The Mantibugao Agrarian Reform Beneficiaries Farmers Cooperative (MARBFC) dreams of big things for their organization. They envision themselves to be a strong and viable cooperative that uplifts their members through more jobs, opportunities for growth, and sustainability programs. With the help of Pilmico and Aboitiz Foundation, this is only the beginning for the MARBFC.
Started with 15 small local corn farmers, MARBFC now has over 300 members. More than their membership rate going up, the MARBFC now also supplies corn for our plant in Iligan City. With things all well and good in the MARBFC, the next challenge for the co-op is to learn how to sustain momentum and grow even larger.
Enter Project Silk, a three-part training program held throughout October by Pilmico for the MARBFC to further their flourishing business. The project aims to improve and develop the co-op’s financial, entrepreneurial, and managerial competencies for the betterment of their business. Project Silk is divided into three legs, each done weekly with an industry expert to educate them and all with a goal to contribute to the farmers’ growth as entrepreneurs.
The first leg on Financial Management was led in partnership with the Cooperative Development Authority of Region 10 with Cooperative Development Officer, Joselito Hallazgo. This was followed by a training held by David Normor, an educator from San Isidro College City of Malaybalay on Business Management and Marketing and Alexander Solano from People Management Association of the Philippines on Entrepreneurship. Joselito Hallazgo returns for the final leg of Project Silk with an informative training on Records Management. Throughout the training program, members of the MARBFC got the chance to explore new ideas for business ventures and formulate business plans for these opportunities. Some of the business plans included expanding into farm capital, vulcanizing, cassava chips production, and even being an agri-supply center.
“Very good. Sobra ang kaalaman na aming natutunan lalo na sa accounting, bookkeeping, financial statement and budgeting.” – Evangeline P. Frasco, MARBFC Manager
“Even in a short period, this helped a lot in terms of financial literacy. Most especially for the members who holds a position in the cooperative. In my case, who knows, in the right time this assignment will be given to me. At least, I already know what to do.” – Eufronia C. Pancrudo, MARBFC Member
We’ve become Partners for Growth with local farmer not just by supporting their produce but also through providing them with the right tools and knowledge to help them sustain their livelihood. Through Project Silk, Pilmico fulfills the Aboitiz Group vision of advancing business and communities by creating opportunities for Partners to build their capacity and skill for business.
Frequently Asked Questions
What does Project Silk illustrate about Pilmico’s approach to sustainable partnership with farmer cooperatives?
Project Silk demonstrates that Pilmico’s partnership with MARBFC extended far beyond the initial inclusive sourcing agreement in which Pilmico contracted to buy MARBFC’s corn directly. Rather than stopping at the supply chain relationship, Pilmico invested in building the organizational capacity needed for MARBFC to sustain and expand its business independently over time. This approach reflects the Aboitiz Group’s vision of advancing business and communities simultaneously — recognizing that a commercially viable cooperative partner serves both Pilmico’s supply chain needs and the broader goal of building economically self-sufficient rural communities.
What is Project Silk and why was it designed for the MARBFC specifically?
Project Silk is a three-part business management training program developed by Pilmico for the Mantibugao Agrarian Reform Beneficiaries Farmers Cooperative (MARBFC) in Manolo Fortich, Bukidnon. It was designed specifically for MARBFC because the cooperative had grown from 15 founding corn farmers to over 300 members — and was already supplying corn to Pilmico’s plant in Iligan City. At this scale, the cooperative’s primary challenge shifted from growth to management: sustaining momentum and building the financial, entrepreneurial, and managerial competencies needed to operate as a viable, permanent institution rather than a loose farmer group.
What three training areas did Project Silk cover and who were the expert trainers?
Project Silk was divided into three weekly legs held throughout October, each facilitated by a different domain expert. Financial Management was led by Joselito Hallazgo from the Cooperative Development Authority of Region 10. Business Management and Marketing was taught by David Normor of San Isidro College in Malaybalay. Entrepreneurship training was delivered by Alexander Solano of the People Management Association of the Philippines. Hallazgo returned for the final leg to cover Records Management. The use of external domain experts rather than Pilmico’s own staff ensured that trainees received credentialed, specialist-level instruction in each area.
What new business ideas emerged from the Project Silk training sessions?
Throughout the program, MARBFC members were encouraged to generate and develop original business plan ideas. Concepts that emerged included expansion into farm capital lending, vulcanizing services, cassava chips production, and positioning as an agri-supply center for the surrounding farming community. The breadth of these ideas — spanning financial services, food processing, mechanical services, and supply chain — illustrates that the training succeeded in expanding members’ conception of what their cooperative could become, well beyond its origin as a corn farming association.
What did the testimonials of MARBFC members reveal about the training’s impact?
MARBFC Manager Evangeline Frasco praised the very high quality of knowledge gained — specifically calling out accounting, bookkeeping, financial statement preparation, and budgeting as areas of notable improvement. MARBFC member Eufronia Pancrudo reflected on the value even in a short period — particularly in building financial literacy — and noted its relevance to her future role in cooperative leadership. Both testimonials highlight outcomes that extend beyond the training room: the knowledge is being positioned for practical application in ongoing cooperative management.
