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The Emilia-Romagna agro-industry cluster and the fruit and vegetable chain Alessandro ZAMPAGNA

The Emilia-Romagna agro-industry cluster and the fruit and vegetable chain Alessandro ZAMPAGNA Centuria RIT – Romagna Innovazione Tecnologia General Manager Adriatic Danubian Clustering Sofia , 15 June 2011. Emilia-Romagna and the cluster concept

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The Emilia-Romagna agro-industry cluster and the fruit and vegetable chain Alessandro ZAMPAGNA

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  1. The Emilia-Romagna agro-industry cluster and the fruit and vegetable chain Alessandro ZAMPAGNA Centuria RIT – Romagna Innovazione Tecnologia General Manager Adriatic Danubian Clustering Sofia, 15 June 2011

  2. Emilia-Romagna and the cluster concept The role of cooperatives in Emilia-Romagna agrofood clusters The fruit and vegetable chain in Emilia-Romagna

  3. 1. Emilia-Romagna and the cluster concept

  4. Cluster creation and development NOT top-down planning But Self-originated and self-sustaining concentration of enterprises Fostered by local specialised services and funding The local government does not “create” clusters but helps the start-up and growth of the cluster through a support system composed of funding and especially services

  5. Agrofood agroindustry cluster NOT a simple concentration of food processing enterprises But COMPLETE FOOD CHAIN SEGMENTS MACHINERY AND SERVICES INTEGRATION COMMON ROOTS

  6. The Emilia-Romagna Food Cluster • On a national level, Emilia-Romagna represents 15% of the sector • 50 billions € (3,2% GDP) • > 100,000 employed • All food chains: pasta, meat, fruits and vegetables, sugar, wine, seeds, etc. • Traditional and industrial production of typical food products: eg. Parmesan cheese, parma ham, vinegar, etc. • Over 20 DOP and IGP

  7. The Emilia-Romagna Food Cluster • Tradition of artisan businesses within rural households. • Extensive networks between small businesses (farms, producers, distributers) leading to a high degree of flexibility. • Very high concentration of production of agricultural machinery, and industrial and food product packaging machinery • Close cooperative relationships between SMEs, and large cooperative system • Large-scale research institutes based in 4 local universities (Bologna, Ferrara, Modena, Parma). Cooperation in research among industry, government through integration of small-scale agro-food research institutes.

  8. 2. The role of cooperatives in Emilia-Romagna agrofood clusters

  9. Emilia-Romagna agricultural gross product amounts at 4,000 millions Euro. More than 50% of the agricultural produce is managed by cooperatives. Cooperatives have had a primary role in the development of the cluster. Agricultural Coops in Emilia-Romagna

  10. How Coops were born FIRST-GENERATION COOPERATIVES • «Defensive» objectives: to protect members from market risks and to reduce costs through scale economies • “Decision Centre”: Board of Directors, composed of farmers, and Assembly «one head one vote" • Evolution: • Difficulties in maintaining margins • Develop new higher valued added activities along the chain (new-generation cooperatives) • Mergers or alliances to obtain greater scale economies

  11. The evolution of Coops NEW-GENERATION COOPERATIVES • «Offensive strategy»: scale economies in activities closer to the consumers (processing, logistics, marketing), in order to get more value added. They try not to sell commodities but higher-value products. • Complete vertical integration, to obtain control of the whole chain. • Or strategic alliances with companies (even non coops) with synergic expertise.

  12. 3. The fruit and vegetable chain in Emilia-Romagna

  13. Case study 1: Orogel 40 Years ago Surplus of vegetables production from cooperative members

  14. Case study 1: Orogel Innovation

  15. Case study 1: Orogel PIU’ GUSTO AL BENESSERE

  16. fibre-rich low fat content

  17. fibre rich high content in vitamins and anti-oxidants

  18. Case study 2: Orogel Product diversification

  19. Case study 2: Orogel Market diversification: not only F&V 219,000 tons, turnover 500Mn € first Italian-owned group in frozen food

  20. Case study 2: Almaverde Bio

  21. Case study 2: Almaverde Bio Almaverde at the start: going organic

  22. Traceability

  23. Case study 2: Almaverde Bio High added-value products

  24. Case study 2: Almaverde Bio The alliance with other companies for wider range of products

  25. Case study 2: Almaverde Bio More service: the organic take-away

  26. Case study 2: Almaverde Bio Almaverde today: Turnover 29.4 million € in 2010 increase by 12.4% compared to 2009

  27. Case study 3: MFC To foster internationalisation of fruit and vegetable cluster companies in the Mediterranean A bridge between the fruit and vegetable cluster and the Mediterranean

  28. Case study 3: MFC 27 Italian companies (in majority from Emilia-Romagna) in different businesses of the fruit and vegetable cluster, have decided to cooperate in order to promote their activities in the Mediterranean: • Fresh fruit and vegetable production and marketing • Packaging • Machinery • Services

  29. Case study 3: MFC M.F.C. offices MFC Italy MFC Egypt MFC Tunisia MFC Turkey MFC Russia

  30. Thank you

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