We have competitive business agglomerates, such as shrimp, fishing or bananas. However, in times of crisis, producers and exporters are the first and most affected. The most competitive have learned to cooperate with customers and suppliers, sharing information to minimize inventory, optimize logistics activities and costs, ensure quality, etc., to be part of a more competitive and successful chain. But from time to time, when supply and/or demand crises occur, they are the ones who take the brunt of the losses. All agricultural production sectors have gone through periods of crisis, but only those that have built the capacities and skills to face them remain and even grow.

The goal should be a degree of freedom to negotiate with customers and suppliers during a crisis. The supply of agricultural and food products must go beyond having products of above average quality at lower than average production costs. These advantages are imitated by other competitors, they are mandatory goals for those who want to have market share. In times of crisis, achieving both goals is not enough to continue sales and profits. In the food business, it is necessary to turn time into a factor in favor, or at least so that it is not a factor that gives bargaining power to the client. For this, cheap liquidity and the capacity to support it must be available. Liquidity that allows you to sell on credit without recourse. Liquidity for storage and dosing of product flow to the market, minimizing the risk of selling below cost. In short, liquidity to preserve bargaining power.

This liquidity must be based on the abilities and skills acquired in times of stability. Storage capacities, own or contracted. The ability to sell at a low price with no loss or less loss than competitors (productivity). The quality of the product, so that even in abundance, when all buyers are excellent, the first to be sued. Skills such as the flexibility to cut costs, even at the cost of lower output and productivity, in order to survive until the crisis passes.

Having that liquidity exceeds the individual capacities of producers and/or exporters. Having storage capabilities or flexibility to overcome crises requires joint efforts. For this, it is necessary to formulate and implement a sectoral strategy that solves or reduces the chronic vulnerability that affects them. This includes mechanisms for consolidating investment in storage capacity; structuring of deposit certificates; liquidity over inventory; access to real-time crop data, their stock and flows to the market etc.

That producers and exporters leave the culture of immediacy and act strategically. To propose and build capacities, liquidity and flexibility in order to remain and succeed in times of crisis. So that they do not falter in their sectoral strategic plans before the first price increases. (OR)