As Micro, Small & Medium-sized Enterprises (MSMEs) in the agro-processing sector seek to digitally transform their operations, the Jamaica Business Development Corporation (JBDC) has delivered a roadmap to successful implementation. Speaking during the JBDC’s Virtual Biz Zone Webinar Smart Agro-Processing Series on Tuesday June 9, 2026, Technical Services Unit Manager, Colin Porter, said modernisation is done best when the business’ biggest operational challenges are identified first, in order to invest in the right technology to yield growth and increase competitiveness.”
Before you think about going digital and getting all the automated equipment and so on, first you need to map and understand your current operations from end to end,” Porter said during the webinar titled Strategic Modernisation Through Technology and Financing (highlighting the S and M in SMART).
According to Porter, many MSMEs continue to face challenges stemming from outdated equipment, manual processes, unstable financial structures and rising operating costs. However, he urges businesses to explore opportunities to improve efficiency using the resources already available to them.
The starting point, he said, is understanding every stage of the business, from customer orders and raw material procurement to production, packaging, distribution and payment collection. “A lot of times when we speak to MSMEs, they’re doing stuff, but they’re not aware of certain little details that could help to enhance them,” Porter said.
VALUE STREAM MAPPING
One of the tools he recommended is value stream mapping, a process used to identify every step involved in producing and delivering a product. The exercise helps businesses pinpoint activities that do not add value and determine whether they can be reduced, improved or eliminated altogether.
As an example, Porter described a scenario in which a processor receives raw materials and must hire an additional worker to spend hours sorting and removing unusable items before production can begin. Rather than accepting the extra labour cost as a normal part of operations, he said, businesses should examine whether those issues can be addressed at the supplier level.
“You need to ensure that you’re not sending me any bad things in the batch. You need to pick them out. I’m only paying for those which are usable,” Porter said, explaining how processors can work with suppliers to improve efficiency before materials even enter the production process.
BOTTLENECK ANALYSIS
Porter also highlighted the importance of bottleneck analysis, which involves identifying stages of production that slow down operations.
Using sauce production as an example, he noted that if a product requires several hours of boiling, businesses should identify other productive activities that can be completed during that period rather than have workers waiting for the process to finish. “What other productive things can happen in parallel?” he asked.
The objective, he said, is to create smoother workflows, reduce downtime and increase output without necessarily making major investments. The approach forms part of a broader shift from what Porter described as reactive management to proactive management.
SOPs
He encouraged businesses to rely on documented procedures, production data and continuous improvement practices to anticipate problems before they occur. Central to this approach is the development of standard operating procedures (SOPs), which document how tasks should be completed and ensure consistency regardless of who is carrying them out.
“A lot of us as small processors, small manufacturers, we (ourselves) know everything from start to end,” Porter said. “But you have other people in your system.” Without clear procedures, businesses risk inconsistencies in quality, production errors and inefficiencies that can undermine growth.
Porter also encouraged agro-processors to establish quality control checkpoints throughout production, invest in staff training and maintain accurate records to support decision-making.
ENERGY AUDITS
The same principle applies to energy management. While many businesses are exploring renewable energy solutions, Porter warned against viewing solar power as a quick fix.
He recommended that businesses first conduct energy audits, practice energy conservation and upgrade inefficient equipment before investing in renewable energy systems. “Energy has to be a strategic priority for you and your business,” he said, noting that electricity can account for up to 25 per cent of production costs for some agro-processors.
The push for modernisation comes as the JBDC and the Ministry of Industry, Investment & Commerce (MIIC) partner with the United Nations Industrial Development Organization (UNIDO) under the Strengthening Competitiveness and Resilience of MSMEs in Jamaica’s Agro-Industrial Value Chains project, which is funded by the Government of Japan. The initiative offers technical assistance, production support, quality management guidance, digital business tools, access-to-finance facilitation and business coaching to eligible enterprises operating within the agro-processing sector. Applications close on June 22, 2026 and can be accessed at https://www.jbdc.net/services/projects/.
The agency has been working feverishly over recent years to upgrade its production facility to deliver agro-processed products that meet international standards. To this end, the JBDC has partnered with other multilaterals such as the Caribbean Development Bank (CDB). Local producers are being urged to use the facility which is equipped with modern technologies and is set to under additional upgrading under the UNIDO partnership.
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