Page 14 - Food&Drink Nov-Dec 2020

BY ASSOCIATION
The power of advanced manufacturing
It took a global pandemic to focus the attention of government and business on the necessity of a robust, nimble and diverse manufacturing sector. For Australian Manufacturing Growth Centre managing director Dr Jens Goennemann, now is the time for Australian manufacturing to shine.
The Tasmanian Oyster Company’s laser etching process will add $7m to the Tasmanian oyster industry.
MANUFACTURING is the single most promising capability that can transform a lucky country into a smart country. A smart country can make complex things. A country that cannot do so, while still doing well, is a lucky country.
This transformation to a smart country is at the centre of the federal government’s $1.5 billion Modern Manufacturing Strategy. It sets out to support manufacturing through generating high-value jobs and rebuilding economic prosperity. The Strategy focuses on six manufacturing priority areas, including Resources Technology and Critical Minerals Processing, Medical Products, Recycling and Clean Energy, Defence, Space and, importantly, Food and Beverage manufacturing.
These six areas have been identified as areas of intense focus, because as a nation these industries perform already very well – and we can do even better.
Growing Australia’s manufacturing capability is key to long-term prosperity and a healthy future for generations to come. Australia must manufacture complex products instead of only extracting base elements. It is here that a significant opportunity exists for food and beverage manufacturers to advance, innovate, become more productive, and export.
Take for example a
recent AMGC project
with Tasmanian shellfish producer, Tasmanian Oyster Company. Its idea is simple, yet the impact is immense.
It all stemmed from an uncomplicated question: how could they differentiate their products from cheap imports and compete not only on cost–butonvalue–inthe domestic and export markets?
The answer was straightforward – become an advanced manufacturer.
THE KEY IS TO COLLABORATE
By collaborating with industry and research institutions, Tasmanian Oyster Co has developed a new CO2-based laser etching process that allows the company to mark a branded logo onto the oyster’s shell, providing customers
and marketing possibilities. Plus, it will provide a $3.5 million increase in revenues to Tasmanian Oyster Co. through an estimated 25 per cent growth in exports.
The project is expected to generate 20 new jobs across the entire manufacturing ‘smiley curve’ from R&D, design, logistics and production through to marketing, sales, service and support. In one simple example, Tasmania Oyster Co. has become an advanced manufacturer by embracing the power of technology and collaboration.
Becoming an advanced manufacturer should not be daunting, after all, it is not about what you make but how . A good place to start the journey is by reading AMGC’s latest body of research – Ten Ways to Succeed in Modern Manufacturing. Available via AMGC’s website, this report sets out 10 practical steps for Australian manufacturers to advance. Alternatively, AMGC encourages manufacturers to reach out to one of its state directors.
Tasmanian Oyster Company is one example of how technology, and collaboration with research institutions can boost profits
“ Manufacturing is the single most promising capability that can transform a lucky country into a smart country. A smart country can make complex things.”
with peace of mind concerning the provenance and quality of the oyster.
Better still, the company anticipates the solution will increase the “product to price density” by $5 per dozen oysters sold, add $7 million to the Tasmanian oyster industry through the new authentication
and provide greater job opportunities. In fact, by doing precisely what Tasmanian Oyster Co. has done our manufacturing industry, and Australia as a whole, will become smarter, more resilient and more prosperous – this is the power of manufacturing, and we will need toseemoreofit! ✷
14 | Food&Drink business | November-December 2020 | www.foodanddrinkbusiness.com.au