Yerkin Tatishev and Kusto Group Plan Pet Food Production in Kazakhstan

Kazakhstan could turn more agricultural output into finished consumer products through a planned pet food factory in Alatau. Yerkin Tatishev and Kusto Group are pursuing that opportunity through KazPetFood. An October 2026 agreement with a German engineering partner brings attention to the project and its proposed local supply chain.

Why Yerkin Tatishev and Kusto Group are entering pet food

The project connects a familiar consumer need with a manufacturing opportunity. Pet owners need reliable food, while producers need dependable ingredients, equipment and distribution. Bringing those activities together locally could create business opportunities beyond the factory itself.

In November 2024, Yerkin Tatishev explained that personal experience helped spark his interest in the venture. He described the partners as dog owners who cared about their animals’ food. The original ambition included using Kazakhstan’s raw materials and selling products domestically and abroad.

That background gives the investment a clear consumer focus. However, personal enthusiasm is only a starting point for a manufacturing business. Commercial success would require consistent products, competitive pricing and repeat purchases. Retailers would also need confidence in delivery schedules and product availability.

The latest announcement moves the story towards equipment and production planning. According to Forbes, Kusto Group subsidiary KazPetFood signed a €31 million cooperation agreement with Wagner Feedmill and Silo Plants. The planned complex will be located in Alatau, with German equipment and engineering support.

Building a local supply chain around the factory

The announced first phase targets annual production of 27,000 tonnes of dry and wet pet food. It also envisages 350 jobs. These figures describe planned capacity and employment, rather than existing output or completed recruitment.

The company intends to use local agricultural raw materials and increase localisation over time. Its proposed supply chain includes processing, packaging, logistics and engineering services. This approach could spread commercial opportunities across several types of local business.

For suppliers, a nearby manufacturer could become a recurring customer. Packaging businesses might gain orders, while transport providers could serve incoming materials and outgoing products. Maintenance companies could also compete for work supporting the facility. Such benefits would depend on purchasing decisions and the factory reaching commercial production.

Local sourcing also requires coordination. Suppliers must understand purchasing specifications, expected volumes and delivery requirements before making their own investments. Clear agreements would help both sides plan staffing and expenditure. A factory can therefore support local manufacturing most effectively when its supplier relationships develop alongside its production facilities.

How Yerkin Tatishev and Kusto Group approach local production

The proposal also fits the broader investment approach outlined in a September 2026 CEO Today interview. Tatishev described looking for businesses with potential that need capital, technology, management expertise or market access. He emphasised combining those elements to build operations for the long term.

KazPetFood offers a practical example of that approach at the planning stage. Kazakhstan would provide the manufacturing location and intended agricultural inputs. The German partner would contribute equipment and engineering capabilities. Whether that combination delivers competitive products will depend on implementation.

For Kusto Group, the opportunity extends beyond owning another production asset. A consumer product business needs relationships with distributors and retailers, alongside reliable manufacturing. It must also understand what buyers expect and how much they will pay.

Yerkin Tatishev’s earlier comments placed product quality at the centre of the ambition. Delivering that ambition would require careful execution after equipment installation. Staff training, supplier coordination and customer feedback would all matter as production develops. These practical demands make the project an industrial undertaking with a clear consumer test.

From domestic production to regional markets

The announced export ambition starts with Central Asia and could later extend to other overseas markets. This creates a possible route beyond domestic sales. However, production capacity alone does not establish demand or guarantee export contracts.

A new manufacturer would need to decide which markets to enter and which products to prioritise. Distribution costs, retail access and customer preferences would shape those choices. Starting with a manageable product range could help the business learn before expanding further.

The distinction between announcements and operating results will remain important. Useful milestones would include equipment installation, commissioning, first commercial batches and confirmed retail availability. Supplier contracts and actual employment would then show how far the expected local benefits have materialised.

The October agreement gives Kazakhstan’s pet food manufacturing story a concrete development to follow. Its significance lies in the proposed connection between agricultural inputs and finished products. If implemented successfully, the Alatau project could create opportunities for local suppliers while offering consumers another choice. That outcome would give substance to the ambition behind the investment.

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