Edison Sotolani Claudino
Universidade Federal da Grande Dourados, Brazil
E-mail: edisonclaudino@ufgd.edu.br
João Gilberto Mendes dos Reis
Universidade Paulista, Brazil
E-mail: joao.reis@docente.unip.br
Pedro Luiz de Oliveira Costa Neto
Universidade Paulista, Brazil
E-mail: pedroluiz@plocn.com
Antônio Carlos Vaz Lopes
Universidade Federal da Grande Dourados, Brazil
E-mail: antoniolopes@ufgd.edu.br
Sivanilza Teixeira Machado
Instituto Federal de São Paulo, Campus Suzano, Brazil
E-mail: sivateixeira@yahoo.com.br
Submission: 09/08/2017
Accept: 06/03/2018
ABSTRACT
Brazil
is the world’s major sugarcane producer. In 2018/19, the country will have
produced about 47.34 million tons of sugar and 58.8 billion liters of ethanol.
Sugar and ethanol are produced in the same production process and the
definition of both quantities is pre-established to sugarcane agro-industry.
The purpose of this paper is to identify how managers define the production mix
of sugar-ethanol in an agro-industry and how this decision adds value to its
operations. The results showed that the searched mill adds value to its
production through responsiveness and flexibility while orienting the
production to sugar and/or ethanol according to the most profitable market
during the moment of the decision making.
Keywords: ethanol
and sugar production; responsiveness; flexibility; competitiveness; value
1. INTRODUCTION
Brazil
has cultivated sugarcane since the 16th century (NOGUEIRA; CAPAZ, 2013).
Currently, the country is the biggest producer of sugarcane and sub products
like sugar and ethanol (MINISTRY OF AGRICULTURE, LIVESTOCK AND SUPPLY - MAPA,
2016). The use of ethanol as fuel has been mandatory since 1931, but a blending
with gasoline and pure ethanol has been commercialized since 1975 (NOGUEIRA;
CAPAZ, 2013). Currently, due to flex-fuel cars - vehicles that can use either
gasoline or ethanol - the sugarcane agro-industry has been considered as
strategic.
Despite
the concerns about the impacts of sugarcane agro-industry in food reduction and
soil contamination, this sector is growing in Brazil. During the 2018/19 crops,
the country will have produced 47.34 million tons of sugar and 58.8 billion
liters of ethanol (MAPA, 2016).
As
it happens to all commodities, sugar and ethanol depends on the international
markets conditions and internal demand; for this reason, their prices are
directly affected. To reduce this influence, the sugarcane agro-industry is
searching for value addition to the production of ethanol and sugar, by
adopting responsiveness and flexibility. In this perspective, researchers like
Goldemberg et al. (2008), Sousa and Macedo (2010), Nyko et al. (2011), Milanez
et al. (2008) and Milanez et al. (2014) have investigated the causes and
effects of the recent transformation of this supply chain, which involves
technological changes and consolidation of international groups.
These
international groups have invested on clean energy sources and on the search of
active at advantageous prices, in view of the economic difficulties faced by
the sector (SHIKIDA et al., 2011; MILANEZ et al., 2012).
The
modern supply chains bonded to agribusiness are inserted into a scenario of
global competition, in a market controlled by a few big corporations and food
producers either with added value or as commodities, whose value addition comes
from a closer relationship among the members of the supply chain (ROH et al.,
2014).
The
sugarcane cultivation is exposed to high levels of risks such as pests, plant
diseases and climate unpredictability. In sugarcane mills, the manipulation and
post-harvest processing are vulnerable to the deterioration of the product
until its final phase. Consequently, a set of activities performed inside the
productive system must be effective and agile (BEZUIDENHOUT, 2010).
Furthermore,
from the risks inherent to sugarcane production since the 2008’s crisis, the
world has watched a significant increase of speculative capitals in all future
markets from agriculture commodities (FEDERATION OF INDUSTRIES OF THE STATE OF
SÃO PAULO - FIESP, 2015). Moreover, such speculative movements contribute to an
increasing variation of the commodities’ price, as it happens with sugar and
ethanol, requiring from the agents the correct decision-makings related to
commercialization and profit.
Considering
this scenario, the objectives of this paper is to comprehend how the
decision-makers of a sugarcane agro-industry define the production mix between
sugar and/or ethanol and how this decision adds value to its operations.
The
paper is divided in some parts that include this introduction, the background
in section 2, methodology procedures in section 3, the case study in section 4,
the discussion about case study in section 5, and finally the final remarks in
section 6.
2. LITERATURE REVIEW
2.1.
Value
Chain
The
addition of values to the final products and the increase of the margins have
been the main strategies of the companies. According to Porter (1998), the
strategy guides the way that a firm performs the individual activities and
organizes its entire value chain, as shown in Figure 1. The value chain is part
of a larger system that includes upstream suppliers and downstream clients
(AMARA et al., 2016).
Figure
1: The value chain.
Source: Adapted from Porter (1998) and Saha (2011)
The
value chain involves a full range of activities which are required by a company
to bring a product or service from conception, through the different phases of
production, until the delivery to final consumers, and their disposal after use
(KAPLINSKY; MORRIS, 2001).
The
added value is generally distributed along the production process in which the
highest value is established during both far upstream (basic and applied
R&D) and far downstream stages (marketing, distribution, and brand
management) and the lowest value-added activities occur during the value chain
(manufacturing and assembly) step (SHIN et al., 2012; AMARA et al., 2016).
In
agriculture, the study of the value chain can provide the knowledge for
increasing the competitiveness. Moreover, it improves the efficiency of the
processes through the integration of the network players in order to increase
the response capacity.
In
sugarcane agro-industry, for example, the companies and researchers have
studied the addition of value based on the low prices of sugar on the
international market and by the high costs of production (HIGGINS et al.,
2007). Bezuidenhout and Baier (2009) identified five dimensions in which the
sugarcane agro-industry may be characterized: (i) value chain; (ii) material
handling chain; (iii) collaboration chain; (iv) information chain; and (v)
innovation chain.
Higgins
et al. (2007) outstands seven points of this value addition to the sugarcane
agro-industry: (i) logistics opportunities, business integration, free
information and products co-generation; (ii) the adoption of technical value
which tends to be more evolutionary than revolutionary; (iii) the opportunity
of value that requires both the collective participation of all members and the
evolutionary changes of the management; (iv) elaboration of metrics aiming
social and economic developments; (v) principles of lean and agile supply
chains with significant potential for systems turned to mills; (vi) use of
methods of multi-agents for modeling; and (vii) climate, bio-physical and
social complexities which has limited the adoption of value techniques.
2.2.
Responsiviness
In
competitive markets, the companies seek for responding to the consumers’
demands, including the responsiveness, through their actions. According to
Jimenez et al. (2015), many industries are pursuing responsiveness as one of
their main performances.
Holweg
(2005) points out that responsiveness is easily aligned to a wide range of
manufacturing strategies; also, the supply chain strategies would be in
accordance with that when capturing the consumers’ demands in order to provide
the right product. Kristianto et al. (2016) consider that responsiveness is the
ability of dampening the effects of demand changes through a purposeful
reaction within a specified moment for response.
Indeed,
the responsiveness evokes the different reactions of production systems
according to the customer demand. A responsive system or supply chain reacts by
using three dimensions: volume (nature of demand and customer expectations);
product (external variety, internal variety, customization points); and process
(production lead times and decoupling points) (HOLWEG, 2005). Thus, the
responsiveness is directly bonded to both competition and firm performance
(PEHRSSON, 2011).
The
main way to include responsiveness into the commercial activities is by
adopting flexibility for the production practices (JIMENEZ et al., 2015). The
flexibility is the capability of a company to react to external changes in a
short period of time (UPTON, 1994). According Yu et al. (2015), flexibility is
the capability of a company in responding to uncertainty either proactively or
reactively.
The
main types of flexibility involve: machine flexibility, labor flexibility,
material handling flexibility, routing flexibility, operation flexibility,
expansion flexibility, volume flexibility, mix flexibility, product
flexibility, and modification flexibility (YU et al., 2015). Jimenez et al.
(2015) also corroborated to this idea, by inferring that responsiveness needs
to meet the costumers’ demands by using flexible types in both internal and
external environmental uncertainty.
In
volatile markets, there is an important condition for competition, when the
adoption of flexible operations becomes essential for reaching the
responsiveness. A volatile market can be defined as a constant change of
supplies, demand and prices. Christopher (2000) points out that the volatile
markets are becoming the core of global economy.
Noteworthy,
sugar and ethanol is a volatile market that has its production process and
volume directly affected. The production dimension is affected by the
customization of sugar products and ethanol; the process itself is adapted to
respond to the better market prices and lead times; and volume of production
varies according to the marketing prices and government policies. So, we can
infer that responsiveness is essential for the companies that run in sugarcane
production.
We
often observe the sugarcane agro-industries changing the production mix in
order to respond to a more profitable market. This decision basically affects
the supplying of one of these products, mainly the ethanol. According to Reis
et al. (2011), one tone of sugarcane can produce 2.7 bags of sugar or 85 liters
of ethanol. If we compare productivity to the current prices provided by Center
of Advance of Studies in applied Economics (CEPEA, 2014 a, b), the 2.7 bags of
sugar correspond to US$ 31.02 and 85 liters correspond to US$ 27.82. In Figure
2, it is possible to verify that when sugar shows more profitability in
relation to the hydrous ethanol (used as pure fuel) the volume of ethanol
production decreases.
Figure
2: Sugar and Ethanol Production in MS State.
Source: Created by the authors using data from CEPEA (2015a, b);
Association of Bioenergy Producers of Mato Grosso do Sul (BIOSUL, 2015)
Figure
2 considers productivity, the values present by Reis (2011) and the average
prices presented by CEPEA (2015a, b) and BIOSUL (2014).
2.3.
Sugarcane
Agro-Industry
The
sugarcane agro-industry is directly bonded to the development of Brazil. The
cultivation of this specie dated the year of 1.530 and it became one of the
most important economic activities due to its social and historical context.
According
to BRAZILIAN SUGARCANE INDUSTRY ASSOCIATION - UNICA (2015), in 2012, the
sugar-ethanol sector had an income around US$ 36.0 billion, with exportation
receipts around US$ 16 billion of derivative products from sugarcane, occupying
the second place of national agribusiness exportation. The sector remains
behind soy complex that has significantly contributed to the equilibrium of the
Brazilian public finances with the creation of 1.15 million new jobs.
According
to the MAPA (2015), until 2014 there were 390 agro-industries properly
registered on the Brazilian Agro-energy and Cane Department. From this total,
61.53% (204) are mixed unities, we mean, they produce both sugar and ethanol;
31.28% (122 unities) are distilleries (exclusive ethanol production) and only
3.8% (15 unities) with sugar production. Forty-nine unities did not fit into
the classification, what corresponds to 12.56% of the total data.
Milanez
et al. (2012) point out that over the recent years, big international groups
have bought Brazilian industries. Great part of such industries was managed by
familiar groups. On the other hand, the acquisitions by such international
groups did not imply on the installation of new mills or facilities, but in
fact on the expansion of the existent ones. Besides, there is a concentration
of mills under the control of big foreign groups.
The
current situation of fusions and acquisitions created a context of lack of
financial investments. This overview crucially corroborates to a limited offer
of products, due to the lack of new Greenfield projects for expansion. It is
noteworthy that the investments concentrated on the installation of new
facilities would enable the increase of sugarcane production (FIESP, 2015).
Despite
this scenario, several unities of production went to bankrupt as result of the
crisis that Brazil went through in 2008. Consequently, such situation brought
another aggravator, once the sugarcane processing migrated to other neighboring
unities, which is a limiting factor for the sector’s expansion (COMPANHIA
NACIONAL DE ABASTECIMENTO - CONAB, 2013).
According
to Shikida et al. (2011), the Brazilian sugarcane agro-industry is technically
qualified and presents the world’s lowest cost of production. However, the
technological paradigm that both mills and distilleries are forced to keep
working - or to overcome - the market forces the articulation of this segment
in partnership with the public sectors aiming the maximization of the research
and development (R&D) sector and the overcome of sectorial constraint.
The
theoretical model of agro-industrial system, in Figure 3, is understood as a
set of enterprises with different levels of vertical coordination. It involves
several agents able to turn them to a complex network of interactions through
the information and materials’ flow and formal transactions. The huge world
financial crisis from 2009 reached the Brazilian sector and enabled the entry
of big international and economic groups (especially oil and trade companies)
that either bought or merged to the already established enterprises aiming to
find undervalued actives, instead of looking for new productive capacities
(VALENTE et al., 2012).
Figure
3: Sugarcane Agro-industrial System.
Source: Authors
3. METHODOLOGY
We
adopted a qualitative approach in order to analyze a specific sugarcane mill’s
responsiveness for market demands. According to Pratt (2009), a qualitative
research is good at addressing the best questions to understand the world from
the perspective of the studied object.
Our
study was guided in order to better understand how the production mix of sugar
and ethanol is empirically defined by the decision makers and, in this regard,
we carried out a case study that is a qualitative technique that allows a
better comprehension of currently process and its gaps. According to Gillham
(2000), a case study enables the investigation of some situations in which only
a little is known about, while exploring complexities that are beyond the scope
of other approaches and, finally, it permits the researcher to see the case
from the perspective of those involved.
Furthermore,
Yin (2010) points out that this approach enables the researchers to retain the
holistic and significant characteristics of the real life events, like the
organizational and management processes of a company. In addition, Godoi et al.
(2010) explain that the case study is recommended when the research problem
comes from a daily situation and the researcher seeks for the explanation of a
situation based on the practice.
This
case study was performed in two steps:
first, we visited the facility which was a result of a Greenfield
project, in order to get more information about the production process. Then,
we applied a questionnaire for data collection through a semi-structured
interview with the representative agents from commercial department and
production managers - containing both open and closed questions.
Marconi
and Lakatos (2010) argued that this technique of interview and questionnaire is
a procedure used in social investigations for data collection or when the aim
is the diagnosis or treatment of a social problem. Cervo et al. (2006) point
that the survey enables the interviewer to measure more precisely what he/she
wishes through a set of questions logically turned and related to a given core
problem.
The
study was conducted in October and November of 2014 and followed the process
proposed by Neale et al. (2006): the introduction should contain information
intended for all readers of the journal, not just for specialists. It should
describe the problem statement, its relevance, significant results and
conclusions from prior works and also the objectives of the work described in
the manuscript submitted.
·
Plan: we identified the stakeholders and potential sources
of information. We listed the sugarcane mills plants that could participate and
ensured that the research would follow ethical standards.
·
Development of instruments: we established a guiding
interview and the procedures for the research explanation;
·
Collect data: all the relevant documents were
gathered. Data collected in this study were provided by the questionnaire, by
the visit to the facility, by database obtained with the interviewed and
documents from the literature review.
·
Data analysis: we reviewed the collected data and
opted by the analysis and discussion about the findings through qualitative
techniques in which we compares the results to the literature data.
·
Disseminating Findings: our findings are discussed in
the next session.
The
limitation of this study was the use of a single case, once only one
representative agreed to participate in this research. However, Siggelkow
(2007) explains that a single case can be a very powerful example. Based on the
relevance of the responsiveness as a theme, the case study was used as an
illustration by following the guidelines of Siggelkow (2007).
4. CASE STUDY
In
order to identify the responsiveness over the production of sugar and ethanol,
a research based on a case study has been designed. The case was performed in a
sugarcane mill that belongs to an important Brazilian agribusiness corporation,
whose activities encompass reforestation, infrastructure and energy, among
other sectors.
The
sugarcane mill is located in the municipality of Dourados, in southeast region
of Mato Grosso do Sul State. The territorial area comprises 4.086 km² with a
Municipal Human Development Index of 0.747. In Mato Grosso do Sul State, where
this research took place, the sugarcane activity went through a large expansion
period after the financial investments in 2006, resulting in the installation
of 22 facilities (BIOSUL, 2014).
The
sugarcane activity favored the increase of the local economic capacity and
brought the expansion of the agro-forestry activities, especially the ones
turned to paper production on the east region of the State. With the
fortification of such activities from 2009 on, and due to the fact they are
perennial (agro-forest) and semi-perennial (sugarcane) activities, the risks of
bankrupt were minimized. Figure 4 shows the location of the 22 productive
facilities of Mato Grosso do Sul state.
The
agro-forest and sugarcane production brought great investments to the regional
agribusiness sector and diversification of the agricultural activities
previously restricted to soybean, corn and livestock.
Figure
4. Map of location of the sugarcane agro-industries from Mato Grosso do Sul
State.
Source: Union of Bioenergy Producers
[UDOP] (2015)
The
sugarcane agro-industry of this study sprang in 2009, a period of great
investments on the sugar-ethanol sector that began in 2004, due to the
emergence and increase of the fuel flex vehicle fleets in the country. Herein,
we named this industry simply as Mill or Sugarcane Agro-Industry in order to
keep the confidentiality of its data, in order to respect the ethical
standards. In that same period, five other mills sprang in the neighboring
cities: Bataiporã, Ponta Porã, Caarapó, Chapadão do Sul and Nova Alvorada do
Sul. In addition, such mills were results of Greenfield investments and new
expansion projects after a boom of investments before the beginning of the
crisis on the sector. Table 1 describes the Mill’s capacity of production.
Table
1: Capacity of Production
Description |
Quantity |
Product |
Capacity
of grinding |
4.5 t (*) |
Cane |
Growing
area |
60,000 ha |
Cane |
Cogeneration
of energy |
244.4 MW |
Energy |
Capacity
of sugar production |
330 t (**) |
Sugar |
Capacity
of ethanol production |
150 m3 (**) |
Anhydrous and / or
hydrous Ethanol |
Clean
Development Mechanism |
indefinite |
Carbon Credit |
Source: Interview Managers
(*) millions (**) thousands
The
initial investments of this Sugarcane Mill were around US$ 184 million and it
will reach its maximum grinding capacity in 2017. The unit currently comprises
an area around 60.00 ha for cane growing in leased lands. The harvest goal for
the cycle 2013/14 was 3.924 million tons of sugarcane. For energy generation,
it has two generators with individual capacity of 122.2 MW. This data put this
Mill as one of the greatest national energy generator from cane biomass.
All
the harvest procedures are mechanized. Producers use modern agricultural
techniques for cane planting and growing and carbon commercialization. Despite
the modern mechanization of such procedures, this Mill is one of the main
employers of human capital in the municipality. The numbers of employees
reached 3.000 in 2014 and it became the most important income source of this
rural region. As a result, the agricultural activities are carried out in
partnership with rural producers through land leases contracts.
On
the social aspect, the Mill develops projects in municipal schools related to
environment care and activities that stimulate the cooperation. The Mill’s
directors also built an Educational Center for Kids and implemented the Center
of Professional Qualification for teens, both in partnership with the municipal
public power.
5. DISCUSSION
The
Sugarcane Agro-Industry’s main production is a mix of sugar and ethanol
(anhydrous and hydrous). To establish the production mix, the managers consider
the previous contract sales. Thus, they define the percentage of sugar and
ethanol production by considering the contracts and sugarcane Total Recoverable
Sugars (TRS). The TRS refer to the sugar-solids content of sugarcane, however
in countries where only sugar is processed from sugarcane, the usual reference
is sucrose content (HALEY, 2015). Both help managers to decide the mix of
production of sugar and ethanol. As we previously mentioned, a responsive
system reacts by using volume, product, and process to respond the customer’
demands (HOLWEG, 2005). In this case, we concluded that the TRS contracts are
the main object that influences the responsiveness of this Mill, once it
defines the kind of production that will be chosen - ethanol or sugar, or both
- also the respective volumes and the changes during the process.
The
Mill only produces VHP (Very High Polarization) sugar, a genuine Brazilian
product that is sold to the foreign markets. The VHP was introduced in the
1990s as a result of a research project about new types of sugarcane hybrid
materials, mainly for the foreign market. The composition of VHP sugar allows
it to be converted into different types of sugar for consumption (XAVIER et
al., 2011). The international demand affects the prices of sugar and,
consequently, the responsiveness of the Mill. Thus, the first factor aiming an
effective responsiveness is the previous contract and, secondly, the prices
that will influence the new contracts.
This
scenario was pictured based on the managers’ answers. According to the data,
65% of the cane corresponds to the production mix during the grinding period of
the crop planning (contracts). The other 33% corresponds to the safety margin,
which is inherent to the production risks (fine payment in case of
non-deliverance of the final product) and may capture the opportunities for the
sales on the spot market (prices). We observed the existence of sugar supply
contracts for more than one crop as a common practice of several sugarcane
mills.
Another
important aspect is that the company directs great part of the ethanol
commercialization to the spot market; however, the ethanol transactions’ costs
in spot market can distort pricing process in future markets, resulting in
financial losses to a potential contractor (TONIN and GODOY, 2013). For this
Mill, the strategy enables it to capture the best market opportunities, besides
the income generation with the ethanol sale, which, until the moment, is the
core product. Moreover, the billing of the sugar sale happens only in
medium-term period.
We
also observed that the Mill should have a best financial and operational
planning for the biofuel production, as it happens with the biodiesel and
electric energy auctions, with the creation a long-term contracts practice
among the distributors. This kind of strategy aims the value addition to the
company’s products.
In
spite of the operational flexibility that enables the Mill to drive the
proportions of juice for ethanol and sugar production, alongside the decision
process related to the percentage of the products, the prices of commodities
and previous contracts are not the only items taken into consideration.
The
commitments of sale and leasing must also be observed, once they cause direct
impacts to the production (CZINAR, 2013), for example: (i) if there is a change
on the production from sugar to ethanol there are some costs, like the washouts
- cost for deliverance cancellation, often from sugar for exportation - that
varies according to the involved parts plus the situation of the sugar market
at the period. Moreover, some banks require the exportation contracts in
contrast to loans based on foreign money; (ii) in the case of a change from
ethanol to sugar, there must be an analysis about the possible commitments of
both storage and deliverance of ethanol based on Brazilian Resolution 67/2001
of ANP - or even the need of extra financial sources, once the sugar market
tends to have a liquidity lower than ethanol; (iii) the difficulties and technical limitations
must be considered, since it is expected that during the milling period of the
high-quality cane, there is a greater production of sugar in comparison to the
initial and final phases, when it is easier to produce ethanol.
The
contracts are important guides for responsiveness once they influence the
creation of the crop plan in which the product mix is established. In the
beginning of the grinding period, the production is commonly divided into 55%
for ethanol and 45% for sugar. When we compare this result with the average in
the State showed in Figure 2, we observe that the Mill is oriented to a more
profitable market that, in this case, is sugar production. The strategy seemed
to be precise, once the profitability of sugar is equal or surplus to the
ethanol in the last crops, what lead us to conclude that the Mill seeks to add
value to products using responsiveness and flexibility by orienting the
production to the most valuable market.
The
mix is adjusted along the crop cycle, according to the market conditions and to
the opportunity of ethanol sale to the spot market. Although this is not a
practice of this sugarcane Mill, there can be an unpredictable breach of
contract resulting in a change from sugar to ethanol, which is a mechanism to
be considered.
Another
important aspect observed in this Mill is that, due to the modern equipment and
due to the fact the mill is a result of Greenfield project recently created,
the unity has a system of molecular sieves that enables the total change of
production from hydrated ethanol to anhydrous ethanol and vice-versa, thus,
capturing the best moment with the best marker conditions. Indeed, the company
gets a second flexibility which involves the choice of what kind of ethanol
will be produced.
6. CONCLUSIONS
Our
study concluded that the responsiveness of the sugarcane agro-industries is
influenced by previous contracts and prices of the spot markets. Moreover, the
contracts are the guarantee of the Mill to obtain the profitability that
permits the continuity of the operations.
The
Mill uses the responsiveness and flexibility of production process to add value
to the final products, by considering the more profitable scenario.
Furthermore, the market prices have influenced the new agreements that directly
affect the production mix.
Finally,
this study identified that in agribusiness sector some companies use concepts
applied in common manufacture industry such as responsiveness and flexibility.
Thus, we may infer that the importance of the knowledge on production
management in agro-industrial process is essential to make profitable results
of the operations possible, which is a practice of the studied mill.
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