US Energy Policy: What Happened to Advanced Biofuels?

Emerson’s Douglas Morris of the alternative energy industry team highlights his impressions from this week’s U.S. State of the Union address as it applies to alternative energy:

Being that it’s State of the Union time, I thought it would be curious to reflect on the status of the energy policy in the US. During President Obama’s address this week, he discussed the mutable energy policy in the United States. For the first time in years, there was no mention about the need for alternative energy from advanced biofuels. Instead, it was emphasized that the country must develop more offshore oil and focus on the burgeoning shale gas industry. This continues the trend to de-emphasize the advanced biofuels industry.

Recently, there have been a number of proposals and actual legislation that will change the landscape for advanced biofuels producers. As I recently discussed, the 30 plus year run for the Volumetric Ethanol Excise Tax Credit (VEETC) is over, so ethanol companies now need to compete for the Renewable Fuel Standard (RFS) volume quota without subsidy. Couple that with a bill that was recently introduced (H.R. 3773, the Domestic Alternative Fuels Act of 2012) to allow ethanol produced from natural gas and coal to be included in the RFS and the picture becomes even more interesting. (Perhaps one of the arguments for coal as a renewable fuel was to take a longer view at the timeline for feedstock regeneration?) Anyway, if this bill passes, which it likely won’t, the ethanol market would see quite a shakeup.

Getting back to the advanced biofuels industry, I think it is ripe for change. A number of companies have undergone initial public offerings (IPOs) and have ready access to capital to develop their processes. Other non-IPO companies are finding that if they have a sound business model, they too can get money from investors to build plants. So what change is needed? Likely, it is a move away from loan guarantees and grants.

Loan guarantees are not preferred, but were put in place to underwrite capital for companies. Now that capital is more available, a more effective policy would be a tax policy that provides an incentive to build up the industry. Loan guarantees, it turns out, are arduous to qualify for and execute and sometimes put people in a position to pick and choose technology. POET, the large ethanol producer, just turned down their loan guarantee for their 2nd generation Project Liberty plant in favor of more traditional financing that became available through a Joint Venture with DSM.

Regardless of what is available, what is really needed is a clearly defined energy policy that provides the certainty required for the industry to gain momentum. It will be interesting to watch what happens during 2012 and beyond.

MP3 | iTunes

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

One comment so far, add another

Faster Product Releases with PAT Methods in Production Recipes

This week, the International Foundation Process Analytical Chemistry (IFPAC) is holding their 26th international forum and exhibition in Baltimore, Maryland USA. At this event, Emerson’s Chris Amstutz, Life Sciences industry consulting team director, gave a presentation, Incorporating PAT Methods into Production Recipes for Real Time Release.

The U.S. Food and Drug Administration defines Process Analytical Technology (PAT):

…a system for designing, analyzing, and controlling manufacturing through timely measurements (i.e., during processing) of critical quality and performance attributes of raw and in-process materials and processes with the goal of ensuring final product quality.

In his presentation, Chris notes that PAT methods are developed during the research and development or pilot plant phase. Typically, there is little or no consideration as to how the PAT methods will scale up or be deployed in production. As a result, they are not. A Pharmaceutical or Biotech manufacturer’s Manufacturing and Quality Assurance (QA) teams are reluctant to eliminate offline measurements because of their historic use in the manufacturing process. And this reliance on the tried and true extends to the operators who often do not have the confidence in the online measurement methods.

Chris listed some considerations for the use of PAT methods in production. It’s important to clarify what will be the system of record. Starting with the end in mind, determining what information QA needs in the final batch record is critical. Next, what level of interaction is needed between a shop floor recipe and PAT method? From an operator perspective, what information is wanted or needed? The answers help determine if open loop or closed loop control will be required. From a change management perspective, how are versions of the PAT methods that are in recipes managed? Finally, given the deployment of online PAT methods, is offline sample collection still required?

Chris highlighted a typical batch process with manual work instructions, automation, and offline testing. In his example, he cited a moisture test where after an automated 15-minute drying phase, a manual sample is taken and tested for moisture content. If not dry enough, the drying step runs an additional minute and is retested. If the moisture level is within specification, the batch proceeds to the material transfer step. The constraint in this process is the sampling and manual testing.

With an embedded PAT method, the dry material “start dryer” step initiates the PAT method, which performs continuous moisture testing. Once the specification level is reached the PAT method ends and “stop dryer” step begins.

Chris counseled to treat the PAT method like a phase and keep it simple. It should be sequenced in a common recipe-authoring tool. The PAT method performs an action without operator intervention. The design of this method should provide a similar user experience to what operators see every day to keep it familiar. The results of the PAT method should be in the batch end report, just like all the other analyses performed. Like any process upset condition, an alarm should be raised if a problem occurs during the PAT method.

Chris described the process and components of how this recipe execution occurs. The recipe is initiated in Syncade operations management software. The PAT method, base on synTQ Orchestrations, are launched based upon the built in recipe triggers. Parameters are passed from the Syncade software to the PAT methods base upon the method’s requirements. During the recipe’s execution, communication between the Syncade software, DeltaV system, and PAT method are providing operators the picture of manual and automated steps as the recipe advances. As the PAT method completes, the details are incorporated into the final batch record.

By incorporating these PAT methods into production recipes, the delays associated with manual testing can be eliminated and a more complete batch record assembled to improve the quality and shrink the time until the product is ready for sale.

MP3 | iTunes

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

Leave the first comment

ASTM E2500-Early, Targeted Testing Leads to Faster Implementations

Last week, I highlighted Emerson’s Heather Schwalje thoughts on Continuous Process Verification per U.S. Food & Drug Administration (FDA) guidelines. In a comment, Pharmaceutical Manufacturing magazine senior editor, Paul Thomas, highlighted a great article, A Practical Roadmap to Pharmaceutical Process Validation for Pharmaceutical and Biotech manufacturers.

I saw another great analysis piece by Heather on the ASTM E2500 Standard Guide for Specification, Design, and Verification of Pharmaceutical and Biopharmaceutical Manufacturing Systems and Equipment.

Traditionally, the Quality organizations were not part of the new automation equipment selection process until turnover from supplier and/or engineering testing. This approach led to redundancy in documentation and testing, and caused delays in project schedules from changes made in the process to meet quality expectations.

In 2002, the FDA announced its initiative for the 21st century, which introduced the concept of Risk Management and Quality by Design. The International Conference on Harmonization (ICH) developed and released several quality guidance documents expanding upon these concepts (ICH Q8, Pharmaceutical Development and ICHQ9, Quality Risk Management). In alignment with these concepts, ASTM 2500 defines an approach where Quality oversight is introduced during the initial design phase and is continuous throughout the lifecycle.

The ASTM process introduces the concept of “Verification” instead of Qualification for manufacturing systems and leverages vendor documentation to minimize end user testing for a portion of testing and focus the effort for testing in alignment with highest risk items. Like the risk-based approach that is an integral part of the IEC 61511 safety lifecycle, the ASTM process describes a risk- and science-based approach to testing and verification based on critical aspects of manufacturing and Quality by Design.

Risk is assessed based on impact to product quality and patient safety. The level of testing is commensurate with the risk and is defined based on scientific knowledge base for the associated products with defined acceptance criteria. Traceability of design elements back to specific requirements will assist in determination of specific test cases where multiple design features may be grouped for testing if they achieve a common requirement.

Heather noted that early in the project during the requirements definition and design phases, there is a need to have input from the Quality organization and technical product subject matter experts. This process may require more stringent documentation and approvals earlier in project phases. Also, the risk assessment procedures and associated time interval to execute this risk assessment process should be factored into the overall project timeline and planning of resources. While this may extend early stages of the project, it should expedite the timeline in later phases and allow for quicker turnaround for release of systems.

Since the ASTM process includes the use of vendor documentation and Good Engineering Practices (GEP) then the vendor requires an acceptable quality system, technical capability, and application of GEP. A process manufacturer’s intent to implement the ASTM model requires an audit of the vendor’s quality system. If the vendor’s documentation is to be used to reduce the process manufacturer’s testing process, then all test plans should include pre-defined acceptance criteria and be executed using Good Documentation Practices. Items identified as high severity or high risk to product quality or patient safety may still require end-user testing to confirm vendor testing. This would not remove requirements for GMP [Good Manufacturing Practice] documentation from the vendor.

Heather described considerations for the ASTM E2500 program element concerning change management over the project and product lifecycle. In order to achieve control and implement an ASTM approach, change management is required beginning with the design phase. The ASTM model includes Quality oversight of changes beginning in the design phase for changes associated with requirements identified as Quality-impacting during the risk assessment process.

Changes impacting other areas are required to be tracked but may not be elevated to the Quality Unit. Control of changes ensures the verification process remains integral. Project work should ensure an appropriate change management program is defined during the design phase and an approach for obtaining appropriate approvals for changes is identified and agreed upon up front.

Heather summed up her thoughts referring to the ASTM E2500 process flow. The definition of requirements, as an initial step, includes input from all stakeholders including Quality and should be based on detailed process descriptions with a defined process control strategy and Critical Quality Attributes for associated products.

Risk analysis should begin upon identification of initial requirements to ensure appropriate specification and design documents are produced in alignment with the verification approach. Application of the risk assessment should also be consistent over the project to achieve the benefits of the ASTM E2500 approach.

Factory and site acceptance testing, upon completion of design and build, will be a direct input to verification documentation. Upon completion of all end-user testing, Quality performs an assessment for acceptance and release of the system for use in GMP operations. In a start-up project, the Quality unit may define an approach where systems may be utilized “at risk” prior to final release for start-up activities.

MP3 | iTunes

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

Leave the first comment

The Mining and Metals Industry is in Overdrive but is Equipment Keeping Up?

In today’s guest post, Emerson’s Amy Davidson, a member of the Asset Optimization team, describes how metals and mining producers can improve reliability by continuously monitoring the health of their production equipment.

As a product manager, it’s my job to talk to customers about the issues they have in their mines and try to come up with solutions to those problems. One issue I hear a lot from mining reliability personnel is the need to pull information together into one location so they can make better decisions about their equipment.

Corporate reliability professionals are responsible for thousands of pieces of equipment in their mines. They have multiple applications that monitor the health and well-being of equipment. They have Computerized Maintenance Management Systems (CMMS) that provide information on cost, past work history, and generate maintenance work orders, and in some cases documented work procedures. In other words, they have tons of data in multiple places. So how does one try to make a decision about key equipment with a scenario like that?

The ability to pull information into a common platform from different data sources can help mining reliability professionals manage their assets. Today, many asset management systems have web services, OPC connectivity or links to CMMS systems that can be used to pull key information about assets and business information together, regardless as to where the equipment is located.

AMS Suite: Asset Performance Management

Create Key Performance Indicators to Monitor Equipment Reliability

Now reliability personnel can see how well their mining equipment is running by seeing alerts coming from that equipment, create detailed work orders to get equipment fixed right and track the progress of that work, and create Key Performance Indicators with information from their business system to track and manage corporate performance goals for equipment.

Most applications have graphical dashboards that allow you find information quickly and if you need to find specific answer query and reporting tools are available to allow you to mine data in the database. Some systems even allow you to notify key personnel that upsets have occurred automatically.

Asset management systems can provide a framework to quickly access information from multiple sources about your mining equipment. Keeping your equipment running and healthy not only improves your mining production it will ultimately will improve your bottom line.

Leave the first comment

Control Architecture for Solar Photovoltaic Plants

In today’s guest post, Emerson’s Jim Cushman, a member of the Power & Water Solutions business, looks at the process control architecture requirements for solar photovoltaic-based power generation.

Early developers of solar photovoltaic (PV) did not consider the need to control the power generated from solar PV panels. In their minds, it was simply a matter of just connecting to the grid and monitoring the power flow that was being generated. These early systems were small, in the 1MW or less range and did not pose any problem to grid stability. As these small plants continue to multiply and the size of other plants increase from 20MW to over 100MW in many cases, there is a need to provide control.

There are two basic types of architectures that are being used today for control in solar PV. They are the typical PLC [programmable logic controller] and DCS [distributed control system] that are in so many plants today. Most people with controls experience tend to think that a PLC is a better fit for solar PV plants since it’s a simple process to control and would carry a lower cost. This is not necessarily the case and should be carefully studied by anyone considering controls for a solar PV generating facility.

PLCs tend to use more controllers and devices to establish their network and communications for control. Additionally, they most always have to integrate a human machine interface (HMI) for operator interface. This architecture adds complexity and cost especially in large solar PV plants.

DCSs are often thought of as very large and costly systems that would only have purpose in large-scale power generating plants. This is not the case for solar PV, since most of the cost in traditional power plants is the amount of hard-wired input and output devices to measure and control multiple processes in the plant. Additionally, traditional power plants have many operators to maintain and oversee the process of power generation, who require many workstations and supporting equipment to operate the plant.

In a solar PV plant, information is communicated over a fiber optic Ethernet bus, so there is little to no hard-wired input and output devices. Additionally, there is little to maintain and operate, so the amount of workstations and other supporting equipment is greatly reduced. Integration of other systems in the plant such as inverters, meteorological stations, revenue meters, switchgear, and protection systems is much easier when the development and implementation is being done on a DCS that has a common database platform.

Plan carefully and consider all the options!

MP3 | iTunes

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

One comment so far, add another

Continuous Process Verification per FDA Process Validation Guidance

Process Validation GuidanceIt was just about a year ago that the U.S. Food and Drug Administration published their Guidance for Industry – Process Validation: General Principles and Practices. I caught up with Emerson’s Heather Schwalje, a senior consultant on the Life Sciences industry team. Heather shared key elements from this FDA process validation guidance document and how automation plays a significant role for pharmaceutical and biotechnology manufacturers.

The guidance document’s recommendations section D. Stage 3 ― Continued Process Verification states:

The goal of the third validation stage is continual assurance that the process remains in a state of control (the validated state) during commercial manufacture. A system or systems for detecting unplanned departures from the process as designed is essential to accomplish this goal. Adherence to the CGMP requirements, specifically, the collection and evaluation of information and data about the performance of the process, will allow detection of undesired process variability.

Heather noted that continuous and batch automation systems such as the DeltaV system, have control, alarm, and response capability for both batch and continuous process data. An example is the system’s ability to monitor and control the temperature on a bioreactor. The system records and stores exceptions in the production process through the event and history logs or in combination with an electronic batch record (EBR) system. These systems provide reconciliation and/or integration with deviation management systems.

Also in this same section of this document is stated [hyperlink added]:

An ongoing program to collect and analyze product and process data that relate to product quality must be established (§ 211.180(e)). The data collected should include relevant process trends and quality of incoming materials or components, in-process material, and finished products. The data should be statistically trended and reviewed by trained personnel. The information collected should verify that the quality attributes are being appropriately controlled throughout the process.

Heather shared that automation systems perform ongoing collection of critical process parameters through trending and historical data collection. Laboratory data can be collected on an ongoing basis when integrated with the EBR system. Some of the laboratory data may be eliminated via Process Analytical Technology (PAT) where feasible and appropriate. In an earlier post, Finding Process Analytical Technology Opportunities, I shared some thoughts on spotting these opportunities. Manual data entry, tracking, and reconciliation, historically done with databases and spreadsheets, can be significantly reduced through the integration of the automation system, EBR system, and enterprise resource planning (ERP)-based material transactions.

Finally, Heather highlighted the recommendation from this same section [hyperlink added]:

Maintenance of the facility, utilities, and equipment is another important aspect of ensuring that a process remains in control. Once established, qualification status must be maintained through routine monitoring, maintenance, and calibration procedures and schedules (21 CFR part 211, subparts C and D). The equipment and facility qualification data should be assessed periodically to determine whether re-qualification should be performed and the extent of that re-qualification. Maintenance and calibration frequency should be adjusted based on feedback from these activities.

The automation system provides ongoing collection of key utility and equipment performance parameters used for the analysis. Through a combination of smart, self-diagnosing process sensors and final elements connected with automation systems, asset management systems, and operations management systems, early predictive and proactive maintenance strategies can be applied to help achieve the spirit of these guidelines.

MP3 | iTunes

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

2 comments so far, add yours

Dealing with Deadtime is Process Control Job Security

I’ve heard ModelingAndControl.com’s Greg McMillan say this many times, “Without deadtime, I might be out of a job.” I found a reference to this quote on page 31 of his freely available eBook, A Funny Thing Happened On The Way To The Control Room. He is more emphatic in a blog post, Without Dead Time and Disturbances I Would be Out of a Job.

I bring this up because I’m reviewing a chapter, Industrial Applications of PID Control that Greg has written for a book, PID Control in the Third Millennium – Lessons Learned and New Approaches that will be released in the coming months. Greg shares many ideas for how to effectively manage deadtime with capabilities available in advanced PID control.

Deadtime is that delay between when the controller output makes a change and the process begins to change beyond a predefined threshold. If you’re not steeped in process control, imagine turning the steering wheel of your car and having to wait 2 seconds for the wheels to turn (credit to ControlGuru for this analogy). Driving would get a lot tougher wouldn’t it? Controlling a process and having to deal with this deadtime is what makes the job of a control engineer so difficult.

Deadtime is the subject of quite a number of Greg and Terry Blevins’ posts over at ModelingAndControl.com. And in the chapter Greg is finalizing, he notes:

It will be shown that the total PID loop deadtime in industrial processes determines the ultimate limit to loop performance. The total loop deadtime has many sources most of which are variable. The process deadtimes and time constants are rarely constant.

In the Without Dead Time and Disturbances I Would be Out of a Job blog post, Greg lists some sources of deadtime:

  • Discrete execution and communication interval
  • Analyzer cycle time (e.g. chromatograph)
  • Transportation delay (e.g. sample line)
  • Mixing delay (e.g. agitator, eductor, and sparger)
  • Injection delay (e.g. back filled dip tube)
  • Resolution limit (e.g. VSD [variable speed drive], control valve)
  • Dead band (e.g. VSD, control valve)
  • Instrument time constants in series (e.g. sensor and signal filter lag)
  • Process time constants in series (e.g. thermal lags and residence times)
  • Lab samples (e.g. sample hold, processing, and analysis time)

Greg sums up ways to deal with this deadtime in a post, Getting Rid of Dead Time – Beam Me Up Scotty:

  1. First improve the PID controller tuning before even considering dead time compensation. Setting Lambda equal to the maximum dead time (Lambda factor equal to the maximum dead time to time constant ratio) is effective for load disturbances at the process input if there are no extenuating circumstances.
  2. Add feedforward control whenever it is possible to measure or infer load disturbances at the process input.
  3. If there is economic justification for further improvement and the dead time can be updated within 25% accuracy for varying operating conditions, trial test and closely monitor a PID with delayed external reset for low dead time to time constant ratios.
  4. For loops with high dead time to time constant ratios, multiple manipulated variables, interactions, or constraints, consider model predictive control.

The chapter in this book sums up a great deal of process control wisdom that Greg has shared in posts such as these over on the ModelingAndControl.com blog.

MP3 | iTunes

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

One comment so far, add another

Experiences and Life Cycle Opportunities with Foundation Fieldbus

The Fieldbus Foundation continues to share best practices around the use of the technology around the globe. Emerson’s Jonas Berge alerted me to an Australian Seminar held late last year where he was the keynote speaker. There are links to all the presentations given:

In Jonas’ Why Foundation Fieldbus presentation, he noted how everything around us is benefitting greatly from a transformation from analog to digital such as television, telephony, and music etc. The latest developments in fieldbus deliver on the promise of digital networking.

The stories of how FF reduces wiring and the number of I/O cards have been shared for more than a decade. Now, with fieldbus power integrated into the interface card, the marshalling panel can also be eliminated, further reducing system footprint. This video created from Jonas’s presentation, visually compares a hardwired marshalling approach and a fieldbus installation with integrated device power supply and no marshalling cabinets:

Most folks know that fieldbus takes the place of 4-20 mA, but fieldbus also takes the place of on/off signals. For instance, fieldbus on/off valves eliminate three wires per valve, provide feedback, and deliver diagnostic information. Similarly, for electric actuators / motor operated valves (MOV) more than a dozen wires per valve can be eliminated. In a fieldbus design, an on/off valve can easily be changed to a control valve or MOV without redesigning wiring, barriers, or I/O cards because they have one and the same electrical connection. All the signals are marshalled from software, known as virtual marshalling or “soft wiring”, which gives great flexibility to accommodate changes late in projects.

An end-user presentation by Ambrose Hargan of CSBP highlights the benefits of fieldbus that they have realized over the past many years with their three systems in operation. As an early adopter of Foundation fieldbus, he and his organization found that the technology has matured and their experience has grown. They view the use of fieldbus and its associated tools and practices straightforward. His recommendations included training on fieldbus and working with contractors experienced in fieldbus.

Leave the first comment

Driving Reliability through Asset Management Improvements

If you’re planning to attend the 16th Annual ARC World Industry Forum in Orlando, Florida on February 6-9, make sure to see Augie DiGiovanni presentation, Improve Asset Management to Drive Reliability. Augie is the vice president for Emerson’s Asset Optimization business. His presentation will be on Wednesday, February 8.

I asked and successfully got my hands on a copy of the presentation in order to share a few of his key ideas with you. In it, he stresses the importance the design of an asset management program, which includes assessment, prioritization, strategy management, and implementation. Because people, processes and technologies are all involved, front-end analysis, planning, and preparation are critical.

The assessment phase includes a look at the current work processes, technologies, organizational culture, and the skills of the plant staff. The prioritization process considers both the likelihood of plant asset failure as well as its impact from safety, regulatory compliance, product quality, process throughput, and operational cost perspectives.

Augie will walk through the asset prioritization process describing a step-by-step approach in dividing the operational units into systems, applying the business criteria, calculating criticality rankings, incorporating failure probability factors, and developing priority indices. He will show examples of how this process is applied and will give strategy sheet examples around plant assets.

AMS Suite: APMThese asset strategies can be monitored in applications such as AMS Suite: Asset Performance Management software, based on Meridium’s APM software. AMS Suite APM enables managers to access integrated information from multiple data sources (enterprise resource planning systems, maintenance systems, field device management systems, machinery management systems, plant process historians, etc.), view real-time analyses and reports, and manage business goals to achieve higher levels of business performance.

Augie will share examples from power producers, oil & gas producers, and petrochemical producers and how they drove reliability improvements and impacted business performance in safety, regulatory compliance, product quality, process throughput, and operational costs.

Beyond the takeaways you’ll get from his presentation, Orlando, Florida in February sounds like the place to be!

Leave the first comment

Changes to the Ethanol Tax Structure

In today’s guest post, Emerson’s Douglas Morris of the alternative energy industry team shares his thoughts on the impact on recently expired US ethanol tariffs.

This just in, there is a budget battle going on in Washington, DC. Okay, so the budget disagreements on the Hill are not news, but something once thought nearly impossible, occurred at the end of 2011 that is worth mentioning. Two ethanol tariffs in place for decades intended to support the domestic corn ethanol industry were allowed to expire. One was the 45 cent per gallon tax credit for fuel blenders called the Volumetric Ethanol Excise Tax Credit (VEETC) which was originally put in place as an incentive to use ethanol. The second was the tariff of 54 cents per gallon on imported ethanol meant to keep cheaper production options near parity with corn ethanol which, at the time of the tax legislation, was more expensive to produce.

How might the loss of these tax policies affect the industry? No one knows for certain, but it’s unlikely that the loss of the VEETC will have much of an impact since there are federal mandates already in place that specify how much ethanol must be blended into the US fuel supply. This mandate, called the Renewable Fuel Standard (RFS), is the primary driver for ethanol use into the foreseeable future. If anything, the removal of the VEETC may cause the industry to pay a bit more attention to operating efficiencies, which can lead to lower production costs.

breakfast2The result of removing the import tariff is a little more difficult to predict. For the next year or two, the removal of this tax will not have much impact because there is a supply/demand mismatch in Brazil, the main source of ethanol outside of the United States. It’s estimated that the Brazilian ethanol supply pool is 25 percent below demand and it may take up to two years to regain equilibrium. Comparing sugar cane ethanol to corn ethanol, the corn pathway is actually less expensive to produce right now. In a Renewable Fuels Association blog post, it highlighted that Brazilian sugar cane-based ethanol was, “…$1.56/gallon more expensive than corn ethanol delivered from the Midwest through the first eight months of 2011 and $1.04/gallon more expensive in 2010.”

The good news will most likely be for consumers as I expect market forces will drive efficiencies for both corn and sugar and will reduce the production cost. Only time will tell the real story.

Photo: Some rights reserved by Aunt Owwee.

Leave the first comment