高知論叢１０２号 page 11/222

このページは 高知論叢１０２号 の電子ブックに掲載されている11ページの概要です。
秒後に電子ブックの対象ページへ移動します。
「電子ブックを開く」をクリックすると今すぐ対象ページへ移動します。

概要：
Limits to Agribusiness-led Development: A Structural Analysis of the Malaysian Palm Oil Industry 9Yet, most importantly, some large-scale agribusiness companies which combine eachsubsector play a lead....

Limits to Agribusiness-led Development: A Structural Analysis of the Malaysian Palm Oil Industry 9Yet, most importantly, some large-scale agribusiness companies which combine eachsubsector play a leading role in the industry, and assert influence over the industrialstructure. It is necessary to extract FFBs from palm oil within 24 hours after harvestto maintain the oil quality, and the smooth transportation from plantations to mills isindispensable. In addition, a large amount of quantity is also required in considerationof factory utilization. Therefore, plantation-based agribusiness companies, which havethe ability to form vertical integration of the commodity chain, eventually predominateat the core of the industry. Already in the second half of the 1990s, Malaysia’s 10 largestcompanies had 45% of that country’s total oil palm area, while 16 companies accountedfor 75% of refining by volume10.Table 5 arranges some recent strategies by major agribusinesses. First, each companytries to cover every sectors of the entire commodity chain. For example, FELDA(Federal Land Development Authority) is a government agency established in 1956 forthe purpose of eradicating poverty by land development and resettlement of the rurallandless poor, and of improving socioeconomic status through production of cash cropssuch as oil palm. But, as the scale of development has become larger, it has expandedinto downstream sectors through establishment of subsidiaries and joint ventures withtransnational corporations like P&G or Mitsui Co. Recently, FELDA has withdrawnfrom the settlement project for the rural poor, and, by establishing a public companycalled Felda Holdings in 2003, this agency transformed itself into one of the largestpalm-oil related agribusiness capital in the world11.Second, some companies are engaged in corporate M&A, and industrial concentrationand centralization is under progress. In 2007, three plantation majors of GoldenHope, Kumpulan Guthrie and Sime Darby merged to operate as Sime Darby, the largestagriculture-based and plantation TNC ranked by foreign assets in the world12. In thesame year, Singapore based Wilmar International, which was made a capital participantby U.S. agribusiness ADM, took over PPB group, affiliated business of the Kuok group.IOI Corporation also took over Pan Century, a major refinery company, and Unilever’spalm oil related business. These movements have resulted in corporate oligopolies andinternational industrial restructuring13.Third, each company has been trying to move into overseas business. Concerningthis strategy, two patterns are detectable. One is a pattern of establishing downstreamrefining and logistics/distribution facilities overseas for the purpose of securing theexport market. Another is a pattern of upstream plantation development overseas. Bythe 1980s, they were running out of areas to develop plantations in Peninsular Malaysia,and also running out of labor power due to industrialization. Malaysian Agribusinesses