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Master's Dissertation
DOI
https://doi.org/10.11606/D.96.2014.tde-23072014-150722
Document
Author
Full name
Rafael Bordonal Kalaki
E-mail
Institute/School/College
Knowledge Area
Date of Defense
Published
Ribeirão Preto, 2014
Supervisor
Committee
Neves, Marcos Fava (President)
Martins, Maria Inez Espagnoli Geraldo
Mendonça, Paulo Sergio Miranda
Title in Portuguese
Uma proposta de plano estratégico para o setor citrícola brasileiro
Keywords in Portuguese
Citricultura
Plano Estratégico
Sistema Agroindustrial
Abstract in Portuguese
A laranja é das frutíferas a mais cultivada, conhecida e estudada no mundo. No Brasil, a fruta foi introduzida logo no início da colonização e foi se expandindo por todo o território, seguindo os caminhos da cafeicultura. Na década de 1980, o Brasil tornou-se o maior produtor mundial de laranja, não só em termos de produção, mas também em tecnologia, isso graças à união de uma citricultura extremamente eficiente e desenvolvida, aliada a uma indústria competitiva. Atualmente, a citricultura brasileira conta com aproximadamente 12 mil produtores de laranja, espalhados por mais de 800 mil hectares, cultivando 165 milhões de árvores, gerando em 2009, um PIB do setor de US$ 6,5 bilhões e o faturamento bruto da cadeia produtiva de US$ 14,6 bilhões. A citricultura também arrecadou em 2009, cerca de US$ 190 milhões em impostos para o Estado brasileiro, gerou cerca de 230 mil postos de trabalho, movimentando assim uma massa salarial de R$ 676 milhões (NEVES et al., 2010; IBGE, 2006; 2010). A produção brasileira de suco de laranja representa 53% da produção mundial, sendo que 98% do que é produzido no país é exportado, conferindo ao Brasil, 78% de participação no mercado mundial, o que representa dizer que de cada 5 copos de laranja tomados no mundo, três foram produzidos no Brasil (NEVES et al., 2012). Apesar da superioridade brasileira na produção de suco de laranja, o setor vem passando por algumas preocupações, como a alta dependência do mercado externo, a queda no consumo de suco de laranja nos principais mercados consumidores e importadores brasileiros, crescimento de novas bebidas inovadoras que competem com o suco de laranja, falta de posicionamento e visão estratégica do sistema agroindustrial no Brasil, aumento dos custos agrícolas e industriais brasileiros, pragas e doenças que vêm assolando os pomares, entre outros problemas. Desta forma, diante dos problemas expostos, o estudo tem por objetivo apresentar uma proposta de plano estratégico para o sistema agroindustrial citrícola brasileiro, visando à proposição de projetos estratégicos que buscam mitigar os problemas enfrentados e fortalecer o sistema agroindustrial. Para desenhar o plano foi utilizado o método de Planejamento e Gestão Estratégica de Sistemas Agroindustriais (GESis), desenvolvido por Neves (2008). O estudo caracteriza-se como de natureza exploratória sendo uma pesquisa qualitativa, para tanto foram realizadas análises de dados secundários e dados primários que foram coletados por meio de entrevistas em profundidade baseadas em um roteiro semiestruturado. As análises foram realizadas cruzando-se os resultados dos dados primários obtidos nas entrevistas, com os dados secundários e a teoria estudada. Como resultados apresentou-se um plano estratégico específico para o sistema agroindustrial citrícola. No plano estratégico foram propostos objetivos estratégicos quantificáveis para o sistema agroindustrial citrícola e treze projetos que auxiliarão na busca pelos objetivos estratégicos e para mitigar os efeitos negativos vivenciados pelo setor e fortalecê-lo.
Title in English
A proposal of strategic plan for the Brazilian citrus sector
Keywords in English
Agribusiness system
Citrus industry
Strategic plan
Abstract in English
Orange is the most known, cultivated and studied fruit worldwide. In Brazil, the fruit was introduced in the early colonization, expanding throughout the country and following the paths of coffee production. In the 80s, Brazil became the world's largest orange producer, not only in terms of production, but also in technology due to the union of a developed and extremely efficient citrus industry combined with a competitive industry. Currently the Brazilian citrus industry has approximately 12 thousand orange producers spread over 800 thousand hectares, cultivating 165 million trees, creating in 2009 a GDP of US$ 6.5 billion with the gross sales of the production chain totaling US$ 14.6 billion. The citrus industry also raised in 2009 around US$ 190 million in taxes to the Brazilian state, generating about 230 thousand jobs, moving a payroll of US$ 676 million (NEVES et al, 2010; IBGE, 2006; 2010). Brazilian orange juice production represents 53% of world production and 98% of what is produced in the country is exported, giving Brazil 79% of global market share, which means that for every 5 glasses of orange juice taken in the world, three were produced in Brazil (NEVES et al., 2012). Despite Brazilian superiority in the production of orange juice, the industry has been going through some concerns such as high dependence on external market, fall in the consumption of orange juice in the main consumer markets and Brazilian importers, growth of new innovative beverages that compete with orange juice, lack of strategic vision and positioning of the agribusiness system in Brazil, rise of Brazilian agricultural and industrial costs, pests and diseases that have been devastating orchards among other problems. Concerning the problems above, the study aims to present a proposal of a strategic plan for the Brazilian citrus agribusiness system in order to propose strategic projects that aim to mitigate the problems faced and to strengthen the agribusiness system. To design the plan, it was used Planning and Strategic Management of Agribusiness Systems method (GESis) developed by Neves (2008). The nature of the study is exploratory and the research is qualitative. In order to do so, analyzes of secondary data and primary data that were collected through in-depth interviews based on a semi-structured interview were carried out. These analyzes were performed by crossing the results of primary data obtained through interviews with the secondary data and the theory studied. As a result, a specific strategic plan for citrus agribusiness system was presented. In the strategic plan, it was proposed strategic objectives for citrus agribusiness system and thirteen projects that will assist in the search for strategic objectives, mitigating the negative effects experienced by the agroindutrial system and strengthening it.
 
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Publishing Date
2014-08-11
 
WARNING: The material described below relates to works resulting from this thesis or dissertation. The contents of these works are the author's responsibility.
  • NEVES, M. F., et al. Competitiveness of the Orange Juice Chain in Brazil. The International Food and Agribusiness Management Review , 2013, vol. 16, p. 34-49.
  • NEVES, M. F., et al. Competitiveness of the Orange Juice Chain in Brazil. In IAMA 22nd Annual World Food and Agribusiness Forum and Symposium The Road to 2050: "The China Factor", Shangai, 2012. INTERNATIONAL FOOD AND AGRIBUSINESS MANAGEMENT ASSOCIATION (IFAMA). : INTERNATIONAL FOOD AND AGRIBUSINESS MANAGEMENT ASSOCIATION (IFAMA), 2012. Available from: http://https://www.ifama.org/events/conferences/2012/cmsdocs/Symposium/PDF%20Symposium%20Papers/650_Paper.pdf.
  • NEVES, M. F., TROMBIN, V. G., and KALAKI, R. B. Orange Juice on the Brazilian Market: A Viable Alternative in the Face of Declining Demand in Europe and the United States. In IAMA 23rd Annual World Food and Agribusiness Forum and Symposium The Road to 2050: 'The Talent Factor', Atlanta , Georgia, 2013. Orange Juice on the Brazilian Market: A Viable Alternative in the Face of Declining Demand in Europe and the United States.., 2013. Available from: http://www.ifama.org.
  • NEVES, M. F., et al. A Laranja do Campo ao Copo. São Paulo : Atlas, 2012{Volume}.{Serie}
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