The purpose of this study is to propose methods for improving managerial efficiency by assessing the managerial efficiency of processed foods business at local primary agricultural cooperatives using the Data Envelopment Analysis (DEA) model in order to promote processed foods business at local primary agricultural cooperatives and to enhance the competitiveness of the business. The managerial efficiency of the food processing factories at 90 local primary agricultural cooperatives was analyzed by using the DEA model. Among the 90 food processing factories, the number of efficient factories whose efficiency value was 1 was ① 17 (18.9%) in the CCR model (overall efficiency); ② 29 (32.2%) in the BCC model (technical efficiency); and ③ 20 (22.2%) in scale efficiency. Among the 90 food processing factories, the number of inefficient factories whose efficiency value was less than 1 was ① 73 (81.1%) in the CCR model; ② 61 (67.8%) in the BCC model; and ③ 70 (77.8%) in scale efficiency. Among the 90 food processing factories of local primary agricultural cooperatives, the number of Increasing Returns to Scale (IRS)-type factories was analyzed to be 20 (22.2%). The number of Constant Returns to Scale (CRS)-type factories was 2 (2.2%), and that of Decreasing Returns to Scale (DRS)-type factories was 68 (75.6%). Especially, in DRS, an increase in input does not guarantee an increase in output. Thus, a decrease in input in despite of a decrease in output is advantageous. Since an increase in input is lower than an increase in output in IRS, an increase in input factors such as new investments is required. As a result of analyzing the managerial efficiency of the 90 food processing factories at local primary agricultural cooperatives, 66 factories (75.6%) need a decrease in input factors by better managerial efficiency rather than an increase in investment. Twenty factories(22.2%) need new investments.
The purpose of this study is to propose methods for improving managerial efficiency by assessing the managerial efficiency of processed foods business at local primary agricultural cooperatives using the Data Envelopment Analysis (DEA) model in order to promote processed foods business at local primary agricultural cooperatives and to enhance the competitiveness of the business. The managerial efficiency of the food processing factories at 90 local primary agricultural cooperatives was analyzed by using the DEA model. Among the 90 food processing factories, the number of efficient factories whose efficiency value was 1 was ① 17 (18.9%) in the CCR model (overall efficiency); ② 29 (32.2%) in the BCC model (technical efficiency); and ③ 20 (22.2%) in scale efficiency. Among the 90 food processing factories, the number of inefficient factories whose efficiency value was less than 1 was ① 73 (81.1%) in the CCR model; ② 61 (67.8%) in the BCC model; and ③ 70 (77.8%) in scale efficiency. Among the 90 food processing factories of local primary agricultural cooperatives, the number of Increasing Returns to Scale (IRS)-type factories was analyzed to be 20 (22.2%). The number of Constant Returns to Scale (CRS)-type factories was 2 (2.2%), and that of Decreasing Returns to Scale (DRS)-type factories was 68 (75.6%). Especially, in DRS, an increase in input does not guarantee an increase in output. Thus, a decrease in input in despite of a decrease in output is advantageous. Since an increase in input is lower than an increase in output in IRS, an increase in input factors such as new investments is required. As a result of analyzing the managerial efficiency of the 90 food processing factories at local primary agricultural cooperatives, 66 factories (75.6%) need a decrease in input factors by better managerial efficiency rather than an increase in investment. Twenty factories(22.2%) need new investments.
The purpose of this study is to propose methods for improving managerial efficiency by assessing the managerial efficiency of processed foods business at local primary agricultural cooperatives using the Data Envelopment Analysis (DEA) model in order to promote processed foods business at local primary agricultural cooperatives and to enhance the competitiveness of the business. The managerial efficiency of the food processing factories at 90 local primary agricultural cooperatives was analyzed by using the DEA model. Among the 90 food processing factories, the number of efficient factories whose efficiency value was 1 was ① 17 (18.9%) in the CCR model (overall efficiency); ② 29 (32.2%) in the BCC model (technical efficiency); and ③ 20 (22.2%) in scale efficiency. Among the 90 food processing factories, the number of inefficient factories whose efficiency value was less than 1 was ① 73 (81.1%) in the CCR model; ② 61 (67.8%) in the BCC model; and ③ 70 (77.8%) in scale efficiency. Among the 90 food processing factories of local primary agricultural cooperatives, the number of Increasing Returns to Scale (IRS)-type factories was analyzed to be 20 (22.2%). The number of Constant Returns to Scale (CRS)-type factories was 2 (2.2%), and that of Decreasing Returns to Scale (DRS)-type factories was 68 (75.6%). Especially, in DRS, an increase in input does not guarantee an increase in output. Thus, a decrease in input in despite of a decrease in output is advantageous. Since an increase in input is lower than an increase in output in IRS, an increase in input factors such as new investments is required. As a result of analyzing the managerial efficiency of the 90 food processing factories at local primary agricultural cooperatives, 66 factories (75.6%) need a decrease in input factors by better managerial efficiency rather than an increase in investment. Twenty factories(22.2%) need new investments.
