iii. description of phases of supply chain development ... · transition - greater business acumen...
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iii. Description of phases of supply chain development using NetChain Analysis
Phase 2: 2012 – 2013- no vertical integration, weak market signals- increased community participation (2610 kg, 100+ pickers)- pooled support between the suppliers (TRs) and the
consolidator (TDC) - small scale with external funds supporting- not economically viable
iii. Description of phases of supply chain development using NetChain Analysis
Phase 3: 2014 – 2017- little vertical integration, weak market signals- pooled support between the suppliers (TRs) and the
consolidator (TDC) - increased community participation
(3800-5500kg p.a., > 150 harvesters) - external funding from external agent (ABA)- reliant on KSE to link with markets (didn’t happen)- larger scale - PWAC and external funds covering costs
Phase 3: 2014 - little vertical integration, weak market signals- pooled support between the suppliers (TRs) and the
consolidator (TDC) - increased community participation
(3800external funding from external agent (ABA)
iii. Description of phases of supply chain development using NetChain Analysis
Phase 4: 20018- 2019- good vertical integration, strong market signals - pooled support between supplier and consolidator- high community input (11000 kg; 200 harvesters)- no dependence on intermediaries- viable business structure
Phase 4: 20018- 2019good vertical integration, strong market signals pooled support between supplier and consolidatorhigh community input (11000 kg; 200 harvesters)no dependence on intermediariesviable business structure
Phase 4: 20018- good vertical integration, strong market signals - pooled support between supplier and consolidator- high community input (11000 kg; 200 harvesters)- no dependence on intermediaries- viable business structure
iv. Factors important in developing the KP enterprise
DiscussionSocial enterprise - cultural and social outputs/values
- economic subsidies (CDEP/CDP/funding)- small scale, low financial risk, low returns- capacity building- valuable social/cultural outputs- vulnerable (policy/funding changes)
Finish external funds FAILUREGets too big
- larger scale, higher risks and returns- more responsive to market signals
Transition - greater business acumen- strong network building across value chain- community ownership (TOs)
Financial enterprise- economically viable; not dependent on external funding- larger scale; can still provide cultural and social benefits
Initialstartup
Phase 1
Phase 2
Phase 3
Phase 4
Wadeye KP
DiscussionSocial enterprise - cultural and social outputs/values
- economic subsidies (CDEP/CDP/funding)- small scale, low financial risk, low returns- capacity building- valuable social/cultural outputs- vulnerable (policy/funding changes)
Finish external funds FAILUREGets too big
- larger scale, higher risks and returns- more responsive to market signals
Transition - greater business acumen- strong network building across value chain- community ownership (TOs)
Financial enterprise- economically viable; not dependent on external funding- larger scale; can still provide cultural and social benefits
Initialstartup
Phase 1
Phase 2
Phase 3
Phase 4
Wadeye KP
Extra support- financial- training- business
Conclusion and Recommendations▪ Government subsidised industries are nothing new
▪ External subsidies may inadvertently be retarding the development of Aboriginal business - initially they are a great benefit (build horizontal connectivity)- if always dependent on external subsidies will limit empowerment and growth - need to be able to identify stage when a social enterprises is ready to transition
into financial enterprises and provide right support;
▪ Need more business advice and support (expanded toolbox)- research and market connections (products, markets); - business pathways and planning (review of policy direction)
▪ Coordinated multi-sector investment needed – towards a common community goal
Acknowledgments
• Wadeye community: - Traditional Owner Groups- Thamarrurr Development Corporation- Thamarrurr Rangers- Palngun Wurangat Aboriginal Corporation
• Charles Darwin University
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