PROFILES

Terry Klopfenstein

Terry Klopfenstein, UNL professor emeritus of ruminant nutrition, has run the Feedlot Management internship program for 26 years. More...

PROFILES

Lee Borck

In the 1980s, Lee Borck started the Beef Marketing Group because central Kansans were earning less for their cattle than western Kansans. More...

PROFILES

Heather Donley

Director of Quality Assurance More...

PROFILES

John Butler

Formed in 1987, today BMG is a vertically aligned marketing arrangement that comprises 19 feed yards in Kansas and Nebraska, and the idea is working. More...

  • CATTLE

    The University of Nebraska-Lincoln’s (UNL) Feedyard Management Internship program, which trains students to become leaders in the feedlot industry, fills two missions, says Terry Klopfenstein, UNL professor emeritus of ruminant nutrition. Read More.

  • LAND

    The sustainability category of Progressive Beef, the quality management system at the 19 feedyards of Beef Marketing Group (BMG), has two parts. Read More.

  • COMMUNITY

    Nebraska is home to some 1.8 million head of beef cows, according to the Nebraska Beef Council — not surprisingly, since it’s nearly ideal cattle country. Read More.

  • BUSINESS

    Admission to the the University of Nebraska’s (UNL) Feedyard Management Internship is not based on grades. Read More.

CATTLE

The University of Nebraska-Lincoln’s (UNL) Feedyard Management Internship program, which trains students to become leaders in the feedlot industry, fills two missions, says Terry Klopfenstein, UNL professor emeritus of ruminant nutrition. Read More.

BUSINESS

Admission to the the University of Nebraska’s (UNL) Feedyard Management Internship is not based on grades. Read More.

CATTLE

There are three parts to the University of Nebraska-Lincoln’s (UNL) Feedyard Management Internship. Read More.

BUSINESS

When Terry Klopfenstein, University of Nebraska-Lincoln (UNL) professor emeritus of ruminant nutrition, came to Nebraska in 1965, he worked with students to coordinate their summer internships at feedyards. Read More.

COMMUNITY

Nebraska is home to some 1.8 million head of beef cows, according to the Nebraska Beef Council — not surprisingly, since it’s nearly ideal cattle country. Read More.

CATTLE

At the University of Nebraska-Lincoln, they are helping ensure feedyards have an educated, prepared workforce. Read More.

COMMUNITY

When Beef Marketing Group (BMG) launched their Progressive Beef program 13 years ago, their immediate goal was to improve food safety in their member feedyards, and therefore in the resulting beef products. Read More.

CATTLE

When Beef Marketing Group (BMG) started their Progressive Beef program across its member feedyards 13 years ago, the focus was on improving food safety. Read More.

BUSINESS

Today, Beef Marketing Group (BMG) markets some 600,000 head of cattle a year from 19 member yards in Kansas and Nebraska. Read More.

CATTLE

When the feedyard members of the marketing coop Beef Marketing Group (BMG) agreed to market their cattle together every year, they quickly saw the advantage of trying to bring some standardization to the cattle they were selling, even though they were coming from different feedyards with different backgrounds and conditions. Read More.

BUSINESS

Once the member feedyards of Beef Marketing Group (BMG) had agreed to market their cattle together, the next step was to develop a relationship with one packer, rather than gather bids every week. Read More.

CATTLE

In the 1980s, Lee Borck noticed a problem: Feedyards in central Kansas were getting fifty cents a hundredweight less for their cattle than western Kansas feedyards. Read More.

BUSINESS

One unique aspect of the Progressive Beef program, which is a quality management system in the feedyards of Beef Marketing Group (BMG), is that much of it is scored; it is primarily a points-based system. Read More.

LAND

The sustainability category of Progressive Beef, the quality management system at the 19 feedyards of Beef Marketing Group (BMG), has two parts. Read More.

CATTLE

A major category of Progressive Beef, the quality management system of Beef Marketing Group (BMG) — a coop of 19 feedyards in Kansas and Nebraska — is animal handling and welfare. Read More.

BUSINESS

The multifaceted Progressive Beef system at Beef Marketing Group (BMG), a coop of 19 feedyards in Kansas and Nebraska, was developed through BMG’s advisory board of experts in conjunction with the demands of their customers. Read More.

CATTLE

In the 1990s, food safety was a major concern for the beef industry. Read More.

CATTLE

A major category of Progressive Beef, the quality management system of Beef Marketing Group (BMG) — a coop of 19 feedyards in Kansas and Nebraska — is animal handling and welfare. Read More.

COMMUNITY

Since opening in 2008, Kansas Ethanol, LLC, has sought to be a member of the community in Lyons, Kansas. Of course, the first thing they did was create jobs. Read More.

BUSINESS

When the Beef Marketing Group (BMG), a vertically aligned marketing arrangement between 19 feed yards in Kansas and Nebraska, entered into a contractual relationship with Kansas Ethanol, LLC, both sides knew they shared a concern for environmental stewardship. Read More.

CATTLE

Kansas Ethanol, LLC, is an ethanol plant in Lyons, Kansas, that focuses not only on producing ethanol, but producing high-quality distillers grains, thanks to their relationship with Beef Marketing Group (BMG), a vertically aligned marketing arrangement with 19 member feed yards in Kansas and Nebraska.  Read More.

LAND

Around 2001, several members of the Beef Marketing Group (BMG), a vertically aligned marketing arrangement between 19 feed yards in Kansas and Nebraska, were among those discussing the creation of the ethanol plant in Rice County, Kansas. Read More.

COMMUNITY

In 1987, the Beef Marketing Group (BMG) was formed, based on the idea that people in the beef industry could build relationships on all sides of their segment, and these relationships could benefit all those involved. Read More.

COMMUNITY

Adams emphasizes the importance of communication with all employees and maintains an open-door policy. “We’re trying to make this a family,” he says. He stresses this outlook to every new employee when he and Bill take him or her to lunch.  Read More.