Qiao Jinliang

  Leading agricultural enterprises once again ushered in policy support.

Recently, the Ministry of Agriculture and Rural Affairs issued the "Opinions on Promoting the Bigger and Stronger Leading Enterprises of Agricultural Industrialization", proposing that by the end of 2025, there will be more than 2,000 national key leading enterprises in agricultural industrialization and more than 500 national agricultural industrialization key consortia. .

  In the context of the implementation of the rural revitalization strategy, leading agricultural enterprises have received more attention than ever before and have also played a greater role.

According to statistics, the grain and oil products provided by leading enterprises at or above the county level account for more than one-third of the market supply, and the "vegetable basket" products provided account for more than two-thirds of the market supply.

In 2020, leading enterprises at or above the provincial level will invest more than 85 billion yuan in scientific research and development to improve the modernization level of the industrial chain through research and development of new technologies, new equipment, and new products.

Leading agricultural enterprises lead smallholder farmers to integrate into modern agricultural development through production and sales orders, land trusteeship, and equity investment.

In 2020, leading enterprises at the county level and above will lead various agricultural industrialization organizations to radiate more than 120 million farmers.

  However, leading agricultural enterprises still face many challenges, and many enterprises have not developed satisfactorily.

First, the constraints of resource elements have continued to increase, and land costs and labor costs have risen rigidly.

Rising factor costs have increased the pressure on production and operation of enterprises, and some enterprises have fallen into cyclical fluctuations.

The second is that consumers' requirements for food continue to increase, and the pressure to open up markets has increased.

Many enterprises are not very competitive and the chain is not long. Over half of the agricultural products processing enterprises do not have R&D centers, and their products remain in the primary processing stage.

Take grain processing as an example, the development of derivatives is not enough, rice milk, rice protein and other products are few, rice bran oil, starch sugar and other products are even less.

Third, compared with other industries, the agricultural production cycle is long, the natural risk is high, the scale is small, the strength is weak, and the mortgage is difficult, financing is expensive, and the burden is heavy, which plagues some enterprises.

  For agricultural enterprises to succeed, they must learn to unite and cooperate.

The particularity of agricultural enterprises is that it is difficult to achieve long-term success without the support of farmers.

This requires relevant agricultural enterprises not to engage in stragglers, but to build a consortium to achieve their own growth in the creation of the entire industrial chain.

This is inseparable from the participation of cooperatives, family farms, and farmers, as well as the participation of scientific research, financial, and brand creative institutions to form a broad interest consortium.

One is vertical integration.

For example, Hubei Three Gorges mandarin oranges, Liaoning small peanuts, etc., led by leading enterprises, integrated agricultural material institutions, logistics companies, and terminal online stores to promote the interconnection of farmers and businesses, and reduce transaction costs.

The second is horizontal cooperation.

Attract the participation of scientific research teams and loan guarantee institutions, rely on financial and technological empowerment, and quickly respond to market demand.

For example, Anhui Huicha, Hebei Yali, etc., after introducing an innovative team, plugged in the wings of technology and realized brand value-added.

  For agricultural enterprises to succeed, they must give play to the multiple functions and multiple values ​​of agriculture.

On the one hand, it is necessary to deepen and refine the food security function to realize the transition from "selling raw materials" to "selling processed products."

For example, a grain company in Panjin, Liaoning, processes rice. In addition to producing rice, it also processes rice bran into rice bran oil, and processes rice husk into high value-added products such as activated carbon and white carbon.

On the other hand, more attention should be paid to the function of agricultural ecological conservation.

The value of ecological conservation of agriculture is no lower than the value of food supply.

Leading enterprises in the industrial chain such as Liaoning Baiyu Broiler and Jiangxi Poyang Lake Crayfish pay attention to the discovery of green value, let the green ecology endorse the entire industrial chain, and maximize ecological advantages.

  At present, the competition among agricultural enterprises has evolved into competition among agricultural industry chains in different regions.

From the perspective of a region as a whole, cultivating more successful agricultural leading enterprises must focus on regional leading industries and link agricultural research and development, production, processing, storage and transportation, sales, branding, and services into an organic whole, and ultimately achieve a stronger one. Group leading enterprises that lead the development of the industry, optimize a group of technological leading enterprises with independent innovation capabilities, and expand a group of regional leading enterprises that are closely connected with agriculture and farmers to form a matrix of leading enterprises.