2. Freshly caught Fish need to be cooled as soon as possible and
remain in cold storage/refrigeration until consumed.
An uninterrupted cold chain is important in preserving Fish
for longer periods and avoid losses and spoilage.
4. Private companies catering to export market follow
guidelines as laid by MPEDA and clients.
Such companies have freezing and storage facilities and
implement quality and HACCP processes.
---- ---- ---- ---- ---- ---- ---- ---- ----
Marine fish sold in domestic market is largely limited
due to lack of efficient cold chain infrastructure.
Subsequent low shelf life of marine fish limits market to
coastal areas and associated higher price further inland.
Opportunity exists for creating a complete cold chain
for Marine Fish sold in domestic market.
5. Fishing boats prepare by loading on ice.
Flake ice is brought to the boat prior departure.
6. Flake ice is filled into boats hold or insulated boxes
for short term holding of the catch.
The fish when caught are kept under layers of ice
until returning to port.
7. Freshly caught fish is stored in the hold or boxes
under flaked ice.
After 7 Days
Ice still visible – core
temperature at 8 ºC
After 2 Days
Ice still visible – core
temperature at 0 ºC
8. Re-icing into crates at local pack-house, usually run
by local fisheries department.
Transport in open trucks with frequent re-icing
stops enroute.
9. Current retailing does not reach smaller towns and villages
Retail price of Marine Fish ranges from Rs.70 a kg to
Rs. 700 a kg depending on the type and size of fish.
10. Period-wise Average Annual Growth Rate in Fish Production-India
Percentage Contribution of India to
and Rest of World
World Fish Production
(1950-1955, 1955-1960, 1960-1965, 1965-1970, 1970-1975, 1975-1980, 1980-1985,
1985-1991,1991-1992 to 2003-2004) (1950, 1955, 1960, 1965, 1970, 1975, 1980, 1985, 1991
to 2004)
Period
India Rest of the World
Marine Inland Total Marine Inland Total India to World Fish Production (%)
Year
1950-55 2.77 2.96 2.82 7.34 10.46 7.71 Total Marine Inland
1955-60 8.11 3.02 6.73 5.52 1.85 5.08 1950 3.7 2.97 9.4
1960-65 -1.31 12.45 2.75 7.15 4.79 6.9 1955 2.93 2.39 6.62
1965-70 5.68 5.83 5.73 5.84 3.36 5.6
1960 3.17 2.69 7
1965 2.6 1.79 9.97
1970-75 6.42 3.13 5.21 0.07 2.7 0.31
1970 2.61 1.77 11.21
1975-80 0.97 2.57 1.53 2.02 2.16 2.04
1975 3.32 2.41 11.44
1980-85 2.36 4.15 3.02 3.55 6.92 3.91 1980 3.24 2.29 11.67
1985-91 5.36 7.18 6.08 0.76 4.13 1.19 1985 3.1 2.16 10.24
1991-92 5.1 3.93 4.62 1.96 7.05 2.67 1991 4.12 2.82 12.17
1992-93 6.53 12.21 8.84 2.34 10.79 3.56 1992 4.19 2.91 11.82
1993-94 4.48 3.06 3.89 7.14 11 7.74 1993 4.41 3.03 11.97
1994 4.25 2.95 11.11
1994-95 -1.5 10.46 3.47 1.65 12.8 3.42
1995 4.39 2.86 10.88
1995-96 5.66 5.64 5.66 1.89 9.76 3.25
1996 4.35 2.97 10.47
1996-97 1.34 4.95 2.94 0.76 7.21 1.95
1997 4.39 2.99 10.25
1997-98 -6.31 3.12 -2.04 -6.27 6.05 -3.88
1998 4.48 2.98 9.97
1998-99 3.08 9.24 6.01 7.42 7.88 7.52
1999 4.42 2.86 10.09
1999-00 0.14 3.39 1.73 2.38 5.22 2.99
2000 4.36 2.8 9.92
2000-01 2.74 4.58 3.66 -0.28 2.97 0.44 2001 4.5 2.89 10.07
2001-02 6.04 -5.06 0.46 1.38 4.23 2.02 2002 4.43 3.02 9.18
2002-03 0 3.59 1.7 -1.09 2.15 -0.35 2003 4.52 3.05 9.31
2003-04 -3.89 6.31 1.05 5.46 5.5 5.47 2004 4.33 2.78 9.38
India’s growth has not necessarily lagged in this industry, though scope stays immense
11. Production & Annual Growth Rate of Fish
(During 1st Plan to 10th Plan)
Fish Production at end Average
Growth (Percent) During
of the Period Annual
Plan Period the Plan Period
( ' 000 Tonne) Growth
Marine Inland Total Marine Inland Total Rate
Pre-Plan Period (1950-51) 534 218 752 - - - -
1st Plan (1951-56) 596 243 839 11.61 11.47 11.57 2.31
2nd Plan (1956-61) 880 280 1160 47.65 15.23 38.26 7.65
3rd Plan (1961-66) 824 507 1331 -6.36 81.07 14.74 2.95
Annual Plans (1966-69) 904 622 1526 9.71 22.68 14.65 4.88 State-wise Coastal Marine Fishery
4th Plan (1969-74) 1210 748 1958 33.85 20.26 28.31 5.66 Resources in India
5th Plan (1974-79) 1490 816 23.6 23.14 9.09 17.77 3.55 Approx Continental No. of No. of
Coast Line shelf (' 000 landing fishing
Annual Plan (1979-80) 1492 848 2340 0.13 3.92 1.47 1.47 State/UTs (Kms.) sq.km.) centres villages
6th Plan (1980-85) 1698 1103 2801 13.81 30.07 19.7 3.94 Andhra Pradesh 974 33 508 508
7th Plan (1985-90) 2275 1402 3677 33.98 27.11 31.27 6.25 Goa 104 10 88 72
Annual Plan (1990-91) 2300 1536 3836 1.1 9.56 4.32 4.32 Gujarat 1600 184 286 851
Annual Plan (1991-92) 2447 1710 4157 6.39 11.33 8.37 8.37 Karnataka 300 27 29 221
8th Plan (1992-97) 2967 2381 5348 30.42 69.83 45.44 6.49 Kerala (P) 590 40 226 222
9th Plan (1997-02) 2830 3126 5956 -4.62 31.29 11.37 2.27 Maharashtra 720 112 184 395
10th Plan (2002-03) 2990 3210 6200 5.65 2.69 4.1 4.1 Orissa 480 26 63 329
10th Plan (2003-04) 2941 3458 6399 -1.64 7.73 3.21 3.21 Tamil Nadu 1076 41 362 556
10th Plan (2004-05) 2779 3526 6305 -5.51 1.97 -1.47 -1.47 West Bengal 158 17 47 652
And & Nico
10th Plan (2005-06) 2816 3756 6572 1.33 6.52 4.23 4.23 Islands (P) 1912 35 57 45
Daman & Diu (P) 27 - 7 31
Lakshadweep (P) 132 4 11 10
Pondicherry 45 1 28 45
Total 8118 530 1896 3937
14. Sea Food Domestic
Exports market
Seafood Export Industry in India has a Largely ignored.
turnover of about USD 9 Billion.
Traditionally non-fish households fast
changing over last two years.
Approx 400 processing plants focused
on exports.
Losses enroute causes price
differentials, effecting market
opportunity.
Most of the export is focused on USA. Frozen seafood easily accepted
compared to frozen meats or
vegetables by hinterland consumer.
15. Minimal competition
for domestic market –
traditionally export
oriented.
Implement best Quality & traditional
practices and efficient spoilage fears keep
cold-chain consumer at bay –
management reduces quality and brand will
losses. make impact.
Increasing local
demand specially in
hinterland. Perceived
value add.
17. Risks perceived
Logistics - demand to grow
Lack of Infrastructure to Energy Costs during storage,
in North and central India,
process store and market. processing and transport.
distant from coastal areas.
Advantages
Capital expenditure New markets, adds to Modernise with
adds value. consumer base. hybrid technologies.