Measurement of Sugar Cane Chain in Brazil

Despite the historical importance of the sugarcane business in Brazil, which is as old in the country as its colonization, it has never been "photographed in widescreen". This research on the mapping and quantification of business generated in the sugarcane chain in 2008 for the first time gives the scale of the entire sugarcane productive chain in Brazil. The sector now shows the numbers that indicate the industry's role in building the country's GDP, as well as in job creation, tax generation, and the distribution (capillary) of economic activities. By applying the method Strategic Management of Agro-Systems (GESIS), developed by the first author, Professor Marcos Fava Neves, coordinator of the Marketing & Strategic Projects and Research Center, USP (MARKESTRAT), it was found that the sugarcane sector GDP is around $28.1 billion USD, equivalent to almost 2% of the Brazilian GDP or almost all of the income generated in a year in a country like Uruguay. The majority of the industry's inputs are local, explaining its favorable trade balance situation. A series of new products has become increasingly more important and a major transformation is going on in this sector that has one of the oldest and, at the same time, most modern plants with regard to clean energy on the planet.chain mapping, chain quantification, agro-industry system, sugar cane sector, ethanol, sugar, Crop Production/Industries, Industrial Organization,

Financing Chain Associations Industry Speaks

industry associations, contribution systems, citriculture, Fundercitus, Agribusiness, Agricultural Finance, Industrial Organization, Marketing,

The purpose of a method to analyze the viability of implanting a productive chain in a new place: the case of citriculture in Petrolina-Juazeiro.

A todo momento as organizações precisam se adaptar às constantes mudanças do macroambiente. A ampliação da unidade de processamento ou, ainda, o transplante total ou parcial dessa unidade para um outro local é uma das respostas a essas freqüentes alterações. No entanto, sabe-se que a unidade de processamento é apenas um dos elos de uma cadeia produtiva com dependência vital entre os mesmos. Nesse sentido, o remanejamento ou a instalação de uma unidade de processamento num novo local não é apenas um problema de escolha da área para a instalação dessa unidade, também não pode ser analisado desconectado dos demais elos da cadeia produtiva que participam da produção, transformação e distribuição, pois, como mostra a literatura, o bom desenvolvimento de uma cadeia produtiva depende de que várias condições a montante e a jusante se combinem. Assim, o objetivo central deste trabalho é a proposição de um método de análise de viabilidade para a implantação de uma cadeia produtiva num local completamente novo para esta cadeia. O método foi realizado a partir da revisão de autores clássicos sobre o tema, e pretende-se que sirva de ferramenta para outras cadeias produtivas interessadas em projetos dessa natureza. O método contempla as seguintes etapas: (1) Estudo de Mercado, (2) Lições da Cadeia Produtiva, (3) Tamanho e Localização, (4) Produção Agrícola e Produção Industrial, (5) Sistemas de Distribuição, (6) Análise de Investimentos, Custos Operacionais e Receitas, (7) Avaliação Financeira e Macroeconômica, (8) Arranjos Institucionais e Estrutura de Governança, (9) Diferenciação do Produto. O método proposto foi aplicado num estudo para analisar a implantação da citricultura no Pólo Petrolina-Juazeiro, localizado no Vale São Francisco. Pôde-se com essa experiência constatar que o método pode ser utilizado por qualquer cadeia produtiva interessada em analisar novas áreas para se instalar, podendo ser necessário algum ajuste ou adaptação às especificidades da empresa ou do setor.Being adapted to all the constant changes of the macro environment is a need to all the organizations nowadays. The extension of a processing unit or its partial or total exchange to another place are examples of these common changes. Having a crucial dependency, it is known that the processing unit is one of the links in a productive chain. Considering this fact, for a relocation or installation of a new processing unit in another place, a new area must be chosen and both transformation and distribution, elements of a productive chain, must be considered as well. As it is learned in the literature, a good development of a productive chain depends of different combinations. The main purpose of this work is to suggest a method of viability analysis for the implantation of a productive chain in a new place. The method was used after a severe revision based on expert authors of this subject and intends to help any productive chain which might be interested in the same projects. The method contemplates the following stages: (1) Market Study, (2) Studies of the productive chain, (3) Size and location, (4) Industrial and Agricultural production, (5) Distribution Systems, (6) Analyze of Investments, Operational costs and incomes, (7) Macroeconomic and Financial evaluation, (8) Governance Structures, (9) Product Differentiation. The method was tested and analyzed during the implantation of citriculture in the regions of Petrolina and Juazeiro, localized in the São Francisco Valley. To conclude with, the use of this method reveled that it can be used in any productive chain willing to test new areas to install, however, some adjustments or adaptations may be necessary to attend some specification of the business

Measurement of Sugar Cane Chain in Brazil

Despite the historical importance of the sugarcane business in Brazil, which is as old in the country as its colonization, it has never been "photographed in widescreen". This research on the mapping and quantification of business generated in the sugarcane chain in 2008 for the first time gives the scale of the entire sugarcane productive chain in Brazil. The sector now shows the numbers that indicate the industry's role in building the country's GDP, as well as in job creation, tax generation, and the distribution (capillary) of economic activities. By applying the method Strategic Management of Agro-Systems (GESIS), developed by the first author, Professor Marcos Fava Neves, coordinator of the Marketing & Strategic Projects and Research Center, USP (MARKESTRAT), it was found that the sugarcane sector GDP is around $28.1 billion USD, equivalent to almost 2% of the Brazilian GDP or almost all of the income generated in a year in a country like Uruguay. The majority of the industry's inputs are local, explaining its favorable trade balance situation. A series of new products has become increasingly more important and a major transformation is going on in this sector that has one of the oldest and, at the same time, most modern plants with regard to clean energy on the planet

Financing Chain Associations Industry Speaks

Fundecitrus, an industry association in Brazil which serves as a consortium of orange juice related industries and producers recently created a new contribution model for its organization. The model was developed based upon four pillars: (1) Benchmarking with other associations, both national and international companies. (2) Interaction with the chain community, through questionnaires, a consulting panel and workshops. (3) Formulating a collection model that was more equitable to the participating stakeholders. (4) A management and control system plan for implementing the project. The model was developed by working closely with the Fundecitrus Management Board. This research will be relevant to managers of other trade associations who are interested in restructuring their own contribution model by utilizing a process which can be replicated

Analyse du secteur énergétique sucrière brésilien à travers la planification stratégique

A pesar de la importancia económica de la caña de azúcar, Brasil no contaba con un balance integral de la cadena productiva. Este estudio tiene por objetivo el mapeo, cuantificación y formulación de estrategias para el sector sucroenergético, mediante la aplicación de Método de Planeamiento y Gestión Estratégica de Sistemas Agroindustriales (GESis). El período de análisis fue el año 2008. Para su desarrollo fueron identificados y cuantificados todos los eslabones que componen el sistema agroindustrial, a partir de levantamiento de información secundaria y entrevistas a ejecutivos, investigadores, instituciones y organizaciones sectoriales. Posteriormente se efectuaron las estimaciones de ventas y movimientos financieros. Entre los resultados generados se estimó un PIB sectorial ascendente a USD 28,15 billones en el 2008 -equivalentes a 1,5% del PIB brasileño-, con un nivel de empleos de 4,29 millones, considerando puestos directos e indirectos. Además, se identificó que el crecimiento del sector depende de proyectos estratégicos vinculados a áreas como investigación e innovación, distribución y logística, coordinación y adecuación institucional, así como de comunicación y capacitació[email protected]@[email protected]@[email protected]@markestrat.orgsemestralDespite the importance of sugarcane production, Brazil did not have a full figure of the production chain. This study aims to map and to quantify the chain and to formulate strategies for the sugarcane industry through the application of the Method of Strategic Planning and Management of Agroindustrial Systems (GESis). The study period is the year 2008. In developing this work, all links that make up the agroindustrial system were identified and quantified, through the collection of secondary information and interviews with executives, researchers, institutions and sector organizations. Then the sales and financial amounts were estimated. Among the results, it was found that the industry generated 28.15 billion USD, equivalent to 1.5% of national GDP, and 4.29 million direct and indirect jobs. It was also identified that the industry’s growth depends on strategic projects related to areas such as research and innovation, distribution and logistics, coordination and institutional adjustment, communication and training.Malgré l’importance économique de la canne à sucre, le Brésil ne disposait pas d’un bilan intégral de la chaîne productive. Cette étude vise à clarifier la carte, via la quantification et la formulation des stratégies pour le secteur sucrière, au moyen de l’application de Méthode de Planification et la Gestion Stratégique de Systèmes Agroindustriels (GESis). La période d’analyse a été le 2008. Pour son développement, ils ont été identifiés et quantifiés, tous les chaînons qui composent le système agroindustriel, à partir d’une levée d’information secondaire et tu as une entrevue aux exécutifs, des enquêteurs, des institutions et des organisations sectorielles. Plus tard, les estimations des ventes et des opérations financières ont été faites. Parmi les résultats obtenus, du PIB sectoriel ascendant a été estimé à USD 28,15 milliards en 2008 équivalent à 1,5% du PIB du Brésil, avec un niveau d’emplois équivalent à 4,29 millions, compte tenu des emplois directs et indirects. En outre, nous avons constaté que la croissance du secteur dépend des projets stratégiques liés à des domaines tels que la recherche et l’innovation, plus la distribution et la logistique, la coordination et la adéquation institutionnelle, ainsi que la communication et l’habilitation