John Melo -- Director, President And Chief Executive Officer
Thanks, Han. We believe that we have a truly winning business model and advantage portfolio due to the synergy between our proprietary lab-to-market operating system, our ingredients, pipeline and track record and bio manufacturing, along with our portfolio of clean consumer brands. To make the world sustainable, our company needs to be sustainable, the simplification and growth of our portfolio. And our continued operational performance enables us to become one of the first companies in our sector to become financially self sustaining. We're very excited about the year ahead.
And I look forward to hearing your questions. Andrea, can you please turn to questions?
Questions and Answers:
Operator
We will now begin the question and answer session. [Operator Instructions] And our first question will come from Doug Schenkel of Cowen. Please go ahead.
Doug Schenkel -- Cowen -- Analyst
Good morning, guys. Thanks for taking the questions. As always, you do a great job of outlining why you're so enthused about the long-term outlook. That said, I'm actually going to focus in a bit more on the quarter and the full year 2021 outlook and then I'm going to try to sneak in a third question on the long-term targets. So starting on the near-term, within core revenue, it for the year in terms of your guidance, it seems like you adjusted the mix of expected revenue within core specifically, it looks like you've increased what you expect for consumer revenue and reduced ingredient revenue expectation.
So I want to make sure we have that right. And if so, it would be good to hear a little bit more detail on what gives you confidence in this outlook and the mix and specifically on ingredients. You came up $2.5 million below what we were looking for in Q2, why isn't ingredients progressing quite as planned. And then on the consumer side, how much of the increase for the year as a function of your belief that economic improvements will drive a more pronounced improvement as we move into holiday sales season in Q4?
John Melo -- Director, President And Chief Executive Officer
Doug, first of all, thank you for being on the call. And I'll give you a part of the answer then pass over to Han for the rest of it. And I'll deal with the specific question regarding the ingredients revenue in the second quarter, and then talk about the consumer for the second half, and then I'll leave Han to talk about the mix and then expectations. Regarding the ingredients in the second quarter from a unit level, we actually are above what we expected and planned for, from a revenue level one thing that occurred and we highlighted this in the last call, is as a result of moving the ingredients portfolio to DSM, there is a chunk of ingredient revenue.
And I think we said in the last call about a third, that we actually no longer have in the portfolio, mainly because of some revenue associated with how value share works in our contract. So I just want to hit that direct and head on, we actually are seeing greater volume than expected. But there is a component of ingredients that's value share, that got passed on to DSM as part of the transaction. And that value share no longer comes in as revenue to us, or for that matter margin. And I think that's probably the only difference we have in ingredients. But I'll let Han talk to that.
I think the second part is on -- and by the way, we now have a good baseline because we have finished our first quarter full quarter with the DSM partnership, we've got a very good view about what the future of that ingredient portfolio looks like. And as I said, during the call, we now feel more confident than we had before. And the underlying performance of that portfolio, and how well it's growing. I mean, remember, we have 2,000 salespeople between fermentation [Indecipherable], that are actually selling these ingredients every day to industry.
I think on the consumer for the second half. I think what we're seeing right now, and we're already into the third quarter, right what we're seeing right now is very robust demand for our new brands. And the existing brands really picking up steam going into the second half. So we're seeing the demand. We see that in some of our markets, the brick-and-mortar business is picking up getting very close to not quite yet, but very close to pre-COVID levels of demand. And the combination of that plus, not losing a beat in our direct-to-consumer online business, which now represents about half if not slightly more than half of our revenue really gives us very good confidence in that second half revenue.
So again, [Indecipherable] direct-to-consumer, brick-and-mortar coming back a lot, a series of new brands that have had great traction with retailers, predominantly Sephora for some of the new brands, and then new product introductions that we expect to perform well as we go into the second half. So I hope that helps with your question about consumer and our confidence in the second half. And then the ingredient piece in the second quarter. Han anything you want to add regarding the expectation difference regarding ingredient performance in the second quarter the mix change?
Han Kieftenbeld -- Chief Financial and Chief Administration Officer
Let me let me just add. I would echo what John said. And the only thing I would add is just to put a number on the value share. So value share was part of the revenue stream that we had prior to passing on the F&F portfolio to DSM. On an annual basis we had around $6 million to $7 million on that number. So if you were to see a little bit of a shift, so at the start of the year before that transaction was fully executed, that would be perhaps the difference between, ingredients and the consumer portfolio other than that for the full year I don't think there is a particular shift between the two pieces.
Doug Schenkel -- Cowen -- Analyst
All right.
John Melo -- Director, President And Chief Executive Officer
I think the only piece I'd add Han is, it is clear Doug that we now have more confidence and more momentum going into the second half in consumer than we saw coming into the year. So there is a bit of greater emphasis in revenue source from consumer than we might have thought earlier on. So I'll just end with that.
Doug Schenkel -- Cowen -- Analyst
Okay, that's all helpful on the quarter and on the mix. In terms of what's embedded into guidance. Listen, you guys sound great. And clearly there's a lot of momentum here, I think that the biggest pushback we get from investors, at least on the near-term outlook, and by extension from folks who aren't as enthused about the story is, how back-end loaded the year is and I think you guys did a good job trying to address that by talking about where you have momentum and why you have so much confidence in the core revenue ramp.
That that being said, John or Han if you don't get there? Is it you -- if something were to go wrong relative to your targets is the most -- we are going to work what's the most likely thing that would have gone wrong? Is it something like, as you just talked about John, brick-and-mortar doesn't come back as strong, because of Delta variant or something like that, like, what -- where's the biggest risk to your second half outlook?
John Melo -- Director, President And Chief Executive Officer
Doug -- I would tell you to two things Doug. In -- I think you hit one of them, right? We are seeing a very strong recovery in brick-and-mortar. We're expecting that to stay I mean, we're not assuming at all stage, because we think there was a bit of a reaction or kind of a big bump, as consumers were able to get back in store. So we are being conservative. But that is a risk, we have gone into the second half. Look, I think here's the other one.
Events are a big part of our business activity, getting influencers engaged, we've just in the last four weeks probably have two or three groups of influencers and key marketers of the brand back in our facilities engaged face-to-face, right. So if for some reason, Delta variant becomes a much bigger issue, especially in the North American market, and we have to shut down events, as we go into the fourth quarter and stop the physical engagement again. That could be the negative or a negative impact on revenue.
The last time that occurred, we actually bounced back very strong and did not see a big, negative impact. However, those are risks, right? So I would focus on those two, because mostly everything else like the brick-and-mortar orders for the new brands, the traction for the new brands, the product response, the before and after, the clinicals, the influencer engagement, which are all the key drivers of our consumer growth are all in place. And we're seeing the traction on those already. I think it's the unexpected, and it's really around what the Delta variant or other variants could affect regarding people getting together and the brick-and-mortar for the second half.
Doug Schenkel -- Cowen -- Analyst
Okay, super helpful. Last one, and then I'll let others jump in. Longer term as we think about the 2025 targets, I just -- I'm curious, can you get there with Squalene derived products it is -- are to those targets require expansion into other areas, other engineered organism lines or anything like that? Or is it as essentially, do you believe you can get to those numbers with, what you already have in place today?
John Melo -- Director, President And Chief Executive Officer
Yes, on the consumer part, I think there's two parts of those numbers, right. There's the $1.4 billion on consumer. And then there's the ingredient and technology part. On the consumer part all of that is based on the current brand portfolio. So not any new brands, not any expansion in new ingredients. And it's really focused on our core platform ingredients, right Squalene, Hemi-Squalene, Biosilica and CBG.
So all technology that's currently scaled and producing, and all brands that are currently in the portfolio it includes the current channel partners and a gradual expansion into the European market, which we already have, clear line of sight on, we'll be working with our partner Sephora, as well as the direct-to-consumer platform in Europe. So that's really what underpins the $1.4 billion. There's obviously opportunity for continue bolt-on acquisitions that we'll look at, but that is all upside and different than what we put in that $2 billion number of what you're getting $1.4 or so is consumer.
Doug Schenkel -- Cowen -- Analyst
Okay, thanks again, guys.
John Melo -- Director, President And Chief Executive Officer
Thanks. Doug.
Operator
The next question comes from Colin Rusch of Oppenheimer. Please go ahead.
Colin Rusch -- Oppenheimer -- Analyst
Thanks so much, guys. Could you just highlight the key gating items for the board has commissioning and ramp that you're watching for one just really be able to track that process, given the potential impact on gross market as you go forward?
John Melo -- Director, President And Chief Executive Officer
That's a that's an even wider question. I think he spends his life going to sleep and waking up dreaming about the Barra Bonita plant. I'm assuming you're talking about Barra Bonita Colin that --
Colin Rusch -- Oppenheimer -- Analyst
Yes. you're right. I misspoke. Thank you.
John Melo -- Director, President And Chief Executive Officer
Eduardo?
Eduardo Alvarez -- Chief Operating Officer
Yes, Colin good morning to you. We are really focused on the commissioning to basically verify every one of the operating systems that fermenters, the fermenting processing, support equipment, and then finally all the infrastructure including power and water and every one of those systems. We have all the permits needed and basically what we need to do is, in the beginning of the year, we're going to go very systematically standing up every one of the systems to make sure we can execute our processes and hold and basically do the sterilization holds necessary to for our septic fermentation production. Was there something specific Colin that you wanted to hear about those checks or I mean, it's a very structured and systematic process, as you can imagine.
Colin Rusch -- Oppenheimer -- Analyst
Good, you guys alluded to this, going from the lab into actual production is crucial, right? And it's very, very difficult. And so what we're trying to get after is just the progress that you're making, and being able to track that progress and the maturity of the system because it put in place to ensure that you have a smooth ramp up?
John Melo -- Director, President And Chief Executive Officer
Yes, that's what I mentioned earlier is the critical path on the next two quarters. We're going to stand at one at a time and test them stress test them for full scale.
Colin Rusch -- Oppenheimer -- Analyst
Okay. That's helpful.
Eduardo Alvarez -- Chief Operating Officer
The only thing I would add Colin is -- from a design perspective and hardware perspective, the plan is a bit cookie cutter, because we've taken all the learnings from the Barra's facility and are replicating them. The team that's designing and doing the engineering is -- was part of the team that was involved in the Barra's design. So I don't think the hardware is where we see kind of the critical path, I think it's people, it's recruiting the people, it's training them on our process, and it's ensuring that they operate the plant well.
And because that's the critical path issue. We're actually in process of recruiting right now, we expect to have most of the operators hired early and shadowing our team. And we have an agreement with DSM, that a lot of the hires will actually shadow the operators that brought those. So when we start operating at Barra Bonita, we're running with a talented team that's already experienced, operating our process.
Colin Rusch -- Oppenheimer -- Analyst
Perfect, that's super helpful. And then just in terms of the scale up on the operating side, and the organizational capacity as you guys think about this 2025 target. And having brought in these new brands, how should we be thinking about opex both from an R&D perspective, but also, from an overhead perspective on sales and organization capacity?
John Melo -- Director, President And Chief Executive Officer
I'm going to leave that one to Han to comment. And the only thing I'll say is, a lot of people think of the new brands as all additive costs. Actually, they provide a lot of efficiency, because we're able to like in formulations, we've built a world class formulation organization, we're making that even more robust. And that formulation, organization gets to be a single platform for all consumer brands. So every brand new ad, actually gets leverage half of the platform, same thing and how we manage our influencers.
Same thing and how we do creative and same thing, how we do channel management for direct-to-consumer, and then how we manage some our brick-and-mortar partners, those are all platforms that cut across all brands. And we get significant benefit when we add a brand to do that. And it's really the marketing spend that's unique by brand and Han will reference how we're thinking about that. And as I referenced on the call, we understand what the investment required is to get a brand to profitability.
We've crossed the profitability mark with Biossance, Biossance was profitable in the fourth quarter. And again, we expect to be very profitable for full year of this year. And then we know what it takes to get a brand to that level. And we've got that already figured in where we're going to resource that based on the milestone payments we have coming in from the big transactions. Han?
Han Kieftenbeld -- Chief Financial and Chief Administration Officer
Yes, absolutely. And John said it well, I think there's a couple of things today. So one is certainly if we look at the consumer side, which we project to be obviously around $1.4 billion by -- in over the next five years, there is significant leverage of talent, talent that we brought in as part of the acquisitions, but also that we have in the business across those brands.
Squalene, the organization is very much top of mind for us at the leadership level. We're thinking about it not just at the brand level, we're thinking about it R&D we're also thinking about it in the G&A function. So there's a, there's a number of plans that we have underway to make sure we have the right structure and the right talent in way to do in place to deal with that not just this year but heading into the future given our fast growth.
As we think about it from a cost base. Last year our SG&A was -- this year, our SG&A is around $180 million also projected. The thing to think about is in that is two aspects, right? It is the underpinnings of the organization. So that's headcount and other operating costs. But also in that, and this is important in the context our fast growing consumer business is all our fulfillment and shipping expense.
So that -- there's a variable that's kind of somewhat proportionate to the growth of the consumer business. But fast forward, the way we thinking about it is that certainly leveraging the organization, R&D, G&A, and so forth, if you look at the marketing and sales side, also from a talent perspective, but then there's a variable component, and we see, that SG&A grow to around $400 million by 2025. So that gives you a bit of shape around it, and also some of the underpinnings. Thank you.
Colin Rusch -- Oppenheimer -- Analyst
Perfect, thanks so much, guys.
Operator
[Operator Instructions] And our next question will come from Laurence Alexander of Jeffries. Please go ahead.
Laurence Alexander -- Jeffries -- Analyst
Good morning. So on -- can you flush out your thinking on hyaluronic acid, some of the other players in synthetic biology have entered and then exited that market. So what is Amyris doing differently?
John Melo -- Director, President And Chief Executive Officer
He Lauren's, good hearing from you. I think a few things. Number one, we've got a built-in need across our brand portfolios. Number two, as you know, several of our partners are significant players in supplying these products to the industry. And we wouldn't target if we didn't have a clear view in significant channel opportunity to drive this product to market. And then last but not least, look a big part of making clean, hyaluronic acid.
A real market is all about the cost played cost has to be reduced. The chemistry has to be clean, the formulations have to be great. And we have to have a clear set of channel partners in clear demand in our own brands for it. So I think that's what I would say, I don't believe that others in our sector have been able to get to a cost of production that makes sense and we are.
Laurence Alexander -- Jeffries -- Analyst
Okay. Thanks.
Operator
The next question comes from Amit Dayal of H.C. Wainwright. Please go ahead.
Amit Dayal -- H.C. Wainwright -- Analyst
Thank you. Good morning, guys. Can you give us some sense contributions from Biossance As I said, for the second half of the year, I think the guidance range for the second half is $150 million to $155 million revenues. How much of this is Biossance and Pipette --
John Melo -- Director, President And Chief Executive Officer
Hey, Amit good having you on this call. I think we had provided some view about Biossance and Pipette full year, I think we said that Biossance was heading for about $105 million of revenue, and about $160 million or retail sales this year. And I can confirm that that's on track and looking very robust. And then I think we said on the call and my part of the script that we had about $130 -- Han, what was the total $103 million or so --?
Han Kieftenbeld -- Chief Financial and Chief Administration Officer
Yes, let me help a little bit. It's actually not that difficult. I mean, it's so John gave the outline in terms of full year consumer, we obviously know that we did $36 million in the first half of that full year, $35 million is linked to the new brands. So by deduction, from an existing brand perspective Biossance, Pipette predominantly, is the balance and obviously, John gave the Biossance number so we kind of have Pipette there. So that's kind of how the math works.
Amit Dayal -- H.C. Wainwright -- Analyst
Understood. That's all thank you so much.
John Melo -- Director, President And Chief Executive Officer
Thank you.
Operator
The next question comes from Craig Irwin of Roth Capital Partners. Please go ahead.
Craig Irwin -- Roth Capital Partners -- Analyst
Good morning, and thanks for taking my question. I just like for a clarification in the guidance. Can you say whether or not the $400 million revenue expectation for the year does or does not include any potential further portfolio management transactions?
John Melo -- Director, President And Chief Executive Officer
Craig, this is John. It does not include any assumption of any portfolio transaction in the second half, that portfolio meaning us selling something.
Craig Irwin -- Roth Capital Partners -- Analyst
Yes, like the licensing agreements and do you sound --?
John Melo -- Director, President And Chief Executive Officer
Correct.
Craig Irwin -- Roth Capital Partners -- Analyst
Yes. Okay. Excellent. Thank you so much for that clarification.
Operator
This concludes our..
John Melo -- Director, President And Chief Executive Officer
Okay, operator, yes, whether there is any final questions from any of the analysts otherwise, I think we're past the top of the hour.
Operator
Yes, there are no further questions at this time, so I will turn the conference back over to John Melo for closing remarks.
John Melo -- Director, President And Chief Executive Officer
Great. Thanks to everyone for joining us today and for your continued interest and support. If we did not get to your questions, please follow up with our Investor Relations team and we will make sure to get back to you with a response. We wish everyone best of luck for a healthy and successful rest of 2021. And we look forward to speaking with you during one of our upcoming investor events or some of our deep dives into our specific ingredients as we share more about what's differentiating our company. Thank you and have a good rest of the day.
Operator
[Operator Closing Remarks]
Duration: 66 minutes
Call participants:
Han Kieftenbeld -- Chief Financial and Chief Administration Officer
John Melo -- Director, President And Chief Executive Officer
Eduardo Alvarez -- Chief Operating Officer
Doug Schenkel -- Cowen -- Analyst
Colin Rusch -- Oppenheimer -- Analyst
Laurence Alexander -- Jeffries -- Analyst
Amit Dayal -- H.C. Wainwright -- Analyst
Craig Irwin -- Roth Capital Partners -- Analyst
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