Section 19 of PIRD Act requires R&D corporations to prepare R&D Plans for each consecutive 5-year period. Each plan is to include (at a minimum):
· a statement of the Corporation’s objectives and priorities for the period to which the plan is expressed to relate; and
· an outline of the strategies that the Corporation intends to adopt in order to achieve those objectives.
Under section 10 of the Funding Agreement between FRDC and the Department of Agriculture and Water Resources (DAWR), FRDC is required to develop a consultation plan, which seeks to:
• explain the purpose and objectives of consultation to inform the 2020-2025 RD&E Plan;
• describe who will be consulted;
• outline methods proposed; and,
• explain how input provided will be used.

FRDC is to obtain DAWR approval for the consultation plan prior to commencement of activities.
In order to develop an RD&E Plan which accurately interprets and responds to RD&E needs for Australia’s fishing and aquaculture community it is important to understand the aspirations, pain points, risks and opportunities of each sector over the intended life of the plan through undertaking broad consultation. It is also important to understand the current situation of the fishing and aquaculture (F&A) community (including indigenous, wild catch, aquaculture and recreational, and post-harvest sectors). The situational analysis should provide an updated understanding of what fishing and aquaculture looks like in Australia today, who is involved, what drives them, how they are performing, how the product (if retained) is used, what are the main dominant risks and trends. An earlier situational analysis delivered as an output of FRDC Project 2014/503.20 provides a useful template.
Finally, it is for any RD&E plan to be informed by an understanding of likely future trends, risks and opportunities facing Australia’s F&A community in the future. This requires:
· compilation of evidence to enable consideration of likely future geopolitical, social, economic, environmental and/or technical changes likely to occur in the future, and drivers of those changes;
· generation of projections relating to supply and demand for seafood products as well as cultural and/or recreational time use

The majority of Southern Rock Lobster harvest is exported to Asian markets – 95% of Australia’s 2,986 tonne harvest lands in these countries. However, these lengthy supply chains require enhancement, to protect the sensitive and temperature-dependent product and ensure that the end consumer receives a premium product. With price directly correlated to quality of the lobster, ensuring that a high-quality product is received by the end consumer has direct financial outcomes for Southern Rock Lobster stakeholders back in Australia.

The lobster processor does not control the supply chain, and loses visibility when the product is delivered to the freight forwarder. Brand image and product quality are being impacted by the inconsistencies in the packing and transporting of product. Recent developments in technologies, logistics, techniques, and best practice could transform the cold chain to ensure greater visibility and consistency of Southern Rock Lobster supply to Asia. Understanding best practice cold chain practices from other industries is crucial to upgrading the supply chain for Southern Rock Lobster to ensure product flows quickly and remains under strict temperature control. Each leg and handover needs to controlled, consistent and focused on quality to the end consumer.

Therefore, this cold chain review has been commissioned to investigate ways to improve the integrity of the end to end cold chain and reduce time to market. A consistently fresher less spoiled product will earn higher prices and build brand reputation for all Southern Rock Lobster members. The review will consider the use of better technologies for fresh food transport and handling. The review will also advise on policies and regulations to drive conformance and compliance.