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A
Multi-national Professional Organization for Agricultural and Rural
Development for Vietnam |
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Our
5-year Agricultural & Economic Plan: An
Overview |
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COMPREHENSIVE AND METHODICAL AGRICULTURAL PLAN |
Note: The 40 - 60 export
crops to be developed are not appropriate to be discussed on websites as
export agriculture is a competitive international commerce. Any
discussions will place Vietnamese farmers in a disadvantage against
existing larger exporters especially from China. Chinese agricultural
crops are well known for using illegal biological additives, generic agents to growth
enhancements on any crops and thereby they can effectively resort to any
predatory practices over other countries. We do not support any use of
bio and chemical additives and actively promote the use use non-chemical
or natural treatments to respect people's health and to protect our
environment. We
will discuss program highlights for informational reference only. |
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Every
successful economic plan starts with a comprehensive and methodical
blueprint or an execution plan to build such blueprint at each stage and
each level of finishes. Economic plans are not just speech, money but a
detail layout and manuals to execute. Modern agriculture plan is even more
sophisticated than a business plan as we must deal with variable
conditions in nature, machinery, plant varieties and weather or nature's
challenges. Agricultural plan is a combination of:
(a) Meticulous planting development;
(b) Prudent strategies and
well-engineer planning
(c) Cohesive, effective engine or
organization to implement them.
Successful planning in
agriculture is much more difficult than building a high
rise because we have to account for unpredictable and uncontrollable
elements. Our first 5-year plan is designed to established foundations,
structures. We expect to achieve a relative self-supporting level for
farmers in 3 years; Agricultural Plans will be systemized with support
strategies and mechanisms to assist farmers and their families to
self-subsist during the interim periods where they may be financially
struggling. There are agriculture-related strategies and non-agriculture
strategies, which will be discussed throughout this Chapter. To meet our
economic objectives and to minimize costs while maximizing efficiency, we
must organize agricultural sites in tight and unique cooperative systems
unlike typical farm groups in other countries. This is due to our
limitations in many different fronts from finance, machinery,
infrastructure, skill education, processing facility and logistics.
However, VINAREX has sufficient experiences with tropical agriculture in
other countries from Central America, China to Hawaii to know how to
develop these systems to meet our objectives with limited resources
especially with the diligence, endurance and dedications of
Vietnamese farmers. However, all of these dedications and effort are
meaningless until government policies and practices are supportive of our
hard work. |
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Part I: HIGHLIGHTS
OF OUR AGRICULTURAL DEVELOPMENT |
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Phase 1:
PLANNING,
PREPARATION, DEVELOPMENT OF OPERATION MANUALS, SITES, MATERIALS,
EQUIPMENTS/MACHINERY |
ORGANIZATION and PLANNING: 18
- 24 months of
detail planning, comprehensive preparation, seed developments,
pre-production market establishing etc. |
Written programs and contents have been completed. This phase is to form the organization in 2 or 3
stages; This organization is responsible for writing the plans, set up all
mechanisms and bodies and perform site planning, training, recruitments,
contacts and relationships with various private and public agencies in
Vietnam as well as seeking internationally for support, funding, organizing,
training activities, etc. This 1.5 years will also allow the science and
R&D dept to acquire, develop and create sufficient seedling program and
related planning functions. |
Tasks |
What |
Description |
A. ORGANIZATION |
Executive Body, R & D Support Group and Planning Groups |
This is a typical phase for any organization. VINAREX can be more
complex as it must incorporate international, intergovernmental and
internal core departments. |
B. DETAIL, SPECIFIC
PLANNING |
R&D
Scientific, Technical Group to prep specific plans per ea dept |
Specific crops and industrial developments are written into a detail
plan for future operations or implementation; These to serve as guide
and rules training, working. No crop can be planted without a detail
plan |
C. SITE PLANNING &
TESTING |
Sites are designed, organized, mapped; Infrastructure plan + Test Plot
to finalize crop manuals |
Site Planning may involved groups of crops at selected regions
suitable for such crop and support bodies. |
D. SEED PREPARATION |
Seeds are imported/grown/tested; Short-long term seedling plans |
While research, planning and prep tasks being done, seed programs are
planned, implemented and prepared for future planting. |
E. CROP
MANUAL & TRAINING |
Crop Manuals are completed |
Manuals are specific
"blueprint" and instructions, procedures and rules to carry out each
crop; each site and ea by products. These are used for training of
farmers and workers and mid-management staff |
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Phase 2:
THE FIRST 5-YEAR
DEVELOPMENT STAGE |
First 5 years: 40+
crops, 5 support industries at 5 or 6 different regions; Design,
development and construction of processing and shipping locations |
During and upon the
completion of Phase 1 above, about 40 different crops and support
industries will be established. Production maturity or readiness will vary
with each crop or business. Selection of crops will base on existing
consumption in world's markets. We will not focus solely on the consumers
sectors but include the industrial, processing and manufacturing sectors
based on our knowledge, experience and evaluation of the facts. |
What |
Why/Focus |
How it contribute to
economic growth |
A. FRUIT
GROUP |
Focus on exportable crops and other industrial or specialized
industries |
Focus will be export and industry-oriented crops; Industry focus is on
the food processing, cosmetic, pharmaceutical and specialty markets.
We will not focus on conventional, existing domestic use crops. |
B. ROOT & FIELD CROP GROUP |
Similar to the above, focus on exportables & other industrial use |
Root groups are important to support the export process but we must
carry out in highly advance forms to better compete with China. |
C.
GREENHOUSE/INDOOR GROUP |
Designed for domestic use, cash flow, export. Mostly modernized
hydroponic systems are planned |
Greenhouse program is a comprehensive plan important to Vietnam's
future food supply and public health. It covers a network of
greenhouse from North to South to supply cities; Some will be for
export |
D. OTHER LONG TERM
GROUP |
Longer term ornamentals, tree, forestry, pharmaceuticals and related
groups |
These long term crop groups will be developed over 4 to 7 year span
due to their long maturity. Their markets are not limited to
decorative use but for our long term industries from pharmaceuticals
to wood. |
E.
CROPS FOR THE FOOD PROCESSING/FOOD SERVICE INDUSTRIES; INDUSTRIAL,
COMMERCIAL USE CROPS |
Agriculture-supporting and related industrial manufacturing and food
processing to be developed |
Entwined in all agriculture will be specific support by products to
food and non-food industries to be developed |
Our agricultural plan is a nation-wide plan on a larger scale with
each crop is designed to become AN INDUSTRIAL STRENGTH crop for
Vietnam therefore they are planned quite differently than a typical
crop being developed by an individual company. To support larger
exports we must develop and organize a system and a network for each
crop group thereby infrastructural foundations and processing facility
can be made possible at lowest cost. |
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Phase 3:
THE LONG TERM
10-YEAR FOLLOW-UP AND COMPLETION PLAN |
Complete over 60 long term
crops, forestry regeneration, etc. Development of other food processing,
agricultural by-products and agriculture-related industries to support
industries such as tourism, fast food, supermarkets, institutional
users... |
Certain crops require long
term planning due to reasons such as (a) additional construction of
processing center (b) plant or seedling maturity (c) suitable site
planning and government cooperation, etc. However another 60+ crops will
be our target for the next 10 years. The last Phase of the agricultural
program is the completion of approximately 60 long term crops and their
support systems, infrastructure and marketing foundations. |
What |
Why/Focus |
How it contribute to
economic growth |
A. COMPLETION
OF 60 LONG TERM CROPS |
Most of these long term crops are in groups of Ornamental, Foliage,
Potted, Field, Forestry and Pharmaceuticals |
Long term crops are developed later but will be significant for long
term growth the the specific industries we have in mind that we will
develop for these crops. These crops will also contribute many factors
in regenerating the environment, forestry resources and global
warming. |
B. INFRASTRUCTURE &
PROCESSING FACILITY FOR THESE CROPS |
It
also takes at least 5-6 years to build the infrastructure and
processing facilities to industrialize these crops |
Long term crops are with more stable export markets and therefore need
more organized planning in processing facilities. They generate larger
number of long term businesses and facilitate broader industries
compared to short term crops which are primarily for food,
consumption. |
C. SUPPORT
BY-PRODUCTS AND RELATED INDUSTRIES |
Support By-Products are micro projects to expand local market while
support growers w/ income |
While these crops are being planted, we must work on concurrent
industrial developments for these crops and also smaller by-products
to create cash-flow, jobs and expense coverage for farmers and for
other longer term industries |
D. DEVELOPING THE
INDUSTRIES these crops are intended for |
Industries related to these crops are develop during this period:
Wood, Pharmacology, gifts, furniture, etc. |
Various long term industries we have planned for these specific crops
such as WOODS, FURNITURE, PHARMACEUTICALS, TOURIST GIFTS, DRIED GIFTS,
etc. These are suitable for the dexterity skills by most Vietnamese
men and women. |
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Other
Concurrent Development:
GENERAL AND SPECIFIC INSECTS AND DISEASE PREVENTION AND CONTROL |
STRICT & COMPREHENSIVE
INSECT
CONTROL AND ERADICATION PROGRAMS; RIGID INSPECTION PLANNING AND TRAINING
OF AGRICULTURAL INSPECTORS; STRICT CRIMINAL ENFORCEMENT OF VIOLATIONS OF
PLANT QUARANTINE LAWS BY FARMERS AND EXPORTERS |
As professionals in
agriculture, import and export, we understand the needs of other
countries to protect and prevent the migrations of undesirable insects,
diseases and even viruses associating with agricultural exports. Unlike in
China, we advocate the elimination and prohibition of the use of
bio-chemicals, hormone stimulants and untested pesticides.
Agricultural exports mean strong long term planning and strong enforcement of plant
quarantine regulations and criminalization of export violations to protect
the interest of our export and to respect other nations of their economy
and public health. We will advocate the use of scientific and technological
instruments and method for insect control and eradication and will devise
strict and controlled atmosphere planting condition to promote an
insect-free, bacteria-free export from Vietnam. |
What |
Why/Focus |
How it contribute to
economic growth |
A. Systematic
Insect Control Program for specific crop and locality |
This plan is mandatory for each crop with particular emphasis on
dangerous insects that may threaten exports |
An effective insect and disease control plan is essential to both
export and domestic agriculture. Without one, we cannot export and we
are confident in our ability to set up a program as such in Vietnam
due to the large labor force we can employ to do the work. |
B. Special control
plans for specific quarantine insects, issues and policies by
importing nations |
Special control plans for certain insects/diseases must be in place in
direct consultation with importing nations' agriculture officials or
scientists |
Specific control plan w/ specific target insects or diseases on
specific crop must be in place within the site as well as the entire
locality surrounding the agricultural site. This is important and
beneficial for all when insects are always monitored and eradicated
anyway. |
C. Development of
large scale + nationwide insect monitoring system for prevention and
Research use |
Nationwide plans seems large but costs less in long runs as they
prevent the spread of insects and alarm us of new insects. |
Nationwide plans are excellent to agriculture as well as for the
environment, for public health and for other industries. We will
develop also a vector (mosquito) control plan for Vietnam especially
in disease-frequent regions due to mosquito. |
D. Comprehensive
developments of BIOLOGICAL, MECHANICAL. TECHNOLOGICAL CONTROL methods |
Biological and other non-chemical control methods are important to us
as they are less harmful to plants and humans |
Our emphasis and priority will be the use of NON-CHEMICAL methods as
discussed thru-out our website. Although the use of chemical
insecticide is still a must, we must train people more about the
proper applications and education for a safe and smart use of
chemicals. |
E. EDUCATION AND
TRAINING of farmers against the use of illegal chemicals and drugs |
We
must train Vietnamese people about the dangerous use of reckless bio
agents and drugs |
We are against the reckless use of bio-chemicals and systemic
pharmaceuticals by the Chinese. These will be dangerous for humans,
especially for children and pregnant women. They also incubate and
transmutate new pathogens beyond our ability to control or detect. |
Unlike domestic crops or small scale exports, nation-wide agricultural
plans require a systematic and effective insect and disease control
plan for (a) The specific crop (b) The entire geographic areas where
such crop is located (c) The monitoring network covering at least 50
miles radius to the crop site and (e) A system of long term insect and
disease research and development plan with focus on CRITICAL INSECTS
OR DISEASES that can be detrimental to Vietnam's agriculture. We will
focus our entomology and pathology programs more on the use of
NON-CHEMICAL control, NATURAL AND BIOLOGICAL control with extensive
use of modern technology or equipment that least harmful to the
environment, to useful species of plants of insects. We are against
the reckless use of bio agents, antibiotics and hormone stimulants
like the Chinese and will actively educate farmers about the dangers
to humans, children and the environment associated with these use. |
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Other Concurrent
development: OTHER
INDUSTRIAL MANUFACTURING, INFRASTRUCTURE AND ENVIRONMENTAL PLANS |
Other SUPPORT
BUSINESSES, SUPPORT INDUSTRIES, INFRASTRUCTURE AND ENVIRONMENTAL products
and projects are developed at the same time with our agricultural plans. |
As mentioned earlier in other
parts of this site, agricultural crops are not the focus of our
Organization. We will develop other support industries to support long
term agricultural crops, to finance other infrastructural plans, etc. We
will also create and construct a nationwide Bacteria-free greenhouse and
indoor industrial-level productions thru-out Vietnam. Discussions for
these programs are made in their respective chapter. |
Other concurrent development plans in INDUSTRIAL MANUFACTURING,
INFRASTRUCTURE AND ENVIRONMENT are discussed in the respective Chapters. |
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Part II: PLANNING
DYNAMICS: INNOVATIVE, METHODICAL BUT PRACTICAL |
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Previously discussed OPERATION
PRINCIPLES, TECHNOLOGY, etc are the static foundations of our operation.
This section will describe the DYNAMIC PROCESSES. Due to the very
limitations we have to work with (infrastructure, machinery, geography, money),
we have to be INNOVATIVE AND METHODICAL.. But this dynamic process must be
SIMPLE because we are not working with scientists alone. Vietnamese
farmers are excellent workers but VERY NEW to modernized farming.
We have to devise innovative or suitable approach in our
strategies and operations based on the large number of labor force in
Vietnam. These are the key
dynamic designs of our programs: |
A) MULTI-LEVEL
SUPPORT DYNAMICS OF OUR AGRICULTURAL PROGRAMS |
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"Multi-level
support dynamics" must be incorporated and comprehensively
planned in all sensitive businesses or projects during the
development stage. This simply means that at each level or layer
of operation, we must design added support actions and
contingencies to sustain that level of operation for this is
NOT a charity operation but an industrial process. But unlike
Westerners' impersonal styles which is not productive with Asians,
we will be genuinely caring, personal to suit Vietnamese. There is
added cost to design support systems but for Vietnam with a ready
and willing labor pool (vs. US with harder to please workers) and
with our concerted effort with government bodies, this
multi-support system is much easier to plan. |
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MULTI-LEVEL
SUPPORT SYSTEM for each crop or crop group means that External
and Internal support activities are planned to support all
aspects of work and personal life for the crops and for the
farmers and their families. With an organization with
multiple, multi-front agricultural or economic plans, this
support system is possible and will induce better production,
better results at lower cost that any conventional farms or
private company to do. This system is cohesive, cooperative,
comprehensive but cost-effective when we know how to plan. |
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Other Industrial/Business Operations: |
Training, education, professional support |
A Cohesive, cooperative working system on site |
By-products to support the main crop |
Supports for farmers and family members |
Other industries and
businesses are created to generate income to support agricultural plans
during the development stage: Cash flow, production quality, short-term
financing etc. These businesses and/or industries can become
independent industries on their own and supported by agriculture
in return after 5 years. |
These typical support
services are for example (a) Training at various level (b)
R&D dept to provide support, technical services; (c)
Insect/fertilizer and mechanical/equipment services (d) Continuing
education at local universities and support consulting services by
students, etc. |
On site, we will
develop and organize collective or cooperative work from land
prep, planting work, maintenance & processing mechanization work.
This method increases quality at lowest cost; they also give
farmers more free time to study, acquire new skills from farm
management and even to attend schools... |
This INTERNAL support
system will be designed for each crop group at each agricultural
site developed by us. It means that: We will develop crop
by-products, marketing diversity and strategies to bring added
income to support the crop from cash-flow, supply purchases,
equipment purchases, etc. |
Family and personal
supports are also important for productivity and security. Farmers
in our programs will have the priorities for loans, health
insurance, equipment and expansion purchases. Family members also
have priority to work in our organizations, to purchase other
infrastructural products we produce at low cost, etc. |
By designing a
comprehensive support structure for each crop, each agricultural
site and every farmer family and members within our programs, we
can wisely create production strength, product quality, collective
maintenance/processing/harvesting/shipping at lowest cost. It may
seems more costly but it is NOT if we know how to plan
intelligently and cohesively. |
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B) THE
GROUPING DYNAMICS :
A STRATEGY RESULTS
and EFFICIENCY |
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Another strategy in
our development of export agriculture is to make effective use of
DYNAMIC GROUPING. This means that selective crops with similar
planting conditions (different market is OK) will be planned
collectively at one site during the 1st 2.5 years. Plant sites may
cover 1 to 3 nearby Provinces but will use 2-3 packing/service
plants and 1 export processing location. When designing and
planning intelligently, GROUPING can help us to design, plan and
schedule all the preparation, planting, pesticide/fertilization
plan, to harvesting-processing-shipping work effectively at
minimal cost. GROUPING strategy is necessary and productive for
our mechanization, modernization, monitoring, testing, and all
other quality control work for or with the farmers. We will also
make active plans to work closely with local universities to
provide students of various majors to participate in our programs
as PAID INTERNS. This will encourage empirical education and
community involvement. |
Operations Advantages and Objectives for Grouping Strategies |
Modernization- Mechanization |
Strict Export Quarantine compliance |
Precision
Planning and Operation |
Specific
Product Standard/Objectives |
Systemization of Crop/Project Support |
Absolute
Integrity and Cooperation |
With grouping,
mechanization can be done conveniently at low cost. The entire
planting-harvesting-support process can be planned, scheduled and
conducted to ensure results for the farmers and for the
organization. |
Collective grouping of
sites can help us to meet all our pesticide and insect control
objectives and product quality for export. |
Precision Planning and
Operation are a needed for our organization. Management process
and plan can be carried out at less time and cost; We will develop
seek programmers to develop management tools for farmers |
When collective
farming and management can be done, it is much easier for us to
plan and to require SPECIFIC PRODUCT STANDARDS to meet or exceed
export quality from other countries. |
Grouping Strategy also
help us to perform our MULTI LEVEL SUPPORT SYSTEM work a lot
better and cheaper. |
In our business and to
deal with international importers, we must learn to be honest,
trustworthy and professional. Such integrity can be achieved
better when structures and groups are in place. |
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GROUPING strategy
simply means that we have to design numerous crops at 1 or
several nearby provinces to help us plan and execute critical
operational tasks for all crops to clearly meet export
standards + export quarantine objectives. We must have
government supports to create and realize this strategy. In
return, we will contribute to local infrastructure, local
education and increase our contribution to the local
communities, cities. This is an "ALL-WIN" situation for all
parties. |
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C)
MICRO-SUPPORT DYNAMICS WITHIN EACH CROP FOR LOWEST
BREAK-EVEN POINT AND SELF-SUSTAIN CAPABILITY FOR THE FARMERS |
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This is both a
PLANNING STRATEGY and a PRODUCT STRATEGY. It means that each crop
is developed with related business options and by-products with
high returns (a) to support workers, farmers and family (b) as a
means to manage cash-flow, expenses during pre-harvest period; (c)
as a means to lower break-even point (d) to maintain group
cohesiveness or (e) to pay for future expense and other
infrastructure improvements, etc. These are some examples of other
creative support projects we must add to each crop in Vietnam. |
PROCESSED
BY-PRODUCTS DEVELOPMENT |
EXPORT
BROKERAGE OF SIMILAR ITEM |
PRE-MATURITY
and POST MATURITY by-products |
PRE-SALE AND
JOINT VENTURESHIPS |
CREATING
NON-CAPITAL SERVICES |
By products, processed
or fresh can be effective to support the main product in the
future while supporting the staff and/or expenses in between. We
also must make plans to turn by-products into permanent long term
inventory for us. |
Export brokerage of
similar items prepares us for the market while expanding the
product services of the group. These added services needs no added
investment but training can be excellent for farmers or his family
so the family can be more educated about the products we produce. |
Pre and Post Maturity
plans are typical of development, For example, Green Papaya as
pre-maturity and over-ripped ones for processing or packaged food
sales, etc. This strategy prepares us for contingencies but also
prepare us for future expansion. |
A set portion of crops
can be resold for selective market at set low price or to create
partnerships with others for the same crop.
These are common
marketing tools for agricultural products that we must develop
concurrently with the subject crop. |
Non-capital services
can be created by knowing the market and the business. This can be
a wide range of areas within the food industry that we can train
family members (of farmers) to work |
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A typical life of
farmers evolves around his farm and we will take an active
part in working with farmers more as family than as a worker.
We do not follow the impersonal management, philosophy of
Western nations whereby farmers are a commodity and a math. We
will create support programs - finance - social - family - for
every field operation. Support programs are also intended to
bring interim income to lower our break-even
points for impending crop. This is not just a good
sub-strategies but a better human relation management. This is our working methods
and a foundation of our relationship with workers and farmers. |
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TIME TABLE: Color fill to indicate percentage of targeted operation
level |

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COOPERATING NATIONS:
UNITED NATIONS - GREAT BRITAIN - RUSSIA FEDERATION - THE UNITED
STATES - JAPAN
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About us
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5-yr
Agricultural & Economic Program |
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Industrial Manufacturing |
Infrastructure & Environment
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Planning for the
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© 2010 VINAREX ORGANIZATION.
All Rights Reserved. VINAREX is a Non-Profit Professional Private
Organization not affiliated with any governments but operated with the
assistance, contribution and other scientific and technical supports of
international agencies and government bodies of other Nations.
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