Generating More Value from Our Forests - Ministry of Forests

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14 Key Drivers for Success Research based on literature review, recent interviews with stakeholders, and discussion forums with senior government staff suggest that the successful promotion of further manufacturing is driven by a few key factors. These factors, when present, serve as drivers for success; when absent, they constitute barriers to growth. Access to Raw Material For the traditional value-added sector, past studies identified a lack of consistent, dependable, competitively priced fibre as an impediment to growth. Although next generation products can be generated from under-utilized fibre types, detailed information on this inventory is less developed. Chart 3 Product Innovation Pathway Investment Business Policy Basic R&D Technology Push Investors Government More detailed inventory information of under-utilized fibre and mechanisms to facilitate the flow of fibre to further manufacturing are required. Competitive Processing Capacity The preponderance of the commodity-focused business model, combined with a small traditional value-added sector, has resulted in weak capacity to commercially manufacture innovative, next generation forest products. Chart 3 shows the innovation cycle for new products, from basic research to commercialization and product diffusion. The commercialization phase, which requires new or converted processing capacity, has been a particularly challenging barrier to overcome. Greater wood processing capacity will be required to capitalize on further manufacturing growth opportunities. Market Pull Applied R&D Demonstration Commercialization Diffusion Adapted from: Environmental Policy Group, Imperial College, London Consumers
Market Demand While British Columbia’s forest sector commands a significant share of the U.S. forest commodity market, it supplies less than one per cent of the U.S. market for value-added forest products. A similar dynamic is evident in other markets, such as Japan, where British Columbia producers lagged in capitalizing on the growing market demand for engineered wood products. Strategies to better access and strengthen markets are needed to boost demand for higher value products. Chart 4 Significant Potential to Use More Wood 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 74% 19% 10 8 6 4 2 0 7.4 2.4 % of buildings Billions of board feet Sustained Partnerships Earlier studies and current consultation identified the need for a more integrated partnership structure and delivery mechanism to sustain stakeholder focus over the long-term. Success requires concerted and coordinated efforts on the part of governments, industries, workers, First Nations and communities. Stakeholders identified the need for a single point of government interface to ensure coordinated planning and implementation, as well as for disseminating knowledge and strategic information. Additional that could be wood Currently wood W.P.C. 2006 Adapted from Kelly McCloskey & Associates 15
Page 1 and 2: Generating More Value from Our Fore
Page 3 and 4: Message from the B.C. Government Th
Page 5 and 6: Key Drivers for Success Access to R
Page 7: Table of Contents Introduction 3 Ov
Page 10 and 11: 3 4 Overview of Forest Products Sec
Page 12 and 13: 6 Competitive advantages for the Br
Page 14 and 15: 8 Raw Material Input Table 3 Raw Ma
Page 16 and 17: 10 Next Generation Forest Products
Page 18 and 19: 12 Building British Columbia’s Wo
Page 22 and 23: 16 Targeted Actions This section re
Page 24 and 25: 18 Value Proposition 4 The need to
Page 26 and 27: 20 Chart 5 Partnerships for Impleme
Page 28: 22 Of benefit to all British Columb
Page 31 and 32: Printed on Recycled Paper

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