A multi-country initiative is developing a data-based framework to measure how production units perform in globalized agriculture. The project focuses on constructing an Agricultural Competitiveness Indicator (ICA), integrating business management, statistical modelling, and artificial intelligence to compare and forecast competitiveness.
The study references the view that "The future of the farmer is not in producing more, but in producing better; those who do not measure and those who do not manage, do not compete." It originates from production regions in Michoacán, Mexico, where blueberries have become an export crop, but extends to wider production systems.
Semi-structured interviews were conducted in Mexico, Peru, Chile, the United States, and Canada with industry participants, including representatives from Hortifrut, ProArándanos Perú, the Chilean Blueberry Committee, Aneberries México, Mission Produce, Sun Berries, Berries Paradise, and Naturipe Farms. From these inputs, more than 80 competitiveness factors were identified across six dimensions: Production, economic environment, education, environment, security, and governance. These were encoded into a statistical analysis matrix to calculate weightings within the ICA model.
The project is currently in quantitative validation, using factor analysis, logistic regressions, and Random Forest models to consolidate the indicator. The final version will be integrated into an interactive digital platform to compare agricultural competitiveness by region or country. The model is intended to be used by growers, associations, and sector decision-makers.
Interview findings show differing development paths. In Mexico, proximity to a major consumer market offers opportunities, while infrastructure, technology, and institutional coordination remain challenges. In Peru, varietal planning and innovation form part of a long-term policy approach. In Chile, varietal renewal and sustainability are central topics. In the United States and Canada, automation, genetic research, and logistics efficiency drive decision-making.
Quantitative results show the production dimension weighted at 24 per cent and education and training at 19 per cent. The global economic environment accounts for 17 per cent, followed by institutional governance at 15 per cent. Security and market access are weighted at 12 per cent. Although security issues are widely discussed in public debate, the analysis shows they rank lower as determinants of perceived competitiveness.
The study concludes that competitiveness is increasingly shaped by management, information use, and the capacity to make decisions based on data rather than relying solely on land area, climate, or traditional experience.
Source: Blueberries Consulting
