The Competitiveness of Sugar Cane Production: A Study of Kenana Sugar Company, Sudan

Abstract

The study aimed to measure the competitiveness of sugar cane in Kenana Sugar Company as the major objective covering the seasons 2004/05, 2005/06, and 2006/07. Specific objectives are to measure the hard currency revenue gained, the quantity of local resources used to gain hard currency, efficiency of local resources used and to see whether Kenana Sugar Company is taxed or subsidized. The study depended mainly on secondary data which was collected from different sources. The data was analyzed using Policy Analysis Matrix (PAM). Also, sensitivity analysis was used. The study revealed that, sugar production appeared highly competitive in the national and international level under study period and government policies are taxing sugar cane production. The sensitivity analysis results summarized that: increasing in yield and world price result in improving sugar DRC and vice versa while increasing in exchange rate results in worsening DRC and vice versa. The study recommended that, the government should exempt sugar cane production from taxes, induce incentives to encourage sugar industry production and secure sustainable and steadiness foreign exchange.

Mechanization Assessment of Field Operations for Production of Sugar Cane in the White Nile Area-Sudan

“…Sugar is one of the major strategic sugar cane products in the country, and sugar production started for the first time in Gunied in 1962-1963. Later other sugar factories came into operation at New-Halfa 1965-1966, North West Sennar 1976-1977, Assalaya 1980-1981 and finally Kenana in1980-1981 [12,13]. In the last ten year, Sudanese sugar companies have been suffering from the high cost harvesting and high wages of labor in planting and harvesting sugar cane crop and even the and shortage of labor at the time of the peaks which was due to competition between sorghum, sesame and sugarcane harvesting operation for the available labor force [14].…”

Evaluation of Mechanized Field Operations Energies for Production of Sugar Cane Crop: Kenana Sugar Company as Case Study

“…It is grown in many countries worldwide, e.g. Brazil, India, Cuba, Mexico, and South Africa and the cane yield varies from 20 to 200 ton per hectare [17]. Energy used for production of sugar cane crop was observed to be of many sources [15,18,19] and was generally higher compared to other cash crops [20,21,22].…”

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“…La competitividad ha sido medida con diferentes enfoques, y en el sector agropecuario no ha sido la excepción, así lo muestra la revisión de métodos aplicados realizada por García-García et al (2015), quienes encuentran que la competitividad en el sector agropecuario ha sido abordada predominantemente con una visión económica, no obstante, recientemente ha crecido el interés por incluir otras dimensiones como la social, política y ambiental. Las variables que se han incluido en la medición de la competitividad de empresas, cooperativas, cadenas productivas o industrias enteras provienen de las distintas dimensiones que se han mencionado e incluye el desempeño financiero y económico (Emam, 2011;Magaña Sánchez et al, 2010), la productividad (Girán et al, 2008;Moyano Fuentes et al, 2008), el precio de venta (De Pablo Valenciano et al, 2008), la innovación y tecnología (Aguilera-Enríquez et al, 2011;Khushk et al, 2011;Moyano Fuentes et al, 2008), la promoción y diferenciación del producto (Girán et al, 2008;Khushk et al, 2011), el capital disponible y acceso a crédito (Hussain & Naeem-ur-Remhan, 2011), la capacidad organizativa (Vivanco Aranda et al, 2010), el cuidado del ambiente (Girán et al, 2008) y las políticas públicas (Elbadawy et al, 2013). Por otro lado, se ha identificado que las principales desventajas para alcanzar la competitividad en la agricultura derivan de causas como reducido tamaño de la unidad de producción, escasa innovación y acceso a información, limitado acceso a mercados y mano de obra menos calificada (IICA, 2016 Una tarea que realiza el CIMMYT, en colaboración con universidades y centros de investigación, es evaluar el impacto de las intervenciones que lidera y que son efectuadas con recursos de carácter público, con el fin de identificar áreas de mejora en sus procesos.…”