• 검색 결과가 없습니다.

농기계 임대·은행사업 운영기관 일원화 방안

N/A
N/A
Protected

Academic year: 2021

Share "농기계 임대·은행사업 운영기관 일원화 방안"

Copied!
241
0
0

로드 중.... (전체 텍스트 보기)

전체 글

(1)발 간 등 록 번 호. 11-1541000-001655-01. C2012-50 | 2012. 12.. 농기계 임대 은행사업 운영기관 일원화 방안 ·. 강 창 용 박 현 태 한 혜 성. 선임연구위원 선임연구위원 전문연구원.

(2) 연구 담당 강 창 용 박 현 태 한 혜 성. 선임연구위원 선임연구위원 전문연구원. 연구 총괄, 농기계임대사업 집필 농기계은행사업 집필 조사·분석, 해외사례.

(3) 제 출 문 농림수산식품부 장관 귀하. 본 보고서를. 농기계 임대·은행사업 운영기관 일원화 방안 의. 최종보고서로 제출합니다.. 2012년 12월. 연구기관명: 한국농촌경제연구원 선임연구위원 : 강. 선임연구위원: 박. 전 문 연 구 원: 한. 창. 용. 현. 태. 혜. 성.

(4)

(5) i 머 리 말. 농업의 기술개발과 농산물 생산비용의 절감은 오랫동안 추구해온 농정의 추 진과제이다. 농업의 세계화 추세 속에서 우리나라 농업은 노령화, 유류비 증대, 농산물 자급률 하락 등 소규모 영농환경에서 농가경영에 다양한 어려움에 직 면하고 있다. 이러한 문제를 넘어서려는 과정에서 현재 운영 중인 농기계 임대·은행사업 은 농기계 비용절감과 이용률 제고라는 목적의 동일성에도 불구하고 사업주체,. 사업비 등의 운영 차이로 인해 여러 가지 문제들이 지적되고 있다. 특히 최근 에는 사업의 지속적인 운영 문제가 대두되면서 최대 현안으로 부상되었다.. 이에 따라 이 연구는 두 사업의 당면 문제점을 심층 분석하고 이해관계자들 의 의견 수렴을 통해서 통합화에 대한 가능성을 검토함으로써 효율적인 정책 개선 방안을 제시하기 위해 수행되었다.. 연구를 위해 아낌없는 조언을 해주신 자문위원과 농림수산식품부 관계자, 설. 문조사에 적극 협조해주신 지역 농업기술센터, 농협 담당자와 농업인들께 감사 를 드린다. 아무쪼록 이 연구 결과가 정부의 농기계 임대은행사업 발전에 기여 할 수 있기를 기대한다.. 2012. 12. 한국농촌경제연구원장 이 동 필.

(6)

(7) iii 요. 약. 정부는 장기적으로 정부 주도의 농기계임대사업과 농협 중심의 농기계은행 사업을 통합한다는 계획을 갖고 있다. 본 연구는 정부 주도의 농기계임대사업과 농협 중심의 농기계은행사업의 효 율적 통합화, 분업적 협력 등의 가능성을 검토하기 위해서 두 사업 주체 중 어 느 한 주체에 의한 통합, 제3섹터로 통합분리, 전략적 제휴 등을 분석하였다. 과거부터 현재까지 추진된 농기계임대사업은 낮은 임대료, 상대적 운영비용. 과다로 인한 만성적인 경영적자에 직면해 있다. 또한 대형농기계의 수요대응. 어려움, 원거리 지역민의 이용 불편성 증대 등이 해결해야 할 문제점으로 나타 났다. 농기계은행사업 역시 초기투자 비용 과다 및 부적합한 수수료 등으로 지 속적인 사업운영이 어렵고 일시적 작업 수탁 수요의 대응문제, 사후관리 문제. 등에서 어려움을 호소하고 있다. 농기계이용 비용을 절감하기 위한 상기 두 사 업은 목적의 동일함에도 불구하고 사업주체와 사업운영방법, 사업비 조달의 차 이 등으로 인해 이용자인 농민들의 불만과 사업운영의 비효율성이 심화되고 있다.. 연구결과, 사전 적합성을 살펴보면 두 사업은 지향목적이 유사하지만 조직과. 인력의 성격, 자원과 사업 운영비, 경영방법과 내용 등에서 차이가 크기 때문에 통합의 가능성은 낮을 것으로 평가되었다.. 두 사업이 한 주체로 통합할 경우, 경영수지 적자 부담으로 인하여 사업의. 지속성을 보증하기 힘들 것으로 판단된다. 농업기술센터에서 인수하게 될 경우 임대료가 상대적으로 저렴하여 농민의 부담은 줄 가능성이 많다. 하지만 농업. 기술센터가 중심이 되어 통합할 경우 규모와 범위 면에서 현재와 큰 차이가 없 을 것으로 보인다. 지역농협을 중심으로 통합할 경우에는 다양한 수익성 사업 을 통해 농민의 만족도를 높이고 사업 이용의 편의성이 증대되는 이점이 있으 나 임대료(이용 수수료)의 부담이 높아지는 단점이 있다.. 만약 강제적으로 통합 할 경우, 농민의 입장에서는 농업기술센터가 인수하는.

(8) iv 것이 유리하다. 왜냐하면 농기계 임대료(수수료)가 저렴하고 지역농협에서 보. 유하고 있는 농기계까지도 확보 할 수 있기 때문이다. 지역농협이 주체가 될 경우 사업의 수익성 추구를 위해 농민의 비용부담이 많을 가능성이 있다.. 한편, 제3섹터로의 통합, 분리 운영되는 방안은 비현실적인 것으로 판단된. 다. 왜냐하면 분리될 경우 지역조합이나 지방 자치단체에서 자금을 지속적으로 지원할 가능성이 매우 낮기 때문이다. 특히 농기계임대와 은행사업이 지향하는 공공성이 전혀 보장될 수 없다.. 전략적 제휴 방안은 농민들 입장에서 다양한 분야에서 협조가 가능하다고 여기고 있지만 사업의 실무 책임자들은 실질적인 전략적 제휴는 어렵다는 인 식이 높았다.. 따라서, 다음과 같은 결론을 도출 할 수 있다.. 첫째, 현재 농기계은행사업과 농기계임대사업은 독립적으로 운영되도록 하. 는 것이 바람직하다.. 둘째, 통합 의지가 있다면 지역내 시장·군수와 지역조합 조합장 간의 협의를. 통해서 사업형태를 결정하는 것이 바람직하다. 지역별 특성과 두 조직간의 협 력 정도가 각각 다르기 때문이다.. 셋째, 만약 통합을 원한다면 농업기술센터를 통합의 주체로 하는 것이 여. 러 가지 면에서 바람직하며 이 때 지역농협의 농기계인수에 정부가 지원해야 한다.. 넷째, 현재 운영 체제를 유지할 경우, 농업기술센터는 관리상의 효율성을 위. 해 별도의 조직을 만들어 관련 사업을 종합적으로 처리하는 것이 바람직하다.. 지역농협은 농기계은행 사업과 다른 연관 사업(자동차, 중고 농기계 등의 사 업)을 추진하고 공동출자를 통해 조직을 만들어 운영하는 것을 제안한다.. 농기계임대사업과 은행사업이 일원화되기 위해서는 먼저 사업 최고책임자 의 의지가 중요하다. 부작용이 많은 강제적 통합보다는 두 사업이 자발적으로 상호협력의 필요를 느낄 수 있도록 여건을 조성하여 상호 협력 방안이 모색되 면 사업형태의 전환이 가능하다..

(9) v ABSTRACT. Management Unification of Agricultural Machinery Lease and Machinery Ring. Government has a long-term plan to integrate government-driven agricultural machinery rental program and NACF-centered agricultural machinery bank program. The purpose of this research is to review the possibility of efficient integration and cooperation based on the division of labor for government-driven agricultural machinery rental program and NACF-centered agricultural machinery bank program through the analysis on the integration by one of the two program subjects, integrated split as a third sector and strategic alliance. The agricultural machinery rental program which has been implemented to date from the past has been running under chronic deficit operation due to low level of rentals and relatively excessive operating costs. And the issues such as the difficulty in responding to the demand for large-scale agricultural machineries and the increase of inconvenience for use by the residents from long distance were closed up as issues to solve. The agricultural machinery bank program has also been experiencing continuous difficulty in operation due to excessive initial investment costs and inappropriate level of fees and commissions appealing difficulties in the areas of temporary response to work consignment demand and the problems related to post control. As such, despite the objectives of the above two programs are the same toward the direction for saving the cost of using agricultural machineries, the complaints from farmers who are the users of the programs are increasing and the inefficiency of program operation is deepening due to the conflicts with the subjects of the programs in terms of program operation method and the funding of program costs. The result of research revealed that even if the objectives which two programs pursue are similar, the two programs showed big difference in the nature of organization and manpower, resources and program operation cost and management method and therefore the possibility of integration of the.

(10) vi two programs were evaluated to be low. In case the two programs are integrated into one subject, sustainability of the programs will be judged to be difficult to guarantee. In case the programs are merged by the Agricultural Technology Center, there is possibility that farmers burden may be reduced as rentals will be relatively lower. However, there seems to be no big difference in the scope and size of the programs if the programs are integrated under the initiative of the Agricultural Technology Center. In case the programs are integrated taking regional NACF as a center, there will be advantages of enhancing farmers' satisfaction through diversified profitable businesses as well as the increase in convenience of use of the programs but there will be a disadvantage of increasing farmers' burden for rental(usage fee). If at all the integration has to be executed on compulsory basis, it is better from the farmers' position for the Agricultural Technology Center to merge the programs because the rental(usage fee) for agricultural machineries is lower while farmers can rent more variety of agricultural machineries which the Center is holding. However, in case regional NACF becomes the subject for the integration, farmers' burden is likely to be increased because of NACF's pursuit of profitability. On the other hand, the method of integration and split as a third sector for independent operation is not judged to be a realistic alternative because, in the case of split and integration, the possibility of continuous funding support by regional cooperatives and local governments will be very low. Especially in this case the public nature which agricultural machinery rental program and banking program pursue will not be guaranteed at all. As to the method of strategic alliance, farmers' think that cooperation may be possible from various areas but majority of working level managers of the programs had a perception that realistic strategic alliance might be difficult to accomplish. Accordingly, we can come to the conclusions as follows: First, it is desirable to operate current agricultural machinery rental program and agricultural machinery bank program independently. Second, if there is will for integration, it will be desirable to make decision on the type of program through the discussion among responsible local government officials in the region and the heads of regional cooperatives because regional characteristics and the degree of cooperation between the two programs are different each other..

(11) vii Third, if at all integration should be done, it will be desirable to make the Agricultural Technology Center as the subject of integration subject to strong government support in terms of the take-over of agricultural machineries by regional NACF. Fourth, in the case of maintaining current operation mechanism as they are, it will be desirable for the Agricultural Technology Center to establish a separate organization to comprehensively manage the programs for more efficiency in administration. And also it is suggested that regional NACF implement the pertinent program or business other than agricultural machinery bank program(such as vehicle and second-hand agricultural machinery program) by establishing an organization through joint investment. In order to unify the agricultural machinery rental program and agricultural machinery bank program together, wills of CEO's of the programs are important than anything else. Instead of compulsory integration of two programs which may have a number of adverse effects, the creation of conditions for voluntary mutual cooperation by the two programs will be able to make it possible to convert to new form of programs or business.. Researchers: Kang, Chang-Yong, Park, Hyun-Tae and Han, Hye-Sung Research period: 2012. 6. - 2012. 12. E-mail address: cykang@krei.re.kr..

(12)

(13) ix 차. 례. 제1장 서론 1. 2. 3. 4. 5.. 연구의 배경 ··································································································· 1 연구의 필요성과 목적 ·················································································· 3 선행연구 검토와 차별성 ·············································································· 5 연구 범위와 방법 ························································································· 7 주요 연구내용 ······························································································· 8. 제2장 농기계 임대사업의 실태와 문제점 1. 2000년 전후 지방정부 사업 ········································································ 9 2. 2003년 이후 농기계임대 사업 ·································································· 20 3. 시사점 ·········································································································· 30. 제3장 농기계은행사업의 실태와 당면문제 1. 2000년대 이전 농기계은행사업 ································································ 42 2. 2008년 이후 농기계은행사업 ···································································· 53 3. 시사점 ·········································································································· 63. 제4장 M&A의 의의와 정부의 계획 1. M&A와 전략적 제휴 ················································································· 75 2. 정부의 농기계임대·은행사업 통합계획 ···················································· 85. 제5장 M&A와 전략적 제휴 가능성 분석 1. 검토대상 M&A형태 ··················································································· 94 2. M&A 관련지표의 검토 ·············································································· 95.

(14) x 3. M&A 가능성 검토 ··················································································· 112 4. 제3섹터 가능성 검토 ················································································ 152 5. 전략적 제휴 ······························································································· 157 6. 이해 당사자별 M&A, 전략제휴 동기와 기대효과 ······························· 158. 제6장 요약 및 결론 1. 2.. 요약 ············································································································ 164 결론 ············································································································ 176. 참고 문헌 부록1. 독일 농기계은행 부록2. 일본 리스사업 부록3. 현지조사 내용. ··········································································································. 178. ·················································································. 179. ·····················································································. 198. ·····················································································. 201.

(15) xi 표 차 례. 제1장 표 표 표. 1- 1. 1- 2. 1- 3.. 우리나라 농기계 임대·은행 사업 비교 ········································· 2 두 조직의 당면 문제의 차별화 ······················································ 4 설문 조사 결과 ················································································ 8. 제2장 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표. 2- 1. 2- 2. 2- 3. 2- 4. 2- 5. 2- 6. 2- 7. 2- 8. 2- 9. 2-10. 2-11. 2-12. 2-13. 2-14. 2-15. 2-16. 2-17. 2-18.. 농기계 임대사업의 실시년도 및 추진배경 ································· 10 임대용 농기계의 선택: 경기도 ····················································· 13 농기계의 임대기간별 특징 ··························································· 14 농기계 임대대상자 유형별 현황(2003년 말 기준) ···················· 15 임대농기계의 임대기간 결정방법: 충청도 ·································· 17 농기계임대사업 운영협의회 구성 ················································ 18 충청북도 임대농기계 종합공제 가입과 비용부담 ······················ 19 농기계임대사업 실적 ····································································· 22 농기계임대사업추진계획 ······························································· 24 농기계임대사업 연도별 재정 투입계획 ······································· 25 지자체 임대사업 유형 ··································································· 27 임대사업 운영기관 및 인원 현황 ················································ 27 임대농업기계 이용실적(단기임대 중심) ······································ 28 농업기계 임대료 징수액 ······························································· 29 임대기종 공제(보험) 가입기종 ····················································· 30 농기계 임대사업의 성과 비교 ······················································ 31 농기계 임대사업의 상황과 문제 비교 ········································ 35 농기계 임대사업의 문제점: 농민의견 ········································· 36.

(16) xii 표 표 표. 2-19. 2-20. 2-21.. 농기계 임대사업 운영시 가장 어려운 점: 농업기술센터 ········· 36 농기계 확보·활용과정에서의 애로사항: 농업기술센터 ············· 37 농기계 임대사업 문제점 요약 ······················································ 38. 제3장 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표. 3- 1. 정부의 지원(농기계구입자금 융자) ············································· 43 3- 2. 농기계은행사업의 연도별 실적 ···················································· 45 3- 3. 농기계은행사업의 경영수지(2002년도) ······································· 45 3- 4. 농기계은행사업의 시기와 동기, 초기 사업 ································ 47 3- 5. 농기계은행사업의 인력확보와 운영방법 ····································· 48 3- 6. 농기계은행사업의 작업수입과 수취방법 ····································· 49 3- 7. 연차별 농기계은행사업기금 조성 ················································ 55 3- 8. 농기계보유 표준모델 ····································································· 56 3- 9. 농기계은행사업 농기계 매입실적 ················································ 57 3-10. 농기계은행사업 농작업 실적 ························································ 58 3-11. 2012년도 농기계은행 농작업 목표(2012.6 말 현재) ················· 59 3-12. 농기계은행사업용 농기계구입 가격 인하 ··································· 59 3-13. 농기계은행사업용 무인헬기 공동방제단 운영 ··························· 60 3-14. 수익형 시범추진 현황 ··································································· 61 3-15. 수익형 직영모델 조합 특별운영자금 지원 ································· 62 3-16. 농기계 은행사업의 성과 비교 ······················································ 65 3-17. 농기계 은행사업의 문제점 비교 ·················································· 67 3-18. 농기계은행사업의 문제점: 농민의견 ········································· 68 3-19. 농기계은행사업시 어려운 점: 지역농협 ····································· 69 3-20. 농기계 구입·활용과정에서의 문제점: 지역농협 ························· 70 3-21. 농기계 은행사업의 문제점 요약 ·················································· 71.

(17) xiii. 제4장 표 표 표 표 표 표 표 표 표. 444444444-. 1. M&A의 종류 ·················································································· 76 2. 공기업과 사기업의 차이 ······························································· 79 3. 조직 형태에 따른 공기업의 분류 ················································ 80 4. 제3섹터의 유형 ·············································································· 81 5. 내용에 따른 전략적 제휴의 유형과 특성 ··································· 82 6. 협력범위와 경쟁요소에 따른 전략적 제휴 분류 ························ 84 7. 농기계임대와 은행사업 활성화 방안 ·········································· 87 8. 농기계 임대·은행사업 통합모델(안) ············································ 90 9. 통합운영 방안별 장·단점 검토 ···················································· 93. 제5장 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표. 5- 1. 5- 2. 5- 3. 5- 4. 5- 5. 5- 6. 5- 7. 5- 8. 5- 9. 5-10. 5-11. 5-12. 5-13. 5-14. 5-15.. 정부고려. M&A와. M&A대상 M&A대상 M&A대상 M&A관련. 통합분리 형태 ················································ 94. 조직의 사업목적 ························································· 96 조직 운영주체와 예산 ················································ 98 조직과 사업 ······························································· 100 두 조직의 주요 문제 ················································ 102. 통합운영의 필요성 ······································································· 104 농기계임대·은행사업. M&A의. M&A. 기대효과와 지표 ·························· 106. 사전 적합성 체크 포인트 ············································ 107. 전략적 제휴(Strategic. Alliance)로. 본 농기계임대·은행 사업 ··· 111. 두 조직간 당면 문제의 차별화 ·················································· 113 농기계은행사업의 사업성격과 주체 인식: 농민 ······················ 121 농기계(작업기)임대 사업의 사업성격과 주체 인식: 농민 ······ 122. A 농업기술센터 농기계임대사업 경영수지(2011년) ················ 127 A-S 농협 농기계은행사업 경영수지(2011년) ··························· 128 A-Y 농협 농기계은행사업 경영수지(2011년) ·························· 129.

(18) xiv 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표 표. 5-16. A 농업기술센터와 A-S농협 통합 농기계은행사업 경영수지 (2011년) ························································································ 131 5-17. A 농업기술센터와 지역조합 통합시 연간 농가이용비용 부담추정 ······················································································· 131 5-18. J 농업기술센터 농기계임대사업 경영수지(2011년) ················· 132 5-19. J-H 농협 농기계은행사업 경영수지(2011년) ···························· 133 5-20. J-D 농협 농기계은행사업 경영수지(2011년) ···························· 134 5-21. J 농업기술센터와 J-H 농협 통합 농기계은행사업 경영수지 (2011년) ························································································ 135 5-22. 농업기술센터와 대정조합 통합시 연간 농가이용비용 부담추정 ······················································································· 136 5-23. A 농업기술센터 보유 농기계 종류(2011년) ····························· 137 5-24. 농업기술센터의 농기계임대료(1일 기준) ·································· 138 5-25. A-S, A-Y 농협 보유 농기계 종류(2011년) ······························ 139 5-26. A-Y 농협의 농기계작업료(1일 기준) ········································ 140 5-27. J 농업기술센터 보유 농기계 종류(2011년) ······························ 143 5-28. J 농업기술센터 농기계 사용료 (1일 기준) ······························ 144 5-29. J-H와 J-D 농협 보유 농기계 종류(2011년) ····························· 144 5-30. J-H 지역농협의 농기계작업료(1일 기준) ·································· 145 5-31. 보유기종의 농기계이용률 차이 ·················································· 150 5-32. 통합시 농기계이용률 차이 ························································· 151 5-33. 제3섹터로의 통합 가능성 ··························································· 156 5-34. 전략적 제휴의 경우 상호협력이 가능성 비중 비교 ················ 158 5-35. 농기계임대·은행사업의 M&A, 전략제휴 동기와 기대효과: 농민 평가결과 ·············································································· 159 5-36. 농기계임대·은행사업의 M&A, 전략제휴 동기와 기대효과: 농기계기술센터 평가결과 ··························································· 161.

(19) xv 표. 5-37.. 농기계임대·은행사업의. M&A,. 전략제휴 동기와 기대효과:. 농협 평가결과 ·············································································· 162. 제6장 표. 6- 1.. 농기계 임대은행 사업 통합시 장단점 비교 ····························· 172.

(20) xvi 그 림 차 례. 제2장 그림 그림. 2- 1. 2- 2.. 농기계 임대사업 운영 체계 ······················································ 11. 3333-. 1. 2. 3. 4.. 농기계은행사업 추진 체계도 ···················································· 44. 4- 1. 4- 2. 4- 3.. 공공서비스 공급법인의 구성주체별 구분 ······························· 80. 55555555-. 농기계교관의 농기계임대, 은행사업 필요성 ························ 114. 농업기계화 기본계획상 공동이용 위상 ··································· 23. 제3장 그림 그림 그림 그림. 농작업 대행의 유형 ··································································· 51 농기계 임대 유형 ······································································· 52 농기계은행사업의 운영형태 변화 ············································ 53. 제4장 그림 그림 그림. 농기계 임대와 은행사업 추진 기본 방향 ······························· 85 정부의 통합운영 모델(안) ························································· 92. 제5장 그림 그림 그림 그림 그림 그림 그림 그림. 1. 2. 3. 4. 5. 6. 7. 8.. 농기계교관의 농기계임대, 은행사업의 미래 ························ 114 농기계교관의 통합에 대한 의견과 통합형태 ······················· 115 통합시 바람직한 주체 ····························································· 116 지역농협 실무자의 지속운영 응답 ········································ 117 농업기술센터 실무자의 지속운영 응답 ································· 118 농업기술센터 실무자의 통합의견 ·········································· 119 인지도 비교 ·············································································· 121.

참조

관련 문서

다양한 사회주체가 정보네트워크 기술을 활용하여 시장정보, 농자 공급, 폐기물자원화 이 용, 농기계 작업, 농산물 1차가공, 농업기상 '개인 맞춤' 등의 분야의

① (하르츠 개혁) 2002년 사민당 정부는 Hartz 위원회를 구성하고 근로능력자에 대해 실업 부조와 사회부조로 이원화되어 있는 사회보장제도를 실업수당Ⅱ로

스와질란드에 송전하는 역할을 담당함. HCB기업은 모잠비크와 포르투갈의 합작 회사로 독립발전사업자로 분류되지만, 2007년 모잠비크 정부가 대부분의 지분을

한국산업관계연구원에서는 인천광역시와 함께 ‘인천광역시 학교급식지원센터 설치 타 당성 및 운영 방안 검토 연구 용역’을 진행하고 있습니다. 인천광역시에서는

KazMunayGas가 보유하고 있는 Atyrau 정제 소, 중국-카자흐스탄 회사 PetroKazakhstan(페트 로카자흐스탄)이 보유하고 있는 Chimkent 정제소, 민간기업 MangistauMunayGas이

학점은행제 시범운영 분석과 발전적인 개선 방안 연구.. 학점은행제

제대군인 훈련취업 연계된 전문능력향상 프로그램 운영 방안 ‧ 제대군인 취업지원 프로그램 운영을 위한 지원 방안. 제 장 요약

현재 대한민국 해군은 어뢰에 대항하기 위한 수단으로 탐지 및 경보하는 체계 탐지 후 기만하는 기만기 등을 보유하고 있으며 기만 후 회피기동하는 방법으로