value chain analysis a case study of mangoes in kenya

• Corpus ID: 189892195

VALUE CHAIN ANALYSIS: A CASE STUDY OF MANGOES IN KENYA

• Published 2006
• Business, Environmental Science

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Consumer preferences and willingness to pay for dried traditional mangos from kitui – a marketing analysis for kenya and germany, an assessment of integration of msmes and csa into livestock red meat value chain: a case study of kajiado county, kenya, evaluating knowledge, attitudes and practices of livestock value chain actors on climate smart agriculture/livestock (csa/l) in kajiado county, kenya, off-season flower induction in mango fruits using ethephon and potassium nitrate, isolation and characterization of 11 polymorphic microsatellite markers developed for orthops palus (heteroptera: miridae), essential oil chemistry of some mangifera indica varieties from kenya, production, optimization and characterization of mango fruit wine: towards value addition of mango produce, mango production practices and assessment of chemical and physical barriers in the management of mango seed weevil in mbeere district, improving livelihoods and nutrition in sub-saharan africa through the promotion of indigenous and exotic fruit production in smallholders' agroforestry systems: a review, evaluation of maturity indices of selected mango varieties and effect on quality attributes, related papers.

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A rapid agroecological mango value chain analysis in Kenya

Onyango, Kevin

• Food environment and consumer behavior
• Multifunctional landscapes

Onyango, K.; Bolo, P.; Ndiwa, A.; Wanyama, R.; Chege, C.G. (2023) A rapid agroecological mango value chain analysis in Kenya. 40 p.

Mango is one of the most important and popular fruit crops in Kenya. It is ranked second after bananas in monetary value (E4C, 2020) and is the third-leading horticultural crop in Kenya, with a total value of 8.6% (HCD, 2020). Since 2010, Kenya has been producing an average of 650,000 metric tons of mangoes annually, which generates an average of USD 84.4 million in gross production value. Recent statistics show that production has increased rapidly since the mid-2000s, growing at a rate of 9.2% per annum, correlating with the increases in mango exports. Mango is largely produced in the Eastern and Coastal regions of Kenya and is dominated by small-scale farmers, who account for 80% of the production, with the remaining distributed among medium- and large-scale producers. It is believed that mangoes were introduced into East Africa around 10th century AD by the Persians. The fruit quickly spread through East African countries, including Kenya, because of its hardy nature and its suitability for different agroecological zones ranging from sub-humid to semi-arid. Mango is a low-calorie fruit that is high in fiber, and is a great source of vitamins A and C. It also contains folate, B6, iron, and a little calcium, zinc, and vitamin E. Makueni County is leading in mango production in Kenya, with an estimated total of 4.3 million trees grown by 28,696 farmers producing approximately 303,000 tons per season. Mango production in the county is concentrated among smallholders, many of whom are in 18 out of 30 wards of the county. Most smallholder farmers cultivate multiple types of crops to help smooth varying production cycles and variable income. Mango is a priority crop in the county given the importance of the value chain to the residents. It is estimated that 61–80% of the Makueni population is directly or indirectly involved in the mango value chain, with an estimated 30% involved in direct production of mangoes (MoALF, 2016).

Publications

William Grant

Esther Kadondi

Michael Mbaka

Silas Ochieng

Opportunities for financing the mango value chain: a case study of lower eastern kenya, june 1st, 2015.

Despite strong growth in Kenya’s mango subsector, there is scant documentation of the financial performance of the value chain. One major challenge for financial intervention in the sector is limited information on the financial needs of small-holder farmers, leading to low engagement by financial institutions, and a lack of optimisation of mango value chain functionalities through provision of required finance.

To respond to existing information asymmetries and low levels of access to appropriate financing, Financial Sector Deepening Kenya (FSDK) commissioned this study of the mango value chain in Kenya’s Lower Eastern region. FSDK’s aim was to stimulate the crowding in of finance by raising awareness of financing opportunities in existing and potential financiers, and to increase access to finance for actors within the chain.

Grant, W., Kadondi, E., Mbaka, M. & Ochieng, S. (2015). Opportunities for financing the mango value chain: A case study of lower eastern Kenya. Nairobi, Kenya: FSD Kenya.

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VALUE CHAIN ANALYSIS: A CASE STUDY OF MANGOES IN KENYA Prepared by the Sugar and Beverages Group Raw Materials, Tropical and Horticultural Products Service Commodities and Trade Division Food and Agriculture Organization <strong>of</strong> the United Nations

• Page 2 and 3: 2 Table of Contents Page I. INTRODU
• Page 4 and 5: 4 Figure 2: Value of major fruits g
• Page 6 and 7: 6 Table 3: Mango production in sele
• Page 8 and 9: 8 Figure 5: Domestic, regional and
• Page 10 and 11: 10 At the farm-level, key constrain

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Mechanization Levels And Options For Mango Value Chain In Makueni County, Kenya

2021, International Journal of Scientific and Research Publications (IJSRP)

Low agricultural productivity in Kenya has been associated with low levels of mechanization among other factors. Several efforts have been made by the government and non-governmental organizations to promote the use of agricultural machines in various parts of Kenya. Mechanization level and productivity in the mango value chain remains low. The goal of this study was to assess the level of agricultural mechanization in mango value chain in Kenya and make appropriate recommendations. Sampling procedure was adopted in selecting respondents. The first cluster of sampling was random selection of the sub-counties and the second was the sub-locations and lastly the farmers. Data was collected at three levels, secondary sources through desk reviews, key informants’ interviews using checklists and primary data collection from farmers using semi-structured questionnaires. Farmers were categorized into three levels, small, medium and large scale on the basis of acreage under mango production....

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The manual work carried out by farmers and their families is often both ardous and time consuming and in many countries this is a major constraint to increasing agricultural production. Such day to day drudgery is a major contributory factor in the migration of people, particular the young, from the rural countryside to seek the prospect of a better life in the towns and cities. Farm production can be substantially increased through the use of mechanical technologies which are both labour saving and directly increase yields and production. The necessary inputs are carefully selected tools, machines, and equipment. Such technological interventions are commonly referred to as agricultual mechanization and a judicious choice is crucial for farmers to achieve optimum profitability from their businesses and to attain an acceptable quality of life for themselves and their families. The choice can also have a major impact on the environment; only the use of those which have a positive effe...

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The development of agricultural infrastructure plays an essential role in improving livelihoods and enhancing sustainable and environmentally-friendly agricultural production. Inadequate infrastructure can be a significant constraint to growth and productivity. This study examined Challenges on the Use of Agricultural Infrastructure of Sustainable Smallholding Mango Farming. The study was anchored on Sustainable Livelihood theory by the Department for International Development (DFID). Based on the pragmatic philosophical underpinning, the study adopted mixed methods approach utilizing cross- sectional survey design. Simple random sampling was applied to select a sample size of 370 small holder mango farmers from a total population of 9200; purposely selected 10 key informants and carried out 3 FGDs. Data collection instruments included questionnaires, interview schedules, observation, document reviews and focus group discussions (FGD). Descriptive statistics were analyzed through frequencies, percentages and means. Inferential statistics employed Chi-square test, and regression analysis. Qualitative data was analyzed thematically, where labels were assigned to various categories and themes. Several challenges were associated with use of agricultural infrastructure include the lack of certified seeds, availability of quality planting seeds, high price and lack of timely availability of fertilizers. The Principal Component Analysis indicates that the two components accounted for about 57.98% of the variance. It was concluded that stakeholder’s involvement in agricultural support is low; use of agricultural infrastructure is associated with several benefits and challenges. The study recommends establishment of business-friendly environment for smallholder mango farmers and make small-scale farming attractive to the younger generation; an enhanced and harmonized role of stakeholders in the provision of inputs, infrastructure, price control, marketing and community cooperation. Proper policies, agricultural infrastructural practices should be integrated to increase use, and adoption of agricultural infrastructure practices to enhance the sustainability.

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Mangoes are the most popular fruit produced in Mali with more than 20 varieties. Despite the quality preference for mangoes from Mali, achieving major gains in returns has posed challenges to different actors. This paper assessed the potential economic benefits of the different actors in the mango value chain using participatory appraisal techniques in two regions (Sikasso and Koulikoro). We used “structure, Conduct and Performance” approach to assess the whole value chain of the fruit. Farmers and their organizations, state and para-state institutions were surveyed to capture the constraints and opportunities along the value chain. Our findings indicated that there is high potential for mango production in the country, but producers face storage and conservation constraints. However, mangoes are exported to Europe by sea and air to supply big distribution chains. Processing the mango in the country is a key challenge to the development of the value chain. This Book explicate the innovations opportunities that could be taken to make mango value chain a productive venture.

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This paper examines several rather broad questions: What are the world trend and evolution of agricultural mechanization? What are the factors driving the future demand for agricultural mechanization at global level? What would be the changes in the structure of domestic demand, imports and exports of agricultural machinery over the next 10 years? And what would be the future market penetration of selected high-tech innovative agricultural machinery? The findings of this paper are based upon a review of available industry data for agricultural mechanization and a survey targeting major Associations of Agricultural Machinery Manufacturers. The survey investigated questions related to: (i) General development tendencies likely to affect the future demand of agricultural mechanization; (ii) main field operations for the production of staple crops; (iii) Trade related to agricultural machinery – including implements, tractors and combines; (iv) the impact that selected issues (irrigatio...

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Reducing food loss in the mango value chain in Kenya: A good investment opportunity

There is consistent high demand for mangos in Kenya, with numerous buyers and relatively stable prices. Like many fruits and vegetables, mangoes are considered an auxiliary crop (and not a staple), and despite buyer interest and the additional income it could bring, farmers battling pests have struggled to have ample quality supply.

Patrick Sila, the chairman of Kambiti Producers Association in Eastern Kenya, affirms this. “We had a problem of diseases in our farms. Training sessions from TechnoServe were vital for showing us how to care for our mango trees, how to prune them, how to harvest them, and how to use fly traps to control insects.  Fly traps actually catch all of the white flies that otherwise spoil mangoes. Now, we have very few flies and many more mangoes!”

Farmers like Patrick are part of a larger effort to demonstrate that with the right partnerships, food loss can be reduced. Building on the Bill and Melinda Gates Foundation’s Project Nurture, thousands of smallholder mango producers, TechnoServe, the Coca Cola Company and The Rockefeller Foundation came together to demonstrate this. This is also in line with the Sustainable Development Goals target 12.3 to halve post-harvest loss by 2030 .

Our journey set to test an initial hypothesis: a more efficient farm-to-market path is needed to cut post-harvest losses. Targeted and coordinated investments could improve the paths from farm to markets, as well as mechanisms to bring farmers together for training, and for joint sales of their crops for greater income.

It all starts with the market! Smallholder mango farmers actively look for markets as the harvest approaches. To better understand this, a UNWomen study conducted on farmer behavior found that that mango growers get in touch with local buyers (i.e. restaurants and hotels) and traders to secure buying agreements and negotiate prices. Without an agreement, they are unlikely to harvest their fruit. Most of the produce is absorbed by local markets (55 percent), followed by the processors   (42 percent) and then exporters (3 percent).

“It all starts with the market!”

Second, traders are critical because they drive the demand for mangoes . Mango market channels are fragmented, with traders dominating 60 percent of purchasing in areas farmers are receiving support through The Rockefeller Foundation’s YieldWise initiative. Traders provide orders in advance to secure sourcing; identify different market outlets for the produce based on quality; pay cash to the farmer upon collection of the produce; manage the transport and logistics; and are able to secure financing for their operations.

Traders are engaged end-to-end, with an elaborate network that runs from the market to the village level. In their collaboration with YieldWise, traders receive technical support to expand their businesses and optimize their operations. They also see value in establishing a network that enables them to coordinate efforts on the ground, and liaise with the county governments to address any concerns that they have as once voice.

Third, new modes of support are needed to help mango farmers . Available farmer extension and advisory services are lengthy, expensive, and do not provide enough touch points to result in sustained behavior change. Innovations are being tested that piggyback on high cellphone penetration and farmers’ interest in short digital videos, radio, and text message reminders. We are also working with other private sector partners to strengthen service centers for other crops, to increase the services offered, bring even more farmers together, with more combined harvests of multiple crops, and so build greater sustainability.

Forth, entrepreneurial opportunities abound for new business models in transport and logistics – think “Uber for agriculture .” Mangoes are transported from fields along Kenya’s Coastal region in Tana River to processing plants in Mombasa (~170 miles) without proper management, using trucks designed for other purposes and in sub-standard conditions. This involves old remote roads at night, for example, and all this to avoid paying tariffs. In most cases, poor handling of mangoes during transit leads to losses, yet half of the market value of produce spent on transport and logistics. Suppliers pay $0.03 for a mango at the farm gate and deliver it to a processor at $0.06. A business model that provides better logistics services has a real chance to both profit and attract a large market share.

Finally, stimulating demand and supply of post-harvest loss-reducing technologies is needed . In the case of simple and effective technologies; demonstrations, peer-to-peer trainings, and promotions are effective in increasing demand and adoption—by up to 50 percent. We have seen a high uptake (84 percent of all participating farmers) of simple loss reduction technologies such as fruit fly traps and tarpaulins. Farmers are also using locally accessible material to fabricate some of these technologies and applying them for alternative crops.

As we continue to work in this area, we will place additional emphasis on developing sustainable distribution channels for quality products. With additional market demand, inexpensive versions of these technologies are being developed by local suppliers, and we will continue to work with the regulatory bodies to ensure that they meet quality.

We have tested other more sophisticated technologies such as solar-powered cold storage units. They have shown effectiveness in preserving the fruit, however they require a payback period of close to 15 years. This technology requires a business model that serves more than one commodity.

We are encouraged by some preliminary results. The tailored support model being used  has led to, on average, a reduction of post-harvest loss at the farm level of 16 percent, an increase in mango production by 11 percent, higher prices (by 73 percent) for produce marketed through service centers, and higher training attendance rates (69 percent).

“I have now realized that mango farming can be a business.”

More so, the impact of this investment goes beyond these metrics, it is influencing the perception of mango producers. “I have now realized that mango farming can be a business. It can be a source of income for me to take care of my needs,” says Annaziatta, a mango farmer in Makueni, also in Eastern Kenya. A more structured and diverse market, together with income from mango farming, is allowing farmers to re-invest some of the gains in production technologies such as irrigation and value addition.

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Value Chain Analysis: a Case Study of Mangoes in Kenya

This document reviews fruit production and yield trends, mango production, marketing and processing of smallholders and traders along the mango value chain in Kenya. It also examines future development prospects for the value chain.