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Nâng cao năng lực tiếp cận các dịch vụ Kinh doanh nông nghiệp cho các nông hộ ở Miền Trung Việt Nam - MS7
AGRIBIZ PROJECT 055/04VIE B NÔNG NGHI P VÀ PHÁT TRI N NÔNG THÔN BÁO CÁO THÁNG L N TH TƯ Mã s : MS7 Tên d án Nâng cao l c ti p c n d ch v Kinh Doanh Nông nghi p cho nông h Mi n Trung Vi t Nam Mã s : 055/04VIE T ch c th c hi n I H C KINH T HU & I H C LINCOLN NEW ZEALAND i AGRIBIZ PROJECT 055/04VIE M CL C Thông tin v ơn v .1 Trích lư c D án Báo cáo tóm t t Gi i thi u b i c nh Ti n cho n th i i m báo cáo Nh ng i m ý 5.1.1 H tr phát tri n nông thôn kĩ t p hu n 5.1.2 Chu n b giáo trình t p hu n .6 5.1.3 Chu n b chương trình t o 5.1.4 Chu n b tài li u trình bày t i H i ngh qu c t v Chu i cung 5.1.5 cương trình Ngân hàng Th gi i .7 5.1.6 Gi ng d y KDNN t i i h c Kinh t Hu .7 5.2 L i ích c a nơng h .7 5.3 Xây d ng l c .8 5.4 Qu ng bá 5.5 Qu n lí D án Báo cáo v v n an chéo 6.1 Môi trư ng 6.2 Các v n Các v n v gi i xã h i v th c hi n tính b n v ng 7.1 Nh ng khó khăn tr ng i 7.2 Tính b n v ng 10 Các bư c quan tr ng ti p theo 10 K t lu n 12 10 Cam oan 13 APPENDIX I 21 Report Of The Training Specialist 21 Executive Summary 24 1.0 Introduction 26 2.0 Activities undertaken and outputs .26 2.1 Field studies 26 2.2 HCE curriculum development 27 2.2.1 Rural development subjects in the curriculum 27 ii AGRIBIZ PROJECT 055/04VIE 2.2.2 Subject: Principles of Rural Development 28 2.2.3 Subject: Rural Development Projects 29 2.2.4 Subject: Microfinance 29 2.2.5 Subject: Methodology of Rural Research 30 2.2.6 Outputs from the curriculum development support at HCE 31 2.2.7 Recommendations 32 2.3 Training .32 2.3.1 Training workshop for HCE staff 32 2.3.2 Status of the Agribiz courses .33 2.3.3 Module Training farmers: Course Design and Training Methods 33 2.3.4 Module Farm Agribusiness Planning .35 2.3.5 Outputs from support in training at HCE 35 2.3.6 Recommendations 36 2.4 General Lincoln University development activities during the visit 36 Appendix 1: Program .38 Appendix 2: Gender and Development 41 Appendix 3: Principles of Rural Development 61 Appendix 4: Rural Development Projects 68 Appendix 5: Microfinance subject for the new Curriculum of 80 Hue College of Economics 80 Appendix 6: Participatory Development 90 Appendix 7: Developing and delivering training courses 99 APPENDIX II 111 Draft Supply Chain Paper For The International Horticultural Society Conference 111 iii AGRIBIZ PROJECT 055/04VIE Thông tin v ơn v NÂNG CAO NĂNG L C TI P C N CÁC D CH V Tên d án KINH DOANH NÔNG NGHI P CHO CÁC NÔNG H MI N TRUNG VI T NAM ơn v VN Khoa Kinh t & Phát tri n i H c Kinh T Hu Giám c D án phía VN TS Mai Văn Xuân ơn v Úc i H c Lincoln Nhân s Úc Ngày b t Giáo sư Keith Woodford u Tháng 2, 2005 Ngày k t thúc (theo d ki n ban Ngày k t thúc ( ã thay u) i) Chu kỳ báo cáo Tháng 12, 2007 Tháng 3, 2008 Tháng 10, 2006 n tháng 3, 2007 Cán b liên l c Úc: C v n trư ng Tên: Giáo sư Keith Woodford Telephone: +64 3252811, +64 3253604 Ch c v : Giáo sư Nơng nghi p qu n lí Kinh Fax: +64 3253244 Email: Woodfork@lincoln.ac.nz doanh nông nghi p T ch c: Úc: Tên: i h c Lincoln, New Zealand u m i liên h hành Giáo sư Keith Woodford Telephone: +64 3252811, +64 3253604 Ch c v : Giáo sư Nông nghi p qu n lí Kinh Fax: +64 3253244 Email: Woodfork@lincoln.ac.nz doanh nông nghi p T ch c: i h c Lincoln, New Zealand VN Tên: Ch c v : TS Mai Văn Xuân Giám Telephone: c D án 0914019555 i h c Kinh t , Hu Fax: 84-54-529491 Email: Trư ng khoa Kinh T & Phát tri n T ch c: 84-54-538332; xtq2003@dng.vnn.vn AGRIBIZ PROJECT 055/04VIE Trích lư c D án D án CARD c th c hi n nh m phát tri n kĩ KDNN cho i ngũ cán b gi ng d y nghiên c u c a Khoa KT&PT, i h c Kinh t Hu h tr thành m t ngu n l c chi n lư c cho vi c phát tri n nông thôn Mi n Trung, Vi t Nam S thi u sót kĩ KDNN ã d n n nh ng h n ch vi c c i thi n sinh k cho nông h , bao g m dân t c thi u s Chính th phương pháp c a D án phía i tác Úc i h c Lincoln, New Zealand phát tri n kĩ KDNN nghiên c u ng d ng cho i ngũ Khoa Kinh t & Phát tri n th i h n năm Chương trình s c th c hi n giai o n chính: i u tra th c t xác nh nhu c u KDNN c a nông h cán b cung c p d ch v nông nghi p c a t nh Ngh An, TTHu , Kon Tum, Qu ng Ngãi; xây d ng, ti n hành phát tri n khóa t p hu n cho i ngũ cán b i h c Kinh t Hu , cán b cung c p d ch v c a t nh nông h K t qu mong i là: i ngũ Khoa KT&PT có th nâng cao kĩ nghiên c u ng d ng, gi ng d y, nghiên c u tư v n, v i i ngũ cán b c p t nh, huy n ã c nâng cao l c th c hi n vi c t o KDNN cho nơng dân t ó ho t ng hi u qu v i s h tr c a S NN&PTNT, phòng NN huy n HTX Báo cáo tóm t t Trong th i gian t tháng 10, 2006 b n tháng năm 2007, d án ã t c nh ng ti n k Tr ng tâm c a ho t ng chu n b 04 tài li u t p hu n chương trình gi ng d y KDNN v i nh ng ch sau: Các phương pháp t p hu n cho nông dân; Phân tích trang tr i; L p k ho ch KDNN trang tr i; Marketing qu n lý chu i cung i ngũ cán b c a trư ng i h c Lincoln ã h tr nhi u bư c h c ưa nh ng nh n xét b ích ã giúp u chu n b khoá i v i tài li u t p hu n C th , TS Miranda Cahn vi c chu n b cho khoá h c Các phương pháp t p hu n ph n Phát tri n nơng thơn chương trình t o KDNN Bên c nh ó, chúng tơi ã ti n hành nh ng bu i th o lu n v khung chương trình n i dung chương trình t o KDNN v i trư ng d i h c Nơng nghi p Hà N i Chúng tơi cịn nh t ch c nh ng bu i th o lu n sâu v v n v i trư ng i h c khác n a Thêm vào ó, tài li u tham kh o trình bày t i H i ngh v chu i cung d Nông nghi p Hà N i i ngũ cán b Lincoln HKT Hu s nh ti n hành vào tháng năm 2007 t i c ih c i ngũ khoa KT&PT ã chu n b m t d án nh m kêu g i Qu Giáo d c c a Ngân hàng Th Gi i h tr phát tri n gi ng d y KDNN t i i H c Hu Theo d ki n, chúng tơi s ti n hành khố t p hu n th nghi m t i t nh Th a Thiên Hu Sau ã c ánh giá b sung, s a i (n u c n), s ti p t c ti n hành t nh l i Ngh An, Qu ng Ngãi Kontum AGRIBIZ PROJECT 055/04VIE Nh ng ho t ng s c ti n hành tháng ti p theo là: hoàn t t 04 khoá t p hu n; chu n b gi ng d y th c nghi m th c; ánh giá b sung n u c n thi t; ti p t c chu n b chương trình t o KDNN; phát tri n khung ánh giá; trình bày tham lu n t i H i ngh Nông nghi p qu c t Hà N i Cùng v i vi c ti n hành khoá t p hu n vào n a sau năm 2007, d án Agribiz ang ti n d n n v i ti n th c hi n ban u Tuy nhiên, ph i th o lu n v i trư ng h c khác v chương trình gi ng d y KDNN nên ho t i ng ã không k p theo th i h n Gi i thi u b i c nh D án Agribiz c th c hi n v i m c tiêu phát tri n ngu n l c gi ng d y KDNN b n v ng t i HKT Hu c i m c a Mi n Trung Vi t Nam tình tr ng nghèo ói, c bi t nhóm dân t c thi u s Và ây m c tiêu c a nhi u nhà tài tr nhi u chương trình c a ph Vi t Nam khuôn kh Chi n lư c phát tri n xố nghèo tồn di n Các t ch c giáo d c Mi n Trung hi n l i ang có nhi u h n ch nên không th h tr t t cho d án phát tri n nông thôn di n vùng Các chương trình nơng nghi p phát tri n nông thôn ch s thi u ki n th c kĩ Vi t Nam ang g p nh ng h n i ngũ cán b t nh nhà tư v n a phương Khi Vi t Nam chuy n tr ng tâm t an ninh lương th c sang tr ng tâm t o thu nh p kĩ KDNN r t quan tr ng KDNN m t lĩnh v c nghiên c u m i ch có trư ng Vi t Nam hi n i h c (trong ó có trư ng HKT Hu ) có chương trình t o chuyên ngành i h c Lincoln New Zealand (LU) ã phát tri n v chuyên ngành KDNN c 70 năm Kinh t c a nư c l i l thu c vào n n nông nghi p; khoa h c ng d ng KDNN phát tri n ã óng góp k vào s phát tri n kinh t thông qua giáo d c, t o nghiên c u Trong khuôn kh quan h h p tác v i HKT Hu , i h c Lincoln s phát tri n ti n hành chương trình xây d ng l c KDNN nh m áp ng nhu c u c a Mi n Trung Vi t Nam C th nh ng m c tiêu k t q a mong mu n c a d án Agribiz sau: M c tiêu: M c tiêu c a D án nâng cao l c ti p c n d ch v KDNN cho nông h mi n trung Vi t Nam b ng cách cung c p cho h nh ng kĩ KDNN c n thi t T ó h có th c i thi n c sinh k c a AGRIBIZ PROJECT 055/04VIE K t qu mong i: i ngũ cán b Khoa Kinh t & Phát tri n phát tri n kĩ nghiên c u ng • d ng gi ng d y KDNN, c v n nghiên c u • i h c Kinh t Hu c i thi n chương trình gi ng d y KDNN • i ngũ cán b T nh nâng cao kĩ KDNN có kh ti n hành khóa t o KDNN cho nơng h •T ó nơng h có c kĩ KDNN t t hơn, ho t ng có hi u qu v i s h tr c a S NN & PTNT T nh, HTX phòng NN huy n Cách ti p c n phương pháp lu n D a vào h c có c t ho t thôn trư c ây hi n c a ng xây d ng l c, ho t i tác ng phát tri n nông mi n Trung kinh nghi m c a trư ng i h c Lincoln d án xây d ng l c khác D án c n nh n th c rõ nhu c u v th i gian iv i i ngũ cán b c a t ch c dành cho công vi c thư ng xuyên c a h ph i phân o n d án phù h p v i th i gian mà i ngũ cán b ó có th có c M t ph n quan tr ng c a phương pháp ti p c n toàn di n tìm hi u nhu c u ki n th c kĩ KDNN c a n n nông nghi p, c bi t nông h (bao g m c dân t c thi u s ph n ) ơn v d ch v khuy n nông c a t nh Ho t tri n cho ho t • ng ti p theo ng s t o s phát c i m c a phương pháp th c hi n d án sau: Phát tri n ngu n l c gi ng d y KDNN t i HKT Hu thơng qua t p hu n (chương trình t p hu n, ghi chú, v.v) • Chương trình t o c n c thi t k d a vi c ánh giá nhu c u c a i tư ng liên quan d án • u vào c a d án c phân thành t ng giai o n ni m c th u hi u y • Các chuyên gia c a H Lincoln s trao • Liên k t ý tư ng phát tri n nơng thơn Các nhóm tiêu i m i kinh nghi m cho cán b HKT Hu Mi n Trung Vi t Nam i tư ng liên quan c a d án s thông tin c p nh t v ho t nh ng ý tư ng khái c cung c p thư ng xuyên ng c a d án Phương pháp lu n Phương pháp lu n bao g m: • t o cho cán b HKT Hu phương pháp nghiên c u ng d ng KDNN; AGRIBIZ PROJECT 055/04VIE i u tra nhu c u KDNN c a t nh Th a Thiên Hu - nơng dân, thành ph n cung • c p d ch v ; i u tra • • t nh cịn l i; Phân tích d li u phát tri n khoá t p hu n KDNN cho i tư ng tham gia d án; • Ti n hành khố t p hu n - phát tri n trình cho cán b khuy n nông t nh v chuyên ngành KDNN; • Phát tri n chương trình gi ng d y KDNN t i HKT Hu ; • Trình bày k t qu d án thông qua bu i seminar, h i th o tài li u xu t b n Phương pháp lu n ban u ã c b sung C hai phía HKT H Lincoln quy t ti n hành i u tra th nghi m t i t nh Th a Thiên Hu sau ó m i ti n hành l i Phương pháp k t qu nghiên c u ã c i ngũ cán b t nh i h c Lincoln ánh giá vào tháng 11 năm 2005 Ph n bao g m m t H i th o k t qu nghiên c u l i Các khố h c s nh t nh cịn c ti n hành thí i m t i Th a Thiên Hu Sau c ánh giá b sung, chúng tơi s hồn thành tồn b chương trình t p hu n Ti n cho n th i i m báo cáo Nh ng i m ý Trong giai o n t tháng 10 năm 2006 n tháng năm 2007, d án ã t p trung vào công tác chu n b 04 h c ph n t p hu n chương trình t o chuyên ngành KDNN Ho t ng t p hu n cho u tiên vi c TS Miranda Cahn h tr phát tri n tài li u t p hu n, kĩ i ngũ cán b Khoa KT&PT môn h c phát tri n nơng thơn chương trình t o KDNN 5.1.1 H tr phát tri n nông thôn kĩ t p hu n Trong th i gian t ngày 7-13 tháng 10 năm 2006, TS Miranda Cahn ã làm vi c v i ngũ cán b c a trư ng i HKT Hu Nh ng tài li u tham kh o c ưa vào ph n ph l c c a Báo cáo sáu tháng l n Ba lĩnh v c mà bà ã h tr t làm vi c ó là: Chu n b khố t p hu n Bà ã t ch c nh ng bu i h i th o v nh ng phương pháp t p hu n nh ng cách d y, h c hi u qu c bi t i u ã nêu b t c s khác bi t gi a nh ng cách h c, i v i nh ng h c viên l n tu i Bà Cahn ã hư ng d n chu n b giáo trình AGRIBIZ PROJECT 055/04VIE t p hu n cho nông dân: Thi t k khoá h c phương pháp t p hu n Phân tích s n xu t kinh doanh nơng h trang tr i Cùng v i s giúp c a bà vi c phát tri n nh ng n i dung phát tri n nông thôn cho chương trình t o KDNN, cán b khoa KT&PT, trư ng HKT Hu s phát tri n m t tài li u v “Nh ng nguyên lý phát tri n nông thôn” thành tài li u gi ng d y Xem ph n Ph l c v Báo cáo c a t làm vi c c a TS Miranda Cahn 5.1.2 Chu n b giáo trình t p hu n Trong th i gian t tháng 10 n tháng 12 năm 2006, nh ng nhóm nghiên c u c a d án t p trung vào vi c chu n b giáo trình t p hu n M c tiêu hoàn thành nh ng giáo trình tháng 11-12 năm 2006 Tuy nhiên, th c t , ch có giáo trình T p hu n cho nơng dân: Thi t k khố h c phương pháp t p hu n c hoàn thành Cho n tháng năm 2007, b n th o c a c 04 giáo trình t p hu n ã c hoàn thành, trung bình m i b n 50 trang B n c a nh ng giáo trình c cung c p b ng d ng i n t kèm v i báo cáo Trong trình chu n b , lu n v i cư ng cao, i ngũ cán b khoa ã t p trung làm vi c theo nhóm th o ng th i thu nh n nh ng ý ki n nh n xét, óng góp t phía ng nghi p Nh ng b n th o ã c g i sang phía i tác i h c Lincoln xem xét 5.1.3 Chu n b chương trình t o Hi n t i, chương trình t o KDNN v n ang giai o n chu n b th c t công vi c ch m so v i k ho ch vào tháng 10 năm 2006 B n th o chương trình t o ã c TS Mai Văn Xuân trình bày t i i h c Nông nghi p Hà n i vào cu i năm 2006 Nh ng ý ki n óng góp, nh n xét bu i h p ó ã c s d ng chương trình t o Th i h n phát tri n hồn thành cơng vi c cu i năm 2007 5.1.4 Chu n b tài li u trình bày t i H i ngh qu c t v Chu i cung D án Agribiz ã có m t tài li u c ch p nh n t i H i ngh Qu c t v chu i cung c t ch c t i Hà n i vào tháng năm 2007 Tài li u v i t a chu i cung cho nông h nghèo : “Hi u bi t c i thi n Mi n Trung Vi t Nam” ti n sĩ Sandra Martin k t h p v i TS Mai Văn Xuân, Bùi Dũng Th Phùng Th H ng Hà chu n b Thông tin thu th p AGRIBIZ PROJECT 055/04VIE c nghiên c u trư ng h p c a d án Agribiz t nh ã c s d ng làm s cho tài li u (Xem ph n Ph l c v b n th o c a tài li u này) 5.1.5 cương trình Ngân hàng Th gi i Khoa Kinh t Phát tri n (KT&PT) trư ng cu i chu n b i h c Kinh t Hu hi n ang giai o n cương kêu g i s h tr c a Ngân hàng Th Gi i nh m phát tri n gi ng d y nghiên c u KDNN t i i h c Kinh t Hu i ngũ cán b u TS Mai Văn Xuân ã làm vi c r t tích c c i H c Kinh t Hu , d n chu n b cho án V i nh ng báo cáo nghiên c u trư ng h p, k t qu c a nh ng chuy n i nghiên c u th c t v KDNN t nh Mi n Trung Vi t Nam, ti m Trên th c t , i h c Kinh t Hu hoàn thành án này, hành nh ng chuy n i kh o sát, vi t báo cáo ang m t nh ng ch d án y i ngũ cán b c a trư ng ã tích c c ti n ng th i t ch c nh ng bu i th o lu n thu th p nh ng nh n xét nh ng ý ki n óng góp M c tiêu c a d án nâng cao l c t o nghiên c u KDNN cho v t ch t ph c v i ngũ cán b i h c Kinh t Hu nâng c p s t o nghiên c u khoa h c Nh ng cán b ang n l c h t s c t c k t q a t t Khi án hoàn t t, d án s mang l i m t kho n l c KDNN c a ho t u tư l n cho s phát tri n i ngũ cán b Khoa Kinh t & Phát tri n s phát tri n k t qu ng c a d án Agribiz nh ng năm 2005, 2006, 2007 5.1.6 Gi ng d y KDNN t i i h c Kinh t Hu Do nh hư ng c a d án Agribiz, nhi u t i trư ng i H c Kinh t Hu tài nghiên c u cho sinh viên sau ang tăng lên Trên th c t , ây năm th chúng tơi ti n hành ưa KDNN vào chương trình gi ng d y c a Trư ng Tuy nhiên, 15 n 20 sinh viên có ih c n năm 2006 ã có t tài nghiên c u lĩnh v c 5.2 L i ích c a nơng h Như ã c p báo cáo trư c, cho nh ng l i ích c th n v n chưa th y c i v i nông h Theo k ho ch c a d án, n nh ng khoá t p hu n cho i tư ng cán b khuy n nơng nơng dân c hồn thành nh ng l i ích m i có th c nhìn nh n rõ ràng Khố t p hu n dành cho hành vào kho ng th i gian cu i năm 2007 tham gia vào m t s khoá t p hu n nh t i tư ng nông dân s c ti n i ngũ cán b khoa Kinh t Phát tri n s nh dành cho nông dân cán b khuy n nông, AGRIBIZ PROJECT 055/04VIE INTRODUCTION Despite the growing importance of supermarket chains in transitional economies, traditional or informal chains (wet markets) still dominate the food marketing system in Asia and elsewhere, with an estimated 97 % of food being marketed through these channels in Vietnam (Cadilhon et al., 2003) Although the influence of these traditional chains will decline as the industrialisation process gains momentum, they will remain a powerful force in food marketing systems in transitional economies for the foreseeable future The conventional wisdom is that these traditional chains perform inadequately Such chains are usually characterised as having high marketing costs, inefficient transport, inadequate cool storage, variability in product form, supply and quality, and deficient information flows (Batt et al., 2006; Murray-Prior et al., 2006; Cadilhon et al, 2006; Woods, 2004) These chains are usually observed to be long with many intermediaries, and large numbers of small suppliers facing few traders (Batt, et al., 2006; Murray-Prior et al., 2006) Not surprisingly, it is often concluded that the poor, who are usually thought to be the producers in the chains, are vulnerable to exploitation, since they have few selling options, face opportunistic buying behaviour by traders, or even become locked into relationships and dependent on intermediaries through credit arrangements, and as a result of all of these factors, they are thought to capture only a small share of the margin in these chains (Cadilhon et al., 2006; Woods, 2004; Batt et al., 2004) However, there is growing recognition that other participants in these traditional chains might also be poor and not necessarily gaining excessive returns (van Wijk et al., 2006) Furthermore, there is also evidence that these traditional chains not always, or even necessarily, exploit poor producers, with examples being cited of cooperative behaviour between different chain participants (Batt et al., 2004; Wei et al., 2004; Woods, 2004) Therefore, the general perception seems to be that the poor not fare well in traditional food chains in transitional economies, though there is not necessarily universal agreement on this point Hence, the issue of how chains can be strengthened, and in particular, how the position of the poor in these chains can be improved, remains an area of key concern However, approaches to doing this need to be tempered by the knowledge that different chains may behave differently, and so universal chain prescriptions might not be valid Given their importance, it is not surprising that there is a wealth of research on the performance of different aspects of agribusiness chains in transitional economies, with much of the focus for this being on supermarket chains This research includes improving the more functional aspects of supply chains, such as logistics, quality, and information flows (Wei et 114 AGRIBIZ PROJECT 055/04VIE al., 2004; Morgan et al., 2004) Improving relationships within chains is also seen as an important way to better match production with the demands of consumers and to ensure a fair distribution of returns along the chain (Murray-Prior et al., 2006; Vellema et al., 2006) In particular, it is thought that improving chain relationships, both horizontal and vertical, might improve the position of the poor within chains (Wheatley and Peters, 2004) While focussing on a particular aspect (or dimension) of a chain can yield very valuable insights into its operation and performance with respect to this particular dimension, it cannot yield a robust understanding of the supply chain as a whole There is growing recognition that a supply chain is a system, and that the different parts of this system, and the interactions between them, must be understood if overall chain performance is to be evaluated, and chains strengthened through appropriate interventions As a result, a number of models or frameworks have been proposed to analyse supply chain systems, with the problem focus, unit of analysis and disciplinary underpinning differing from framework to framework (e.g Murray-Prior et al., 2006; Wheatley, et al., 2004; Cadilhon et al., 2003; Dorward et al., 2003) While a multiplicity of approaches can add richness to the understanding of supply chains, it also makes it difficult to directly compare the findings of different studies; so once again, caution on making universal prescriptions about how to improve chain performance seems advisable In the paper, the focus is on how to strengthen traditional agribusiness supply chains in the poorer Central Provinces of Vietnam so that the position of the poor within these chains, particularly farmers, can be improved A very fine level of disaggregation is used to analyse two case study vegetable supply chains, and it is suggested that, for each chain, its unique context and the impact of this on the various chain functions and their interrelationships must be understood before the position of farmers in these chains can be improved Such an approach implies that prescriptions for improving chain performance can vary from chain to chain, and that chain-specific solutions need to be derived for chain-specific problems FRAMEWORK AND METHOD A framework with a high degree of disaggregation, developed by Martin and Jagadish (2005; 2006), was used to guide the analysis of the supply chains (Fig 1) In this framework, a chain is envisaged as a value-creation process, where all firms in a chain link and align with each other in various ways, thus creating value for the chain as a whole Thus, value creation can occur through firm operations, integration of processes, and logistics and quality control (product maintenance) This value creation throughout the chain is supported by information flows, and achieved through vertical integration and relationship management 115 AGRIBIZ PROJECT 055/04VIE Value creation occurs primarily through operations This is achieved through product transformation (processing) or product enhancement (cleaning, grading, packaging or presentation) Value is further created through the integration of processes along the chain; that is, the seamless meshing of processes as the product moves from one point in the chain to the next This is facilitated by logistics (where product is transported from one point in the chain to the next in a cost and time effective manner) and quality control (where the quality of the product is maintained through packing, transporting and cool or cold chain procedures) This value creation is supported by information flows up and down the chain, which link suppliers and intermediate customers with market demands (such as product form, quality and quantity required), and markets with supply (such as quality and quantity available) In this framework, value creation is achieved through vertical integration and relationship management Vertical integration often occurs when the key player in the chain – the chain leader – undertakes a number of processes (for example, production, processing and distribution) itself and retains ownership of the product while doing so Value creation can also be achieved through the management of relationships between various parties as the product moves down the chain In most cases, but not always, these relationships will be associated with changes of ownership of the product Chain relationships can cover a spectrum, ranging from arms length (open market) to some involvement (contracts) to extremely close (strategic alliances or even joint ventures) The margin captured by any participant in the chain potentially has three components – costs incurred in creating value, reward for value creating activity, and rent that could be extracted from another participant because of a monopoly or near-monopoly position in the chain The configuration of the chain, the orientation of the chain leader (whether cooperative or opportunistic), the number of players at each stage in a chain, and the types of relationships between them can be useful indicators of whether and where rent is being extracted This framework is based on conventional supply (and value) chain management principles The value creation concepts draw on the popular value chain model of Porter (1985), while the integration of processes, logistics, quality and information components draws on accepted supply chain theory (eg Bowersox et al, 2002; Gattorna and Walters,1996; Gattorna, 2003; Handfield and Nichols, 2002) The incorporation of relationships (and vertical integration), as governing chain mechanisms, draws on standard supply chain and agribusiness literature and research (eg Reddy and Reddy, 2001; Peterson and Wysocki, 1998; Westgren, 1998; Patterson, et al, 2005) 116 AGRIBIZ PROJECT 055/04VIE In this study, two vegetable chains were analysed for comparative purposes The first chain originates in Quynh Luong in Nghe An province, and the second begins in Nghia Dung commune in Quang Ngai province After gaining an overview of each chain, representative case studies of key participants were undertaken For the Quynh Luong chain, these in-depth case study interviews were conducted with a representative farmer, a large collector, and a representative small collector However, it was not feasible to interview other participants further down this chain For the Nghia Dung case chain, a representative farmer and a representative collector were interviewed in-depth, along with more less detailed interviews of other collectors and retailers to gain further information In the following section, the Quynh Luong chain is presented in depth, while a more cursory reporting of the Nghia Dung chain is done for comparative purposes CASE STUDY RESULTS Quynh Luong Vegetable Chain The configuration of this chain is shown in Fig Input suppliers service small farmers, who grow a range of vegetables, which are then sold through either a large collector – the dominant marketing channel – or to small collectors The large collector sells the majority of his produce to agents in a number of centres, and in turn, these agents on-sell to a further set of agents, who sell to retailers The large collector also supplies a processing factory, which sells processed produce to an exporting company Small collectors also sell the majority of their produce to agents in a more restricted range of markets (Vinh and Ha Tinh), although some sell directly to consumers Farmers buy inputs, such as fertiliser and pesticides from retailers in the commune Truck owners, who are hired by collectors to take vegetables to agents in markets, will backload inputs for retailers Vegetable seeds are bought from stores in the local market, and stallholders buy these seeds from Hanoi The representative farmer claimed that the seed quality could be better, but he was satisfied with the continuity of seed supply Increasing vegetable production has led to improved incomes in Quynh Luong, which has good natural conditions for growing vegetables, and vegetable production now accounts for 74% of the land use in the commune The representative farmer has access to 7.6 (0.38 ha) of land and uses predominantly family labour He grows a range of vegetables and his estimated annual net profit from vegetables is 5.9 m dong Vegetables are grown in a rotation, with tomatoes, cabbage, carrots and onions being the most important vegetables He also grows some rice, and raises two pigs and one buffalo calf each year, but his return from these 117 AGRIBIZ PROJECT 055/04VIE enterprises is not significant Financial analysis showed that the highest returns are from tomatoes and onions, but that prices and yields of both these crops are quite variable The farmer indicated that he was very responsive to price changes and would replace crops in his rotation if they were not performing financially Additional financial analysis indicated that there might be scope for increasing his overall net profit by using different crop rotations At the next level of the chain, the large collector buys 30 – 50 tonnes of vegetables per day from farmers in the commune He sells to agents in a number of centres, such as Ba Don, Dong Hoi, Dong Ha, Hue, and Da Nang, with the furthest centre being 700 k away in Quang Ngai He owns three 7-tonne trucks to transport vegetables (and will hire more trucks if required) and employs 36 wage workers Vegetables are cleaned, cut, packed and labelled with the name of the dealer and details of the consignment Some product is taken to the highway for agents to pick up, while other product is transported to centres This collector notes that product can deteriorate after 12 hours, and this factor constrains his ability to expand to other markets For his furthest market, Quang Ngai, produce often loses quality on the journey, but he notes that demand for this lower-quality produce is still high because of the lack of locallygrown vegetables of this type in that region This large collector has a good relationship with agents, many of whom are old acquaintances They trust him to pack according to their specifications, and if they have any concerns, these are worked through amicably As a result, information flows are good, with frequent phone contact on quantity, prices, type of vegetables required, and feedback on previous consignments As well as selling to agents, the collector also sells a proportion of his onions each day (10% - 30%) to an onion processing factory, and has plans to build his own dried onion processing plant There are a large number of small collectors in this commune, with over 50 selling to Vinh, and others selling to other districts The representative small collector interviewed collects 1.2 tonne per day of vegetables from 35 households He and his wife collect vegetables from the households in the morning, pack them in the afternoon and early evening, and in the late evening, they load the vegetables and transport them to the Vinh market, where they sell them to agents just after midnight He and four other collectors hire a truck between them to transport their vegetables, and after they have sold them, they will return home by bus This collector has a close relationship with both the households that he purchases from and the agents that he sells to in Vinh He always buys at least 80% of the vegetables grown by the 35 households, regardless of market conditions, and deals with the same six agents in Vinh, who take all his produce If he has any transportation difficulties, he discusses delivery times with 118 AGRIBIZ PROJECT 055/04VIE his agents, and if the price of his late produce has to be reduced (or does not sell), the agents share the risk with him by offering him reasonable buying prices Information flows are good, with a daily two-way flow of information between the collector and agents on quantities, types of vegetables required and available and price There is also strong communication between the collector and his households on quantity and type of product, and prices are agreed on both sides Although the majority of small collectors sell to agents in markets, some collectors transport a small quantity of vegetables by motorcycle directly to rural markets in areas that cannot produce their own vegetables It was not possible to interview participants further down both of these chains Some price information was collected along the entire length of the chain, although it is difficult to make any judgment from this on whether the distribution of margins along the chain is equitable However, farmers have a choice of many collectors to sell to, there does not appear to be much difference among the prices of different collectors, and vegetable producers from other regions also supply the same end markets This competitive check on margins makes it unlikely that much rent is being extracted, though these are likely to be high-cost chains because of their small-scale operation Nghia Dung Vegetable Chain The configuration of this chain is shown in Fig Input suppliers service small farmers, who produce a specialist range of vegetables, which they then sell predominantly to small collectors, although a smaller proportion is sold directly to green groceries in Quang Ngai The small collectors sell to large collectors in the Quang Ngai markets, as well as directly to retailers and restaurants In turn, the large collectors sell to agents in Da Nang markets, who then on-sell to retailers Vegetable growing is relatively new in this Commune, and has been encouraged by extension officers from the Department of Agriculture and Rural Development (DARD) Inputs are supplied to farmers by agents in the Commune, who distribute them for input supply companies Seed is also supplied by agents, as well as by DARD Farmers reported that seed was of good quality The representative farmer has access to (0.4 ha) of land and uses this to raise four cows and to grow a range of vegetables under rotation – eggplant, bitter melon, gourd, pumpkin, tomatoes and other vegetables The estimated annual net profit from the cow enterprise and the vegetable enterprise is 46 m dong and 27.5 m dong respectively Within the 119 AGRIBIZ PROJECT 055/04VIE vegetable enterprise, tomatoes and gourd attract the highest Gross Margin Financial analysis indicated that there might be scope for increasing returns by experimenting with crop rotations and the mix of vegetables in these rotations Along with other farmers, this farmer sells the majority of his produce (70%) to small collectors, with the rest sold to green groceries The direct sale of produce to green groceries tends to be opportunistic with an associated sparse flow of information There are 15 – 20 collectors in the community, who buy small quantities of produce (100 – 150 kg/day) and use motorbikes to transport it to Quang Ngai, which is km away Sometimes, the small collectors cooperate with each other on transport The representative small collector interviewed sells 60% of her produce to retailers, restaurants and hotels, with which she has a close relationship since these are long-term acquaintances She sells another 30% to large collectors in Quang Ngai, and she will retail in the market herself if there is any leftover produce Vegetables are sold fresh, with no packaging or other product enhancement In general, there not appear to be established relationships between collectors and farmers, but despite this, information flows are good because the chain is so short and price differences across intermediate margins are not great Although the market is well-supplied with vegetables from many other areas, these are not the same types of vegetable as those provided by this chain This chain currently faces little competition for the particular vegetables that it is producing In addition, the market is expanding with the growth of the Dung Quat industrial zone Chain participants are aware of this growth potential, and some farmers say that they are constrained by lack of capital to purchase transport to take their produce to the expanding market 120 AGRIBIZ PROJECT 055/04VIE DISCUSSION AND CONCLUSIONS It is concluded that the Quynh Luong chain is reasonably well-functioning, given the context within which it operates Rewards are likely to be fairly shared between farmers and collectors, since competition between collectors will squeeze out rent Margins across the chain suggest that this is likely to be the pattern along the entire chain There are close relationships in both channels, characterised by trust, good information flows and risk-sharing Entrepreneurial behaviour is evident, with the large collector actively seeking new opportunities While there might be perceived to be a problem with quality, there is no indication that the market is concerned about this There are some ways in which the position of farmers could be strengthened in this chain Interventions directly at the production end of the chain could focus on improved seed quality and improving the crop mix and rotations to yield higher net profits without increasing risk exposure Since relationships with collectors are strong, there might also be scope for some specialisation, such as producing more onions for the larger collector, though this strategy would be constrained by crop rotations and might carry higher risk The position of farmers might also be improved by more indirect assistance further along the chain The large collector has a cooperative and entrepreneurial orientation and will identify avenues for further expansion, such as processing his own onions or investing in cool storage in order to penetrate more distant markets or improve his position in his existing markets There is also likely to be some concentration among smaller collectors, with some expanding their business and emulating the large collector If this occurred, then it would increase economies of scale and strip some cost out of the chain, while still providing competition for the procurement of vegetables from farmers Ensuring that collectors wishing to expand their operations had adequate access to credit could assist this trend and ultimately benefit farmers The Nghia Dung chain is an embryonic chain Its initial growth seems to have been driven from the production end with farmers being encouraged by DARD to grow new types of crops where it was thought that they might have a competitive advantage As a result, access to inputs seems to be good, but the chain seems to exhibit a high degree of opportunistic behaviour Vegetable production is still the minor source of income for farmers, channels are still stabilising and relationships between farmers and collectors or other buyers have not yet been built up As a result, information is yet to flow clearly along this chain, but this is less of an impediment than it might otherwise be because the chain is so short and so producers can access any necessary information directly from the market itself Because the scale of the chain is still very small, costs within it will be high, as illustrated by small quantities of produce 121 AGRIBIZ PROJECT 055/04VIE being transported to the market by many collectors on motorcycles There is little product enhancement, but no indication that this, or quality in general, creates a problem for the market There are indications that some of the small collectors are building relationships further down the chain Once again, there are a number of small interventions that could improve the performance of this chain and the position of farmers in it Because of the growing market, there is an opportunity for this chain to expand and build on its competitive edge As farmers gain confidence in their ability to grow these new crops and be rewarded by the market for doing this, they will become more committed, and the importance of vegetables in their system will increase As collectors begin to forge closer relationships in the market to reduce their own uncertainty, they will also try to form closer links with committed farmers to ensure access to supply Intervention focussed on how best to grow these relatively new crops and to get the most profitable crop mix and rotation could enhance farmers’ returns Access to credit to ensure market access by farmer-marketers will also improve their position Over time, some collectors will expand their operations and transport vegetables in trucks rather than using motorcycles Once again, access to credit can accelerate this trend and strip cost out of the chain Over time, hotels and restaurants may demand particular quality specifications, and if good relationships have been built up, this will be transmitted down the chain While relationships are currently largely opportunistic, the underlying chain dynamics are likely to ensure that they will improve over time By analysing traditional chains in this highly disaggregated way, this study has shown that they can perform well despite the limitations that they face Chain participants can behave in an entrepreneurial manner, actively seeking out and exploiting new opportunities Different chains may behave in different ways, which suggests that chain-specific solutions need to be derived for chain-specific problems Through relatively small interventions in these traditional chains, they can be strengthened, and the position of the poor within them, particularly farmers, can be enhanced ACKNOWLEDGMENTS The research reported in this paper forms part of the output of the partnership that has been established under the Australian Agency for International Development Assistance (AusAID) Collaboration for Agricultural and Rural Development (CARD) programme between Lincoln University, New Zealand, and the Viet Nam Hue University College of 122 AGRIBIZ PROJECT 055/04VIE Economics The authors thank the Project Manager, Stewart Pittaway (General Manager, LI Ltd) for his support, and acknowledge the input of Prof Keith Woodford, Lincoln University, into the farm management aspects of this part of the project Literature Cited 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2006 Dorward, A., Poole, N., Morrison, J Kydd, J and Urey, I 2003 Markets, Institutions and Technology: Missing Links in Livelihoods Analysis Development Policy Review 21(3):319-332 Gattorna, J.L and Walters, D.W 1996 Managing the Supply Chain: A Strategic Perspective, Palgrave Gattorna, J.L (ed) 2003 Gower Handbook of Supply Chain Management (5th Edition) Handfield, R.B.and Nichols, E.L 2002 Supply Chain Redesign: Transforming Supply Chains into Integrated Value Systems, Prentice-Hall Martin, S and Jagadish, A 2005 Agribusiness Supply Chain Management Concepts Paper prepared for the CARD Agribiz program, College of Economics, University of Hue, Vietnam Martin, S and Jagadish, A 2006 Agricultural Marketing and Agribusiness Supply Chain Issues in Developing Economies: The Case of Fresh Produce in Papua New Guinea Conference of the New Zealand Agricultural and Resource Economics Society 24 – 25 123 AGRIBIZ PROJECT 055/04VIE August 2006, Nelson, 22 pages Morgan, W Iwantoro, S and Ibu 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Proc of Workshop held in Bali, Indonesia, Aug 2003 ACIAR Proceedings 119:113-123 Wheatley, C., Best, R., Peters, D and Connell, J Supply-chain Management and AgroEnterprise Development: CIAT’s approach in Southeast Asia Proc of Workshop held 124 AGRIBIZ PROJECT 055/04VIE in Bali, Indonesia, Aug 2003 ACIAR Proceedings 119:173-177 Woods, E.J 2004 Supply-chain Management: Understanding the Concept and Its Implications in Developing Countries Proc of Workshop held in Bali, Indonesia, Aug 2003 ACIAR Proceedings 119:14-26 125 AGRIBIZ PROJECT 055/04VIE Figures Value Creation through Operations: Value Creation Value Creation Value Creation Value Creation Value Creation Value Creation though Integration of Process and Logistics/Quality Control: Input Supplier Final Consumer Integration of Processes Logistics and Quality Control Supported by: Information Flows Achieved through: Input Supplier Final Consumer Vertical Integration and Relationship Management Figure 1: Functional Representation of a Supply Chain 126 AGRIBIZ PROJECT 055/04VIE Retailers Agents Green Groceries Large Collectors Retailers Retailers Small Collectors Farmers Input Supply Agents DARD (seed) Figure 2: Configuration of the Quynh Luong Vegetable Chain Retailers Agents Green Groceries Large Collectors Retailers Small Collectors Farmers Input Supply Agents DARD (seed) 127 Retailers AGRIBIZ PROJECT 055/04VIE Figure 3: Configuration of the Nghia Dung Vegetable Chain 128 ... 055/04VIE Thông tin v ơn v NÂNG CAO NĂNG L C TI P C N CÁC D CH V Tên d án KINH DOANH NÔNG NGHI P CHO CÁC NÔNG H MI N TRUNG VI T NAM ơn v VN Khoa Kinh t & Phát tri n i H c Kinh T Hu Giám c D án phía... OAN CHƯƠNG TRÌNH H P TÁC NÔNG NGHI P VÀ PHÁT TRI N NÔNG THÔN Tên D án CARD: NÂNG CAO NĂNG L C TI P C N CÁC D CH V KINH DOANH NÔNG NGHI P CHO CÁC NÔNG H MI N TRUNG VI T NAM S hi u d án: - 055/04VIE... RA, HO T NG VÀ Tên d án: NÂNG CAO NĂNG L C TI P C N CÁC D CH V KINH DOANH NÔNG NGHI P CHO CÁC NÔNG H ơn v th c thi d án phía Vi t Nam: TRƯ NG I H C KINH T HU , KHOA KINH T & PHÁT TRI N BÁO CÁO