Chainsaw milling in Ghana: context, drivers and impactsTable 15. Annual production of timber (m 3 ) for domestic, overland and overseas marketsformal productionon reserve (1,678,800 ha)a800,000 (1999)a550,000 (2004)chainsaw millingno dataoff-reserve (6,547,100 ha)a900,000 (1996)a300,000 (2005)Annual Allowable Cut (AAC) 2,000,000 0total production (roundwooda2,000,000 (1996–2001) e2,200,000–2,900,000equivalents)a1,600,000 (2005)domestic consumption (lumber)b92,000 (2003–04)c95,000 (2009)c497,000overland export (lumber) no dataf260,000overseas export (lumber)d528,570 no dataSources: a) Hansen and Treue 2008; b) Parren et al. 2007; c) TIDD/FORIG 2009; d) TIDD report 2008;e) this study; f) Blackett and Gardette 20083.6 Financing, costs and benefits of operations3.6.1 InvestmentAlthough chainsaw operations require relatively little capital input, the cost of equipmentand operations needs to be paid. Many operators depend on support fromoutsiders to finance their operations.Figure 1 compares the sources of financing of chainsaw operations in two casestudies. Reinvestment from sales (self-financing) and from the business community,including mainly timber dealers, are prominent in financing for CSM. A similarpattern was observed in sources of start-up capital reported by Adam et al. (2007a).On average, 62% of operators obtained capital from their business <strong>net</strong>work, 25%from personal sources and 13% from loans.Lumber dealers obtain their stock in diverse ways. Some of them provide funds tooperators to produce the lumber for them at a much lower cost than the marketprice; other brokers acquire a chainsaw and hire the operators to produce thelumber for them. What is also becoming apparent is that some of these brokersobtain chainsaw beams/lumber from the stump site and send them to small sawmillsin the area for reprocessing into lumber to avoid detection by the police and customsofficers at checkpoints (Damnyag and Obiri 2009). According to informants, most ofthe reprocessed lumber from these sawmills is sent to the larger timber markets forsale and for export because the necessary documentation could usually be providedonly by the sawmillers.26
Chapter 3. Timber production and tradeFigure 1. Comparison of operators’ sources of financing for their operationsself-financedcase study 1case study 2business<strong>net</strong>workloans0 10 20 30 4050 60 70 80Source: case study 1, Obiri and Damnyag 2009a (n = 119);case study 2, Adam et al. 2007a (n = 76); multiple responses observed in both cases3.6.2 Production costsProduction costs for chainsaw operations include labour, variable costs and transactioncosts. Variable costs include the repair and maintenance of chainsaws,accessories, petrol and engine oil and miscellaneous items. Transaction costs involvepayments for trees to farmers, forestry officials, bribes to law enforcement agencies(task forces, police), payments at community checkpoints, compensation to farmersfor crop destruction and alcoholic drinks for chiefs. Reported costs varied from studyto study (Table 16).Table 16. Production costs and <strong>net</strong> revenue, two case studies*GHC/operationcase study 1 case study 2% ofproductioncostGHC/operationGHC/m 3% of productioncostlabour 98 25 625 192.71 44variable cost565 174.21 40**299transaction cost 75 215 66.29 15total cost 397 1,405 433.21gross revenue 485 1,621 499.81profit 88 22 216 66.60 15Source: case study 1 (Adam et al. 2007a); n = 35; case study 2 (Damnyag and Obiri 2009b); n = 89*scope of operation (volume of trees) is not clear; **variable cost computed as part of transaction costGenerally, labour costs involved payments to chainsaw operators, carriers/porters,spotters and loading boys. Damnyag and Obiri (2009) reported that the various costcomponents did not vary much across the eight districts they studied (case 2).Labour costs in the two studies varied substantially, however, ranging between 2527
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