Partnerships for successful enterprise transformation of forest industry companies implementing the forest biorefinery.

Abstract

Abstract: Increasingly forest product companies are seeking to diversify their revenues, and improve their profitability via implementation of the forest biorefinery. This paper considers the overall approach that forestry companies might consider for the implementation of the forest biorefinery, the enterprise transformations implicated, and most importantly the partnerships that must be created in order to mitigate risk and enhance the potential for success of biorefinery implementation. Forestry companies that limit their consideration of the biorefinery as an investment in projects that yield interesting returns in the short term, such as pellet mills or biofuels, may or may not be successful at transforming the business models of their companies in the longer term. The recommended approach is to identify new added value biorefinery products to be manufactured over the longer-term, the new supply chain mechanisms needed for their efficient delivery, and importantly, the quality partners needed to be successful in this objective.