농식품 수출조직 운영실태와 육성방안

Abstract

농식품 수출을 안정적으로 수행하기 위해서는 수출활동을 전문적으로 수행하는 수출조직이 필요하다. 정부도 수출조직을 활성화시키기 위해 여러 사업들을 지원하고 있지만 아직까지 자생력과 지속성을 가진 수출조직은 많지 않은 실정이다. 따라서 현재 수출조직 운영실태를 면밀히 파악하고 개선사항을 발굴하여 안정적으로 수출활동이 가능한 수출조직을 육성할 필요가 있다. 본 연구의 목적은 농식품 수출조직 운영실태와 문제점, 수출조직 운영성과를 정량적, 정성적으로 분석하여 수출참여 주체가 강력하게 결속하여 안정적으로 수출활동을 수행할 수 있는 수출조직 육성방안을 제시하는 것이다. 연구목적을 달성하기 위해 수출전문가와 중앙정부 및 지자체 담당자들을 대상으로 전문가회의를 개최하고 수출업체 및 수출농가에 대한 조사분석도 수행하였다. 또한 해외 수출선진국의 농식품 수출 및 유통조직 운영 우수사례를 분석하여 국내에 도입할 수 있는 방안을 제시하였다. 이러한 분석결과에 의해 수출조직 육성방안은 수출조직 운영 주체별 역할방안, 수출조직 유형별 육성전략, 수출 및 유통조직의 연계성 강화방안으로 구분하여 제시하였다.

Background of Research Even though government is supporting Export Leading Organizations and the Export Council, there are not many Export Leading Organizations which are activated to the level of having self-viability and sustainability by country or by product. And there are many elements to improve in order to develop individual export firms and exporting farms as export organizations by uniting them with Export Leading Organizations or to foster individual organizations as strong export organizations. Accordingly, it is necessary to identify the current state and problems related to the operation of export organizations, to analyze the influencing factors to the performance of operation and thus to make suggestions on the export promotion plan through which export organizations can continuously carry out export activities with self-viability. Method of Research We reviewed previous studies to identify a supporting system for fostering export organizations including export leading organizations. Also we examined previous studies related with export impact factor analysis, DEA analysis and the SUR model to evaluate the performance of export organizations. We investigated the cases of France and Italy to analyze foreign cases, and arranged the cases of New Zealand and Australia to find out an introduction plan suitable for Korean agricultural circumstances. We held several advisory conferences to check the method and result of research. Also, we interviewed export organizations to identify their problems and ways to develop them. We carried out studies for analyzing impact factors of management of export organizations and cases of management of export organizations.Research Results and Implications The results of our questionnaire survey on the actual state of operating the organizations of export firms and exporting farms reveal that the base to reinforce overall export organizations and the conditions for export activities seemed to be very weak, the fulfillment ratio of contracted cultivation as well as farms education and quality control items to improve the quality control system were low while the production and distribution of quality control manuals was low as well. The results also reveal that the number of professional marketing manpower to enhance marketing expertise was insufficient and new variety introduction activities were also weak. In order to identify the actual operating state of Export Leading Organizations, the actual state and problems were analyzed by classifying export organizations into four types based on activity level by export stage, the subject of the operation of export organizations and the index of the operation stage of Export Leading Organization. Type I of export organization shows difficulties in securing quantity due to low fulfillment ratios of contracted quantity out of export quantity showing weak marketing capability, and apple and pear export organizations are applicable to this type. Type II of export organization shows high fulfillment ratios of contracted quantity whereas the quality and safety management system is weak as compared to that for garden fruits. As this type is a producer-focused organization, the drawback of this type is weak export marketing activities, and the applicable items to this type are sweet persimmon and mushroom. Type III of export organization has the characteristics of low export fulfillment ratios out of contract quantity due to export firms' insufficient means of systemizing exporting farms even though export firms' export driving tendency is strong, and the applicable items to this type are winter strawberry and melon. Type IV of export organization is securing the sustainability and stability of the operation of organizations by retaining not only export quantity and quality control but also export marketing expertise and negotiating power as individual export organizations. After the individual export organizations' participation as export organization of unifying stage, however, the export activities of the united organization show the limit in terms of the growth and settling down of the organization. The items applicable to type IV are paprika and flowers (rose). The factors which influenced the operational efficiency and operational performance of export organizations were analyzed using the result of the questionnaire survey on export organizations. Based on the result of output oriented analysis, technical efficiency was 0.258 which represents the level where current output level will be significantly increased without increasing current input level. When considering realistic export conditions, strategic support and management of the factors which affect the operational efficiency of agri-food export organizations will be required as export organizations can be transferred as efficient export organizations by enhancing the input level of factors that affect export volume without changing current export volume level. And also, as it is not easy to say that the organizations which received the benefits of Export Leading Organization supporting projects achieved more meaningful performance in terms of the efficiency of organizational operation than non-leading organizations which received no benefits, it is necessary to establish the strategy to enhance the operational efficiency of Export Leading Organizations and the performance of organizational operation. The result of analysis of the factors which affected the operational performance of export organizations revealed that the more the number of education offered to farms is from a quality control aspect and the more the number of dedicated marketing manpower is from a marketing activity aspect, the higher export volumes were. The result also showed that from the aspect of organizational operation in the case of mushroom, the effect of increase in export volume from unifying the organizations was significantly bigger than that for flowers which is reference dummy and that factors such as joint settlement quantity, the number of dedicated manpower for quality control and the number of participations to export exhibitions did not give significant influence to export volume. In the model where export unit price was taken as a dependent variable, the number of dedicated marketing manpower showed to give positive (+) influence whereas other variables such as joint settlement quantity, the number of farm education, the number of participation in export exhibitions, the number of farms and the existence of Export Leading Organizations showed no significant influence or no positive (+) influence, and the export unit prices of garden fruits showed higher than that of flowers which are reference dummy items. Core tasks to foster export organizations are: First, support should be rendered so that export organization support projects can establish the role by the subject of organizational operation and carry out the role of the respective subject. Exporting farms are required to participate in equity investment to a producer organization in order to carry out systematic activities in the export organization operation system and to have strong will to supply export quantity and to comply with quality control system guidelines. The representatives of producer organizations are required to secure equity investments from production farms and export firms with strong will to foster their export organization as management who is responsible for export. And as price stabilizing fund to compensate the loss of exporting farms which may be incurred due to changes in domestic and foreign supply and demand conditions for export items, producer organizations' self-reserve fund and check-off fund should be established while the National Agricultural Cooperative Federation (NACF) should be able to give Cooperative's mutual support fund (support with no interest basis) as incentive to regional Agricultural Cooperatives and item Agricultural Cooperatives which participate in the operation of export organizations or to activate the fund as a means to unifying farms. The representative support project for export organizations which local governments have to perform is the creation and operation of export check-off funds for export items so that check-off funds can be created by export organizations themselves and contribute to the stabilization of export price and the stabilization of revenue for exporting farms. Secondly, the most important project to implement in order to enhance the self-viability for the operation of export organizations in setting the direction of export support projects of central government is 1) the creation of the price stabilization fund and check-off fund. As the operation of the price stabilization fund and check-off fund may be usefully utilized as a means to enhance the revenue stability for the producers who participate in the management and organization of export organizations and the expansion of the size of check-off fund may be utilized as a means to reinforce distribution and export function by item, it will be necessary to improve the fund operation system so that the system can be operated as an effective system. 2) Supports for streamlining of window for the promotion and support for export organizations should be rendered so that export organizations can reinforce the connectivity of specialized production complexes and producers' distribution centers playing the role of the main agent, and the support system should be improved so that available support funds related to export organizations can generate benefits to the producers who participate in the export organizations and producers' distribution centers. 3) And also guidance should be given to export organizations by item so that the export organizations can be connected with representative distribution organizations in mid to long-term. Adjustment of domestic supply and demand can be difficult and the creation and operation of check-off fund may be limited based on the operation of export organization by item only. Accordingly, it will be necessary to consider the connectivity of export organizations with domestic distribution organizations in order to cope with the adjustment of supply and demand and the launching to overseas market for domestic market level as a whole. And for that reason government's support projects for export organizations and export check-off fund should be connected with representative organizations by item and the creation of check-off fund. 4) Support for the area which will enhance the performance of the operation of export organizations should be reinforced. The result of analysis for the factors which influence the operation of export organizations indicated that education, consulting and dedicated marketing manpower were such factors. 5) To prepare for the situation where export subsidy may be abolished through the international negotiations, the ratio of indirect support project should be increased in mid to long-term. Although the influence of export logistics cost on the operation of export organizations is significant, independent operation capability of export organizations should be enhanced to prepare for the reduction possibility of export subsidy in mid to long-term. In order to be able to substitute the logistics cost support project of government, the improvement of existing support projects or the exploration of new projects will be also necessary. Thirdly, reinforcement of the connectivity of export and distribution organizations is required. To achieve this, producers and export firms who are main agents that participate in export organizations are connected with specialized production complexes which supplied export quantity in the first place and a system should be established so that items should be jointly selected at the producers' distribution centers and then export quantity is supplied. Agricultural products produced by the producers who participated in export organizations are selected and shipped through producers' distribution centers in chief producing areas and a certain ratio of price stabilization fund is accumulated for total shipment quantity to utilize as a means to accumulate check-off fund for supply/demand adjustment and price stabilization. At the initial stage of fostering export organizations, an approach in individual item unit is judged to have high possibility of success for the operation of export organizations. In case producers' organization handles various items, however, as it becomes the base for the dealing system for all the year round as well as the base for fostering power of dealing negotiation, we can consider the promotion of export organizations by region in the future. Fourth, the purpose of the policy to support fostering export organizations is to reinforce the activities of export organizations for certain items and to establish the base for sustainable and stable export with negotiation power in the export market through the expansion of scale. Finally, the export organizations should be developed and grown as representative organizations for export items and be connected with national representative organizations by export item to accomplish the adjustment of domestic supply/demand and export quantities and the stabilization of prices and farm income.Researchers: Kim Kyungphil, Han Junghoon Research Period: 2015. 1. ～ 2015. 10.E-mail Address: kkphil@krei.re.kr