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“We are a feedlot. This means that feeding animals is our core function. We strive to do it to the best of our ability, and therefore we take every bit of information and feedback to heart, integrating it where possible into our management strategy so we can improve on what we do best.”
This is according to Lou van Reenen, chairperson of the Sparta Group in Marquard in the Free State. Lou was very excited when he first heard of Plaas Media’s Santam Agriculture National Silage Competition, as this competition echoed their sentiments. Sparta has been participating in the competition since its inception and has so far worn the silage king crown once.
Better silage, better performance
“For the most part, it is not about winning, but about the feedback we receive regarding the quality of our silage. This feedback is invaluable and enables us to identify and correct gaps so as to constantly improve our silage. Seeing that it is such a vital part of our ration, the quality of our silage has a significant effect on the performance of our cattle in the feedlot. Which brings us back to our main function – feeding cattle.”
Sparta has over 100 000 head of cattle, of which almost three-quarters is split between three feedlots. The rest are prepared (backgrounded) on their farms for the feedlot. They self-produce as much feed as possible on their farms. When the feedlots and farms are at full capacity, they feed up to 1 000 tons of fodder (25% moisture) per day in the pens and up to 200 tons on the veld (14% moisture). Approximately 15% of the feedlot ration currently consists of silage. No silage is fed on the farms.
Silage production challenges
“In terms of the quality of our silage, one of the major challenges is the fact that it is dryland produced, which means we often have to deal with conditions beyond our control – the ample rain received over the past two seasons being a good example. This meant we could not cut the silage at an optimal stage, as the fields were simply too waterlogged.
“This resulted in us producing less silage with a lower moisture content than usual. This brought with it a string of challenges we had to face and manage.
One such challenge, says Sello Ntjoboko, Sparta’s feed manager, was that visibly more silage was wasted due to it being drier than usual. Initially, the cattle left much of the chopped-up maize stalks in the troughs, which affected their daily intake.
“Where the quality and especially moisture of the silage are concerned, knowing what’s in each silo bag helps you to optimally manage its utilisation. Because we have a team of reviewers who evaluate our silo bags and group them according to quality and moisture, we know exactly what each bag contains.”
Read about the winners of the 2021 Santam Agriculture National Silage Competition here.
Advantages of silo bags
They transitioned from silage bunkers to bags a few years ago, because of the myriad advantages offered by silo bags. “Apart from the uniform quality of the silage in such a bag, as well as the ease with which the silage can be fed out,” explains Sello, “there are also a labour cost saving that goes along with making silage. We used to devote every tractor and worker to the silage-making process, resulting in everything else grinding to a standstill.
“Nowadays we hire a silage contractor who makes the silage for us using specialised equipment. This allows us to get on with our daily routine. In addition, we find that losses are also much less with bags than with bunkers. Losses from bags amount to roughly 2 to 4%, while it was between 6 and 8% in the case of bunkers.”
A new way of thinking
For a large company like Sparta, it is crucial to keep up with new developments and schools of thought, says Lou. This applies not only to information gathered from outside, but also to suggestions from workers to make the process run as smoothly as possible. Such proposals are presented during meetings and are often implemented.
“Someone once told me that there is a lot of money on the table for collection without it costing you extra. You merely need to become more efficient. And being more efficient simply requires having to work a little smarter.
“Working smarter, in turn, can come from two sides – from within or outside of your business. In the case of the former, it is the people on the ground who can make suggestions as to what works best based on their experience; in terms of the latter, it is often someone from outside with an objective view of the process who can identify aspects that should be made more efficient.”
A feedlot, he explains, is an outdoor business that works with live animals. The variables are therefore endless. Each animal is different and, apart from the seasons, the climate also varies from year to year. For this reason, you must be able to make quick and accurate adjustments, depending on the circumstances, to optimise animal performance within the given set of conditions. This ability comes with experience.
A simple example, Sello explains, is to assign different categories to silo bags, so that there is only minor difference in terms of moisture and quality when feeding two bags in succession.
“Here the silage competition plays a key role in that it gives us an incredibly good indication of the quality of each group of bags. Based on this information, we can ensure that there is little variation in the moisture and quality of the feed that ends up in the cattle’s troughs each day.”
Experience plus innovation with feedlot
As a feedlot, Sparta has been around since the 1960s, and over time evolved into the giant it is today. They have gained a lot of valuable experience over the years.
“At the same time, our management team consists almost entirely of people who have worked here for many years,” says Lou. “Sello, for example, is now in his early forties, and he has been with us for 15 years. We do realise, however, that having only older, seasoned people as part of our team has its drawbacks. One sometimes falls into a rut of static thinking. So, we are endeavouring to introduce younger blood into the business.”
Similarly, Lou says, they actively try to be innovative. “The cost breakdown in a feedlot roughly consists of the following: 60% for the purchasing of cattle, 30% for feed and 10% for the rest, including wages, administration and infrastructure. If you want to elevate your efficiency, you must first look towards the so-called ‘low-hanging fruit’ and improve these processes.
“But because it is such a dynamic industry, it would be extremely dangerous to try clinging too tightly to routines and procedures. An open mind and the ability to make adjustments in a timely manner are important characteristics of a good feedlot operator.” – Izak Hofmeyr, Stockfarm
For more information, contact Lou van Reenen on 082 576 6291 or Sello Ntjoboko on 072 841 4362.
