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Beef Tips

Author: Jessica Jensen

December 2022: Feedlot Facts

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Feedyard Receiving Protocols”

The fall can be an exceptionally challenging time of year to start calves on feed, regardless if calves are home‐raised, weaned calves, or newly received calves in a commercial feedyard. Successfully managing newly weaned or received calves and the process of adapting cattle to growing and finishing diets are important components of managing cattle that ultimately affect cattle performance for the remainder of the feeding period. What does a typical industry receiving protocol look like and how does the cattle feeding industry transition cattle to a finishing diet? A recent survey of consulting nutritionists conducted by Samuelson et al., (2016), which summarized responses from twenty‐four consulting nutritionists (servicing more than 14,000,000 head annually) reported that 66% of the feed yards they service allow cattle to rest 12 to 24 hours prior to initial processing and nearly 30% allow cattle to rest more than 24 hours. The majority of the consulting nutritionists (64%) suggested that cattle should be provided access to hay for four days after arrival. Approximately 56% of the nutritionists surveyed used multiple step‐up diets with an average forage concentration of 40.7% roughage. On average four transition diets were used with diets being fed for 6 days before moving to the next diet. Thus, cattle on average are transitioned to the finishing diet within 24 days of feeding the first step‐up diet. Alternatively, approximately 40% of the nutritionists utilize a 2‐ration blending program to adapt cattle (effectively a starter and finisher diet). Those that used a 2‐ration program recommended 38% roughage in the starter ration and cattle adapted to the finishing diet within approximately 27 days.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

MANAGEMENT CONSIDERATIONS FOR JANUARY 2023

Posted on by Jessica Jensen

Cow herd management

Body condition score both spring‐ and fall‐calving cows.

  • Target BCS for spring calvers: 5 for mature cows, 6 for young females
  • Adjust nutrition program prior to calving as needed for spring‐calvers
  • Ensure fall‐calvers maintain BCS through winter if still nursing calves

Continue grazing crop residues and dormant pastures as they are available but be prepared to move cattle or provide supplemental feed as conditions dictate.

Be ready to react to severe winter weather effects on cow nutrient requirements by providing additional feed which may be more challenging this year with a tighter supply of forages.

Review your nutrition program and test harvested forages for the following:

  • Moisture/dry matter
  • Crude protein
  • Energy (NEm, NEg, and/or TDN)
  • Fiber components (ADF, NDF)
  • Macro‐minerals (calcium, phosphorus, magnesium, potassium, salt)
  • Nitrates when appropriate
  • Starch for silage crops

Manage young and mature bulls during the offseason to ensure bulls are BCS ≥ 5.0 prior to the next season of use and have adequate winter protection.

Calf management

Consider your plans for weaning and marketing fall‐born calves.

  • Watch the feeder calf market
  • Evaluate your feed resources and cost of gain
  • Talk to prospective buyers in advance of selling

Review/update your health protocols as needed for new‐born calves.

Consider either supplementing fall‐calving pairs or creep feeding fall‐born calves to maintain calf performance on low‐quality winter forages.

Monitor replacement heifers to ensure they are adequately growing and developing, take check weights and adjust your plane of nutrition accordingly

General Management

  • Update herd records and use them to assess performance.
  • Review your genetic selection strategy to ensure your goals are met.
  • Develop and/or revise your risk management plans for the coming year.
  • Discuss herd health protocol with your veterinarian.
  • Take inventory of supplies and clean equipment prior to spring calving.
  • Ensure plans are in place to provide bedding, wind protection, and snow removal.
  • Make arrangements to ensure sufficient water is available in freezing conditions.
  • Evaluate your short and long‐term herd inventory goals with current conditions.
  • Renew lease arrangements, as necessary.
  • Schedule an annual meeting with your lender, insurance agent, and extension professional

November 2022: Feedlot Facts

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Cost of Gain in Kansas Feedlots”

One of the more common questions I have addressed recently is “What is the current cost of gain in feedyards?” The September edition of the Kansas State University Focus on Feedlots reported an average cost of gain of $131.34/cwt for steers and $142.78/cwt heifers marketed in September. The average reported projected cost of gain for cattle placed on feed in October was $144.20/cwt for steers and $150.60/cwt. for heifers. The figures below illustrate feedlot cost of gain for steers and heifers from 2020, 2021, through September, 2022. Cost of gain for both steers and heifers has steadily increased since January/February of 2021. The highest reported cost of gains for steers and heifers in the Focus on Feedlot data (Jan. 1990‐present) occurred in March 2013 ($133.72/cwt. for steers and $136.76/cwt. for heifers). Thus, the average reported cost of gain for heifers in August ($142.18/cwt.) and September ($142.78/cwt), 2022 have now become the highest cost of gains reported in the Focus on Feedlot data.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

November 2022: Management Minute

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Responsibility and Accountability – Who Opens the Gate?”

All organizations and businesses regardless of size struggle with clearly defining responsibilities and accountability in one way or another. There is an old saying “when everybody is responsible, nobody is responsible.” The underlying theme of this saying is that expectations or responsibilities must be clearly defined and communicated to be effective. Effectively communicating responsibility involves the following: 1). Determining who is responsible, 2). What they are responsible for, and 3). Confirming that they are willing to accept the stated responsibility. Agriculture offers some great examples of responsibility and accountability. In the livestock sector, if you are riding in the passenger seat of vehicle as you approach a gate it is your responsibility to open the gate. One could debate if the responsibility is effectively communicated (sometimes non‐verbal). Whose responsibility is it close the gate? The same person who opened the gate. Should the gate not get closed, and the livestock escape who is accountable for not closing the gate? The person who opened it.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

MANAGEMENT CONSIDERATIONS FOR DECEMBER 2022

Posted on by Jessica Jensen

 

Cow herd management

  • With continued volatility, consider opportunities to lock prices in, if at all possible, for co‐products and commodity feeds.
  • Understand what nutrients you are targeting to purchase and price feeds on a cost per unit of nutrient basis.
  • If not already done, take inventory of and test harvested forages for the following:
    • Moisture/dry matter
    • Crude protein
    • Energy (NEm, NEg, and/or TDN)
    • Fiber components (ADF, NDF)
    • Macro‐minerals (calcium, phosphorus, magnesium, potassium, salt)
    • Nitrates and/or prussic acid when appropriate
    • Starch for silage crops
  • Calculate forage needs based on herd inventory, cattle weight, and days, and develop a plan to ensure that adequate harvested forage is available if grazing is limited.
  • Body condition score cows to develop informed supplementation strategies (both spring and fall‐calving herds).
    • Targeted BCS at calving: 5 for mature cows, 6 for young females (2,3, & 4 year olds)
  • Consider utilizing crop residues for late‐fall and winter grazing needs. Assess down grain in the field and be aware of nitrates and prussic acid (around the time of frost for sorghums).
  • Check spring‐calving herds for pregnancy status and cull the following:
    • Open or late‐bred females
    • Females with poor disposition
    • Low milk producing females that wean light calves
    • Females with undesirable teat/udder conformation
    • Unsound females (eyes, feet/legs)
  • Review your marketing strategy for cull cows.
    • Cows with a BCS ≥ 6.0 will likely sell well with current market prices.
    • Look for opportunities to increase value by adding weight prior to market.
  • Ensure bulls undergo breeding soundness exams prior to fall/winter service.
  • Manage young and mature bulls during the offseason to ensure bulls are BCS ≥ 5.0 prior to the next season of use.

Calf management

  • If not already done, make arrangements to wean spring‐born calves.
    • Finalize plans to either market calves or retain and add weight post‐weaning.
    • If marketing calves, communicate your strategy to prospective buyers in advance.
  • If retaining calves post‐weaning:
    • Review your nutrition plan.
    • Ensure you have sufficient forages available to match cowherd needs.
    • Closely observe feed and water intake the first few weeks.
    • Make sure all cattle have sufficient access to feed and water.
  • Review/update your health protocols as needed for either weaned or new‐born calves.
  • Consider either supplementing fall‐calving pairs or creep feeding fall‐born calves to maintain calf performance on low quality winter forages.
  • For replacement heifers, manage your program to properly develop them prior to your given breeding time.

Forage/Pasture Management

  • Make plans for controlling invasive species for the next growing season.
  • Winterize water sources if applicable.
  • Work on fencing/facility projects as time/weather allows.

General Management

  • Develop and/or review your risk management plans for the coming year.
  • Evaluate your short and long‐term herd inventory goals with current conditions.
  • Update lease arrangements as necessary.
  • Schedule an annual meeting with your lender, insurance agent, and extension professional.

October 2022: Feedlot Facts

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Forage Analysis: What Numbers Do I Need?”

One the more common questions I receive with regard to analytical testing of forages and other feedstuffs is “I have the sample, now what do I test for or what analysis package should I select?”

The basic components that nutritionists need to evaluate a feedstuff or develop a ration are dry matter or moisture, crude protein, an estimate of the energy content of the feedstuff (Total Digestible Nutrients (TDN), Net Energy for Maintenance (NEm), Net Energy for gain (NEg), and the macro minerals, Calcium and Phosphorous. These are the most basic numbers that are required, but including some additional analyses in the report can give us additional insight into the quality of the feedstuff or improve our ability to predict animal performance, which is the primary reason we analyze feedstuffs. I recommend that the report include acid detergent fiber (ADF) and neutral detergent fiber (NDF). The amount of NDF in forage reflects the amount of cell wall contents (hemicellulose, cellulose, and lignin) within the sample. The NDF fraction is often associated with the respective bulkiness of forage and is correlated with dry matter intake of the forage or feedstuff. Therefore, the amount of NDF may be used to estimate the expected dry matter intake associated with the forage. The ADF number represents the amount of cellulose and lignin within the forage and is correlated with the respective digestibility of the forage. In general, a higher ADF value is associated with forage that has a greater proportion cellulose and lignin and would likely be more mature. Additionally, the ADF fraction is used to calculate the energy estimates TDN, NEm, and NEg that appear on the report. There are a number of different mathematical equations that the testing laboratory may use to calculate these numbers, based on the type of sample (corn silage, alfalfa, grass hay, etc.). If the ADF is included in the report, the nutritionist can adjust or recalculate the energy estimates, if necessary.

If the forage will be fed in combination with a byproduct feed, such as wet distiller’s grain, including an analysis for sulfur can be beneficial if the forage will be used in a growing or feedlot ration. Additionally, if the forage is a known nitrate accumulator (forage sorghums, sudangrass) or may have been stressed due to drought, including a nitrate analysis should always be considered, especially if the forage will be fed to pregnant cows.

Most analytical laboratories have a number of different analysis packages which encompass the most common procedures or numbers that a nutritionist or producer needs to know about their feeds. These packages will typically include the basic procedures (DM, CP, TDN) and then add on specific analyses such NDF, or the Macrominerals (Ca, P, Mg, K, Na, Cl, S). Some laboratories may group analysis packages by the type of sample (forage vs. mixed ration) or production purposes (dairy vs. beef).

The objective of analytical testing of forages and feedstuffs is to improve our ability to meet the animal’s nutrient requirements and ultimately predict animal performance. The unequivocal best method of evaluating the quality of a feedstuff is feeding the feedstuff to an animal and evaluating performance over a set period of time, under a specific set of conditions. Since that would not be cost effective or timely, analytically evaluating feedstuffs in a laboratory is the next best thing and, although it is not perfect, it is unequivocally better than the “this looks like really good stuff” method of evaluating feedstuffs.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

October 2022: Management Minute

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Managers Versus Leaders”

I recently came across an article that contrasted management and leadership (“Learning for future personal and business success” by Bob Milligan). Many of you, like myself, who always arrive at the most logical conclusion quickly are likely saying “a manager is a leader” and yes that is true. However, there is a difference between the roles and responsibilities of managers and leaders. Leaders give an organization direction. Leaders focus on the future by motivating individuals or groups of individuals. Managers tend to be less focused on the future, and more on the here and now. Managers organize, plan, budget, and ultimately implement the vision of the leader. Are you a leader or manager? Is it possible to be both? As organizations and businesses grow larger structure becomes more important because of the established fact that it is “hard to see tomorrow, when you are buried in today.”

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

September 2022: Management Tips

Posted on by Jessica Jensen

WHAT PRODUCERS SHOULD BE THINKING ABOUT IN NOVEMBER

Spring Calving Cows
Cowherd Management

  • Pregnancy check (if not already completed)
  • If candidates for culling were not selected in September or October, it should be completed now.
  • Consider feeding cull cows to increase body weight, value, and utilize cheap feedstuffs. Value of gain is equal to the difference between the ending value and beginning values divided by the gain. Compare this to cost of gain figures. When cost of gain is less than value of gain, profit will be realized.
  • Body Condition Score
    • Provide thin cows (body condition score 3s and 4s) extra feed now. Take advantage of weather, stage of pregnancy, lower nutrient requirements, and quality feedstuffs.
  • In late fall and early winter, start feeding supplement to mature cows using these guidelines:
    • Dry grass 1ó ‐ 2 lb supplement/day of a 40% CP supplement
    • Dry grass 3 ‐ 4 lb supplement/day of a 20% supplement
    • Dry grass 10 lb good nonlegume hay, no supplement needed
    •  Compare supplements on a cost per pound of nutrient basis.
  • Utilize crop residues.
    • Average body condition cows can be grazed at 1 to 2 acres/cow for 30 days assuming normal weather. Available forage is directly related to the grain production levels.
    • Limiting nutrients are usually protein, phosphorus, and vitamin A.
    • Strip graze or rotate fields to improve grazing efficiency.
  • Discontinue feeding tetracycline if used for anaplasmosis control.

Calf Management

  • Participate in National Level Breed Association Performance Programs CHAPS and(or) other ranch record systems.
  • Finalize plans to merchandise calves or to background through yearling or finishing programs.

Forage/Pasture Management

  • Plan winter nutritional program through pasture and forage management.

General Management

  • Document cost of production by participating in Standardized Performance Analysis (SPA) programs.
  • Review management decisions, lower your costs on a per unit of production concept.
  • Plan your marketing program, including private treaty, consignment sales, test stations, production sales, etc.

September 2022 Feedlot Facts

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Some Thoughts on Calf Revenue”

The air is now crisp in the morning, and it won’t be long before we see the glimmer of ice crystals in the water tank. Many producers are weaning and will be marketing calves in the coming weeks and months. Margins in the cattle industry and agriculture in general are often unfortunately narrow and this year is no exception. Maximizing calf revenue is important for cow/calf producers every year but is even more important in years where the probability of loss is greater than profit. Calf revenue from my academic perspective is driven by three factors, 1.) the number of calves sold, 2.) sale weight of calves, and 3.) price received. Cow/calf producers to some extent have control over the number of calves sold and sale weight. The number of calves sold is essentially a function of stocking rate, cow fertility, and/or reproduction on an operation. The sale weight of calves is more complex, but is a multi‐factorial combination of genetics, calving distribution, calf age, nutrition, management, and technology use (implants). Price received is likely the most influential of the three factors that drive calf revenue and is the factor that cow/calf producers often believe they have the least ability to control. Once a set of calves enters the sale ring or appears on the video screen their value is determined by what two prospective buyers are willing to pay. Although it is impossible for producers to directly influence what buyers are willing to pay, I would argue that they are not completely helpless. Cow/calf producers directly control what they will sell (weaned calves, value‐added calves, or feeders) and determine when they will sell. These are difficult and complex decisions which shouldn’t necessarily be made based upon weekly cattle sale reports or the thoughts of your favorite livestock market commentator. I am not saying that keeping informed about current market conditions is not important. However, that information, when used with resources like Beef Basis (www.beefbasis.com) that use data to evaluate different market scenarios from selling 6 weight calves the first week of December to seven weights in February, helps producers make the best decision for their operations. Producers also control what information or data they pass along to the new owner. We all know that data has value in today’s world. I like to compare marketing calves to selling a beautifully restored pickup. If you were selling a pickup, you would share with a prospective buyer every bit of information you had and the details of the process, from the atmospheric conditions when the truck was painted to the actual sales invoice from 1972. Why should selling a set of calves be any different? Value‐added programs and certified sales provide potential buyers with some degree of assurance that your cattle were managed within the guidelines of the program. If you do not participate in a defined program, providing the auctioneer or sales representative with as much information as possible about your cattle only helps them do their job better which is to get the best price for your cattle.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

September 2022- Management Minute

Posted on by Jessica Jensen

Justin Waggoner, Ph.D., Beef Systems Specialist

“Good Help is Hard to Find”

“Good help is hard to find” which alternatively means that the “good help we have is worth retaining.” I recently had a conversation with a colleague who is changing positions. As we discussed some of the challenges associated with the transition, from selling a house to placing children in a new school, I found myself considering why do good people leave positions, given the magnitude of the challenges associated with making a professional change. In some instances, people do get the opportunity to pursue their dream job. In other situations, life circumstances, such as children or being closer to family, are cited as common reasons. However, according to www.thebalancecareers.com the most common reason that people leave jobs is ultimately related to factors within the workplace, such as a bad boss or supervisor, lack of trust within the organization, failing to recognize the employee’s contributions or strengths, or the inability to use their skills. Many of these reasons come down to job satisfaction and creating an environment where people want to come to work. We spend roughly 1/3 of our day at work, so creating a positive work environment where employees feel valued and trust that supervisors and the organization cares about them can go a long way towards retaining the good help we have today.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.