WORKING PAPER

DEPARTMENT OF AGRICULTURE AND

JAPAN INTERNATIONAL COOPERATION AGENCY

Formulation Team on the Drafting of the

Strategic Agribusiness Development Plan

COMMODITY SITUATION REPORT: CALAMANSI

Prepared by

JOSE ULYSSES J. LUSTRIA

November 2009

____________________

Mr. Lustria is OIC-Chief, Public Investment Program Division (PIPD), Planning Service,

Department of Agriculture. He would like to acknowledge the assistance of Ms. Acquilyn

Morillo and Mr. Aldrin Nacional (Technical Assistants, PIPD) in preparing this report.

1

I. OVERVIEW

A. Background

Calamansi or calamondin is a fruit tree belonging to the citrus family. Its scientific name is Citrofortunella microcarpa W. (DTI, 2005).

Calamansi, which is native to the Philippines (DA, _____), is a good source of Vitamin C and

its juice is used as an ingredient or additive in various food preparations. It also possesses

medicinal values (BAS, 2003).

B. Contribution to the Economy

Calamansi's economic contribution is gradually increasing. For the period 1998 to 2008, calamansi recorded an average contribution of 0.73 percent to total value of agricultural crop production (increasing from 0.20 to 0.65 percent), and 0.35 percent to total value of agricultural sector output. (increasing from 0.10 to 0.31 percent). (See Annex 1.)

II. SITUATIONAL ANALYSIS

A. Production

1. World Production

a) Major producing countries. Based on FAO 2007 data, the Philippines is the

sixth top citrus producer (under not else specified or nes category), contributing 3

percent of world production (Figure 1). (Note: Cross-checking with BAS data, the

country’s contribution is solely calamansi.) From 1998 to 2007, the Philippines is

consistently among the top producers in the world, with an average share of 3

percent (Figure 2).

Citrus fruit, nes (in tonnes)*

Nigeria47%

China19%

Colombia11%

Guinea3%

Japan2%

Philippines3%

Saudi Arabia2%

Kenya1%

India2%

Others10%

Country 2007

Nigeria 3,325,000

China 1,315,934

Colombia 750,000

Guinea 218,000

Japan 156,000

Philippines 201,619

Saudi Arabia 169,093

Kenya 87,400

India 148,000

Others 732,633

WORLD 7,103,679

Figure 1. Top 10 Citrus Producing Countries, In Percent, 2007.

(Source: FAO, 2009)

*Calamansi from the Philippines is classified by FAO under “Citrus, not else specified.”

2

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Others 518,398 591,803 596,764 639,263 685,036 716,585 755,802 766,756 745,663 732,633

India 120,000 134,000 120,000 90,000 100,000 120,000 120,000 125,000 128,000 148,000

Kenya 144,682 151,313 140,926 140,422 116,336 129,532 135,000 135,000 111,688 87,400

Saudi Arabia 110,775 119,000 124,690 137,258 140,206 150,640 172,440 175,047 160,129 169,093

Syria 209,692 252,196 278,550 260,190 210,690 164,070 213,390 216,000 - -

Philippines 169,387 178,005 180,844 181,747 180,999 180,923 179,020 200,808 196,595 201,619

Japan 280,000 258,000 256,000 246,000 201,600 181,600 188,800 159,400 150,000 156,000

Guinea 215,000 215,000 210,000 210,000 210,000 210,000 210,000 215,000 215,000 218,000

Colombia - 660,000 670,000 690,000 700,000 705,135 715,741 746,306 740,000 750,000

China 692,639 876,085 720,175 941,932 945,222 986,109 1,075,684 1,099,491 1,172,490 1,315,934

Nigeria 3,150,000 3,240,000 3,250,000 3,250,000 3,250,000 3,250,000 3,250,000 3,250,000 3,300,000 3,325,000

ton

ne

s

Figure 2. Top 10 citrus producing countries, in percent and in tonnes, 1998-2007.

(Source: FAO, 2009)

b) Productivity and Competitiveness. In the FAOSTAT, the country comparison in

terms of yield cannot be done because there is no disaggregated data on calamansi

alone. However, it should be noted that the Philippines was the sole commercial

exporter (DA, 2002). Thus, calamansi is technically competitive. Philippine

production has also steadily increased from 1998 to 2007, as shown in Figure 2.

2. Domestic Production

a) Major Producing Provinces. Mindoro Oriental is the biggest producer of

calamansi, contributing 59 percent to total production in 2008 (Figure 3).

3

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Others 23,883 25,020 26,456 27,121 27,810 27,764 27,977 30,728 31,092 33,444 34,658

Batangas 1,103 1,758 1,868 1,844 1,818 1,905 1,994 3,346 3,582 4,329 4,651

Compostela Valley 3,325 3,375 3,453 3,432 3,542 3,644 3,788 3,591 3,817 3,672

Agusan del Sur 2,319 2,744 3,283 3,634 3,728 3,914 4,000 4,045 4,050 4,137 4,430

Cagayan 3,347 2,807 3,588 3,739 4,140 4,115 3,647 3,933 4,623 5,013 4,546

Guimaras 2,702 3,874 4,066 4,524 4,379 4,420 4,602 4,696 4,645 4,344 4,078

Davao del Norte 3,431 3,268 3,692 3,917 4,233 4,457 4,511 4,635 4,935 5,001 5,170

North Cotabato 3,099 3,160 3,318 3,788 4,430 4,568 4,827 5,072 5,304 5,629 5,396

Nueva Ecija 4,833 4,864 5,271 4,952 4,796 4,884 5,175 5,651 5,957 6,414 6,525

Quezon 10,935 11,052 12,194 14,001 13,959 13,921 10,226 9,380 8,877 9,241 9,269

Mindoro Oriental 113,734 116,133 113,734 110,773 108,273 107,434 108,419 125,535 119,938 120,250 117,280

Perc

ent

Mindoro Oriental

59%

Quezon

5%

Nueva Ecija3%

North Cotabato3%

Davao del Norte3%

Guimaras2%

Cagayan

2%

Agusan del Sur2%

Compostela Valley

2%

Batangas2%

Others17%

Province

Mindoro

Oriental

Quezon

Nueva Ecija

North Cotabato

Davao del

Norte

Guimaras

Cagayan

Agusan del Sur

Compostela

Valley

Batangas

Others

Philippines

2008

117,279.69

9,269.04

6,524.67

5,395.86

5,169.84

4,077.65

4,546.45

4,429.96

3,672.33

4,651.30

34,658.39

199,675.18

Figure 3. Top calamansi-producing provinces, in percent and in MT, 2008.

(Source: BAS, 2009)

From 1998-2008, the composition of the top provinces has been the same, with Mindoro Oriental

on top.

Figure 4. Top calamansi-producing provinces, in percent and in MT, 1998-2008.

(Source: BAS, 2009)

4

0

200

400

600

800

1,000

1,200

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

in m

illion

peso

s

Calamansi

33%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Yield 9.45 9.48 9.31 9.24 9.15 9.07 8.95 9.94 9.71 9.81 9.53

8.40

8.60

8.80

9.00

9.20

9.40

9.60

9.80

10.00

10.20

MT/

ha. 0.4%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Production 169,387 178,005 180,844 181,747 180,999 180,923 179,020 200,808 196,595 201,619 199,675

150,000

160,000

170,000

180,000

190,000

200,000

210,000

met

ric t

on

2%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Area 17,930 18,776 19,418 19,668 19,781 19,947 20,013 20,209 20,253 20,545 20,956

16,000

16,500

17,000

17,500

18,000

18,500

19,000

19,500

20,000

20,500

21,000

21,500

hect

are

1%

b) Volume, Area Planted, and Productivity. Calamansi production went up due to

increases in area. However, yield fluctuations can be observed. The sudden

increase in production and yield in 2005 can be attributed to increased number of

bearing trees in Mindoro Oriental and Zamboanga Sibugay and control of aphids in

Nueva Ecija (BAS, 2006).

Figure 5. Calamansi: Production, Area, and Yield - 1998-2008.

(Source: BAS, 2009)

c) Value of Production. The value of production is increasing at a higher rate of 33 percent (see also Annex 1). The biggest increase was from 1998 to 1999.

Figure 6. Value of production of calamansi (at constant prices), 1998-2008.

(Source: BAS, 2009)

5

Total

Per

Capita

in

Kg/yr

Per

Capita

in

gm/dy

1998 169,387 - 169,387 4 - 10,163 - 159,220 2.18 5.97

1999 178,005 - 178,005 5 - 10,680 - 167,320 2.24 6.14

2000 180,844 - 180,844 6 - 10,850 - 169,988 2.22 6.08

2001 181,747 - 181,747 2 - 10,905 - 170,840 2.19 6.00

2002 180,999 - 180,999 4 - 10,860 - 170,135 2.14 5.86

2003 180,923 - 180,923 5 - 10,855 - 170,063 2.1 5.75

2004 179,020 - 179,020 7 - 10,741 - 168,272 2.04 5.59

2005 200,808 - 200,808 3 - 12,048 - 188,757 2.21 6.05

2006 196,595 - 196,595 9 - 11,795 - 184,791 2.12 5.81

2007 201,619 - 201,619 8 - 12,097 - 189,514 2.14 5.86

2008 199,675 - 199,675 20 - 11,979 - 187,676 2.07 5.67

Seeds Feeds & Waste ProcessingGross Supply

Net Food Disposable

Year

Supply Utilization

Production Imports Exports

B. Supply and Demand

1. Supply

Supply and exports of calamansi have been increasing from 1998 to 2008 (Table 1 and Figure 7). It can be noted that export volume jumped from 8 MT in 2007 to 20 MT in 2008 (Figure 7) most probably due to increased market demand. Net food disposable is also increasing which indicates greater domestic demand.

Table 1. Calamansi supply and utilization, in MT, 2000-2008.

(Source: BAS,2009)

150,000

160,000

170,000

180,000

190,000

200,000

210,000

19

98

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

me

tric

to

ns

Total Production

2%

0

5

10

15

20

25

19

98

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

me

tric

to

ns

Exports

28%

Figure 7. Calamansi: volume of production and exports, 1998-2008. (Source: BAS, 2009)

6

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Fresh 8,538 9,751 11,519 3,574 8,175 6,924 8,483 4,894 9,962 5,403 20,671

Dried 138 2,662 1,647

Juice 143,257 208,396 165,028 470,193 606,354 499,203 236,881 376,379 593,459 503,866 503,866

Concentrates 602 10,022 80,454 121,770 107,410 96,301 79,927 119,923 113,297 203,714 203,714

Total 152,535 228,169 257,001 595,537 721,939 605,090 326,938 501,196 716,718 712,983 728,251

Product F.O.B. Value in US$

2. Demand

a) World Demand (Exports). Most of the country’s exports are in the form of

juice, from 1998 to 2008.

Figure 8. Value (in % and in US$) of calamansi export by product form, Philippines, 2008.

(Source: NSO, 2008)

Table 2. Value (in US$) of calamansi export by product form, Philippines, 1998-2008.

(Source: NSO, 2008)

USA, Canada, and Japan are the biggest markets for calamansi juice from 1998 to 2008.

Figure 9. Top markets for calamansi juice, in percent and in kg., 2008. (Source: NSO, 2008)

Fresh3%

Juice69%

Concentrates28%

Fresh 20,671

Juice 503,866

Concentrates 203,714

Total 728,251

Product Form 2008

USA51%

Canada15%

Japan (Excludes Okinawa)

12%

Pacific Trust

Territory5%

Others17% Top Markets 2008

USA 145,158

Canada 41,606

Japan (Excludes Okinawa) 35,751

Pacific Trust Territory 13,688

Others 49,394

Total Exports 285,597

In kg.

7

Table 3. Top markets for calamansi juice, in kg., 1998-2008.

(Source: NSO, 2008)

b) Domestic Demand. Based on the Supply and Utilization Accounts (SUA) 1998-2008 (Table 1), domestic demand has been increasing for both total and per capita consumption.

C. Value-Chain System

There are many players in the calamansi industry as can be seen in the diagram below.

Figure 10. Calamansi agribusiness system.

(Source: DA, 2002)

Top Markets 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

USA 71,041 103,107 98,275 81,146 95,996 150,204 73,894 164,907 147,609 229,885 145,158

Japan (Excludes

Okinawa)

55,702 63,861 19,281 69,255 173,883 121,883 106,998 111,969 311,858 85,656 35,751

Okinawa 105,859 172,281 39,300

Canada 12,675 10,200 18,635 14,799 20,097 29,026 21,966 32,670 35,712 52,561 41,606

Hongkong 439 2,061 15,007 91,552 16,539 25,166 11,943 2,575 6,264 4,330 557

Others 14,735 32,853 11,719 30,318 78,213 93,769 56,776 87,641 81,781 184,075 62,525

Total Exports 154,592 212,082 162,917 392,929 557,009 459,348 271,577 399,762 583,224 556,507 285,597

USA51%

8

1998 1999 2000 2001 2002 2003 2004 2005 20062007

R2008

Others 16% 16% 16% 17% 17% 16% 16% 16% 16% 16% 17%

Rental value of owned land 11% 10% 10% 7% 11% 8% 10% 10% 11% 8% 9%

Operator and family labor 10% 10% 10% 10% 10% 10% 9% 9% 9% 9% 9%

Interest on operating capital 9% 9% 9% 10% 9% 10% 9% 9% 9% 10% 10%

Inorganic 8% 7% 7% 8% 8% 9% 11% 13% 12% 13% 14%

Hired labor 47% 49% 48% 48% 46% 47% 45% 43% 43% 44% 42%

0%

20%

40%

60%

80%

100%

120%

perc

ent

10%

10%

9%

9%

46%

16%

1. Input Subsystem

Based from BAS 1998-2008 Cost and Returns data, the biggest cost driver is hired labor,

averaging 46% of total on-farm cost from 1998-2008.

Figure 11. On-farm major costs in calamansi production (in %), 1998-2008.

(Source: Generated using BAS data, 2009)

a) Seeds and seedlings, etc. Calamansi can be propagated by seeds or its vegetative

parts. It is best to buy planting materials from reliable sources, particularly from

the Bureau of Plant Industry (BPI) or BPI-accredited nurseries (DA, ___).

b) Fertilizer and pesticide. The increasing prices of fertilizer and pesticides are a

major concern. In calamansi production, inorganic fertilizer is the second cost

driver with an average share of 10 percent of the total production cost from 1998 to

2008.

c) Agricultural Machinery. The small-scale production of calamansi requires not

much investment in machineries. Rental of machines, tools, and equipment is only

0.08 percent to total production cost. Harvesting is either by hand or by using a

pair of scissors (DA, ____).

d) Labor. Labor is considered the biggest cost driver, accounting to an average share

of 46 percent and 9 percent of total production cost, for hired labor and for

operator and family labor, respectively.

2. Production Subsystem

About 42.4 percent of the farmers operated farms with areas of 0.25 hectare and below. Only

14.6 percent reported farm sizes of 1 to 3 hectares. Farms measuring more than 3 hectares were

cultivated by 7.6 percent (BAS, 1999).

9

In Leyte and Quezon, farm sizes of 0.25 hectare and below shared the highest, with 61 to 64

percent reporting. In contrast, farms in Mindoro Oriental were relatively large measuring at least 1

hectare. The average size of calamansi farms was 0.92 hectare. Mindoro Oriental had the biggest

farms averaging 2.14 hectares while Quezon had the smallest farms averaging 0.39 hectare (BAS,

1999).

In 2002, NSO reported a total 95,388 calamansi farms with 5,627,090 trees, an increase from

5,483,565 trees in 1991.

3. Marketing Subsystem

The calamansi industry is composed of growers, assemblers, distributors, bodega owners/operators, buyers, and processors. Most of the volume are brought to trading centers (e.g., in Mindoro Oriental, Guimaras, and Quezon). From the trading centers, calamansi is distributed within and outside the supply provinces. Metro Manila is a big demand area (BAS, 2003).

The geographic flows and market channels will give a picture of the market practices for

calamansi. Figures 12 and 13 show the geographic flows and market channels for calamansi in

Mindoro Oriental and Quezon, respectively (BAS, 2003).

Figure 12. Geographic flow and marketing channels for calamansi in Mindoro Oriental, 2001.

10

Figure 13. Geographic flow and marketing channels for calamansi in Quezon, 2001.

4. Processing Subsystem

Calamansi is processed into juice, concentrate, and dried. However, most of our processed

exports are in the form of juice. Figure 14 shows is the process of making calamansi concentrate

(DOST, ___).

Figure 14. Calamansi-sugar concentrate processing flow.

11

The calamansi processing industry has potential for growth if the processing technology is

promoted more. Calamansi producers would be able to earn more if they themselves would

venture into processing. This can be done either individually or collectively (e.g., through

cooperatives).

5. Support Subsystem

Support for the fruit industry comes from government and nongovernment/private institutions.

The Department of Agriculture, through its GMA-HVCC banner program, provides a

comprehensive package which includes Production Support Services, Market Development

Services, Credit Facilitation Services, Irrigation Development Services, Other Infrastructure/

Postharvest Development Services, Extension Support, Education and Training Services,

Research and Development, Regulatory Services, Information Support Services, Policy

Formulation, Planning, and Advocacy Services. Moreover, various donor countries or agencies

have also provided support, both technical and financial assistance.

D. Prices

1. Domestic Prices

Farmgate, wholesale, and retail prices of calamansi are generally increasing from 1998 to 2008 although there are some fluctuations. Comparing price ratios of 1998 and 2007, farmers are gainers. However, compared with 2008 ratios, farmers are losers.

Figure 15. Calamansi: various prices, 1998-2008.

(Source: BAS, 2009)

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Farmgate 10.34 9.29 10.35 7.35 11.83 8.71 11.67 13.22 15.23 11.71 13.28

Wholesale 18.9 19.4 21.37 19.55 19.5 19.33 18.48 19.98 21.15 20.06 25.29

Retail 28.51 29.02 30.23 28.41 29.24 29.17 28.01 30.74 33.29 31.57 37.44

0

5

10

15

20

25

30

35

40

pe

so

/k

g.

4.6%

0.8%

1.2%

12

Figure 16. Price ratios of calamansi, 1998-2008.

(Source: Generated using BAS data)

2. Price Formation/Differentiation

Based on various BAS reports (BAS, ____) Price is set by the big traders and bodega

owner/operator .

In Mindoro, prices of calamansi are set by the bodega owner/operator. Prices are based on the

volume of deliveries, number of buyers and the quality of calamansi.

Further, one of the bases is the previous night’s last price. For instance, if calamansi was

priced at Php 600 in the previous night and there were many buyers and a larger volume of

deliveries, they will set the price at Php 600-Php 650 for each kaing. Calamansi fruits (lagihay)

are priced almost half that of the green calamansi.

In Mindanao, big orchard owners and big distributors rely on the prices dictated by Cagayan

de Oro buyers who send a notice few days before actual sales.

Davao City buyers offer higher prices than that of Cagayan de Oro, buy medium to large

farmer owners and Tagum provincial distributors preferred Cagayan de Oro buyers due to their

regularity and volume of procurement establishing a strong suki relationship.

Wholesale prices at Tagum Trading Center are dictated by the big distributor due to his access

to CDO and Davao City prices.

Retail prices of regular retailers were based from price given by big and medium distributors.

However, farmers engaged in direct retailing give their own prices based from his observations

but are always lower than that of the regular retailers.

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Ratio (farmgate/wholesale) 55% 48% 48% 38% 61% 45% 63% 66% 72% 58% 53%

Ratio (wholesale/retail) 66% 67% 71% 69% 67% 66% 66% 65% 64% 64% 68%

Ratio (farmgate/retail) 36% 32% 34% 26% 40% 30% 42% 43% 46% 37% 35%

0%

10%

20%

30%

40%

50%

60%

70%

80%

pe

rce

nt

13

It should be noted that only a few big traders that are active in calamansi trading in Tagum

and in nearby towns.

E. SWOT Analysis

The SWOT analysis of the calamansi industry is as follows (DA, 2002):

Strengths

• Year-round production

• Availability of technical experts and skilled manpower

• Compatibility with intercropping system

• High potential yield with improved management

Weaknesses

• Lack of quality standards

• inefficient marketing system

• Inadequate infrastructure such as farm-to-market roads

• Lack of upgraded processing facilities/packaging materials

• Difficult access to credit facilities – due to collateral and other requirements

• Susceptibility to greening disease & Tristeza virus

• lack of information and knowledge on the proper production and postharvest technology

Opportunities

• Philippines is the sole exporter of calamansi

• Expanding product lines (calamansi candy, calamansi leather/chewables, etc.)

• Favorable agro-climatic conditions

• Presence of large domestic market

Threats

• inability to control destructive pests and diseases – which can be due to high cost of pesticide

• Drought (El Niño) and other calamities

• Competition with other fruits/citrus

Other perceived problems mentioned are (BAS, 2003):

• Abundant supply and low quality of calamansi being produced by the farmers resulted to

lower price. One farmer stated that he lacks information and knowledge on the proper

production and postharvest technology.

• Creditors did not pay their loan or sometimes the payment for the commodities is delayed.

• A large percentage of wastage in bringing calamansi from the farm to the market because of

the poor condition of the farm to market roads.

• Lack of capital to finance the buying and selling of calamansi.

Other marketing problems such as frequent price fluctuation, absence of permanent stalls,

availability of shipping lines, too many competitors, presence of imported lemon in the market

and alleged “tong” given to different authorities.

14

Lack of quality standards

Inability to control destructive pests and diseases (PRSV, mites,

etc.)

Susceptibility to greening disease and Tristeza virus

Difficult access to credit facilities

Inadequate infrastructure

Lack of upgraded processing facilities/ packaging materials

inefficient marketing system

Poor quality of fruit

Relatively low yield

Inconsistent supply of quality fruit

Unrealized Potential of Calamansi Industry

Increasing costs of pesticides and

fertilizers

High labor costs

F. Problem Tree Analysis

The problem tree below shows us graphically the linkages among the various problems in the industry.

Figure 17. Problem tree for the calamansi industry.

III. SUMMARY, POLICY IMPLICATIONS, AND RECOMMENDATIONS

The calamansi industry is globally competitive technically but big improvements could still be

done in terms of production, yield, and supply chain. The processed export industry has a big

potential. Table 4 illustrates the issues and gaps in the calamansi industry, accordingly,

recommendations are also provided. These issues and recommendations were based from

analyses done in this report, field visits and stakeholder workshops.

15

Table 4. Issues and recommendations in the calamansi industry.

Supply chain Issue/Gap Recommendation

I. Input Supply Subsystem

Seeds and Seedlings, etc. Insufficient planting

materials with high

quality

Development of new varieties, varietal

improvement through biotechnology,

accreditation of nurseries, and

intensification of R & D through SUCs

and other agro-based research and

development institutions

Fertilizer and Pesticide Increasing costs Improvement of logistics; utilization of

organic fertilizers

Agricultural

Machinery/equipment

Need for standards in

farm equipment

Establishment of agricultural

machinery and equipment standards

Labor Increasing cost of labor Maximum utilization of family labor

II. Production Subsystem Inconsistent supply;

fragmented production

Prevalence/existence of pests and diseases

Expansion of production areas; integration of supply Strict quarantine regulation to prevent spread of pest and diseases and intensified information campaign about the threat of disease R, D and extension program aimed at developing an effective and efficient Integrated Pest Management (IPM) Strategies

III. Marketing Subsystem Inefficient marketing

system

Improvement of logistics (to address

high postharvest losses); improvement

of market intelligence and information

systems, particularly on price

monitoring, supply and demand

forecasting and analysis of the different

fruits

IV. Processing Subsystem Inadequate postharvest

and processing facilities;

need for standards in

equipment

Increase and improvement in

processing and postharvest facilities

V. Support Subsystem Inadequate support

systems

Provision of more support facilities such as ports, farm-to-market roads, cold chain systems; regulatory and food safety system (e.g., traceability, database/s); promotion of GAP and monitoring of compliance; credit and crop insurance facilities; strengthening of the RDE system in the different levels of government, from national to local government level

16

IV. REFERENCES Department of Agriculture. (2002). Calamansi strategic action plan. April 2002.

Department of Agriculture. (____). Calamansi. Retrieved on September 2009 from

http://daweb.da.gov.ph/tips/calamansi.html

Department of Agriculture–Bureau of Agricultural Statistics. (1999). Cost and Returns of

Calamansi Production.

Department of Agriculture–Bureau of Agricultural Statistics. (2003). Marketing Costs Structure for

Calamansi. June 2003.

Department of Agriculture –Bureau of Agricultural Statistics. (2006). Situationer on Calamansi

(July - December 2005). May 2006.

Department of Agriculture –Bureau of Agricultural Statistics. (____) Various reports.

Department of Science and Technology. (____). Enterprise Module on Calamansi-Sugar

Concentrate Processing. A Powerpoint presentation. Retrieved on August 2009 from

http://202.90.141.226/food/pdf/221.pdf

Department of Trade and Industry-Bureau of Product Standards. (2005). Philippine National

Standard for Calmaondin/Calamansi – Grading and classification.

Food and Agriculture Organization-United Nations (2009). FAOSTAT. Retrieved on September

2009 from <http://www.fao.org>

National Statistics Office (2008). Quantity and value of exports and imports.

National Statistics Office (2009). Table 3. Top Five Permanent Crops in Terms of the Number of

Trees/Vines/Hills by Region: Philippines, 1991 and 2002. Retrieved on October 2009

from <http://www.census.gov.ph/data/sectordata/sr0414403.htm>.

National Statistics Office (2009). Table 3. Selected permanent crops - total number of trees and

number of productive age by province: 1991. Retrieved on October 2009

from <http://www.census.gov.ph/data/sectordata/1991/ag910003.txt>

17

V. ANNEXES

Annex 1. Gross value output of selected fruits, 1998-2008.

(At constant prices)

(Source: BAS, 2009)

18

Annex 2. Calamansi: updated average production costs and returns, Philippines, 1998-2008.

ITEM 1998 1999R 2000 2001 2002 2003 2004 2005 2006 2007R 2008P

CASH COST 20,561 21,583 22,055 22,692 23,248 24,850 27,078 29,579 30,507 31,691 33,820 Fertilizer Organic 116 104 112 133 131 164 222 276 274 291 523 Inorganic 2,351 2,107 2,268 2,701 2,664 3,329 4,504 5,602 5,565 5,905 7,103 Foliar 63 57 61 73 72 90 122 152 151 160 288 Pesticides 856 956 985 1,025 1,039 1,042 1,045 1,043 995 947 913

Solid 26 29 30 31 31 31 31 31 30 29 28 Liquid 830 927 955 994 1,008 1,011 1,014 1,012 965 918 885

Hired labor 14,585 15,669 15,818 15,824 16,340 17,158 17,893 18,934 19,731 20,508 20,763 Wages for overseer 339 364 367 367 379 393 410 434 452 470 476 Land tax 366 370 374 378 382 386 390 394 398 402 406 Rentals: Land 35 31 35 25 40 29 39 44 51 39 44 Machine, tools, equipment 28 30 30 30 31 32 33 35 36 37 37 Fuel and oil 181 197 230 253 253 278 315 370 403 416 487 Transport of inputs 214 228 262 292 295 305 344 407 459 461 510 Interest on crop loan 10 11 12 13 14 15 17 19 21 23 25 Food expense 620 648 658 689 703 719 764 814 859 887 1,007 Repairs 790 805 836 884 897 904 972 1,046 1,102 1,137 1,229 Irrigation fee 7 6 7 5 8 6 8 9 10 8 9

NON-CASH COST 719 688 742 599 817 677 823 946 1,049 894 965 Hired labor (paid in kind) 48 52 52 52 54 56 58 61 64 67 68 Wages for overseer (paid in kind) 182 196 198 198 204 211 220 233 243 253 256 Landlord's share 53 48 60 43 69 51 68 77 89 68 77 Harvester's share 262 236 258 182 290 212 280 352 396 308 339 Lease rental 174 156 174 124 200 147 197 223 257 198 225

IMPUTED COST 9,840 9,920 10,415 9,572 11,306 10,769 12,304 13,481 14,526 13,814 14,794 Operator and family labor 3,019 3,243 3,274 3,275 3,382 3,552 3,704 3,919 4,084 4,245 4,298 Exchange labor 6 7 7 7 7 7 7 8 8 9 9 Depreciation 528 581 639 703 773 850 935 1,029 1,132 1,245 1,370 Interest on operating capital 2,875 3,023 3,079 3,161 3,239 3,485 3,806 4,161 4,275 4,450 4,734 Rental value of owned land 3,412 3,066 3,416 2,426 3,905 2,875 3,852 4,364 5,027 3,865 4,383

ALL COSTS 31,120 32,191 33,212 32,863 35,371 36,296 40,205 44,006 46,082 46,399 49,579

GROSS RETURNS 97,682 88,069 96,359 67,914 108,245 79,000 104,388 131,367 147,838 114,922 126,532RETURNS ABOVE CASH COSTS 77,121 66,486 74,304 45,222 84,997 54,150 77,310 101,788 117,331 83,231 92,712 RETURNS ABOVE CASH & 76,402 65,798 73,562 44,623 84,180 53,473 76,487 100,842 116,282 82,337 91,747 NON-CASH COSTSNET RETURNS 66,562 55,878 63,147 35,051 72,874 42,704 64,183 87,361 101,756 68,523 76,953

NET PROFIT- COST RATIO 2.14 1.74 1.90 1.07 2.06 1.18 1.60 1.99 2.21 1.48 1.55

Cost per kilogram (P) 3.29 3.40 3.57 3.56 3.87 4.00 4.49 4.43 4.75 4.73 5.20Yield/hectare (kg.) 9,447 9,480 9,310 9,240 9,150 9,070 8,945 9,937 9,707 9,814 9,528 Farmgate price (peso/kg) 10.34 9.29 10.35 7.35 11.83 8.71 11.67 13.22 15.23 11.71 13.28R - Revised estimates

P - Preliminary estimates

(Source: BAS, 2009)