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Browsing by Subject "Agribusiness"

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    2000/01 IFDC Corporate Report
    (2001-09) IFDC
    Open to the public, IFDC is a global nonprofit dedicated to carrying out its activities independently and with a strong scientific basis. IFDC was founded in 1974 with the goal of furthering the cause of global food security. The Center's goal is to advance agricultural productivity in a sustainable way by creating and sharing effective, ecologically friendly plant nutrition technology and agricultural marketing expertise. The Center has conducted technology transfer efforts in numerous countries. The IFDC has assisted countries in improving institutional capacity and human resources through more than 600 training programs. Its team of scientists and experts provides a unique blend of applied research skills and technology transfer. The Center's features include training facilities, labs, greenhouses, pilot plants, and libraries.
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    2001/02 IFDC Corporate Report
    (IFDC, 2002) IFDC
    The goal of the IFDC initiative in Afghanistan, which is highlighted in this study, is to guarantee Afghan farmers have access to sufficient quantities of high-quality fertilizers. The U.S. Agency for International Development (USAID) is providing funding for the project, which aims to keep the agricultural market stable by permitting local dealers to distribute fertilizers. Over 70,000 farmers received fertilizer vouchers for an improved variety of wheat seeds through cooperation with non-governmental organizations (NGOs) like the International Medical Corps (IMC), ACTED, FOCUS Humanitarian Assistance, GRSP, and Solidarites. Local dealers accepted the coupons for redemption, and IFDC repaid them. 3,500 metric tons of urea fertilizer were to be distributed as part of the initiative throughout seven regions in central, eastern, and northeastern Afghanistan. The fertilizer is given to farmers who then reimburse the town committee or shura for the cost, with the money raised going toward regional development projects. Three primary issues are also addressed by IFDC: farmers' limited access to credit, transportation obstacles brought on by great distances and bad roads, and the lack of information about contemporary agricultural methods. In addition to offering farmers training, the concept involves local dealers in educating their clientele. The project projects how much fertilizer will be needed in the fall of 2002 to sustain wheat production on about 680,000 hectares of irrigated land.
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    2002/03 IFDC Corporate Report
    (2003) IFDC
    The goals IFDC are to combat global poverty, promote economic growth, end hunger, and safeguard the environment. With the goal of improving and sustaining the lives and livelihoods of underprivileged communities around the world, IFDC combines state-of-the-art research and development. The organization's specialties are in research, market development, and training, which allow for the creation and execution of customized programs to meet regional demands and difficulties. The eight theme programs of IFDC, which serve as the cornerstone of its operations, are summarized in this paper. Institutional Development, Fertilizer Materials, Soil and Nutrient Dynamics, Integrated Intensification, Input Accessibility, Policy and Market, and Human Capacity Building are some of these programs. Every program has a distinct purpose and advances the IFDC's objective of improving agricultural productivity in a sustainable manner. The goal of the Institutional Development Program is to create and support a private sector that is the engine of agricultural productivity. The program for the development of economic and policy knowledge is designed to foster an environment that is favorable to agricultural markets. The Fertilizer Materials Program creates environmentally friendly production methods and conducts research on effective fertilizer use. By increasing nutrient utilization and soil fertility, the Soil and Nutrient Dynamics Program seeks to promote food and fiber production. To improve fertilizer efficiency and reduce environmental concerns, the Integrated Intensification Program encourages the use of Integrated Soil Fertility Management (ISFM) technology. Adopting technology packages and making institutional adjustments are among the regional-level solutions for managing soil fertility that are the focus of the Input Accessibility Program. In order to increase soil fertility, the Policy and Market Program aims to create favorable policies and socioeconomic settings. Finally, in order to improve agricultural competitiveness globally, the Human Capacity Building Program highlights the significance of education, skill development, and training. With technology transfer operations in more than 130 countries and training programs that support the development of institutional and human resource capacity in 150 nations, IFDC has a proven track record. The organization has developed the Integrated Soil Fertility Management package, introduced cutting-edge fertilizer technology, and established successful private-sector agricultural systems.
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    2004/05 IFDC Corporate Report
    (2005) IFDC
    Sub-Saharan Africa faces numerous challenges in agricultural marketing, including underdeveloped markets, lack of coordination among actors, limited market integration, and scarcity of managerial competencies. The International Fertilizer Development Center (IFDC) has developed the Competitive Agricultural Systems and Enterprises (CASE) approach as an innovative solution. CASE combines diverse farming systems and commodity chains, catering to various actors' requirements. CASE promotes sustainable intensification and market development by integrating farmers and entrepreneurs into supply chains. The approach has yielded positive results in small pilot projects across West Africa, with thousands of farmers adopting improved technologies and experiencing increased incomes and crop yields. The CASE approach also focuses on capacity building, empowering clusters of farms, enterprises, and institutions along commodity chains. Furthermore, IFDC's Strengthening Market Information Systems and Traders' Organizations in West Africa (MISTOWA) project enhances market transparency. It reduces trade constraints by improving regional market information systems and supporting trader and producer organizations. The project has significantly strengthened market information systems and facilitated trade linkages. Lastly, IFDC's involvement in Afghanistan and Kyrgyzstan highlights its efforts to rebuild agricultural markets, provide emergency relief, and develop private sector networks to improve agribusiness prospects. These examples demonstrate IFDC's commitment to sustainable agriculture and economic growth in various regions.
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    2013 IFDC Annual Report
    (2013) IFDC
    This report highlights the transformative work of the International Fertilizer Development Center (IFDC) in addressing global challenges related to food, nutrition, and economic stability over the past four decades. IFDC's strategic plan encompasses various pillars guiding their efforts to improve the lives of farmers and build resilient markets. One cornerstone of IFDC's work involves the development of more efficient fertilizers, exemplified by the widespread adoption of fertilizer deep placement in Bangladesh and sub-Saharan Africa. Through initiatives like the AAPI project, IFDC has witnessed increased rice yields, improved farmer incomes, and successful entrepreneurship in fertilizer briquetting. Furthermore, IFDC operates the Virtual Fertilizer Research Center, fostering collaboration among leading minds from universities, research laboratories, and the fertilizer industry to develop affordable and environmentally sustainable fertilizers with instant plant availability. IFDC also recognizes the importance of providing farmers with training in resource-conserving farming practices to enhance yields. Through projects like AAPI, CATALIST-2, and WACIP, hundreds of thousands of farmers and agro-dealers have received training, empowering them to adopt sustainable agricultural techniques. Timely access to affordable fertilizers and seeds is another crucial aspect addressed through IFDC's holistic market development strategy, which involves supporting private sector growth, facilitating access to loans and market information, and leveraging technology platforms such as AfricaFertilizer.org and AMITSA. IFDC's commitment to building profitable farming businesses includes training farmers in business management and fostering connections with financial institutions, markets, and fellow farmers. This approach empowers farmers, improves their market positioning, and amplifies their collective voice. The organization also focuses on enhancing the quality standards of agricultural products to increase farm competitiveness. Projects like 2SCALE and CFC-KIT work towards developing agribusiness groups and improving crop productivity in African countries. IFDC's advocacy efforts extend to policy development and implementation, where they strive to create enabling environments for market development and private sector participation. By analyzing economic factors, identifying opportunities, and advocating for fertilizer policy reforms, IFDC addresses barriers to reducing farm-level costs and ensuring a stable fertilizer supply. This report also highlights the significance of IFDC's nutrient management strategies, such as integrated soil fertility management (ISFM) and biofortification, to improve productivity, protect the environment, and enhance human health and nutrition. Farmers' willingness to invest in soil fertility improvement is underscored, and IFDC's focus on embedding economic returns within ISFM strategies is emphasized to drive farmer adoption. Additionally, the report describes IFDC's commitment to effective communication and knowledge dissemination, ensuring policymakers and stakeholders benefit from their extensive expertise and data. Therefore, IFDC's holistic and sustainable approach to agriculture has brought about transformative change, improving the lives of farmers and building resilient markets. As they continue their mission to combat hunger, IFDC's strategic plan guides their efforts to address global food, nutrition, and economic challenges.
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    2SCALE Highlights 2018
    (2018) IFDC
    This publication summarizes the key aspects of the 2SCALE program, which focuses on building agribusiness networks and promoting inclusive business practices in the agricultural sector. The program involves stakeholders, including public sector agencies, development organizations, universities, and international research centers. The goal is to connect small-scale farmers with buyers, processors, and other partners, providing them with training, technical advice, and business linkages to enhance competitiveness and respond to new opportunities. The program follows a tailored partnership approach, where business proposals from farmers, local entrepreneurs, or large companies are evaluated based on their potential impact and feasibility. The partnerships aim to achieve mutually beneficial outcomes, promoting equitable collaboration and sustainable growth. 2SCALE acts as a catalyst rather than a financier, with a significant portion of the program budget sourced from private investors. The program has achieved remarkable results, reaching over 627,000 farmers and 4,400 businesses and farmer organizations across multiple countries. It has attracted private sector co-investments of more than €60 million and has significantly contributed to inclusive agricultural growth, food security, women's empowerment, and ecological sustainability. The program's bottom-up strategy, focus on value chain linkages and emphasis on inclusion and sustainability have been key factors in its success. The evaluation of the program by SEO Amsterdam Economics, an independent analytics firm, has recommended a second phase of 2SCALE, acknowledging its positive impact and effectiveness. The program has also demonstrated scalability potential, successfully replicating various contexts. Private sector investments have increased due to strengthened value chains and improved production capacities. Additionally, the program has facilitated the adoption of intelligent systems and technology to enhance supply chain management and improve transparency. Looking ahead, the Netherlands government plans to fund a similar program, building upon the foundation of 2SCALE. IFDC, BOPInc, and SNV, another international non-profit organization, will lead the new phase. The success of 2SCALE and its continued expansion highlight the importance of collaborative partnerships and inclusive business models in promoting sustainable development in the agricultural sector.
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    2SCALE Highlights 2019
    (2019) IFDC
    2SCALE is a project that collaborates with the local private sector to establish sustainable agribusiness networks. They aim to connect small-scale farmers, buyers, processors, and other partners who can provide goods and services. Through public-private partnerships, training, technical advice, and business linkages, 2SCALE aims to enhance the competitiveness of farmers and small and medium-sized businesses, enabling them to respond to new opportunities. In their second phase of implementation starting in 2019, 2SCALE aimed to build 60 new business partnerships across eight countries and ten sub-sectors, including cassava, maize, rice, sorghum, onion, green vegetables, soy, groundnuts, dairy, and poultry. They focused on introducing on- and off-farm innovations for eco-efficient agriculture, improving business skills, and developing nutritious and affordable food products for low-income consumers. During this phase, 2SCALE experienced significant changes, such as concluding partnerships from the previous step and establishing 25 new partnerships entirely from scratch in 2019. They also expanded their operations to Burkina Faso and Niger and their ongoing work in Cote d'Ivoire, Ethiopia, Ghana, Kenya, Mali, and Nigeria. SNV, a new key partner, joined the implementing consortium, bringing expertise in dairy, horticulture, youth inclusion, and sector change. 2SCALE identifies committed entrepreneurs or business-oriented producer organizations interested in building sustainable and inclusive businesses. They work closely with these partners to develop tailored partnerships based on local circumstances and priorities. The process involves generating business ideas, conducting scoping studies, screening potential partners, and gaining approval from an external selection committee. Trained agribusiness support services and coaches provide guidance and mentorship to the partnerships, primarily funded by private partners and supplemented with financial services and technical assistance. The second phase of 2SCALE has specific targets, including improving access to nutritious food for at least 1 million bottom-of-the-pyramid consumers, developing inclusive business with 5,000 micro, small, and medium-sized enterprises (MSMEs), improving the livelihoods of 750,000 smallholders, and scaling over 60 public-private partnerships. 2SCALE is funded by the Netherlands government and implemented by a consortium consisting of the International Fertilizer Development Center (IFDC), BoP Innovation Center (BoPInc), and SNV (Netherlands Development Organization). They collaborate with various partners, including private firms, producer organizations, banks, public sector agencies, development organizations, universities, and international research centers.
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    2SCALE Highlights 2020
    (2020) IFDC
    2SCALE is a program that collaborates with the local private sector to build sustainable agribusiness networks. It connects small-scale farmers, buyers, processors, and other partners to improve competitiveness and respond to new opportunities. The program operates through public-private partnerships, providing training, technical advice, and business linkages. The publication highlights the impact of the COVID-19 pandemic on the 2SCALE program. Due to travel restrictions, the program had to adapt and rely on remote coordination and digital approaches to continue its activities. Despite the challenges, the program established 65 new business partnerships in 2020, focusing on staples, fresh produce, oil seeds, and animal products. The report also mentions the targets set for the program, including improving access to nutritious food for 1 million Base of the Pyramid (BoP) consumers, developing inclusive business with 5,000 Micro, Small, and Medium Enterprises (MSMEs), improving the livelihoods of 750,000 smallholder farmers, and scaling over 60 public-private partnerships in Sub-Saharan Africa. The impact of COVID-19 on the program's activities and the challenges faced by business champions are discussed. It mentions how restrictions affect business interactions, supply chains, and governance. The material also provides a specific example of the dairy sector in Mali, where farmers and businesses struggled with reduced demand and transportation limitations.
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    2SCALE Highlights 2021
    (2021) IFDC
    The 2SCALE project faced significant challenges in 2021 due to COVID-19, political instability, and insecurity in Ethiopia, Niger, Mali, and Burkina Faso. These issues affected program implementation and hindered the operations of program actors at various levels. Despite these challenges, the program achieved significant progress and met most of its targets for the year. The program established 62 active public-private partnerships (PPPs) in the field, with multi-year Partnership Agreements signed between business champions and IFDC (on behalf of 2SCALE consortium members). Four pilot partnerships were initiated in South Sudan and Egypt, focusing on post-conflict areas and private sector development in favorable agribusiness environments. A mid-term review (MTR) was conducted to assess the program's processes and results, leading to valuable insights and recommendations for program improvement. A post-monitoring evaluation of Phase 1 PPPs demonstrated that 80% of the partnerships were still active, and 60% of the business champions were experiencing growth and expanding their operations. To strengthen PPPs and achieve program targets, 2SCALE engaged with six supportive partners to introduce innovation, quality inputs, and successful financial models. Collaborations were established with organizations such as the International Finance Corporation (IFC) and CARE Netherlands to enhance support for business champions and smallholder farmers. Despite the challenges posed by the pandemic, the program organized a team-building event in Grand-Bassam, Côte d'Ivoire, following strict COVID-19 protocols. This event boosted team spirit and reinforced the program's strategy for increased impact in 2022. Thus, the 2SCALE program overcame numerous obstacles and achieved notable milestones in 2021, including the formalization of all active PPPs, initiation of pilot partnerships, mid-term assessments, emphasis on Agribusiness Clusters (ABCs), sub-sector change idea implementation, and successful private sector contributions. The program's efforts increased BoP consumers' inclusion in the food system, improved market access for smallholder farmers, adoption of eco-friendly practices, and overall progress toward its impact indicators.
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    2SCALE Highlights 2023
    (2023)
    In 2023, the 2SCALE program marked a pivotal year as it completed the full-scale implementation of its second phase and celebrated a decade of fostering inclusive agribusiness in Africa. Notably, the program launched Inclusive Agribusiness Clubs across its operational countries, providing a platform for stakeholders to engage in discussions on sustainable practices and common challenges. A significant two-day pan-African workshop in Abidjan showcased achievements and shared lessons learned, particularly in Francophone regions. By year-end, 2SCALE had met seven out of eight Universal Impact Indicators, benefiting 1.9 million low-income consumers and empowering 1.1 million smallholder farmers. The program's strategic focus on public-private partnerships (PPPs) proved essential in enhancing food and nutrition security, with a leveraged investment of €162.77 million against €62 million allocated by DGIS. Despite challenges such as global supply chain disruptions and inflation, 2SCALE demonstrated resilience through adaptive management, successfully implementing system change activities and strengthening financial inclusion. As the program transitions toward its conclusion, it aims to solidify the impact of its initiatives and empower local actors to sustain growth in inclusive agribusiness practices.
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    Accelerating Agriculture and Agribusiness in South Sudan for Enhanced Economic Development (A3-SEED): 2022 Annual Narrative Report
    (IFDC, 2023-02-28) IFDC
    The Accelerating Agriculture and Agribusiness in South Sudan for Enhanced Economic Development (A3-SEED) project, funded by the Embassy of the Kingdom of the Netherlands (EKN), is being implemented by the International Fertilizer Development Center (IFDC) together with KIT Royal Tropical Institute (KIT) from December 2020 to November 2025. The project follows EKN’s Seed Sector Development for South Sudan (SSD4SS) project, implemented by AGRA, and targets four hubs of stability (Bor, Rumbek, Torit, and Yambio) as well as the outskirts of Juba. A3-SEED is working to develop a market-oriented seed sector by establishing a commercially viable and sustainable seed system in South Sudan. This way, the project ensures that farmers enjoy continued access to high-quality seed and agricultural advisory services offered closer to the production areas. A3-SEED works with seed companies, seed outgrowers, agro-dealers, and village agents in developing a complete seed value chain while creating businesses and jobs. Smallholder farmers remain the ultimate target by enhancing their access to quality seeds. A3-SEED also builds synergies with humanitarian programs in target areas to facilitate efficient seed distribution. A special focus is placed on returnee farmers who fled the country due to insecurity. The project is engaging with owners, employees of micro, small, and medium enterprises (SMEs), women, and youth who are engaged in quality seed production. In 2022, A3-SEED focused on active field project delivery. Ten seed companies were mobilized and fully engaged through a Co-Investment Grant to facilitate seed production, processing, and marketing. This report covers activities, outputs, achievements, and lessons learned during the second year of project implementation between January and December 2022. In alignment with the approved 2022 Annual Workplan and Budget, the project engaged in the following: • Mobilized 10 seed companies, working to increase their seed production capacities. • Mobilized and supported 32 agro-dealers, who will take seeds to the farmers through an established network of village agents. • Trained 27 extension workers and agronomists through a training of trainers (ToT) on quality seed production. • Trained 10 seed company marketing officers to enhance their business skills in seed sales, leading to the sales of 108.5 metric tons (mt) through the agro-dealer network. • Reached 7,303 smallholder farmers with extension services following group trainings and farmer field days organized on the demonstration plots and 5,000 during agricultural trade shows organized in Yei and Torit and World Food Day activities in Rumbek. • Produced about 4,500 mt of assorted seeds under a contract between seed outgrowers and seed companies. • Built the capacity of the Seed Trade Association of South Sudan (STASS). Membership increased from eight to 15 members. STASS costs covered through direct member contributions increased by 7%. • Established of two local chapters in Magwi and Yambio in collaboration with STASS. • Trained 21 seed inspectors and seven lab technicians on quality control in seed production to ensure quality seeds are produced by the seed companies. Seed tests are now done at the state and county levels. Several events have enabled A3-SEED to share experiences and learn from others in Africa and the region to fine-tune its prioritization of the most responsive programming interventions and partnerships. Some of these events made it possible for A3-SEED to give priority to interventions based on their ability to build synergies with existing EKN-funded projects (Food and Nutrition Security Resilience Program [FNS-REPRO] and Food Security through Agribusiness in South Sudan [FSABSS]) and explore the possibility for collaboration with public sector actors – local-, county-, and national-level government bodies supporting the seed sector and agricultural development. Other significant administrative milestones achieved during the first year of implementation include: • Staffing: A3-SEED has hired 100% of the staff required and has positioned hub coordinators in Yambio, Bor, Juba, Torit, and Magwi to ensure local presence and close interaction with existing projects and stakeholders at the field level. • Office Space: The project moved its office, but it remains within the same property and with the same landlord. The move was necessary because the full complement of staff was not able to fit in the previous space allocated for the office. • Logistics: The project obtained three vehicles that were field efficient with all-weather tyres. These vehicles, as well as additional hired cars, were able to facilitate staff travel to all field locations. • Finance/Budget: There were no significant changes in over- or underspends in the reporting period. • COVID-19: Many restrictions associated with COVID-19 were lifted. This has enabled easy travel and organization of field trainings, meetings, and workshops. However, the period also saw the emergence of conflicts between cattle keepers and crop farmers that have affected parts of Central Equatoria and Eastern Equatoria.
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    Access to Finance for Inclusive Agri-business Development
    (2017) Douglas Magaja; Oniankitan Grégoire Agai
    Access to finance is crucial for smallholder farmers and agri-businesses to improve productivity, post-harvest practices, trade, and marketing of agricultural commodities, ultimately addressing poverty and hunger. However, the agricultural sector faces severe financing constraints due to limited knowledge, incentives, and skills within the financial industry. This paper highlights the challenges faced in rural or agricultural finance, including high-interest rates, mismatched repayment schedules, and limited outreach by financial institutions. It presents the interventions of the 2SCALE consortium, which aims to address these constraints and enhance financial inclusion in the agricultural sector. The approach involves assessing financial needs, matching the demand and supply of financial services, implementing tailored financial instruments, and evaluating and scaling up successful interventions. The paper also emphasizes the importance of financial literacy and showcases examples of using information and communication technologies (ICTs) to improve financial services in agriculture. The 2SCALE approach contributes to the growth and development of smallholder farmers and SMEs in the agri-business sector by providing affordable financial solutions.
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    Access to Finance in Agribusiness Partnerships: Insights from 2SCALE
    (2018) Arno Maatman; N. van Dijk; Kirimi Peter; D. Magaja; G. Agai
    Access to finance (A2F) is essential for the growth and development of agribusinesses, including farms and small companies. It enables farmers and entrepreneurs to expand their operations, escape the cycle of low input and output, and improve the efficiency of agricultural value chains. However, despite the benefits, rural areas in developing countries face challenges in accessing formal financial services, with a low percentage of adults borrowing from financial institutions or having bank accounts. This paper explores the importance of A2F in agricultural value chains and highlights the need for financial inclusion to create a multiplier effect. It emphasizes the role of financial literacy in empowering households and making informed financial decisions. The reluctance of financial institutions to serve farmers is discussed, along with the challenges they face, such as a lack of understanding of the agriculture sector, high transaction costs, and limited collateral options. The paper also addresses smallholder farmers' and agribusiness SMEs' specific financial needs, considering their unique circumstances and investment cycles. It explores the importance of tailored financial products and delivery channels that align with the seasonality and dynamics of the agriculture sector. Furthermore, the paper examines the role of financial literacy in improving the capacity of farmers and enterprises to manage their finances effectively. It highlights the paradox of informal lending, which is often the default option for smallholders but comes with its limitations and costs. The paper concludes with recommendations and lessons learned to enhance A2F interventions, including bridging the financial gap between required investments and available income, reducing the perceived riskiness of rural/agricultural financing, and addressing challenges related to transaction costs, financial literacy, and government policies. It emphasizes the need for collaboration between financial institutions, farmers, and agribusinesses to develop tailored financial products and services that meet the specific needs of the agriculture sector.
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    ACTIVITIES REPORT 2022: COTE D'IVOIRE
    (2023) IFDC
    Côte d'Ivoire, located in West Africa, has favorable geographical and climatic conditions for agriculture, making it a country with immense agricultural potential. Agriculture is the cornerstone of its economy, providing employment to the majority of its population and contributing significantly to GDP and export earnings. The country's soils are diverse, ranging from ferralitic to tropical ferruginous, and hydromorphic soils. However, these soils are facing continuous degradation due to unsustainable agricultural practices. Over the last century, Côte d'Ivoire's forest cover has drastically reduced, and efforts are being made to combat deforestation and restore forest ecosystems. Notably, the "Abidjan Initiative" was launched in 2021, focusing on sustainable soil management and forest ecosystem restoration. IFDC, with its mission to enhance soil health and agricultural productivity, is committed to supporting these initiatives. IFDC has been actively involved in various agricultural projects and partnerships in Côte d'Ivoire, focusing on improving agricultural input systems, promoting sustainable technologies for soil fertility management, and increasing agricultural productivity. Key programs include AfricaFertilizer (AFO), EnGRAIS, and 2SCALE, which aim to enhance fertilizer use, agricultural input supply systems, and inclusive agribusiness clusters. In 2022, IFDC successfully organized an Open House event, participated in the Festival des Sciences Agronomiques (FESA), and supported the agricultural engineering students at the Ecole Supérieure d'Agronomie (ESA). These activities exemplify IFDC's commitment to promoting sustainable agricultural practices, environmental preservation, and inclusive rural development in Côte d'Ivoire.
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    Attracting the Youth to Agribusiness
    (2017) Thompson Ogunsanmi
    This document explores the importance of engaging youth in the agribusiness sector and presents examples of how 2SCALE, a consortium focused on inclusive agribusiness partnerships, addressed youth inclusion in its initiatives. Recognizing the need to make agriculture attractive and remunerative, 2SCALE emphasizes providing youth access to land, finance, and modern technologies. The document highlights youth challenges in the agricultural sector, such as limited resource access and under-employment. It stresses the need to tailor approaches to suit young individuals' diverse needs, ambitions, and resources. The document discusses the efforts made by 2SCALE partnerships in various countries, including Benin, Ethiopia, Kenya, Mali, and Nigeria, to enhance youth participation in agricultural value chains. It sheds light on the role of financial institutions in supporting youth entrepreneurs by providing tailor-made loans and reducing collateral requirements. Additionally, it explores the issue of land access and the complexities of addressing land tenure challenges. Furthermore, the document explores opportunities beyond farming for youth in agribusiness, such as specialized service provision along the value chain. It showcases examples of young people offering services like pesticide spraying, tractor rental, and quality control management, improving value chain efficiency, and providing income alternatives to casual labor. The document also mentions micro-franchise models and off-farm activities as potential avenues for youth engagement in the sector.
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    Building Inclusive Agribusiness: Going One Step Down the Ladder Makes a Difference
    (2017) Judith Chabari ; Olugbenga Stephen Idowu
    This report explores the advantages of partnering with intermediate trading and processing companies, specifically Psaltry in Nigeria and Shalem in Kenya, for inclusive agribusiness development. While interventions for market inclusiveness often focus on large industrial-scale firms or end users, the experiences with Psaltry and Shalem demonstrate the efficiency of collaborating with locally based intermediaries. These companies effectively facilitate collaboration between large off-takers (such as breweries) and smallholder farmers, leading to inclusive agribusiness outcomes. The involvement of large industrial end-users is crucial as they provide a stable bulk market and purchasing power, driving the supply chain and benefiting many smallholder farmers. The commitment of these large buyers to inclusive agribusiness can stimulate value chain innovation. For example, Nigerian Breweries supported Psaltry in upgrading its processing facility to increase local sourcing, expanding opportunities for cassava producers. Psaltry, a cassava trader and processor, established partnerships with smallholder farmers through a 2SCALE-facilitated public-private partnership—the collaboration aimed to improve the efficiency and inclusiveness of the cassava supply chain for Nigerian Breweries. Shalem, an aggregator of sorghum and other products, faced challenges regarding sourcing reliability and fair value for growers. The 2SCALE intervention supported capacity strengthening, improved supply chain management, and enhanced both Psaltry and Shalem farm-level efficiency. The interventions resulted in significant improvements, such as increased yields, reduced production costs for Psaltry, and improved productivity for Shalem. Both companies experienced positive impacts on their out-grower schemes, supplier relationships, and market competitiveness. Additionally, interventions addressed challenges faced by transporters, village agents, and other actors in the value chain. Lessons learned from these partnerships emphasize the advantages of working with intermediate trading and processing companies. The proximity of these companies to smallholder farmers allows for effective collaboration and responsiveness to local needs. Closeness to the grassroots enables better supply chain management, improved farm-level efficiency, negotiation of favorable business terms, and the development of loyalty programs. These findings highlight the potential of inclusive agribusiness development through partnerships with intermediaries.
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    Business as Unsual the 2SCALE Project: Highlights 2014
    (2014) IFDC
    The 2SCALE project is a five-year initiative focused on fostering partnerships in the agribusiness sector. By connecting small-scale farmers, entrepreneurs, and various stakeholders, the project aims to create networks that provide market opportunities, technologies, training, business support, credit, and insurance, ultimately facilitating profitable and sustainable agribusiness ventures. This publication highlights the project's impacts, including the involvement of over 1,600 companies engaged with 2SCALE farmers, the improvement in crop yields, income, and nutrition for more than 265,000 smallholder farmers, and the testing of innovative food products and marketing tools for low-income families. With funding from the Netherlands Ministry of Foreign Affairs, 2SCALE operates in 12 countries across sub-Saharan Africa, focusing on improving rural livelihoods, food security, and nutrition. Implemented by a consortium consisting of the International Fertilizer Development Center (IFDC), Base of the Pyramid Innovation Center (BoPInc.), and the International Centre for development-oriented Research in Agriculture (ICRA), the project utilizes a market-driven approach and public-private partnerships to overcome barriers to market participation and empower small-scale farmers and entrepreneurs. Through its strategic focus on staple crops, fresh produce, oilseeds, and animal products, 2SCALE ensures the scalability and adaptability of its solutions across different countries. The project's success lies in the co-investment model, where private sector actors contribute two-thirds of the total budget, fostering sustainability and independence from project support. The publication also showcases examples of successful partnerships established by 2SCALE, such as collaborations with Heineken, Nigerian Breweries, and Psaltry International, which have facilitated market access, improved production techniques, and increased profitability for cassava and other agricultural commodities. Overall, the 2SCALE project demonstrates the transformative potential of public-private partnerships in driving inclusive and profitable agribusiness development, contributing to rural development, and addressing food and nutrition security challenges in Africa.
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    Business as Unusual insights from the 2SCALE project
    (2018) IFDC
    This paper explores the 2SCALE approach to partnering for inclusive growth in Sub-Saharan Africa (SSA) by promoting sustainable agribusiness models that benefit low-income communities. The majority of the rural population in SSA relies on agriculture for their food and income, and inclusive agribusiness champions play a vital role in addressing poverty and food security challenges. The 2SCALE approach facilitates public-private partnerships (PPPs) that involve grassroots organizations and medium-to-large-scale enterprises in agricultural value chains. These partnerships become more diverse and inclusive with the engagement of smallholder farmers, women, and youth. The paper highlights the importance of ABCs (agribusiness clusters) in empowering farmers and improving market access and the role of innovative value chain relations in fostering inclusiveness. The 2SCALE approach aims to develop agribusiness models that are competitive, scalable, and have a lasting impact on inclusive growth in the agricultural sector.
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    Business as Unusual the 2SCALE Project: Highlights 2013
    (2013) IFDC
    The 2SCALE project, funded by the Netherlands Ministry of Foreign Affairs, aims to improve Africa's rural livelihoods and food security by developing robust and viable agribusiness clusters and value chains. Through partnerships between smallholder farmers, entrepreneurs, and private firms, the project seeks to enhance farming methods, increase crop yields, and promote mutual benefits. Operating in 12 countries, the project focuses on creating inclusive and competitive value chains that supply food to regional, national, and local markets, including base-of-the-pyramid consumers. The project employs a market-driven approach, utilizing the CASE (Competitive Agribusiness Systems and Enterprises) methodology and public-private partnerships for implementation. The project's success lies in its unique approach, which mobilizes proposals from various business actors and targets specific product groups with high growth potential. By providing business support, training, and linkages, 2SCALE facilitates the integration of smallholder farmers into commercial agriculture and fosters sustainable partnerships between farmers and agribusinesses.
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    Business as Unusual the 2SCALE Project: Highlights 2016
    (2016) IFDC
    The 2SCALE project brings together unlikely partners in the agribusiness sector by applying business principles to development. With the involvement of big companies, small farmers, buyers, sellers, scientists, and development experts, the project aims to build business relationships that are profitable, sustainable, and equitable. Supported by the Netherlands government and private investments, 2SCALE operates in nine African countries, working through partnerships to help small-scale farmers and local entrepreneurs grow, connect with buyers, and share profits fairly. The project focuses on technology, business innovations, inclusiveness, and nutrition to enhance smallholders' productivity, market competitiveness, and decision-making power. By connecting various actors and providing support through coaching, grants, and technical assistance, 2SCALE has achieved significant milestones, such as increased yields, private investments, and business expansion. The project's success has led to its replication in other programs, demonstrating the effectiveness of the partnership model in improving market quality, supply consistency, and farmers' livelihoods.