Productive dynamics and sugarcane supplymanagement in a competitive environment: astudy of three sugar mills in Jalisco

Resumen

bjective. To identify the profile of producers and analyze sugarcane supply strategies in a zone shared by three sugar mills in Jalisco, to propose lines of intervention that strengthen the sustainability of supply in a competitive environment.

Design/ Methodology/ Approach. Surveys, interviews, and statistical records were analyzed to develop a typology of growers based on the dynamics of cultivated land and to characterize the acquisition and retention strategies of sugar mills. The Delphi and MICMAC methods were used to explore different scenarios and support the analysis. Differentiated strategic actions derived from the analysis are proposed.

Results. Four producer profiles were identified: social, stable, diversifying, and specialized. Sugar mills implement differentiated strategies; one is focused on general supplier retention, another prioritizes large-scale growers, and a third operates based on close service to the suppliers as a value proposition. Prospective scenarios agree that sustainable production intensification is the main strategic approach in the face of reduced sugarcane cultivation area, and competition from alternative crops. Within this framework, diversifying and specialized sugarcane growers show greater potential to enhance sectoral productivity due to their openness to innovation and positive response to incentives.

Limitations/ implications of the study. The study was based on a convenience sample of 42 producers, which limits the possibility of extrapolating the results to the entire production base. Likewise, the low participation of industry representatives and restrictions on the disclosure of information limit the possibility of comparing supply strategies in depth. However, the findings offer valuable information for other regions facing similar sugarcane supply challenges.

Findings/ Conclusions. Current strategies lack effective targeting, preventing them from focusing on the actual capabilities of the production base. A shift towards differentiated supplier targeting and retention models is proposed, based on intensification, the building of organizational and technical capacities, and on establishing lasting links with agribusinesses.