수산물 가공원료의 가치사슬 비교에 관한 연구

Abstract

This study identifies key factors why mackerel captured in Korean offshore has struggled to increase market value, while mackerel imported from Norway has better performed in value-creating activities. This study employed value chain analysis as a research method to dis-aggregate Mackerel Industry into major activities, thereby allowing the identification of sources of competitive advantage of Norwegian mackerel and comparative weakness of Korean mackerel. Major activities were classified into six different stages including global supply and demand of mackerel, Korea’s mackerel production and importation from Norway, distribution of mackerel as raw material, processing mackerel into semi or final product, distribution of final product, and lastly consumption of mackerel. This study combined qualitative and quantitative approach in value chain analysis. Qualitative value chain analysis was applied by using semi-structured in-depth interviews with the industry stakeholders participating in major activities. Quantitative analysis was conducted by applying Conjoint Analysis method and Price Sensitivity measurement. The primary data utilized in the analytic tool was collected from an online survey of consumers in Korea(n=400). Conjoint Analysis was applied to assess consumers’ preference over product type, size, origin of raw material used in value-added product of mackerel. Price sensitivity measurement was used to examine price sensitivity levels on value-added product of mackerel among Korean consumers. Having identified core process, key stakeholder, governance, constraints of major activities, the value chain was mapped out to visualize value-creating networks in order to get a better understanding of the mackerel industry. The research findings are as follow. First, high dependence upon Norwegian import has potential to create huge supply risk for Korean market. Second, Korea’s intensive fishery practice lowers availability of large-sized and high quality mackerel that market demands, shaping ‘supplier-driven’ value chain. Third, the current distributional structure remains uncoordinated with different chain players due to a range of constraints, including involvement of various stages resulting in delivering high-priced raw material, inactivated linkage of fresh and small-sized raw material, etc. Fourth, rising labor cost and aging workers engaged in processing lessen final value and product quality, and consumers’ high price sensitivity lowers incentive for processors to produce high value-added products. Fifth, market share of Korean mackerel has shrunken in major end channels due to a range of constraints, including fixational nature of pelagic fish trade relations, price related comparative disadvantage, etc. Lastly, the absence of institutional body facilitating information flow among chain players throughout the entire stage is the major constraint in building ‘demand-driven’ value chain.