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Dourado 2016
Dourado 2016
Introduction
The unique properties of bacterial nanocellulose (BNC) as a biopolymer and its potential
applications have been widely reported in the literature. The commercial exploitation of BNC
has been strongly confined to two opposite market segments: on one end, the food segment,
usually associated with high production volumes and low profit margins, for example, “nata
de coco,” widely known as a food product obtained by “traditional fermentation” methods;
on the other end of the spectra, associated with high-value-added niche markets, medical
applications of BNC mostly include its use as wound dressings. Much effort (Table 12.1) has
been devoted to designing an economical process for BNC production, by optimizing both
upstream and downstream processes, including the evaluation of several culture media (CM)
compositions, fermentation systems, genetic engineering, and postproduction modification
processes [1–4].
The scientific literature propagates the idea that the technological production of BNC
is extremely expensive. However, to the authors’ knowledge, a proper analysis on the
economic and financial aspects of an advanced technological BNC production is virtually
inexistent. Kralisch et al. [3] have calculated the BNC production costs, by operating a
pilot-scale “Horizontal Lift Reactor” (HoLiR). The novel BNC fermentation system is
described as combining the advantages of static cultivation and continuous harvesting
of the formed BNC pellicle, under steady-state cultivation conditions. The results of
this economic evaluation were expressed as relative percentages of fixed and variable
costs. In their scenario, equipment costs dominate (51%) the total costs (TC, which
include personnel, electricity, and equipment costs), whereas personnel costs represent
32% of the TC. Lastly, material and energy costs amount to only 7% of the TC. To
the authors’ knowledge, no other publications addressing the economic feasibility of a
biotechnological production of BNC are publicly available, especially considering a large-
scale scenario.
Bacterial NanoCellulose
http://dx.doi.org/10.1016/B978-0-444-63458-0.00012-3 199 Copyright © 2016 Elsevier B.V. All rights reserved.
Table 12.1: Summary of a literature survey on BC production with different strains and different culture conditions
Medium Composition Culture Conditions
Carbon Nitrogen Culture Best Results
Strain Source Source Additives pH Temperature Time Type of Culture (BC yield) Obs Refs
AJ 12368 Sucrose Yeast ex- Ammonium 5 30°C 3d + 3d Agitated 1.07 g L −1 [5]
(5% w/v) tract (0.5% hydrogen (air-lift fermen-
w/v) sulphate ter) + Static(petri
(0.5% w/v), dishes)
monopotassium
phosphate
(0.3% w/v) and
magnesium
sulfate
heptahydrate
(0.0005% w/v)
IFO 13693 d-Glucose Peptone Schramm Hes- 6 30°C 3 d Static 10.8 g L−1 Cellulose pro- [6]
(0.5% w/v) (2% w/v); trin medium; duction rate 36 g
Yeast ex- ethanol (0.2% d−1 m−2
tract (0.5% v/v)
w/v)
AJ12712 Sucrose Yeast ex- Complex me- 5 30°C 7 d Static 22.1% (g of Best result with [7]
(5% w/v) tract (0.5% dium BC/g sucrose 10% oxygen
w/v) consumed)
KU-1 d-Mannitol Yeast 6 30°C 168 h Static 4,6 g L−1 Best result with [8]
(2% w/v) extract d-Mannitol
(0.5% w/v) 1.5% (w/v)
polypep-
tone (0.5%
w/v)
BPR-2001 Fructose Corn Steep 5 30°C 3 d Agitated 7.7 g L−1 [9]
(ATCC700178) (4% w/v) Liquor (1 L jar fermenter)
(2% w/v)
BPR-2001 Fructose Corn Steep 5 30°C 72 h Agitated No reference to [10]
(ATCC700178) Liquor (30 L jar fermenter) BC yield results
Medium Composition Culture Conditions
Carbon Nitrogen Culture Best Results
Strain Source Source Additives pH Temperature Time Type of Culture (BC yield) Obs Refs
ITDI 2.1 Coconut Dipotassium 4.5 30°C 7–8 d Static 12.53 g L −1
(Continued)
Table 12.1: Summary of a literature survey on BC production with different strains and different culture conditions (cont.)
(Continued)
Table 12.1: Summary of a literature survey on BC production with different strains and different culture conditions (cont.)
This chapter thus aims to address an open question regarding the production costs of BNC,
as obtained through “modern” (biotechnological) processes. As a starting point in obtaining
a cost estimate, a computer simulation of BNC production under static culture conditions
was performed here. The first section of this chapter will be devoted to an overview of the
cost structure involved in a plant process design. This will be followed by a description of the
software simulation of BNC production, associated costs, and feasibility analysis.
Cost Estimations
The net profitability, briefly described as the total income minus total expenses, and the business
sustainability, are the key drivers of any plant design simulation, and ultimately condition the
decision of investing in the construction of a new processing plant, or expanding or modifying
an existing one. The assessment, procurement, and proper allocation of capital investment must
Process Modeling and Techno-Economic Evaluation 207
thus be made in any project design. The total capital investment required to set up a project
includes two major components: fixed capital investment and working capital. The first
component, which can be further divided into direct and indirect costs, briefly corresponds to
the capital necessary to construct a ready-to-work processing plant; this involves buildings,
equipment, machinery, land, and associated construction expenses. The working capital
corresponds to the additional necessary investment, above the fixed capital, to start and maintain
the operation process, especially during the first months (or years) of plant activity. This capital
allows to cover for salaries, utility bills (such as electricity or gas, fuels), raw materials, and
other supplies. Due to its specific purpose (ensuring liquidity of the firm for a certain period),
working capital is included as the second component of the total capital investment.
Along with capital investment, an estimation of the operating costs (or production costs)
must also be made. These costs, further divided into direct production costs, fixed charges,
and general expenses, represent the expenses incurred during plant operation and product
selling and are usually expressed on an annual basis. These expenses include, for example,
raw materials, labor, transportation, and other miscellaneous operations, utilities, royalties,
research & development, financing, advertising, administrative services, and product disposal
[46,47]. Further details on the cost structure will be provided below, along with the economic
analysis of the BNC production simulation.
Table 12.2: Composition and estimated purchase prices of the main raw
materials for BNC production
Stock (g/L) Density (kg/L) Culture Media (g/L) Price (USD$/Tona)
Beet molasses 570 1.2 20 200.00
Yeast extract 1.5 5 2,000.00
Peptone 20 7,945.00
Disodium phosphate 2.7 500.00
Citric acid 0.8 1.2 500.00
Water 1 2.50
Downstream washing
NaOH 10 2000
a
An average price of the stock components was calculated on the basis of the values from different suppliers and literature.
Figure 12.1: Super-Pro process flowsheet of the fermentative production of bacterial cellulose.
projected to process 60,000 L month−1 of CM. Assuming hydrated BNC contains 99% water,
this production volume would yield 42 tons month−1, that is, 504 ton year−1 of BNC. Fig. 12.1
displays a flowsheet of the BNC fermentation process as retrieved from the software.
Table. 12.3 describes the main equipment (type and number of used equipments, their size,
and cost).
Inoculum propagation is widely reported to be achieved by successive propagation of biomass
and CM at a ratio of 1:10 (biomass:CM), as used in this work. For the sake of simplicity,
propagations below 100 L were omitted in the design, as these can easily be done at
Process Modeling and Techno-Economic Evaluation 209
laboratory scale (the inoculum from ATCC 10245 could then be transferred to the 100 L seed
fermenter). As such, two seed fermenters with 100 (SBR-100 L) and 1000 L (SBR-1000 L,
Fig. 12.2) capacities were considered for biomass growth (Fig. 12.2, “Inoculum Propagation”
stage). Also, a simplified version of the culture CM preparation and pasteurization was
chosen. For academic purposes, a single entry containing the mixture of the CM components
was fed to a storage tank (V-101) before pasteurization (PZ-101). The pasteurized CM is then
sequentially fed to each of the seed fermenters. Each seed fermenter operates for 3 days. The
bacteria and additional pasteurized CM (up to a total volume of 10,000 L) are then combined
and transported to a “cleanroom” for the fermentation under static conditions. This generic
unit represents a controlled environment room with minimum level of pollutants, operating at
30 °C for 7 days, to simulate static culture conditions. Two clean rooms were considered for
this process (Fig. 12.2 and Table. 12.1. for a description of the equipments) as explained: the
static culture step (“Cleanroom-10,000,” Fig. 12.2a) is the dominant scheduling bottleneck of
the entire process, that is, its occupation time per batch exceeds any other equipment in the
process, thus leading to large plant cycle times (roughly 10 days, Fig. 12.2a). By including
an additional cleanroom operating in staggered mode (“STG01 Cleanro,” Fig. 12.2b), lower
production cycle times can be obtained (roughly 5 days). This allows to increase from 41 to
81 batches year−1.
Upon fermentation, the resulting BNC sheets are collected, cut into cubes (GR-101), and
washed with NaOH and water (WSH-101). The cubes are then packed (in plastic bags and
cardboard boxes; FL-101 and BX-101) and stored (“Downstream Processing” stage).
Based on the inserted data (regarding unit operations, reaction kinetics, raw materials, etc.),
Super-Pro Designer can estimate the equipment size and cost (Table 12.3) by using built-in
210 Chapter 12
cost correlations from data derived from a number of vendors and literature sources (data
from some of the equipments were obtained from direct contact with several companies as
these were not available in Super-Pro). The total cost of the equipment is of US$ 4.83 million.
Table 12.4 summarizes the resulting estimation of the capital investment costs, operating
costs, and profitability analysis of the BNC fermentation process simulation. Some of the
financial data were calculated based on information outlined by Peters and Timmerhaus
[46]. The total capital investment (TCI) for an industrial facility capable of producing
504 tons year−1 of BNC was estimated to be of near US$ 13 million; near 71% of which
correspond to direct costs (DC) from equipment and installation, piping, instrumentation,
insulation, electrical facilities, building costs, yard improvements and auxiliary facilities,
and land. Indirect costs (29% of the TCI) consist of engineering and construction costs.
Contingency charges (US$ 966,199.99) are extra costs added into a project budget to
accommodate for variations in the cost estimates. These allow to compensating for
unpredictable expenses, minor process changes, price fluctuations, and estimating errors.
The annual manufacturing (product or production) costs (TPC), totaling US$ 7.4 million
include elements that contribute directly to the cost of production (such as direct operating
costs, fixed charges, and plant overhead costs), and general expenses. Operating labor (with
58%) is the most representative of the direct production costs (which total US$ 2.18 million).
Fixed charges, totaling US$ 2.1 million, relate to the physical plant in itself, thus unaffected
by the productivity levels. These include depreciation, local taxes, insurances, and rent.
Depreciation (70% of the fixed charges) is a time-dependent operating cost representing a
fixed capital loss mostly due to equipment and facilities wear out and obsolescence. Plant
overhead costs (little over US$ 1 million) includes charges for services not attributable to
the cost of the product, such as medical service, safety and protection, storage facilities,
plant superintendence, cafeteria, janitorial services, administrative and accounting services,
etc. The general expenses (US$ 2 million) cover the management costs and to develop
new processes (Research & Development). Administrative costs include salaries for
administrators, accounting, legal support, and computer support, as well as office supply and
equipment, administrative buildings, etc. The sum of the manufacturing costs, MC [73% of
the total product manufacturing costs (TPC)] and general expenses, GE (27% of the TPC)
make up the TPC (US$ 7.4 million).
Based on the above capital expenses, profitability analysis was done considering a market
price for BNC at US$ 25 kg−1 (corresponding to packed BNC cubes as the final selling
product). The resulting net profit amounts to US$ 3.3 million year−1. The return on
investment (of 10%) is the ratio of profit to investment and measures how effectively a
company converts the invested capital into profit (i.e., it represents the return per dollar
invested). Finally, the payback period, representing the length of time necessary to recover
the capital investment, was calculated to be of 4 years.
212 Chapter 12
Table 12.4: Cost structure (in US$) and profitability analysis of the BC fermentation process
Estimation of Capital Investment Cost
Direct costs (DC) 9,178,799
Purchased equipment (PE) 4,831,000
Installation, including insulation and painting 828,171
Instrumentation and controls 552,114
Piping 690,142
Electrical 483,000
Buildings, process, and auxiliary 690,142
Service facilities and yard improvements 276,057
Land 828,171
Indirect costs (IC) 2,070,428
Engineering and supervision 579,719
Construction expense and contractor’s fee 552,114
Contingency 966,199
Fixed capital investment (FCI) 11,276,834
Working capital (WC) 1,691,525
Total capital investment (TCI) 12,968,359
Estimation of the Annual Product Manufacturing Cost
Manufacturing costs (MC) 5,390,511
Direct production cost (variable costs) 2,184,022
Raw materials 169,280
Operating labor (OL) 1,269,130
Direct supervisory and clerical labor (DS & CL) 222,097
Utilities (electricity, steam, chilled water) 80,000
Maintenance and repairs (2–10% FCI) 338,305a
Operating supplies (0.5–1% FCI) 84,576a
Laboratory charges (10–20% OL) 126,913a
Fixed charges 2,108,768
Depreciation (13% FCI machin. & equip. + 2–3% FCI buildings) 1,465,988a
Local taxes 281,920a
Insurances 281,920a
Plant overhead costs (50–70% OL, DS, & CL, and M & R) 1,097,720
General expenses (GE) 2,023,417
Administrative costs (2–6% of TPC) 440,000a
Distribution and selling costs (2–20% of TPC) 385,000a
Research and development costs (5% of TPC) 550,000a
Financing (interest) (0–10% TCI) 1,584,551
Total product cost (TPC): MC + GE 7,413,928
Profitabilitya (504,000 kg year−1, at a selling price of US$ 25 per kg−1)
Total income: selling price × quantity of product 12,600,000
Gross income: total Income − total product cost 5,079,790
Taxes: 30–40% gross income 1,777,926
Net Profit: gross income − taxes 3,301,863
Rate of return: net profita100/TCI 10%
Payout period: FCI/(net profit + depreciation) 4 Years
a
Calculated as described in Ref. [46].
Process Modeling and Techno-Economic Evaluation 213
Concluding Remarks
In many developing countries, village-art methods have been used for the bacterial cellulose
production, resulting in low product yields and quality. The need to upgrade the art of
traditional fermentation of BNC has been long recognized. Ever since its discovery, BNC
has been gaining significant attention from academia and industry in various research
fields, which suggests that potentially market segments are indeed waiting for a “new
product” (i.e., new properties) to be widely available. However, biotechnological processes
can only be realized upon controlling several operating parameters (such as fermentation
time, temperature, pH, substrate pretreatment, inoculum-substrate ratio, etc.). Extensive
efforts have been devoted to determine the scientific and technological factors mediating
BNC production. As observed in this chapter through process simulation, biotechnological
processes are highly capital-intensive as compared with traditional methods. Coupled to the
low BNC yields, and despite the use of low cost substrate in this simulation, the high capital
investment and high operating costs associated, present a strong economic constraint to the
commercialization of BNC at a “low” cost (as compared to nata de coco). Data here gathered
showed that, although it is possible to devise an economically feasible biotechnological
process for BNC production, the high selling costs would indeed restrain BNC to high-value
niche markets.
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