Improving consistency of lamb supply

Summary

The main emphasis of this project was to develop strategies and actions to overcome problems in supply and quality of lambs. The two main strategies were: Concentrate on groups of lamb producers and their agents rather than servicing individual producers. Focus on producers whose lambs were traded through quality-focussed alliances seeking to market under company brands with value based marketing systems for procurement. Supply management plans were developed with nine (9) Lamb Marksman groups with a total of 106 responses. This is about one third of Marksman group members.

This information was sent back to all group members and AMLC to assist with lamb forecasting. Lambs were divided into three main carcase weight categories: light < l7kgs trade l7-20kgs heavy 2l-35kgs Individual results were provided on a confidential basis and regular updates were not requested. We have encouraged all Lamb groups to develop their own supply management plans so they share trucking for over the hooks marketing. The plan could regularly be updated at each lamb group meeting but the members must see individual benefits for them to do it. Meetings were held with three lamb alliances. Two of these alliances operated in Victoria in 1997. Our staff assisted in butcher and producer evenings across Victoria for the TABLERITE program. 200 producers (beef and lamb) paid the $100 TABLERITE joining fee. A code of practice was developed for Texel lamb and draft proposals for price setting mechanisms and forward contracts were developed. Only small numbers of lambs were traded through this alliance. Several meetings were held with CASMARK management but no direct assistance from Agriculture Victoria was requested. Many CASMARK producer members were in existing Lamb Marksman groups. Agriculture Victoria was willing to assist alliances in SA and Tasmania during this project but as there were no established alliances, support was focussed in Victoria.

The project objective, by December 1996, was to have at least 5,000 lamb carcase equivalents marketed per week through Product Development Officer (PDO) assisted alliances. The achievement was actually 8,700 carcases per week by December 1996. Actual recording of LIDS information occurred in two abattoirs, one domestic and one export. The domestic plant trades largely in lambs 16-20kg carcase weight and the exporter prefers lambs 20kg+. Both prefer lambs to be Fat Score 2 + 3. For 1996 at the domestic plant the monthly percentage of Trim lamb ranged from 52.9% to 72.6% and Elite lambs from 1.3% to 9.3%. For the exporter, in the months from March to November, monthly percentage of Trim lamb ranged from 42.6% to 57.4% and the Elite lambs ranged from 7.2%to 20.3%. In December 1996 there were 13 Lamb Marksman groups operating across the State.

The number of groups increased from 10 to 13 and the projected number of lambs marketed from these groups increased from 390,000 to 450,000. All of the lamb groups met to share ideas at the Victorian Lamb Development Team (VLDT) launch at the MCG in November 1996. They have now formed an over-arching body called Victorian Lamb Producers which is working with VLDT to initiate and deliver industry driven programs. Training and facilitation programs were offered to the major agencies in Victoria. WESFARMERS took up this offer and met with key clients. Their staff then ran several regional workshops to build on this program and promote the services they offered. WESFARMER staff also attended producer group meetings across the State.

One of the other major objectives of this project was to transfer the responsibility of group facilitation and management to private agencies or group members in at least 80% of producer groups assisted by Agriculture Victoria. We did not achieve this goal and in fact, we believe it is unrealistic and may be undesirable for this to occur. The South West prime lamb group produces approximately 100,000 lambs and is facilitated by a local lamb producer, Kate Joseph. This group has a business plan funded through a PIRD grant and have clear directions for the future. They serve as a model for a self-driven independent group. DAV.I04, funded as part of MRC's interim R&D program has continued to provide the building blocks for a quality assured customer driven lamb industry. It was an important link between the Prime Lamb key program and the new Lamb Consistency program.