刊物

Exports are of major importance for the French food sector (especially for the beverages segment), positively contributing to the French trade balance.

Sector risks have increased after the Brexit decision, and exporters to the UK have already suffered shrinking margins due to currency volatility.

Business failures in the Polish food retail segment have increased in 2016, as mainly smaller players suffer from fierce competition and low margins.

Large food businesses are active globally and performing well, while smaller producers and wholesalers generally face tough competition and low margins.

Gearing of food businesses is generally high, and can be a significant risk for companies with weak profitability and focus on the domestic market.

The outlook for food exports remains positive, with further demand growth from overseas expected, due to the strong reputation of “Made in Italy”.

The economic downturn of two main export markets - Brazil and Angola - has led to reduced exports and, to some extent, investment levels in the sector.

While the industry is still fragmented, consolidation is on-going and companies should gain size and become more competitive domestically and abroad.

Economic growth is expected to pick up in 2017, but uncertainty about the new US administration (potential protectionist trade policies) casts a shadow.

The consequences of any US shift on its Mexico policy remain to be seen, but increased currency volatility has already an negative impact on the economy.

Steady, but uneven growth is expected to persist. Domestic demand is the main driver of expansion, but manufacturing and export performance remain subdued.

Pressures on international trade are mounting around the globe and the outlook is increasingly uncertain.

Nearly 90% of the survey respondents in Asia Pacific reported having experienced late payment of invoices from their B2B customers over the past year.

Nearly 24% of Australian suppliers surveyed consider maintaining adequate cash flow levels to be the greatest challenge to business profitability in 2016.

Suppliers surveyed in China (38.2%) appear to be the most likely of all their peers in Asia Pacific to sell on cash terms to their B2B customers.

The highest percentage of the suppliers interviewed in Hong Kong (42%) reported that domestic B2B customers pay invoices late due to liquidity issues.

As a consequence of late payment by B2B customers, 45% of suppliers surveyed in India reported they had to take specific measures to correct cash flow.

Cost containment and cash flow position considered greatest challenges to business profitability by 18% of Indonesian suppliers (20% in Asia Pacific).

Most of the suppliers surveyed in Japan (33%) reported that foreign late payment is most often a consequence of the complexity of the payment procedure.

Despite no variation in either domestic or foreign late payment rates, the average 46 days DSO recorded in Singapore is six days longer than last year.