Tiina Laine, Kalle Kärhä, Antti Hynönen. (2016). A survey of the Finnish mechanized tree-planting industry in 2013 and its success factors. Silva Fennica vol. 50 no. 2 article id 1323. https://doi.org/10.14214/sf.1323

Keywords: regeneration; boreal; forestry; silviculture; mechanization; planting machines; critical success factors (CSFs)

Highlights: In 2013, 31 planting machines were operated by 22 businesses and planted 4.7 million seedlings on 2663 hectares in Finland; Critical success factors included expertise of planting machine operators, high quality planting, adequate amount of work, stoniness, and removal of slash; Growth of the industry will depend on improved cost-efficiency, appropriate worksites, marketing, development of planting machines.

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The aim of the study was to update the information pertaining to mechanized tree-planting activity in Finland in 2013 and its success factors. All businesses providing a mechanized tree-planting service were interviewed and asked to describe their equipment and activities, identify critical success factors (CSFs), and suggest areas for improvement. In 2013, 31 planting machines (18 Bracke P11.a, 11 M-Planter and 2 Risutec) operated by 22 businesses planted approximately 4.7 million seedlings on 2663 hectares. CSFs included expertise of planting machine operators, high quality planting, adequate amount of work, stoniness, and removal of slash. Based on the survey, some recommendations for improving mechanized planting work can be made. Firstly, improving the cost-efficiency of mechanized planting is necessary to enhance businesses’ profitability. Secondly, worksite selection is crucial as stoniness, stumps and slash debris diminish productivity. Lastly, the popularity of mechanized planting in the future will benefit from more marketing. Many businesses were unwilling to increase the area of service, invest in new equipment, or increase the volume of planting work but they believed that mechanized planting will become more popular in the near future.

Laine, Natural Resources Institute Finland (Luke), Management and Production of Renewable Resources, Juntintie 154, FI-77600 Suonenjoki, Finland E-mail: tiina.laine@luke.fi
Kärhä, Stora Enso Wood Supply Finland, P.O. Box 309, FI-00101 Helsinki, Finland E-mail: kalle.karha@storaenso.com
Hynönen, University of Eastern Finland, Faculty of Science and Forestry, P.O. Box 111, FI-80101 Joensuu, Finland E-mail: hynonena@gmail.com

article id 589, category Research article

Pekka Mäkinen. (2001). Competitive strategies applied by Finnish timber carriers following deregulation. Silva Fennica vol. 35 no. 3 article id 589. https://doi.org/10.14214/sf.589

Keywords: timber carriers; competitive strategy; success factors; deregulation

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The present study examines the success of timber carriers and the factors involved in their success immediately following deregulation. In Finland in 1991 the timber trucking sector was deregulated. Means testing was changed to suitability testing, which meant that the Ministry of Transport and Communications, provincial authorities and the trucking association could no longer regulate the entry of new entrepreneurs to the sector. The present research material contains two successful enterprise groups. In the strategically more successful group, good results were obtained with a moderate labour input by the entrepreneurs. The strategic position of this group was considered to be successful because the operating hours of the trucks were fairly high but the work loads imposed on the entrepreneur remained reasonable. The profitability of these enterprises was so good that it was possible to use hired labour to drive the trucks. The work load of close to half of the unsuccessful entrepreneurs had been large or extremely large. In some cases, the obvious reason for failure was their inadequate transportation rates. Others had seemingly satisfactory haulage rates when compared to the average, but still their enterprises performed poorly. In these cases, the explanation lay in the inefficiency of operations or excessive debts, the latter caused, for example, by earlier operations. The results of this study do not support the view that a lot of hard work generally means success in entrepreneurship. The results support the view that both entrepreneurs’ work and management inputs have a significant impact on the success of the enterprise, and that high tariffs alone are not a guarantee of success.

Mäkinen, Finnish Forest Research Institute, Vantaa Research Centre, P.O. Box 18, FIN-01301 Vantaa E-mail: pekka.makinen@metla.fi

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