Organisational challenges for local maize value chains in the biobased economy

Societal challenges drive an increased interest to transform our fossil resources based to a biobased economy, in which biomass is used for the production of bioenergy and biomaterials. Research aiming to enhance this biobased economy often focuses on the technical and techno-economic aspects of converting biomass into value-added biobased products, but fails to take into account non-technical aspects, such as the organizational challenges related to local biomass value chains. These organizational challenges originate from the unique characteristics of the biomass itself, and those of the economic agents involved in the value chain. In this dissertation, we therefore focused on the organizational aspects of local biomass value chains for new applications within the biobased economy. We used local maize value chains in Flanders as case-study. Our research integrated findings from qualitative research with simulation results from a quantitative dynamic modelling approach, being agent-based modelling. We demonstrated the importance of the local context in the trade of silage maize, and identified several organizational challenges that need to be addressed for the development of a corn stover value chain in Flanders. This allows us to formulate five practical recommendations for practitioners: (1) try to work with intermediaries when you are a new entrant into an already existing local biomass value chain; (2) retain an adequate level of flexibility; (3) make a well-considered choice about the organizational form of new value chains; (4) make sure all stakeholders are involved when developing new local biomass value chains for new applications in the biobased economy; and (5) pay special attention to create trust and enthusiasm for the new value chain amongst all stakeholders involved. In general, we advocate a value chain perspective when developing new local biomass value chains for the biobased economy.