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Realized by: BENTALEB Youssef

MOHIBE Inasse
REKAB Kawtar
2 ECHAOUI Driss
Table of contents :
INTRODUCTION :............................................................................................................2
PART 1  : PRESENTATION OF COSUMAR.....................................................................3
1.1 Key figures of COSUMAR.......................................................................................4
1.2 values and culture...................................................................................................5
1.3 History of the company...........................................................................................6
PART 2 : Main Main strategies used by COSUMAR..........................................................6
2.1 Value chain..................................................................................................................8
2.2 Suppliers and production process..................................................................................9
2.3 Competitive strategy....................................................................................................11
2.4 Adaptation with the SCOR reference...........................................................................13
2.5 Cost effectiveness.......................................................................................................14
Conclusion.......................................................................................................................16
Recommendations............................................................................................................17
References:.......................................................................................................................18

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 INTRODUCTION :
`

Agribusiness is a relatively new phrase that refers to any economic operations involving
agricultural product production, processing, and marketing.
It is the total opposite of traditional agriculture, which was principally food-producing, and is
based on the modern mechanization of the production and transformation process' huge
production capacity. It comprises several highly diversified activities centered on agriculture
and agribusiness products, straddling the sectors of production, processing, and marketing.

Agribusiness includes all financial and commercial activities associated to the agricultural
sector, from inputs through the marketing of agricultural goods through industrial processing,
as well as the manufacture and sale of fertilizers, seeds, agricultural machinery, and agri-food.
Given the increasing issues that agriculture faces, such as the integration of new technology,
globalization, intensive production, and environmental concerns, this is the sector that most
closely reflects modern agricultural realities.

Our project subject is a successful example of a working agribusiness in Morocco, it is

COSUMAR Group, a leading producer of white sugar in the kingdom , one of the few
global sugar operators to cover all aspects of the sugar production process: from extraction
from sugar crops to refining, including packaging and marketing the finished product.

COSUMAR deploys all its expertise to ensure that its stakeholders, consumers, customers and
the 80,000 agricultural partners are satisfied. A recognised aggregator in Morocco’s sugar
industry, COSUMAR is committed to providing the country with a regular supply of sugar
and aims to ensure that Morocco’s sugar industry is sustainable.

In addition to the development of a portfolio of export customers in over 40 countries around

the world, COSUMAR has started to establish a presence outside the Kingdom, through the
construction of a refinery in Yanbu, Saudi Arabia, and a project to set up a packaging unit in
Guinea Conakry. These investments underline the strategic ambition of the COSUMAR
Group to become a regional agribusiness player who is competitive in its various business
activities

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 PART 1 : PRESENTATION OF COSUMAR

The Moroccan Sugar Company of Refining

Pioneer of the sugar sector in Morocco since 1929, COSUMAR produces sugar from the
extraction of local sugar plants and the refining of imported raw sugar. Its range of products
includes sugar loaf, lump, and granulated sugar, which it distributes and exports.

The Cosumar group ensures the regular supply of the Moroccan agri-food market and has,
abroad, more than 40 client countries for export.

Cosumar's product offer is made up of various forms of sugar (granulated, lump, ingot and
sugar loaf).

The sugar loaf, formerly manufactured manually in the workshops of Casablanca, are now
automatically manufactured thanks to a new technology developed for Cosumar.

With 8 industrial sites, the Cosumar Group has accumulated a production capability of more
than 2 million tons which largely cover the sugar needs of the Moroccan market and the
international customers.

In addition to the main products, Cosumar also produces molasses, used to produce alcohol
and yeast7.

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 1.1 Key figures of COSUMAR

Created April in 1929 in Casablanca

Founders New company of Saint Liuis

Legal form Anonymous company

Director Amine Louali

Activity Agribusiness

Subsidiaries SA
SUTA
SURAC
SUNABEL
SITE DE ZAIO

Workforce
1440 Permanent employess

Turnover
Increasing 86320 billion (MAD)

Table 1: key figures of Cosumar

Source : personal work

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 1.2 values and culture
Cosumar Values:

 Comitment and professionalisme: Their goal is to provide customers and consumers

with quality products. They must prove their professionalism, that is to say a high
degree of competence
 Corporate citizenship: the Group promotes and shares progress in all its aspects:
economic, environmental, social and cultural.
 Proactivity : Proactivity implies simplicity, both in the structure of the company and
in the behavior of its employees. Being proactive also means being mobile, constantly
engaging in necessary reforms and being ready to adapt.
 Team spirit : they develop the spirit by knowing-how to shareand soliderate , the
power of teamwork is the watchword behind our approach to excellence.
 Humain capital development: Taking full advantage of the Group's women and men
means implementing the conditions for each person's success and recognizing the
results.

Cosumar culture
In order to achieve these ambitions, COSUMAR promotes a "culture of innovation and
entrepreneurship", carried by exemplary attitudes and behaviors that each employee
embodies:
- Adapt and achieve objectives,
- Leading teams concerning excellence,
- Capitalizing in innovative actions with high added value,
- Make the right decisions at all levels of responsibility,
- Protect and respect the planet,

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 1.3 History of the company

 1929 : Birth of COSUMA

 1969 : From COSUMA to COSUMAR
 1985: Subsidary of the first private group ONA
 1993 : Acquisition of the DOUKKALAS SUGAR FACTORIES
 2005 :BIRTH OF A GROUP (ACQUISTION OF 4 sugar companies
 2006 :The first ubgrading invesstments
 2009: COSUMAR’S 80 years and revognition as an aggregator model of the
sugar industry
 2012: CGM’S LABEL and “CSR PIONEER” AWARD
 2013: Entry of WILMAR into the group’s capital
 2014: Sale by SNI of a majority stake in cosumar
 2015: New brand identity during the international AGRICULTURE SHOW
IN MOROCCO 2015

PART 2 : Main Main strategies used by COSUMAR

• The COSUMAR Group's strategy is founded on the determination to become a leader in

regional sugar production in Africa, diversified in its activities, a sustainable creator of
value and socially responsible. Strong strategic orientations have been defined and are
based on the pursuit of the development of its agricultural upstream, the modernization of
its industrial equipment to respond better to the expectations of its customers, but also the
strengthening of its relations with its entire ecosystem. The strategic axes are:
• Improved customer centricity across the value chain
• Improved productivity and expansion of upstream agricultural crops
• Optimization of operational and industrial procedures
• Improving energy consumption through the introduction of more economical techniques and
adaptation of existing facilities to new fuels.

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• Gradual upgrading of all industrial sites with the aim of introducing new technologies and
achieving an overall improvement in industrial performance
•  Implementation of lean manufacturing at the packaging workshops for optimized yields
and loss eradication
•  Creation of research centers over 4 hectares dedicated to r & d activities and to the
development of sugar crops for improved agricultural performance
•  Management of several r & d projects with national and international organizations.

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 2.1 Value chain

Figure 1: Value Chain of Cosumar

Source: from the annual report of Cosumar

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 2.2 Suppliers and production process
The Cosumar group comprises 5 subsidiaries including 7 factories spread over 5 agricultural
regions: Gharb, Loukkos, Moulouya, Tadla, Doukkala and 1 city Casablanca.

Figure 2: Cosumar facilities

 The Cosumar group has 80,000 farmers, cultivating 80,000 hectares of sugar plants in the
regions defined above. With a production of 3MT of BS and 1 MT of CS, for 10 million
days of seasonal work. COSUMAR is a forerunner in Morocco's mechanized sugar
manufacturing. The organization has evolved and become more internationalized
throughout the years. From a daily production capacity of 100 tons per day, the yearly
production capacity has increased to 2 million tons in order to meet national demands and

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 grasp growth prospects by exporting to more than 40 countries under the temporary
admittance regime, which is outside the compensation system.
 Consumar and it suppliers :
The COSUMAR group has access to a broad and diverse ecosystem of suppliers and partners
in a variety of industries through its activities. COSUMAR is an important link in the
Moroccan economic chain, from agriculture upstream to activities and industrial initiatives, as
well as energy, packaging, and transportation.
 Because of its national presence, the group assists and encourages Moroccan SMEs to
structure themselves in accordance with modern management standards, obtain quality
certifications, and simplify access to financing by signing agreements with partner banks
with our strong commitment to meeting payment deadlines.
 COSUMAR's Purchasing and Supply Department is in charge of ensuring that the group's
CSR strategy is implemented by its suppliers. It oversees a detailed and recurrent review
procedure that allows suppliers' performance to be assessed against all of the stated CSR
criteria. These criteria are used as a prerequisite for referencing, as a selection option in
tenders, and as the primary foundation for determining whether a supplier is on the list of
cited suppliers. Our standing as a principal, as well as our duty of vigilance, require us to
demand audits and the updating of documentation linked to labor compliance with labor
and tax laws on a regular basis.
 COSUMAR collaborates with over 200 suppliers in Morocco and internationally as part
of its business. National providers account for 87 percent of the market.
Foreign vendors are mostly involved in the purchase of specific technical equipment.

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 HARVESTING AND
TRANSPORT

PACKAGING WASHING

DRYING CUTTING

WRINGING FILTRATION

CRYSTALLIZATION EVAPORATION

Figure 3: production process

Source: personal work

2.3 Competitive strategy

• The Cosumar Group relies on innovation to maintain and optimize its level of
performance to guarantee the competitiveness of its activity and of the sugar industry 
• The Cosumar group relies on three main strategies to ensure competitiveness: cost
leadership, differentiation, and focus
It is suitable for large companies that can produce a large volume of products at low cost,
which is why Cosumar has adopted this strategy.

 Here are the different products sold by the cosumar group:

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 Figure 4: the different products of Cosumar

 Cosumar guarantees the production, packaging, and marketing of sugar in

four forms: Sugar loaves, ingots, lumps, and granulated sugar.
The production process has two phases:
 Treating of the locally planted sugar plant – sugar cane and sugar beet- into
white sugar
 refining of raw sugar purchased on the global market into white sugar

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 2.4 adaptation with the SCOR reference

Level 1: (strategic) is the most aggregated and defines the Supply Chain according to 5
generic processes: planning, procurement, production, delivery, customer and supplier return

Level 2: (tactical) allows, in accordance with the company's strategy, to (re)configure the
Supply Chain from 10 sub-processes.

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Production process, we put the action on the logistic activity production, COSUMAR made
studies for in order to satisfy the expectations of the customers in term of cost and quality.

 M1= Production on stock Process of delivery

 D1: on stock
 D4: for big distribution Process of the management of returns for COSUMAR we
speak: DR3: return for surplus

2.5 cost effectiveness

• The financial position analysis shows that Cosumar:

• Short Term Liabilities: CSR's short-term assets (MAD7.0B) exceed its short term
liabilities (MAD6.2B).

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• Long Term Liabilities: CSR's short-term assets (MAD7.0B) exceed its long term
• liabilities (MAD1.0B).

• Debt Level: CSR's net debt to equity ratio (16.4%) is considered satisfactory.

• Reducing Debt: CSR's debt to equity ratio has increased from 17.7% to 30.7% over
the past 5 years.
• Debt Coverage: CSR's debt is well covered by operating cash flow (119.5%).

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 Conclusion

Cosumar group are playing a big role in growth of agribusiness sector in morocco.
Agribusiness play an important role in the economic development of most countries
Cosumar is today engaged in a dynamic process to become a regional leader in the food
industry, diversified, creator of sustainable values for its stakeholders and socially
responsible. This ambition is supported by our Leader@25 corporate project. They have
begun their international development with the new Durrah refinery in Saudi Arabia and the
new packaging unit in Guinea Conakry.
Cosumar's business expertise and the commitment of its Human Capital are invested to create
more progress and value for their stakeholders.

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 Recommendations
The search for performance and innovation are major components of COSUMAR's strategy.
They are translated by the implementation of concrete actions:
 The optimization of energy consumption by introducing more economical techniques.
 The global improvement of industrial performance
 The deployment of lean manufacturing in the packaging workshops
 The progressive modernization of all industrial sites

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 References:
• https://simplywall.st/stocks/ma/food-beverage-tobacco/cbse-csr/cosumar-
shares#health
• https://www.cosumar.co.ma/wp-content/uploads/2016/02/ra-2013-en.pdf