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R. Viconde de Pirajá, 414 - Ipanema
Rio de Janeiro - Brazil
9:00AM to 7:00 PM
Moday To Friday
+55 21 976 723 023
Record production is creating new opportunities, but also new risks. Here is how experienced importers of soybeans, soybean meal, and soybean oil should prepare for one of the most important buying seasons in recent years.
Contents
Brazil is preparing to make history.
According to current market projections, the country is expected to harvest between 180 and 181 million metric tons of soybeans during the 2025/26 season, setting a new production record and reinforcing its position as the world’s largest soybean producer and exporter.
For many international buyers, the immediate reaction is almost automatic:
“More soybeans mean lower prices.”
It sounds logical.
After all, if supply increases dramatically, prices should naturally fall.
But international commodity markets rarely behave that simply.
Experienced importers know that record production is only one piece of a much larger puzzle. A larger crop may create additional export opportunities, yet it can also intensify competition for logistics, influence export premiums, strengthen domestic crushing demand and reshape procurement strategies throughout the marketing year.
In other words, producing more soybeans does not automatically make buying soybeans easier—or cheaper.
History has demonstrated this repeatedly. Several South American harvests have delivered outstanding production volumes while international buyers continued facing volatile prices, shipping delays or tighter export availability than initially expected.
Why?
Because soybean procurement is no longer driven by production alone.
Today’s importers operate in an increasingly interconnected market where weather patterns, exchange rates, ocean freight, biodiesel policies, Chinese purchasing activity and geopolitical developments can influence purchasing costs just as much as the harvest itself.
This is particularly true for companies importing whole soybeans, soybean meal or soybean oil, since each product follows its own market dynamics.
A record soybean harvest may increase the availability of soybeans while having a completely different impact on soybean meal exports or edible oil supply.
Understanding these differences is becoming a competitive advantage.
Companies that rely exclusively on production forecasts often make procurement decisions based on incomplete information. Those that analyze the broader market tend to identify opportunities earlier, reduce purchasing risks and negotiate from a stronger position.
Behind the impressive production numbers lies a much more interesting story—one that every experienced importer should understand before negotiating the next shipment.
And it starts with a question that surprisingly few buyers ask:
How much of this record crop will actually be available to the international market?
On paper, Brazil’s soybean outlook for the 2025/26 season looks exceptional.
Current projections indicate production between 180 and 181 million metric tons, supported by an estimated planted area of approximately 49.1 million hectares. If confirmed, this will represent another milestone for Brazilian agriculture and further consolidate the country’s leadership in global soybean exports.
The numbers themselves are impressive.
But experienced importers know that production statistics only become meaningful when placed in the right commercial context.
The first point worth noting is that this growth has not been driven solely by expanding farmland. Brazilian producers have increasingly focused on improving productivity through precision agriculture, advanced seed genetics, better soil management and continuous investment in farming technology.
This distinction matters.
Productivity-led growth is generally more sustainable than simple land expansion, suggesting that Brazil’s soybean industry is becoming increasingly efficient rather than merely larger.
Interestingly, however, market expectations for the following production cycle already indicate a much more cautious approach.
Analysts expect soybean acreage expansion during the 2026/27 season to remain below 1%, reflecting concerns over production costs, market profitability and the potential effects of El Niño on weather conditions across South America.
For importers, this sends an important message.
The current record harvest should not necessarily be interpreted as the beginning of unlimited production growth. Instead, it may represent a period in which Brazilian agriculture shifts its focus from expanding acreage to maximizing productivity and improving operational efficiency.
Another factor deserves attention.
Although Brazil produces an extraordinary volume of soybeans, not every additional ton harvested becomes available for export.
Part of the crop is processed domestically into soybean meal and soybean oil. Another portion supplies Brazil’s rapidly growing livestock industry, food sector and biodiesel program.
As domestic consumption continues to expand, the relationship between production and export availability becomes increasingly complex.
This is why professional procurement teams rarely analyze harvest data in isolation.
They understand that the most important question is no longer “How much will Brazil produce?”
Instead, it becomes:
“How much of that production will compete for the international market—and when?”
The answer to that question could have a much greater impact on procurement costs than the record harvest itself.
And that leads us to one of the biggest misconceptions in international soybean trading:
Why record production does not necessarily translate into lower prices.
If international soybean markets were driven solely by supply and demand, procurement decisions would be remarkably simple.
A record harvest would inevitably lead to lower prices, buyers would simply wait for the market to decline, and purchasing strategies would become largely predictable.
Reality, however, is far more complex.
Experienced importers understand that soybean prices are shaped by a combination of agricultural, financial, logistical and geopolitical factors that often move in different directions at the same time.
This is exactly why two companies purchasing Brazilian soybeans on the same day can end up paying significantly different landed costs.
The difference is rarely explained by the size of the harvest alone.
Instead, it is determined by how well each buyer understands the variables behind the market.
For many importers, soybean pricing begins with the Chicago Board of Trade (CBOT).
CBOT futures remain the global benchmark for soybean prices, reflecting expectations about supply, demand, weather conditions, investment flows and macroeconomic sentiment.
However, one common mistake among less experienced buyers is assuming that a decline in CBOT prices automatically creates a buying opportunity.
It doesn’t.
The futures market represents only one component of the final export price.
Ignoring those variables can turn what appears to be an attractive purchase into a surprisingly expensive transaction.
One of the most important—and often underestimated—pricing factors is the export premium.
Export premiums reflect the additional value buyers are willing to pay above CBOT to secure physical soybeans from a specific origin.
When global demand is strong, export premiums tend to rise.
When demand weakens or supply becomes more comfortable, premiums usually decline.
This means that Brazilian soybeans can become more expensive even while CBOT prices are falling.
The opposite is equally possible.
Importers who monitor only futures prices often overlook this relationship and may enter the market at less competitive moments.
Professional procurement teams evaluate futures and export premiums together before making purchasing decisions.
Neither indicator tells the full story on its own.
Another variable capable of reshaping export prices is the Brazilian Real.
Since soybeans are internationally traded in U.S. dollars while production costs are largely incurred in Brazilian currency, fluctuations in the exchange rate directly influence producer selling behavior.
A stronger Brazilian Real may reduce farmers’ willingness to sell immediately, tightening short-term export availability.
Conversely, a weaker Real often encourages commercial activity by improving local profitability.
For international buyers, exchange rate movements can create procurement opportunities that have little to do with the harvest itself.
Understanding this relationship helps explain why export prices sometimes remain firm despite exceptionally large production volumes.
Ocean freight is another factor that deserves close attention.
Even if soybean prices decline after harvest, rising freight costs can significantly increase the final landed cost at destination.
Freight markets are influenced by numerous variables, including:
In many situations, optimizing freight timing can generate savings comparable to negotiating a lower commodity price.
No discussion about soybean pricing would be complete without mentioning China.
As the world’s largest soybean importer, China’s purchasing decisions continue to influence international market dynamics.
When Chinese demand accelerates, export programs in Brazil often become more competitive, vessel lineups expand and export premiums strengthen.
Conversely, periods of slower Chinese buying frequently create additional opportunities for importers serving other markets.
This does not mean that every company should attempt to predict Chinese purchasing behavior.
Rather, it highlights the importance of monitoring how demand from one dominant market can reshape procurement conditions worldwide.
Even buyers supplying Europe, North Africa or the Middle East are indirectly affected by purchasing decisions made thousands of kilometers away.
Although Brazil has become the world’s leading soybean exporter, Argentina continues to play a critical role in global soybean meal and soybean oil markets.
Production volumes, crushing capacity, export policies and exchange-rate developments in Argentina frequently influence international prices for processed soybean products.
For importers purchasing soybean meal or soybean oil, analyzing Brazil without considering Argentina provides only part of the market picture.
This is particularly relevant during years when weather conditions or government policies affect export competitiveness in either country.
Experienced procurement teams increasingly evaluate South America as an integrated supply region rather than treating each origin separately.
Cada vez mais, importadores experientes estão trabalhando com centros de negócios internacionais especializados que avaliam continuamente as oportunidades comerciais em diversas origens na América do Sul, em vez de dependerem exclusivamente de um único fornecedor ou país.
Every year, countless market participants attempt to forecast the exact direction of soybean prices.
Some expect record harvests to trigger sharp declines.
Others anticipate stronger demand or logistical constraints to support higher prices.
Occasionally, one of those forecasts proves correct.
More often, reality follows an entirely different path.
The most successful importers understand that procurement is not about predicting every market movement.
It is about preparing for multiple scenarios.
Instead of asking:
“Will prices go up or down?”
they ask:
This mindset transforms procurement from a speculative exercise into a structured commercial strategy.
And once buyers adopt that perspective, another important realization becomes clear.
Even if soybean prices behave exactly as expected, not every soybean product will follow the same path.
Because in reality, whole soybeans, soybean meal and soybean oil are three distinct markets—each influenced by different fundamentals, different buyers and different commercial dynamics.
One of the most common misconceptions in international agricultural trade is treating soybeans as a single commodity.
From a production perspective, that assumption seems reasonable.
Everything begins with the same crop.
However, from a procurement perspective, nothing could be further from the truth.
Whole soybeans, soybean meal and soybean oil respond to different market forces, serve different industries and often follow entirely different commercial cycles.
Understanding these differences has become increasingly important for procurement professionals seeking to optimize purchasing strategies rather than simply reacting to market movements.
Although all three products originate from the same soybean, the factors influencing their availability, pricing and export competitiveness are remarkably different.
That distinction becomes even more relevant during years of record production.
One of the most common misconceptions in international agricultural trade is treating soybeans as a single commodity.
From a production perspective, that assumption seems reasonable.
Everything begins with the same crop.
However, from a procurement perspective, nothing could be further from the truth.
Whole soybeans, soybean meal and soybean oil respond to different market forces, serve different industries and often follow entirely different commercial cycles.
Understanding these differences has become increasingly important for procurement professionals seeking to optimize purchasing strategies rather than simply reacting to market movements.
Although all three products originate from the same soybean, the factors influencing their availability, pricing and export competitiveness are remarkably different.
That distinction becomes even more relevant during years of record production.
Whole soybeans remain the foundation of Brazil’s export sector.
The country’s competitive production costs, expanding logistics infrastructure and strong agricultural productivity have enabled Brazil to become the world’s largest soybean exporter, supplying customers across Asia, Europe, the Middle East and North Africa.
At first glance, a record crop appears to create abundant opportunities for international buyers.
And in many respects, it does.
Larger production generally increases export availability, improves shipment flexibility and allows exporters to serve a wider range of international markets.
But availability should never be confused with unlimited supply.
Brazilian soybeans compete for multiple destinations simultaneously.
Export programs must coexist with domestic crushing demand, storage capacity, transportation infrastructure and seasonal logistics.
During peak shipping periods, vessel lineups can expand rapidly, port capacity becomes more valuable and export premiums often adjust to reflect stronger competition for physical cargoes.
For experienced importers, procurement decisions involve much more than securing volume.
Shipment windows, execution capability, supplier reliability and logistics coordination frequently become just as important as the quoted FOB price.
In practice, successful procurement is built on consistency rather than simply purchasing at the lowest available price.
Soybean meal follows a very different commercial logic.
Unlike whole soybeans, soybean meal is not exported directly from the farm.
Its availability depends on one critical industrial activity:
Crushing.
Every increase in soybean processing generates two primary products:
Because soybean meal represents the largest share of crushing output by volume, its export availability is closely linked to the economics of the processing industry rather than agricultural production alone.
When crushing margins are attractive, processors increase production, creating greater availability of soybean meal for international markets.
When industrial margins deteriorate, processing activity may slow even during years of abundant soybean supply.
For feed manufacturers and livestock producers, soybean meal remains one of the world’s most important protein ingredients.
Demand continues to grow alongside poultry, pork, dairy and aquaculture production across numerous regions.
This means that soybean meal prices often respond as much to global feed demand as they do to soybean production itself.
Another important consideration is Argentina’s role in this market.
While Brazil dominates soybean exports, Argentina has long maintained one of the world’s largest soybean crushing industries and remains a major supplier of soybean meal to international buyers.
Consequently, procurement strategies for soybean meal should never evaluate Brazil in isolation.
Weather conditions in Argentina, government export policies, crushing activity and currency developments all influence global meal availability and pricing.
Importers who monitor both origins are generally better positioned to identify competitive supply opportunities throughout the year.
Among the three major soybean products, soybean oil arguably presents the most unique market dynamics.
Many buyers assume that record soybean production automatically translates into abundant soybean oil exports.
The reality is considerably more nuanced.
Unlike soybeans, which are primarily exported, and soybean meal, which is driven largely by global feed demand, soybean oil has become increasingly tied to domestic consumption.
Brazil’s growing biodiesel industry has significantly changed the balance between production and exports.
As biodiesel blending requirements expand, a larger share of soybean oil production is absorbed by the domestic energy market before reaching international buyers.
At the same time, food manufacturers and the broader edible oils industry continue to generate substantial internal demand.
As a result, soybean oil export availability does not necessarily increase at the same pace as soybean production.
In some seasons, record soybean harvests have coincided with relatively constrained soybean oil exports because domestic consumption expanded even faster.
For edible oil importers, this distinction is particularly important.
Analyzing soybean production alone may create an incomplete picture of future export availability.
A more comprehensive assessment should also consider:
These variables often explain market behavior more accurately than production statistics alone.
Looking at soybeans, soybean meal and soybean oil as a single market is no longer sufficient for companies operating in international trade.
Each product requires its own procurement strategy.
Whole soybean buyers typically prioritize harvest timing, export logistics and international demand.
Soybean meal importers closely monitor crushing economics, livestock feed demand and South American processing capacity.
Soybean oil buyers must pay particular attention to domestic consumption trends, renewable energy policies and vegetable oil market dynamics.
Although these markets remain interconnected, they do not move in perfect synchronization.
A favorable buying opportunity for soybean meal may emerge while soybean oil markets remain relatively tight.
Likewise, whole soybeans may become increasingly competitive even as processed products face stronger pricing pressure.
Recognizing these differences allows procurement teams to make more informed purchasing decisions, diversify sourcing strategies and reduce exposure to market volatility.
Perhaps most importantly, it reinforces a simple but often overlooked principle:
Successful procurement is not about buying a commodity.
It is about understanding the market behind that commodity.
And that market extends far beyond production forecasts.
Because once importers understand the unique dynamics of each soybean product, another strategic question naturally emerges.
If South America offers multiple supply origins, should buyers focus exclusively on Brazil—or is there an advantage in evaluating Brazil and Argentina together?
One of the biggest procurement mistakes international buyers can make is becoming emotionally attached to a single country of origin.
Many companies develop long-standing relationships with suppliers in one market and eventually begin to assume that the same origin will always offer the best commercial opportunity.
In reality, global agricultural markets rarely reward that kind of rigidity.
The most successful procurement teams don’t ask:
“Which country produces the best soybeans?”
Instead, they ask a far more strategic question:
“Which origin offers the best opportunity for this specific purchase?”
The answer can change several times throughout the year.
Brazil and Argentina are often analyzed separately in market reports.
From a commercial perspective, however, experienced importers increasingly evaluate both countries as complementary supply origins rather than competing ones.
Each offers distinct advantages depending on the product being purchased, the shipment window and prevailing market conditions.
Brazil has established itself as the world’s largest soybean exporter, supported by enormous production volumes, continuous investments in logistics and an increasingly efficient export infrastructure.
Argentina, meanwhile, remains one of the world’s leading processors of soybeans and plays a critical role in global exports of soybean meal and soybean oil.
Neither origin is universally “better.”
Each becomes more competitive under different circumstances.
Understanding when those opportunities arise is what separates strategic procurement from routine purchasing.
Many procurement professionals spend significant time negotiating price while paying surprisingly little attention to timing.
Yet timing often determines whether an importer secures an efficient shipment—or spends weeks dealing with unnecessary delays, stronger export premiums or limited cargo availability.
Harvest calendars, export programs, vessel demand and seasonal logistics all influence competitiveness.
There are periods during the year when Brazilian exporters offer exceptional opportunities.
At other times, Argentine suppliers may present more attractive commercial conditions for specific products.
The key lesson is simple.
Markets evolve continuously.
Procurement strategies should evolve with them.
Remaining flexible allows buyers to respond to changing commercial conditions instead of reacting after opportunities have already disappeared.
One of the most common questions buyers ask is:
“Which country is cheaper?”
Ironically, that is often the least useful question.
The true cost of an international purchase extends far beyond the quoted commodity price.
Professional procurement teams evaluate a much broader set of variables before making a sourcing decision.
Among them:
A supplier offering a slightly lower FOB price may ultimately generate higher costs if execution problems delay shipments, create contractual disputes or compromise operational planning.
For companies purchasing agricultural commodities on a recurring basis, procurement should always be evaluated from a total cost of ownership perspective—not simply by comparing quotations.
Diversification has become one of the most effective risk-management tools in international commodity procurement.
This does not necessarily mean purchasing from multiple countries simultaneously.
It means maintaining the flexibility to evaluate different origins whenever market conditions change.
A diversified procurement strategy can help companies:
This approach has become particularly valuable in recent years as weather events, geopolitical developments and transportation challenges have introduced greater uncertainty into global agricultural trade.
The objective is not simply to find another supplier.
It is to create procurement resilience.
While markets fluctuate constantly, one element remains remarkably consistent.
Reliable commercial relationships continue to outperform opportunistic buying.
Companies that prioritize long-term partnerships often benefit from better communication, greater operational transparency, improved execution and stronger commercial cooperation during challenging market conditions.
This is especially important in agricultural commodities, where production cycles, logistics and documentation require close coordination between buyers and suppliers.
The lowest price rarely compensates for an unreliable commercial relationship.
Conversely, dependable execution frequently creates value that extends far beyond individual transactions.
For this reason, experienced importers increasingly prioritize suppliers and commercial partners capable of supporting long-term procurement strategies rather than isolated spot purchases.
There is another reality that is rarely discussed openly within the commodity industry.
Not every purchasing inquiry becomes a commercial opportunity.
International agricultural trade involves substantial financial commitments, operational complexity and strict contractual responsibilities.
As a result, many of the most competitive supply opportunities are reserved for companies capable of demonstrating operational experience, financial credibility and genuine purchasing capacity.
This benefits everyone involved.
Qualified buyers receive access to serious commercial opportunities.
Suppliers reduce transactional risk.
And negotiations become faster, more transparent and considerably more efficient.
For this reason, professional procurement support is increasingly based on buyer qualification rather than transaction volume alone.
Companies that import regularly, understand international trade procedures and maintain a proven procurement history are generally better positioned to access long-term supply programs.
Because in international commodity markets, the quality of the buyer is often just as important as the quality of the supplier.
The record soybean harvest creates significant opportunities.
But opportunities rarely belong to those who simply wait for prices to decline.
They belong to those who understand how markets evolve.
The companies likely to achieve the best procurement results during the 2026 season will not necessarily be the ones that negotiate the lowest nominal price.
They will be the ones capable of evaluating origin, timing, logistics, execution and commercial reliability as parts of the same strategic decision.
And once buyers adopt that mindset, one final question remains.
What practical steps should experienced importers take before committing to their next soybean purchase?
That is exactly where we will conclude this analysis.
Every year, countless procurement teams dedicate enormous amounts of time trying to answer one question:
“Is this the right price?”
Surprisingly, that is often the wrong question.
Price is visible.
Risk is not.
And in international commodity trading, invisible risks frequently become the most expensive ones.
Delayed shipments, inconsistent product specifications, documentation issues, communication failures, financial uncertainty and weak contract execution rarely appear in the initial quotation.
They only become visible after the contract has been signed.
By then, changing suppliers is no longer an option.
This is why experienced procurement professionals increasingly evaluate suppliers using a much broader framework than price alone.
They understand that procurement performance should be measured not by the lowest quotation received, but by the consistency with which suppliers execute international transactions over time.
In other words, successful procurement is built on predictability.
The ability to receive the contracted product, within the agreed specifications, according to the established shipment schedule, often creates far greater value than negotiating a slightly lower price.
For companies importing agricultural commodities regularly, reducing operational uncertainty has become just as important as reducing purchasing costs.
The objective is no longer simply buying cheaper.
The objective is buying better.
The projected record harvest creates significant commercial opportunities.
However, the companies most likely to benefit will not necessarily be those waiting for the lowest possible market price.
They will be the ones preparing before opportunities emerge.
As procurement conditions continue evolving throughout the season, experienced importers are likely to focus on several strategic priorities.
They will monitor not only production forecasts, but also export premiums, freight markets, exchange-rate movements and shipment availability.
They will compare commercial conditions across different South American origins rather than assuming one country will remain the most competitive throughout the year.
They will evaluate suppliers based on execution capability, operational reliability and long-term performance—not simply on the lowest quotation received.
Most importantly, they will recognize that procurement has become a continuous strategic function rather than a transactional purchasing activity.
Every purchasing decision influences inventory planning, production schedules, customer commitments and financial performance.
Companies that integrate market intelligence into procurement decisions generally place themselves in a stronger competitive position than those reacting only after markets have already moved.
Every year, countless procurement teams dedicate enormous amounts of time trying to answer one question:
“Is this the right price?”
Surprisingly, that is often the wrong question.
Price is visible.
Risk is not.
And in international commodity trading, invisible risks frequently become the most expensive ones.
Delayed shipments, inconsistent product specifications, documentation issues, communication failures, financial uncertainty and weak contract execution rarely appear in the initial quotation.
They only become visible after the contract has been signed.
By then, changing suppliers is no longer an option.
This is why experienced procurement professionals increasingly evaluate suppliers using a much broader framework than price alone.
They understand that procurement performance should be measured not by the lowest quotation received, but by the consistency with which suppliers execute international transactions over time.
In other words, successful procurement is built on predictability.
The ability to receive the contracted product, within the agreed specifications, according to the established shipment schedule, often creates far greater value than negotiating a slightly lower price.
For companies importing agricultural commodities regularly, reducing operational uncertainty has become just as important as reducing purchasing costs.
The objective is no longer simply buying cheaper.
The objective is buying better.
The projected record harvest creates significant commercial opportunities.
However, the companies most likely to benefit will not necessarily be those waiting for the lowest possible market price.
They will be the ones preparing before opportunities emerge.
As procurement conditions continue evolving throughout the season, experienced importers are likely to focus on several strategic priorities.
They will monitor not only production forecasts, but also export premiums, freight markets, exchange-rate movements and shipment availability.
They will compare commercial conditions across different South American origins rather than assuming one country will remain the most competitive throughout the year.
They will evaluate suppliers based on execution capability, operational reliability and long-term performance—not simply on the lowest quotation received.
Most importantly, they will recognize that procurement has become a continuous strategic function rather than a transactional purchasing activity.
Every purchasing decision influences inventory planning, production schedules, customer commitments and financial performance.
Companies that integrate market intelligence into procurement decisions generally place themselves in a stronger competitive position than those reacting only after markets have already moved.
Before committing to your next soybean purchase, consider asking the following questions:
✓ Is the current price supported by market fundamentals—or by temporary market sentiment?
✓ Have export premiums moved independently from CBOT futures?
✓ How are freight costs affecting the final landed price?
✓ Does Brazil or Argentina currently offer the strongest commercial opportunity for the required product?
✓ How could Chinese purchasing activity influence market conditions over the coming weeks?
✓ Are biodiesel policies affecting soybean oil availability?
✓ Are crushing margins improving soybean meal supply?
✓ Can the supplier consistently execute international contracts according to agreed specifications and shipment schedules?
✓ Does the proposed shipment window align with your operational requirements?
✓ Are you evaluating total procurement risk—or simply comparing FOB prices?
These questions may appear straightforward.
Yet together they often distinguish routine purchasing from strategic procurement.
Brazil’s projected soybean harvest of more than 180 million metric tons represents an extraordinary achievement for global agriculture.
For international buyers of soybeans, soybean meal and soybean oil, it opens the door to meaningful commercial opportunities.
At the same time, it also reinforces an important lesson.
Agricultural markets have become increasingly interconnected.
Production alone no longer determines purchasing opportunities.
Successful procurement now depends on understanding how production interacts with logistics, domestic demand, processing capacity, exchange rates, freight markets and global trade flows.
The companies most likely to achieve consistent long-term success will not necessarily be those purchasing at the lowest price.
They will be those making the most informed decisions.
In today’s international commodity markets, information has become one of the most valuable competitive advantages an importer can possess.
Mello Commodity is an International Business Hub specialized in developing and structuring international agricultural commodity transactions.
Rather than operating as a conventional trading company, we identify export opportunities, evaluate commercial feasibility and support qualified importers throughout the sourcing and negotiation process with carefully selected exporters in Brazil and Argentina.
Our commercial focus is centered on three strategic product groups:
Every commercial opportunity begins with an initial buyer qualification process.
This evaluation helps ensure that negotiations involve experienced importers with established international procurement capabilities, creating a more efficient and transparent environment for both buyers and exporters.
Instead of pursuing a high volume of inquiries, our objective is to support serious importers seeking long-term supply relationships, commercially sound transactions and reliable sourcing opportunities from South America.
Brazilian, graduated in Marketing, Specialist in Service Management and Strategic Communication.
Important International Negotiator in the commercialization of Brazilian agricultural commodities such as: Sugar, Soybeans and Corn.
Owner of Mello Commdity, she has gained great prominence on the internet in recent years by promoting educational articles for importers of Brazilian agricultural commodities.
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