How can a modern agricultural industry consortium achieve 1+1+1 greater than 3
The establishment of the modern agricultural industry consortium is a practical exploration against the broader background of adhering to the household contract management system, cultivating new types of agricultural operating entities, developing various forms of scaled operation, and building an agricultural operating system that combines intensification, specialization, organization and socialization.
The significance of creating the consortium lies in achieving the goal of 1+1+1>3. It does not simply bundle agricultural enterprises, farmers' professional cooperatives and family farms together, but organically integrates them to maximize operating benefits. Its emergence is of great significance for resolving problems such as the mutual "disconnection" in agricultural production and operation between agriculture and the secondary and tertiary industries, among the three industries within agriculture, between the productive forces and the relations of production, and among the various factors of production.
The creation of the consortium cannot be separated from government promotion and guidance. If the government does not promote it and does not give policy support, new operating entities such as agricultural enterprises, farmers' professional cooperatives and family farms will not spontaneously come together to cooperate, let alone achieve win-win results. With the support of various measures, the consortium achieved sustained, healthy and rapid development. By the end of 2014, the number of consortia in Yongqiao District had grown to 30, including 14 in the grain industry, 5 in the vegetable industry, 5 in the livestock industry, and 6 in other characteristic industries.
The development of the consortium also cannot be separated from the leadership of leading enterprises. Within the industry consortium, agricultural enterprises are the integration of advanced agricultural factors of production, have advantages in capital, talent and technology, and undertake tasks such as the processing and marketing of agricultural products and the unified formulation of production plans and production standards. If the leading enterprises of the consortium do not have strong driving capacity, the advantages of the consortium's various operating entities cannot be fully brought into play, and complementary advantages cannot be realized.
In response to the problems encountered in the growth of the consortium, next we will further increase fiscal support, strengthen financial services, and accelerate the building of the consortium's credit system. Based on credit evaluation results, we will encourage financial institutions to issue unsecured or uncollateralized loans to consortium members. For the main products operated by family farms that join the consortium, we will include them in the scope of policy-based agricultural insurance, let them enjoy premium subsidies, and actively promote financing models such as "insurance + credit" and credit guarantee insurance. We will strengthen project support, give priority to arranging eligible consortium members to apply for various national and provincial agricultural projects such as water conservancy facility construction, tilt newly added national agricultural subsidies toward eligible consortium agricultural scaled-operation entities, and support the consortium in growing further.