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• 1. [Article] The Role of Fish-Markets in the Icelandic Value Chain of Cod

  The two main pillars of the Icelandic fishing industry are the large vertically integrated fishing companies and the SMEs, specialised in fishing, producing or marketing. In order to understand how they ...

  Citation × Citation Citation Abstract Copy Title: The Role of Fish-Markets in the Icelandic Value Chain of Cod Author: Klemensson, Ólafur, Gestsson, Helgi, Knútsson, Ögmundur The two main pillars of the Icelandic fishing industry are the large vertically integrated fishing companies and the SMEs, specialised in fishing, producing or marketing. In order to understand how they are able to function side by side and at the same time secure a relatively high value added for the domestic part of the Icelandic value chain of cod, a closer look at the functions and operations of the Icelandic fish markets is needed. In the authors’ recent studies on structural changes in the fisheries value chain in Iceland from 1990 to 2007, six dissimilar main operational strategies were identified. Common to all of those was the need for an efficient use of the Icelandic fish markets. Three distinctive effects of fish markets were identified: firstly, specialisation, where large and small fisheries companies use the fish markets to swap or sell all other species than needed in their specialised production (usually to SMEs producers specializing in those species); secondly, to gain stability in sourcing, where companies source raw material from the fish markets and top-up when there is lack of certain species (or sizes) from the companies’ own boats and; thirdly, the market driven function or effect (market orientated value creation). To study this facilitating and supporting effect of fish markets on the on the progress of the Icelandic fisheries sector further, the focus is now the importance of fish markets from the time of their establishment in Iceland in 1987. The research is based on semi-structured and in-depth interviews with managers of a number of Icelandic fishing and processing companies and is a part of an ongoing research on the value chain structure and on organisational- and productivity changes in the Icelandic fisheries sector. Title: The Role of Fish-Markets in the Icelandic Value Chain of Cod Author: Klemensson, Ólafur, Gestsson, Helgi, Knútsson, Ögmundur The two main pillars of the Icelandic fishing industry are the large vertically integrated fishing companies and the SMEs, specialised in fishing, producing or marketing. In order to understand how they are able to function side by side and at the same time secure a relatively high value added for the domestic part of the Icelandic value chain of cod, a closer look at the functions and operations of the Icelandic fish markets is needed. In the authors’ recent studies on structural changes in the fisheries value chain in Iceland from 1990 to 2007, six dissimilar main operational strategies were identified. Common to all of those was the need for an efficient use of the Icelandic fish markets. Three distinctive effects of fish markets were identified: firstly, specialisation, where large and small fisheries companies use the fish markets to swap or sell all other species than needed in their specialised production (usually to SMEs producers specializing in those species); secondly, to gain stability in sourcing, where companies source raw material from the fish markets and top-up when there is lack of certain species (or sizes) from the companies’ own boats and; thirdly, the market driven function or effect (market orientated value creation). To study this facilitating and supporting effect of fish markets on the on the progress of the Icelandic fisheries sector further, the focus is now the importance of fish markets from the time of their establishment in Iceland in 1987. The research is based on semi-structured and in-depth interviews with managers of a number of Icelandic fishing and processing companies and is a part of an ongoing research on the value chain structure and on organisational- and productivity changes in the Icelandic fisheries sector. Close

• 2. [Article] A Comparison of the Icelandic Cod Value Chain and the Yellow Fin Tuna Value Chain in Sri Lanka

  Abstract only.

  Citation × Citation Citation Abstract Copy Title: A Comparison of the Icelandic Cod Value Chain and the Yellow Fin Tuna Value Chain in Sri Lanka Author: Amaralal, Lalith, Klemensson, Olafur, Thordarson, Gunnar, Gestsson, Helgi, Knútsson, Ögmundur Abstract only. Title: A Comparison of the Icelandic Cod Value Chain and the Yellow Fin Tuna Value Chain in Sri Lanka Author: Amaralal, Lalith, Klemensson, Olafur, Thordarson, Gunnar, Gestsson, Helgi, Knútsson, Ögmundur Abstract only. Close

• 3. [Article] The Value Chain of Yellow Fin Tuna in Sri Lanka

  The fishing industry is particularly important for Sri Lankans for the domestic supply but there is also a small but growing export market for high value products. The potential for economic development ...

  Citation × Citation Citation Abstract Copy Title: The Value Chain of Yellow Fin Tuna in Sri Lanka Author: Thordarson, Gunnar, Gestsson, Helgi, Knútsson, Ögmundur The fishing industry is particularly important for Sri Lankans for the domestic supply but there is also a small but growing export market for high value products. The potential for economic development lies there with yellowfin tuna as the most important specie. In this research the efficiency and productivity of the yellowfin tuna value chain in Sri Lanka was studied. The main method emphasis was on interviews with value chain actors (primary data) but secondary data analysis was also used when available. The lack of reliable secondary data from Sri Lanka fisheries made the use of primary data necessary. Interviews were conducted from late 2007 until July 2008. The conclusion is that two different value chains are characteristic for the Sri Lankan yellowfin tuna industry; the domestic market value chain and the export market value chain. The local market is highly regulated and price oriented with low emphasis on quality. The export market is characterized by demand for quality and high prices. It relies heavily on the landings of foreign vessels. Additional emphasis on the export market could increase revenues of the sector but for that structural changes are essential. The local vessels are generally too small and poorly equipped to meet the quality requirements of the export market. For the local fleet there are considerable opportunities for improving quality and reducing costs. Main obstacles are the lack of knowledge and unstructured flow of information between fishermen and processors/exporters, as well as the lack of trust between actors. Title: The Value Chain of Yellow Fin Tuna in Sri Lanka Author: Thordarson, Gunnar, Gestsson, Helgi, Knútsson, Ögmundur The fishing industry is particularly important for Sri Lankans for the domestic supply but there is also a small but growing export market for high value products. The potential for economic development lies there with yellowfin tuna as the most important specie. In this research the efficiency and productivity of the yellowfin tuna value chain in Sri Lanka was studied. The main method emphasis was on interviews with value chain actors (primary data) but secondary data analysis was also used when available. The lack of reliable secondary data from Sri Lanka fisheries made the use of primary data necessary. Interviews were conducted from late 2007 until July 2008. The conclusion is that two different value chains are characteristic for the Sri Lankan yellowfin tuna industry; the domestic market value chain and the export market value chain. The local market is highly regulated and price oriented with low emphasis on quality. The export market is characterized by demand for quality and high prices. It relies heavily on the landings of foreign vessels. Additional emphasis on the export market could increase revenues of the sector but for that structural changes are essential. The local vessels are generally too small and poorly equipped to meet the quality requirements of the export market. For the local fleet there are considerable opportunities for improving quality and reducing costs. Main obstacles are the lack of knowledge and unstructured flow of information between fishermen and processors/exporters, as well as the lack of trust between actors. Close