在本期 AgriBusiness Global 报告， Fanwood Chemical 总裁 Jim DeLisi 接受采访 农业技术生产者和分销商委员会 (CPDA) 总裁 Terry Kippley 介绍了无人机配方中的佐剂、拉丁美洲及其他地区的佐剂市场机会以及建立国际采购关系的技巧。您可以在 CPDA 上找到更多信息 CPDA 佐剂、惰性剂及作物保护会议 2024 年 4 月 29 日至 5 月 1 日，亚利桑那州图森。
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*这是采访的编辑版本。
Jim DeLisi：您是否看到无人机配方中佐剂的任何有趣机会？
Terry Kippley： We certainly are seeing some. As drone use increases in the U.S. and other regions globally, there’s a very important role for adjuvants. You’re using low volume with the setup of the drones. Adjuvants can really help with the drift deposition and compatibility of pesticide products. They are very important. It’s an emerging opportunity.
JD: What’s your opinion on the adjuvant market in Latin America? The U.S.? Growing, slowing down, or where is it headed?
传统知识： In the U.S., we have a stable market. I think that there’s clearly an emerging need for the use of adjuvants. When we talk to our members, we ask them what is the market penetration for drift reduction adjuvants, and they say somewhere in the 20% area. The biggest issue is the lack of use. But I think as there’s more and more emphasis on climate smart technology and reducing trips across the field, I think adjuvants will continue play an important role. As I talk to our members in Latin America, they’re telling me that it’s a little bit farther behind in the U.S., but that there’s more and more interest as they work to continue with all the development work that’s required to be able to show growers a return of that investment.
JD: Let’s get off adjuvants a little bit and talk about your experience in sourcing active ingredients. With your experience, are there any tips or other things that you could offer folks that are trying to work outsourcing issues with active ingredients that you could offer?
传统知识： In my past commercial life, I spent nearly 20 years working with Chinese and Indian pesticide manufacturers, and I’ve procured about a half a billion dollars over my time dealing with those factories. And, more importantly, the factory owners.
When I think about sourcing, there’s a couple of key things to keep in mind. I think the first point is when you think about having a sourcing strategy, a common way to go is wanting to be dual sourced or multi-sourced. If you have a supplier in China and have a supplier in India, then the conclusion is that you are dual sourced. However, with the reliance that the global pesticide industry has on China, is your supplier in India buying key intermediates from China? If so, are you truly multi-sourced? If everything goes back to China, and there’s a lot of geopolitical issues, then you are looking at some potential problems. Think about having a truly robust supply chain and strategy that might include different regions.
第二点是充分了解美国制造业依赖中国和印度的离岸外包。您的营销策略进展如何？未来五年您希望达到什么水平？深入了解您的离岸合作伙伴。他们的战略意图是什么？从长远来看，您在这些战略中处于什么位置？
Going back 15 years ago, the market was very different. We would ask ourselves, dealing with that supplier, where are they at in terms of their ability to enter markets? Are they content truly being a manufacturer? Or do they see themselves eventually being a marketer? As you think through those strategic questions, it’s going to help you understand who you want to aligned with.
A third important point is that your relationships need to be about trust and credibility. And what happens with that relationship, contract or not, when things go bad? If there is a supply issue, or there’s something in the market where product is short and your supplier is meeting your needs and others, how significantly are you strategically to them? Are you really a partner? Or are you more of a transactional purchaser of their products? And do you have the type of relationship where when you need relief from a financial standpoint, in the post patent world volumes move on very narrow margins, do they have a cost of goods position because the market there is such that they could give a little bit? But then are you really able, when the shoe is on the other foot, to give in return? That always was my definition of a true partnership. You know you can sit in meetings and work with companies, but if they’re willing to give and you have to give in return. I think those strategic nature relationships are important.
A fourth point to consider, things have changed a lot where many companies in China and India have become public. The owner may or may not be there or available during the negotiation of your annual procurement needs. I think you’ll lose something in that scenario. Obviously, when you deal with professional management versus with the order of the company, or who you’re even sitting and dealing with, do they truly have the ability to make short- and long-term decisions?
这是我过去近20年的全球采购经历中想到的四点。
JD：您能否简单介绍一下您作为 CPDA 主席的独特背景？
传统知识： 我是个农场男孩。我的青少年时代是在奶牛场度过的。我在威斯康星大学接受教育，然后进入孟山都化学公司工作。我真正学会了做销售代表，走遍田野，与经销商合作。
我继续从事化学配方中使用的惰性物质的营销和制造工作，然后进入一家全球农药登记公司，真正从中国采购和配方的角度学习业务。
真正吸引我加入 CPDA 的原因是能够在美国环境保护署和其他机构中宣传我们行业的重要性。
JD：那么，CPDA 的使命是什么呢？
传统知识： CPDA is first and foremost an advocacy organization. The organization has been around for more than 35 years. It was originally formed by post-patent manufacturing companies that were looking to have a level playing field when it came to legislative issues pertaining to bringing these products into the market. Our members are the producers and distributors of agrotechnology representing post-patent inerts and adjuvants. We’ve been able to double our membership over the last two years, and we represent from a distribution standpoint, over 80% of the $16 billion pesticide market in the U.S.