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โครงการหนังสืออิเล็กทรอนิกส์ด้านการเกษตร เฉลิมพระเกียรติพระบาทสมเด็จพระเจ้าอยู่หัว

Abstract

Pan Fisheries Cooperative, Ltd., and Nakornnayok Aquaculturist and Aquatic Processor Cooperative Ltd., were the
two selected Tilapia Aquaculturist Cooperatives. Pan Fisheries Cooperative, Ltd., was a successful cooperative, capable of
being an example for organizing a community organization to strengthen tilapia aquaculturist capacity. Nakornnayok
Aquaculturist and Aquatic Processor Cooperative Ltd., was developed on the basis of tilapia sale agreement, as led by the first
cooperative chairman, between the cooperative and Tesco-Lotus. The sale agreement induced quite a number of members.

Pan Fisheries Cooperative, Ltd., was developed from a group of tilapia aquaculturist in Pan District to strengthen
aquaculturist capacity. At the establishment the leader was a local agribusiness entrepreneur. Members understood cooperative
principle, participating in decision planning and taking action as well as being the owner of the cooperative, leading to
collaboration. Besides, the members owned their culture area, thus could make full decision in tilapia culture development. The
cooperative committee consisted of representatives from each member group coordinating between the Cooperative and the
members. One of the success factors was the leader. Members agreed that their leader had a strong intention to work for the
Cooperative, being capable in cooperative administration and management. There was an office ready to service the members.
All services were provided. Pan planned production according to market demand. Members who sold the fish through the
Cooperative must buy tilapia fry from the Cooperative thus Pan could plan the harvesting date. Members who broke the sale
agreement would be punished by cutting selling right to the Cooperative. Pan had a close collaboration with local relevant
agencies, resulting in support from many agencies. Financial status was good leading to access to finance provided by
government agencies. Further development would be networking with tilapia aquaculturists both in this province and outside,
tilapia product development, and market development.

In spite of tilapia sale agreement with Tesco-Lotus, Nakornnayok members were not able to produce at the quality
and quantity as required by the buyers. The Cooperative tried to get assistance from local fisheries agencies, giving training for
members’ tilapia culture development. During the establishment Nakornnayok got support from Cooperative Business
Development officer as well as Cooperative Auditing Department officer giving advice in their operation. Nevertheless the
members did not have adequate understanding in cooperative principle due to the rush in establishment. This led to lack of
collaboration in cooperative work. Nakornnayok could make profit, but a small one. The Cooperative had a capital constraint
thus difficult to get revolving fund to pay for the fish sold by members through the Cooperative. Sale to Tesco-Lotus needed 28
days until cash. Nakornnayok attempt was to get support from Provincial Cooperative Office through Whole Value Chain
Project, but was not approved yet. Nakornnayok did not collaborate much with relevant local government agencies, being a
constraint on receiving support. There should be on time annual report and financial report such that the agencies could have
information about the performance as well as inviting relevant officers to join Cooperative meetings.

Development of tilapia aquaculturist cooperative should be as follow. 1) Member should be conscious in cooperation
to strengthen farmers, capacity. Members should realize that they owned the cooperative and should collaborate. Establishment
should start from members with similar norms. The production should be adequate for running cooperative business. 2) The
leader should be honest and fair while being able to provide working time for cooperative. The leader should be knowledgeable
with human relationship and devoted for strengthening the cooperative as well as being acceptable by the members. 3) There
should be cooperative office such that members could conveniently get in touch for their collaboration. There should be
adequate operating cost both from the cooperative and public and private agencies. 4) Services to be provided included
production promotion, input provision, output collection, knowledge and information provision and collaboration with relevant
public and private agencies. Government agencies especially Department of Fisheries should put more emphasis on integration
among relevant local agencies.

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