subsidies into account. In the years 2011 and 2013 the most profitable culture to cultivate was summer rape. The exception is the year 2012, were the most profitable culture was winter wheat. For the further development of the company it is necessary to remove bottlenecks that occur in crop production. Particularly in crop fertilization which determines the crop yield and quality. An important issue is to increase the area of winter crops. As winter crops have higher yields than the summer crops, and winter crops use the soil moisture better in drought-sensitive soils. The size of a farm is an important factor which determines its efficiency ( Lund, Price 1998). The company has significantly developed in the investigation period, cultivated area of land has increased. During three-years most of the machinery has been replaced and the average yield of crops has grown. Yield increases and cost reductions in crop production are a good examples of the company's improved efficiency. If the bottle necks in production are removed the company has good expectations for further development