Download (4Mb) - USQ ePrints - University of Southern Queensland

More documents

Recommendations

Info

The need for cooperation to support integration of Value Chains has also been identified by O Keefe (1997) and is illustrated in Figure 6.2. Transaction costs are reduced in an integrated value chain because trust and strategic alignment replace contracts and negotiating tactics; time spent negotiating is replaced with time spent developing joint strategies to create more income or reduce costs (Millford, 2002). • Trust is critical to progress the other areas. • The Foundation on which successful value chains are built includes a shared vision, a commitment to cooperation and a shared history. • The Relationship Investments area is where cooperative personal and institutional relationships are built, leadership is focused, processes and systems are implemented to drive change and performance, transparency is fostered by sharing information, and the competitive advantage of the system is built. • There is a need for greater interdependency to improve overall system performance. • Rewards need to be seen by all sectors to be distributed fairly in accordance with investments made and risks borne. • Successful completion of the cycle further reinforces the Foundation and builds confidence that bolder changes can be undertaken in future cycles. • This applies even in the tentative early stages of value chain improvement when only small increases in trust and small improvements in value chain performance are achievable. Figure 6.2 : Cooperation requirement for value chains (SRDC, 2006b and O Keefe, 1997) A key to successful implementation in the sugar industry has been strong industry support via local reference groups and technical working groups to ensure a systems view of the value chain. 147
6.4 Planning, Management Tools and Modelling The sugar industry has paid significant attention to planning and management tools for supply chain management. This has been both at a strategic whole of supply area level and an operational individual delivery chain level: Strategic level: • Overall weekly cane supply through the season across the supply area; production areas and volumes, quality, impact of weather on supply, optimum location of production areas, length of crushing season, investment in capacity, rationalization of mill capacity and transport systems. Operational Level: • Logistic modeling and impact of changes of daily harvest and transport capacities on delivery and costs. Both strategic and operational modelling will be appropriate for the Mallee Woody Crop Industry in the short term. Broad economic modelling often looks at strategic interactions but misses the technical aspects (inventory costs, delay costs, production capacity). Supply chain modelling (technical optimization) often ignores the interaction between stakeholders and organizational aspects. Both are relevant and require all parties to look at ways to increase total value of the chain through system modelling and develop an agreed collective plan. 6.4.1 Strategic planning and modelling Strategic planning and modelling needs to consider the following elements: • Biomass tonnage to be delivered by each production area and farm unit. • The length of the processing season (starting and closing dates) • Weekly delivery allocations to ensure equitable deliveries over the season. • Unplanned events such as processor breakdowns or delivery shortfalls, and joint rules of adjustment. In the Mallee Woody crop industry strategic modelling has focussed on economic assessment of the commercial feasibility of woody biomass integrated with wheat production. This has provided a strategic assessment on potential for integrated Mallee/Wheat farming systems. Further detail has been given in Section 1.1 of this report. However records on mallee plantings and biomass tonnage for delivery are basic. There are records of who planted how many mallees and in what year, but beyond that there is little detail. Locations are generally known, but survival and growth have not been assessed. Rectifying this situation and getting all the information into a GIS environment is a work in progress. It is thus difficult to describe the mallees within 100 kms of any chosen point with confidence because the population characteristics like tonnage per site vary widely. For example about 45% of sites within 100km of Narrogin (a focus town for relatively concentrated mallee planting) are too small to sustain a single day’s harvest. A large proportion of the total harvestable biomass may be present on a relatively small proportion of the sites. Sites may also fail to be economically harvestable even though they may contain significant tonnages of biomass owing to age, row layout and field condition. 148
Page 1 and 2:
Sustainable Biomass Supply Chain fo
Page 3 and 4:
Foreword This report provides an as
Page 5 and 6:
include business development (new p
Page 7 and 8:
Acknowledgments The authors would l
Page 9 and 10:
4.1 Product Options and Supply Chai
Page 11 and 12:
Table 4.2 Assessment of current val
Page 13 and 14:
Figure 3.4 Tracked rigid self-prope
Page 15 and 16:
Executive Summary What the report i
Page 17 and 18:
• Biomass production potential of
Page 19 and 20:
• As the Industry expands, the mo
Page 21 and 22:
Harvesting, transport and storage s
Page 23 and 24:
Biomass processing, supply chain pl
Page 25 and 26:
Key barriers to biomass industries
Page 27 and 28:
Crop-Biomass Production Production
Page 29 and 30:
Figure 1.1 The cropping and pasture
Page 31 and 32:
Table 1.1 Mallee species used for p
Page 33 and 34:
1.1.4 Growth Cycle Mallee System Ma
Page 35 and 36:
northern New South Wales (where it
Page 37 and 38:
Almost 80% of the industry now cuts
Page 39 and 40:
Bark has relatively high ash but as
Page 41 and 42:
Carbon sinks Planting of mallees to
Page 43 and 44:
Table 1.5(a) State Land area devote
Page 45 and 46:
out the fluctuations in farm income
Page 47 and 48:
Mallee system Most of the mallee bi
Page 49 and 50:
inconclusive result may have been d
Page 51 and 52:
For a sustainable woody crop indust
Page 53 and 54:
changed significantly since they we
Page 55 and 56:
Figure 2.2 Biosystems Engineering p
Page 57 and 58:
Whole-of-crop harvesting represents
Page 59 and 60:
During the last decade the harvesti
Page 61 and 62:
single row, as this would improve t
Page 63 and 64:
2.2.2.2 Weight Sugar System The Aus
Page 65 and 66:
Table 2.1 Harvester Comparison Tabl
Page 67 and 68:
The quality of cut may be less impo
Page 69 and 70:
ate than a 170 tonne/ha crop of sta
Page 71 and 72:
Dry Leaf 6.1 - 3.5 17.0 58.9 53.2 T
Page 73 and 74:
Bulk density will be a key consider
Page 75 and 76:
Table 2.4 EM levels in cane supply
Page 77 and 78:
L/T L/T 60 0.97 0.71 80 0.92 0.66 1
Page 79 and 80:
Total 7.5-26 16.5 Mallee System The
Page 81 and 82:
• waiting for mill delivery of em
Page 83 and 84:
perhaps at 10 - 20 km intervals. Th
Page 85 and 86:
transport arrangements, harvest gro
Page 87 and 88:
contractors and growers, and the fa
Page 89 and 90:
experience of the sugar industry wi
Page 91 and 92:
Table 2.11 Alternative harvest paym
Page 93 and 94:
onto the harvester. BR+F still send
Page 95 and 96:
Repairs and maintenance 2.10 Capita
Page 97 and 98:
Figure 2.14 and Table 2.14 describe
Page 99 and 100:
Sichter et al. (2005)), harvest and
Page 101 and 102:
Transport efficiencies may be possi
Page 103 and 104:
3. Transport and Storage Systems Tr
Page 105 and 106:
same time, the potential problems o
Page 107 and 108:
Figure 3.3 Articulated self-propell
Page 109 and 110:
• The harvester will not have any
Page 111 and 112:
Figure 3.7 Gross mass compared with
Page 113 and 114:
external factors dramatically impac
Page 115 and 116:
Figure 3.11 The effect of haulout t
Page 117 and 118:
3.3 Road Transport 3.3.1 Configurat
Page 119 and 120: Figure 3.15 shows an example of the
Page 121 and 122: Road distance one way < 20 km 70 km
Page 123 and 124: Haul distance is largely outside th
Page 125 and 126: 3.6 Recommendations The nature of t
Page 127 and 128: • The strategy offered lower tota
Page 129 and 130: sugarcane billets are such that wit
Page 131 and 132: • Transfer the whole tree product
Page 133 and 134: Figure 4.5(b) Energy balance of con
Page 135 and 136: 2010). Table 4.2 presents a summary
Page 137 and 138: 4.4.2 Activated charcoal Activated
Page 139 and 140: Nett Product Value ($/t) $475.00 $
Page 141 and 142: Table 4.9 presents an estimation of
Page 143 and 144: • Oil from leaf @ $2/kg • Synth
Page 145 and 146: • The mallee oil would be extract
Page 147 and 148: 5. Industry and Business Structures
Page 149 and 150: is conducted into tariff levels on
Page 151 and 152: Bx is % brix in first expressed jui
Page 153 and 154: Hildebrand (2002) estimated that th
Page 155 and 156: also has a flow on effect to the sp
Page 157 and 158: Sugar Industry Illustrative Example
Page 159 and 160: with super size multi-lift bins ove
Page 161 and 162: farmer vs. harvester) is the next l
Page 163 and 164: 6. Supply Chain Planning and Manage
Page 165 and 166: Figure 6.1 Building blocks of the s
Page 167 and 168: weighed against the costs of operat
Page 169: • There is close contact between
Page 173 and 174: • Harvest and transport logistics
Page 175 and 176: interface. The system allows users
Page 177 and 178: Case Study 6.2 - Model Application
Page 179 and 180: Relationships between sectors and p
Page 181 and 182: 7. Supply Chain Modelling and Econo
Page 183 and 184: It was assumed that there was a fif
Page 185 and 186: Table 7.2 Scenario two capital equi
Page 187 and 188: Table 7.4 Fuel burn rates harvester
Page 189 and 190: Figure 7.5 Effect of capital equipm
Page 191 and 192: Figure 7.7 Effect of annual tonnes
Page 193 and 194: 30 1.8 7.0 12.3 17.5 50 1.1 4.3 7.6
Page 195 and 196: 8. Conclusions and Recommendations
Page 197 and 198: Biomass bulk density has a large im
Page 199 and 200: Vehicles used for infield haulout w
Page 201 and 202: This can be compared with harvest a
Page 203 and 204: While diversification can add value
Page 205 and 206: Appendix 1: Comparative Assessment
Page 207 and 208: and transport conditions. Billet le
Page 209 and 210: that cane production is the most pr
Page 211 and 212: on sugar only, other proceeds (mola
Page 213 and 214: References Agnew, J 2002. A Partici
Page 215 and 216: Enecon 2001. Integrated Tree Proces
Page 217 and 218: Keating, BA, Antony, G, Brennan, LE
Page 219 and 220: Ridge, DR and Linedale, AL, 1997. T
Page 221:
Willcox, T, Hussey, B, Chapple, D a
show all

Download (4Mb) - USQ ePrints - University of Southern Queensland

Create successful ePaper yourself

Delete template?

Save as template?