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Strategic framework

Priority 1: Developing consumer insight and markets

Scope
Global market volatility, changing consumer preferences and customer demands are placing pressure on commodities.

Understanding, maintaining and developing markets is crucial in responding to these drivers and capturing new value adding opportunities.

Strategies
1.1 Facilitation of market development and intelligence systems for policy, industry, and enterprise use.
1.2 Improve market access through biosecurity and reduce trade barriers and auditing programs to improve food safety (influence State and National agendas).
1.3 Positively influence policy priorities to align with opportunities.

Outcome
The food industry understands and has the ability to capture opportunities in a wide variety of markets.

Priority 2: Enhancing knowledge, collaboration and leadership

Scope
A competitive labour market and ongoing erosion of competitiveness in commodity markets requires a strong focus on attracting, developing and retaining people and capabilities.

The food industry has a skill base which may limit development and competitiveness.

Strategies
2.1 Develop innovative programs to foster business collaboration and entrepreneurship.
2.2 Promote and support the application of workforce planning and development best practice across all sectors of the food industry in South Australia.
2.3 Improve access to a range of education and skills development opportunities, and promote the benefits widely.
2.4 Foster a food culture that excites and attracts people to the food industry.
2.5 Develop South Australia as a leading food and wine tourism destination.

Outcome
The food industry is equipped with the technical skills and business knowledge to implement best practice and collaborates to manage change.

Priority 3: Enhancing capacity, productivity and efficiency

Scope
Global volatility, changing global markets and trade along with pressures on productivity require an assessment of new technology, ideas and products that can be implemented in a cost competitive business environment.

Strategies
3.1 Ensure Research and Development priorities and outcomes are aligned to demand signals and value chain practices (with appropriate technology transfer mechanisms).
3.2 Facilitate joint investment in innovation (products, processes, technology and productivity).
3.3 Facilitate access to shared infrastructure (energy, water, transport).
3.4 Improve systems to capture logistical synergies (distribution and transport).
3.5 Investigate regulatory cost reduction initiatives.
3.6 Facilitate investment attraction.

Outcome
The food industry operates in a cost competitive business and sustainable business environment and improves its productivity to encourage investment.

Priority 4: Optimising environmental sustainability

Scope
Pressures on limited natural resources along with the impacts of climate change and variability require a sophisticated adaptive and mitigative response.

Strategies
4.1 Capitalise and direct our know-how (research, development and technology transfer, policy) to sustain production and processing output.
4.2 Facilitate appropriate ongoing access to significant land, water, marine resources and infrastructure assets for the next 30 years.
4.3 Underpin production and processing with best practice management of natural resources that is formally recognised.

Outcome
The food industry practices sustainable management of its limited natural resources, optimising water, waste, energy and carbon.

Priority 5: Leading in food integrity and security

Scope
The community and consumers are placing further influence on the food industry to provide safe, secure and nutritional food.

Strategies
5.1 Influence and implement national frameworks associated with food integrity (biosecurity, food safety, labelling).

Outcome
The food industry provides safe, secure and nutritional food to enhance consumer confidence.

Priority 6: Fostering regional and community development

Scope
The food sector underpins communities across South Australia. South Australia has a number of unique regional opportunities to add value and create wealth including food, wine and tourism.

Strategies
6.1 Develop and drive regional food strategies and action plans.
6.2 Encourage regionally unique foods.

Outcome
The food industry captures regional and community development opportunities.