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Farmers are problem-solvers and fixers, but I don’t think we anticipated the ripple effect of a pandemic on our families, our farms and our future. I’ve spent the last few weeks anchored at my farm office calling out to farmers, listening and drilling deep to share a well of hope.
Compared to other livestock commodity futures, milk futures rebounded somewhat faster than expected from the COVID-19 price dive in late March and April. Cautious optimism began to creep into the dairy market as milk futures rose through May and June. Of course, mailbox prices do not equal futures prices.
Good health and well-being of farm team members is paramount to a farm’s sustainability. As part of a mini-series focused on Alltech’s global sustainability goals, the company offered a virtual panel discussion on June 25, highlighting health and wellness from a Canadian perspective.
Labor is a cost. That is a well understood statement by anyone who is a businessperson or is an employee. But what truly are the costs associated with employing people?
I recently learned from a large-scale producer that catchy headlines get him to click on farm management articles on his smartphone. I figured if it works to get attention online it should probably work to get a print article read too. Right?
Do you remember your first job? If you’re like roughly half of us in today’s workforce (myself included), you were most likely in your teens, and the job was part time. And if you’re like me, while you earned a little, you learned a lot.
As a dairy business consultant, I’m frequently asked two questions: 1) With components contributing most of the pay price, and the high cost of trucking and marketing milk, should I be focusing more on components and less on volume? and 2) We are good at enhancing butterfat and protein tests by manipulating the lysine-to-methionine ratios in the diets, but does it pay to do so when milk prices are low?
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