It is no secret that commercially important oyster beds are declining or fluctuating sharply all over the world. In Chesapeake Bay (USA) from 1985-1990 there was a sharp decline in production from 700,000 - 800,000 kg to 4,000 - 5,000 kg. In Australia production has declined since World War II to 45% of earlier levels. The same has occurred in the Mediterranean: according to F.A.O. (1997) European oyster stocks increased from 1950-1990, but by 1995-2000 they had declined almost linearly to about one-half earlier amounts. In addition, other Molluscs are considered to represent “concave downward” declining stocks (F.A.O., 1997). The main producing countries in the East Mediterranean for the European flat oyster are Italy (46.1%), Greece (4.4%), Turkey (2.2%), and Croatia (1.5%). For other species, the main producing countries are Italy (69.0%), Greece (16.0%), Turkey (2.2%), and Croatia (3.7%). The Adriatic, with considerable river input and a high degree of eutrophication, is important for mollusc production. The main question, however, is how stable and sensitive this industry is.
Starting from the main issue that the natural stocks decline the need for the elaboration of a strategic management plan for the native mollusc beds is imperative. Strategic planning is an important tool for any sector when we need to do more than react to events as they unfold. Strategic planning involves a realistic assessment of the external environment and the factors bearing on it, now and in the future. Arising from this analysis, various “strategies” can be determined which will enable overall objectives to be met. The framework of a strategic management plan includes discussion and measures on issues such as property rights, policy
issues affecting water quality and quality assurance, other aspects of government administration, generic promotion and R&D. Issues affecting business structure, the specific production technology employed, brand development and related aspects of marketing, are more likely to reflect the goals of individual businesses, although there may be a role for voluntary collective action (but not mandatory, or industry-wide action) in some circumstances.
Strategic planning for the development of mollusc industry is not strictly a scientific or a administration problem to solve. It is a multi-parametric and multi-sectoral problem and as in any similar case, our inability to handle multi-parametric problems results to plans with limited results or more frequently, to disasters.Općenito je poznato da su nasadi kamenica posvuda u svijetu izloženi većim oscilacijama ili su u opadanju. U SAD-u, Chesapeake Bay, u razdoblju od 1985. do 1990. zabilježeno je znatno opadanje u proizvodnji sa 700 - 800.000 kg godišnje na 4.000 - 5.000 kg godišnje. U Australiji proizvodnja je u padu od Drugog svjetskog rata, i iznosi 45%. Slično je i na Mediteranu: prema godišnjaku FAO (1997.) europski stokovi kamenica pokazivali su rast u razdoblju 1950.-1990., nakon toga opadanje je linearnog oblika pa od 1995. do 2000. iznosi 45-50%. Što se tiče proizvodnje ostalih pripadnika skupine školjkaša, smatra se da su stokovi u opadanju te prate “konkavno silazeću” putanju (FAO, 1997.). Glavni proizvođači europske plosnate kamenice na istočnom Mediteranu su: Italija (46,1%), Grčka (4,4%), Turska (2,2%) i Hrvatska (1,5%). Glavne zemlje proizvođači skupine mekušaca su: Italija (69,0%), Grčka (16,0%), Turska (2,2%) i Hrvatska (3,7%). Površina Jadranskog mora, sa značajnim dotokom slatke vode i visokim stupnjem eutrofikacije, bitno je područje za proizvodnju mekušaca. Ključno je pitanje pritom koliko je ova industrija osjetljiva i stabilna
