National Food Industry Strategy


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  • Using Value-chains to drive international competitiveness and prosperity Australia currently faces an historic opportunity to redefine its business position in terms of whole chain innovation. Undertaking investments and implementing policies to achieve this objective are essential if Australian businesses are going to compete effectively in a global economy. As the central driver of productivity over the long term, enhancing the whole of the Australian innovation environment is crucial for ensuring long term improvements in national prosperity and welfare.
  • National Food Industry Strategy

    1. 1. National Food Industry Strategy Perspectives on Business Development in India
    2. 2. OVERVIEW <ul><li>What is the National Food Industry Strategy? </li></ul><ul><li>Why are we going to India? </li></ul><ul><li>What are the platform objectives and structure? </li></ul><ul><li>What will be the success factors? </li></ul>
    3. 3. <ul><li>Team Australia </li></ul><ul><li>Internationalisation </li></ul><ul><li>Catalyst/Coordination </li></ul><ul><li>Stimulate </li></ul><ul><li>Facilitate </li></ul>NFIS Ltd (Executive Board) <ul><li>‘ Capture the Lessons’ </li></ul><ul><li>Replicate </li></ul><ul><li>Disseminate </li></ul><ul><li>Program Delivery </li></ul><ul><li>Manage services best delivered by industry to industry </li></ul>National Food Industry Council (Supervisory Board) <ul><li>Set strategic direction </li></ul>NATIONAL STRATEGY FOR THE FOOD INDUSTRY
    4. 4. Sustainable Competitive Advantage INPUTS TO PRODUCTION PLANNING CONSUMER PROMOTION CUSTOMER DEVELOPMENT DISTRIBUTION PROCESSING AND PACKAGING PRIMARY PRODUCTION INPUTS TO PRODUCTION Internationally Competitive Business Environment Global Cost Competitiveness Collaborative Market Development Internationally Competitive Supporting Industries
    5. 5. Collaborative Market Development <ul><li>Recognition of Australia in global markets as a producer of safe, health and environmentally sustainable food. </li></ul><ul><li>Healthy balance of industry engagement in international markets – with both inward and outward investment and with 60% of food products exported. </li></ul>
    6. 6. Global Cost Competitiveness <ul><li>Substantial domestic production base with increased use of technology to lower input and processing costs. </li></ul><ul><li>Collaborative approach to pre-competitive innovation with strong linkages between R&D providers and food companies. </li></ul>
    7. 7. Internationally Competitive Supporting Industries <ul><li>Consolidation of food industry expertise to create world class R&D, education and training opportunities. </li></ul>
    8. 8. Internationally Competitive Business Environment <ul><li>Integrated, whole of chain approach to food industry regulations that is sensitive to international competitiveness, has sensible compliance costs and is consistent across government jurisdictions. </li></ul>
    9. 9. Why India - Challenges and Opportunities <ul><li>Opportunities </li></ul><ul><li>Great example of internationalisation – opportunity to innovate and scale up </li></ul><ul><li>Developing retail sector </li></ul><ul><li>Opportunities in 5 star food service </li></ul><ul><li>Opportunities for two-way investment </li></ul>
    10. 10. <ul><li>Challenges </li></ul>Why India - Challenges and Opportunities <ul><ul><li>Market access issues </li></ul></ul><ul><ul><li>‘ Many Indias’ </li></ul></ul><ul><ul><li>Changes in products/systems: flavour profile, </li></ul></ul><ul><ul><li>packaging, cold chain </li></ul></ul>
    11. 11. Platform Objectives – Sustained Presence of Australian Food and Beverage Companies in India <ul><li>Global cost competitiveness </li></ul><ul><ul><li>Improve the international competitiveness of Australian food companies </li></ul></ul><ul><ul><li>Establish long-term relationships to underpin successful commercial outcomes for Australian and Indian food and beverage companies </li></ul></ul><ul><li>Market-making: </li></ul><ul><ul><li>Position and effectively market Australian food and </li></ul></ul><ul><ul><li>beverage products to Indian food customers and consumers under the ‘Australian Food’ banner </li></ul></ul><ul><ul><li>Improve market access for Australian food and </li></ul></ul><ul><ul><li>beverage products </li></ul></ul>
    12. 12. Platform Structure – Creating the Demand Chain <ul><li>Promotion/Positioning </li></ul><ul><ul><li>‘ Australian Food’ banner </li></ul></ul><ul><ul><li>Market awareness </li></ul></ul>
    13. 15. Platform Structure – Creating the Demand Chain <ul><li>In India – Bangalore; </li></ul><ul><li>Sourcing product to meet specifications </li></ul><ul><li>Nationally coordinated consolidation system </li></ul><ul><li>Category management and feedback to suppliers </li></ul><ul><ul><li>Market intelligence </li></ul></ul><ul><ul><li>Import/distribution/marketing capability </li></ul></ul><ul><ul><li>Category management and feedback to Australian </li></ul></ul><ul><ul><li>‘ partner’ </li></ul></ul><ul><li>In Australia </li></ul>
    14. 16. Partners <ul><li>NFIS Ltd </li></ul><ul><li>Austrade </li></ul><ul><li>State Governments in Victoria, WA and SA </li></ul><ul><li>Food Agriculture Trade Services (in DAFF) </li></ul><ul><li>Sector associations, eg. HAL </li></ul>
    15. 17. Success Factors <ul><li>Selecting the right ‘lead partner’ – in India and Australia </li></ul><ul><li>Encouraging committed companies in Australia </li></ul><ul><li>Steve Waugh </li></ul><ul><li>Steve Waugh </li></ul>