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This spreadsheet can be used along with the Purdue Crop Cost & Return Guide to examine gross revenue, costs, and earnings for crop enterprises. The user can evaluate up to three full-season crops, and the wheat double-crop soybean system.
Read MoreOn this Purdue Commercial AgCast episode, Dr. Michael Langemeier and Dr. Brady Brewer discuss the latest numbers from the Purdue Center for Commercial Agriculture’s decision tool along with tips on how to use this tool to make farm operating decisions.
Read MoreA series of financial management articles that examine financial statements and financial analysis. Financial management involves the evaluation of liquidity and solvency, financial planning, acquisition and use of financial resources, asset purchases and farm growth, and relationships with agricultural lenders.
Read MoreAs a farm expands, it is important to evaluate the feasibility of adding an operator and/or hired employees as well as the feasibility of purchasing or renting additional land, and machinery and equipment. The feasibility of augmenting labor on a farm depends on two critical factors: gross revenue and profitability.
Read MoreExamining the competitiveness of crop production in different regions of the world is often difficult due to lack of comparable data and agreement regarding what needs to be measured.
Read MoreAssessing management skills is an important part of benchmarking farm performance and figuring out where improvements may be needed.
Read MoreLabor efficiency and productivity can be improved by examining per unit costs among inputs and making appropriate adjustments to a farm’s input mix.
Read MoreWhen crop producers are determining whether it is feasible to purchase a self-propelled sprayer, it is imperative to compare machine ownership costs to custom hire charges.
Read MoreOne of the ways a farm can gauge whether it has a long-term competitive advantage is to identify resources unique to the farm. To survive in the short-run, farms have to be able to exploit key resources.
Read MoreSweat equity may arise when an on-farm heir is paid less than their true opportunity cost to work for the business and/or the business has grown substantially due to the abilities and efforts of the on-farm heir.
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