In a previous blog post, Pedro Nonay discussed how regional champions are taking market share from traditional grain trading companies.
One of my readers kindly shared a link to a case study by Marcos Fava Neves, Dean of Harven Agribusiness University in Ribeiro Preto. It concerns AMAGGI, a notable regional player in Brazil.
I am embarrassed to admit that I only included a brief paragraph about AMAGGI in my 2019 book, Out of the Shadows – The New Merchants of Grain.
I try in my books and blogs to present a positive picture of our sector and the companies that operate within it, but without falling into what I call “Public Relations Fluff.” It is a difficult balance to strike.
Some reviewers have criticised my books for depicting an overly optimistic view of the sector. Nevertheless, I make no apologies. There are more than enough books that present a critically negative portrayal of the agricultural commodity trade. I hope my books help balance out some of those negative accounts.
Having given that disclaimer, this is what I would write about AMAGGI if I were to update my book now.
And, I must admit, the company is a prime example of a regional champion.
A Brief History
AMAGGI traces its origins to 1977, when André Maggi established Sementes Maggi in Paraná, Brazil, initially concentrating on seed production. The company’s expansion into Mato Grosso marked a strategic shift towards large-scale soybean farming. This move reflected the Cerrado’s growing potential and set the stage for Brazil’s rural transformation.
By acquiring substantial farmland and investing in storage and logistics, AMAGGI facilitated significant productivity improvements and played a key role in the development of towns such as Sapezal. AMAGGI subsequently diversified into energy, logistics, and international trading, establishing offices in China, Paraguay, and Europe over the following decades.
Following André Maggi’s death in 2001, his son, Blairo Maggi, assumed leadership of the company. He also gained national recognition as a governor of Mato Grosso and Brazil’s Minister of Agriculture.
AMAGGI’s growth mirrors the wider Brazilian agribusiness trend towards vertical integration, asset-heavy logistics, and internationalisation.
Market Share and Competition
Today, AMAGGI ranks among the world’s largest private soybean producers, managing over 360,000 hectares of farmland and trading nearly 20 million tonnes of grains and fibres annually, primarily soy, corn, and cotton. It cultivates more than 1.5 million tonnes of soybeans each year on its own farms.
Annual sales consistently surpass US$9 billion, positioning AMAGGI among the world’s top-tier players. AMAGGI’s market share in Brazilian soybean exports is smaller than that of global multinationals but remains significant among domestically owned companies. In recent years, AMAGGI has exported approximately 9% of Brazilian soy, a figure comparable to Louis Dreyfus but lower than Cargill’s 16%, Bunge’s 12%, and ADM’s 11%.
AMAGGI’s main competitors all operate soy processing plants and extensive regional supply chains in Brazil. These multinationals compete both in sourcing and logistics across the country, particularly in Mato Grosso, the nation’s top grain-producing state.
Domestically, competitors such as Raízen (bioenergy), Lavoro (input distribution), and Comerc Energia (energy solutions) challenge AMAGGI’s diversified business model. However, AMAGGI remains unique for its deeply integrated approach, combining agribusiness, logistics, and energy under a single corporate structure.
AMAGGI’s share of global soy and grain flows is significant and increasing, generally estimated at 4–5% of the world’s soy trade and a similar proportion for total grains based on traded volume.
AMAGGI’s vertical integration, emphasis on Brazilian origination, and rapid volume expansion have enhanced its global significance. Still, the worldwide soy and grain sector remains highly fragmented, with no single company holding double-digit market share.
Strategic Direction and Future Plans
AMAGGI’s recent strategic initiatives emphasise a dual focus on sustainability and vertical integration. The company has invested heavily in logistics to enhance grain export capacity, expanded energy generation (notably hydro and biodiesel), and actively pursued digitisation and environmental management platforms, such as ORIGINAR, a technology platform launched by Amaggi to monitor its grain supply chain.
Sustainability partnerships, such as those with reNature, underscore AMAGGI’s commitment to leading in regenerative agriculture and climate-aligned supply chains.
Looking ahead, AMAGGI anticipates further international expansion, harnessing technology for supply chain management, and exploiting Brazil’s growing reputation in sustainable commodity exports. While competition in global agri-trade may increase, the company’s integrated model, substantial asset base, and focus on sustainability should keep it at the forefront of the Latin American agribusiness story.
PS. Please let me know if you feel that I should highlight other regional champions.
PPS, Zero Carbon Analytics recently published a report on soy production in the Cerrado and how land clearance is reducing rainfall and adversely affecting yields. It’s worth reading.
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