Competitividade do complexo agroindustrial do leite de búfala no estado de São Paulo
Rosales, Fabrício Pini
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This study aimed to analyze the drivers of competitiveness in the chain of water buffalo milk in the State of Sao Paulo. It also aimed to recognize the key players, distinguish and analyze the dynamics of the operation and characterize the strengths and weaknesses of the chain under study. Driven by strong demand for industrial products from water buffalo milk, water buffalo breeding the Brazilian has experienced significant growth. In Sao Paulo this situation is no different. The production of buffalo milk in São Paulo, despite representing 26.64% of the national total, cannot meet the market demand and most dairy work with idle production capacity. Given this situation, it becomes relevant to a search that will contribute to increasing the competitiveness of the chain of buffalo milk in the State of Sao Paulo. The methodology uses drivers of competitiveness and assigns ratings ranging from very unfavorable to very favorable for a number of sub-factors for assessing each director. After extensive literature review, we selected the following drivers: chain coordination, market structure, institutional environment, firm's management, quality and food safety, technology and innovation inputs and infrastructure. These drivers were evaluated through semi-structured questionnaires applied to the key players involved in the production, processing and sale of water buffalo milk (water buffalo milk producers, dairy and distributors). It was concluded that the chain of water buffalo milk in the State of Sao Paulo is formed mainly by small and medium producers with low level of technology and management. In this segment the drivers quality and safety of food, supplies and infrastructure were receiving better assessment and market structure. Quality and safety of food, supplies and infrastructure coordination and chain were the drivers with better evaluation for the processing segment. There are several points of sales, however because it is a niche product market, can say the products are distributed primarily through grocery stores, restaurants, pizzerias and supermarkets. Shop, informal market and consumer direct sales occur on a smaller scale. For the distribution segment to better assess the drivers were institutional environment, quality and safety of food and management of the firm.