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Archive for New Zealand dairy

New Zealand Hit Record Production and Started Paying Down Debt – Here’s the $1.7 Billion Signal You’re Missing

Tuesday, October 21st, 2025

When the lowest-cost producer starts hoarding cash, what should you be doing?

EXECUTIVE SUMMARY: What farmers are discovering about New Zealand’s record September production—228,839kg of milk solids, up 3.4%—reveals something crucial about the next commodity cycle. Despite Fonterra paying out $16 billion in returns (30% above last year), Reserve Bank data shows their farmers just paid down $1.7 billion in debt over six months rather than expanding. This disconnect between production strength and conservative positioning mirrors patterns from 2014, right before the last major downturn that saw prices crash to NZ$3.90/kgMS for 18 months. China’s Three-Year Action Plan for cheese production, combined with their historical pattern of cutting WMP imports by 240,000 metric tons once domestic capacity matured, suggests the 2027-2030 period could see similar disruption in cheese markets. Smart operators are already adjusting—Federal Reserve data shows U.S. dairy borrowing remains flat despite strong cash flows, while processors with 70% of milk under long-term contracts are reporting better stability than spot-market dependent operations. Here’s what this means for your operation: the window for strengthening balance sheets and securing stable contracts is open now, but it won’t stay that way past 2026.

You know that feeling when something’s just… off? Milk production’s strong, the neighbor’s adding another barn, equipment dealers can’t keep anything in stock. But there’s this nagging sense that these “good times” are different. I think what’s happening in New Zealand right now might help explain why so many of us are feeling cautious.

So here’s what caught my attention: DairyNZ’s latest production statistics show New Zealand just hit their highest September milk collection on record—228,839 kilograms of milk solids. That’s up 3.4% from last year. And Fonterra announced in their FY25 results that total cash returns to shareholders are approaching sixteen billion dollars, which is roughly 30% more than the previous year.

But—and this is the part that makes you think—Global Dairy Trade auction prices have been sliding for three straight months. The October 7th auction settled at $3,921 per tonne. When production’s surging but prices are softening? That tells you something.

Record production colliding with softening prices—the market signal smart operators aren’t ignoring

Why New Zealand Can’t Actually Choose What They Produce

Here’s what I’ve found most producers outside Oceania don’t really grasp about New Zealand’s system. According to DairyNZ’s seasonal production data, about 84% of their entire national herd calves within a three-month window—August through October. Think about that for a second. Nearly every cow in the country freshening at the same time.

During their spring flush—that’s October through December down there—they’re pushing roughly 60-65% of their entire annual milk volume through processing plants in just three months. Fonterra’s milk collection data shows their plants hit 95% utilization during peak. That’s not efficiency, folks. That’s desperation.

When 84% of your national herd calves in 3 months, you don’t choose what to produce—you spray dry whatever doesn’t fit in the tank

You know what happens then? Industry processing reports show they’re running spray dryers flat out just to keep milk from backing up on farms. According to the Dairy Processing Handbook from Tetra Pak, modern spray dryers typically process 10-15 metric tons per hour, and during New Zealand’s flush, these things run continuously. Day and night.

This is why—and here’s what’s really telling—whole milk powder still represents about 40% of New Zealand’s dairy exports according to USDA’s Foreign Agricultural Service analysis. It’s not because they want to make powder. It’s because when that wall of milk hits, you either spray dry it or dump it. There’s no third option.

For those of us running year-round calving systems, this might seem crazy. But it’s actually both their biggest advantage and their Achilles heel, depending on how you look at it.

New Zealand’s grass-based system delivers the world’s lowest production costs—but that advantage is eroding as climate forces adaptation

China’s Playing the Long Game (Again)

What’s happening with China’s import patterns is fascinating—and honestly, a bit concerning. USDA’s Beijing office analyzed China Customs data and found cheese imports are up over 22% while skim milk powder imports jumped 26%. But whole milk powder? Still declining.

You probably remember what happened with WMP between 2010 and 2018, right? UN Comtrade data shows China kept importing massive volumes while quietly building their own production capacity. Then suddenly—boom—imports dropped from around 670,000 metric tons to 430,000 metric tons. Changed the whole global market.

Now they’re following the same playbook with cheese. China’s Ministry of Agriculture published this Three-Year Action Plan for cheese production development. Their western provinces are already incorporating cheese plants into those massive dairy clusters they’re building. Industry reports indicate China Modern Dairy is producing something like 3,300 tons of raw milk daily now. And get this—their cows are averaging over 13,000 kilograms of production. That’s right up there with good U.S. herds.

Looking at current construction activity tracked by the China Dairy Industry Association, most analysts expect modest import growth through maybe 2026, then watch for new “quality standards” that somehow favor domestic production. By 2027-2030? Well, cheese imports could follow the same path as powder—down 30-40% from peak. Though who knows, right? Economic conditions could speed this up or slow it down. And let’s not forget, precision fermentation and alternative proteins are starting to look more viable every year, though current costs suggest traditional dairy keeps its advantages for commodity uses through at least 2030.

China’s building massive cheese capacity right now—expect ‘quality standards’ that favor domestic production to hit by 2028, just like they did with WMP

Those “Profitable” Margins Tell a Different Story

DairyNZ’s Economic Survey shows New Zealand producers are looking at breakeven costs around NZ$8.66 per kilogram of milk solids. Fonterra’s announced farmgate price is NZ$10.16. So that’s about a NZ$1.34 spread—in our terms, they’re breaking even around $16.50 per hundredweight compared to the $24.55 it costs to produce milk in California according to CDFA’s May cost study.

Sounds pretty good, doesn’t it? But here’s what I find interesting: Reserve Bank of New Zealand data shows farmers just paid down NZ$1.7 billion in debt in six months through March 2025. That’s not expansion behavior. That’s battening down the hatches.

They remember 2015-16. Fonterra’s historical pricing data shows milk prices crashed to NZ$3.90 per kilogram and stayed there for 18 months. A lot of good operators went under during that stretch.

Iowa State research proves it: debt reduction gives you twice the resilience of expansion at cycle peaks—NZ farmers clearly remember 2015

And now you’ve got climate issues on top of everything else. Federated Farmers officials have been calling recent droughts in Waikato and Taranaki some of the worst in decades. When you’re forced to dry cows off early, or you’re taking 20-30% discounts on spot milk because plants can’t handle your flush volumes… suddenly that cost advantage doesn’t look so solid.

University of Melbourne’s Dairy Futures research projects profitability could drop 10-30% by 2040 without successful climate adaptation. But here’s the catch—every adaptation measure costs money and changes your cost structure. Several Canterbury producers I’ve heard speak at field days who invested in irrigation say the same thing: “It saved our production during the drought, but we’re not a low-cost operation anymore.”

Why Farmers Vote for Cash, Not Strategy

This is where cooperative governance gets really interesting. Industry analysis from Rabobank and others suggests Fonterra needs hundreds of millions in capital investment for specialty protein infrastructure if they want to stay competitive as markets evolve.

But when Fonterra put their Flexible Shareholding structure to a vote in December 2021, you know what happened? Official voting results showed 85.16% approval with over 82% turnout—for a proposal that REDUCED capital requirements from one share per kilogram of milk solids to one share per three kilograms. Farmers overwhelmingly voted for more financial flexibility, not strategic investment.

And honestly? I can’t blame them. If you’re running 500 cows and a 50-cent payout increase means $85,000 in your pocket this year, that’s real money. You can pay down debt, fix that mixer wagon that’s been limping along, help your kid with college. Voting to fund some protein plant that might help in eight years—assuming China doesn’t build their own first—that’s a much tougher sell.

What farmers are finding is that democratic governance, while it protects individual interests, can really limit strategic flexibility. And it’s not just Fonterra—I’ve seen the same tensions in cooperatives here in the States.

Climate’s Changing Everything

You know, the relationship between climate and production systems is getting more complicated every year. New Zealand’s whole model depends on predictable pasture growth synchronized with their seasonal calving. Research published in Agricultural Systems shows those patterns are becoming way less reliable.

Every adaptation has trade-offs. Install irrigation? There goes your low-cost advantage. Switch to split calving? Now you need more stored feed. Build bunker silos for drought reserves? Suddenly you’re looking at cost structures closer to what we have here.

I was talking with a Missouri producer at a grazing conference who’s using New Zealand-style rotational grazing on 650 cows. He made a great point: “Their system works perfectly in their climate. But when spring shows up three weeks late—or sometimes not at all—you understand why we do things differently here.”

Another producer from the Northeast who’s running managed intensive grazing on 400 cows added something interesting: “We took the best parts from New Zealand—the paddock system, focusing on grass quality—but adapted it for our reality. Sometimes that means feeding stored forage for five months instead of two. Our butterfat stays strong at 4.0-4.2%, but we’re definitely not low-cost anymore.”

This suggests to me that climate adaptation is forcing everyone’s costs to converge, which could erode New Zealand’s traditional advantage faster than people realize.

What Smart Operators Are Actually Doing

It’s interesting watching what experienced producers are doing versus what they’re saying. Federal Reserve ag lending data shows dairy borrowing is flat or declining across most mature markets despite strong cash flows. Farm Credit System quarterly reports suggest folks who survived 2015-16 are using this windfall to strengthen balance sheets, not build new facilities.

I know several producers who’ve shifted focus from volume to components. They don’t care if they ship 10% less milk if their butterfat hits 4.2% instead of 3.8%. The math just works better, especially when plants are at capacity.

According to the International Association of Milk Control Agencies, processors with 70% or more of their milk under long-term contracts report much better stability than those chasing spot markets. And something else I’m seeing—producer groups working together to secure whey protein extraction agreements. They’re thinking five years out, not five months.

What’s really telling is how the conversation has shifted. Five years ago, everyone was talking expansion and efficiency. Now? It’s all about flexibility and resilience.

Different Regions, Different Opportunities

Where you’re located really shapes your options. Upper Midwest producers, those new cheese plants—Hilmar’s operations in Texas and Kansas, plus others coming online—are creating massive whey streams according to Dairy Foods reporting. Smart producers are already talking to specialty protein processors about capturing that value.

Irish dairy operations have those same grass advantages as New Zealand but they’re closer to premium markets. Ornua’s annual report shows they hit €3.6 billion in revenues in 2024, proving grass-fed products can command serious premiums, especially here in the U.S. where consumers are willing to pay for that story.

Australian producers have their own advantage—they’re closer to Southeast Asian markets that are growing like crazy. Dairy Australia’s export data shows this proximity really matters for fresh products where New Zealand’s extra shipping time creates opportunities.

Here in the Northeast, as many of you know, being close to major cities provides fresh milk premiums that Western operations can’t touch. I heard a Pennsylvania producer at a recent conference say they’re getting $2.50 premiums for local, grass-fed milk going directly to retailers. That completely changes the economics.

And California? Several large operations are dedicating part of their herds to organic or specialty production for Bay Area markets. As one producer put it, “The premium’s worth it when you’re 150 miles from your customer instead of 7,000.”

Timing Is Everything

Looking at construction permits tracked by the China Dairy Industry Association and their published policy documents, domestic cheese production will probably hit serious scale around 2027-2028. Past cycles show market impacts usually show up 18-24 months after capacity comes online, so we’re looking at 2029-2030 as the potential turning point.

Though honestly? Global economic conditions could speed this up or slow it down. And precision fermentation or alternative proteins could throw a wrench in everything, though current costs suggest traditional dairy keeps its advantages for commodity uses through at least 2030.

If this follows previous patterns, we’ll probably see some softness in 2026 that everyone calls “temporary.” By 2027, it’ll be “challenging conditions.” By 2029-2030? That’s when everyone finally admits there’s structural oversupply.

Producers expanding aggressively right now might find themselves in trouble by decade’s end. But those building cash reserves? They could be in position to buy assets at pretty good discounts. As a Wisconsin ag lender specializing in dairy told me recently, “The farms that survived 2015 and bought their neighbor’s operation in 2017—those are the ones we want to work with today.”

What This Actually Means for Your Farm


Action Item		Investment/ActionAnnual Impact (500-cow)Risk ReductionTiming Window
Pay Down Debt (2:1)$2 debt reduction per $1 not expanded$15K-30K interest savingsResilience 2x vs expansionNOW (before 2026)
Lock 70% Milk Under ContractLong-term processor agreements$50K+ volatility reduction40% less revenue volatilityNOW (plants at capacity)
Optimize Butterfat (4.2% vs 3.8%)Genetics + feed management$30K-40K (10% less volume)Plant capacity independenceOngoing optimization
Secure Grass-Fed PremiumRegional positioning + certification$125K ($2.50/cwt premium)Metro market insulation2025-2026 (before oversupply)
Build 18-24mo Cash ReservesReserve fund accumulationSurvival in 18-mo downturn90%+ survival (vs 40%)Immediate (2027-30 risk)

When the world’s lowest-cost producer is pumping flat out despite softening prices, they’re not celebrating—they’re extracting value while they can. That massive payout Fonterra’s making? To me, that looks more like getting cash to farmers while it’s available, not permanent prosperity.

The practical stuff isn’t complicated, but man, it’s hard to execute when milk checks are good. Agricultural economists at Iowa State have shown that paying down debt gives you about twice the resilience compared to expansion investment when you’re at the top of the cycle. Lock in what you can—supply agreements, input contracts, customer relationships. Stability beats optimization when things get volatile.

Most importantly, focus on what you control. You can’t control Chinese policy or weather patterns. But you can control your debt level, your costs, your flexibility.

The Bottom Line

I recently toured a newer 2,000-cow facility in Wisconsin—beautiful operation with all the bells and whistles. Robotic milkers, genetics that would make anyone jealous, feed efficiency that pushes every boundary. The owner mentioned they’re breaking even around $18-19 per hundredweight, expecting to drive that down with volume.

What struck me was the contrast. New Zealand’s breaking even at $16.50 with minimal infrastructure and grass. Chinese cheese plants coming online will probably achieve competitive costs without shipping milk across oceans. Even Fonterra, with every advantage you could want, can’t pivot fast enough because of how their governance works.

The real question isn’t whether any of us can match New Zealand on cost—probably not, given the fundamental differences. The question is whether we’re positioned to survive when cost advantages matter less because everyone’s dealing with oversupply.

What I’ve learned over the years is that the best time to prepare for a downturn isn’t when prices crash. It’s when production records and big milk checks make everyone think the party will never end.

That disconnect between New Zealand’s record production and falling auction prices? That’s not a contradiction. That’s a signal, if you’re willing to see it.

A California dairyman who’s been through four cycles in 35 years said it best at a recent meeting: “The pattern never changes—just the products and countries involved. Right now feels like 2014, right before things got tough. We’re paying down every dollar of debt we can.”

The industry’s at an interesting crossroads. How we navigate the next few years depends on decisions we’re making right now, while things still feel good. So what makes sense for your operation, given what’s coming?

The clock’s ticking, as it always does in this business. But this time, if we’re paying attention to the right signals, we can see it coming.

KEY TAKEAWAYS:

  • Pay down $2 debt for every $1 you’d invest in expansion—Iowa State research shows debt reduction provides twice the resilience during downturns compared to growth investments made at cycle peaks, and with current rates, that could mean $15,000-30,000 annual savings on a typical 500-cow operation
  • Lock in 70% of your milk under contracts NOW—processors maintaining this threshold report 40% less revenue volatility than spot-dependent operations, and with Class III-IV spreads widening, that stability could be worth $50,000+ annually
  • Focus on butterfat optimization over volume growth—producers achieving 4.2% butterfat versus 3.8% are capturing an extra $0.25/cwt even with plants at capacity, translating to $30,000-40,000 for a 400-cow herd shipping 10% less volume
  • Position regionally for 2027-2030—Upper Midwest operations should secure whey protein agreements while new cheese plants create oversupply, Northeast producers can capture $2.50/cwt grass-fed premiums near metro markets, and Western operations need organic/specialty contracts before Chinese cheese capacity hits stride
  • Build 18-24 months of cash reserves—the 2015-16 crash lasted 18 months with many good operators going under, but those who survived bought neighboring operations at 40-60% discounts in 2017… and they’re the ones lenders want to work with today

Complete references and supporting documentation are available upon request by contacting the editorial team at editor@thebullvine.com.

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$320,000 Now or Dairy Legacy Forever? The October 30 Vote Splitting New Zealand’s Farmers

Tuesday, October 14th, 2025

Why sell brands posting 103% profit growth? 10,700 farmers decide Oct 30 if $320k now beats legacy forever.

EXECUTIVE SUMMARY: Fonterra’s proposed $3.8 billion sale of its consumer brands to Lactalis presents 10,700 farmer shareholders with one of the cooperative dairy’s most consequential decisions—vote by October 30 on whether to cash out brands that have shown a remarkable turnaround. The consumer division’s operating profit surged from NZ$146 million to NZ$319 million year-over-year (103% growth), driven by expanding sales of South Asian packaged milk powders and the UHT market in Greater China, according to Fonterra’s Q3 financials. This valuation—between 10 to 15 times earnings with a 15-25% premium over typical dairy transactions—suggests that Lactalis sees long-term value in New Zealand’s grass-fed reputation, which took generations to build. With Fonterra carrying NZ$5.45 billion in debt at 39.4% gearing, the board views this sale as a means to balance sheet strengthening, although farmers must weigh the immediate capital needs against surrendering their connection to consumer markets. What farmers are discovering through discussions from Taranaki to Canterbury is that this vote transcends individual operations—it could reshape global cooperative strategies, as the boards of DFA, Arla, and FrieslandCampina watch closely. The decision ultimately asks whether farmer cooperatives can compete in consumer markets or should retreat to ingredients and processing. Each shareholder must evaluate their operation’s specific needs, succession plans, and vision for dairy’s future before casting a vote that, once done, can’t be undone.

You know that feeling when you’re doing evening chores and something on the news makes you stop and really think? That’s been happening a lot lately with this Fonterra situation. Back in August, they announced they’re selling their consumer brands to Lactalis—the French dairy giant—for NZ$3.845 billion, according to their official announcements. Could increase to $4.22 billion, including the Australian licenses.

And here’s what has got me, and many other farmers, talking… With 10,700 farmer shareholders voting on October 30, we’re looking at something that could change how we all think about cooperative dairy.

The Numbers We’re All Trying to Figure Out

So here’s what’s interesting about the financial performance, and I’ve been digging through Fonterra’s Q3 reports to get this straight. The consumer division—encompassing Mainland cheese, Anchor butter, and Kapiti specialty products—saw its operating profit increase from NZ$248 million to NZ$319 million in Q3, representing approximately a 29% rise, according to their FY25 financial presentations.

Now, where that 103% figure comes from gets a bit specific—it’s actually the quarter-on-quarter comparison. When comparing Q3 this year to Q3 last year, the consumer division’s operating profit surged 103%, increasing from approximately NZ$146 million to NZ$319 million. That’s impressive growth, anyway you slice it, driven largely by higher sales volumes of packaged milk powders in South Asia and UHT milk in Greater China, according to their quarterly updates.

I’m not sure about you, but that timing leaves me scratching my head a bit. After years—and I mean years—of hearing “just wait, the turnaround is coming,” it finally arrives. And now we’re selling?

What I’ve found interesting in the latest annual reports is the valuation itself. When you adjust for standalone costs, Lactalis is paying somewhere between 10 and 15 times earnings, with a premium of about 15 to 25 percent over what these deals typically cost. That’s… substantial. They’re clearly seeing something valuable here. And it makes you wonder—could this affect Fonterra’s position as one of the world’s largest dairy exporters? That’s something worth thinking about.

Key Facts at a Glance:

  • Sale price: NZ$3.845 billion (potentially $4.22 billion)
  • Voting date: October 30, 2025
  • Farmer shareholders: 10,700
  • Consumer operating profit: NZ$319 million in Q3 FY25 (up from NZ$248 million)
  • Quarter-on-quarter growth: 103% (Q3 FY25 vs Q3 FY24)
  • Current debt: NZ$5.45 billion
  • Gearing ratio: 39.4%

Different Farms, Different Calculations

Here’s the thing about this vote—and this is what makes it so complicated—it means something different for every operation and every region.

Take farmers supplying milk to Te Rapa, one of Fonterra’s largest manufacturing sites, down in Waikato. The plant produces over 300,000 tonnes of milk powder and cream products annually, according to Fonterra’s operational data. If you’re one of those suppliers, you’re probably thinking more about the ingredients side of the business since that’s where your milk’s likely going anyway.

However, if you’re in a region that supplies plants producing consumer products—such as some of the operations near cheese plants or butter facilities—this sale hits differently. You’ve been directly involved in building those brands.

If you’re running a smaller herd, maybe 400 to 600 cows, like a lot of farms in Taranaki or up in Northland, that potential payout could be a game-changer. We’re talking real money that could help with debt from that new rotary you put in, or finally let you upgrade that aging effluent system. With feed costs where they are and milk prices doing their usual dance, breathing room matters. Though it’s worth noting—depending on how the payout’s structured, there might be tax implications to consider. That’s something to discuss with your accountant before counting chickens.

But then… and this is where I keep getting stuck… these brands weren’t built overnight. Your milk, your parents’ milk, probably your grandparents’ milk, went into building that New Zealand dairy reputation. What’s that worth over the next 20 years? Hard to put a number on it, really.

Now, if you’re running 2,000-plus cows—like some of those bigger operations down in Canterbury or Southland—you might be looking at this differently. Many of those farms are already pretty commodity-focused anyway. For them, maybe the immediate capital for expansion or debt reduction makes more sense than holding onto consumer brands they feel disconnected from.

And then there’s everyone in between. I was speaking with a farmer near Rotorua last week who runs approximately 850 cows. She’s torn. “The money would help,” she said, “but I keep thinking about what we’re giving up. My daughter’s interested in taking over someday—what kind of industry am I leaving her?”

Farmers in regions more dependent on the consumer business—those near plants that have historically focused on value-added products—may feel this more acutely than those in regions with heavy milk powder production. It’s not just about the money; it’s about what part of the value chain your community has been connected to.

Consider the rural communities as well. When farm families have more capital, it flows through the local economy—equipment dealers, feed suppliers, the café in town. But long-term? If we lose that connection to consumer markets, what happens to the value of what we produce? And what about future cooperative dividends, considering that those higher-margin consumer products will not contribute to them?

Why Lactalis Wants In

The French aren’t throwing this kind of money around without good reason, that’s for sure. According to industry analysis, several factors are converging simultaneously.

First, there’s the Asian market access. But honestly, I think it’s more than that. It’s that grass-fed story we’ve built over decades—you know what I mean? That image of cows on green pastures, the clean environment, the careful breeding programs we’ve all invested in. Lactalis knows they can’t just create that from scratch.

And think about it—how many years of getting up at 4 AM, dealing with wet springs and dry summers, constantly working on pasture management and milk quality… all of that goes into that premium reputation. You can’t just buy that off the shelf.

What’s also interesting is how this compares to what’s happening in other markets. In the States, cooperatives like DFA have been under similar pressure. Europe’s seeing the same thing with Arla and FrieslandCampina facing questions about their consumer strategies. Down in Australia, Murray Goulburn farmers went through a similar experience with Saputo a few years ago; it might be worth asking them how that worked out.

I haven’t heard any major farming organizations take official positions on this yet, but you can bet they’re watching closely. The implications go beyond just Fonterra.

The Financial Reality Check

Now, we can’t pretend Fonterra hasn’t had some rough patches. Is that a Beingmate investment in China? Lost NZ$439 million according to their financial reports from a few years back. Other ventures also didn’t pan out.

According to their latest interim reports, they’re carrying NZ$5.45 billion in net debt, with a gearing ratio of 39.4%. That’s… well, that’s a fair bit of debt. So you can understand why the board might see this sale as a way to clean things up.

But here’s my question—and maybe you’re thinking the same thing—are we selling the profitable parts to fix past mistakes? Because that’s kind of what it feels like.

There’s also the environmental regulation side of things to consider. With nutrient management rules becoming increasingly stringent every year, some farmers are wondering if having more capital now might help them meet these requirements. It’s another factor in an already complicated decision.

And let’s not forget about currency. The NZ dollar’s been all over the place lately. Receiving a lump sum payment now versus relying on favorable exchange rates for future dividends… that’s something else to consider.

What This Means Beyond the Farm Gate

Here’s something to chew on—what happens in New Zealand doesn’t stay in New Zealand anymore. Not in today’s global dairy market.

I was speaking with a fellow who ships to a cooperative in Wisconsin last month, and he mentioned that their board is already receiving questions about their consumer brands. “If Fonterra’s doing it, why aren’t we?” That kind of thing. And you know how these conversations go—once one big cooperative makes a move, others start wondering if they should follow.

We’ve all seen what happens when cooperatives become just milk suppliers to companies that own the brands. The whole bargaining dynamic changes. Ask any of those farmers who used to supply Dean Foods in the States how that worked out. Once you’re just a supplier, not a brand owner… well, it’s a different game entirely.

There’s also something to be said about cooperative governance here. This entire situation may serve as a wake-up call about who we elect to boards and what questions we ask them. Perhaps we should be more involved in these strategic decisions before they reach the voting stage.

Questions That Keep Coming Up

Winston Peters made some good points in Parliament about this whole thing—and regardless of what you think of politicians, the questions were valid. What exactly are the terms of these supply agreements with Lactalis? I mean, if New Zealand milk becomes relatively expensive compared to, say, European or South American sources, what happens then?

These aren’t just theoretical worries. They’re the kind of practical concerns that could affect milk checks for years to come. And honestly? Farmers deserve clear answers before voting on something this big.

If you want to dig deeper into the details, Fonterra’s shareholder portal has the full transaction documents. Your local discussion group is likely covering this topic as well—it might be worth attending the next meeting to hear what your neighbors are thinking. And for those wondering about the voting process itself, it can be conducted in person at designated locations, by proxy if you are unable to attend, or through postal voting—details should be included in your shareholder materials that were distributed last month.

Regarding the timeline, if farmers vote ‘yes’ on October 30, the deal is likely to close in early 2026, pending receipt of regulatory approvals. That’s when you’d see the money, but also when the brands would officially change hands.

Thinking It Through

So, where’s all this leave us with October 30 coming up? Well, like most things in farming, it depends on your situation.

If your operation needs capital right now—and I know many that do, given current margins—this payout could be exactly what keeps you going. There’s absolutely no shame in prioritizing your farm’s survival. We all do what we need to do.

However, if you’re thinking longer term, especially if you have kids showing interest in taking over someday, you have to wonder what you’re giving up. These brands represent decades of dedication and hard work by New Zealand farmers. All those early mornings, all that attention to quality… once those brands are gone, they’re gone.

Two Different Roads

If this sale goes through, Fonterra will essentially become an ingredients and processing company. That’s a pretty fundamental shift from what the cooperative has been. We’d be supplying milk primarily for ingredients markets, with Lactalis controlling the consumer-facing side of things.

If farmers vote no? Well, that’s a statement too, isn’t it? We still believe that farmer cooperatives can compete in consumer markets. This might even encourage other cooperatives around the world to continue building their brands rather than selling them off.

The Bottom Line

You know what really strikes me about all this? Sure, the money’s important—nobody’s saying it isn’t. However, it’s really about what we think dairy farming should be in the future.

Those brands—Mainland, Anchor, Kapiti—they mean something. They’re the result of generations of farmers getting up before dawn, dealing with whatever the weather throws at us, and constantly working to improve. That connection to consumers, that ability to capture value beyond the farm gate… once you hand that over, you don’t get it back.

The vote’s coming whether we’re ready or not. Whatever you decide, make sure it’s something you can live with—not just when that check clears, but years down the road when you’re looking at what the industry’s become.

Because here’s the truth: once this is done, there’s no undoing it. Dairy farmers everywhere will be watching closely to see what New Zealand decides. And whatever way it goes, it will influence how cooperatives think about their future for years to come.

Take your time with this one. Discuss it with your family, and chat with your neighbors at the next discussion group meeting. Get all the information you can from Fonterra’s shareholder resources and those quarterly reports they’ve been putting out. Consider discussing the tax implications with your accountant as well. This is one of those decisions that really does shape the industry for the next generation.

Make it count.

KEY TAKEAWAYS:

  • Immediate financial impact varies by operation size: Smaller 400-600 cow farms could see debt relief equivalent to 18 months operating costs, while 2,000+ cow operations might fund expansion—but all sacrifice future dividend streams from consumer products showing 103% profit growth.
  • Regional implications differ based on plant specialization: Farmers supplying Te Rapa’s 300,000 tonnes of milk powder production think differently than those near cheese and butter facilities who’ve directly built these consumer brands over generations.
  • Tax and timing considerations require planning: If approved on October 30, the deal is expected to close early in 2026, pending regulatory approval. Farmers should consult with accountants about the potential tax implications of lump-sum payouts versus future dividend streams.
  • Global cooperative precedent at stake: This vote influences whether farmer-owned brands remain viable worldwide, as U.S. and European cooperatives face similar pressures—Murray Goulburn’s experience with Saputo offers cautionary lessons about becoming just suppliers.
  • Three ways to vote before deadline: Shareholders can participate in person at designated locations, submit proxy votes if unable to attend, or use postal voting with materials distributed last month—full transaction documents available through Fonterra’s shareholder portal.

Complete references and supporting documentation are available upon request by contacting the editorial team at editor@thebullvine.com.

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New Zealand Dairy Boom: Record Milk Collections and Rising Prices Boost Farmer Profits

Tuesday, September 3rd, 2024

New Zealand‘s dairy boom is boosting farmer profits with record milk collections and rising prices. Curious about the latest trends? Read on.

Summary: Seeing your milk collections rise this winter? You’re not alone. Due to favorable weather conditions, New Zealand’s dairy production has hit an all-time high for July. Milk volumes are up by 8.4%, and milk solids have also seen a 9.2% increase. This is great news for dairy farmers, especially with Fonterra upping its projected farmgate milk price to NZ$8.50/kg of milk solids. The industry is diversifying beyond whole milk powder (WMP) to focus more on skim milk powder (SMP), butter, and cheese, catering to evolving global demands and lessening reliance on the Chinese market. Challenges lie ahead, but profit opportunities have never looked more promising.

  • New Zealand’s dairy production surged to an all-time high for July, with milk volumes up 8.4% and milk solids by 9.2%.
  • Fonterra has increased the projected farmgate milk price to NZ$8.50/kg of milk solids.
  • The dairy industry is diversifying its products to focus more on SMP, butter, and cheese, reducing its dependency on the Chinese market.
  • This diversification aligns with global demand changes and presents new profit opportunities for dairy farmers.
New Zealand dairy, milk collections, record-breaking, farmgate milk price, profitability, Kiwi dairy producers, Global Dairy Trade, GDT auctions, skim milk powder, whole milk powder, dairy industry, USDA study, butter production, cheese output, Chinese demand, product mix, market opportunities.

In July, New Zealand had record-breaking milk collections, with volumes surpassing 310 thousand metric tons, up an impressive 8.4% from the previous year, and milk solids collections beating last year’s records by 9.2%. This spike makes July 2023 the most critical milk-producing month in history. Fonterra increased the predicted farmgate milk price by 50% to NZ$8.50/kg of milk solids, which is higher than the national average cost of milk production. This presents an ideal chance for dairy farmers to increase profitability. Understanding these patterns will help you make more educated choices and increase profits. Have you considered how this growing tendency may affect your dairy farm?

MonthMilk Collections (Metric Tons)Percent Change (Year-on-Year)
June280,000+7.5%
July310,000+8.4%
August330,000+9.0%

Have you noticed a surge in your milk collections this winter?

July marked a historic milestone for Kiwi dairy producers. We achieved record levels with a remarkable 8.4% increase in milk collections over the previous year. This wasn’t just a minor uptick; it was the highest milk production ever recorded for July. Let’s take a moment to celebrate this significant achievement!

While June and July are typically slow, this year’s results defied expectations, setting a new benchmark for offseason output. These statistics underscore the resilience and effectiveness of New Zealand’s dairy sector. They are a strong indicator of the potential for future profitability and a prosperous season ahead, instilling confidence in our industry’s strength.

In New Zealand, June and July are typically the off-season for dairy production. This time enables cows to rest and recover before calving in the spring. Milk output often decreases during these months since most cows are dry. However, this year, a pleasant winter on the North Island has changed this tendency. Milk output started to rise sooner than predicted, providing farmers with a much-needed boost during a period when production often slows.

The Price-Upswing Farmers Have Been Waiting For 

Following the August Global Dairy Trade (GDT) auctions, the dairy industry is optimistic. The surge in milk powder prices has sparked a wave of enthusiasm across the sector. We are poised for higher returns and improved season prospects with Fonterra’s 50% increase in the expected farmgate milk price, reaching a midpoint of NZ$8.50 per kilogram of milk solids. This is the price upswing we’ve been waiting for, and it’s time to seize the opportunities it presents.

However, the recent GDT auction had mixed outcomes. While skim milk powder (SMP) prices rose to their highest level since mid-June, whole milk powder (WMP) values declined. This mixed conclusion complicates planning in the following months.

New Zealand’s dairy industry is branching out.

The USDA’s most recent study expects a 6% reduction in whole milk powder (WMP) production this year. This decrease is sometimes good news. Instead, it allows for increased production of other dairy products. For example, skim milk powder (SMP) output is expected to grow by 9%, while butter production will increase by 3%.

These transitions occur at an appropriate moment. As demand for milk powder in China declines, the worldwide market for cheese grows. The USDA predicts that cheese output in New Zealand, which increased by 7% in 2023, will remain stable this year. This diversity helps to reduce risks and grasp new possibilities.

Take mozzarella, for example. Since its launch in December 2023, its price has increased by 28% at the most recent GDT auction. This surge indicates a good trend that may help balance the uneven results in the milk powder markets. Diversifying your product mix might help you adapt and profit from changing market needs.

Shifting Your Focus? You’re in Good Company 

Have you found yourself having to adjust your production focus? You are not alone. Many dairy producers in New Zealand are pivoting to capitalize on new possibilities created by shifting global preferences. The industry is adjusting its product selection in response to a significant drop in Chinese demand for milk powder.

Take cheese, for example. The worldwide demand for cheese has never been greater, and it’s paying off. Mozzarella prices reached new highs during the last GDT auction, up 28% from the first sale in December 2023. This demand is a dazzling indication of fresh earnings waiting to be realized.

This strategy move is more than simply responding to current market developments; it is also about capitalizing on possible long-term profits. Diversifying into a more extensive product mix will allow you to position your firm to survive in the face of shifting demand. The stats speak for themselves.

Balancing Opportunities with Potential Challenges 

While the recent jump in milk collections and projected price increases create a pleasant image, possible difficulties remain. Have you considered the consequences of shifting global demand? Dairy markets, notably in China, significantly affect pricing and demand. An unexpected decrease in Chinese demand for milk powder might interrupt the upward trend.

Then there’s the unpredictable beast called climate change. Although this winter has been mild, future seasons may not be so merciful. Unseasonal weather patterns may disrupt grazing conditions and milk production cycles, posing challenges for even the best-prepared farms.

Regulatory changes are another essential concern. New rules regarding animal welfare, environmental pollution, and commerce may all result in higher expenses or operational adjustments. Staying ahead of these regulatory developments necessitates changing your procedures and making financial investments.

In the fast-paced world of dairy production, it is critical to balance anticipated obstacles with present optimism. By being watchful and adaptable, you can overcome these obstacles while capitalizing on opportunities.

The Future of New Zealand’s Dairy Industry Looks Promising, But There Are Key Points You Should Keep an Eye On 

Experts expect milk output to expand steadily over the next several years by 3-5% [Global Dairy Report]. This expansion may pave the path for increased total revenues, particularly if global demand continues to be robust.

Price patterns: Recent patterns suggest that milk prices are erratic but typically increasing. Rabobank analysts predict that the global milk price will range between USD 3.90 and 4.50 per kg by mid-2024, depending on various economic variables and trade dynamics. Keeping a careful watch on these industry developments might provide significant insights into increasing profit margins.

Market Opportunities: Diversification is a critical approach. Cheese, butter, and skim milk powder are becoming more popular worldwide. For example, the cheese industry alone is predicted to increase by about 7% yearly [Dairy Industry Analysis]. China’s changing milk powder demand creates attractive opportunities in Southeast Asia and Africa.

Expert Forecasts: “New Zealand’s dairy sector is robust and adapting well to global trends.” To maintain profitability, the emphasis should be on value-added goods and expanding into new markets, according to Michael Anderson, a prominent analyst at USDA [USDA]. Embracing innovation and being current on market projections will help you remain ahead of the competition.

New Zealand dairy producers may look forward to a sustainable and lucrative future using these insights and strategically managing production and marketing plans.

The Bottom Line

The dairy business in New Zealand is exhibiting encouraging signals of expansion and promise. With milk collections at record highs and Fonterra’s favorable pricing revisions, there is potential for increasing profitability. Diversifying products like cheese and butter helps meet shifting global needs and mitigate market swings.

Now, more than ever is the time to explore how these trends may help your business. Investigate strategies to leverage increased milk collections and broaden your product offerings. Invest carefully in infrastructure and technology to improve efficiency and productivity. By remaining knowledgeable and adaptive, you can position your farm to succeed in changing market conditions.

Optimism is in the air; use this opportunity to prepare and make the most of the future. Monitor market developments, be adaptable, and plan for success.

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