JMEA National Exporters' Month 2022 E-Magazine

JMEA ExporterS’ Month Magazine 2022

Messages from the

04

Seaboard Marine

11

The Cost of Quality

14

ARC Manufacturing

16 18 20 23 26 28 30 32 36

Governor General Prime Minister Leader of the Opposition Minister of Investment and Commerce President of JAMPRO President of JMEA Executive Director of JMEA

Measuring Failure Costs in Manufacturing

Table of

Jamaica Special Economic Zone Authority

Tortuga

Jamaican Teas An Exporters Guide

26

to Fast and Efficient Shipping

Benlar Foods

The Export Max Experience

Jamaica Trade Information Portal

A Valuable Trade Resource: 3 Years Later

Grow with Exports

by The Ministry of Foriegn Affairs & Trade

A Brilliant Model for Jamaica

by Grace Kennedy www.jmea.org

1

JMEA Exporters’ Month Magazine 2022

41 65

50

70

Connecting & Integrating

38

Making Money

41 44 47

with Regional & Global Value Chains During a Pandemic

Strategic Leadership

by Lisa Hanna

Assistance to SMEs

by Anti Dumping & Subsidiaries Commision

Emerging Opportunities

for Jamaican manufacturing from the ‘new normal’

Expanding

to Meet Export Demand

Retooling & Restructuring the economy 2

59

59 62 65

Madrid Protocol

to Drive Export Growth

The 14th Caribbean

Renewable Energy Forum

Reorienting Agriculture

for Export through Agro Parks & Productions Zones

Transforming Challenges

into opportunities

Trade Remedies

50

an integral part of Manufacturing Strategy to Build Resilience in an Open Economy

53 56

Linga Ya Farms

Spring Gardens Processing

The Export Max Experience

68 70 74 76

www.jmea.org

JMEA Exporters’ Month Magazine 2022

over seven decades, the Jamaica Manufacturers and Exporters Association has provided representation, services, support, and the leveraging of networks for its members to ensure that the manufacturing and export sectors create sustainable growth and quality jobs.

representation and strategic planning.

It is to your credit that there has been increased capacity in many enterprises in relation to export markets and in meeting international best practice standards even in this time of uncertainty and change.

One of the goals of Vision 2030 is a Jamaica with a prosperous economy, with the expected outcome of ‘an enabling business environment and internationally competitive business structures’.

Jamaica is blessed with a wide range of manufactured goods, agricultural produce, crafts, and other products that are widely sought-after around the world. The observance of National Exporters’ Month will once again proWith the work currently taking place to vide the opportunity to highlight to your increase exports, the initiatives being over 400 members and the nation the A Message from pursued in marketing, business devel- importance of export to the economy The Governor opment, the creation of linkages and in providing employment, promoting General local capacity-building, the Organiza- trade and generating revenue. tion is on its way to achieving its CorHis Excellency porate vision of being “the driving force I congratulate you on your hard work The Most Honourable for the productive sectors to advance a and strong, enduring leadership in the Sir Patrick Allen thriving manufacturing and export-led productive sector. The JMEA continues ON, GCMG, CD, KSt.J economy.” to provide a critical role in national development and with your history of Manufacturing is the heartbeat of a na- Despite the deleterious effects of the producing exceptional results, I have tion’s economy, while exports influence COVID-19 pandemic on the produc- no doubt that this sector is well on its the level of economic growth, employ- tive sector and the society at large, the way to “Building Back Stronger Through ment and balance of payments. For JMEA can be proud of its critical role in Exports”.

MORE RELIABILITY, MORE SUSTAINABILITY, MORE SAVINGS.

GO SOLAR TODAY.

Click Here to Learn More & Sign Up

With support from the United States Agency for International Development (USAID), the Jamaica Energy Resilience Alliance (JERA) provides one-on-one support to help Jamaican businesses: Understand how solar photovoltaic (PV) systems, including with battery storage (PV+), can benefit them.

Navigate the regulatory and installation processes.

Access financing from PV+ developer partners to reduce electricity costs and green their operations with clean energy.

Strengthen power resilience sustainably.

“Strengthening Energy Sector Resilience in Jamaica” is a three-year programme co-funded by USAID and JERA. Visit the JERA website at cadmusgroup.com/cp/jamaicaenergy for more information.

JMEA ExporterS’ Month Magazine 2022

we emerge from the global COVID-19 pandemic. Indeed, this recovery will only be achieved through public private partnerships.

A Message from

The Prime Minister

The Most Honourable Andrew Holness ON, PC, MP

The Jamaica Manufacturers and Exporters Association (JMEA) plays a critical role in driving the productive and agricultural sectors in contributing to real growth in the country’s Gross Domestic Product and economic development, particularly as

www.jmea.org

As a small island developing state, Jamaica is blessed with proximity to developed countries and emerging markets. In that regard, we must capitalise on our geographic and other advantages to increase exports.

I commend the JMEA on the strong efforts made over the many years to the benefit of all.

The Government that I lead, welcomes the participation of the JMEA in the As the leading manufacturing and ex- formation of policies geared towards port association in the country, JMEA boosting exports. Building forward has served as the voice of exporters, stronger will require a greater focus manufacturers, service providers, mi- on innovation, an increase in produccro, small and medium enterprises tivity and the development of more (MSMEs), advocating for the sector as value-added products. a stakeholder in national development.

The JMEA has also grasped opportu- As we embark on the mission to build nities to position itself for innovation a stronger economy, I am encouraging and sustainable growth. The Associa- exporters to identify gaps in the ICT tion has so far done an excellent job sector and create products to fill these through lobbying efforts to increase voids. Building forward stronger means production and earnings to remain that Jamaica should strive to become relevant, in these changing times, to a net exporter of products relevant to maintain lives and livelihoods. the fourth industrial revolution.

Unlocking Jamaica’s export potential is vital to driving growth and reducing the country’s balance of trade with our partners. Indeed, it is important that there should be critical and strategic support to exporters through incentives.

I, therefore, encourage more investors to partner with the JMEA to design financial instruments that are favourable to support the expansion of the export sector. Let us work diligently and creatively to build a prosperous Jamaica.

5

JMEA Exporters’ Month Magazine 2022

The COVID-19 pandemic has highlighted our vulnerability and the need to make our economy more resilient to a widening range of risks, including pandemics, climate change, global supply chain disruption and commodity price inflation. As we navigate the challenges of the post-covid economy, increasing the capacity and efficiency of our local manufacturing and export sectors will play a vital role in achieving strong and sustained recovery.

As we strive to improve the global competitiveness of Jamaican goods A Message from and services, we need to focus on The Leader of value-added products where Jamaithe Opposition ca enjoys positive brand recognition or other competitive advantage. JaMark Golding maica is blessed with innovative and M.P. creative people, and many products which are acknowledged internationIt is with great pleasure that I join the ally as being of high quality. I encourJamaica Manufacturers and Export- age our productive sector to leverage ers Association (JMEA) in celebrat- these niches of opportunity and find ing National Exporters’ Month, under ways to produce commercially viathe theme “Building Back Stronger ble quantities that can penetrate and satisfy export markets.

Through Exports”.

I salute the JMEA for its leadership and engagement of stakeholders in the manufacturing and export sectors, as you encourage your members to produce locally while exporting globally. I also commend and thank our manufacturers and exporters for their sustained efforts to keep their businesses and our economy afloat through very challenging times.

Happy National Exporters’ Month 2022!

JMEA ExporterS’ Month Magazine 2022

Since taking on the portfolio of the Ministry of Industry, Investment and Commerce, I have stated consistently that strong economic growth in Jamaica will be dependent on very robust exports which will have to be driven by significantly increased manufactured high quality products and well-crafted new services. This will need much greater amounts of investments, primarily, local investors.

A Message from

The Minister of Industry, Investment and Commerce

The Honourable Aubyn Hill M.P.

comprised of technical officers from the Ministry and experts from agencies in this Ministry will work to make exporting easier for your membership.

On our path to increased earnings from exports, the Ministry will continue to work with the JMEA to set strategic priorities to grow manufacturing output and expand access to foreign markets for local products and services. The Ministry will also seek to I really appreciate the important part- increase access to finance and supnership that the JMEA has entered port services by our Micro, Small and into with the Ministry, and together Medium Enterprises so that they will we must work towards achieving our be able to grow their businesses. manufacturing, creative and innovaAs a critical stakeholder of the Mintive goals. istry, it is important that the JMEA The Ministry of Industry, Investment & is aware of these objectives that we Commerce is committed to increase have set and will suggest, we invite export earnings through an expanded your membership to partner with us and sustained reach to both estab- towards achieving them. I believe that it is only through a collaborative lished and new markets. Given this and cooperative relationship, and a commitment, one of my earliest ac- focused and decisive approach on tions as Minister was to appoint an growing exports, that Jamaica’s econExpert Export Team to help me craft omy will benefit and be strengthened. the right policies to make it easy for persons and businesses to manufac- I reiterate this Ministry’s sincere apture and craft services in Jamaica that preciation for your dedicated efforts will employ many more Jamaicans, and underscore our commitment to boost our exports and fund new over- using all the resources at our disposal seas markets for our exports. We will to support you as you grow innovause a raft of relevant data to influence tive manufacturing and exports, and our policies. the Jamaican economy.

As the new Minister with portfolio responsibility for investment and exports, I am very happy to join your association in celebrating and promoting Exporters’ Month. Your theme, Building Back Stronger through Exports, fits neatly into the Ministry’s current increased and sharper focus on substantially increased exports to enable greater employment and eco- The issues that exist are not insurmountable and this team which is nomic growth.

www.jmea.org

7

JMEA Exporters’ Month Magazine 2022

A Message from

The President of JAMPRO

Diane Edwards The Jamaica Promotions Corporation (JAMPRO) is pleased to celebrate another National Exporters’ Month with the Jamaica Manufacturers and Exporters Association (JMEA). This year’s theme “Building Back Stronger Through Exports” is timely, as we acknowledge the importance of exports to rebuilding Jamaica’s economy.

This goal to build back stronger is one that we must act on with urgency.

The COVID-19 pandemic has made it clear that Jamaica has to work towards strengthening its exports to boost our

8

Gross Domestic Product (GDP) and in- like financing, scaling operations and crease economic growth. business activity, and finding the right talent to staff their companies.

As Minister of Industry, Investment, and Commerce, Senator the Honour- The Ministry of Industry, Investment able Aubyn Hill always says, we cannot and Commerce, JAMPRO, and several grow economically by relying on our agencies like the EXIM Bank and Jalocal population alone; it is important maica Business Development Corpofor us to bring our products to interna- ration (JBDC), have many resources tional markets. By doing this, Jamaica available for companies to address will not only expand our economy, but these issues and strengthen their opwe will also move closer to achieving erations with the aim of reaching inVision 2030, where Jamaica will be the ternational markets. place to live, do business, and raise families.

JAMPRO, the JMEA, and the JBDC, are currently executing the export deHow can we achieve these goals? velopment programme Export Max, Well, there are several opportunities which up to December 2021 delivered that exist for exporters. Agribusiness, Manufacturing, and Global Digital an impressive 28.33% growth in exServices, for example, are three areas port sales for participants. This initiawhere the government is keen on see- tive and more are making an impact on exports, and we encourage more ing increased export activity. companies to explore and access these Because of that, sector development programmes. strategies are to be executed for these industries to advance, and to provide I am optimistic about the future, and I companies with the support that is re- believe that if we continue to work toquired to flourish while doing business. gether, we will reach our goal of making Jamaica a country that is exporting It is also acknowledged that while it products and services across the world is important for the private sector to on a large scale. It will take a signifidrive growth in exports, government cant effort to achieve this goal, so as must create the environment needed we look forward to moving into a new for exports to increase. We know that era, let us collaborate and innovate to exporters need all the assistance they make Jamaica the next great exporting can get, as there are several challenges destination.

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

A Message from

The President of the JMEA

John Mahfood Our manufacturing sector has been hammered for the last two and a half years by the COVID-19 Pandemic, supply chain disruptions and increased cost of freight and more recently by shortages and significant increases in the cost of raw materials. This has required JMEA members to adjust their operations, cut costs and build inventories. We have seen the effect of this in terms of reduced margins and the impact on profits.

www.jmea.org

Jamaica has been able to weather the storm better than many small vulnerable nations because our Government has done a good job in maintaining fiscal discipline during the last seven (7) years. This has resulted in a significant reduction in our debt to GDP ratio, and provided the Government greater fiscal space to handle the reduction in tax revenue. However, there is now macroeconomic uncertainties. We are concerned about the continued increase in interest rates, with the rationale to slow inflation, currently at 11.8%; this will likely push Jamaica into a recession.

Our economy is at a very delicate stage and these increases will only serve to increase costs in the construction and manufacturing sectors.

The problems of the last 2 ½ years have shown us both the risk of depending on suppliers in far-off countries and highlighted the need to focus on export opportunities to countries closer to home. We must step up our efforts to export to our Caribbean neighbours and be much more aggressive with obtaining trade data and executing trade missions. I strongly believe that our members are stronger now having weathered the events of the previous 2 ½ years and encourage manufacturers and exporters to start building your businesses to greater heights.

Jamaica is a tough place to do business, due to high cost of security; high cost of electricity and gas and high levels of corruption and crime, but we must fight our way through these problems and deliver our goods and services on time and provide great customer service. The JMEA is working hard to support our members. We recently signed a Memorandum of Understanding with the Jamaica Stock Exchange with the objective to get thirty members listed on the Junior Market. This is a great opportunity for any company as it will lead to a transformational change in business operations.

We hope that the world will begin to settle down later in the year. However, these experiences should put us on our guard for the future. We should not become complacent when things return to ‘normal’ as history has shown us that major and unexpected events take place every seven to ten years.

Businesses should operate with this in mind and not overextend resources. Finally, we must be aware that the people of Jamaica have gone through a very difficult time due to the economic decline and the increase in basic food items. We as businesspeople must reach out with a helping hand to those in need, as we look to “Build Back Stronger Through Exports”.

9

JMEA Exporters’ Month Magazine 2022

2021, well below the expected range of 7.0% to 10.0% initially predicted for FY2021/22. Jamaica has not returned to pre-COVID levels and now shows signs of slowing having recorded growth of 1.4% in the fourth quarter of 2021 when compared to the third quarter of 2021.

The Jamaican economy is in a delicate stage as looming external risks may cause a downturn in tourism and a reduction in income of Jamaicans living overseas, which will impact remittances, which coupled with our domestic matters, would undoubtedly A Message from derail any possibility of the economy The EXECUTIVE meeting its growth target, between DIRECTOR OF 2.0% and 4.0% FY2022/23. A susTHE JMEA tainable future is dependent on the resilience of the local manufacturing sector and the expansion of exports Kamesha Blake – both goods and services. In 2021, earnings from exports were valued Like other countries, Jamaica still fac- at US$1,440.5 million, which is 15.2 es adverse macroeconomic conditions per cent above US$1,250.6 million due to the COVID-19 Pandemic, sup- recorded in 2020. Note, however ply chain, and logistics crises, now ag- that 2021 export earnings were 12.9 gravated by the Ukraine-Russia war. per cent below that recorded in the While Jamaica is not alone, we are ex- pre-pandemic period of 2019. Quite tremely vulnerable given our econom- commendable, 2021 exports from ic dependency to large economies and the Manufacture industry were valyears of minimal growth. Preliminary ued at US$721.8 million, up 30.8% estimates indicated that, the Jamai- when compared to 2020. As a small, can economy grew by 4.6 per cent in open, and vulnerable economy, Ja-

10

maica must be strategically engaged in international trade with demand, innovation-driven, high-quality goods, and services. This requires having an enabling business environment, in which investors are confident.

The National Five-Year Manufacturing Growth Strategy, 2020 sets a goal “to grow the manufacturing sector’s contribution to GDP, moving manufacturing output from J$66 billion in 2018/19 to J$81 billion by December 2025”. For this to be accomplished we must substitute imports and exponentially grow export! The JMEA is confident that we can produce and export globally competitive goods and services. As the leading business development organization for the productive sectors, with almost 500 members, of which an estimated 150 are exporters, the JMEA is committed to driving industry development, increasing exports, and promoting Brand Jamaica. We have created many strategic partnerships to provide technical support to our members to help accomplish the goal. There is much more to be done to make Jamaica’s manufacturing and exporting sectors competitive, and we are committed to this cause as we “Build Back Stronger, Through Exports”.

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

SEABOARD MARINE

S

eaboard Marine , head quartered in Miami , FL. was established in 1983 and is the premier ocean carrier providing direct, regular service between North America, the Caribbean Basin, Central, and South America. Seaboard Marine ships, dry and refrigerated cargo, full container loads, less than container loads and units.

Our mission is to be a leader in ocean transportation and logistics where employees partner with customers to provide the highest level of service without exception.

Seaboard Jamaica is the local office of Seaboard Marine and offers weekly service to /from;

www.jmea.org

ÊÊ Port of Miami and Savannah ÊÊ Ports in the North East; New York , New Jersey & Philadelphia ÊÊ Weekly sailing to Bermuda ; 20’DC only ÊÊ Weekly sailing to Turks and Caicos ÊÊ Weekly sailing from Houston & New Orleans ÊÊ We offer door pick up service for full container loads in the USA, Mexico, Canada ÊÊ Weekly sailing from Miami to the Eastern Caribbean islands: Antigua, Barbados, Haiti, Dominica Republic, Dominica (Roseau), Grenada, Bahamas (Freeport and Nassau), Trinidad, and Cayman ÊÊ Weekly sailing from Central America: Belize, Mexico (3 ports), Costa Rica, Panama, El Salvador (door pick up), Guatemala, Honduras (offer door pick up) and Nicaragua (offer door pick up) etc. ÊÊ Weekly sailing from South America: Colombia, Guyana and Suriname

11

JMEA Exporters’ Month Magazine 2022

Less than Container Load ( LCL ) Service Destinations Miami, Cayman, Haiti, Dominica Republic, Antigua, Barbados, Trinidad, Guyana, Colombia, Ecuador, Panama, Costa Rica- San Jose, El Salvador, Guatemala, Belize, Nicaragua, Honduras, Mexico;Puerto Morelos.

Why ship with Seaboard Marine? ÊÊ Seaboard Marine has a weekly service from US East Coast ports to/ from Jamaica

ÊÊ Seaboard operates a 200,000 square feet bonded warehouse in Miami, Florida

ÊÊ Dedicated regional vessels hence regional ports of call are maintained

ÊÊ 30 days – no storage in Seaboard Marine warehouse in Miami

ÊÊ Large fleet of equipment to provide service: dry, reefer, open tops, flatracks

ÊÊ Offer LTL service from Miami, Caribbean, Central and South America

ÊÊ Seaboard Marine is the only carrier in Jamaica offering chassis providing savings & convenience for customers

ÊÊ We pick up, sort, label and wrap your cargo if needed

ÊÊ Ability to use import containers for export turn around saving trucking, time & port handling fees

ÊÊ Electronic wireless cargo tracking via our eservice center

JMEA Exporters’ Month Magazine 2022

The Cost of

Measuring Failure Costs in Manufacturing Contributed By: Sheryl Anderson, Managing Director of Quality Systems Solutions Initiatives

M

anufacturing organizations in developing countries such as Jamaica, need to become aware of their failure costs to reduce their impact on the business. Failure costs are costs resulting from products or services that are not in conformity. These include scrap, rework, returns, product recalls, customer complaints, lost sales, unplanned downtime, and idle time. Simply put, failure costs are the cost of poor quality. Failure costs can be addressed by implementing preventive and appraisal activities such as supplier capability evaluation, training, preventive maintenance, effective production planning and scheduling, testing, inspection, and internal audits.

The traditional accounting system does not account for the costs of failure occurring on the manufacturing floor, and as a result, executive management is not aware of the costs of these failures. For example, labour cost on a profit and loss statement does not readily show if personnel are inefficiently and ineffectively used for failure activities such as rework, scrap, rejects, poor scheduling, idle time, and downtime of critical equipment. Measuring and understanding these failure costs allow the organization to make better decisions to contain costs and become more agile in making revenue-generating decisions.

Imagine this, after measuring the failure costs in one manufacturing company, the total failure costs was 20% of the total sales! Reducing failure costs in this scenario could have improved the company’s net profit by 20%. It must be noted that the acceptance criterion for failure cost is less than 4% of sales pre-tax profit. Therefore, we can conclude that the high cost of failure poses a threat to the viability of

14

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

the company and would prove difficult to provide a return on investment to the company’s shareholders. Unfortunately, most companies in Jamaica are not aware of their failure costs and equally are not aware that the implementation of preventive measures can reduce failure costs by approximately ten-fold.

One Indonesian manufacturing company listed on the stock exchange was able to conclude that 23.6% of the net profit was affected by failure costs such as corrective maintenance and repair costs, and low product quality. If the company had focused on improvement in the quality of the product the profitability would increase significantly because they established a direct linkage to their sales revenue. Analysis of failure costs in several Macedonian companies helped managers to understand the impact of poor quality on the financial results which led them to improve the quality of business processes, products, and services. For example, preventive maintenance leads to improvement in operating equipment efficiency and high plant availability. Preventive maintenance coupled with effective production scheduling improves people utilization and therefore less idle time of workers.

While we advocate for the implementation of a quality assurance system that meets international standards such as ISO 9001, SQF, or FSSC 22200, there is still the need to institutionalize a measurement programme to understand the characteristics of failures. Understanding the characteristics of failures can lead to the implementation of the appropriate prevention programmes that can reduce the effect on the bottom line. Therefore, the use of the quality assurance system results in competitive advantages that are decisive success factors for operational excellence. Studies have shown that an organization’s motivation for attaining quality certification is intrinsic, as it achieves lower-cost operations because of its commitment to continuous improvement efforts that focuses on improving both product and service quality, increasing awareness, and reducing non-conforming incidents. By extension, the prevention of non-conformities is influenced by the improvements in production because of the internal motivation to reduce defects. As a result, the focus on integrating prevention activities in the company’s quality management system yielded significant improvements and better financial performance.

The increase in expenditure on prevention activities reduces failure cost & the turnover of these companies.

www.jmea.org

The qualitative study of the impact of ISO 9001 implementation in two South African clothing and textile manufacturing companies demonstrated a 30% reduction in the defect and waste over a one-year period. Additionally, there was a 30% improvement in material and labor efficiency, a 35% improvement in productivity, and a reduction in resource waste by 80% over five years. That study concluded that the ISO 9001 framework provided an enabling environment for improvement in identifying failures.

The analysis of the data collected from a study of 250 Greek companies revealed that larger companies invest more heavily in conformance costs such as prevention and appraisal costs as opposed to small- and micro-companies that displayed less interest in understanding their failure costs. The increase in expenditure on prevention activities reduced the failure cost and the turnover of these companies. Despite being an advocate of international standards, we understand that the critical objective of all manufacturing companies is to increase profit margin hence the main takeaway from this article is that we need to study our failure costs irrespective of whether the company is certified to international standards or not. Only then can companies implement improvement programmes to prevent or reduce the likelihood of failures and increase profit.

15

JMEA Exporters’ Month Magazine 2022

A

RC Manufacturing Limited is the leading manufacturer of common wire nails and the sole manufacturer of binding wire in Jamaica. The company also specializes in the production of barbed wire, quarter wire, fabric mesh, wire rods, chain link fencing, tracks & studs, purlins, circular & industrial zinc, roofing tiles, hurricane straps, and other roofing products.

Other products which are traded include cement, concrete blocks, structural steel, rebar, merchant bars, plywood, hardboard, cement board, furniture ply, plumbing and electrical supplies, steel plates, paints, furniture lumber and numerous small retail items.

Among ARC’s defining features are its Lumber Treatment (one of the most advanced in the region); the Metal Slitting Plant (a unique offering in Jamaica); superior delivery service; competitive price points; and strong relationships with key stakeholders.

The company also holds the distinguished position of being one of the first companies in the building materials industry to attain the ISO 9001:2015 cer-

16

tification for its Quality Management System. By achieving this, ARC has shown that it is dedicated to meeting international standards and improving operations to meet global requirements.

ARC Manufacturing is renowned for its customer-orientation, superior quality products, and services. Its most significant achievement, however, is in its contribution to the development of the hardware industry. Entrepreneurs with limited capital were able to access the resources they needed to enter the market and position themselves for growth via ARC’s credit facility. As a result, the hardware store industry has seen a remarkable growth - moving from less than 100 to over 350 stores - since 1996.

ARC’s primary distribution centre, corporate offices, manufacturing plants, retail store, and main warehouses are all situated at 14 Bell Road, Kingston 11. The company also operates a distribution hub and sales office at 1313-1317 Ironshore Crescent in Montego Bay. For more details, customers can contact (876) 923-1426, email sales@arcja.com or visit www.arcja.com.

www.jmea.org

Held annually, the World FZO AICE is the world’s “must attend” event for free zones and associated entities. It is an opportunity to build awareness among World FZO members and prominent participants from across the globe.

This year – 2022, the WFZO Annual International Conference gives you the opportunity to connect directly with a diverse audience.

Register now to join the discussion at www.aice2022.com

www.jmea.org

17

JMEA Exporters’ Month Magazine 2022

the Special

T

he Special Economic Zone Authority (SEZA), was established in 2016 under the Special Economic Zone Act with responsibility for regulating, facilitating, promoting, and developing investments in the Special Economic Zone (SEZ) and providing policy direction for the development and sustainability of Jamaica’s economy. Pointedly, the SEZ regime was developed as a part of the Free Zone reform by way of adopting international guidelines to advertently, facilitate competitive trade and proper management of national resources to transform the country into a logistics powerhouse. This operational framework is advanced by the participation of the SEZA in the global ESG movement which has led to the conceptualization of the term, “Sustain-a-Livity” sustain from sustainability and livity from our culture collective guides the approach for all investments. In

other words, it supports the establishment and development of SEZs by considering the environment while being socially responsible and achieving competitive advantage in the international market.

The SEZ regime is an incentive scheme implemented to attract local and international investors while facilitating development and international trade competition. These incentives include reduced Corporate Income Tax and GCT zero rating on goods and services to be used within SEZs. By accessing incentives such as the GCT zero rating, investors are encouraged to purchase from the domestic economy rather than simply, importing from overseas. Based on claims made by zones for GCT zero rating, the following level of domestic purchases for 3 years (Fig 1.) were made for 2019 - 2021.

80+20+K 10+90+K 30+70+K 2019

2020

2021

J $817 M

J $74 M

J $332 M

Fig 1. Domestic Purchases for 2019 - 2021 Source TAJ (USD Millions)

18

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

Today, Jamaica is poised to experience an exponential growth from the development of SEZs in areas such as: job creation, infrastructural development, GDP, technology, and knowledge transfer. This growth will be attributable to the SEZ ecosystem which fosters integration into the global supply chain and provides a platform for the emergence of new industries. SEZs provide opportunities for the transformation and integration of traditional industries to achieve global value. Notably, Jamaica has become a more prominent feature for multi-national firms, owing to its strategic location in the Caribbean, seeking to re-engineer their global supply chains. This provides an opportunity for our MSMEs to take advantage of opportunities of vertical integration or the possibility of third-party outsourcing services. The SEZA, as a customer-centric organization, is prepared to work with all stakeholders to benefit from the regime and contribute to the growth and development of Jamaica.

The SEZ regime is an incentive scheme.

Contact US (876) 619-7392 info@jseza.com jseza.com

TASTE THE SPIRIT

www.tortugarumcakes.com www.jmea.org

@TortugaRumCakes

@TortugaRumCakesJamaica

JMEA Exporters’ Exporter’s Month Magazine 2022

I

n 1984, while working for Cayman Airways, Captain Robert Hamaty and his wife Carlene, an in-flight supervisor, founded the Tortuga Rum Company, Ltd. They introduced the first rums of the Cayman Islands, primarily to appeal as a souvenir to the growing tourist and cruise passenger business. In 1987, they opened the first Tortuga duty free liquor store and later that year introduced the now world-famous Tortuga Caribbean Rum Cake.

their cake the Caribbean’s first commercially produced rum cake. A custom vacuum-seal packaging machine was added in 1991. The process prolongs the cakes’ shelf life for up to twelve months or indefinitely if refrigerated or frozen – ideal for distribution anywhere in the world.

In 1997, Tortuga Imports/Tortuga Rum Cake Company opened in Miami, Florida to handle worldwide distribution, mail order and online sales. Headed by Robert’s daughter, Monique and her husband, Marcus Simmonds, the company was named to the INC5000 list of fastest growing private businesses in United States for four consecutive years.

For years Carlene had baked rum cakes for special occasions, using a four-generation old family recipe. Friends in the food business encouraged her to make it part of the Tortuga line. First offered at a local restaurant, her moist delectable cake was an instant hit.

By 1990 the demand was so great that the On Jan. 2, 2012, the Tortuga Rum Company, company expanded with a bakery, making Tortuga Imports and franchise bakeries Tor-

tuga CRC Jamaica and Tortuga Barbados/Baker’s Choice consolidated their regional interests and united into a new international food group, Tortuga International Holdings, Limited.

At the same time, Jamaica Producers Group, Ltd. (JP) an established international specialty foods group made a strategic investment in Tortuga International. Marcus Simmonds was named Chief Executive Officer and Monique Hamaty-Simmonds the Chief Marketing Officer for Tortuga International. Robert and Carlene Hamaty continue to own Tortuga Liquors, their wholesale and retail liquor distribution business in Grand Cayman and are shareholders in Tortuga International.

Founded in 1925, Jamaica Producers Group (JP) is a vertically integrated, international food company with operations in agriculture, manufacturing, marketing and distribution.

Through its subsidiaries and associated companies, JP operates the leading processor of Blue Mountain coffee, the leading producer of fresh juice in the Netherlands and Jamaica’s leading producer of tropical snacks. The company’s specialty food brands include JP (fresh produce), St. Mary’s (tropical snacks), Hoogesteger (fresh juice), and Jablum (coffee). It is a publicly traded company on the Jamaica Stock Exchange (JSE). See www.jpjamaica.com.

The Tortuga brand is well-known by the more than 20 million annual Caribbean tourists and cruise ship passengers. Tortuga Caribbean Rum Cakes are the #1 export of the Cayman Islands and named the 2020 “Best Cruise Souvenir” by Porthole Cruise Magazine for the 15th year.

Tortuga products are sold across airports, travel retail markets, specialty food departments and gourmet stores throughout the Caribbean and North America, in onboard gift shops of nearly 100 cruise ships and shipped to 70 countries around the world.

20

www.jmea.org

JMEA Exporter’s Month Magazine 2022

JMEA ExporterS’ Month Magazine 2022

J

a m a i c a n Te a s Limited (formerly Tetley Tea Co. (Ja) Ltd) was founded in Jamaica in 1967.

It initially produced only black tea under the Tetley brand as well as providing contract manufacturing arrangements.

sions, namely – Manufacturing, Retail, Investments and Real Estate. Our Retail Division operates a supermarket in Jamaica with future expansion in the pipeline, while our Real Estate Division develops residential and commercial properties in the Jamaica market.

The company was acquired by the father and son team of Adeeb and John Mahfood in 1995. Since then, the product range has been considerably expanded and the Caribbean Dreams brand was launched offering consumers unique herbal combinations and infusions.

The company is the largest producer of teas in the Caribbean with over sixty (60) percent of our revenues represented by exports. Today, with over forty different types of teas, pantry products and natural spring water, our products are exported to fifteen (15) Caribbean markets, the United States, Canada and the United Kingdom. Jamaican Teas Ltd also produces through private label arrangements for a number of other local and international companies.

As a company we believe in developing and offering quality products that are not only practical but safe and economical. Our food products are produced to the highest safety and quality standards thereby providing wholesome benefits to our consumers. Our internationally recognized Safe Quality Food (SQF) certification and our OK Kosher certification are evidence of our commitment to food safety and quality. Efficiency, customer satisfaction and visionary and participatory leadership continue to be the guiding principles in all we do.

Jamaican Teas Limited (JTL) became a public company in 2010 and is listed on the Jamaica Junior Stock Exchange. We continue to diversify our product offerings and are currently undergoing expansion through the addition of other product lines and investments in key growth areas. JTL now comprises three (4) divi-

www.jmea.org

Contact Details:

John Mahfood

Group Chief Executive Officer

Jamaican Teas Limited 2 Bell Road, Kingston 11, JA. +1 (876) 656-9491 | Fax +1 (876) 764-8015

info@jamaicanteas.com www.jamaicanteas.com

23

JMEA Exporter’s Month Magazine 2022

JMEA Exporters’ Month Magazine 2022

AN EXPORTER’S GUIDE TO

Contributed By: Caribbean Airlines Limited

FLIGHT

W

ith significant disruptions to the supply chain over the past several months, exporters have been experiencing incessant delays with ocean shipments while the cost of sea freight continues to rise.

Given these developments, many businesses are switching to air freight to transport goods to their customers in a timely manner.

When shipping via air, there are a number of steps you can take so that products are delivered in the shortest possible time. Follow our guide for ensuring swift and seamless shipping: Select the Fastest Option ÊÊ Choose a higher priority shipping option to ensure that your cargo makes it on your preferred flight. ÊÊ Select an airline which offers shipping through freighter services as well as passenger flights. This will allow you to benefit from a higher flight frequency and more shipping destinations, subject to the size of your shipment.

Book Your Shipment ÊÊ Use your carrier’s e-booking platform so that you don’t have to wait to speak to a representative and you can book your cargo within minutes at any time you’d like.

26

there are a number of steps you can take so that products are delivered in the shortest possible time. www.jmea.org

KIN

JMEA ExporterS’ Month Magazine 2022

to place into outer packaging. The kit should include insulation material, a cooling agent, absorbent material and an aluminium foil bag. ÊÊ If you’re shipping fresh produce, seek the advice of Ministry of Agriculture to ensure your goods are packaged appropriately.

TO JFK ARRIVAL TIME Arrange the Required Documents ÊÊ Shipping fresh produce? Get certification for your packaging house from the Ministry of Agriculture; located at Hope Gardens, Kingston 6. If you don’t have a packaging facility of your own, use the services of a certified packing house. ÊÊ Arrange your Export Assessment Form by preparing documents including the Instructions for Dispatch of Goods, Tally Sheet and Commercial Invoice and hiring a Customs broker to upload your documents to the Automated Systems for Customs Data (ASYCUDA). ÊÊ Find out about any other permits, licenses and certificates that may be required. This will depend on the type of goods you’re exporting. ÊÊ Acquire United States Department of Agriculture (USDA) Clearance if you’re exporting agricultural products to the United States.

Pre-Clearance must be arranged in Jamaica for produce which has been fumigated.

Your Research ÊÊ Verify customs requirements for the destinations you’re exporting to, to ensure that your goods are accepted upon arrival.

Protect Your Cargo ÊÊ Protect your goods by placing them in solid outer packaging and cushioning them with packaging material. ÊÊ Shipping frozen goods? Create a cool kit www.jmea.org

ÊÊ Pay attention to weather conditions in your location as well as the destination, secure your cargo in plastic during rainy weather. ÊÊ Include handling labels on all sides of your packages to ensure that your fragile shipments and other special cargo are handled appropriately. ÊÊ Cover your cargo by seeking cargo insurance to safeguard your business from experiencing financial loss in the event of loss or damage to your shipment.

Before You Visit ÊÊ Leave your packages unsealed for security screening. ÊÊ Add durable labels to each package with the names and addresses of the shipper and consignee, written clearly and legibly. ÊÊ Complete the Shipper’s Letter of Instructions and Security Declaration Form. Be sure that you include a contact number for your consignee so that they can be notified of the arrival of goods right away.

Conveniently located close to Customs and the Ministry of Agriculture in Kingston with an additional station in Montego Bay, Caribbean Airlines Cargo provides connectivity to the Caribbean, North America and several other destinations worldwide.

We offer three all-cargo flights between Miami and Kingston each week supplemented by our passenger flights. Customers can also benefit from our priority and express services, our insurance service and cargo loyalty programme.

For further information, please visit cargo.caribbean-airlines.com.

27

JMEA Exporters’ Month Magazine 2022

the export Benlar Foods Limited Contributed By: Delroy Miller, Mentorship & Advocacy Coordinator

(Export Max III) of the JMEA into the country not being productive friendly. In addressing this market failure, Ms. Benjamin invested over J$50 million to construct a factory, but a series of

Export Max has forced me to become an innovator. unfortunate events, at the height of the COVID-19 pandemic, saw her not allowed to enter her own business place. In hindsight, it seemed inevitable that Benlar Foods would join the ranks of other shuttered small and medium sized enterprises (SMEs) and be counted amongst the failure statistics.

A

visionary, innovator, and a deep passion for agriculture are all traits that characterize owner of Benlar Foods Limited, Craslyn Benjamin. Started in 2015, with a focus on agricultural production and farming, Ms. Benjamin’s mission was to revolutionize agriculture in Jamaica. However, this grand mission was crippled by the lack of infrastructure, which translated

28

With sheer will and determination, Ms. Benjamin was not to be denied her dream of producing authentic Jamaican products on a global scale. Benlar’s silver lining was the timely arrival of the Export Max Programme. A proverbial “sponge”, Ms. Benjamin absorbed much knowledge, to grow her business. She lauded the Export Max team for the support granted, especially as it relates to information gained from training sessions on export, market intelligence and penetration. www.jmea.org

JMEA ExporterS’ Month Magazine 2022

Benlar Foods Limited is about to reap the rewards from being onboard with Export Max!

With this solid foundation, Ms. Benjamin was able to see the light at the end of the tunnel. She strategically revamped the business model to be more robust, to maximize its full potential. With a strong network provided through the Export Max Programme, Ms. Benjamin was able to connect to a broader network of manufacturers and is now building a business that is well on its way to becoming a global brand.

breadfruit, and jerked yam are poised to be in every “nook and cranny” of the United Kingdom, United States, and Canada.

“The capacity building programme is amazing! As an entrepreneur, I am more skilled than ever,” Ms. Benjamin boasted about the programme, noting that it has definitely been a success, giving her an advantage over competitors.

In seizing new opportunities, to not just export a product, but offer a service, Ms. Benjamin revealed that in November, Benlar Foods Limited looks to launch its ‘Benlar Meal Kit’ in London which will offer ready to eat meals through on demand delivery. She attributed the offering as the first authentic Jamaican meal kit, inspired in part to her involvement with Export Max. “Export Max has forced me to become an innovator,” the business owner stated. Her biggest takeaway from the programme is that entrepreneurs can find comfort in the fact that they have someone in their corner; being able to talk about any challenges faced and not having to hide behind your failures.

Benlar Foods Limited is about to reap the rewards from being onboard with Export Max! Their tantalizing products – authentic vegan, gluten-free vegetarian sauces, and dips along with bammy, roasted sweet potato, roasted www.jmea.org

29

JMEA Exporters’ Month Magazine 2022

The Jamaica Information Portal (JTIP) – A V The JAMAICA TradeTrade Information Portal Years Later A ValuableThree Trade Resource : 3 Years Later

I

t is without a doubt that the COVID-19 pan-

JTIP is a critical means of stimulating social & economic growth.

Itdemic is without a doubt that COVID-19 p has negatively impacted thethe economic progress of most, progress if not all countries around the economic of most, if not all c the world. Jamaica like many other countries like many with other countries is and grappling is grappling its share of the social economic setbacks. Our GDP which is heavily reeconomic Our GDP9.9% which is he liant on tourism, setbacks. declined by approximately in approximately 2020 as compared with a recorded growth 9.9% in 2020 as of compared 0.9% in 2019; this is undoubtedly the largest eco2019; thisinis undoubtedly the largest econ nomic setback Jamaica’s history.

The Jamaican economy is highly trade-oriented, Theexports Jamaican economy is highly where and imports of goods and services trade-or represent approximately 90% of GDP. It is, there-approxim of goods and services represent fore, critical that trade takes centre stage as we critical that trade takes centremust stage as w reopen our economy.

However, cognizance be taken of the significant changes occurring in cognizance be taken oflessons the significan the way we trade asmust a consequence of the being learnt trading in the context of a pantrade asfrom a consequence of the lessons bei

of a pandemic. Key features of this chang

demic. Key features of this change This is an informational portal and to improvement in Jamaica’s comare the accelerated digitisation the only of its kind in the En- petitiveness through our types ranking of goods how of we istrade asone well as the changing demand for the how we trade as well as the chang- glish-speaking Caribbean. JTIP was on the Global Competitive Index, in goods this new context, is King, successful both i ing demand for the types of launched by theinformation Trade Board Limand is,and therefore, a means oftraders, stimuand services traded. Undoubtedly, iteddata in partnership with the Worldrelated lating social and economic growth. that trade and information to market intelligence, mar in this new context, information is Bank and several other government areboth vitalentities to success.

King, and successful traders, that are custodians of the WAY FORWARD importers and exporters, are finding information shared on the portal. that trade data and information re- The establishment of the JTIP fur- As we continue to navigate these Inmarket this regard, the Trade Limited was early outplans of the unprecedented times, are block wi lated to market intelligence, ther signified Jamaica’sBoard fulfilment well advanced to make JTIP even access, and trade agreements are vi- of its Portal commitment to the Information (JTIP) in World May 2019.

This is an informational port tal to success.

Trade Organization (WTO) Trade more relevant and to consistently add value traders. The by dynamic Facilitation Agreement, under Ar- JTIP the English-speaking Caribbean. wastolaunched the Trade B In this regard, the Trade Board Lim- ticle I, which speaks to making in- trade environment in which we opWorld andavailable several other entities are custodia us to bethat innovative ited was early out of the block with Bank formation through thegovernment in- erate requires the launch of the Jamaica Trade In- ternet to all traders, domestic and and to be strategic in the way in portal. formation Portal (JTIP) in May 2019. foreign. Additionally, JTIP is critical which we harvest, interpret, and

30

The establishment of the JTIP further signified Jamaica’s fulfilment o www.jmea.org Organization (WTO) Trade Facilitation Agreement, under Article I, w

JMEA ExporterS’ Month Magazine 2022

disseminate trade-related information and data. JTIP, therefore, needs to be a well-organized and efficient source of current and relevant information that is expansive and easily accessible. We are, therefore, pleased to inform you that plans are afoot to update and expand the scope and reach of the portal through the presentation of its content in English, French and Spanish; and of significant importance to include trade in services (TIS) in addition to trade in goods.

Increasingly, all sectors of the economy are recognizing TIS as an area of trade with huge potential for recovery and further growth in the Jamaican economy. TIS already makes up approximately one-third of the total GDP of Jamaica and is an important focus in Jamaica’s bilateral, regional, and international trade agreements. Its inclusion in JTIP will therefore be of significant

importance in our economic recovery and future growth.

The Trade Board Limited is committed to the best possible trade facilitation in export and import through the provision of vital information to traders and in achieving the necessary changes in the way we do business without any major disruption in the services we provide.

Visit the JTIP portal today via www.jamaciatradeportal.gov.jm for your information needs.

Dr. (Maj.) Hugh Blake, JP Trade Administrator & CEO The Trade Board Limited hblake@tradeboard.gov.jm

JMEA Exporters’ Month Magazine 2022

the Ministry recognizes the arduous work done by the organization and its Members, particularly over the last two years.

Contributed By: The Ministry of Foreign Affairs and Foreign Trade

T

he Ministry of Foreign Affairs and Foreign Trade (MFAFT) considers the Jamaica Manufacturers and Exporters Association (JMEA) to be a crucial partner in the execution of our National Foreign Trade Policy, and recognizes the integral contribution of the private sector to the success of Jamaica’s exports abroad. In the context of the Government of

32

Jamaica’s renewed thrust to build back better from the economic ravages of the COVID-19 Pandemic, the theme “Building Back Stronger Through Exports” is quite an appropriate and timely one.

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

factor in this success has been the local private sector, particularly the local goods and services producers, who must be credited for the very proactive and dynamic response that they took to the various opportunities which arose during the pandemic, including moving to and taking greater advantage of e-commerce and online platforms, resulting in the positive road to recovery that has now been paved. In fact, it is noteworthy that output in the services industries continues to accelerate at a more rapid pace than output from the goods producing sectors.

In response to these and other trade related developments, the Ministry of Foreign Affairs and Foreign Trade pledges to continue to provide effective policy support along with the advocacy needed at the national and regional levels, in order to ensure that our local companies and industries not only have unfettered access to markets, but are also consistently able to produce and export globally competitive goods and services.

As a Ministry, we believe that for small, open and vulnerable developing economies, such as Jamaica, to achieve the goal of economic resilience as enshrined in our National Development Plan – Vision 2030, we must thoughtfully and strategically engage in international trade.

Foreign Trade is, therefore, a national imperative. Consequently, in order for Jamaican products to be competitive in the national, regional and international markets, and for the country to achieve consistent, sustainable and inclusive growth and development, our local manufacturers must diversify and increase their export of goods and services. Therefore, the nexus between Jamaica’s economic development and the state of the country’s exports cannot be overlooked nor overemphasized.

Simply put, for the economy to grow, we must export!

As recent data from the Statistical Institute of Jamaica (STATIN) has revealed, the Jamaican economy remains resilient despite the macroeconomic shocks occasioned by the COVID-19 Pandemic, experiencing growth of 6.7 percent during the fourth quarter of 2021, when compared to the same period in 2020. A major

www.jmea.org

At the same time, as we grapple with the reality that Jamaica’s export profile has not undergone much of the requisite transformations since independence, we see this as a call to action to both the private and public sectors, to seek out, collaborate and explore entry into international niche and non-traditional markets in pursuit of further growth opportunities.

We, therefore, commend the JMEA and its members, and indeed the wider private sector grouping, for commencing this process by maximizing on the several opportunities identified during the Pandemic.

In this regard, the Ministry recognizes the arduous work done by the organization and its Members, particularly over the last two

years, in actively seeking out new market access opportunities, particularly in the Caribbean and North American regions, and we remain committed to our mandate to work with the private sector in order to help to build Jamaica.

Finally, we must not ignore the important lessons learnt over the past two years, particularly the need for more investment in digitalization as well as for continued reinvention and renewal of production processes and modes of delivery, in order to remain at the leading edge of the fourth industrial revolution. We, therefore, look forward to our continued collaboration and engagement with the JMEA and the wider private sector in order to ensure that together we can build back better, stronger and more resilient through exports.

33

JMEA Exporters’ Month Magazine 2022

A Brilliant Model For

Contributed By: GraceKennedy

T

he GraceKennedy (GK) Group, one of Jamaica’s largest and most dynamic food and financial services conglomerates, is celebrating 100 years in operation this year. GK’s illustrious legacy is one of adaptability, expansion, diversification, and resiliency, moreso in times of hardships.

Its historical profit making run during the current COVID-19 pandemic truly exemplifies the National Exporters’ Month theme of Building Back Stronger Through Exports, and serves as a brilliant model for both longstanding and new manufacturers and exporters in Jamaica.

GK’s remarkable achievements since 1922 have resulted in the Group receiving many accolades and awards both here and abroad. Most recently, at the JMEA Awards Gala in 2021, the Company’s strategic business unit (SBU), known as Grace Foods Latin America and the Caribbean (Grace

Exports have played a defining role in the Company’s operations since its inception.

36

Foods LACA), received the Prime Minister’s Award for the Top Large Exporter in Agriculture, Forestry and Fisheries.

This is in addition to receiving the 2020 Champion/Top Exporter Award.

Exports have played a defining role in the Company’s operations since its inception, and continue to positively impact its business and the local economy.

“Over our 100-year history, our company has continuously pursued increasing the export of value-added products as a way of growing our business. GK Foods, supported by our Global Category Management Unit, is a significant player in developing and introducing new products and non-traditional exports to new markets in the international arena, which earn very valuable foreign exchange for the Group and for Jamaica,” GK Group CEO Don Wehby explained.

The Group CEO also spoke to the high demand for top-quality Jamaican foods on the

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

Grace has become synonymous with ‘Brand Jamaica’.

international market. He pointed out that by aiming to satisfy that demand through increasing export, GraceKennedy has helped to bridge that gap and set the standard for other local manufacturers to follow.

“I strongly believe that if Jamaica is to grow, it has to employ and fully embrace an export-led strategy. Over the years, our leaders and management team have followed the philosophy, ‘If it is good for Jamaica, it is good for GraceKennedy’ and vice-versa,” he said.

Andrea Coy, CEO of GK Foods – International, said the far-reaching Jamaican diaspora has contributed significantly to the growth of the Grace brand in foreign territories.

“The love that Jamaicans living overseas have for their home country and heritage is unmatched, and www.jmea.org

it is one of the pillars of the success of our products and services over the years,” Coy noted. “Grace has become synonymous with ‘Brand Jamaica’ and we thank the wider Jamaican and Caribbean community at large for trusting us to continue to always deliver the authentic undiluted flavour of home.”

Frank James, CEO of GK Foods – Domestic, also underscored the importance of exports. “Our exports continue to earn Jamaica valuable foreign exchange to cushion the impact of inflation. We are pleased that over 30% of what we manufacture in our factories right here in Jamaica is currently being exported. And we want to increase that to at least 50% by 2025. To do that, we will continue our long-standing practice of investing in manufacturing to remain competitive while maintaining internationally-recognised food safety certifications.”

He added, “We thank consumers for supporting local production.

Jamaican nationals have not only established Grace as a household name by choosing our products;

they have contributed to national development by supporting the local manufacturing sector.”

The GK Group comprises subsidiaries in the Caribbean, North and Central America, and the United Kingdom.

GK currently owns and operates six food processing plants in Jamaica.

GK’s manufacturing transformation strategic plan seeks to facilitate a significant competitive advantage, in its bid to firmly establish the Group as a global powerhouse in food manufacturing and distribution and financial services.

37

JMEA Exporters’ Month Magazine 2022

Connecting and Integrating with Regional and Global Value Chains Contributed By: CPSO Technical Secretariat

T

he COVID-19 pandemic has had deleterious impacts on the economies of Members States of the Caribbean Community (CARICOM).

Most countries have experienced a significant downturn in economic activity, increased unemployment, income reductions, as well as intra and extra regional trade disruptions (shipping, logistics and transport). Additionally, the tourism sector, the life blood of most of the region’s economies has experienced a precipitous decline. The same is also true for the agriculture, construction, and manufacturing sectors .

These impacts have been protracted and injurious to entire value chains. Inflationary pressures on freight rates and intermediate inputs have altered business models. Reduced inventory accessibility and affordability, especially for micro, small and medium-sized enterprises (MSMEs), and in several cases, increased final prices to consumers, have all occurred.

Data from the CARICOM Secretariat (2022) highlights that with the exception of Guyana, Gross Domestic Product (GDP) losses in 2020 ranged from a high of -20% to a low of -3% and averaged around -13% across the Community. Notwithstanding the 6% recovery in global growth in 2021, CARICOM Member States (excluding Guyana) recorded an average growth rate of 1% with a few Member States experiencing further GDP losses ranging from -1% to -6.3%.

Recovery and Building Forward Better – Value Chains As the Community now embarks upon an inclusive ‘post- COVID’ recovery, identification of credible investment business opportunities to spur economic growth and protect livelihoods is imperative. Secretary General of the United Nations Conference on Trade and Development, Rebecca Grynspan notes that “enhancing global trade is indispensable for recovery from this crisis.” Regional economies’ recovery must therefore accelerate the implementation of the CARICOM Single Market and Economy (CSME), explore new trade opportunities among CARICOM Members and with third Country markets, and pursue more competitive integration into regional and global value chains (GVC).

The overall growth and participation in GVCs by CARICOM Member States has been anaemic, though there has been minor value chain development in sectors such as food and beverages and metal products (UNECLAC, 2020). Under the ‘new normal’, among the critical elements for success in building forward stronger and better is the region’s ability to harness latent potential across sectors. The region will be expected to create the enabling environment for innovation and to adopt and adapt technology, utilising a ‘whole of society’ approach, as well as effective integration into value chains as a means of increasing trade, particularly exports.

Recovery and Building Forward Better Value Chains will also demand strategic interventions by policymakers on the macroeconomic implications of this extant period. Such measures should consider management of core inflation, adequate levels of foreign exchange and possible tariff adjustments to encourage regional industry development.

38

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

COVID-19 has presented CARICOM Countries with opportunities to integrate and connect with regional and global value chains, thus expanding trade participation.

Space and Role of the CPSO The CARICOM Private Sector Organization (CPSO), the most recently accredited Associate Institution of the CARICOM, has already begun to make meaningful contributions to the body of knowledge to facilitate the development of regional production value chains and the increase of intra-regional trade. The CPSO is a ‘service organisation’, with the mandate to mobilize, coordinate and advance private sector participation in CARICOM, towards supporting the full implementation of the CARICOM Single Market and Economy (CSME).

In the early stages of its existence, the CPSO contributed to the identification, of seven (7) priority agri-food products for investment, namely Poultry Meat, Niche Vegetables, Corn, Soya, Rice, Meat (Beef, Sheep and Goat) and Coconuts, with a primary focus of import displacement, growing exports and catalysing private sector investments in the agri-food system . Recognizing that quickening economic growth will also be dependent on the Region’s strategic approach to the development of industrial policy and production, the CPSO, in concert with other stakeholders, has also commenced work on the identification of priority industrial products to facilitate investment opportunities.

Regional production value chain development will require: closer linkages across sectors; the acceleration of investments in logistics and infrastructure; diversification through improved technologies and innovations; support to value chain actors; and the overall strengthening of value operations and services. The CPSO, through its coordination of private sector partic-

www.jmea.org

ipation and investment interest, is focused on deepening relationships among the regional private sector to develop and strengthen regional value chains, as well as strengthening the connection to global value chains.

Conclusion In a global context of intensified ‘market contestability’, the benefits confer to those firms which are adept at being ‘first to market’. COVID-19 has presented CARICOM Countries with opportunities to integrate and connect with regional and global value chains, thus expanding trade participation. Dynamic changes pre-dating the pandemic and further accelerated by an intensified pace of technology diffusion, driven by the declining cost to access technology solutions, present sound opportunities for firms located in countries that facilitate private sector initiative. Many of our CARICOM firms, including many from Jamaica, are in a strong position to take advantage of the opportunities emerging from COVID, building on their pre-COVID successes. Several other firms are presented with a unique opportunity for market entry, in the wake of highly disrupted supply chains and the search by many importers in the United States and elsewhere for new supply partnerships. In both respects there can be no denying that CARICOM firms possess the capacity to be not only ‘first to market’, but also ‘best in class’.

As ‘we build forward better’, we maintain a positive and optimistic outlook for what lies ahead.

39

JMEA ExporterS’ Month Magazine 2022

T

he Jamaica Business Development Corporation (JBDC) has shouted to the tumultuous winds of the COVID-19 pandemic, amidst its strong gusts that “Business is good!” Seeking to inspire entrepreneurs, the agency invited two of its top-performing clients, Carl Sharpe, Managing Director of Chocollor Chocolate and Joni-Dale Morgan, Managing Director of Morgan’s Creek Limited to speak of their profits and triumphs throughout the pandemic. The occasion was the organisation’s annual convening event - Breakfast with the CEO, held in Kingston recently.

Sharpe of Chocollor Chocolate, a premier local chocolate brand and client of the JBDC testified of his company’s marked increase during the early stages of the pandemic. He noted “We had a turnover increase from 2019-2020 of about 100% and from 2020-2021 it has been about 300%.” The small business has not settled with the successes of the previous years and desires to continue excelling.

- JBDC’s Clients Soar Continuing, Sharpe said “We made a promise to JBDC in 2019 to have a turnover of J$15 million in profits in 3 years and despite the onset of the pandemic we are hopeful and expectant that we will be able to do this.” With Chocollor having an increase of 210% for the first four months of this year already, the family-owned business is on track to making their promise a reality.

The brand, Chocollor is deeply connected to the owners’ com-

www.jmea.org

mitment to Jamaica and Mr. Sharpe noted, “It was born out of the desire to produce a value-added product with indigenous materials from Jamaica. We decided to go into agro-processing and then further decided that the product would be chocolate. The import content of chocolate in Jamaica is about J$2 billion and there is a lot of opportunity for this market.”

In concluding, Sharpe said, “The pandemic has taught us many valuable lessons, one of which is that

we should use our local market as a springboard for export.”

As a proud client of the JBDC, Sharpe noted, “The journey with JBDC has been a wonderful one and I cannot speak any more highly of this amazing collaboration because they have truly been rock-solid.”

Joni-Dale Morgan shared similar stories of being able to pursue success during the heights of a pandemic. The owner of the luxury skincare products brand, Morgan’s

41

JMEA Exporters’ Month Magazine 2022

Creek noted that during this difficult time her company was able to expand from a small corner store at the Sovereign Centre to one that is now 3 times the previous space. She also noted that the company not only physically expanded but has also been able to exceed the target of J$15 million per year.

Morgan recounted her fond and challenging experiences with the JBDC and said, “I remember when JBDC was pushing me to go for profits and move past simply buying and selling, they taught me about costing and the importance of understanding the value-chain.

They started encouraging me to begin retailing in pharmacies and though initially resistant I can gladly say that Morgan’s Creek is now in Fontana, the airport and Couples Resorts.”

Both Sharpe and Morgan are Cohort 3 graduates of the JBDC’s Accelerator Programme, which is a sixmonth intensive intervention targeting growth stage entrepreneurs. The Programme, now in Cohort 4, aims to produce results such as average annual sales growth rate of 10% or more, jobs created by early-stage entrepreneurs, firms receiving early-stage financing, as well as firms having links to strategic business partners (angel investors, institutional investors, and fund managers. Sixty (60) entrepreneurs were recently inducted into Cohort 4 which is jointly funded by the

Development Bank of Jamaica (DBJ) and JBDC at a cost of J$60 million.

The JBDC is invested in the growth of the Micro Small and Medium-sized Enterprise sector (MSME). Deputy Chief Executive Officer of the JBDC, Mr. Harold David noted, “We recognise that the pandemic has disrupted the way business is done, we at JBDC still believe ‘business is good’, however it cannot be business as usual.

The JBDC will continue to support the sector and see to the significant growth of our local entrepreneurs.”

JMEA Exporters’ Month Magazine 2022

It’s Time for Contributed By: Lisa Hanna, MP

M

any would argue that there are three golden rules for success in the real estate market: location, location, and location.

44

YAM

COFFEE

BAKED PRODUCTS

ACKEE

SAUCES

SCRAP METAL

CHEMICALS

US 30 M

US 11.9 M

US 22.2 M

US 20.2 M

US 24 M

US 11.6 M

US 31.6 M

Today, the world is a very different place, but we are still thinking small, stuck in the 1950s trade policy mindset.

Jamaica will never create true wealth for our three million people by just selling to our three million people. Our market is too small. It’s time to take the risk and produce for fifteen, twenty,

twenty-five, or thirty million people versus three million. We must establish specialized niche markets. Countries that have created true wealth for their people are the ones that have developed their exports in both goods and services.

RUM

A closer look at the data over the past two years reveals Jamaica is lagging behind other countries in the region for exports of goods and services per capita. In 2019: Trinidad and Tobago, with a population of 1.39 million, exported US$9.1 billion with a per capita figure of US$6,547. Jamaica, with twice the population, exported US$1.5 billion with a per capita figure of US$535. The data of others blessed with less natural resources and agricultural output still beat us. For example: Cayman, US$24,296; The Bahamas, US$3,660; Barbados, US$1,547; and Panama, US$1,317.

US 56 M

Similarly, for the economic growth of a nation, there are rules for success grounded in the export of products and the exports of services.

We have repeated for decades that our national trade policy is export-driven, and this position was reiterated in the 2019 National Trade Policy: “At the national level, Jamaica’s trade policy can be said to be always export-led,

Jamaica is lagging behind other countries in the region for exports.

Source: Economic and Social Survey Jamaica, 2020

F ig 1. National Exports for 2020 even when the country introduced an import substitution policy in the 1950s….”

This is a policy in name only; because, in reality, we have nothing to show for it that did not exist fifty years ago. Let’s be honest; we have a protectionist market mindset which has caused us to be a producer of samples for export. We have not focused

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

enough on building our proactive approaches in international trade as we consistently import four times more than we export. Our import substitution policy, which is broad-based and still being pursued today, is a dead-end for several industries and has not created an export-driven economy or led to any significant export of manufactured goods despite substantial duty protection.

We need an urgent plan to transform Jamaica’s economy into a competitive export country.

For example, Jamaica started producing rum in 1749, and almost 300 years later, it’s still our primary manufacturing export. Today, rum, alumina & bauxite, sugar, banana, coffee, mining & quarrying remain our primary sources of export after decades.

Excluding bauxite and alumina, our current national exports for 2020 were approximately US$246 million or JM$37.4 billion. See Fig 1.

We need an urgent plan to structurally transform Jamaica’s economy into an internationally competitive value-added export country focusing on products and services in which we can identify a global competitive advantage, controlling all the inputs in our value chain from raw materials to finished goods.

If we don’t, the rest of the world will continue to imitate us without flattery, royalties, or economic benefit to our people.

Other countries have increased their people’s wealth by one hundred percent within ten years. Here are just a few examples: The United Arab Emirates (with non-oil exports), Vietnam, Panama, Ghana, Columbia, and the Dominican Republic. I could list several more, but the point is that Jamaica is underperforming based on the value of our brand in the world, the strategic location of our island, our great soil and agricultural flavor, the immense potency of our culture and music, our solid financial infrastructure, the beauty of our island, but most importantly the inherent talent of our people.

It’s time for Jamaica to seize the economic growth solutions global trade has available to us. Good things don’t come to those who wait but to those who get up and get them.

US 1.5 Billion www.jmea.org

45

JMEA ExporterS’ Month Magazine 2022

creation by providing innovative, tailored and competitively priced trade financing solutions.

Assistance to SMEs

T

he Ministry of Industry, Investment and Commerce (MIIC), through the Government of Jamaica, has been charged to assist Micro Small and Medium-sized Enterprises (MSME) across Jamaica to tackle the impact of COVID-19. MIIC is able to achieve this objective through efforts carried out by its various agencies, one such being the National Export-Import Bank of Jamaica (EXIM Bank), whose mandate is to facilitate the growth and development of the productive sector through increased exports and sustained job

www.jmea.org

From the onset of the pandemic, the Ministry of Industry, Investment and Commerce’s focus has been on relief and recovery efforts extended to MSMEs through a myriad of innovative and transformative programmes; the mobilization of EXIM Bank during this relief and recovery response is not new to the Bank, as for over thirty years, the EXIM Bank has been serving the needs of Small and Medium-sized Enterprises (SMEs) in the productive sector.

As a portfolio agency of the MIIC, EXIM Bank supports the Ministry in achieving its strategic initiatives through its services being offered to various sectors, such as Tourism, Manufacturing, Agro-Processing, Mining, Information Communication and Technology, Services, and the Creative Industries.

EXIM Bank Supports the Ministry in achieving its strategic initiatives through its services being offered to various sectors.

47

JMEA Exporters’ Month Magazine 2022

dynamic, as the pandemic did not have a broad-brush effect on all industries.

Notably, a dramatic shift occurred in 2020, when EXIM Bank, like other financial institutions were tasked with finding appropriate solutions to respond to the devastating disruption caused by the pandemic, as SMEs internationally and locally were impacted by its far-reaching effects. EXIM Bank was swift in its response to its clients and remained dedicated to providing support to small and medium enterprises, especially those in industries which were most severely affected such as tourism and its linkages, manufacturing and services. The Bank’s assistance manifested through the disbursement of over 400 loans, valued at approximately J$4.5 billion to some 100 SMEs including those enterprises in sectors such as manufacturing, sanitization and cleaning, chemical services, tourism and its linkages, and attractions, with a great number of clients being provided with loan restructuring arrangements and payment moratoria, valued at J$973 million. It was necessary for the Bank to adopt agile approaches to the business landscape during this period, since the needs of the SME sector were

48

Loan programmes and products were designed and re-engineered to accommodate these effects with a view of supporting SMEs in a holistic way, whether it concerned receivables financing, pre-shipment financing, working capital requirements, trade credit insurance or business advisory services. Shortand medium-term facilities were developed and launched by the Bank, and relief funds were allocated by the MIIC during the period, to assist businesses reposition themselves and remain viable. One such pool of funds was utilized in the EXIM Reset Loan Programme, whereby the Ministry allocated some J$675 million to assist MSMEs in the productive sector, to facilitate working capital, technological, and retooling needs, due to the fallout from the pandemic. The Reset Loan programme is a low-cost financing product which satisfies a recurring call for lower lending rates by the Minister of Industry, Investment and Commerce, Hon. Audley Shaw – who shas always championed the Government’s desire for single-digit interest rates in the financial ecosystem. The Reset loan is available to several groups of SMEs in the productive sector at a 4.75% interest rate.

Other products launched included EXIM Express, a non-collateralized loan, created to support the growing working capital needs of businesses, without the added responsibility of providing financial statements during the loan application process. Additionally, in June 2021, the EXIM Export Guarantee loan programme was launched in partnership with JMMB, whereby, exporting and export-related SMEs are able to access working capital to bolster their productivity, without the need for collateral as the EXIM Bank will guarantee the loans under this facility. This initiative was created with the intention of increasing access to affordable finance for SMEs involved in the export value chain.

As the economic downturn continued, pandemic efforts also included capacity building programmes such as workshops and webinars focused on activities such as digitization and e-commerce. During this time, the Bank launched its ‘Saving Lives and Livelihood’ campaign to reinforce its dedication to its target market and to remind them that they were not alone in the fight to overcome the challenges presented by the pandemic and to emphasize that EXIM Bank will continue to seek avenues to add value to its clients through the creation of innovative financial solutions and business advisory services that are able to support its clients’ growth and development.

www.jmea.org

JMEA Exporters’ Month Magazine 2022

The emerging opportunities for

from the ‘new normal’ Contributed By: Ainsley Brown, Senior Director - Regulations, Policy, Monitoring and Enforcement – Jamaica Special Economic Zone Authority

T

he Covid-19 Pandemic has changed the world of business forever. The Pandemic, with its loss of life, mild and severe illness and government containment measures in response, has had a negative impact on economies the world over. And too Jamaica.

However, from out of this storm has blown the winds of opportunity.

Modern manufacturing operates in the environment of the global supply and value chains consisting of fragmented production and just in time distribution with multiple countries and companies involved in the production and distribution of

any given product sold locally or globally. However, the Covid-19 Pandemic and the measures put in place by governments, including Jamaica, to slow the spread of the virus exposed many weaknesses and vulnerabilities in this system. This once reliable system, that fuels global trade, became either strained or in some instances completely broken. However, from this chaos has arisen opportunities for Jamaican manufacturing.

Supply chains both literally and figuratively are on the move. In a recent Gartner survey 33% of supply chain leaders plan to move at least part of their manufacturing

due in large measure to Covid-19 induced disruptions. In fact, in a paper published by McKinsey in 2020 - Risk, reliance, rebalancing in global value chains – they estimate that between 2020 and 2025 “16 to 26% of exports, worth $2.9 trillion to $4.6 trillion in 2018, could be in play—whether that involves reverting to domestic production, nearshoring, or new rounds of offshoring to new locations.” However, they go on further to sound a cautionary note that “it should be noted that this is not a forecast: it is a rough estimate of how much global trade could relocate in the next five years, not an assertion that it will actually

move.” Cautionary note or not the potential of between $2.9 - $4.6 trillion shifting in the global trading system over a 5-year period should arouse more than just a passing curiosity in Jamaican manufacturers and policy makers alike.

In order to better quantity the opportunity for Jamaican manufacturing I will turn the Five-Year Manufacturing Strategy 2020 to ground the conversation. The Strategy has an ambitious but achievable goal of “to grow the manufacturing sector’s contribution to GDP moving manufacturing output from J$66 bn in 2018 to J$81 bn by December 2025.” The fact

Fig 1. Data based on McKinsey’s: Risk, reliance, rebalancing in global value chains, 2020 (in USD)

SECTOR Food & Beverage

50

Total Gobal Exports (2018)

Possible Potential Export Relocation

National Level:

theoretical Jamaican export value capture of 0.01%

$1,149 B

$63 - $125 B

$6.3 - $12.5 M

Furniture

$164 B

$37 – $74 B

$3.7 - $7.4 M

Pharmaceuticals

$626 B

$236 – $377 B

$236 - $377 M

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

that the timeframes for the Strategy and the McKinsey study are almost fully aligned is fortuitous and a clear advantage to Jamaica.

able export earnings. In Food & Beverage alone, as Figure 2 illustrates that could be between USD $630,000 - $1,250,000.

See Figure 2.

The Strategy identified 6 target areas of opportunity, ranging from agro-processing to pharmaceuticals, to achieve its stated goal. For simplicity I will focus on three of these targets, namely, Food & Beverage (Agro-processing), Furniture and Pharmaceuticals. Figure 1, which is based on the data from the McKinsey study below sets out the total global export value, along with the value of the possible potential export relocation and lastly the value to Jamaican manufacturing if we capture 0.01% of the latter, with all values expressed in USD. See Fig 1.

The Covid-19 pandemic while being disruptive has also undoubtedly offered Jamaica an opportunity to capture a greater share of the manufacturing elements of several global value chains. Jamaica is being offered up as a nearshore location for manufacturing that adds further redundancy, stability, responsiveness to supply chains by acting

F i g 2. Data based on McKinsey’s: Risk, reliance, rebalancing in global value chains, 20200 (in USD)

SECTOR Food & Beverage Furniture Pharmaceuticals

If Jamaica focused on capturing just paltry one one-hundredth of the possible potential export relocation for all three of industries that would translate to USD$ 240,000,000 $390,690,000 being added to our exports. Using a conversion rate of 155 to 1 that would translate to J$37,200,000,000 - $61,519,500,000. By any measure that would be a sizable dent in the Manufacturing Strategy target of J$81 billion.

From a firm perspective if a Jamaican manufacturer were to target 0.001% of the possible potential export relocation from either of these segments, they could earn respect-

www.jmea.org

The Covid-19 pandemic offered Jamaica an opportunity to capture a greater share of the manufacturing elements of several global value chains.

Possible Potential Export Relocation

Firm Level:

theoretical Jamaican export value capture of 0.01%

$63 - $125 B

$630 K - $1.25 M

$37 – $74 B

$370 - $740 K

$236 – $377 B

$23 - $37.7 M

as a platform to connect various production networks. In order to realize the full or even a percentage of the numbers in the far-right columns of Figures 1 and 2 above the Jamaican manufacturing ecosystem needs to act now.

I am reminded of an Inter-American Development Bank (IDB) 2021 study on the impact of the Covid-19 Pandemic on Latin American economies, which reminds us that “windows of opportunity open during crises but may close rapidly.

Countries that fail to take

advantage of them may miss out on lasting benefits.

Ainsley Brown is Senior Director of Regulations, Policy, Monitoring and Enforcement at the Jamaica Special Economic Zone Authority and adjunct lecturer in logistics at Mona School of Business and Management.

51

JMEA Exporters’ Month Magazine 2022

JMEA ExporterS’ Month Magazine 2022

to Meet Export Demand

Contributed By: JP Tropical Foods Limited

J

amaica’s hotel and restaurant industry was among those hardest hit by the COVID-19 pandemic, forcing numerous players to drastically scale down or even close their businesses altogether. This resulted in excesses of locally grown produce on the island, which in turn propelled agri-stakeholders to seek out export markets for their crops.

With the ongoing challenges of the pandemic and perennial local issues, can local producers achieve lasting success in meeting this new export demand? For banana, plantain and pineapple grower, JP Farms, the answer is a resounding yes. The company recently reported that it has more than doubled its banana exports since the start of 2022, with total first quarter ex-

www.jmea.org

ports for 2022 up 60% over exports for the same period in 2021.

also shown an interest in the JP Farms’ newly-added plantain crop.

The company’s exports Jamaican grown fresh produce weekly to territories including the United States, Canada, Cayman Islands and the United Kingdom.

“We’re now seeking export opportunities for plantain and have started to test out the product with a few of our existing partners,” she said.

Sales Manager for JP Farms, Neleta White, outlined that despite the pandemic and recent supply chain issues, export customers have been steadily increasing their orders, spurring the company’s improved performance.

Moving to Expand

“We are in the process of partnering with our customers to find ways to grow in their respective territories and continue expanding our footprint,” Ms. White explained. She adds that several customers have

JP is aggressively moving to expand plantain production in hopes of seeing local and international demand match that of its core banana crop. A total of 29 acres of plantain are currently under cultivation and producing consistent volumes with more acreage planned for clearing and planting in 2022.

The company’s medium-term objective is to gradually stake a claim

53

JMEA Exporters’ Month Magazine 2022

JP still believes in local agriculture, local production and investing in Jamaican farming,” on the local market, then seek export markets. To that end JP Farms pumped $100 million dollars into plantain production in 2021, with yield projected to boom in the fourth quarter of 2022.

Meanwhile, General Manager Mario Figueroa notes that despite the improved performance, JP Farms, like all other local businesses, is feeling the pressure of rising costs associated with global supply chain issues.

“Some inputs have risen by 50% since the start of the year,” he said.

As Jamaica and the rest of the world recover from the COVID-19 pandemic and face new challenges such as the Ukraine/Russia war, a sustainable future is dependent on the resilience of the local man-

54

ufacturing sector and expansion of exports to propel our economy.

With that in mind Mr. Figueroa maintains that JP is determined to press ahead to achieve its objectives, innovating to reduce costs where possible, and expanding acreage on its banana, pineapple and plantain farms.

“JP has been farming in Jamaica for 90 years and still believes in local agriculture, local production and investing in Jamaican farming,” Mr. Figueroa said.

The goal? Building back stronger through exports, in keeping with Jamaica Manufacturers and Exporters Association’s theme this year for National Exporters Month.

JP Farms is a subsidiary of JP Group and is a leading producer of high-quality tropical foods in Jamaica grown on its 500+ acre farm in St Mary, Jamaica. www.jmea.org

JMEA Exporter’s Month Magazine 2022

JMEA Exporters’ Month Magazine 2022

RETOOLING & RESTRUCTUR ING Our Contributed By: Jamaican Teas

A

s Champion Exporters for the year 2020 and Top Medium Manuf acturer Exporter for three consec utive years we join with the Jam aic an Manufacturers and Exporters Association in celebrating National Export ers Month under the theme “Building Back Str onger through Exports.” This year’s theme is especially fitting as we collectively begin to recover from the impacts of the global CO VID-19 pandemic. However, this recovery is made even more challenging as we grapple with significant supply chain disruptions wh ich have resulted in protracted delays, shortages and increased costs. Added to that, are the historic levels of high inflation and the impact s of the ongoing Ukraine /Russia war.

Over the past two years it has been made very clear just how vulnerabl e our economy

56

is to shocks, particularly as a Small Island Developing State (SIDS). Econom ies across the globe saw decreases in output and contractions more broadly, our own economy was no different. However, based on data published by the Statistical Institute of Jamaica (STATIN) over the first two years of the pandemic, we see some indications or a blu eprint of sorts, as to sectors that provide the best opportunities for building back stro nger. Based on STATIN’s report, domestic exports rose by 12.1 percent to US$1,192.3 million during the January to November 202 1 review period. This accounted for 89.2 percent of total exports. The increase was largely attributed to the 30.3 percent rise in exports from the Manufacturing industry.

Exports from the Manufacturing industry were valued at US$663.0 million, compared to US$508.7 million recorded in January to November 2020.

www.jmea.org

JMEA ExporterS’ Month Magazine 2022 Earnings from Other Manufactured Products amounted to US$352.8 million, an increase of 46.3 percent relative to US$241.1 million in the comparable 2020 period. Revenues from the exports of Food, Beverages and Tobacco increased to US$310.2 million, 15.9 percent above the US$267.6 million in the similar 2020 period while earnings from the Agriculture industry increased by 8.7 percent to US$75.6 million.

the benefit of the sector as a whole - the silo approach will not benefit the whole, just a few.

Finally – focus, focus, focus! We know that manufacturing and exports require tenacity and as it is with most things in life, slowly is the fastest way to get to where you want to go. We encourage entrepreneurs to stay the course and set for themselves the goal of achieving fifty percent (50%) of total revenues from exports. The JaWe can deduce from the various reports that maica mark et alone is very small and cannot while the Jamaican economy contracted and provide the high levels of growth required in many sectors were in decline, Exports and Man- order to susta in a build back stronger recovery ufacturing in particular, registered consistent effort. If we set our minds to it, and make the double digit growth in the midst of a crisis. It necessary reforms and adjustments, then we therefore suggests that if we are to build back will achie ve sustainable growth that benefits stronger, exports and manthe many not just the ufacturing have to play a few. pivotal role in that recovery and will require the Charles Barrett right kinds of policy preHead of Marketing & scrip tions and think ing Food Safety, to facilitate even greater Jamaican Teas Ltd. levels of growth.

Exports and Manufacturing registered consistent double digit growth in the midst of a crisis.

To build back stronger we can no longer hold on to the archaic ways of thinking. We have to re-tool and restructure our economy and manufacturing to become more resilient to shocks while ensuring competitiveness within a global marketplace. We will need to broaden the base of our manufacturing by creat ing an enabling environment for more firms to participate, improve access to affordable financing, and incorporate more advanced technologies and innovation in our processes and the development of products and services.

Firms will need to be more agile in an even more complex and polarised world with end to end planning and greater use of artificial intelligence. Importantly, we will need to ensure that more of our inputs can be sourced domestically at a competitive price and consistently. There are still too many bureaucratic ‘red tapes’ that create unnecessary challenges for exporters and this must be addressed if we are to become more competitive globally. Importantly, we have to adopt a cluster approach to manufacturing and exports where competencies and resources are shared and deployed for www.jmea.org

57

JMEA ExporterS’ Month Magazine 2022

to drive EXPORT GROWTH Contributed By: Adrienne Thompson Manager, Trade Marks, Industrial Designs & Geographical Indications Branch ffective branding requires ensuring legal protection of the brand against competitors in the relevant markets.

Protecting your brand outside of Jamaica involves acquiring trade mark rights in each of the export markets where you wish to commercialize your products or services.

Trade marks are territorial rights in that they are only valid in the countries or regions where they are registered. Up until March of this year, in order to obtain trade mark protection abroad you would need to file separate trade mark applications at the trade mark offices of the countries where you wish to have your brand protected. However, Jamaican businesses can now take advantage of an alternative route to acquire and manage their trade mark rights abroad by making use of the Madrid Protocol, an international treaty that entered into force in Jamaica on March 27, 2022.

The Madrid Protocol is administered by the World Intellectual Property Organization (WIPO), a specialized agency of the United Nations, headquartered in Geneva, Switzerland. WIPO is responsible for promoting the protection of Intellectual Property (IP) throughout the world. The Protocol provides a one-stop solution to obtain and maintain protection for your brand worldwide. It gives trade mark owners the possibility of having their trade marks protected in up to 128 territories of the 112 members to the Protocol, through a single application filed with their national IP office.

www.jmea.org

The Protocol provides a one-stop solution to obtain and maintain protection for your brand.

59

JMEA Exporters’ Month Magazine 2022

How Does it

Registered trademark

Unregistered trademark

Unregistered Service trademark

Jamaica joins Antigua and Barbuda and Trinidad and Tobago as the other CARICOM states with membership in the Madrid system. Most of Jamaica’s top trading partners are members of the Madrid system, including the United States of America, the Benelux, Canada, the United Kingdom and China. Many other countries around the world apply the Madrid system, with its members representing more than 80% of world trade, with potential for expansion as its membership grows.

A local trade mark owner seeking to protect a trade mark in multiple international jurisdictions can now file one application, in one language and pay one set of fees for an international registration effective in the various countries selected by the trade mark owner, under the Protocol. Filing an inter-

60

national application under the Protocol, is equivalent to filing a bundle of national applications, effectively saving trade mark owners time and money.

Trade mark owners can benefit from reduced expenses on foreign trade mark lawyers, translations in multiple languages and protracted IP administrative procedures in several countries.

Foreign companies doing business in Jamaica can now easily seek trade mark protection in Jamaica by simply designating Jamaica in their international trade mark applications.

In order to file an international application in Jamaica through the Jamaica Intellectual Property Office, you must 1) have a business in, reside in, or be a national of Jamaica and 2) have a local trade mark application or registration at JIPO. To fill in your international application

form (MM2), you may use the Madrid Application Assistant (https://www.wipo.int/madrid/ application-assistant). Once you have filled in the MM2 form, you may file it at JIPO with a handling fee of $15,000 dollars.

Applicants may send the completed international application to JIPO electronically via email address to madridfilings@jipo. gov.jm.

Whether you are a startup or an established business, registering your trade mark internationally is an important step in protecting your commercial interests abroad and should be an integral part of any global business strategy.

For further information, please contact JIPO at 876-946-1300 or at info@jipo.gov.jm.

www.jmea.org

Accreditation provides the assurance that goods and services meet relevant standards of quality and safety.

It creates a gateway for businesses to increase their competitive advantage across domestic and global markets, through the use of accredited testing, inspection and certification results that confirm conformance with recognised standards and regulations.

"JANAAC…Confirming competence, providing confidence in the marketplace."

CONTACT US TODAY!

An agency of the Ministry of Industry, Investment & Commerce Medical Labs | Testing & Calibration Labs | Inspection Bodies | Certification Bodies | FDA TPP | Technical Training Website: www.janaac.gov.jm | Email: info@janaac.gov.jm | Tel: (876) 968-7790/7799

JMEA Exporters’ Month Magazine 2022

14th Caribbean

Energy Forum Contributed By: Jamaica Energy Resilience Alliance

J

amaica’s manufacturing sector is, along with the tourism sector, the bauxite industry, and agriculture the largest contributors of national GDP. Undeniably, the productivity of Jamaica goes hand in hand with the possibility to expand and diversify the energy sector to meet the demands of fast-growing businesses that are now recovering from the economic pressures of the last couple of years. Of particular emphasis, are Small and Medium-Sized Enterprises (SMEs) who are key drivers of economic growth and development in Jamaica.

However, the limited availability of funding for the SME sector to implement solar and solar plus storage projects for businesses that are looking to cut their electricity bill and embark on a more sustainable path is a continuing challenge. This limited access to financing has a negative impact on entrepreneurship, business profitability, and stability. In addition, the supply of formal non-bank sources of finance is limited, especially for micro-entrepreneurs, with credit unions providing mostly consumer finance and an underdeveloped microfinance sector.

62

At the 2022 14th staging of the Caribbean Renewable Energy Forum (CREF), the Jamaica Manufacturers and Exporters Association (JMEA) was invited to share views on this challenge during the vibrant Jamaica Country Case panel discussion which focused on the activities of the Jamaica Energy Resilience Alliance (JERA) and the United States Agency for Development (USAID) to establish partnerships and unlock private sector investment in solar energy.

JMEA’s Board Director, Mrs. Sandra McLeish, made a strong call to financial institutions in the region to consider “innovative strategies to incorporate the micro, small and medium enterprise that make up the majority of the private sector and are 70% of the membership of the JMEA. It is evident that the MSME’s market has enormous potential to contribute to economic growth in Jamaica and the region”. During the panel, Mrs. McLeish and CIBC’s Associate Director for Investment Banking, Mr. Valmore Stewart, emphasized the need for entrepreneurs to understand their electricity consumption and evaluate the economics of implementing renewable energy solutions. They also www.jmea.org

stakeholders, to bring all together in supporting Jamaican businesses interested in going solar.

JMEA ExporterS’ Month Magazine 2022 highlighted that commercial bank must become more knowledgeable about solar technologies and understand how associated risks and benefits compare with the client’s economic profile.

Similarly, Robert Blenker, WRB Energy’s CEO, a JERA member since its establishment in 2020, welcomed JMEA’s perspectives and underscored the importance of providing economical options to financing solar for homeowners and businesses. “Small businesses and manufacturers are acutely aware of the economics of energy as a business input”, he expressed. As an investment partner to JERA, WRB Energy PhotoPhoto Credit: New EnergyNew Events offers lease agreements to fiCredit: Energy Events nance the purchase of solar From left to right: Ms. Anaitee Mills, Cadmus JERA Chair; Mr. Robert Blenker, WRB From left to right: Ms. Anaitee Mills, Cadmus JERA Chair; Mr. Robert Blenker, WRB Energy; Ms. Jannelle systems. “We are working Energy; Ms. Jannelle James, USAID; Ms. Sandra McLeish, JMEA; and Mr. Valmore James, USAID; Ms. Sandra McLeish, JMEA; and Mr. Valmore Stewart, CIBC Jamaica. to make available the bene- Stewart, CIBC Jamaica. fits of energy management and ownership to businesses, economic growth”. With this while maintaining the ability goal in mind, JERA will conto interconnect with the utili- tinue its outreach to the fity. This is a good opportunity nancial sector and regulatory for many businesses to control stakeholders, to bring all totheir energy costs….”, he add- gether in supporting Jamaican ed. Such views from an energy businesses interested in going developer confirmed the ap- solar. proach undertaken by JERA with the support of USAID. Furthermore, Ms. Jannelle James, Project Management and Energy Specialist at USAID reminded all panelists and the more than 200 participants in the audience of the role of development finance and the U.S. government initiatives which seek to create more partnerships that can expand regions and bring decision-makers to the table, “the Jamaica Energy Resilience Alliance and its partners aim to support diverse voices, perspectives, and collaboration on impactful solutions to propel Jamaica’s

www.jmea.org

It is evident that the MSME’s market has enormous potential to contribute to economic growth.

63

JMEA ExporterS’ Month Magazine 2022

Reorienting Agriculture for Export Through

A

s the country looks to recover from the economic fallout arising from the global COVID-19 pandemic, the importance of agricultural exports has been significantly reaffirmed as a strategy for economic growth and development. The Agro-Investment Corporation supports the Jamaica Manufacturers and Exporters Association in celebrating National Exporters’ Month under the theme “Building Back Stronger Through Exports”. At the forefront of public discourse is the urgency of food security and investing in sustainable agriculture.

Agro-Invest has sought to champion the reorientation of agriculture towards crop diversification and export expansion, especially through our Agro Parks and Production Zone programmes.

In recognition of the need to increase exports and reorientate agriculture, Agro-Invest has supported the export strategy by facilitating the placement of idle lands into agricultural production. The most recent testament to Agro-Invest’s commitment to reinvigorating the export sector is the launching of the Mango Agro Park in Toll Gate Clarendon with lands spanning 1000 acres dedicated to the development of the Mango industry. This monumental commitment was established under the guidance of careful market research that revealed the potential for the mango market as Jamaica’s total exports of mango was 517,172 kilograms valued at US$907,788 in 2017.

Supporting the theme of this year’s National Exporters’ Month is in tandem with the strategic objectives of the Agro-Investment Corporation which functions as the National Agribusiness promotion and facilitation agency in the Ministry of Agriculture and Fisheries.

Agro-Invest is entrusted with the task of promoting and facilitating large scale investments in agriculture.

As a part of its mandate, the Corporation seeks to generate, stimulate, facilitate, and undertake agricultural development for the advancement of the Jamaican economy. www.jmea.org

65

JMEA Exporters’ Month Magazine 2022

Earned from

AGRO EXPORT (IN 2020)

There are plans in the pipeline to establish more Agro Parks and Production Zones for the production of crops Agro-Investment Corporation has employed the use of its Agro Parks and Production Zones to provide a commercial space for farmers/investors to grow their produce under the expert guidance of qualified professionals that provide both technical advice and market intelligence. Developed with the idea of creating a focal point for development in agriculture and improving economies of scales, the Agro Parks and Production Zones exist to improve farm planning and integrating all facets of the agriculture value chain to include pre-production, post-harvesting and marketing.

66

There are plans in the pipeline to establish more Agro Parks and Production Zones for the production of crops such as yellow yam, dasheen, sweet potato, scotch bonnet pepper, ackee, breadfruit, inter alia.

Through the development of agricultural lands on the Agro Parks and Production Zones, the industry is poised to contribute further to exports to produce crops that are in high demand in the diaspora.

Jamaica has embarked on a unique opportunity to capitalize on global demands with the production and exporting of high-value agricultural crops to new and existing markets. In 2020, the country earned US$363 million from the export of agricultural products and processed foods in comparison to US$344 million earned in 2019, representing a 5.6% increase in revenue. As the agriculture sector continues on a positive trajectory, the Agro-Investment Corporation will continue to support exporters and farmers/investors through our Agro Parks and Production Zones and marketing initiatives that match producers with exporters.

We guarantee our continued support to the sector as we look to play our part in securing the future of agriculture in Jamaica.

www.jmea.org

Proud Owners of

National Rums of Jamaica Limited 2nd Floor, 3 Ardenne Road, Kingston 10

 876-929-6484 Visit us online www.monymuskrums.com MUST BE 18 YEARS AND OLDER TO DRINK. DRINK RESPONSIBLY.

JMEA Exporters’ Month Magazine 2022

We must be bold in risk taking and have the confidence that we can develop home-grown multinationals.

TRANSFORMING Jamaica’s economy is overly dependent on imports, and this has made us vulnerable to external shocks; our expected inflation rate of 12-15%, is mainly “imported inflation.” This is truly the time to move from talking about building export to making it happen. This is our opportunity, and we need to seize it with urgency.

The productive sector, especially the Agri-processing industry, must be enabled to reach its full potential to not only reduced our import dependency but also to drive export.

INTO OPPORTUNITIES

Contributed By: Richard Pandohie, Chief Executive Officer of Seprod Ltd.

he past two years have been like a horror movie; a once in a lifetime pandemic that led to the unravelling of the integrated global supply chain, price increases for input materials, shipping costs through the roof, not to mention difficulty in getting containers to move goods and demand destruction caused by lockdowns. And then, when we finally thought this horror movie was ending; it only got worse with the Ukraine invasion.

Volatility, supply disruption, shortages have become the new norm.

However, despite the myriad of challenges, the supply chain upheaval has also created opportunities for local manufacturers. Several of our own members have seen their exports growing by unprecedented levels as the shipping cost escalation plus long lead times from Asia allowed us to become more competitive exporting to the Caribbean, North America, and Latin America.

With societies reopening, we are seeing “revenge consumption” as persons try to make up for the last two (2) years. This resurgence in consumption, coupled with the fact that we are ideally positioned beside the largest global consumer market, and, with our prime geographic location, Jamaica should become a global logistics hub creating linkages among other global hubs - North and South America and the Caribbean.

68

But we cannot “wish” our way to this success, we must work for it. We need to invest in technology to drive productivity, we need to have the right people with the right skills, we need Government to move from being a regulator to being an enabler, and, as the private sector, we need to get outside of Jamaica and exploit every opportunity. We must be bold in risk taking and have the confidence that we can develop home-grown multinationals. At a minimum, we must see the CARICOM region as our domestic market; there is so much value to be unlocked in the region, and, to date, we have done a poor job in this regard.

In summary, the challenges are many and likely to continue for the near term but the opportunities that now exist can be transformational for our businesses, our country and the region. As local manufacturers and exporters, let us not miss this opportunity to build back stronger and to create a more resilient and equitable society.

www.jmea.org

(876) 757-1336 (876) 901-8434

Laundry care like no other!

CHLORO-DO BLEACH Makes Whites Whiter Removes mildew stains Effective sanitizer 100% Jamaican

WE DELIVER

CHLORO-SOFT FABRIC SOFTENER Less wrinkles Shields against odours Long lasting fragrance Anti-mildew

4 Carifta Avenue Kingston 11

JMEA Exporters’ Month Magazine 2022

The robust trade

remedies regime in Jamaica, administered by the Commission provides needed defence for the goodsproducing sectors.

An Integral Part of The Manufacturing Strategy to Build Resilience In An Open Economy Contributed By: The Technical Staff of the Anti-Dumping and Subsidies Commission

A sustainable future requires the resilience of the local manufacturing sector and expansion of Jamaican exports to help propel our economy.

70

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

The Staff of the Commission assists exporters providing information, guidance and analysis.

W

e at the Anti-dumping and Subsidies Commission (the Commission), an agency of the Ministry of Industry, Investment and Commerce, could not agree more. Recent indications from Ms. Carol Coy, Director General of the Statistical Institute of Jamaica are that Jamaica is certainly heading in that direction. Jamaica experienced double digit increase in export earnings in 2021 relative to 2020, facilitated by significant contributions from the manufacturing sector. Furthermore, during 2018 to 2021, even during the pandemic, the share of manufacturing exports relative to total domestic exports moved from 30.8% in 2018 to 56.3% in 2021.

The Work of the Commission Contributes to A Resilient Manufacturing Base The robust trade remedies regime in Jamaica, administered by the Commission provides needed defence for the goods-producing sectors through the application of additional duties after conducting investigations into dumped, subsidised or increased volumes of imported products which are “like” goods to those made in Jamaica. Industries that pursue investigations and receive affirmative determinations can realize benefits as a result of the additional duties imposed on the subject imports. Such duties eliminate the unfair price advantage and allow for breathing space for industries in Jamaica to thrive. In the first instance, antidumping or countervailing duties may be put in place for an initial period of five years. Duties may also be reviewed and extended for additional periods, giving industries time to retool and improve their ability to compete in an open economy.

Producers are often observed relying solely on marketing strategies to counteract the impact that dumped, subsidized or high volumes of imports have on their sales and profits. Marketing is useful for increasing awareness and stimulating demand. However, the empirical evidence is that this strategy does not adequately address problems caused by unfairly traded imports. Even after companies spend heavily on

www.jmea.org

advertising, unfair trading practices may continue to injure their business, since marketing does not usually change the price of imports or the price sensitivity of Jamaican consumers. Unfair trading practices are best addressed by the imposition of additional duties after a trade remedies investigation.

The Commission’s work and its record of affirmative determinations offer a general deterrent to these unfair trading practices. Trade remedies help to assure Jamaican industries an environment in which they can compete fairly, invest, develop and be competitive.

The Commission actively defends the interest of industries in Jamaica, through rigorous enforcement of international trade rules.

Trade Remedy Related Assistance for Exporters The Commission’s services also extend to assisting exporters.

The Staff of the Commission, by its expertise, is able to assist exporters to navigate trade remedies challenges if they arise in overseas markets by providing information, guidance and analysis.

The Staff can also assist exporters to identify opportunities abroad, leading to growth in export sales, based on changes in supply dynamics as a result of trade remedies measures put in place against exporters in existing or potential export markets.

Producers in Jamaica which are experiencing the challenges of unfairly traded imports or surges in imports should contact us: The Anti-dumping and Subsidies Commission

JAMPRO Trade and Invest Building | 8 Trafalgar Road, Kin 10 876 978-1800 www.jadsc.gov.jm antidump@jadsc.gov.jm

71

JMEA ExporterS’ Month Magazine 2022

JMEA Exporters’ Month Magazine 2022

Contributed By: Annakaye Saunders-Tucker Managing Director, Linga Ya Farms Ltd.

L

inga Ya Farms Ltd. is a family-owned micro-agro-processing and distribution enterprise located in the community of Dillon, overlooking Innis Bay in East Portland. The operation, which is managed by mother-daughter duo Anne Saunders and Annakaye Saunders-Tucker, was started by Saunders-Tucker’s parents who had moved to the Portland property for their retirement. The land, surrounded by under-developed communities, came with over 100 breadfruit trees.

“When my parents first moved into their home in Portland; they had such a surplus of breadfruits and being the industrious individuals that they are - started roasting and packaging the breadfruits on their kitchen counter,” Saunders-Tucker related. “Every time we had family visitors or friends or we travelled, we would take packaged breadfruit for them”.

Linga Ya Farms Fire-Roasted Breadfruit developed from this after receiving overwhelming feedback from relatives and family friends. This, along with the founders’ keen interest in providing employment in the under-developed area, made them seize upon the idea and so founded the company in 2018.

74

“After testing the product in the local market, we saw the potential for the product for export and started to work with both the Jamaica Manufacturers and Exporters Association (JMEA) and JAMPRO soon after that,” Saunders-Tucker disclosed. “We started doing the local distribution in August 2018, received our export certification from JAMPRO in November 2019 and began exporting to Florida soon thereafter.”

Linga Ya Farms Fire-Roasted Breadfruit is now available in select supermarkets in Kingston & St. Andrew; Reggae Vibes, Sangsters International Airport and Two Hampers & a Mule, Norman Manley International Airport. It is also available in select supermarkets in Florida, Georgia and more recently, Arizona.

The company attributes some of its export success to programs such as the JAMPRO-led initiative, Export Max. Export Max is the national enterprise development program for export growth geared towards providing capacity building for exporters, market penetration support and increasing the number of active local exporters. Linga Ya Farms Ltd. was one of fifty MSME companies selected at the end of 2019 to participate in this program.

“Manufacturing and exporting is not for the faint-atheart,” stated Saunders-Tucker. “Our successes have not come without challenges. We continue to struggle with climate change which continues to have a pro-

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

found effect on our main raw material – breadfruit.

The pandemic also continues to affect our team’s productivity and pushed us to implement stricter health guidelines to protect ourselves and our consumers.”

Linga Ya Farms Ltd., due to its location, has also been challenged with increased transportation costs due to the deteriorating road conditions in East Portland and St. Thomas over the past two years. This has only been exacerbated by the increased fuel, packaging material and shipping costs brought on by the Ukraine/ Russia war.

Saunders-Tucker stated enthusiastically. “Our demand has gone way beyond what our own breadfruit trees can supply so we are working closely with the JMEA through the Agro-Investment Corporation and all the farmers in the surrounding area to meet our current and future demands.”

As part of its continuing engagement with the community, Linga Ya Farms plans to launch an annual health fair for the community which will coincide with the company’s fourth anniversary in August of this year.

However, the family-owned business continues to meet these challenges with resilience. The key, they maintain, is always to keep a step ahead of the trends, keep on top of your profit and loss and build a long-lasting relationship with your key customers and suppliers.

This attitude and business resilience led them to receive the 2020 JMEA Manufacturers & Exporters Ambassador Peter King New Exporter of the Year Award.

Despite the challenges, Saunders-Tucker is confident that Linga Ya Farms will achieve its local and export objectives for 2022. The company is busy in expansion mode with an upgrade to its production facility scheduled for the third quarter of 2022. Additionally, they are half-way through the development and implementation of a HACCP/FSPC Management System with plans for International Certification by the end of 2022.

“We will continue to increase our employment and economic activity in the community as we grow,”

www.jmea.org

75

JMEA Exporters’ Month Magazine 2022

the export Spring Gardens Processors Contributed By: Delroy Miller, Mentorship & Advocacy Coordinator (Export Max III) of the JMEA

A

uthor Jim George once said, “it’s not how you start that’s important, but how you finish”, and today, this phrase epitomizes Sophia Pearce and her renowned brand, Spring Gardens Processors.

In 2013, to merely say that Ms. Pearce’s “back was against the wall” would be an understatement as not only was she unem-

ployed, but she was also a single mother. Despite this, she found the inspiration to start her own business and as with fledgling ventures, it was quite a rocky start. The capital at the beginning was a US$200 loan from her sister and the post office was how her then product of coconut oil greeted the warm shores of Antigua.

It is really a great programme for anyone wanting to grow and propel their business.

76

As with every business, Ms. Pearce’s goal for Spring Gardens Processors at the start was to grow. This, she believed, could be done by getting more customers onboard as well as venturing into new markets. However, this was not a simple task as she met a major hurdle in the form of being unable to access funding that were needed to

make the necessary investments. In the midst of these difficulties, a solution came in the form of the Jamaica Promotions Corporation (JAMPRO) Export Max Programme; the national enterprise development programme for export growth geared towards providing capacity building for exporters, market penetration support and increasing the number of active local exporters.

Ms. Pearce became a part of Export Max in 2019 with the goal of exploring more markets and getting help with the major challenge of gaining much needed funding. In essence, she wanted to see some growth in her company, and the programme certainly did not disappoint! In fact, she stated that her expectations were exceeded as not only did she gain access to more markets and financing, but she was able to attend var-

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

gramme for anyone wanting to grow and propel their business”, she revealed.

Ms. Pearce praised the Export Max programme for allowing her to become more innovative and to better take advantage of the available markets. This, she indicated, may not have happened if she was not provided with the timely support which helped her to gain a competitive edge. Spring Gardens Processors now boasts products such as canned ackee and callaloo; breadfruit, fresh produce and dried spices (among other products) in the USA, Canada, and the United Kingdom. The business has even ventured as far as Saudi Arabia in the Middle East, exporting its products.

Additionally, at the peak of the COVID-19 pandemic when many companies were struggling to keep afloat, Spring Gardens Processors recorded a whopping 500% increase in sales from 2020 to 2021 – all thanks to their hard work and the Export Max team.

ious training sessions in which she received targeted guidance on best practices and business strategies.

“They really help to steer you and help you to propel and grow to reach your goal. It is really a great pro-

In giving due credit, the proud owner of Spring Gardens Processors went on to state that the Export Max programme, is highly beneficial to upcoming manufacturers and exporters and that she would encourage businesses that are not yet onboard, to not second guess, and quickly make the decision. “It’s definitely the way to go! Get onboard; sign up with Export Max!”

by Romario Cameron Policy Analyst of theJMEA

by Sheneecia Salmon, Senior Trade Policy Officer of the JMEA

JMEA Exporters’ Month Magazine 2022

by Sheneecia Salmon, Senior Trade Policy Officer of the JMEA

80

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

www.jmea.org

81

JMEA Exporters’ Month Magazine 2022

Benefits Of Membership with the ADVOCACY

MARKET

RESEARCH & EXPORT

Representation made to Government on matters impacting manufacturers and exporters. Several major incentives have been achieved including duty-free imports of raw materials, equipment, etc.

This is through partnerships with the financial sector, private equity schemes and grant funding.

Research and preparation of market profiles to assist with penetrating and securing new markets as well as services that assist our members with navigating the export landscape.

FEDEX DISCOUNT

CONNECTS

CARIBBEAN

$$$

$$$

DISCOUNT

AIRLINES DISCOUNT

$$$

Allows members of the Association to access a minimum 40% and maximum 50% discount on FedEx services for importing and exporting goods.

Allows members of the Association to receive up to a 70% discount on the CONNECTS platform which gives access to hundreds of thousands of distributors and buyers across the world.

STANDARDS & QUALITY

BUSINESS DEVELOPMENT

TRADE OPPORTUNITIES

Assistance with acquiring and implementing required local and international standards through JMEA’s partnership with the Bureau of Standards Jamaica (BSJ). Members receive a 20 - 25% discount.

This includes capacity building through the Voucher for Technical Assistance Programme (VTA) in partnership with the Development Bank of Jamaica (DBJ).

The provision of several platforms to promote members’ products locally and overseas including our flagship biennial events, Expo Jamaica and Jamaica International Expo (JIE), the Buy Jamaican… Build Jamaica Campaign and trade missions.

CAPACITY BUIDLING

[

Allow Members of the Association to receive up to an 8% discount on perishable cargo and up to 10% on non-perishable/ general cargo.

MENTORSHIP LINKAGES

]

This is obtained through regular internal and external seminars and workshops.

82

ACCESS TO FINANCE

The provision of mentorship coaching for micro, small and medium-sized businesses.

Tourism and distributive trade networking and business opportunities through linkage events and partnerships, for e.g., Speed Networking and Christmas in July.

www.jmea.org

JMEA ExporterS’ Month Magazine 2022

Incentives

$$$

ADVERTISING OPPORTUNITIES

Assistance with acquiring manufacturing and agricultural incentives.

Advertising through our email blast, newspaper supplement, newsletter, website, social media pages, year planner and other activities.

INDUSTRY INFORMATION

BUSINESS OPERATIONS

Information provided on industry events and trends through emails, bulletins, membership meetings and research papers.

Guidance on starting and operating a manufacturing and or export business.