Les forêts de feuillus tolérants fournissent une vaste gamme de produits, notamment des billes dont la valeur varie de 45 à 1700 $/m3. L'utilisaton de modèles de production convenant aux produits de commodité ne maximise pas la valeur qu'on peut tirer de ce type de forêt.
This summary report presents the main findings of a study of systems for the production of aspen veneer logs in northern Ontario. The case studies, which took place in 2001 and 2002, covered four types of operations: in-woods chipping, satellite yards, roundwood merchandizing at roadside, and roundwood production at the stump. The advantages and disadvantages of each system for the production of veneer logs are given, along with production cost estimates for each system. A report presenting further productivity and quality data, and a detailed cost analysis (in an Excel spreadsheet) are available to FERIC members and partners on request.
Tolerant hardwood forests provide a wide array of products, such as logs varying in value from $45 - 1700/m3. Using production models suitable for commodity based forests does not maximize the value comiing from this type of forest.
By marketing the wood asket in terms of an enhanced product range and new market opportunities, more wealth can be generated from this resource. This report presents results from a study aimed at increasing the recovery of high-value logs from a roundwood operation in Central Ontario. During the study, the overall focus on maximizing high-value log recovery at the stump increased the total volume of preferred grades available for local mills while less than 1% ofharvested log and veneer grades were sold outside of Ontario. Log makers and logging staff were trained in the identificaiton and specifications of new grades. Extracting and protecting these products was supported by the nteraction and communication of the variou logging staff. This created a feedback loop within the logging operation, and assisted in adjustment and refinement of the process.
While this study was completed in 2009-2010, the contractor continued to operate under this value recovery approach. The contractor acknowledges this change in operating focus has had a significant role in the company's continued survival during this current industry downturn.