At the time MacTara had been exporting 60, tons of wood pellets a year to Europe for 3 years via the Halifax grain terminals. The wood pellets were a byproduct of the sawmill operation: We then refine that material again and render it to a two millimetre size. At that point we put it in a press and we press it into a little piece as big as your finger.
Mactara is currently in a healthy financial position relative to other competitors in the lumber industry. They have stayed profitable amidst an unstable marketplace with their biggest consumer, the United States.
This uncertainty is a problem for MacTara and the Canadian softwood lumber trade as a whole. Also, the company has some new equipment that has not been used to its full, profit-maximizing capacity.
Budget costs to increase production a. Quote for current and future international shipping fees b.
Quote for re-engineering the kiln c. Quote for new packaging plant d. Quote for outsourcing packaging 2. Consolidate Atlantic region lumber industry a. Ensure high volume of raw materials from numerous smaller suppliers b.
End Fibre Agreement with pulp mills 3. Begin implementation of new projects and alliances overseas 4.
Increase production and begin entering European market First-mover mentality 5. This strategy is most favourable for Mactara because the volume of production is increasing, average costs are decreasing and more emphasis is put on high profit margin products.
This approach will also add jobs within MacTara and the Atlantic region. If Mactara decides to continue operations as they currently stand they must acknowledge the volatility of the USD and the unstable trading channels available to them.
The main focus using this strategy would be: Constrain production to current and future market demand a. Reduce current production during market slump b. Predict future market demand c. Prepare to increase or decrease production moving forward 2. Lobbying government for emphasis on keeping softwood lumber treaty stable 3.It shifted focus to eastern Canada, and a company called Mactara Lumber, which was one of the largest lumber facilities in eastern Canada and the largest in Nova Scotia.
In late and early , the company was in trouble and was in the process of a complete and painful financial restructuring. In the Campbell Forestry company (owners of forest land, pulp and paper mills in New Brunswick and Maine) decided to make an investment in the Nova Scotia forestry market.
They purchased the MacTara lumber mill in Upper Musquodoboit. ?Mactara is currently () in a healthy financial position relative to other competitors in the lumber industry. They have stayed profitable amidst an unstable marketplace with their biggest consumer, the United States.
This uncertainty is a problem for MacTara . The fact that MacTara is a somewhat vertically integrated company – from construction lumber, to chips for paper mills, to fuel pellets made out of wood waste – makes planning very difficult because the health of each sector impacts on the prospects for the others.
This company is located in the Atlantic Time Zone (New Brunswick, Nova Scotia, Most of Labrador (see above) and Prince Edward Island) and the office is currently Closed. Company profile, information and contact info for MacTara Limited - PO Box 26, Hwy. , Upper Musquodoboit, NS from ProFile Canada, Canada's most trusted Business Database for lists and leslutinsduphoenix.comon: PO Box 26, Hwy.
, Upper Musquodoboit, B0N 2M0, NS.