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Agriculture & agribusiness advisory

Agriculture

Stronger portfolios.
From field to market.

Portfolio clarity, resilient supply chains and accountable operations for agribusiness owners, investors and leadership teams. We connect asset-level realities with the decisions that shape the wider business.

Explore our capabilities Discuss your priorities
An agronomist reviewing tomato plants in a commercial greenhouseKhatera Agriculture advisory
The commercial perspective

See the business behind every asset.

An agricultural portfolio is more than a collection of farms, facilities and distribution businesses. Its performance depends on how production, resource availability, processing capacity and customer demand work together. We help boards and management teams identify where value is created, where it is lost and where capital or management attention should go next.

  • Portfolio owners & investors
  • Producers, processors & distributors
  • Corporate innovation & operating teams
How we help

Decisions that shape
the business.

Explore the scope of each capability and the practical outputs an engagement can deliver.

01

Portfolio & asset reviews

Build a comparable view of individual businesses and assets, then test whether each belongs in the future portfolio. Connect operating performance with strategic fit, capital intensity and exposure to markets and resources.
  • Review farm, greenhouse, processing, storage and distribution economics using consistent assumptions.
  • Assess crop and product mix, utilization, asset condition, resource dependencies and reinvestment needs.
  • Compare hold, improve, expand, partner and exit options, including the implications for the rest of the portfolio.
What you take forward

An asset scorecard and portfolio action plan with explicit investment priorities and decision points.

02

Supply chain analytics & improvement

Trace performance from procurement and production planning through processing, storage and delivery. Translate fragmented operating data into decisions on service levels, working capital and delivered margins.
  • Map physical flows, lead times, inventory and losses across sourcing, production and distribution.
  • Analyse seasonality, forecast accuracy, supplier concentration, storage capacity and cold-chain constraints where relevant.
  • Prioritize planning, procurement, logistics and inventory changes against cost-to-serve and customer requirements.
What you take forward

A supply chain performance baseline, a prioritized improvement backlog and measures that connect operational changes to business results.

03

Corporate innovation & technologies

Choose technology around an operating need and a credible adoption case. Evaluate opportunities in precision agriculture, controlled-environment production, automation, traceability and commercial analytics in the context of the existing business.
  • Identify use cases against specific constraints in productivity, quality, resource use or market access.
  • Assess technology maturity, integration requirements, operating costs and the skills needed for adoption.
  • Structure pilots, technology partnerships and investment decisions with clear evidence thresholds and scale-up criteria.
What you take forward

An innovation portfolio and pilot-to-scale roadmap with ownership, investment gates and measurable operating objectives.

04

Operating model & governance

Make accountability work across geographically dispersed assets and seasonal operating cycles. Clarify what the centre should own, what belongs at asset level and how decisions move between the two.
  • Define decision rights for crop planning, procurement, capex, pricing and commercial commitments.
  • Align business-unit responsibilities, shared services and reporting with the portfolio strategy.
  • Establish performance reviews, planning cycles and escalation routes that bring finance, operations and commercial teams together.
What you take forward

A target operating model, decision-rights framework and management cadence that support execution across the portfolio.

05

Strategic turnarounds

Separate structural problems from seasonal volatility, then rebuild the business around a viable operating and commercial plan. Address immediate cash pressures alongside the choices needed for longer-term competitiveness.
  • Diagnose margin erosion, working-capital pressure, underused assets and weak customer or product economics.
  • Evaluate changes to the asset base, crop or product mix, sourcing model and route to market.
  • Sequence stabilization and recovery initiatives with accountable owners, cash visibility and progress reviews.
What you take forward

A turnaround agenda that links near-term stabilization to strategic repositioning and sustained management follow-through.

A connected portfolio view

One set of decisions. Across the whole agribusiness.

Compare assets on their own merits and as part of a wider system. A strong production asset may depend on constrained processing capacity; an attractive market may require a different supply model. Our portfolio view makes those relationships visible.

01

Assets & business models

Farms, controlled-environment facilities, processors, storage networks and distribution platforms, including owned, leased and partner-operated models.

02

Geographies & resources

Climate and seasonality, water and energy dependencies, land access, transport infrastructure and exposure to individual sourcing regions.

03

Products & customers

Crop and product contribution, quality requirements, channel concentration, demand patterns and the balance between contracted and spot sales.

04

Capital & maturity

Development, ramp-up, established operations and assets requiring renewal, assessed against cash needs, utilization and realistic investment alternatives.

05

Operating resilience

Supplier concentration, production variability, inventory buffers, perishability and the ability to redirect volumes when conditions change.

06

Ownership & accountability

Management capacity, joint-venture interfaces, decision rights and the effectiveness of group-wide planning and performance reviews.

The portfolio decision

A consolidated portfolio view linking asset actions, supply chain dependencies and capital allocation to a coherent group strategy.

Across the value chain

Follow the economics from inputs to end markets.

Scope the review around the activities that matter to your business. The same commercial and operating assumptions should carry through production, processing and customer delivery.

  1. 01

    Inputs & sourcing

    Supplier economics, procurement planning, input availability and sourcing resilience.

  2. 02

    Production

    Asset productivity, crop plans, resource intensity and technology adoption.

  3. 03

    Processing & packing

    Capacity balance, quality, yield losses and product-format decisions.

  4. 04

    Storage & logistics

    Inventory, handling losses, shelf life and cold-chain or bulk-logistics requirements.

  5. 05

    Channels & customers

    Customer mix, service requirements, contracts and cost-to-serve.

  6. 06

    Portfolio feedback

    Use commercial and operational evidence to refine asset plans and the next investment cycle.

Commercial strategy

Connect operating improvements to commercial value.

More output is only useful when the business can sell it at an attractive delivered margin. We connect supply decisions with customer demand, product requirements and working-capital consequences.

Product & channel economics

Build a contribution view by product, customer and channel, including packaging, storage, transport, losses and service requirements. Use it to inform mix and market priorities.

Demand-led planning

Link sales expectations with seasonal production, procurement and inventory decisions. Make trade-offs between availability, freshness, capacity and cash explicit.

Commercial operating discipline

Clarify responsibility for pricing, contracting and customer service, supported by a reporting rhythm that connects commercial commitments with operational delivery.

Putting the scope to work

Start with the decision
in front of you.

Illustrative engagement scopes, shaped around your assets, priorities and available evidence.

Let’s talk agriculture

Put your agribusiness portfolio in perspective.

Discuss an asset review, supply chain challenge, innovation agenda or strategic turnaround with Khatera.

Discuss your priorities