Search
Displaying 71 - 80 of 96
April 19, 2017
Grain Market Outlook
at a
record high 252.3 mmt up from 241.7 mmt last year, and 217.6 mmt two years ago. And fourth, World wheat
percent ending stocks‐to‐use (S/U) of 34.05% ‐ up from 34.0% last year, and from 30.85% two years ago –the
highest since MY 2005/06.
For a perspective on how historically large World total wheat stocks and World wheat percent stocks‐to‐use
now are, in MY 2007/08 the 34‐year low in World wheat ending stocks of 128.1 mmt and at least a 57‐year low
in percent ending stocks‐to‐use of 20.9% stocks/use both occurred – the last major World wheat “short crop”
marketing year. The situation in MY 2007/08 compares to projections of 252.3 mmt ending stocks and 34.05%
ending stocks‐to‐use projected for “current” MY 2016/17. The present “large crop‐over supply” situation in
World and U.S. wheat markets have a prevailing negative influence on U.S. and World wheat prices.
However, the broader “large crop‐over supply‐low price” situation in the World wheat market may be
“obscuring” at least a couple of other important market issues. First, while the quantity of wheat available in
the World is plentiful, the available supply of high protein milling wheat is less so. This factor helps exports of
both U.S. Hard Red Spring (HRS) wheat (higher protein – good quality) relative to World wheat export
competitors. Second, while the aggregate supply of wheat in World markets has grown, the supply of wheat in
the “World Less China” is projected to have actually “contracted” or “diminished” in “current crop” MY
2016/17 compared to a year ago – down to the tightest supply‐balances only marginally larger than existed in
MY 2013/14. If this “China factor” eventually leads to noticeably tighter available global supplies of exportable
wheat to occur in coming months, it could have a positive impact U.S. wheat market prices in late‐Spring 2017.
Even so, given the broader World wheat market’s current focus – it is likely that significant World wheat
production problems and/or trade disruptions would need to occur in year 2017 in order to have wheat prices
recover significantly by spring‐summer 2017. Ongoing strength in the U.S. dollar exchange rate is a serious
negative factor limiting the competitive affordability of U.S. wheat exports. These factors have resulted in
higher U.S. wheat ending stocks and % ending stocks‐to‐use, and have caused U.S. and Kansas wheat cash
prices to fall sharply – down near to and below the marketing loan rate in many Kansas locations.
USDA U.S. Wheat Supply/Demand Forecast for “Next Crop” MY 2017/18: On February 23‐24, 2017 at the
Agricultural Outlook Forum in Arlington, Virginia, the USDA released their grain market supply‐demand and
price projections for “next crop” MY 2017/18. With additional acreage and usage information the March 31st
Page | 2
USDA Prospective Plantings and Grain Stocks reports, and the April 11th USDA World Agricultural Supply and
Demand Estimates (WASDE) report, the following projections for “next crop” MY 2017/18 are figured. For
“next crop” MY 2017/18, 2017 U.S. wheat plantings are projected to be 46.059 million acres (ma) – down from
50.154 ma in 2015. Harvested acres for 2016 are forecast to be 39.050 ma – down from 43.890 ma a year ago.
Trendline 2017 wheat yields for 2017 are projected at 47.1 bu/a, down from the 2016 record of 52.6 bu/ac,
while the adjusted 2017 U.S. wheat production forecast is 1.839 billion bushels (bb), down from 2.310 bb in
2015. Projected “next crop” MY 2017/18 total supplies are 3.118 bb (down from 3.395 bb in “current” MY
2016/17), with total use of 2.191 bb (down from 2.236 bb in “current” MY 2016/17).
Given these numbers, the adjusted USDA projection of “next crop” MY 2017/18 ending stocks equals 927
million bushels (mb) (vs 1.159 bb a year ago), with percent ending stocks‐to‐use of 42.3% S/U (vs 51.8% last
year and 50.0% the previous year). United States’ wheat prices are projected to average approximately $4.25
/bu – up from $3.85 in “current” MY 2016/17, but down from $4.89 /bu in MY 2015/16, and $5.99 /bu in MY
2014/15. It is assumed by Kansas State University that these adjusted USDA projections for “next crop” MY
2016/17 have a 50% probability of occurring.
Three Alternative KSU U.S. Wheat S/D Forecast for “Next Crop” MY 2017/18: As an alternative to the USDA’s
projection, three potential KSU‐Scenarios for U.S. wheat supply‐demand and prices are presented for “next
crop” MY 2017/18.
KSU Scenario 1) “Trend Yield” Scenario (25% probability) assumes for “next crop” MY 2017/18 that the
following occurs. It is assumed that there will be 46.059 ma planted, 39.334 ma harvested, 47.0 bu/ac trend
yield, 1.849 bb production, 3.128 bb total supplies, 975 mb exports, 190 mb feed & residual use, 2.191 bb total
use, 937 mb ending stocks, 42.8% S/U, & $4.20 /bu U.S. wheat average price.
KSU Scenario 2) “Higher U.S. Wheat Exports” Scenario (15% probability) assumes for “next crop” MY 2017/18
the following. The following is forecast for “next crop” MY 2017/18, i.e., 46.059 ma planted, 39.334 ma
harvested, 47.0 bu/ac trend yield, 1.849 bb production, 3.128 bb total supplies, 1.150 bb exports, 190 mb feed
& residual use, 2.326 bb total use, 802 mb ending stocks, 24.10% S/U, & $4.90 /bu U.S. wheat average price;
KSU Scenario 3) “Short U.S. Wheat Crop” Scenario (10% probability) assumes for “next crop” MY 2017/18 that
the following happens. This scenario assumes 46.059 ma planted, 37.124 ma harvested, 40.0 bu/ac low yield,
1.485 bb production, 2.769 bb total supplies, 975 mb exports, 175 mb feed & residual use, 2.175 bb total use,
594 mb ending stocks, 27.31% S/U, & $5.50 /bu U.S. wheat average price.
…
July 18, 2012
Energy
have increased sharply since 2005/06 ............................5
Figure … cost variability and greater risk management challenges ...........18
Figure … consumption began declining in 2005 in response to the higher …
July 18, 2012
Cash Prices & Marketing Strategies
have increased sharply since 2005/06 ............................5
Figure … cost variability and greater risk management challenges ...........18
Figure … consumption began declining in 2005 in response to the higher …
August 15, 2016
Breakout session presentations
2016 Risk andProfit Conference
Breakout Session … Through KFMA he provides profitability analysis as well as income … “Boom” times: increased profit margins and cash flows can encourage growth of farm operation and expanded borrowing• …
November 1, 2009
Pork Quality Grading System and Wholesale Pork Price Reporting
research in
livestock market risk
management, beef demand … handling, food safety,
price risk management and
analysis … Team, 2009;
Coffey et al., 2005; Schroeder et al., 1998 …
November 1, 2009
research in
livestock market risk
management, beef demand … handling, food safety,
price risk management and
analysis … Team, 2009;
Coffey et al., 2005; Schroeder et al., 1998 …
September 1, 2009
Assessing Business Opportunities
Abstract
Business development is crucial for sustained economic progress and individual well‐being.
This paper describes how to provide support for business development efforts in communities
in conflict environments or only recently emerged from conflict environments. It uses the
Cascade Approach® to provide a clear and practical framework for developing businesses that
are carefully and deliberately discovered by people who are passionate about them and are
capable of marshaling the requisite resources to transform ideas into exploitable value.
The author is an assistant professor in the Department of Agricultural Economics, Kansas State
University. He may be reached by telephone at (785) 532‐3520 and by email at
vincent@ksu.edu.
There are worksheets accompanying this paper and they are available at www.Agmanager.info.
Contents
INTRODUCTION ............................................................................................................................... 1
Research Problem and Paper Outline ......................................................................................... 1
PART I: PHILOSOPHICAL FRAMEWORK ........................................................................................... 3
The Geography of Economic Thought ........................................................................................ 3
Our Assumptions Are Not Necessarily Universal ........................................................................ 4
Establishing the Purpose for Action ............................................................................................ 6
PART II: OPPORTUNITY DISCOVERY AND ASSESSMENT.................................................................. 8
Defining the Person Searching for Opportunities ....................................................................... 8
The Conscious Search for Opportunities .................................................................................... 9
Assessment of Identified Opportunities ................................................................................... 11
Transforming Opportunities into Exploitable Value ................................................................. 12
Marshaling of Strategic Resources ........................................................................................... 16
Assigning Responsibilities ......................................................................................................... 18
PART III: FROM STRATEGIC THINKING TO STRATEGIC ACTION .................................................... 19
There Are No Islands ................................................................................................................. 19
Executing the Ideas ................................................................................................................... 20
There Are No Linearities, Expect Breakdowns .......................................................................... 22
CONCLUSION ................................................................................................................................. 23
REFERENCES .................................................................................................................................. 24
1
Practical Strategies for Business Development in
Conflict and Post‐Conflict Environments
Vincent Amanor‐Boadu
August 2009
INTRODUCTION
Conflicts can have adverse effects on people’s decision‐making capacity
and influence their relationships. This is because conflicts affect the
sensemaking that people bring to events and situations. Entrepre …
January 1, 2006
Animal ID & Traceability
exporter
in the world in 2005 (behind only Brazil).
Because … liability recourse in
the event of a legal claim by future … im-
prove efficiency and increase profitability. For
example, one operation …
June 28, 2018
Hedging & Options
… … an 50 years. The magnitude of capital at risk in the
industry together …
March 1, 2013
12-18 months
- Should be profit opportunities on the horizon … will enjoy what share of the profits (cow-calf, background,
feedlots … • Examine Feeder Cattle Risk Management Alternatives
• …