Agricultural Commodities Value Chain Study Inception Report

Technical Assistance Consultant’s Report

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and

ADB and the Government cannot be held liable for its contents. (For project preparatory technical

assistance: All the views expressed herein may not be incorporated into the proposed project’s design).

PUBLIC. This information is being disclosed to the public in accordance with ADB’s Access to Information Policy.

PUBLIC

Project Number: 53070-002 June 2022

Islamic Republic of Pakistan: Preparing the Punjab Agriculture Markets Development Project

Prepared by: Sahibzada Mansoor Ali, Babur Wasim Arif, Muhammad Banaras Khan, Waqar Ahmad, Finish Consulting Group, and Halcrow Pakistan Islamabad, Pakistan

For: Asian Development Bank; Agence Française de Développement; and Punjab Agriculture Department, Pakistan


Inception Report Agricultural Commodities Value Chain Study

TA 9866-PAK: Preparing the Punjab Agriculture Markets Development Project June 2022

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Contents Abbreviations ............................................................................................................................. iii Acknowledgment ........................................................................................................................ iv 1. Background and Purpose of the Study ............................................................................... 1

1.1. Description of the Technical Assistance ....................................................................... 1 1.2. The Ensuing Project ..................................................................................................... 1 1.3. Purpose of the Value Chain Study ............................................................................... 2 1.4. Scope of the Study....................................................................................................... 2 1.5. Commodities Selected for the Value Chain Study ........................................................ 3 1.6. Methodology of the Study: Integrated Data Analysis with an Intersectoral Assessment Approach ................................................................................................................................ 3 1.7. Implementation Arrangements and Cost Estimates ...................................................... 4 1.8. Deliverable: Study Report ............................................................................................ 4 1.9. Purpose of the Inception Report ................................................................................... 4

2. Methodology of the Proposed Commodity Value Chain Study ............................................ 4 3. Results of Desk Research and Validation Exercises .......................................................... 5

3.1. Results of Desk Research ............................................................................................ 5 3.2. Results of the Validation Exercise ................................................................................ 6 3.3. Integrating Climate Change, Women, and Youth in the Prioritized Value Chains ......... 9

4. Planning for the Detailed Survey .......................................................................................10 4.1. Implementation Phase I: Inception ..............................................................................10 4.2. Implementation Phase II: Pretraining Arrangements ...................................................11 4.3. Implementation Phase III: Field Teams’ Training and Pretesting .................................12 4.4. Implementation Phase IV: Data Collection ..................................................................12 4.5. Implementation Phase V: Survey Analysis and Reporting ...........................................13 4.6. Coordination Mechanism ............................................................................................14

5. Deliverables, Work Plan, and Schedule .............................................................................14 5.1. Deliverables ................................................................................................................14 5.2. Work Plan and Schedule.............................................................................................14

6. Update on Activities ...........................................................................................................15 6.1. Completed Activities ...................................................................................................15 6.2. Key Lessons So Far ....................................................................................................16

Appendix 1: ICRISAT Value Chain Assessment Framework .....................................................17 Appendix 2: Tool Used for Validation of Prioritized Value Chains and Actors Involved ..............22 Appendix 3: Stakeholders Consulted During the Validation Exercise ........................................25 Appendix 4: Value Chain Maps .................................................................................................31 Appendix 5: Survey Tools for Pulses Value Chain Actors .........................................................46 Appendix 6: Survey Tools for Potato Value Chain Actors ..........................................................76 Appendix 7: Survey Districts for each Commodity Value Chain ............................................... 107

Tables

Table 1: Selected Commodities and their Production Areas ....................................................... 6 Table 2: Value Chain Stakeholder Interviews (number) .............................................................. 7 Table 3: Key Production Features of the Selected Commodities ................................................ 8 Table 4: Schedule of the Commodity Value Chain Study ..........................................................15 Table 5: Field Activities and Workshops Conducted Till Date ....................................................15

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Abbreviations

ADB — Asian Development Bank COVID-19 — coronavirus disease ICRISAT — International Crops Research Institute for the Semi-Arid Tropics PAD — Punjab Agricultural Department PAMRA — Punjab Agricultural Markets Regulatory Authority TA — technical assistance

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Acknowledgment This report was prepared under the knowledge and support technical assistance (TA) Strengthening Food Security Post-COVID-19 and Locust Attacks (TA 6663), with support from the Agence Française de Développement (AFD). It was written by TA consultants Sahibzada Mansoor Ali (agriculture value chain specialist), Babur Wasim (economist), Muhammad Banaras Khan (agriculture sector specialist), and Waqar Ahmad (horticulture value chain specialist) with support from TA firm consultants—Finish Consulting Group (FCG) and Halcrow Pakistan. Noriko Sato (senior natural resources specialist, Asian Development Bank [ADB]), provided overall guidance and supervision in the report preparation. The following experts provided technical review and valuable comments: Takashi Yamano (principal economist, ADB); Matthias Leitner (natural resources and agriculture economist, ADB); and Deevi Kumara Charyulu (senior scientist, International Crops Research Institute for the Semi-Arid Tropics). Field interviews were conducted by the authors, TA consultants Ahmad Nawaz (agronomist) and Umer Saeed (Agronomist), and the FCG technical support staff, namely: Amanullah, Aon Mehdi, Ehtesham Ul Hassan, Abdul Majid Khan, Sarfraz Hussain, Muhammad Fahad, Qaisar Khan, Rizwan Ghani, Abdur Rashid Khan, and Muhammad Mutasaddiq. Waqas Ashfaque, Mustafa Raza, Ahmed Khalil, and Muhammad Naeem undertook field data entries. Jill Gale De Villa (TA knowledge management specialist), Muhammad Ali (layout artist), and Kristine Joy S. Villagracia (Senior Operations Assistant, ADB) edited and packaged the report.


1. Background and Purpose of the Study

1.1. Description of the Technical Assistance 1. In response to continuing agricultural inefficiency and recognizing the importance of the sector to the national economy, the Government of Pakistan (the government) announced a national agriculture emergency, which also aims to transform agriculture wholesale markets. The Government of Punjab, through the revised Punjab Agriculture Policy 2018, is enacting policy reform to improve agriculture markets and promote private sector participation and management in agriculture. In 2018, the Punjab Assembly passed the Punjab Agricultural Markets Regulatory Authority (PAMRA) Act that, for the first time, provides a space for multiple models of private sector markets to be established. Lack of legislation and an absence of policy commitment were cited as important reasons for the failure of previous efforts to introduce reforms in agriculture markets. Previous investments by development partners and federal and provincial governments were focused on shifting markets from inner city locations to outside city limits but without any change in their operating models or regulations. However, with the new PAMRA Act, the Government of Punjab has shown commitment to modernization and to allowing the private sector to perform marketing functions that were previously the sole domain of the government. 2. The Asian Development Bank (ADB), in response to the Government of Pakistan’s request for assistance, approved a transaction technical assistance (the TA) in November 2019. The TA is financed on a grant basis by ADB and the Government of France through an ADB trust fund. The total TA amount is $1.5 million, of which $0.8 million is financed by ADB and $0.7 million is financed by the Government of France through the ADB trust fund (as of December 2021). The TA has two outputs and activities: (i) conducting a project investment feasibility study, and (ii) developing a master plan for agriculture markets in Punjab province. The TA is ongoing, and it is expected to be closed in April 2023.

1.2. The Ensuing Project 3. The ongoing TA will prepare a modern and holistic agriculture wholesale market project in Lahore, Punjab. The TA will also prepare a master plan for the development of wholesale markets in other locations proposed and agreed by the Punjab Agriculture Department (PAD). The new markets will be designed with international best practices adapted to domestic needs, practicality, and sustainability of operations, and will provide the foundations for sustained growth of exports of suitable commodities. Infrastructure development, supported by digitalization of operations, will provide necessary facilities and services under one roof: storage, sorting, grading, auction, food safety certification, transport, shipping, expert market advice, credit, and financial inclusion. 4. As a result, significantly larger volumes of products with improved quality could be marketed with better postharvest logistics integrated with certification of quality and safety standards provided through the wholesale or export processing facilities. The project design will investigate the feasibility of increased private sector investment and involvement in operations of new markets including possible public–private partnership models. The country has a comparative advantage in exporting some fruits (e.g., mangoes and oranges) but improving quality standards through well-established markets is a prerequisite for competing successfully internationally. Overall, the volume of Pakistan’s export of fruits and vegetables is low, and one reason is the absence of a sectorwide mechanism to transmit price and quality demand signals. Such a mechanism can be established through an efficient wholesale marketing system that can also act as a logistics center. Implementing a digitalized operational model will make it possible to develop

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connectivity with markets at other locations and with the country’s only commodity futures exchange.

5. The new marketing legislation in Punjab requires the establishment of PAMRA, which will formulate rules for all new and existing markets. While PAMRA is envisioned as an independent entity, it will be under the administrative control of the PAD, which, through the resources of its Marketing Directorate, will create the initial setup and secretariat of PAMRA. However, the PAD lacks capacity to make PAMRA fully functional and effective in terms of an organizational, technical, and financial setup. A strong market regulator is essential for reforming and modernizing the agriculture marketing system in the province and the PAD has also requested ADB assistance for strengthening PAMRA. The experience of regulatory reforms in Pakistan’s financial and capital markets provides useful lessons for modernizing regulation of the agriculture marketing system in terms of using technology and managing the interests of market participants.

6. The proposed project will complement and enhance the impact of other ongoing government-run and other donor-funded projects aimed at improving agriculture value chains. The project will link with existing PAD projects related to market reform, digitalization, and farm linkages to enhance their overall impact. Recent developments by private sector stakeholders will also be considered.

7. The proposed project is aligned with strategic priorities outlined under ADB’s Country Partnership Strategy (2015–2019) for Pakistan, the priorities of ADB’s Strategy 2030, the government’s development strategy Pakistan Vision 2025, and the Punjab Agriculture Policy 2018. Agriculture is one of the six areas of assistance selected in the country partnership strategy—with specific mention of improved productivity and access to markets, private sector investment, and job creation.

1.3. Purpose of the Value Chain Study 8. The ongoing TA has identified a critical lack of data and information related to marketing and value chains in Punjab, data that are needed for confirming requirements for designing market concepts and plans. The need to address this gap is amplified by recent episodes of price volatility in essential food commodities. Policymakers have expressed concern about bottlenecks that lead to disruptions in the supply chains. An improved understanding of the underlying dynamics of the value chains will help establish a better design for modern markets and formulate effective policy responses. 9. The purpose of the value chains study is to understand the economic context and opportunities of selected vegetables and pulses value chains with specific focus on identifying areas for investment to reduce costs and where the private sector can expand its activities. The results of the study will support designing the Punjab Agriculture Markets Development Project. The outcomes of the study will be used for the government’s short-, medium-, and long-term policy, strategies, and planning work in upstream and downstream supply and distribution chains, which will strengthen the agriculture and associated food security in Pakistan. The study is also expected to enhance the opportunities for including women and youths and integrating climate-smart approaches along all the nodes of value chains.

1.4. Scope of the Study 10. The study will accomplish the following:

(i) identify all actors (and their roles) in the value chains of the selected commodities, from

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the input suppliers to farmers to consumers; (ii) map the horizontal and vertical relationships among actors involved at various stages

of the value chains; (iii) focus on identifying supply and distribution channels from the farm gate to consumers

and assess each actor’s profit margins, including farmers and especially smallholder farmers;

(iv) identify critical factors and trends that enable and are shaping the value chain environment and operating conditions but are amendable to change—such factors are generated by structures and institutions that are beyond the direct control of actors in the value chains, and mapping such factors can help examine avenues and opportunities for realistic actions and policies;

(v) consult with relevant government offices and private sector horticulture associations, and verify and finalize all value chain actors, their roles, supply and distribution channels, and enabling environment factors for the selected commodities;

(vi) collect quantitative data needed to assess and facilitate an assessment of large-scale patterns, trends, and relationships among value chain actors;

(vii) collect qualitative data with an objective to get insights into why actors are doing what they do and how they formulate their decisions;

(viii) identify capacity-building needs for farmers and stakeholders upstream to adapt to the quality, digitalization, and hygiene standards of the modern market; and

(ix) prepare data and analytical reports needed for finalizing and verifying the recommended market design and identifying the needs and concepts of upstream and downstream supply and distribution value chain investment.

1.5. Commodities Selected for the Value Chain Study 11. Three vegetables and four pulses were selected for the study. The vegetables (onion, potato, and tomato) and pulses (chickpea, mung bean, lentil, and mash) have been prioritized based on food security, nutrition, income generation, market demand, smallholder engagement, potential for upgrading, strong government priorities, and value chain services that are developing themes in the context of Pakistan. The seven commodities selected have a large collective weight in the basket of goods the Pakistan Bureau of Statistics uses for computing its official Sensitive Price Index. The selected commodities are also included in the list of essential commodities selected by the National Price Monitoring Committee.

1.6. Methodology of the Study: Integrated Data Analysis with an Intersectoral Assessment Approach

12. The proposed study will use the International Crops Research Institute for the Semi-Arid Tropics (ICRISAT) model for data analysis and value chain assessment. The model assesses data and value chains from the producer farmer to the end consumer. It includes seed systems, crop management practices, knowledge exchange, aggregation, quality and storage, processing, etc. The roles of transport and infrastructure facilities, value-chain-specific regulations, national level policies, availability of data and data systems, and access to finance and insurance are also captured. The proposed study will also include quantification of costs at each node of the value chains in order to identify the areas where costs may be reduced. Finally, the roles of gender, youth, climate, nutrition, and other factors also play a critical role in the assessment and these will be covered based on initial assessment of the understanding of respondents.. Enhancing the forward and backward linkages among actors will bring significant efficiency to commodity movement and will improve price realization. Climate risks will be incorporated in the value chain

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assessments, given the perceived climate change impacts. Designing suitable cost-effective climate interventions (e.g., crop management) will enhance the resilience of households to climate change effects and minimize the risks to production. All these intersectoral aspects have a significant influence on both preproduction and postproduction stages of the value chains. Appendix 1 shows an ICRISAT value chain assessment framework.

1.7. Implementation Arrangements and Cost Estimates 13. The proposed survey will be undertaken by the TA firm with the support of TA individual consultants. The costs of the inputs of the firm and individual consultants, including their remunerations, per diems, and local air and land transport, are financed separately by the TA. The cost estimates are made based on the recent experience that ADB’s Central and West Asia Department’s Environment, Natural Resources, and Agriculture Division has had with various surveys that included extended field data collection activities in the agriculture sector in Pakistan.

1.8. Deliverable: Study Report 14. The results of the proposed study will be discussed in the final report. The final report will constitute the important recommendations at each node of the value chains, including but not limited to constraints and opportunities at the following levels:

(i) production: preharvest and postharvest; (ii) processing; (iii) marketing; (iv) regulation; and (v) policy.

15. Climate change, gender, and youth will be cross-cutting themes for all types of data collection to capture these important aspects.

1.9. Purpose of the Inception Report 16. The report shares the results of desk research and a validation exercise and presents a detailed plan and schedule for executing the field survey for the value chain study.

2. Methodology of the Proposed Commodity Value Chain Study

17. The study will draw on a variety of data types (i.e., quantitative, qualitative, primary, and secondary) collected from a number of sources through a range of methods including random sample surveys, key informant interviews, group interviews, and a review of secondary information. The findings from all the data sources will be triangulated to prepare one comprehensive report. 2.1. Desk Research 18. The research will include the following.

(i) Value chain studies conducted by different organizations in Pakistan or ADB member countries especially in South Asian countries will be reviewed with a focus on identifying all value chain actors, their roles or the processes they perform, their cost and profit margins, etc., including the roles of any international players.

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(ii) Literature, including Ministry of National Food Security & Research plans and strategic priority areas, will be reviewed with a focus on identifying critical factors and trends that are shaping the value chain environment and operating conditions.

(iii) Official statistics of production data will be collected and geographic areas/clusters will be identified for the selected commodities, including per capita consumption details from representative surveys.

(iv) Import and export data of selected commodities will be collected from statistics departments, the State Bank of Pakistan, and other organizations.

2.2. Validation Exercise 19. A validation exercise with subject matter experts (government officials and private sector horticulture association members) will verify and finalize the findings of the desk research (i.e., value chain actors, their roles, profit margins of each actor, supply and distribution channels for each selected commodity, and enabling environment factors). 2.3. Primary Quantitative Data Collection 20. Primary quantitative data will be collected from identified actors using closed-ended survey questionnaires designed for each actor and each commodity. About 25 unique actors will be identified per value chain. For each actor, 15 surveys will be conducted, totaling 375 surveys per value chain. The respondents for these surveys will be randomly selected to the extent possible and geographically representative. A probability proportion approach will be used for capturing the sample information.1

2.4. Primary Qualitative Data Collection 21. Primary qualitative data will be collected through individual in-depth interviews with subject matter experts, relevant stakeholders, and focus group discussions with actors. The aim is to gain insights into why the actors are doing what they do and how they formulate their decisions, and to identify various actors’ needs for capacity building so they can adapt to the quality and hygiene standards of the modern market. Stakeholders and experts will be selected so that particular expertise, experiences, and/or perspectives are captured.

3. Results of Desk Research and Validation Exercises

3.1. Results of Desk Research 22. The desk research during December 2021 and January 2022 included mapping of actors, their roles and activities in the value chain, and a comprehensive analysis of production data in geographic areas/clusters for the seven selected commodities. 23. Table 1 lists the areas that have production clusters and marketing hubs of the selected commodities. The information is derived from official data of provincial crop reporting services, focusing on areas that contribute 80% of the production and supply chain of each commodity.

1 Probability proportional to size (PPS) sampling is a method of sampling from a finite population in which a size

measure is available for each population unit before sampling and where the probability of selecting a unit is proportional to its size.

https://onlinelibrary.wiley.com/doi/abs/10.1002/9781118445112.stat03346.pub2#:~:text=PDF-,Abstract,is%20proportional%20to%20its%20size%20(accessed%209%20May%202022).

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Table 1: Selected Commodities and their Production Areas

Commodity Province/Region Production District (in order of production)

Onion

Punjab Rajanpur, Khanewal, Lodhran, Multan, Bahawalnagar, Bahawalpur, and Rahim Yar Khan

Balochistan Nasirabad, Khuzdar, and Kalat

Khyber Pakhtunkhwa Swat, Upper Dir, Lower Dir, and Malakand

Sindh Mirpurkhas, Umerkot, Jamshoro, Matiari, Sanghar, And S. Benazir Abad

Potato

Punjab Okara, Sahiwal, Kasur, Sialkot, Sheikhupura, Jhang, Narowal, Pak Pattan, Gujranwala, T.T Singh, Khanewal, and Lahore.

Balochistan Pishin, Killa Saifulla, and Kalat

Khyber Pakhtunkhwa Nowshera, Dir, Swat, Balakot, and Mansehra

Gilgit–Baltistan Gilgit, Skardu, and Diamer

Tomato

Punjab Khushab, Sheikhupura, Muzafargrah, and Vehari

Balochistan Qilla Saifullah, Barkhan, Nasirabad and Jaffarabad

Khyber Pakhtunkhwa Swat, Malakand, Charsada, Lower Dir, D. I. Khan, and Tank

Sindh Badin, Thatta, and Mirpur Khas

Chickpea Punjab

Bhakkar, Layyah, Jhang, Khushab, Mianwali, Bhawalpur, Chakwal, Attock, Narrowal, Gujrat, and Rawalpindi

Lentil Punjab

Narrowal, Sialkot, Chakwal, Rawalpindi, Gujrat, D. G. Khan, Rajanpur, Sargodha, Jhang, and Muzafargarh

Mash Punjab

Narrowal, Sialkot, Gujrat, D. G. Khan, Sargodha, D. I. Khan, and Bannu

Mung bean Punjab

Bhakkar, Layyah, Mianwali, Jhang, Khushab, Sargodha, D. G. Khan, and Rawalpindi

Khyber Pakhtunkhwa Haripur, Dir, Kurram, D. I. Khan, and Bannu

Source: Authors.

3.2. Results of the Validation Exercise 24. The validation exercise was designed to verify and finalize the value chains actors, their roles, and supply and distribution channels for the prioritized commodities and to discuss the major influencers and enablers for each value chain. The exercise was planned to conduct consultations with well-informed stakeholders who complemented the survey and provided insights and recommendations. These inputs and suggestions will help the TA value chain team to design detailed and in-depth functional value chain diagnostics and analysis. Engagement of Stakeholders 25. A participatory approach has been adopted to validate the selection of the value chains, the actors involved, and the functions/activities they perform in the value chain. The stakeholders include enablers (government, service providers, business associations, United Nations agencies, and development partners) and drivers (private sector actors) to assure that they agree with the procedures, are committed to the project, and have “ownership” from the beginning. The engagement of essential stakeholders also confirmed the selection of commodities and actors, and informed the identification of important functions carried out by the actors along the value chain. Most importantly, the exercise has provided new ideas and information about selected value chains, as well as sharing of knowledge through exchanges, discussions, networking, and learning, thus emphasizing the importance of joint actions.

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26. The study team met with important stakeholders across Pakistan, including representatives from relevant

(i) government departments, including agriculture research and extension directorates, field research stations, academia, and regulatory bodies such as the Federal Seed Certification and Registration Department and the Department of Plant Protection;

(ii) private sector parties, including market functionaries, machinery manufacturers, processors, services providers, input suppliers, importers, and exporters;

(iii) significantly knowledgeable and insightful professionals; (iv) farmers, agriculture chambers of commerce, and farmers’ associations; and (v) national and international research organizations, think tanks, and United Nations

agencies (the International Food Policy Research Institute [IFPRI], Sustainable Policy Development Institute [SDPI], and the Australian Centre for International Agricultural Research [ACIAR]).

27. The validation process started on 25 January 2022 and was concluded by the end of February 2022. In total 116 stakeholders were interviewed (Table 2).

Table 2: Value Chain Stakeholder Interviews (number)

Province

Stakeholder Interviews

Potato Tomato Onion Pulses General/All Value

Chains Total

Punjab 38 - - 22 - 60

Sindh - 13 10 1 - 24

KPK 1 - - - 2 3

Balochistan - 13 12 - - 25

ICT - - - - 4 4

Total 39 26 22 23 6 116 ICT = Islamabad Capital Territory, KPK = Khyber Pakhtunkhwa. Source: Authors.

Methodology Adopted in the Field 28. The objective of the validation was explained to the stakeholders. The respondents were briefed on three main aspects including selection and prioritization of value chains, actors enlisted with their roles and functions, and importance to the value chain and sequencing of the enlisted actors. Responses to the validation questions were recorded, compiled, and collated in the light of discussion. The stakeholders were specifically requested to share their insights on climate change effects on the prioritized value chains and how to mainstream gender and engage the youth in meaningful way. The tool kit used in validation interviews is given in Appendix 2. The list of stakeholders interviewed for the validation exercise is provided in Appendix 3. 29. The summary of findings is briefly discussed in the following sections. The uniqueness of the exercise while meeting with individual stakeholders provided them opportunity to openly discuss their thoughts and share knowledge and experiences. The exercise created a sense of ownership and helped the study team to pick the most important actors and prepare for the detailed survey for analyzing each value chain. Validation of Prioritized Value Chains 30. As explained to the major stakeholders, the value chains were selected based on the following three major criteria for the commodities: (i) supply and demand, (ii) development potential, and (iii) government priorities. The study team also shared the validation toolkit

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(Appendix 2) with stakeholders. Most stakeholders (over 95%) endorsed the value chains prioritization process adopted under the project “Developing Vegetable and Pulses Supply and Distribution Chains in Pakistan.” The informants validated the prioritization of the seven commodity value chains shown in Table 3.

Table 3: Key Production Features of the Selected Commodities Prioritized

Value Chainsa Production (‘000 tons)b

Leading Sources Remarks

Onion 2,099.6

Sindh, Punjab, Balochistan, and KPK

Sindh provides 44% of production and Balochistan, 33%.

Potato 4,681.0 Punjab, KPK, and GB 90%–93% potato produced in Punjab while that produced in KPK and GB is used as seed potato

Tomato 561.0 Sindh, Balochistan, KPK, and Punjab

Sindh is leading province with 34.4% production share followed by Balochistan (24.6%) and KPK (22.4%).

Chickpea 261.0 Punjab 90% of chickpea is produced in Punjab. Climate change and other production factors in recent years have created a shortfall in supplies of this essential commodity.

Mung bean 204.5 Punjab Government subsidy and production of seed by the Punjab Seed Corporation enabled farmers to produce surplus mung in 2021.

Lentil 4.9 Imported Punjab, Sindh, and KPK provinces could grow these pulses; however, government priorities and crop economics do not enable the commodities to thrive in the existing farming system.

Mash 7.0 Imported

GB = Gilgit–Baltistan, KPK = Khyber Pakhtunkhwa. a Listed by vegetables first, followed by lentils according to domestic production. b The production values of all commodities are for year 2020–2021 (Economic Survey of Pakistan), while the

production values for tomato are for the year 2018-19 (Ministry of National Food Security and Research). Source: Compiled by authors based on various government sources.

31. The respondents also recommended a few other crops for future consideration and incorporation in the study:

(i) vegetables—chili, garlic and ginger; (ii) fruits—apple, citrus, mango, and peach; and (iii) oil seed crops (sunflower) given that Pakistan is the largest importer of edible oil and meets

over 80% of its domestic demand through imports. Validation of Actors and their Roles/Functions in the Value Chains 32. During the validation exercise, the respondents and stakeholders were consulted regarding the actors identified in the selected value chains. The actors were validated in terms of their mapping/enlisting as well as their defined roles/functions. However, for each prioritized value chain, the stakeholders recommended actors according to their roles/functions and proposed that in-depth analysis should be conducted. The value chain actors’ importance and sequencing is presented in figures and tables in Appendix 4.

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3.3. Integrating Climate Change, Women, and Youth in the Prioritized Value Chains Climate Change Effects on Value Chains 33. The consultations with stakeholders confirmed that climate change has profound effects on all the selected value chains. The most visible effects stakeholders noted relate to increased temperature, unpredictable rainfall, shortened seasons, and the incidence of diseases and pests. The stakeholders proposed that further investigations are required to confirm the negative effects of climate change and formulate on- and off-farm strategies for adapting to them. Women and Youth Engagement in Value Chains 34. The stakeholders interviewed recognized the role of women in agriculture and particularly in the selected value chain commodities. Women perform a variety of related functions including nursery raising (for vegetables such as tomato and onion), sowing of crops, intercultural practices (weeding, hoeing, watering, etc.), and other pre- and post-harvest activities, yet women garner the least benefits for themselves. The stakeholders noted that young people are not participating in farming and prefer to work in nonfarm sectors to earn their livelihoods. The stakeholders proposed various options for meaningful engagement of the women and youth along all the segments of the value chains and suggested further research and preparation of a program for integrating the women and youth in all value chain levels, starting from production to the end consumers. The main areas proposed by the stakeholders are as follows.

(i) Include technologies to reduce women’s burdens. (ii) Provide training and capacity building for women in areas such as grading, sorting,

cleaning, and value addition as women are reported to do these activities meticulously.

(iii) Provide childcare centers at processing units and factories. (iv) Promote agribusinesses, cottage industries, and small and medium-sized

enterprises in rural areas to engage women and the youth. (v) Use virtual, information-technology-based agribusinesses and marketing to attract

a large proportion of women and the youth. (vi) Enhance farm mechanization and introduce innovative technologies to benefit both

women and the youth. (vii) Policymakers should consider providing access to finance for starting small

businesses in rural areas. (viii) Provide women and the youth with the skills needed to be employed in agriculture

value chains.

Supply Chain Disruptions Under the Covid-19 Pandemic 35. Restrictions related to the coronavirus (COVID-19) pandemic affected all sections of the population. The agriculture and food sector was also affected by restrictions on marketing of inputs and outputs, labor shortages, and difficulties with hiring machinery services. Marketing of perishables such as fruit, vegetables, poultry, and dairy were particularly hard hit. COVID-19 also changed the conditions in the international markets. Prices for energy increased sharply, and food prices were at their highest level since mid-2011 with particularly sharp increases during 2020–

2021. In addition, increased shipping costs and supply bottlenecks disrupted supplies. Most stakeholders will be asked a set of questions on supply chain disruptions in the detailed survey.

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Ongoing Inflation 36. As the world rebounds from the COVID-19 crisis, the mix of rising demand and supply constraints has led to sharply rising prices for food and related commodities. The Food and Agriculture Organization’s Food Price Index rose by more than 28% during 2021.2 Energy prices, particularly of natural gas, also increased sharply and are increasing costs of production, transport, storage, and processing of food in Pakistan. Fertilizer prices have followed energy prices—with the prices of urea and phosphate rising sharply to levels not seen for a decade: urea prices rose by 130% and diammonium phosphate by 60% from the start of 2021 through 1 October 2021.3 A set of questions on sources of inflation will be included in questionnaire.

4. Planning for the Detailed Survey 37. The detailed survey is broadly divided into five phases. Figure 1 summarizes the five phases and details of key activities that will be carried out or are planned.

Figure: Phased Approach to Implementing the Detailed Survey

Source: Authors

4.1. Implementation Phase I: Inception Development of Data Collection Tools 38. The inception phase sets the stage for the data collection by addressing the preliminary issues and taking care of the prerequisites. To ensure that situational realities are kept in view, background research (a thorough desk review of literature and validation interviews with key informants) is conducted to gain a better understanding of the issues related to the value chain study.

2 Food and Agriculture Organization of the United Nations (FAO). World Food Situation (accessed May 2022). 3 J. Baffes and W.C. Koh. 2021. Soaring fertilizer prices add to inflationary pressures and food security concerns.

World Bank Blogs. 15 November.

•Desk Reserach (completed)

•Validation Exercise (completed)

•Development of data collection tools for detailed survey (under way)

•Hiring of teams & developing logistics plan (under way)

•Submission of inception report (under way)

•Selection of stakeholders for interviews (under way)

•Translation of survey questionnaire (if required)

•Designing and priniting of training material for survey team

Phase II:Pretraining

Arrangments

•Training of field teams for data collectionPhase III:

Teams Training and Pretesting

•Closed-ended surveys

• In-depth interviews Phase IV:

Data Collection

•Data cleaning and analysis

•Report writting

•Submission of dataset and report

Phase V:Reporting

https://www.fao.org/worldfoodsituation/foodpricesindex/en/

https://blogs.worldbank.org/opendata/soaring-fertilizer-prices-add-inflationary-pressures-and-food-security-concerns

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39. Using the knowledge learned from the desk research and validation interviews, data collection tools have been developed for different stakeholders and for different commodities. The data collection tools for pulses and potato are given in Appendixes 5 and 6. Based on ICRISAT’s comments on the inception report, data collection tools for other commodities will be finalized as most of the research architecture is similar for all commodities. Tools for potato and pulses were completed first for two reasons. (i) Potato is almost entirely grown in Punjab and in the initial period that involved rapid learning by the whole team, it was logistically more feasible to cover one province to finalize the tool. (ii) The value chain for pulses is simpler than that of the other commodities and ICRISAT’s extensive experience in this commodity class led to prioritizing the development of its tool so that ICRISAT comments and inputs can be incorporated first. Pulses will also be the first commodity scheduled for detailed field data collection. This will provide a further round of learning and refinement for subsequent commodities. Improved planning and resourcing for other commodities will be possible after the survey of pulses is completed. Hiring of Teams and Logistic Arrangements 40. The proposed survey will be undertaken by the TA firm with support from individual TA consultants. The costs of the inputs of the firm and individual consultants, including their remuneration, per diem, and local air and land transport, are financed separately by the TA. The cost estimates are made based on the recent experience that ADB’s Central and West Asia Department’s Environment, Natural Resources, and Agriculture Division that has had with surveys that included extensive field data collection activities in the agriculture sector in Pakistan.

4.2. Implementation Phase II: Pretraining Arrangements Identifying Stakeholders 41. A dedicated staff is already preparing the list of all important stakeholders identified during validation interviews, and stakeholders will be purposively selected for the detailed surveys. Translating Survey Questionnaire 42. Translating the data collection tools into the local language is a vital component of a high quality survey. Incomplete or inaccurate translations can, at best, result in a loss of nuances; at worst, bad translations can completely change the meaning of a question and undo all the work that goes into designing carefully-worded questionnaires. Therefore, after the survey questionnaires are approved, they will be translated into Urdu as necessary. Designing and Printing Training Material for Survey Data Collection 43. Training of field teams is one of the most significant components of the survey, and is needed to assure that the final product will be of good quality. Specific training activities will be tailored to the exact requirements of the field teams, ensuring that they possess the skills necessary to conduct survey as well as possible. 44. As a first step, the team leader, with support from an individual ADB consultant, will develop a training manual for the field teams. The manual will provide detailed guidance on the survey processes and protocols related to survey administration and data recording. The manual will provide guidance on call backs, administrative and logistical arrangements during the survey, security protocols, and ethical considerations. The manual will include a dedicated section on the questionnaire, i.e., articulation of each question and the type of information to be collected for each

https://dimewiki.worldbank.org/wiki/Primary_Data_Collection

https://dimewiki.worldbank.org/wiki/Questionnaire_Design

12


question. Each member of the team will have this manual readily available during the data collection phase.

4.3. Implementation Phase III: Field Teams’ Training and Pretesting

Training Field Teams for Survey Data Collection

45. The training of field researchers, field supervisors, and field team leaders will include dedicated sessions on the survey questionnaires. Field teams will be briefed on ethical considerations of field data collection. Data collection techniques and procedures needed to result in meaningful outputs will also be explained to the teams. The training will include both theoretical sessions in a classroom and practical exercises with “hands-on” practice for administering the survey. The training schedule is as follows: 46. Days 1–2: Classroom training focused on familiarizing the field team with the sampling plan, data collection plan, and survey questionnaires and how to fill them in. The training will include mock exercises to give hands-on practice with the technical aspects of the questionnaires. 47. Day 3: Teams will participate in a 1-day field test at a project location mutually agreed by the TA firm and individual ADB consultants. During the field tests, field researchers will administer the surveys to selected respondents and supervisors will observe the field tests. 48. Day 4: Following the field test, debriefing and retraining sessions will be arranged with field teams to review the field test results and identify the areas that need improvement and retraining, which is planned during May 2022. At the end of the last day, field teams will prepare their travel plans and will share the detailed travel and field plan. Training Research Assistants for Qualitative Data Collection 49. The research assistants hired for taking notes, preparing interview transcripts, and coding the qualitative data will be given 3 days of training including a pretest on qualitative data collection tools.

4.4. Implementation Phase IV: Data Collection Data Collection from Stakeholders 50. On receiving the list of actors identified for interviews, the field researchers will initiate data collection by visiting the actors in the field. After reaching a location and meeting the first interviewee, the field researcher will explain the purpose of the visit and of the survey being conducted. The researcher will explain the voluntary nature of the survey, making sure the respondents know their right to abstain. At the same time, the researcher will explain the benefits of participation.

51. The researchers will then proceed to administer the survey, doing their best to record the most accurate data provided by the respondents. The field researchers will rely on the training provided to them to collect high-quality and reliable data.

52. Following completion of the survey questionnaire, the field researcher will quickly ensure that all the fields have been answered satisfactorily, before thanking the respondent for the cooperation. The field researcher will then bid the respondent farewell, move on to the next interviewee on the list, and repeat the same procedure until all actors targeted for the day have completed the survey.

13


Guidelines

53. To ensure valid and reliable data are collected, the following data collection guidelines will be strictly followed.

(i) The survey will be carried out according to the approved travel and field plan. (ii) Field researchers will conduct the survey in person at the respondents’ residences,

offices, or fields. (iii) Field supervisors will perform data quality checks throughout the data collection period. (iv) Field supervisors will check all questionnaires for completeness as they are received

from the field. If the researcher has missed any questions, the supervisor will ask the field researcher to re-interview the individual in person or by phone to complete the questionnaire.

(v) The following universally accepted standards for ethical and professional conduct will be followed at all stages of data collection: (a) respect and safeguard the respondents’ rights of free will, privacy, confidentiality,

and well-being; (b) obtain informed consent from each respondent; (c) maintain sensitivity to cultural and social differences; and (d) keep data confidentiality.

Post Data Collection Meeting 54. Following completion of the day’s data collection activities, the team will regroup and hand the filled questionnaires to the data entry assistant. In-Depth Interviews 55. In parallel with the survey, the field supervisor will identify knowledgeable actors for group interviews. The group interviews will be administered by individual ADB consultants or the TA firm team leader with support from research assistants.

4.5. Implementation Phase V: Survey Analysis and Reporting

Data Cleaning and Analysis

56. After receiving and validating the data, the Data Entry Team will enter the data with guidance and advisory support from the ADB economist and individual consultant, who will perform cleaning of data on an ongoing basis. The data cleaning exercise will involve careful review of data by running filtering queries to identify inconsistent entries in data fields. Where any discrepancy is found, the field researcher and/or supervisor will be called to reconfirm the response. An ongoing data cleaning process is proposed to ensure that any inconsistencies are identified as early as possible, while the teams are in the field and correction can be made as needed. Preliminary coding of open-ended questions will also be conducted. 57. The ADB economist and individual consultant will start the data analysis as soon as a significant quantity of data has been entered. This will give the team an early idea about the kind of information to expect. The analysis will be revisited when all the data have been entered.

14


Submission of the Study Report 58. After performing the analysis, the TA firm’s team leader will lead the development of a study report that will present the findings from the data sources. Submission of Clean Data 59. The clean dataset will be shared in STATA with all the variable names, values, and value labels within 2 weeks after the data collection has been completed.

4.6. Coordination Mechanism 60. The vast complexity of field activities and the sheer volume of data, human resources, and logistics involved require efficient and effective coordination mechanisms for smooth and timely completion of field operations. To that end, a WhatsApp-based multitiered coordination mechanism for interaction between the different levels of operatives involved in the field activities is proposed. The WhatsApp groups will be used for real time communication with the field teams, ensuring timely communication on course corrections, changes in the instructions of field teams, and reporting of issues field teams face during their data collection exercise.

5. Deliverables, Work Plan, and Schedule

5.1. Deliverables ADB Consultants will submit the following to the ADB TA Officer:

(i) Inception report (May 2022). The report will present (a) findings of desk research and validation interviews, (b) implementation arrangements for the detailed survey of actors, (c) the implementation approach and methodology, and (d) the work plan and schedule of activities.

(ii) Data Collection Tools. Tools for all commodities and for all actors/stakeholders will be submitted as part of Inception Report

(iii) Data Collection Completion Report (September 2022). At the end of field activities, a data collection completion report that covers details of the number of surveys or interviews planned and completed, an account of any challenges encountered with regards to process, and the approach taken to mitigate any such issues will be submitted.

(iv) Study Report (September 2022). The report will present triangulated analysis and data collected through surveys and interviews.

(v) Raw Datasets (September 2022). The original raw survey dataset, properly cleaned and labeled, will be shared in STATA.

5.2. Work Plan and Schedule 61. Table 4 presents the detailed schedule of the Commodity Value Chain Study.

15


Table 4: Schedule of the Commodity Value Chain Study

Stage Activity 2021 2022

Activities Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Inception

Desk research

Validation

Development of data collection tools

Hiring of teams and training

Development of logistics plan

Submission of inception report

Field Data Collection

Pulses

Potato, onion, and tomato

Data Cleaning and Analysis

Compilation of pulses data

Compilation of potato, onion, and tomato data

Reporting Preparation of final report Source: Author

6. Update on Activities

6.1. Completed Activities 62. The project is on schedule according to the planned timelines. Given the ambitious aims of the study, frequent team workshops have been conducted in order to incorporate learnings from field activities. Table 5 presents the details of workshops and field surveys conducted so far. The validation exercise has been completed for all commodities. Based on the validation exercise, the four pulses have been prioritized for field survey first and this exercise is currently ongoing at the time of writing. After the completion of the pulses survey, field surveys for the three vegetables will be conducted together. Survey districts selected are shown in Appendix 7.

Table 5: Field Activities and Workshops Conducted Till Date Activity Location Dates Resources

1 Validation of VC Actors of All Commodities

All 4 Provinces 24 Jan–3 Feb

Conducted by 6 Agriculture and VC Specialists

2 Workshop for VC Actors Questionnaires Development

Islamabad 15–21 Feb 10 Consultants and Specialists

3 Workshop for Finalization of Survey Tools

Islamabad 27 Feb–2 Mar

10 Consultants and Specialists

4 Orientation and Training of Field Survey Teams

Islamabad 13–23 Apr 16 Consultants, Specialists and Field Surveyors

5 Field Surveys of Pulses (Phase 1) Layyah, Bhakkar

23–29 Apr Team of 16 Consultants and Specialists

6 Field Surveys of Pulses (Phase 2) DI Khan, Rajanpur, Khanewal

8–20 May Team of 16 Consultants and Specialists

7 Workshop on Interim Review of Pulses Survey

Islamabad 21–22 May

Team of 16 Consultants and Specialists

8 Field Surveys of Pulses (Phase 3) Khanewal and Muzaffargarh

22–28 May


16


Activity Location Dates Resources

9 Field Surveys of Pulses (Phase 4) Khushab, Jhang, Mianwali and Chakwal

29 May–9 Jun


Source: Author

6.2. Key Lessons So Far 63. Preliminary findings from the ongoing pulses survey have reconfirmed some existing information obtained during desk review and validation exercise while at the same time highlighted new issues and areas that require attention. These learnings have been used to improve data gathering and develop further insights during the course of the survey. 64. Pulses have been a neglected commodity for a long time and lack of government advisory to farmers is a common complaint from growers. Poor road connectivity of production areas of pulses forces farmers to sell their produce to the local village trader at the cost of foregoing an opportunity to get a higher price for their crop if taking it to the market themselves. In terms of mechanization, practices vary from district to district based on labor costs, availability of machines, soil conditions and other factors. An encouraging finding has been that farmers have been using their own experience of growing pulses over the past few years to refine and improve their practices despite little outside assistance. 65. In addition to common issues, individual pulses have their specific issues. These include non-availability of good seed varieties for production even though agriculture research in the country has developed improved varieties. In terms of climate stress, pulses provide an advantage given low water requirement. However, increasing heat stress is now requiring more irrigation for these crops as well. Work also needs to be done on specific pesticides and fertilizers for these crops. Recent government subsidy for mungbean inputs resulted in improved production and is an example of how these neglected crops can flourish with greater policy focus. The study will continue to gather more up-to-date and relevant information from actors in order to arrive at realistic and achievable investment proposals.

17


Appendix 1: ICRISAT Value Chain Assessment Framework Note: This value chain study is being guided by a Value Chain Assessment Framework employed by the International Crops Research Institute for the Semi-Arid Tropics (ICRISAT) for similar work in India. Key features of the framework are shown.

Crop value chain framework overview

Po

licie

s a

nd

d

ata

Multi-value chain national policies: Regulations that influence public investments, private sector enabling environments, and market-distorting government interventions

Data and data systems: Data that facilitate the democratization of near real-time information and decision support tools

Value-chain-specific regulations: Regulations that govern genetics, seed, fertilizer, and crop availability, safety, efficacy, quality, and movement

Fo

un

dati

on

s o

f su

sta

inab

le

pro

du

cti

vit

y

Co

un

try

-leve

l

valu

e c

hain

ste

ps

Crop improvement

Inputs and farmer services Postharvest handling and access to

markets Research and development

Discovery Agronomic research

Other input

systemsa

Farm

managementb

Seed systems

Knowledge exchange

Aggregation, quality and storage

End-user demand

Processing

Farmer

Environment: Research and interventions aimed at protecting natural resources and enhancing environmental outcomes

Nutrition: Research and interventions aimed at satisfying the nutrition needs, behaviors, and preferences of consumers

Gender: Research and interventions aimed at empowering women and girls along the value chain

Infrastructure, transport/logistics: Roads, water, electricity, connectivity, etc. that are key for farmers to access inputs and markets and maintain food safety and quality

Finance & insurance: Access to credit, indexed insurance and low-cost savings instruments to increase access to inputs and markets and to manage risks

En

ab

lin

g

en

vir

on

men

t

Figure A1.1: Overview of ICRISAT Crop Value Chain Framework

a Includes seed systems, soil fertility and soil health (organic and inorganic fertilizers), crop management (herbicides), weed and pest management (insecticides), mechanization and water management.

b Includes agronomy; farm production management includes the entire ecosystem of crops, livestock and other on-farm factors.

Source: International Crops Research Institute for the Semi-Arid Tropics (ICRISAT).

18


Segment Working descriptions

Research designed to develop improved crops with higher intrinsic gains and/or greater resistance to abiotic and biotic stresses and suitable for local farming systems. Includes increasing the rate of genetic gain in crop breeding for both global and local systems via better methods and better implementation, improving farmer adoptability & feedback to breeders and increasing the rate of varietal replacement; includes working with national and international agricultural research centers.

Research leading to the development of better farming practices for the benefit of small holder farmers and suitable to local environments; includes evaluating, improving, and disseminating best practices for crop management (e.g., soil health, pests & diseases, water quality, postharvest technologies such as Purdue Improved Crop Storage (PICS) bags); improving farmer adoptability and feedback to agronomists; improving efficacy, economic return; reducing risk & cost; improving environmental sustainability; includes work with national agriculture research systems.

Effective and sustainable systems (formal and informal) that enhance/accelerate the availability of appropriate and affordable fertilizer blends, crop and pest management chemicals, and farming equipment; may include work with agro-dealers, extension services, farmer organizations, and input manufacturers.

Dissemination of more precise, timely and accessible agronomic recommendations based on specific farming systems to maximize farm productivity, input efficiency (fertilizer, labor) and improve the natural resource base (soil, water, ecosystem services); this includes the farmer’s perspective through feedback loops which help inform and revise agronomic recommendations; also includes training on business skills (costs, trade-offs between crops, etc.) to improve farmer decision-making; may include extension services, other donors, nongovernment organizations and farmer organizations.

Effective and sustainable systems (formal and informal) that deliver quality improved seeds based on demand; may include work with agro-dealers, foundation seed entities and nurseries.

Research designed to develop breakthrough concepts in intrinsic yield via fundamental pathways, abiotic and biotic stress responses, research tools and methods, and agronomic technology/systems (detection of genes (genomics), mRNA (transcriptomics), proteins (proteomics) and metabolites (metabolomics) in a specific biological sample) biology reveal novel avenues for enhancing and accelerating productivity gains and adoptability by smallholder farmers in target crops and anchor geographies that catalyze additional funding in crop product development.

Effective and sustainable production and cultivation techniques and practices used on-farm, including crops and livestock; includes business decisions made by the farmer about which crops to grow, how much to invest in inputs, etc.; may include farmer organizations.

a Includes soil fertility and soil health (organic and inorganic fertilizers), crop management (herbicides), weed and pest management (insecticides), mechanization and water management b Includes agronomy. Source: International Crops Research Institute for the Semi-Arid Tropics (ICRISAT).

Figure A1.2: Crop Value Chain Assessment Framework—Descriptions

Inp

uts

& f

arm

er

serv

ice

s

Rese

arc

h &

develo

pm

en

t

Crop improvement

Other input

systemsa

Farm

managementb

Discovery

Agronomic research

Seed systems

Knowledge

exchange

Other input

systemsa

Know-ledge ex-change

Seed systems

Farm

managementa

Co

un

try

-leve

l

valu

e c

hain

ste

ps

Inputs and farmer services Postharvest handling and access to markets

Crop improvement

Research and development


Aggregation, quality, and storage

End-user demand Processing

Farmer

19


Farm-, community- and commercial-scale processing adds value to farmers’ raw output by reducing loss, protecting food safety, preserving or improving quality, and increasing price. Processing includes mechanized drying, cleaning, grading/sorting, milling, packaging, branding, and distribution to end markets; may include local and international production plants.

Co

un

try

-leve

l

valu

e c

hain

ste

ps

Inputs and farmer services Postharvest handling and access to markets

Crop improvement

Research and development


Other input

systemsa

Farm

managementb

Seed systems

Knowledge exchange


End-user demand

Po

st-

ha

rves

t h

an

dli

ng

an

d a

cc

ess

to

ma

rke

ts

Aggregation for bulk selling, effective and affordable on- and off-farm storage options, and systems that pay for quality enable farmers to maximize the value of their output. Aggregation reduces transaction costs and increases the share of market price captured by the farmer. Storage enables farmers to avoid buying expensive food during the lean season or to avoid selling surplus at a low price during the harvest glut. Quality considerations include superficial characteristics such as grain size, as well as food safety factors, such as aflatoxin levels. Meeting food safety requirements allows farmers to access formal markets and protects family health; may include wholesalers and retailers.

Aggregation, quality and storage

End user demand

End-user demand includes on-farm consumption, off-farm human consumption, animal feed, structured markets such as grain reserves, as well as other uses of agricultural output. Credible demand signals encourage farmers to make investments to increase production and improve quality. More broadly, understanding consumer preferences and need of end users (including consumers and retailers) is critical to developing sustainable interventions based on consistent demand; may include end customers who can be the farmers themselves.

Processing


a Includes soil fertility and soil health (organic and inorganic fertilizers), crop management (herbicides), weed and pest management (insecticides), mechanization and water management

b Includes agronomy Source: International Crops Research Institute for the Semi-Arid Tropics (ICRISAT).

Farmer


Processing

20



Po

licie

s a

nd

data

Regulations that influence public investments (e.g., national agricultural research systems, extension, certification systems, rural and market infrastructure, national data systems, government human capital), private sector enabling environments (e.g., competition policy, business licenses, taxes, import/export permits, land rights) and ad hoc market-distorting government interventions (e.g., input subsidies, price controls, trade bans, import tariffs, commodity price controls); includes regional and global policies which often align with national policies.

Regulation governing ag science,a seed/fertilizer/grain availability, safety, efficacy, quality and movement; regulations are generally

specific to an individual value chain.

Multi-value-chain national policies (informs global and regional policies)

Data and data systems

Value-chain-specific regulations

Data and data systems (e.g., price, weather forecasts) that facilitate the democratization of near real-time information and decision support tools to inform policy and investment decision by policymakers, actors along the value chain (e.g., agro-dealers, service providers), and farmers.

Roads, water, electricity, connectivity, etc. that are key for farmers to access inputs make informed decisions to increase productivity, and access equitable markets to support increased incomes and broad-based economic development. These elements impact food safety and quality and include the transport/delivery skill/infrastructure (e.g., cold chain and proper handling techniques) needed for each integrated value chain.

En

ab

lin

g

en

vir

on

men

t

Infrastructure, transport/logistics

Financial inclusion of rural families including access to credit, indexed insurance and low-cost savings instruments to increase access to inputs and markets and manage risks (including those associated with rainfed production systems); may include banks, microfinance institutions, and informal money lenders.

Finance & insurance

a Includes regulations on biosafety, transgenics, vaccines, and quarantine to support disease research, among other regulated areas of agriculture science. Source: International Crops Research Institute for the Semi-Arid Tropics (ICRISAT).

Co

un

try

level

Po

licie

s

an

d

da

ta

Multi-value-chain national policies



Fo

un

da

tio

ns

of

su

sta

ina

ble

pro

du

cti

vit

y

Environment

Nutrition

Gender

En

ab

lin

g

En

vir

on

me

nt

Finance & insurance

Infrastructure, transport, and logistics

Research and development Inputs and farmer services Postharvest handling and access to markets Crop improvement

Agronomic research

Other input systems

Seed systems

Knowledge exchange

Farm management Discovery Processing End-user

demand


Farmer


21



Source: International Crops Research Institute for the Semi-Arid Tropics (ICRISAT)

Fo

un

dati

on

s o

f

su

sta

inab

le

pro

du

cti

vit

y`

Environment Research and interventions aimed at enhancing and sustaining the ecosystem of services and inputs required for agriculture and the natural co-benefits produced through agricultural production; mitigation of the harmful effects of agriculture, and provision of environmental services

Nutrition The design of research and investments to target the nutrition needs, behaviors, and preferences of consumers and provide the nutritional products, information, and incentives to facilitate consumption of a nutritious diet, particularly among children and women of childbearing age

Gender Research and interventions addressing the needs and preferences of women farmers and aiming to empower women along the value chain to have access to and control over productive resources, output markets, and earned income from agriculture; attention to fostering women scientists


Po

licie

s

an

d

da

ta

Multi-value-chain national policies



Fo

un

da

tio

ns

of

su

sta

ina

ble

pro

du

cti

vit

y

Environment

Nutrition

Gender

En

ab

lin

g

En

vir

on

me

nt

Finance & insurance

Infrastructure, transport and logistics

Research and development Inputs and farmer services Postharvest handling and access to markets

Crop improvement

Agronomic

research Other input systems

Seed systems

Knowledge exchange

Farm management Discovery Processing End-user

demand


Farmer

22


Appendix 2: Tool Used for Validation of Prioritized Value Chains and Actors Involved

Project Name: Developing Vegetable and Pulses Supply and Distribution Chains in Pakistan 1. Purpose of the Study

To take stock of the economic context and opportunities of selected commodity value chains in Pakistan covering production, storage, processing, and marketing. 2. Prioritized Value Chains

Based on supply and demand, development potential, and strategic criteria, the following seven essential agriculture commodities are prioritized for the study (Table A2.1).

Table A2.1: Prioritized Value Chains

Vegetables Pulses

1. Potato 4. Chickpea

2. Onion 5. Mung Bean

3. Tomato 6. Lentil

7. Mash Source: Authors

3. Mapping of Prioritized Value Chain Actors and Subactors

Based on broader roles, Table A2.2 identifies the following value chain actors and their roles:

Table A2.2: Actors S # Prime Actors Sub Actors/Description

1 Growers ▪ Small, medium, and large

farmers ▪ Contract farmers

▪ Owner farmers ▪ Lease and tenant farmers.

▪ Cooperatives and grower’s associations.

2 Input Providers ▪ Seed suppliers/ importers ▪ Pesticides

▪ Fertilizers ▪ Machinery and equipment

rental providers

▪ Machinery and equipment dealers

3 Agriculture Support Service Providers

▪ Machine rentals ▪ Sowing and harvesting

service providers

▪ Agriculture extension and research

▪ Financial solutions ▪ Market info services ▪ Dry/cold storage

▪ Logisticians ▪ Packing & packaging ▪ Technology providers ▪ Certification bodies

4 Traders ▪ Commission agents ▪ Traders and contractors ▪ Wholesalers

5 Retailors ▪ Shops and cart vendors ▪ Roadside sellers ▪ Retail chains

6 Processing

▪ Value addition and processing units

▪ Pack house operators ▪ Hotels, restaurants, cafes

▪ Men and women small and medium-sized enterprises/cottage industries

7 Importers and Exporters

▪ Commodity importers ▪ Associations

▪ Exporters using air cargo ▪ Bulk exporters

8 Consumers Direct household consumers

Source: Authors

23


Figure A2.1: Value Chain Flow—Actors and Functions

4. Validation of Value Chain and Actors The validation exercise is envisaged to (i) verify and finalize the prioritized value chains, actors, their roles, and supply and distribution channels for the prioritized commodities; and (ii) discuss the major influencers and enablers for each value chain. Further, the discussion with well-informed

stakeholders will complement and add value to the analysis. For this purpose, the following cohorts of stakeholders are identified:

(i) relevant government departments (agriculture research, extension, and academia); (ii) private sector, horticulture, and commodity associations; (iii) knowledgeable and insightful large farmers; and (iv) think tanks (International Food Policy Research Institute, Sustainable Policy Development Institute, Asia Pacific Initiative, Global Change Impact Studies Centre).

The form for validation interviews is provided in Table A2.3.

VALUE CHAIN ACTORS MAPPING, FUNCTIONS AND INTERLINKAGES

❖ Planning, Policies, domestic trade and imports/exports ❖ New variety development , seed production and certification ❖ Training and capacity building, innovations and technologies ❖ Credit provision/money lending ❖ International best practices ❖ SPS/GAPS/HACCP/ISO

Actors

Functions

Seed

Fertilizers

Agro-chemicals

Machinery

Processing and

Packaging

Aggregation,

Sorting, grading,

transportation,

marketing

Land preparation

sowing, pre and

post harvesting

handling

Farmer Associations

Donors/UN /NGO’s

Quality Compliance

Extension/Research/

Academia

Ministries

(Federal and

Provincial)

Enablers

Input

supplier

Producer

(Small and

large)

Intermediaries Consumers Processors

Influencers Policies/st

rategies

Source: TA Consultants.

24


Table A2.3: Key Informant Interview Form for Value Chain Commodity and Actors Validation General Information Interviewer’s Name ____________________ Date (DD/MM/YYYY): ____________________ Respondent’s Name: _________________________________________________________ Respondent’s Designation/Contact Details: Respondent’s Organization: Location (Islamabad Capital Territory/District/Province): 1. Value Chain Discussed (more than one is possible)

A. Potato B. Tomato C. Onion D. Chickpea E. Lentil F. Mung G. Mash

2. Main responsibilities/mandate/background of the institution/organization/respondent 3. Role in the Value Chain

A. Actor B. Enabler C. Influencer D. Other

VQ1. Do you agree with the value chains as prioritized (Table A2.1) based on supply and demand, development potential, and strategic criteria?(First please respond Yes or No, and then note the details)

VQ2. Do you agree with the value chain actors and subactors identified (Table A2.2) in the proposed value chain study (please recommend adding any missing actors or omitting any that are not relevant in the context) (First please respond Yes or No, and note the details)

VQ3. Please note if you agree or disagree with the functions/activities performed by various actors in the value chain as given in the Figure (A2.1) and note who has the most influencing role in the subject commodity.

VQ4. Please review the list of actors and indicate if they are listed in order of their importance in the value chain. In terms of role, share, and value chain functionality, please add your suggestions/ recommendations.

VQ5. In your opinion, who/what in the value chain are the important actors/functions to be focused on for meaningful integration of climate change, gender, and youth issues?

VQ6. Do you recommend including any other element in this value chain study?

Additional Notes:

25


Appendix 3: Stakeholders Consulted During the Validation Exercise

Sr. No

Actor Category (Research/ Academia / Agri

Ext/ Pvt Sector / Knowledgeable Persons /

Think Tank)

VC Institution / Organization Contact Person / Designation Location

1. National and Provincial policy makers/Research/extension /regulators

1 Public Sector Regulatory Body All VCs FSCR&D 1. Mr. Nazar Iqbal Director 2. Dr. Muhammad Naeem, Deputy Director

Islamabad

2 Agri Research All VCs The Australian Centre for Int. Agricultural Research (ACIAR)

Dr. Munawar Raza Kazmi, OIC Islamabad

3 Agriculture Department KP All VCs Agriculture Livestock and Cooperative Department Mr. Muhammad Israr, Secretary Agriculture KP

Peshawar

4 Adaptive Research / Agri Extension Punjab

All VCs Agri Extension Punjab Dr. Anjum Ali Buttar, DG Agriculture Ext Lahore

5 Agriculture Research / Federal Potato Social Sciences Research Institute (SSRI) 1. Dr. Husnain Shah, Director. 2. Dr Nadeem Akmal, Program Leader

Islamabad

6 Agriculture Research KP Potato Agriculture Research System KP 1. Dr. Abdul Rauf, DG Research KP 2. Mr. Abdul Wahab, Director MDs

Peshawar

7 Agriculture Research KP Potato Hazara Agriculture Research Station (HARS) 1. Mr. Nayyar Khan, Director HARS 2. Mr. Mehboob, Scientific Officer

Abbottabad

8 Agri Research Punjab Potato Potato Research Institute Sahiwal Dr. Syed Ijaz-ul-Hassan, Chief Scientist Sahiwal

9 Agri Research Punjab Potato Punjab Seed Corporation Mr. Abdul Gaffar, Seed Processing Plant Sahiwal

10 Agri Research Punjab Pulses Pulses Research Institute AARI, Faisalabad Dr. Muhammad Akhtar, Chief Scientist Faisalabad

11 Agri Research Punjab Pulses Nuclear Institute for Agriculture & Biology (NIAB), Faisalabad

Dr. Tariq Mehmood Faisalabad

12 Agri Research Punjab Pulses Barani Agriculture Research Institute (BARI) Dr. Ghulam Rubani Chakwal

13 Agri Research Punjab Pulses Punjab Seed Corporation Dr. Ehsan Ullah, Farm Incharge Piplan Mianwali

14 Agri Research Punjab Pulses Regional Agriculture Research 15Institute (RARI),Bahawalpur

Naeem Arshad, Farm Manager Bahawalpur

15 Agriculture Research KP Pulses Nuclear Institute for Food and Agriculture (NIFA) Dr. Gul Sanat Shah, Director NIFA Peshawar

2. Private Sector Horticulture Associations / Market functionaries/ farmer organizations/ processors/women entrepreneurs

16 Pvt Sec Association All VCs All Pakistan Fruit & Vegetable Exporters/Processors (PFVA)

1. Mr. Muhammad Hanif 2. Mr Waheed Ahmed / Chairman 3. Mr. Aslam Pakhali

Karachi / Sargodha

17 Processor/ Private Sector All VCs Engro Foods M. Tanveer Lahore

18 Pvt Sec / Processor Potato PEPSI Co Mr. Tariq Okara

19 Pvt Sec / Processor Potato Fauji Fresh and Freeze M. Shoib Fareed Lahore

20 Pvt Sec Grower’s Association Potato Potato Growers Association Mian Muhammad Siddique, President Potato Society Okara

Okara

21 Private Sector Potato Cold Store Operator Okara

22 Private Sector Potato Exporter Okara

23 Private Sector Potato Cold Store Operator Sahiwal

26


Sr. No



Think Tank)


24 Pvt Sec / Exporter Potato Al Rafique Enterprises Mr. Riaz Ahmad Sargodha

25 Pvt Sec / Exporter Potato M/S Sunny International Masood Ahmad Malik Iqbal Colony, Dalazak Road

Peshawar

26 Pvt Sec / Exporter Potato M/S Malik Sohni Malik Jani and Brothers Malik Sohni. TF-351, Deans, Trade Center, Peshawar Cantt: Pakistan.

Peshawar

27 Importer / Trader Association Pulses Pulses traders Association Akbari Mandi Lahore Office Bearers of the Association Lahore

28 Private Sector / Traders Pulses Pulses Traders Association, Akbari Mandi Office Bearers of the Association Lahore

29 Private Sector / Traders Pulses Pulses Traders Association, Faisalabad Mandi Office Bearers of the Association Faisalabad, Digkot

30 Private Sector / Traders Pulses Pulses Traders Association, Chowk Azam Office Bearers of the Association Chowk Azam, Layyah

31 Private Sector / Traders Pulses Pulses Traders Association, Chobara Mandi Office Bearers of the Association Chobara, Layyah

32 Private Sector / Traders Pulses Pulses Traders Association, Jhang Mandi Office Bearers of the Association Jhang

33 Private Sector / Traders Pulses Pulses Traders Association, Bhakkar/Mianwali Mandi Office Bearers of the Association Bhakkar

3. Academia (Agriculture and other relevant universities)

34 Academia All VCs University of Agriculture Faisalabad Dr Khalid Mushtaq Faisalabad

35 Academia All VCs Peer Meher Ali Shah ARID Agriculture University Mr Arshad Mehmood Malik Rawalpindi

36 Academia All VCs Muhmmad Nawaz Sharif University of Agriculture Multan

Dr. Abdul Ghaffar, Deptt of Agronomy (MNSUAM)

Multan

37 Academia All VCs University of Agriculture Peshawar 1. Prof. Dr. Abdul Mateen Khattak, Chairman Hort 2. Dr. M Fida, Dean Faculty of Crop Production Sciences

Peshawar

4. Lead farmers, Insightful and knowledgeable professionals supply/ demand and Development

38 Insightful and knowledgeable professional

All VC International Agriculture Consultant Syed Amanullah Husaini Islamabad


Potato Retired Agri Scientist ARI Tarnab Dr. Nasrullah Jan Malik Peshawar


Tomato CEO Green Circle / Horticulturist Dr. Sajid Iqbal Sindhu Faisalabad


All VCs Development Practitioner / Horticulturist Dr. Waqar Ahmad Lahore


Pulses


Tomato Seed Producer/ Importer / Exporter Mian Shaukat Faisalabad


Tomato Tunnel farming Technical Consultant Zohaib Shaukat Sheikhupura

45 Lead Farmer / Insightful and Tomato Input Trader / Vegetable Producer Qazi Naeem Daska

27


Sr. No



Think Tank)


knowledgeable professional

46 Lead farmer Potato Potato Farmer Ch. Muhammad Maqsood Ahmad Jutt Okara

47 Lead Farmer Potato Potato Farmer Ch. Khalid Irshad Depalpur Okara

48 Lead Farmer Pulses Pulses Farmer Dr. Sabir Aziz Chobarra

49 Lead Farmer Pulses Pulses Farmer Mr. Habib Ullah Chobarra

5. Think Tank – Research organization ( social/economic and environmental /climate change

1 Think Tank All VC LUMS Lahore

2 Think Tank All VC IBA Karachi

3 Think Tank All VC IFPRI Islamabad

4 Think Tank All VC SDPI Islamabad

5 Think Tank All VC PIDE Islamabad

6 Think Tank All VC NUST Institute of Civil Engineering (climate change) Islamabad

7 Think Tank All VC USAID Mr. Ayaz Muhammad Mr. Mohsin Rose

Islamabad

8 Think Tank All VC AUSAID Islamabad

6. National and Provincial policy makers/Research/extension /regulators

1 Public Sector Regulatory Body All VCs FSCR&D 1. Mr. Nazar Iqbal Director 2. Dr. Muhammad Naeem, Deputy Director

Islamabad

2 Agri Research All VCs The Australian Centre for Int. Agricultural Research (ACIAR)

Dr. Munawar Raza Kazmi, OIC Islamabad

3 Agriculture Department KP All VCs Agriculture Livestock and Cooperative Department Mr. Muhammad Israr, Secretary Agriculture KP

Peshawar

4 Adaptive Research / Agri Extension Punjab

All VCs Agri Extension Punjab Dr. Anjum Ali Buttar, DG Agriculture Ext Lahore

5 Agriculture Research / Federal Potato Social Sciences Research Institute (SSRI) 1. Dr. Husnain Shah, Director. 2. Dr Nadeem Akmal, Program Leader

Islamabad

6 Agriculture Research KP Potato Agriculture Research System KP 1. Dr. Abdul Rauf, DG Research KP 2. Mr. Abdul Wahab, Director MDs

Peshawar

7 Agriculture Research KP Potato Hazara Agriculture Research Station (HARS) 1. Mr. Nayyar Khan, Director HARS 2. Mr. Mehboob, Scientific Officer

Abbottabad

8 Agri Research Punjab Potato Potato Research Institute Sahiwal Dr. Syed Ijaz-ul-Hassan, Chief Scientist Sahiwal

9 Agri Research Punjab Potato Punjab Seed Corporation Mr. Abdul Gaffar, Seed Processing Plant Sahiwal

10 Agri Research Punjab Pulses Pulses Research Institute AARI, Faisalabad Dr. Muhammad Akhtar, Chief Scientist Faisalabad

11 Agri Research Punjab Pulses Nuclear Institute for Agriculture & Biology (NIAB), Faisalabad

Dr. Tariq Mehmood Faisalabad

12 Agri Research Punjab Pulses Barani Agriculture Research Institute (BARI) Dr. Ghulam Rubani Chakwal

13 Agri Research Punjab Pulses Punjab Seed Corporation Dr. Ehsan Ullah, Farm Incharge Piplan Mianwali

14 Agri Research Punjab Pulses Regional Agriculture Research Institute (RARI),Bahawalpur

Naeem Arshad, Farm Manager Bahawalpur

28


Sr. No



Think Tank)


15 Agriculture Research Khyber Pakhtunkhwa

Pulses Nuclear Institute for Food and Agriculture (NIFA) Dr. Gul Sanat Shah, Director NIFA Peshawar

7. Private Sector Horticulture Associations / Market functionaries/ farmer organizations/ processors/women entrepreneurs

16 Pvt Sec Association All VCs All Pakistan Fruit & Vegetable Exporters/Processors (PFVA)

1. Mr. Muhammad Hanif 2. Mr Waheed Ahmed / Chairman 3. Mr. Aslam Pakhali

Karachi / Sargodha

17 Processor/ Private Sector All VCs Engro Foods M. Tanveer Lahore

18 Pvt Sec / Processor Potato PEPSI Co Mr. Tariq Okara

19 Pvt Sec / Processor Potato Fauji Fresh and Freeze M. Shoib Fareed Lahore

20 Pvt Sec Grower’s Association Potato Potato Growers Association Mian Muhammad Siddique, President Potato Society Okara

Okara

21 Private Sector Potato Cold Store Operator Okara

22 Private Sector Potato Exporter Okara

23 Private Sector Potato Cold Store Operator Sahiwal

24 Pvt Sec / Exporter Potato Al Rafique Enterprises Mr. Riaz Ahmad Sargodha

25 Pvt Sec / Exporter Potato M/S Sunny International Masood Ahmad Malik Iqbal Colony, Dalazak Road

Peshawar

26 Pvt Sec / Exporter Potato M/S Malik Sohni Malik Jani and Brothers Malik Sohni. TF-351, Deans, Trade Center, Peshawar Cantt: Pakistan.

Peshawar

27 Importer / Trader Association Pulses Pulses traders Association Akbari Mandi Lahore Office Bearers of the Association Lahore

28 Private Sector / Traders Pulses Pulses Traders Association, Akbari Mandi Office Bearers of the Association Lahore

29 Private Sector / Traders Pulses Pulses Traders Association, Faisalabad Mandi Office Bearers of the Association Faisalabad, Digkot

30 Private Sector / Traders Pulses Pulses Traders Association, Chowk Azam Office Bearers of the Association Chowk Azam, Layyah

31 Private Sector / Traders Pulses Pulses Traders Association, Chobara Mandi Office Bearers of the Association Chobara, Layyah

32 Private Sector / Traders Pulses Pulses Traders Association, Jhang Mandi Office Bearers of the Association Jhang

33 Private Sector / Traders Pulses Pulses Traders Association, Bhakkar/Mianwali Mandi Office Bearers of the Association Bhakkar

8. Academia (Agriculture and other relevant universities )

34 Academia All VCs University of Agriculture Faisalabad Dr Khalid Mushtaq Faisalabad

35 Academia All VCs Peer Meher Ali Shah ARID Agriculture University Mr Arshad Mehmood Malik Rawalpindi

36 Academia All VCs Muhmmad Nawaz Sharif University of Agriculture Multan

Dr. Abdul Ghaffar, Deptt of Agronomy (MNSUAM)

Multan

37 Academia All VCs University of Agriculture Peshawar 1. Prof. Dr. Abdul Mateen Khattak, Chairman Hort 2. Dr. M Fida, Dean Faculty of Crop Production Sciences

Peshawar

9. Lead farmers, Insightful and knowledgeable professionals supply/ demand and Development

38 Insightful and knowledgeable All VC International Agriculture Consultant Syed Amanullah Husaini Islamabad

29


Sr. No



Think Tank)


professional


Potato Retired Agri Scientist ARI Tarnab Dr. Nasrullah Jan Malik Peshawar


Tomato CEO Green Circle / Horticulturist Dr. Sajid Iqbal Sindhu Faisalabad


All VCs Development Practitioner / Horticulturist Dr. Waqar Ahmad Lahore

Insightful and knowledgeable professional

Pulses


Tomato Seed Producer/ Importer / Exporter Mian Shaukat Faisalabad


Tomato Tunnel farming Technical Consultant Zohaib Shaukat Sheikhupura

44 Lead Farmer / Insightful and knowledgeable professional

Tomato Input Trader / Vegetable Producer Qazi Naeem Daska

45 Lead farmer Potato Potato Farmer Ch. Muhammad Maqsood Ahmad Jutt Okara

46 Lead Farmer Potato Potato Farmer Ch. Khalid Irshad Depalpur Okara

47 Lead Farmer Pulses Pulses Farmer Dr. Sabir Aziz Chobarra

48 Lead Farmer Pulses Pulses Farmer Mr. Habib Ullah Chobarra

10. Think Tank – Research organization (social/economic and environmental /climate change)

49 Think Tank All VC LUMS Lahore

50 Think Tank All VC IBA Karachi

51 Think Tank All VC IFPRI Islamabad

52 Think Tank All VC SDPI Islamabad

53 Think Tank All VC PIDE Islamabad

54 Think Tank All VC NUST Institute of Civil Engineering (climate change) Islamabad

55 Think Tank All VC USAID Mr. Ayaz Muhammad Mr. Mohsin Rose

Islamabad

56 Think Tank All VC AUSAID Islamabad

Sr #

Date Value Chain Respondent Designation/ Organization Name Location

1 25-Jan-22 Potato/Onion Proprietor Mr. Imtiaz Hussain Karachi/Sindh

2 25-Jan-22 Tomato/Onion Assistant Chief Agriculture (Planning and Development Department, Sindh)

Akhtar Hussain Memon Karachi/Sindh

3 25-Jan-22 Potato/Onion/Tomato Roshan Enterprises/Roshan Packages (Pvt.) Limited Khalid Eijaz Qureshi Karachi/Sindh

4 26-Jan-22 Gram/Chickpea/Lentil/Mung/Mash

President Pakistan Pulses Importer Association Muhammad Ahmad Karachi/Sindh

30


Sr #

Date Value Chain Respondent Designation/ Organization Name Location

5 26-Jan-22 Tomato/Onion Provincial Lead-Sindh/International Trade Center Ms. Shabnam Baloch Karachi/Sindh

6 26-Jan-22 Potato/Onion/Tomato Owner IFTEKHAR AHMED & CO and Patron in/ Chief of All Pakistan Fruit & Vegetable Exporters Importers and Merchants Association

Waheed Ahmad Karachi/Sindh

7 27-Jan-22 Potato/Onion/Tomato President/Sindh Chamber of Agriculture Meran Muhammad Shah Karachi/Sindh

8 27-Jan-22 Potato/Onion/Tomato Professor, Sindh Agriculture University, Tandojam Dr. Muhammad Ismail Kumbhar

Tandojam / Sindh

9 27-Jan-22 Potato/Onion/Tomato/Mung Senior Vice President, Sindh Abadgar Board Mehmood Nawaz Shah Hyderabad/ Sindh

10 28-Jan-22 Potato Deputy Director Agriculture Department GB Ghulam Ullah Saqib Gilgit Baltistan

11 28-Jan-22 Tomato Owner Private Company (Also Provide Consultancy for Processing)

Salman Lodhi Karachi/Sindh

12 29-Jan-22 Onion Vegetable Grower Azam Khan Rind Matiari/ Sindh

13 29-Jan-22 Tomato/Onion Vegetable Grower Ibrahim Shah Tando Allah yar/Sindh

14 29-Jan-22 Tomato Farmer Asif Arian Tando Allah yar/Sindh

15 31-Jan-22 Potato/Onion/Tomato/Mung/Gram/ Lentil/Mash

Director General Agriculture Research Noor Muhammad Baloch Tandojam / Sindh

16 31-Jan-22 Tomato/Onion Professor Horticulture, Sindh Agriculture University Prof. Dr. Saba Ambreen Memon

Tandojam / Sindh

17 31-Jan-22 Onion Director, Onion Research Institute Rasool Bakhsh Hyderabad/ Sindh

18 01-Feb-22 Onion Owner, Perfect Foods Riaz Ahmed MirpurKhas/ Sindh

19 01-Feb-22 Tomato Principal Scientist/Director Technical, Sindh Horticulture Research Center

Dr. Allah Ditta MirpurKhas/ Sindh

20 02-Feb-22 Gram/Chickpea/Lentil/Mung Director, Medicinal Plants and Tobacco Research Institute Mr. Shaood Siddique Tandojam / Sindh

21 02-Feb-22 Tomato/Onion Manager FFC Agri Services Mr. Abdul Jaleel Jarwar Hyderabad/ Sindh

22 02-Feb-22 Tomato/Onion AVP/Manager ZTBL Syed Nadeem Ali Hyderabad/ Sindh

Source: Authors

31


Appendix 4: Value Chain Maps For the each of the four value chains (onion, potato, tomato, and pulses), key actors are mapped in a figure, followed by tables of major and minor actors detailing key findings for each category and additional recommendations from them. Additional tables summarize the key themes respondents highlighted for each value chain segment. The figures and tables for each commodity are potato (Figure A4.1 and Tables A4.1 and 4.2), onion (Figure A4.2 and Tables A4.3 and A4.4), tomato (Figure A4.3 and Tables A4.5 and A4.6), and pulses (Figure A4.4 and Tables A4.7 and A4.8).

Producers:

small, medium,

and large (corporate & contract)

farmers

Exporters

• Supermarkets

• E-commerce

• Hotels,

restaurants,

and cafes

Aggregators

Seed

importers Agri. service

providers

Tradersa

Input

suppliers

Consumers

Processorsb (processing and

value addition)

ENABLERS: Ministry of National Food Security and Research; Ministry of Commerce and Industry; Potato Research Institute, Sahiwal; Potato Crops Program (National Agricultural Research Centre); Hazara Agriculture Research Station; Federal Seed Certification and Registration Department; Department of Plant Protection; Trade Development Authority of Pakistan ; Australian Centre for International Agricultural Research; World Vegetable Center; All Pakistan Fruit & Vegetable Exporters, Importers & Merchants Association; Pakistan Horticulture Development and Export Company.

INFLUENCERS: Punjab Agricultural Marketing Regulatory Authority (PAMRA). Other Regulatory Authorities. Seed Importers.

a Traders include commission agent, wholesalers, and retailers. b Processors include raw as well as value added processors.

Source: TA Consultants

Figure A4.1: Potato Value Chain

https://mnfsr.trancemedia.pk/federal-seed-certification-registration-department/

https://mnfsr.trancemedia.pk/federal-seed-certification-registration-department/

32


Table A4.1: Potato Value Chain Actors

# Actors Major and Minor Actors Findings from Validation (roles, functions,

geographic areas, and shares) Stakeholders’ Recommendations

1 Input and Other Agriculture Support Service Providers

• Seed providers (importers, producers, dealers)

• Cold storage operators

• Machinery providers

• Pesticide and fertilizer dealers/providers

• Packing and packaging material providers

• Logisticians

• Financial services and crop insurance providers

• Quality control and certification bodies

• Private seed companies, Punjab Seed Corporation, and farmer-to-farmer arrangements manage seed potato (only 1.5% of seed available is certified, including imported [0.9%] and local [0.6%] seed). The rest is managed from recycled crop.

• Almost 100% of the imported seed is sourced from the Netherlands. All the imported seed is certified.

• A majority of the input supplies are financed through informal lending by middlemen.

• Current cold storage facilities serve only 70% of the need, and are outdated and expensive.

➢ Develop the high potential for market-led varietal development and seed production to meet commercial and other value chain requirements.

➢ Improve quality standards and increase and improve storage capacities.

2 Producers/ Farmers: Medium, Large (corporate and contract farmers), Farmers’ Associations

• Medium farmers

• Large farmers

• Small farmers

• Corporate and contract farmers

• Farmers’ associations

• Potato is a major cash crop in Punjab.

• 90% of Pakistan’s potato crop is produced in Punjab (234.4 thousand hectares [ha] and 4,681 thousand tons).

• Production hubs: Okara, Sahiwal, Pakpattan, Kasur, Khanewal.

• In Punjab 80% of the potato is produced by commercial, medium, and progressive smallholder farmers (commercial farms are > 20 ha, medium farms are 5–20 ha, advanced smallholder farms < 5 ha).

• 20% of the potato is produced by other small farmers with less than 5 ha of land.

➢ Commercial and medium farmers could increase production to enhance exports.

➢ The most suitable areas for seed production are in KP and GB and should be used for that purpose.

➢ Farmers’ associations need strengthening and reactivating

3 Traders • Contractors/aggregators

• Commission agents

• Exporters

• Traders

• Wholesalers

• Retailers

• Retail chains

• Farmers market operators

• Virtual market operators

• 90% of potato is prepared and consumed in homes.

• Sales are controlled by commission agents and market functionaries.

• Farmers’ markets, supermarkets, and virtual market systems are emerging in Pakistan.

➢ Develop the potential for alternative, farmer-friendly marketing systems leading to free markets.

➢ Explore and strengthen high-end and virtual markets

➢ Develop digital markets.

4 Processors (potato processing and value addition)

• Raw potato processors

• Value-added products processors

• HORECA

• Raw potato processors are in production hubs

• Value addition processors (Karachi, Lahore, Pakpattan)

• Lack of locally produced starch

• No other byproducts

• HORECA

➢ Enhance processor-led production models. ➢ Explore primary processing and other byproduct

production (at the field level). ➢ Develop small and medium-sized enterprises

(including women and the youth).

5 Enablers and • Potato Research Institute, Sahiwal • Relevant ministries, divisions, and directorates. ➢ Incorporate contemporary research practices.

33




Influencers • Hazara Agriculture Research Station, Abbottabad

• Federal Seed Certification and Registration Department

• Ministry of National Food Security & Research

• Agriculture Extension Wing

• Potato Crop Program, National Agriculture Research Center

• Australian Centre for International Agriculture Research

• International Potato Center (CIP)

• Asian Vegetable Research and Development Center

• Ministry of Commerce and Trade

• All Pakistan Fruit and Vegetable Exporters, Importers & Merchants Association

• Trade Development Authority Pakistan

• Department of Plant Protection

• Academia

• Market committees (PAMRA)

• National and international research institutes and development partners.

• Agriculture extension

• Regulatory bodies

• Importers

• National and international standards

• PAMRA Act

➢ Robust extension services. ➢ Enhance agriculture research capacities to play

effective role. ➢ Follow national and international standards.

Potential to introduce facilities and build producers’ capacities to meet standards.

➢ Strengthen the Potato Research and Development Board.

➢ Formulate data-driven policies.

GB = Gilgit–Baltistan; ha = hectare; HORECA = hotels, restaurants, and cafes; KP = Khyber Pakhtunkhwa, PAMRA = Punjab Agricultural Marketing Research Authority. Source: Authors.

Table A4.2: Potato Value Chain Study: Issues

Value Chain Segment Specific Issues Highlighted by Respondents

Production • Quality of inputs including seed variety, pesticides, and others (better quality seed needed)

• High cost of production and low profit margins (fluctuations in export marketing)

• Absence of commercial varieties that can be used for chips and fries

• Lack of modern and improved technologies

• High postharvest losses (25%–30%)

• Weak capacities of farmers

• Producer’s dependence on informal financing driven by commission agents

• Adverse effect of climate change (prolonged seasons and temperature stress)

• Absence of approved standards (sanitary and phytosanitary standards, hygiene, food safety)

• No implementation and practices of quality standards at the farm level

Mechanization • No standardization of farm equipment, implements, and machinery

• Absence of appropriate and efficient machinery for production and pre- and post-harvest operations

Storage • Inadequate, inefficient, and high-cost cold storage facilities

Marketing and Distribution • Substantial gap between farm gate and end user prices due to the involvement of too many actors in distribution and marketing

• Poor enforcement of market regulations and management

34



• Oligopsony in markets and the traditional auction system

• Very weak market information system

• Poor distribution and marketing infrastructure both at field level and in markets

Packing and Packaging • No defined packing and packaging standards

• Packaging facilities/knowledge need to be improved

• Packaging not consumer-friendly

Processing • Lack of processing and value addition facilities in production areas, huge potential for processing

• High cost and low availability of raw potato processing lines

• Gap in demand and supply

• Non availability of commercial varieties

Import and Export • Complicated procedures and documentation of government departments

• High freight costs

• Lack of standards

• Insufficient facilities at ports and logistics

Policy • Lack of strategy-driven research and development system

• Lack of improved practices and technology

• Limited outreach of extension agents

• Poor access to formal finance

Source: Authors

35


Producers/Farmers:

(small, medium, large)

Agri. service

providers Input suppliers

Tradersa

Consumers

• Supermarkets

• E-commerce

• Hotels, restaurants,

and cafes Processorsb

(processing and

value addition)

Exporters

Seed importers

Aggregators

ENABLERS: Ministry of National Food Security and Research; Ministry of Commerce and Industry; Onion Research Institute, Hyderabad;

Agricultural Extension; Federal Seed Certification & Registration Department; Department of Plant Protection; Australian Center for International

Agricultural Research (ACIAR); World Vegetable Center; All Pakistan Fruit & Vegetable Exporters, Importers, & Merchants Association.

INFLUENCERS: Punjab Agricultural Marketing Regulatory Authority, other regulatory authorities, seed importers.

a Traders include commission agents, wholesalers, and retailers. b Processors include raw as well as value added processors.

Source: Authors

Figure A4.2: Onion Value Chain

36


Table A4.3: Onion Value Chain Actors

# Actors Major and Minor Actors Findings from Validation (roles, functions, geographic

areas, and shares) Stakeholders’ Recommendations

1 Input and Other Agriculture Support Service Providers

• Seed providers (importers, producers, and dealers)

• Seedling producers


• Storage

• Financial services


• Pesticide and fertilizer providers


• Logisticians

• Market information services

• Technology providers

• 90% of the onion seed is imported and 10% is locally produced. Pakistan imports most of its onion seed from South Africa, the United States, and Germany.

• Commercial varieties for industrial use are not available.

• Private sector provides local and imported seed varieties (Nassarpuri, Pulkara, Hazara) that are not commercial and industrial seed varieties.

• Basic machinery and implement manufacturing hubs are in Sindh (Judho and Sakrand) and Balochistan (Loralai and Khuzdar).

• Appropriate onion storage facilities are absent.

• Development of standards and ensuring compliance is required.

➢ High potential for seed production and varietal development suitable for longer onion shelf life and to meet industrial demand.

➢ Onion storage facilities needed at field and market levels.

➢ Meet the high demand for seed and implement standards and ensuring compliance with them.

➢ Improved, efficient, and modern machinery needed for on-farm operations.

➢ Meet the huge demand and scope of modern technologies for engaging women and the youth.

2 Producers • Small farmers

• Medium farmers

• Contract farmersa


• Onion yield in Pakistan is 6 tons per acre as compared to more than 20 tons in developed countries, primarily due to seed varieties.

• 77% of production is in two provinces—Sindh (44%) and Balochistan (33%), of which 70% is produced by small farmers (< 12.5 acres in Sindh and < 32 acres in Balochistan).

• Production hubs: Mirpurkhas, Umerkot, Jamshoro, Matiari, Sanghar, S. Benazirabad and Tando Allahyar in Sindh; Khuzdar, Nasirabad; Kalat, and Jafferabad in Balochistan.

• Inadequate crop management practices; injudicious use of water leads to shorter shelf life (about 50% harvest and postharvest losses).

➢ Engage public and private sector forums—such as the All Pakistan Fruit & Vegetable Exporters, Importers & Merchants Association (APFVA), farmers’ associations, Sindh Chamber of Agriculture, Sindh Abadghar Board, All Balochistan Zamindar Action Committee—in all sorts of planning and implementation of onion sector activities.

➢ Build farmers’ capacity for crop production. ➢ Implement a market price trends and

information system for farmers.

3 Traders • Contractors/aggregators

• Traders


• Wholesalers

• Exporters

• Retailers

• Retail chains


• About 80%–90% of farmers sell their crops at the farm gate to aggregators/middlemen and do not have market price information.

• Balochistan has a very weak wholesale marketing system in all districts except Quetta and Naseerabad.

• Pakistan exports 2.5% of its total onion production to the Gulf and neighboring countries.

➢ Develop the potential for an alternative/farmer-friendly marketing system leading.

➢ Explore and strengthen high-end and virtual markets.

➢ Develop digital markets.

4 Processors (onion processing and value addition)

• Value addition and processors

• Pack house operators

• Hotels, restaurants, and cafes

• Men and women small and medium-sized enterprises/cottage industries

• Weak value addition industry (a majority of the produce is sent to markets for fresh consumption; a very small share (about 1%) is sent to the processing industry for value addition.

• No commercial pack houses.

➢ Take advantage of the huge potential for value addition through small and medium-sized enterprises/cottage industries.

➢ Enhance onion-related exports through niche market development.

37


# Actors Major and Minor Actors Findings from Validation (roles, functions, geographic

areas, and shares) Stakeholders’ Recommendations

• Hotels, restaurants, cafes, and retail chains are major onion users.

• High transport costs.

➢ Develop commercial pack houses. ➢ Provide improved and low-cost logistic

opportunities.

5 Enablers and Influencers

• Onion Research Institute Hyderabad

• Regulatory bodies

• Importers

• National research institutes and development partners

• Agriculture extension

• Nursery producers

• Trained and skilled labor contractors

➢ Provide crop zoning, weather forecasting, and crop planning.

➢ To avoid distortion in the local produce markets, ban on imports is recommended.

➢ Ensure the availability of improved varieties and quality seed.

➢ Strengthen extension outreach using information and communication technology.

➢ Develop and enforce national and international compliance standards.

a There is no formal contract farming in onion production. The informal system that prevails differs from area to area. The most common modality is that 45%–50% of farmers lease their fields for 3–5 years to a contractor. Small or sometimes big commission agents or wholesalers do the contract financing. The contractors are obliged to sell the produce to the lending commission agents who in turn sell their products to a leading commission agent in the local market. Some farmers sell their produce before maturity to the traders or exporters who arrange for harvesting. In a second type of informal contract onion farming, a large farmer arranges with smallholder/poor farmers by providing inputs, technical knowledge, and finance needed for the smallholder’s household during the crop growing season. The small farmers provide the labor for cultivation, crop protection measures, harvesting, handling, and packing. The farmers are paid per the market rate. The farm manager maintains the record of inputs, supplies, labor, production, and marketing.

Source: Authors.

38


Table A4.4: Onion Value Chain Study: Thematic Areas


Production • Lack of affordable high-quality seed and diversified and disease-resistant varieties.

• Lack of training in production technologies.

• Inefficient use of irrigation water particularly in Balochistan where tube well water is used to grow onion and impacts the water table.

• Absence of required standards (sanitary and phytosanitary, hygiene, food safety).

Mechanization • No standardization of farm equipment, implements, and machinery.

• Appropriate production and harvesting technologies not available.

Storage • Absence of storage facilities at farm and commercial levels.

Marketing and Distribution • Substantial gap between farm gate and end user prices due to involvement of too many actors in distribution and marketing.

• Very weak market information system.

• Shaky market prices due to unplanned imports.

• Poor enforcement of market regulations and management.

• Oligopsony markets and traditional auction system.

• Poor distribution and marketing infrastructure both at field and market levels.

Packing and Packaging • High postharvest losses due to inappropriate handling and transport facilities.

• Traditional packing and packaging practices, using jute and net bags that are prone to breakage and loss of produce.

• No standard and consumer-friendly packing and packaging.

Processing • No value addition and processing facilities in productions hubs.

• Varieties suitable for high-value product lines are not available.

Import and Export • The varieties grown in Pakistan are not suitable for export due their short shelf life.

• Delays in export at ports, lack of appropriate facilities, noncompliance with standards, and high freight cost negatively impact exporting.

Policy • No policies exist to enhance vertical growth in the onion value chain.

• Lack of strategy-driven research and development system.

• Trade policies are not farmer friendly; at times government allows imports when local production is entering markets, thus negatively affecting farmers.

• The formal financing channels are not readily accessible, and farmers have to rely on middlemen.

Source Authors

39


ENABLERS: Ministry of National Food Security and Research; Ministry of Commerce and Industry; Agricultural Research & Extension;

Federal Seed Certification & Registration Department; Department of Plant Protection; market committees; All Pakistan Fruit & Vegetable

Exporters, Importers, & Merchants Association; World Vegetable Center; Australian Centre for International Agricultural Research (ACIAR);

Dutch companies;

Consumers

INFLUENCERS: Punjab Agricultural Marketing Regulatory Authority, other regulatory authorities, seed importers.

Producers/farmers:

small, medium, large

(corporate & contract

farmers)

Agri service

providers

Input

suppliers

Aggregators

Tradersa

• Supermarkets

• E-commerce

• Hotels,

restaurants,

cafes

Processorsb

(processing and

value addition)

Seed importers

Exporters

a Traders include commission agents, wholesalers, and retailers. b Processors include raw as well as value-added processors.

Source: Authors.

Figure A4.3: Tomato Value Chain

40


Table A4.5: Tomato Value Chain Actors



1 Input Providers and Agriculture Support Service Providers


• Seedling producers

• Storage




• Logisticians


• Market info services



• 100% of tomato seed is imported from other countries e.g., India, Thailand, the People’s Republic of China, and the United States.

• The seed varieties are only for meeting consumer demand and are not suitable for industrial use.

• High use of pesticides and other chemicals.

• Seed providers are operating from Gujranwala, Hyderabad, Lahore, and Thatta.

• Postharvest losses exceed 40%.

➢ Develop varieties suitable for industrial processing to stabilize the seasonal prices and benefit the end consumer.

➢ Improve quality standards and upscale and improve storage capacities.

➢ Invest in establishing a local pulp production industry and commercialization of research and development it.

➢ Adopt cold chain logistics to minimize postharvest losses.

2 Producers/ Farmers (small and medium, corporate and contract farmers, farmer’s associations)

• Small farmers

• Medium farmers

• Contract farmersa


• Sindh contributes the major production share (34.4%) followed by Balochistan (24.6%) and KP (22.4%).

• In Sindh and Balochistan, small and medium farmers contribute almost 100% of the tomato production.

• District Badin and all of KP have the capability to produce naturally an off-season crop.

• Production hubs: Thatta, Badin, Mirpurkhas, Tando M. Khan, Larkana, Matiari and Umerkot in Sindh; Qilla Saifullah, Barkhan, Nasirabad, Jafferabad and Khuzdar in Balochistan; Swat, Malakand, Lower Dir; D.I. Khan and Charsada in KP.

➢ Diversify the scope of the production base to meet the demand.

➢ Strengthen the All Pakistan Fruit & Vegetable Exporters, Importers & Merchants Association in Karachi, and farmer’s associations (Sindh Chamber of Agriculture, Sindh Abadghar Board, All Balochistan Zamindar Action Committee).

➢ Provide low-cost transport systems (train etc.).

3 Traders • Contractors/ aggregators

• Traders


• Wholesalers

• Retailers

• Retail chains


• About 90% of the tomato is consumed fresh.

• About 70%–80% of farmers sell their crop at farm gate.

• Sales are mostly controlled by commission agents.

• Balochistan has a very weak marketing system in all districts except Quetta and Naseerabad.

• Farmers sell their produce to middlemen without knowing the market price.

➢ Develop alternative, farmer friendly marketing systems leading to free markets

➢ Explore and strengthen high-end and virtual markets

➢ Develop digital markets

4 Processors (Tomato processing and value addition)


• Men and women small and medium-size enterprises/cottage industries



• Machinery for paste and puree production is needed in production zones to fetch better prices for the produce, and to engage the youth and women.

• Most processing industries are in major cities such as Karachi and Lahore, which increases the cost and harvest losses.

• National, Shan Foods, and other local processors

➢ Enhance processor-led production models.

➢ Tomato byproducts could be processed by cottage industries (women and the youth)

➢ Establish plastic crate making industries in main production hubs to decrease postharvest losses during

41




are actively involved in buying raw tomato from markets and contractors, but face inconsistent supplies and thus rely on importing paste and puree from other countries, especially the People’s Republic of China.

transport.


• Tomato importers

• Market committees

• Ministry of National Food Security and Research

• National and international research institutes and development partners

• Agriculture Extension & Research

• Federal Seed Certification and Registration Department


• All Pakistan Fruit and Vegetables Farmers Association

• Research needed on local variety development that caters to the need for fresh tomato and for industrial use.

• Financing facilities needed.

• Policies related to financing, farm mechanization, and strengthening of market information needed.

• Regulations for quality compliance and their enforcement needed.

• Small and medium-size industries and cottage industries need development.

➢ Unplanned imports of tomato from other countries should be stopped to benefit local farmers.

➢ Huge potential for diversification of production base.

➢ Incorporate contemporary research practices.

➢ Provide robust extension services. ➢ Enhance agriculture research

capacities to play effective roles. ➢ Follow national and international

standards. Introduce facilities for and build producers’ capacities to meet the standards.

➢ Strengthen the research and development system.

➢ Develop and implement data-driven policies.

KP = Khyber Pakhtunkhwa. a Some tomato producers rent large tracts of land for cultivating tomato. Others use vertical farming technologies by renting the land. This is not typical contract farming whereby large or medium level companies practice contract farming through a buy-back agreement—for example, PEPSI Co. does contract potato farming and provides seed, other inputs, and advice for production of potatoes for chips. Source: Authors.

Table A4.6: Tomato Value Chain Study: Thematic Areas


Production • Absence of high-quality and affordable certified seed.

• High post-harvest losses.

• Adverse effect of climate change that increased pest and disease incidence.

• Absence of approved standards (sanitary and phytosanitary, hygiene, food safety).

• Lack of production skills and technologies.

Mechanization • Lack of standardization in machinery production and processing industries.

Storage • Absence of storage facilities at farm and commercial levels.

• Unavailability of storage facilities at the farm gate, i.e., field heat removal facilities.

Marketing and Distribution • Poor enforcement of market regulations and management.

• Oligopsony markets and traditional auction system.

• Very weak market information system.

• Poor distribution and marketing infrastructure both at field and market levels.

42



Packing and Packaging • Traditional packing and packaging practices, wooden crates.

• Plastic bags also add to post-harvest losses during transport when they are stacked.

• Plastic crates are expensive and not manufactured at production hubs.

• Sizes and types of packing vary.

• No consumer-friendly packing.

Processing • Lack of processing and value addition (pulp production) facilities in production areas.

• Inconsistent supply to fulfill the demand.

• Varieties suitable for pulp production not available.

Import and Export • Complicated procedures and documentation required by government departments.

• Highway freight is costly and train freight is not facilitated.

• Lack of facilities at borders and logistics.

Policy • Tomato is being imported from Iran and Afghanistan, which adversely affects the local farmers.

• Lack of strategy-driven research and development system.

• Limited outreach of extension agents.

• Lack of formal financing facilities.

• Lack of formal finance.

Source: Authors

43


Figure A4.4: Pulses Value Chain

Producers/farmers:

(small, medium, large)

Agri service

providers

Input

suppliers

• Supermarkets

• E-commerce

• Hotels,

restaurants,

cafes

Tradersa

Consumers

Processors

(processing and

value addition)

INFLUENCERS: Punjab Agricultural Management and Research Authority, other regulatory authorities, importers.

ENABLERS: Ministry of National Food Security & Research; Ministry of Commerce and Industry; Agricultural Research & Extension; Arid

Zone Research Institute, Bhakkar; Nuclear Institute of Agriculture and Biology, Faisalabad; Barani Agricultural Research Institute, Chakwal;

Regional Agricultural Research Institute, Bahawalpur; Federal Seed Certification & Registration Department.

Importers

a Traders include commission agents, wholesalers, and retailers. Source: Authors.

44


Table A4.7: Pulses Value Chain Actors

# Actors Major and Minor Actors Finding from Validation

(roles, functions, geographic areas, and shares) Stakeholders’ Recommendation

1 Input Providers and Agriculture Support Services



• Market info services

• Storage




• Logisticians



• More than 90% of the chickpea is grown under rainfed conditions.

• More than 80% of mung bean is grown under irrigated conditions.

• Cultivation of lentil and mash is limited; more than 90% of these pulses is imported.

• Certified chickpea and mung bean seed is not available. 95% of the pulse seed is recycled and 5% of the seed requirement is met by the formal sector.

• Seed drills and thrashers are commonly used in pulse production and harvesting. The hubs of pulse manufacturing implements are in Bhakkar, Faisalabad, and Sargodha.

➢ High-yielding, appropriately tolerant/resistant varieties to biotic and abiotic factors, should be developed.

➢ Appropriate machinery is needed for on-farm operations.

2

Producers/ Farmers (small, medium, and large)

• Small farmers

• Medium farmers

• Contract farmers

• 90% of the pulses are grown in Punjab.

• 70% of the production is by small and medium farmers in Punjab.

• 30% of pulses are produced by large farmers.

• The yield of pulses in Pakistan is an abysmal 100–120 kg/acre.

• The pulses are grown in marginal conditions. Because of erratic rainfall during the last few years, crops failed in Punjab.

➢ There is a huge potential for pulse production, both horizontally and vertically.

➢ Famers need access to high-quality seed and machinery.

➢ Pulses are proven to be good for intercropping.

3

Traders/ Importers


• Traders

• Wholesalers

• Brokers

• Retailers

• Lack of market information services

• 100% of farmers’ produce is purchased by the traders for selling to commission agents and processors

• Retailers’ requirements are primarily filled by the processors, and some from the wholesalers.

• Half of the national requirement for chickpea and all of the requirement for lentils and mash bean are imported from Australia, Canada, Turkey, Myanmar, and African countries. Mung bean is being exported to Afghanistan during 2021/22.

➢ Improve the market information system (production, supply, import).

➢ Remove bottlenecks in customs clearances and streamline sanitary and phytosanitary standards by adopting information and communication technology.

4 Processors (pulse processors and value addition)


• Men and women small and medium-sized enterprises/cottage industries



• Milling efficiency is reduced by 80% due to inconsistent supplies of chickpea, due to climate factors.

• 70% of the white chickpea is used in hotels, restaurants, and cafes.

• Packing and packaging are done in the industries (daal factories)

➢ There is a huge potential for value addition and processing, subject to consistent supplies.

➢ There is high scope for engagement of women.

➢ Supply chain needs to be more regular for processors to plan long-term investments.


• Pulse importers

• Market committees, Punjab Agricultural Marketing Regulatory Authority

• Exporters

• Federal Seed Certification and

• Pulses importers import lentil and mash, process it, and sell it through the wholesale markets. They may hoard the pulses but lack sufficient storage to stock them for long periods. According to the Pakistan Pulses importer Association, if the government allows them to import, repack, and export to other countries, this could help ease the prices in the local markets. Because lentil

➢ A consistent and long-term policy to support pulses is needed.

➢ Explore new production areas particularly in Balochistan given that pulses have low water requirements.

➢ Remove bottlenecks in seed

45


# Actors Major and Minor Actors Finding from Validation

(roles, functions, geographic areas, and shares) Stakeholders’ Recommendation

Registration Department


• Pakistan Agricultural Research Council, Arid Zone Research Institute, Nuclear Institute for Agricultural Biology, Barani Agricultural Research Institute

and mash are 100% imported, the government should consider providing incentives to the farmers (e.g. high-quality seed and other inputs) to help with import substitutions.

production and varietal development.

➢ Promote context-specific mechanization.

➢ Incentivize and encourage the Public Service Commission and other private sector actors to produce pulse seed.

Source: Authors

Table A4.8: Pulses Value Chain Study: Thematic Areas Value Chain Segment Issues as Highlighted by Respondents

Production • Certified seed and suitable varieties not available.

• Pulse seed is not imported; a majority of farmers are using recycled seed.

• Lack of appropriate production and harvesting machinery.

• Lack of adaptation of climate resilient agriculture.

• Low return from pulses as compared to other crops.

• Shifting of areas under cultivation to other crops.

• Very low crop yield—100–120 kg per acre as compared to 800–900 kg in other countries.

Standardization • Absence of appropriate and efficient machinery for production and pre- and post-harvest operations.

• Lack of improved practices at the farm level, e.g., for drying.

Storage • Lack of appropriate and advanced storage facilities at all levels.

Marketing and Distribution • No accurate data on pulses production and total requirement from the crop reporting department.

• Unfair market practices and distortions by brokers.

Packing and Packaging • No standards set by authorities and market functionaries.

Processing • Inconsistent supply chain.

• High processing cost due to high electricity charges.

Import and Export • No digital data of pulses production, demand, import to the country, number of containers imported, and the import requirement of the country.

• Delayed customs clearance increases the logistic cost and the price in the local market.

Policy • Need a policy to support pulses by providing subsidy as provided by the government for oilseed crops.

• Need policy for research and development and commercialization.

• Pulses are an essential part of the diet and a cheap source of protein. Thus, the government should consider them major crops and incentivize farmers and industry to substitute locally grown pulses for imports, which exceeded $1 billion in value yearly.

Source: Authors.

46


Appendix 5: Survey Tools for Pulses Value Chain Actors

I. Tools for Interviewing Input Suppliers and Agriculture Services Providers 1. Seed Suppliers

A. General Information

A1. Province

1. Punjab 2. Sindh 3. Balochistan 4. Khyber Pakhtunkhwa

A2. District

A3. Name of Respondent

A4. Age (in years)

A5. Gender 1. Male 2. Female 3. Transgender

A6. Education level

1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Others (Specify)

A7. Mobile No.

B. Survey Questions B1. Which category of seed supplier are you in? A. Farmer self-sourcing seed

B. Commission agent/contractor C. Punjab Seed Corporation D. FSCR&D E. Research institute F. Other (specify)

B2. How long have you been in the business of pulses seed?

B3. What is your average per season sale of pulses seed? Quantity (bags)

Bag size (kg) Price (PRs. per bag)

B4. With whom you are registered? (Multiple selection)

A. FSCR&D B. Punjab Seed Corporation C. Provincial seed corporation/department D. Private sector E. Other (specify)

B5. What type/category of pulses seed do you deal with? (Multiple selection)

A. Chickpea B. Mung bean C. Lentil D. Mash

B6. Who are your major seed buyers? (Multiple selection) A. Farmers B. Contract farmers C. Contractors D. Commission agents E. Others (specify)

B7. What are the prominent seed varieties in your district/region? (Multiple selection)

A. Crop Varieties Approximate Share in the Total Seed Demand

B. Chickpea 1.

47


2. 3.

C. Mung bean 1. 2. 3.

D. Lentil 1. 2. 3.

E. Mash 1. 2. 3.

B8. In your opinion, what are the salient characteristics of varieties that are in high demand? (Multiple selection)

A. High yielding B. Disease resistance C. Climatic suitability D. Drought resistance E. Other (specify)

B9. What mode of payment is used in your seed business? (Multiple selection)

A. Cash B. Credit C. Commission agents (informal credit) D. Other (specify)

B10. How many clients do you have as pulses seed buyers? (Multiple selection)

A. Less than 50 B. 50 to 100 C. More than 100 D. More than 500

B11. Who primarily are they? 1. Large farmers 2. Medium farmers 3. Small farmers 4. Contractual farmers 5. Cooperative farmers 6. Others (specify)

B12. In your opinion, how often do farmers purchase seed from the market (e.g., yearly? every 2 years? or?)?

Chickpea …………. years Mung bean …………. years Lentil……………….years Mash ………………years

B13. What is your preferred seed storage method? 1. Bags 2. Tins 3. Open heaps 4. Others

B14. How do you manage the storage pest problem in pulses? 1. Chemical treatment 2. Open drying methods 3. Machines 4. Others

B15. What incentives does the government offer for promoting new improved cultivars?

1. Subsidies on new cultivars 2. Free seed sample distribution 3. Buy-back promise 4. Demonstrations and knowledge sharing

B16. What is the average seed rate use and cost per acre? Chickpea ………. kg/acre and …………. PRs./acre Mung……………. kg/acre and …………. PRs./acre Lentil……………. kg/acre and …………. PRs./acre Mash……………. kg/acre and …………. PRs./acre

B17. Has the seed business been affected during due to COVID-19?

1. Yes 2. No

B18. If yes, please elaborate on the type of difficulty.

B19. If yes, what remedies can be done to tackle this difficulty?

B20. How has COVID-19 affected the supply chain in your business in terms of value?

B21. How has the current inflation affected your livelihood? Did you face any difficulty in selling pulses seeds due to increased inflation?

48


2. Fertilizer and Nutrient Dealers/Suppliers A. General Information

A1. Province 1. Punjab 2. Sindh 3. Balochistan 4. Khyber Pakhtunkhwa

A2. District


A4. Age (in years)


A6. Education level 1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Other (Specify)

A7. Mobile No

B. Survey Questions

B1. How long have you been in the business of fertilizers and nutrients?

B2. Is your company registered as any of the following? 1. National 2. Multinational 3. SME (dealers/traders) 4. Other (specify)

B3. With whom are registered? 1. Government department 2. Business chambers 3. Fertilizer association 4. Provincial agriculture extension department 5. Others (specify)

B4. What type of fertilizers and nutrients do you deal with? (Multiple selection)

A. Imported B. Locally manufactured C. Other (specify)

B5. What kind of fertilizers and nutrients do you deal with? (Multiple selection)

A. Granular B. Liquid C. Powder D. Other (specify)

B6. What is the average sale per month? Macro (bag) Micro (bag/bottles)

Others (specify)

B7. Who are your major buyers? (Multiple selection)

A. Farmers B. Contract farmers C. Contractors D. Commission agents E. Others (specify)

B8. What are the major fertilizers used for pulses production?

(Multiple selection)

Chickpea Mung bean

Lentil Mash

Recommended quantity/acre

Farmer usage (quantity/acre)

49


Average expenditure per acre

B9. What is your preferred mode of payment in the fertilizer and nutrient business?


A. Advance payment B. Cash C. Credit D. Commission agents (informal credit) E. Other (specify)

B10. What are the main challenges in the fertilizer and nutrient business?


A. Government rules and regulations B. Import cost C. Farmer requirements D. Supply and demand situation E. Other (specify)

B11. How many buyers do you have? 1. Less than 50 2. 50 to 100 3. More than 100

B12. Who are your primary buyers? (Multiple selection)

A. Large farmers B. Medium farmers C. Small farmers D. Other (specify)

B13. Did your sales of fertilizers decline due to COVID-19? 1. Yes 2. No

B14. If yes, please elaborate on the estimated reduction in sale

B15. Did the transport rates increase during the COVID-19 pandemic for delivery of goods? If yes, please estimate the value.

B16. If rates increased, what could be done to tackle this difficulty?

B17. Did you face any difficulty in selling fertilizers due to increased inflation?

3. Pesticides and Chemical Dealers A. General Information

A1. Province

1. Punjab 2. Sindh 3. Balochistan 4. Khyber Pakhtunkhwa

A2. District


A4. Age (in years)


A6. Education level

1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Others (Specify)

A7. Mobile No.

50


B. Survey Questions B1. How long have you been in the business of pesticides and chemicals?

B2. Is your company registered as (Yes or No):

1. National (specify company .................................................. ) 2. Multinational (specify company ............................................ ) 3. SME (dealers/traders) 4. Other (specify)

B3. With whom you are registered as a pesticides and chemicals dealer?

1. Federal govt. department 2. Business chambers 3. Pakistan Agriculture Pesticides Association 4. Provincial Agri. Pest Warning Department 5. Other (specify)

B4. Which types of pesticide companies do you deal with? (Multiple selection)

A. National B. Multinational C. Importer D. Other (specify)

B5. Which types of pesticides do farmers primarily use for pulses crops? (Multiple selection)

A. Insecticides B. Fungicides C. Weedicides D. Other (specify)

B6. Who are your major buyers? (Multiple selection)

A. Farmers B. Contract farmers C. Contractors D. Commission agents E. Other (specify)

B7. What is your average sale of pesticides per season for pulses?

Quantity (no. of bottles/bags)

National Multinational SME (dealers/traders)

B8. How much spray is used on pulses crops?

Pesticides Weedicides Fungicides Anti- frost No spray

Recommended quantity/acre

Farmer usage (quantity/acre)

Average expenditure per acre

B9. What is the preferred mode of payment in your business? (Multiple selection)


B10. What are the main challenges in your business? (Multiple selection)

A. Government rules and regulations B. Import costs C. Farmer requirements D. Supply and demand situation E. Product quality F. Other (specify)

B11. Have you faced any difficulty in selling pesticides for pulses due to COVID-19?

1. Yes 2. No


B13. Did pesticide dealers and farmers experience a significant decrease in the use of pesticides during the COVID-19 pandemic.

51


B14. Did increased rates of transport during COVID-19 affect the supply and demand situation for your business?

B15. If yes, What remedies can be made to tackle this difficulty?

B16. How has the current inflation affected your livelihood? Did you face any difficulty in selling pesticides for pulses due to increased inflation?

4. Agriculture Machinery Service Providers A. General Information


A2. District


A4. Age (in years)


A6. Education level 1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Others (Specify)

A7. Mobile No.

B. Survey Questions

B1. How long have you in the business of agriculture mechanization?

Dealer Service provider

B2. What type of agriculture machinery do you deal with? (Multiple selection)


B3. For pulses crop, which machinery services do you provide? (Multiple selection)

B3a. No. of units

B3b. Charges per acre (PRs.)

B3c. Area covered per season (acres)

Chickpea Mung bean Lentil Mash

Fixed tine cultivator

Disc plough/Mold board plough

Traditional land leveler

Rotavator

Pulses seeding drill

Boom sprayer (tractor mounted)

Battery operated

Knapsack sprayer

Pulses thresher

Combine harvester

B4. Who are the major clients of your agriculture machinery services? (Multiple selection)

A. Farmers B. Contract farmers

52


C. Contractors D. Other (specify)

B5. What is your preferred mode of payment? (Multiple selection)

A. Cash B. Credit C. Commission agents (Informal credit) D. Other (specify)

B6. What are the main challenges in your business? A. Quality of implements and tools B. Time-specific service provision C. Landholding size D. Other (specify)

B7. In your view, what part of the cropped land in your area is under mechanization for the pulse crops?

Chickpea………….. % area Mung ……………… % area Lentil ……………… % area Mash ………………. % area

B8. What are the challenges in expanding the mechanization of pulses cultivation?

A. High investment cost B. Low demand C. Limited application to pulses D. Lack of viability of investment

B9. What incentives does the government offer for promoting mechanization in pulses cultivation?

A. Investment subsidies B. Low interest rates on loans C. Operational subsidies D. Free distribution of small-scale equipment etc.

B10. What is the average machinery expenditure incurred by farmers/acre?

Chickpea …………. PRs./acre Mung … …………. PRs./acre Lentil …… ……… PRs./acre Mash …… ………. PRs./acre

B11. Have you faced any difficulty in providing services to pulses farmers due to COVID-19?

1. Yes 2. No

B12. If yes, please elaborate on the type of difficulty?

B13. Were there any business diversification remedies that helped your business to overcome the difficult situation?

B14. How has the current inflation affected your livelihood? Have you faced any difficulty in providing services to farmers due to increased inflation?

5. Packing and Packaging Material Providers A. General Information


A2. District


A4. Age (in years)



A7. Mobile No.

53


B. Survey Questions B1. What kind of packing and packaging material business do you engage with? (Multiple selection)

A. Manufacturers B. Dealers C. Suppliers D. Other (specify)

B2. What is the current cost of pulses packing material (gunny bags)?

PRs. per bag

Manufacturer Dealer Suppliers Other (specify)

B3. How much demand for pulses packing material do you usually have? (No. of bags)

B4. Do you also deal with branded packing material? Manufacturer Dealer Suppliers Other (specify)

1. Yes 2. No

1. Yes

2. No

1. Yes

2. No

1. Yes

2. No

B5. What labelling is used to identify your packing material? (Multiple selection)

A. None B. Handwritten C. Printed text D. Barcode E. QR code F. Other (specify)


A. Availability of raw material B. Cost of raw material per bag C. Producing high quality material D. Capacity of bags (kg) E. Strength of gunny bags (for use during various

seasons) F. Other (specify)

B7. What challenges do you face in pulses packaging? (Open ended)

B8. How do you handle the postharvest losses?

B9. Have you faced any of difficulty in selling packing and packaging material to pulse farmers due to COVID-19?

1. Yes 2. No


B11. Was credit to farmers for packing material in demand during the COVID-19 situation?

B12. If yes, what remedies can be done to tackle this difficulty?

B13. How has the current inflation affected your livelihood? Have you faced any difficulty selling packing and packaging material due to increased inflation?

6. Transport Operators A. General Information


A2. District


A4. Age (in years)


54



A7. Mobile No.

B. Survey Questions

B1. Are your service providers in the transport business?

1. Yes 2. No

B2. Do you have your own fleet of vehicles? If yes, what are they?


A. Large trucks (>10 tons) B. Medium trucks (3–10 tons) C. Small trucks (<3 tons) D. Vans E. Suzuki F. Qingi G. Other (specify)

B3. To whom do you provide services relating to the wholesale market?


A. Traders B. Farmers C. Contractors D. Supermarkets E. Cold stores F. Others (specify)

B4. How is your transport service contracted?


A. Daily first-come basis B. Precontracted C. Other (specify)

B5. What are the main challenges in the transport business?


A. Poor access roads B. Lack of customized loading/unloading areas C. Quality of loading/unloading labor D. Absence of mechanization in loading/unloading E. Inadequate toilets and washing facilities F. Other (specify)

B6. What are the mean transport costs per quintal of pulses?

Chickpea …………… costs PRs./km Mung …………….…. costs PRs./km Lentil ………….……. costs PRs./km Mash …….…………. costs PRs./km

B7. Have you faced any difficulty in providing transport services to pulse farmers due to COVID-19?

1. Yes 2. No


B9. If yes, what remedies can be made to tackle this difficulty?

B10. How does the current inflation affect your livelihood? Have you faced any difficulty in providing transport services to pulses farmers due to increased inflation?

7. Financial Services A. General Information

A1. Province 1. Punjab 2. Sindh 3. Balochistan

55


4. Khyber Pakhtunkhwa

A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. Do you provide financial services to pulses growers in your areas? 1. Yes 2. No

B2. For which type of inputs do you provide financial services? (Multiple selection)

A. Seed B. Fertilizers C. Plant protection D. Agriculture machinery E. Other (specify)

B3. Are there any criteria for financing pulses farmers? (Multiple selection)

A. Land ownership C. Financial capacity D. Circular finances F. Personal credibility G. Harvest buy-back guarantee D. Other (specify)

B4. What is the limit of loan provision to pulses farmers? Chickpea …………….PRs./acre Mung …………………PRs./acre Lentil …………………PRs./acre Mash …………………PRs./acre

B5. How much markup is charged on loans to pulses farmers? ………………….PRs./acre

B6. What are the main challenges in recovering loans from pulses farmers?

B7. What share of pulse growers has access to credit facilities? ……………… % of farmers

B8. What are the interest charges from different sources? Formal banks ………….% Informal sector ……….% Cooperatives ………….%

B9. Is credit access linked with a crop insurance facility? 1. Yes 2. No

B10. What policy options could enhance the credit flow to pulse cultivation?

B11. Have you faced any difficulty in providing financial services to pulse farmers due to COVID-19?

1.Yes 2.No


B13. If yes, what remedies can be made to tackle the difficulty?

B14. Does reduction in markup help to increase the demand for loans?

B15. Did government policies during COVID-19 for lending to farmers and SMEs help your financial situation?

B16. How has the current inflation affected your livelihood? Have you faced any difficulty providing financial services to pulse farmers due to increased inflation?

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Gender

Youth

Climate Change

Information and Communication Technology (ICT)

II. Survey Questionnaire for Pulses Farmers



A2. District

A3. Village


A5. Age (in years)


A1. What percentage of workers involved in this node of the pulses value chain are women? .....%

A2. In your opinion, which areas of the pulses value chain are appropriate for women to earn income?

A3. What are the technologies, infrastructure, and facilities required to enhance the role/participation of women in pulses value chain?

A4. How can women be empowered to participate in pulse value chains and livelihood options?

A1. What percentage of workers who are involved in this node of pulses production and their value chains are youths?

A2. In your opinion, which areas are appropriate for youths to be engaged in pulses value chains, to become an active and to acquire employment?

A3. What avenues or programs, technologies, infrastructure, and facilities are required to enhance the role/participation of the youth in pulses value chain?

A1. What climate change risks are associated with the pulses value chain?

A. Change in rainfall patterns B. Drought (prolonged dry spells during crop season) C. Max/min temperatures D. Frost E. Disease/insect pest incidence/outbreaks F. Others

A2. What kinds of adaptation measures do you recommend to combat climate variability?

A3. Please suggest climate change mitigation measures for sustaining pulse production in the country.

A4. How can farmers be empowered to adopt climate change mitigation strategies or improved management practices or technologies?

A1. What are the current ICT applications/technologies in pulses cultivation and marketing and how can their roles be enhanced?

57



A8. Mobile No.

B. Landholding Size

B1. Own land (acres)

B2. Total operational landholding (acres)

B3. Pulses farming experience (in years)

C. Sowing of Pulses

C1. Which pulses do you usually grow? 1. Chickpea 2. Mung bean 3. Lentil 4. Mash

C2. What is the area under your pulses cultivation? (single crop acres only)

C3. Do you do intercrop with pulses? 1. Yes 2. No

C4. If yes, how much area do you have under intercropping with pulses (intercropping acres only)?

1. Chickpea 2. Mung bean 3. Lentil 4. Mash

C5. Has the cultivated area of pulses been reduced? If yes, what are the contributing factors, and estimate the percent of each factor’s contribution to the reduction (Multiple selection)

A. Low yielding varieties B. Non availability of good quality seed C. Manual weeding practices D. Weather impact on pulses E. Disease/insect pest incidence F. Low market rate and profitability G. Unstable prices H. Other (specify)

Ranking

Chickpea:

Mung bean:

Lentil:

Mash:

C6. Reasons for growing pulses? (Multiple selection)

A. Seed sale B. Raw consumption as vegetable (green pods) C. General consumption as seed after maturity D. Commercial purpose E. Value-added product development F. Others (specify)

C7. What are the top three preferred varieties for each crop? (Multiple selection)


a. b. c.

a. b. c.

a. b. c.

a. b. c.

C8. From where do you get the pulses seed? (Multiple selection)

A. Other farmers B. Dealer C. Seed corporation (government) D. Seed company E. Research institutes/universities F. Other (specify)

Ranking

C9. What type of pulses seed do you use? (Multiple selection)

A. Don’t know B. New variety seed C. Recycled seed D. Other (specify)

Ranking

C10. In your opinion, what are the major challenges in accessing improved pulse varieties/quality seed?

Chickpea:

Mung bean:

Lentil:

Mash:

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D. Cost of Production

Types of input (only ask for pulses cultivated by farmer) Material Cost (PRs./acre) Labor charges (PRs./acre)

D1. Seed

1. Chickpea

2. Mung bean

3. Lentil

4. Mash

D2. Seedbed preparation

D3. Sowing

D4. Fertilizer application

D5. Irrigation

D6. Weed management

D7. Plant protection

D8. Intercultural practices

D9. Harvesting/threshing

D10. Storage

D11. Marketing costs

D12. Total

E. Pulses Mean Yield

E1. What is your mean pulse yield? (mounds/bags per acre)?


E2. At what price do you sell pulses (PRs./mound or bag)?

E3. Weight (kg/bag)?

E4. Do you sell raw pulses (ask only for chickpea) 1. Yes 2. No

E4a. If YES at what price per acre?

E5. How do you harvest pulses? (Multiple selection)

A. Manual pulling and manual threshing

B. Use of harvester & thresher C. Other (specify)

Ranking

E6. In your opinion, what are the issues in pulses harvesting?

Chickpea:

Mung bean:

Lentil:

Mash:

E7. What is the most common type of storage material you use for pulses? (Multiple selection)

1. Jute/gunny bags 2. Polythene bags 3. Others (Specify)

E8. Which of the following steps do you practice at the farm? (Multiple selection)

A. Cleaning B. Grading C. Color sorting D. Packing/packaging E. Others (specify)

E9. In your opinion, what are the major reasons for low productivity of pulses?

Chickpea 1. 2.

Mung bean 1. 2.

Lentil 1. 2.

Mash 1. 2.

F. Change in Pulses Yield Pattern in the Last 10 Years

Crop Minimum yield (kg/acre)-year (reasons) Best yield so far (kg/acre)-year (reasons)

Chickpea

Mung bean

Lentil

Mash bean

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G. Pulses Utilization Pattern

Crop Total output (kg)

Retained for seed (kgs)

Retained for home

consumption (kg)

Sold in the market

(immediate) (kg)

Stored for higher price

(kg)

Others

Chickpea

Mung bean

Lentil

Mash

H. Pulses Storage

Pulse H1. Do you store pulses?

H2. What are the major issues in storage of pulses?

H3. What quantity of pulses do you store (no of bags)? (Ask if the response to any option of F1 was Yes)

Chickpea 1. Yes 2. No

Mung bean 1. Yes 2. No

Lentil 1. Yes 2. No

Mash 1. Yes 2. No

H4. For what purpose do you store

pulses? (Multiple selection)

H5. What is the cost of pulses storage (PRs./bag)?

H6. Duration of storage (months)

Chickpea A. Seed B. For higher price in the market C. Export D. Other (specify)

1. 1 month 2. 3 months 3. 6 months

Mung bean A. Seed B. For higher price in the market C. Export D. Other (specify)


Lentil A. Seed B. For higher price in the market C. Export D. Other (specify)


Mash A. Seed B. For higher price in the market C. Export D. Other (specify)


I. Pulses Marketing and Transport

Marketing channels Quantity sold (no of bags/mounds) Price (PRs. per bag/mound)

Chickpea Mung bean

Lentil Mash Chickpea

Mung bean

Lentil Mash

I1. Contractors

I2. Collectors/Traders

I3. Commission agents

I4. Exporters

I5. Processors

I6. Supermarkets

I7. Private markets

I8. Online

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Marketing channels Quantity sold (no of bags/mounds) Price (PRs. per bag/mound)

Chickpea Mung bean

Lentil Mash Chickpea

Mung bean

Lentil Mash

I9. Other (specify)

I10. How much commission is charged by the above-mentioned market channels?

1. PRs. per bag…………………… 2. PRs. per mound…………………… 3. Percent (%)……………….

I11. How is the farmer paid by the market channels? (Multiple selection)

A. Advance payment B. Paid on the spot in cash C. Paid through cheque D. Other (Specify)

Ranking

I12. What is the transport cost? (If paid by farmer)................... (PRs./bag)

I13. Are you satisfied with the existing auction system?

1. Yes 2. No (ask for an explanation) Explanation:

I14. Which channel or method do you use to obtain market information related to price and choice of market (i.e., mandi)?

A. Farmers B. Traders C. Commission agents D. Personal contact E. Mobile apps (specify) F. Agriculture Department Marketing Information System G. Other (specify)

J. Harvest and Postharvest Losses

J1. What are the estimated losses during pulses harvest?

Losses Explanation (if any)

1. Mounds per acre………. 2. Kg per acre……………. 3. Percent (%)………..

J2. How much postharvest loss occurs during the handling and loading of pulses?


J3. How much postharvest loss occurs during pulses transport?


J4. How much postharvest loss occurs during pulses storage?


J5. Who provides the crop advisory service to you? (Multiple selection)

A. Resource farmer B. Agriculture extension department C. Agriculture research D. Private sector E. Independent consultant F. Internet G. Other (specify)

Ranking

J6. How could the government support you to achieve better productivity and profitability?

K. COVID-19 Impacts and Inflation

K2. Have you faced any difficulty related to purchasing of inputs and marketing chickpea due to COVID-19?

1. Yes 2. No

K3. Does the imbalance in market supply and demand affected your business? If yes, can you estimate the amount?

K4. If yes? What remedies can be done to tackle this difficulty?

K5. How has the current inflation affected your livelihood? Have you faced any difficulty in purchasing inputs for the pulse crop due to increased inflation?

61


III. Traders and Market Functionaries 1. Aggregators, Traders, and Contractors A. General Information


A2. District


A4. Age (in years)


A6. Education level 1. Completely illiterate

2. No formal education but can read

3. Below primary

4. Primary

5. Middle

6. Matriculate

7. Intermediate

8. Undergraduate

9. Graduate or above

10. Other (Specify)

A7. Mobile No.

B. Survey Questions B1. How long have you been involved in this business? (ask aggregators/traders/contractors)

B2. Which kind of pulses do you deal in? (only ask aggregators/traders) (Multiple selection)


B3. What is your type of business? (only ask contractors) (Multiple selection)

A. Individual

B. Firm/company

C. Processor

D. Exporter

E. Other (specify)

B4. How do you operate your business? (only ask aggregators/traders) (Multiple selection)

A. Contractual arrangement with farmers B. Direct buying C. Other (specify)

B5. Do you ask farmers to grow pulse varieties of your choice to specific produce standards? (only ask contractors)

1. Yes

2. No

B6. How do you operate your business? (only ask contractors) (Multiple selection)

A. Pre-sowing contractual arrangement

B. Standing crop contractual arrangement

C. Harvest stage at farm level

D. Postharvest at farm gate

E. Direct buying

F. Others (specify)

B7. What binding terms of business do you have with farmers? (ask all aggregators/traders/contractors) (Multiple selection)

A. Formal (specify…………………….) B. Informal (specify……………………) C. Others (specify)

62


B8. How do you facilitate farmers’ pulses production process? (only ask aggregators/traders/contractors) (Multiple selection)

A. None (No other option can be selected with this option)

B. Advance cash provision

C. In-kind provision

D. Technical advice for crop production

E. Others (specify)

B9. What are your preferred crop characteristics/traits while purchasing the pulses?

B10. What key characteristics influence the pulses prices?

B11. How do you set the purchase price of pulses? (ask aggregators/traders/contractors) (Multiple selection)

A. Set price in advance at pre sowing

B. Prevailing market rates

C. Spot price at farm gate

D. Price per assorted grade of produce

E. Others (specify)

B12. Do you buy raw pulses (in case of chickpea, green chickpea)? (only ask contractors)

1. Yes 2. No

B13. If yes, how do you decide pulses price/acre? (only ask contractors) (Multiple selection)

A. Set price in advance pre-sowing

B. Market prevailing rates

C. Spot price in the field

D. Price per crop condition

E. Others (specify)

B14. How do you manage the farm-to-market transport costs? (ask all aggregators/traders/contractors) (Multiple selection)

A. Borne by farmer

B. Borne by trader

C. Commission agent

D. Other (specify)

B15. How do you make payments to pulses farmers? (ask all aggregators/traders/contractors)


A. Cash

B. Cheque

C. In-kind (specify)

D. Other (specify)

B16. How much is your annual average pulses business turnover? (ask all aggregators/traders/contractors)

1. Bags………………. 2. Weight per bag (kg)………………… 3. Tonnes …………………………….

B17. To whom do you sell pulses, and what share of your sales goes to them? (ask all aggregators/traders/contractors)


A. Sell in open market as fresh (%) ……………. B. Send to store (%) ……………. C. Sell to processor (%) ……………. D. Other (specify)

B18. In the case of processors, do you observe and follow the listed food safety compliance and standards while procuring pulses in field? (only ask aggregators/traders)


A. Food safety measures

B. Personal protection and hygiene practices

C. Product cleanliness

D. Laboratory test for aflatoxins

E. Check for storage insects/pests and rodents

F. Environmental compliances

G. Other (specify)

B19. In the case of processors, do you observe and follow food safety compliance and standards while procuring pulses in the field? (only ask contractors) (Multiple selection)

A. Farmer level (Global Good Agricultural Practice)

B. Personal protection and hygiene practices

C. Environmental compliances

D. Other (specify)

B20. What is your average margin/earning from your pulses business? (ask all aggregators/traders/contractors)

1. Per bag .......................................... (PRs.)

2. Tonnes ........................................... (PRs.)

B21. What challenges do you face in your business activities? (ask all aggregators/traders/contractors)

B22. How do you mitigate price fluctuations in the pulse trading business?

B23. Have you faced any difficulty related to the purchase of pulses due to COVID-19?

1. Yes 2. No


63



B26. How has the current inflation affected your livelihood? Did you face any difficulty in purchasing pulses due to increased inflation?

2. Commissions Agent/Wholesaler



A2. District

A3. Name of Market


A5. Age (in years)




3. Below primary

4. Primary

5. Middle

6. Matriculate

7. Intermediate

8. Undergraduate


10. Other (Specify)

A8. Mobile No.

B. Survey Questions

B1. What process do you follow to ensure required supplies for business activity? (Multiple selection)

A. Through grower

B. Through traders

C. Through contractor

D. Agents

E. Contract farming

F. Other (specify)

B2. What services do you provide after receiving produce? (Multiple selection)

A. Auction

B. Receive cash from buyers

C. Make payment to the grower

D. Other (specify)

B3. What binding relationship do you have with farmers/traders/contractors in order to have regular supplies?

B4. Who are your major pulses suppliers? (Multiple selection)

A. Medium farmers

B. Large farmers

C. Aggregators

D. Contractors

E. Other (specify)

B5. In general, how many suppliers do you deal with for pulses?

1. Less than 10

2. Between 10 and 25



64


5. More than 100

B6. What quantity of pulses do you deal with? Bags/Tonnes

Chickpea Mung bean Lentil Mash

B7. What do you charge the supplier for your auction services?

1. % of selling price………………….

2. Margin per bag………………….

B8. Who are your main pulses customers, on demand side?


A. Other commission agents

B. Wholesalers

C. Retailers

D. Supermarkets

E. Processors

F. Exporters

G. Other (specify)

B9. What type of packaging is used in the pulses provided to you? (Multiple selection)


B. Gunny bags

C. Jute bags

D. Plastic bags

E. Other (specify)

B10. What activities do you perform before selling the produce? (Multiple selection)

A. Nothing (No other option can be selected with this option)

B. Quality check

C. Grading

D. Color sorting

E. Packaging

F. Labelling

G. Other (specify)

B11. What other support/services do you provide to the farmer? (Multiple selection)

A. Loans

B. Dry Storage

C. Other (specify)

B12. Do you do contract farming with growers? 1. Yes 2. No

B13. How can growers earn more?

B14. Have you faced any difficulty related to purchasing pulses due to COVID-19?

1. Yes 2. No




3. Retailers, including Online Retailers A. General Information A1. Province 1. Punjab

2. Sindh 3. Balochistan 4. Khyber Pakhtunkhwa

A2. District


A4. Age (in years)


65




3. Below primary

4. Primary

5. Middle

6. Matric

7. Intermediate

8. Undergraduate


10. Other (Specify)

A7. Mobile No.

B. Survey Questions

B1. From which market do you buy the pulses?

B2. From whom you buy the pulses? (Multiple selection)

A. Open auction

B. Wholesaler

C. Online

D. Other (specify)

B3. What is your mode of payment for buying pulses? (Multiple selection)

A. Cash

B. Credit (specify days ........................ )

C. Online

D. Other (specify)

B4. At the time of buying, what qualities do you prefer? (Multiple selection)


B. Seed size

C. Color

D. Pulse cleanliness

E. Variety

F. Other (specify)

B5. On average, how much pulses do you sell on daily basis? (Multiple selection)

A. Bags per day………………….

B. Weight per bag (kg)………………….

B6. On average, how much margin do you set for yourself?

1. PRs. per bag………………………….

B7. Do you face any produce losses?

1. Kg ……………………………

B8. What activities do you perform for retailing the pulses? (Multiple selection)


B. Cleaning

C. Color sorting

D. Grading

E. Packing F. Other (specify)

B9. What value addition would you suggest to increase profitability and reduce losses? (Multiple selection)


B. Cleaning

C. Color sorting

D. Grading

E. Packing F. Other (specify)

B10. Has there been any change in the consumers’ buying trend? (Buying online etc.)

B11. Have you faced any difficulty related to purchase of pulses due to COVID-19?

1. Yes 2. No


66




Gender

A1. What percentage of workers involved in this node of pulses value chain are women? .....%

A2. In your opinion, which areas are more appropriate for women to engage in the pulses value chain to earn income?

A3. What technologies, infrastructure, and facilities could enhance the role/participation of women in the pulses value chain?

A4. How can women be empowered to enhance their role in pulse value chains and their livelihood options?

Youth

A1. The youth comprise what percentage of workers involved in this node of pulses the value chain?

A2. In your opinion, which areas are more appropriate for engaging the youth in the pulses value chain to acquire employment?

A3. What avenues or programs, technologies, infrastructure, and facilities are required to enhance the role/participation of the youth in the pulses value chain?

Climate Change


A. Change in rainfall patterns B. Drought (prolonged dry spells during crop season) C. Maximum/minimum temperatures D. Frost E. Disease, insect pest incidence and outbreaks F. Others

A2. What adaptation measures do you recommend to combat climate variability?

A3. Please suggest climate change mitigation measures for sustaining pulse production in the country.

A4. How can farmers be empowered to adopt climate change mitigation strategies or improved management practices and/or technologies?


A1. What are the current ICT applications/technologies in pulses cultivation and marketing and how can their roles be enhanced?

4. Processors A. General Information


A2. District

A3. Name of Company


A5. Age (in years)


67



A8. Mobile No.

B. Survey Questions

B1. What kind of pulses processing facility do you have? (Multiple selection)

A. Processing raw pulses for local high-end markets in improved packing

B. Cleaning, grading, sorting, and packing C. Value-added products D. Other (specify)

B2. From which source do you buy pulses? (Multiple selection)

A. Grower B. Traders C. Commission agent D. Contractor E. Contract farming F. Wholesale market G. Other (specify)

B3. Do you have buying specifications/standards for pulses? (Multiple selection)

A. None (No other option can be selected with this option) B. Variety C. Size D. Color E. Quality rejection (………%) F. Other (specify)

B4. How much pulses do you purchase in a day locally?


B5. How much of the total requirement (per one-year cycle) do you purchase locally?

B6. How much of the total requirement (per one-year cycle) do you purchase internationally?

B7. What is your pulses product? (Multiple selection)

A. Daal B. Pulse flour C. Sorted and graded pulses D. Other (specify)

B8. Do you follow food safety and health hygiene compliance and standards while procuring and processing pulses? (Multiple selection)

A. Processor level (Hazard Analysis Critical Control Point [HACCP], International Organization of Standards [ISO], sanitary and phytosanitary, etc.)

B. Personal protection and hygiene practices C. Environmental compliances D. Other (specify)

B9. What volume is your annual average business turnover?


B10. How could growers/suppliers improve their productivity and profitability while growing pulses for you?

B11. What are the main challenges you face in your business?

B12. What is processing cost per quintal of grains? Chickpea Mung bean Lentil Mash

68


B13. Have you faced any difficulty due to COVID-19 related to purchasing pulses?

1. Yes 2. No


B15. If yes, what remedies can be made to tackle this difficulty?


5. Importers A. General Information 1. Province 1. Punjab


2. District

3. Name of Company

4. Name of Respondent

5. Age (in years)

6. Gender 1. Male 2. Female 3. Transgender

7. Education level 1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Other (Specify)

8. Mobile No.

B. Survey Questions

B1. What volume of pulses do you import every month? 1. No of bags…………… 2. Weight of bag (kg)………… 3. Tonnes……………………..

B2. In which month do you import pulses? (Multiple selection) A. Chickpea B. Lentil C. Mung bean D. Mash

B3. How do you forecast your import targets? A. Demand–supply differential B. Low import prices C. Opportunity for re-export D. High local price E. Other (specify)

B4. What is the selling price of pulses?

B5. Do you face any difficulties during the clearance process at ports?

B6. What margins do you get in this business?

B7. How could your margin be improved?

B8. What challenges do you face in your business activities?

B9. Have you faced any difficulty related to the import of pulses due to COVID-19?

1. Yes 2. No


69



B12. How has the current inflation affected your livelihood? Have you faced any difficulty with importing pulses due to increased inflation?

6. Consumers A. General Information

1. Province 1. Punjab

2. Sindh 3. Balochistan

4. Khyber Pakhtunkhwa

2. District


4. Age (in years)



7. Mobile No.

B. Survey Questions

B3. What influences you when buying pulses? (Multiple selection)

A. Price B. Quality C. Convenience D. Customer service E. Packaging F. Cleanliness G. Other (specify)

B4. What is the origin of the pulses you prefer to buy?

A. Locally grown B. Imported C. Other

B5. What packing do you prefer when buying pulses? (Multiple selection)

A. No preference (No other option can be selected with this option) B. Environment-friendly recyclable material C. Consumer-friendly (weight/size) D. Cartons E. Bags (kg) F. Other (specify)

B1. Where do you currently buy the pulses? (Multiple selection)

A. Wholesale market B. Wheel cart C. Retail shop D. Convenience store E. Supermarket F. Other (specify)

B2. Which pulses do you most usually buy? (Multiple selection)


70


B6. What type of information and communication technology equipment do you use? (Multiple selection)


B. Desktop/laptop computer C. Tablet D. Smartphone

B7. Do you buy pulses online? 1. Yes 2. No

B8. How do you make sure you are not paying for overpriced pulses? (Multiple selection)

A. Cross-check with other shops B. Check online grocers’ prices C. Don’t do cross-check D. Other (specify)

B9. How do you ensure you are getting the full weight? (Multiple selection)

A. Check at home/another source B. Don’t check C. Other (specify)

B10. Would you be interested in receiving information on any of the following? (Multiple selection)

A. Pesticide spray B. Food storage C. Other (specify)

B11. Have you faced any difficulty related to purchase of pulses due to COVID-19?

1. Yes 2. No



B14. How has the current inflation affected your livelihood? Have you faced any difficulty in purchasing pulses due to increased inflation?

IV. Enablers and Influencers

1. Agriculture Extension Department A. General Information


A2. District

A3. Name of Organization


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. What are the methods the agriculture extension department uses A. Advisory services

71


for enhancing pulses production? (Multiple selection)

B. Training and visiting C. Demo plots D. Crop field days E. Progressive farmer interviews F. SMS G. Robot calls H. Social media promotion I. Other (specify)

B2. Do you have enough resources for outreach to farmers regarding pulses production?

1. Yes 2. No

B3. Do you provide services for soil and water sampling to pulses growers?

1. Yes 2. No

B4. Based on soil sampling reports, does your department provide fertilizer recommendations to pulses growers?

1. Yes 2. No

B5. What is the ratio of field officers to farmers (outreach the farmer)? How many field officers do you have and how many farmers do they serve?

Field officers Farmers

B6. Do extension agents used ICT tools for guiding the pulses farmers?

1. Yes (specify………………….…….) 2. No

B7. Do extension agents monitor the quality of the input supplies in the market?

1. Yes 2. No

B8. Does the extension department publish and provide information about pulses crop production technology to farmers through print media?

1. Yes 2. No

2. Agricultural Research Organizations/Institutes A. General Information

A1. Province 1. Punjab 2. Sindh 3. Balochistan 4. Khyber Pakhtunkhwa 5. Gilgit–Baltistan

A2. District

A3. Name of Organization / Institute


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. What are your pulses varietal development programs? 1. 2.

72


B2. Do you have a pulses germplasm resource bank for varietal improvement?

1. Yes 2. No

B3. Is your institute/organization fully equipped with the latest lab infrastructure to international standards?

1. Yes 2. No

B4. How many varieties you have developed in the last 10 years?

B5. Are you in favor of breeders’ intellectual property rights for indigenous varietal improvement?

1. Yes 2. No Explanation:

B6. Have you approved use of any of the latest pulses varieties from FSCR&D?

1. Yes (specify name………………) 2. No

B7. At the farmers field, what is the performance of pulses varieties developed by your institute?

B8. Do you have climate-resilient pulses varieties? 1. Yes (specify name………) 2. No

B9. Do farmers follow your institution’s recommendations for high yield and production?

1. Yes 2. No

B10. What are the major challenges for your institution?

3. Formal and Informal Finance A. General Information


A2. District



A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. How are the financial institutions (banks) providing loans to farmer? (Multiple selection)

A. Financial limits per crop/acre B. Financial limits per acre for pulses crops C. Financial limit to machinery manufacturer as services

provider for pulses crop D. Financial support to SMEs in agribusiness

(Agriculture Finance, SME, MSMEs, etc.) E. Karachi interbank offer rate (KIBOR) + bank spread F. Other (specify)

B2. Does formal sector lending have any positive impact on pulse crop production?

1. Yes 2. No

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B3. Is information available for the number of pulses farmers availing of formal sector lending?

1. Yes 2. No

B4. What are the biggest challenges to loan recovery? 1. 2. 3.

B5. Are Kissan credit cards and farmer credit cards helpful for increasing credit applications?

1. Yes 2. No

4. Policymakers A. General Information


A2. District


A4. Age (in years)


A6. Education level 1. Completely illiterate 2. No formal education but can

read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Other (Specify)

A7. Mobile No.

B. Survey Questions

B1. Does Pakistan have any revised and/or updated policy on pulses? 1. Yes 2. No Explanation:

B2. How does the Punjab agriculture policy support the pulses farmers to enhance their productivity?

B3. How does the agriculture policy involve the youth in agriculture farming?

B4. How does the agriculture policy involve women in agriculture farming?

B5. Does the policy support private sector investment in pulses?

B6. In your opinion (ask government officials), what are the major issues in the low yield of pulses?

B7. In your opinion, could a subsidy scheme for pulses, similar to the subsidies on oilseed crops, boost pulses production?

B8. Is there any long-term policy for research and development of pulses?

Gender

A1. What percentage of workers involved in this particular node of pulses value chain are women? .....%

A2. In your opinion, what areas are appropriate for women to engage in and earn income through the pulses value chain?

A3. What are the technologies, infrastructure, and facilities required to enhance the role/participation of women in the pulses value chain?

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A4. How can women be empowered to play a role in pulse value chains and its livelihood options?

Youth

A1. What percentage of workers are youths who are involved in this node of pulses production and the value chains?

A2. In your opinion, what areas are appropriate for youths to engage and acquire employment in the pulses value chain?

A3. What avenues or programs, technologies, infrastructure, and facilities are required to enhance the role/participation of youths in the pulses value chain?

Climate Change


A. Change in rainfall patterns B. Drought (prolonged dry spells during crop season) C. Maximum/minimum temperatures D. Frost E. Disease, insect pest incidences, and outbreaks F. Others

A2. What adaptation measures do you recommend to combat climate variability?

A3. Please suggest climate change mitigation measures for sustaining pulse production in Pakistan.

A4. How could farmers be empowered to adopt climate change mitigation strategies and/or improved management practices and technologies?


A1. What are the current ICT applications for pulses cultivation and marketing, and how could their roles be enhanced?

V. Mapping of Responses from Validation Exercise for Design of Pulses Value Chain Questionnaires

Areas of Focus for the Value Chain Study

1. Supply and distribution channels 2. Profit margins 3. Factors and trends that are shaping the value chain environment 4. Structures and institutions 5. Large-scale patterns, trends, and relationships 6. Decision making of actors 7. Capacity-building needs for farmers and stakeholders

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Constraints Highlighted by Stakeholders in the Pulses Value Chain

Value Chain Segment

Issues Highlighted by Respondents Actors Question Number

Production • Unavailability of certified seed and suitable varieties

Farmers, seed suppliers, agri-research institutes, formal and informal finance

C5, C8, C9, and C10, B1, B2, B3, B4, B6, B7, B8

• Lack of appropriate production and harvesting machinery

Farmers, machinery providers, financial services, formal and informal finance

B1, B2, C10, E5, E6, E8, E9, H1, B2, B3, B4

• Lack of adaptation of climate-resilient agriculture

Farmers, agriculture research institute

B8, E10

• Low returns from pulses versus other crops

Farmers E9, H2

• Shifting of areas under other crops Farmers C1, C2,

• Very low crop yield (100–120 kg/acre versus 800–900 kg/acre) for other locally grown pulses

Farmers, policymakers

B6, E1, E9

Standardization • Absence of appropriate and efficient machinery for production, pre- and post-harvest operations

Farmers H1, H2, H3

• Lack of improved practices at the farm level e.g., production practices, drying

Farmers, agri-extension, agriculture research institute

H4, B1, B2, B3, B4, B7, B9,

Marketing and Distribution

• No accurate data of pulses production and total requirement by the crop reporting department

Traders

• Unfair market practices and distortions by brokers

Farmers, policymakers

E2, G10, G11, G13, G14, B2

Packing and Packaging

• No standards set by authorities and market functionaries

Processors, input suppliers (packaging material providers)

B8

Processing • Inconsistent supply chain Processors, importers B1, B2, B3, B4, B5, B6, B9, B10

• High processing cost due to high electricity charges

Processor B11

Import and Export • No digital data on pulses production, demand, import in the country, number of containers imported, and Pakistan’s import requirements.

Importers B3, B8

• Delay in customs clearance increases the logistics cost and the price in the local market.

Importers B5, B8

Policy • Policy needed to support pulses by providing subsidy, as provided by the government for oilseed crops.

Policymakers B2, B5, B7

• Need policy for research and development and commercialization of pulses.

Policymakers B1, B8

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Appendix 6: Survey Tools for Potato Value Chain Actors

I. Input Suppliers and Agricultural Services Providers

1. Seed Suppliers

A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. How long have you been in the business of seed potato?

B2. What is your average per season sale of seed potato?

Quantity (bags) Bag size (kg) Price (PRs. per bag)

B3. Whom are you registered with? (Multiple selection)

A. FSCR&D B. Punjab Seed Corporation C. Provincial seed corporation/department D. Private sector E. Other (specify)

B4. What type of seed potato do you deal with most? (Multiple selection)

A. Imported B. Locally produced certified seed C. Noncertified D. Other (specify)

B5. How do you source your seed? Rank the source by importance/volume. (Multiple selection)

A. Import yourself B. Produce yourself C. Punjab Seed Corporation D. Seed companies E. Research institutes F. Other (specify)

Ranking

1. 2. 3.

B6. Who are your major seed buyers? (Multiple selection)

A. Farmers B. Contract farmers C. Contractor D. Commission agent E. Other (specify)

Ranking

1. 2. 3.

B7. What are the prominent seed varieties in your district/region? (Multiple selection)

A. B. C. D.

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B8. In your opinion, what are the salient characteristics of varieties in high demand? Rank the top three. (Multiple selection)

A. High yielding B. Disease resistant C. Long shelf life D. Taste and color E. Climate suitability F. Other (specify)

Ranking

1. 2. 3.

B9. What is the mode of payment in your seed business? (Multiple selection)


B10. What are the main challenges to importing potato seed? Please rank them in order of importance. (Multiple selection)

A. Government approval B. Import cost C. Farmer varietal demand D. Time to import E. Other (specify)

Ranking

1. 2. 3.

B11. How many clients do you have as potato seed buyers?

1. Less than 50 2. 50 to 100 3. More than 100

B12. Who primarily are they? 1. Large farmers 2. Medium farmers 3. Small farmers 4. Other (specify)

2. Fertilizer, Nutrient, Pesticide, and Chemicals Dealers/Suppliers A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. How long have you been in the business of fertilizers and nutrients? (ask fertilizer & nutrients dealers/ suppliers and pesticides & chemical dealers)

B2. Is your company registered as any of the following? (only ask from fertilizer and nutrient dealers/suppliers)

1. National 2. Multinational 3. SME (dealers/traders) 4. Other (specify)

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B3. Is your company registered as any of the following? (only ask pesticide & chemical dealers)

1. National (specify company……………………….) 2. Multinational (specify company…............) 3. SME (dealers/traders) 4. Other (specify)

B4. With whom are you registered? (only ask fertilizer & nutrient dealers/ suppliers)

1. Government department 2. Business chambers 3. Fertilizer associations 4. Provincial agriculture extension department 5. Other (specify)

B5. With whom you are registered as a pesticide and chemical dealer? (only ask pesticide & chemical dealers)

1. Federal government department 2. Business chambers 3. Pakistan Agriculture Pesticides Association 4. Provincial Agricultural Pest Warning Department 5. Other (specify)

B6. What type of fertilizers and nutrients do you deal with? (only ask fertilizer & nutrient dealers/ suppliers) (Multiple selection)


B7. Which types of pesticide companies do you deal with? (only ask pesticide & chemical dealers) (Multiple selection)

A. National B. Multinational C. Imported D. Other (specify)

B8. Which type of pesticides and chemicals do you deal with? (only ask pesticides & chemical dealers) (Multiple selection)

A. Insecticides/pesticides B. Fungicides C. Weedicides D. Other (specify)

B9. What form of fertilizers and nutrients do you deal with? (only ask fertilizers & nutrients dealers/ suppliers) (Multiple selection)

A. Granular B. Liquids C. Powder D. Other (specify)

B10. What kinds of pesticides and chemicals are most use for potato production? (only ask pesticides & chemical dealers) (Multiple selection)

A. Insecticides/pesticides B. Fungicides C. Weedicides D. Anti-frost agents E. Other (specify)

B11. What is your average sale per month? (only ask fertilizer & nutrient dealers/ suppliers)

Macro (bag) Micro (bag/bottles)

Others (specify)

B12. What is your average sale of fertilizers and nutrients per season? (only ask pesticides & chemical dealers)

Quantity (no. of bottle/bags)

National Multinational SME (dealers/traders)

B13. How many sprayings are made on potato crops? (only ask pesticide & chemical dealers)

Pesticides Weedicides Fungicides Anti-frost

B14. Who are your major buyers? (ask fertilizer & nutrient dealers/ suppliers and pesticide & chemical dealers) (Multiple selection)

A. Farmers B. Contract farmers C. Contractors D. Commission agents E. Other (specify)

B15. What are the major fertilizers used for potato production? (only ask fertilizer & nutrient dealers/ suppliers) (Multiple selection)

A. Nitrogen B. Phosphorus C. Potash D. Liquid fertilizers E. Micronutrients (specify) F. Other (specify)

B16. What is your preferred mode of payment in your fertilizers and nutrient business? (ask fertilizer & nutrient dealers/ suppliers and pesticide & chemical dealers) (Multiple selection)


B17. What are the main challenges in the fertilizer and nutrient business? Rank them in order of importance (ask fertilizer & nutrient dealers/ suppliers and

A. Government rules and regulations B. Import cost C. Farmer requirements

Ranking

1.

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pesticide & chemical dealers) (Multiple selection)

D. Supply and demand situation E. Product quality F. Other (specify)

2. 3.

B18. How many buyers do you have? (ask fertilizer & nutrient dealers/ suppliers and pesticide & chemical dealers)

1. Less than 50 2. 50 to 100 3. More than 100

B19. Primarily, which of the following are your buyers? (ask fertilizer & nutrient dealers/ suppliers and pesticide & chemical dealers) (Multiple selection)

A. Large farmers B. Medium farmers C. Small farmers D. Other (specify)

3. Agriculture Machinery Service Providers A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. How long have you been in the agriculture mechanization business?

Dealers Service providers

B2. What type of agriculture machinery do you deal with? (Multiple selection)


B3. For the potato crop, which machinery services do you provide? (Multiple selection)

No. of units

Charges per acre (PRs.)

Area covered per season (acres)

Spring Winter Autumn

Fixed tine cultivator

Disc plough

Chisel plough

Disk harrow

Traditional land leveler (front and rear blade)

Laser land leveler

Rotavator

Ridger

Bed planter

Boom sprayer (tractor mounted)

Drone sprayer

Potato digger

Other (specify)

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B4. Who are your major clients for agriculture machinery services? (Multiple selection)

A. Farmers B. Contract farmers C. Contractors D. Other (specify)



B6. What are the main challenges in your business?

A. Quality of implements and tools B. Time-specific service provision C. Clients’ landholding size D. Other (specify)

4. Cold Storage Operators A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. Is your cold store near a production hub? 1. Yes 2. No

B2. What is type of machinery is in your cold storage? (Multiple selection)

A. Ammonia based B. CFC (chlorofluorocarbon) C. Hybrid D. Other (specify)

B3. What is the capacity of your cold storage? A. Number of bags……………………… B. Weight of bags (kg)……………………

B4. What do you charge for storage? PRs. per bag……………………per season

B5. What is temperature range in your cold storage? …………………….°C

B6. What is your average electricity cost? PRs. .…………………………. per month

B7. Do you operate your cold storage on an alternative energy source—e.g., solar system?

1. Yes 2. No

B8. If yes, how much saving per month do you gain (PRs.)?

B9. Do government policies support the use of alternative energy sources?

B10. What is your average turnover of bags per month—first-in first-out (FIFO)?

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B11. What is the maintenance cost of your cold storage?

PRs. …………………. per season

B12. Who are your major clients? (Multiple selection)

A. Farmers B. Contract farmers C. Contractors D. Commission agents

B13. What services do you provide to your clients? (Multiple selection)

A. Transport B. Gunny bags C. Other (specify)


A. Advance B. Credit C. Commission agents (informal credit) D. Other (specify)


A. Temperature maintenance B. Electricity cost C. Labor charges D. Cost of packing material (gunny bags) E. Variation in demand and supply F. Transport cost G. Other (specify)

5. Packing and Packaging Material Providers A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. What kind of packing and packaging material business do you engage with? (Multiple selection)

A. Manufacturers B. Dealers C. Suppliers D. Other (specify)

B2. What is the current cost of potato packing material (gunny bags)?

PRs. per bag


B3. What level of demand for potato packing material do you have? (No. of bags)

Spring

Autumn Winter

B4. How much of your business is based on reuse of packing with different clients per season of potato crop?

A. Manufacturers B. Dealers C. Suppliers

Spring Autumn Winter

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(Multiple selection) D. Other (specify)

B5. Do you also deal with branded packing material?


1. Yes 2. No

1. Yes 2. No

1. Yes 2. No

1. Yes 2. No

B6. What labelling is used to identify your packing material? (Multiple selection)

A. None B. Handwritten C. Printed text D. Barcode E. QR Code F. Other (specify)


A. Availability of raw materials B. Cost of raw material per bag C. Produce quality material D. Capacity of bags (kg) E. Strength of gunny bags (usable for various seasons) F. Other (specify)

6. Transport Operators A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. Do you have your own fleet of the following? (Multiple selection)

A. Large trucks (>10 tons) B. Medium trucks (3–0 tons) C. Small trucks (<3 tons) D. Vans E. Suzukis F. Qingis G. Other (specify)

B2. To whom do you provide services relating to the wholesale market? (Multiple selection)

A. Traders B. Farmers C. Contractors D. Supermarkets E. Cold storage F. Other (specify)

B3. How is the transport service contracted? (Multiple selection)

A. Daily, first-come basis B. Precontracted C. Other (specify)

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B4. What are the main challenges in your transport business? (Multiple selection)

A. Poor access roads B. Lack of customized loading/unloading areas C. Quality of loading/unloading labor D. Absence of mechanization in loading/unloading E. Inadequate toilets and washing facilities F. Lack of loading docks G. Other (specify)

7. Financial Services A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. Do you provide financial services to potato growers in your areas?

1. Yes 2. No

B2. For which type of inputs do you provide financial services? (Multiple selection)

A. Seed B. Fertilizers C. Plant protection D. Agriculture machinery E. Other (specify)

B3. Are there any criteria for financing potato farmers?

B4. What is the limit of loan provision to potato farmers? PRs. …………………….per acre

B5. How much markup is charged on loans to potato farmers?

PRs. …………………….per acre

B6. What are the main challenges in recovering loans from potato farmers?

Gender

What percentage of workers involved in this node of the potato value chain are women?

In your opinion, which areas are appropriate for women to be engaged in the potato value chain to earn income?

What are the technologies, infrastructure, and facilities required to enhance the roles/participation of women in the potato value chain?

84


Youth

What percentage of workers involved in this node of potato value chain are youths?

In your opinion, which areas are appropriate for the youth to become active in the value chain and to acquire employment?

What technologies, infrastructure, and facilities are required to enhance the roles/participation of youths in the potato value chain?

Climate Change

What are the climate change risks associated with the potato value chain?

A. Change in rain patterns

B. Drought

C. High/low temperature

D. Frost

E. Disease/insect pest incidence

F. Others

What adaptation measures do you recommend to combat climate variability?

Please suggest climate change mitigation measures appropriate for your value chain segment.


• Are you using ICT?

II. POTATO FARMERS


A1. Province 1. Punjab

2. Sindh 3. Balochistan 4. Khyber Pakhtunkhwa 5. Gilgit–Baltistan

A2. District

A3. Village


A5. Age (in years)



A8. Mobile No.

B. Landholding Size and Crop Rotations

B1. Own land (acres)

B2. Total operational landholding (acres)

B3. Potato farming experience (in years)

B4. Major crop following the potato crop rotation

85


C. Potato Crop Cultivation Practices

C1. In which season you most usually grow potato? Spring Autumn Winter

C2. Area under potato cultivation (acres)

C3. For what purpose you grow potato? (Multiple selection)

A. Seed potato B. Table potato C. Processing D. Export E. Value-added products F. Other (specify)

C4. Which potato variety do you usually grow in the above-specified season? (Multiple selection)

A. Rosetta B. Faisalabad Red C. Faisalabad White D. Diamant E. Cardinal F. Other 1 (specify) G. Other 2 (specify)

1. Red 2. White 1. Red 2. White 1. Red 2. White

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

C5. Where do you get the seed potato? (Multiple selection)

A. Fellow farmer B. Dealer C. Seed corporation

(government) D. Seed company E. Other (specify)


V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

C6. What type of seed potato do you use? (Multiple selection)

A. Local (new) B. Local (recycled) C. Imported (new) D. Other (specify)

Ranking

R1. R2. R3.

C7. How do you finance your seed potato purchase? (Multiple selection)

A. Self-finance B. Formal credit C.Informal credit (specify) D.Inputs on credit from suppliers E. Other (specify)

Ranking

R1. R2. R3

C8. On what basis do you select the potato variety for cultivation? (Multiple selection)

A. Affordable price B. Better yield C. Better price D. Better market E. Other (specify)

Ranking

R1. R2. R3.

C9. What type of fertilizers do you use in potato production? (Multiple selection)

A. Locally manufactured/formulated (specify company……………) B. Imported (specify company……………) C. Other (specify)

Share (%)

A. B. C.

C10. What is the source of pesticides you use in potato production? (Multiple selection)

A. National (generic) B. Multinational C. Other (specify)

Share (%)

A. B. C.

C11. What are the main challenges in the following? (Multiple selection)

Seed Potato Share (%)

Fertilizer & Nutrients

Share (%)

Pesticides and Chemicals

Share (%)

A. Availability B. Price C. Quality D. Other (specify)

A. B. C. D.

A. Availability B. Price C. Quality D. Other

(specify)

A. B. C. D.

A. Availability B. Price C. Quality D. Other (specify)

A. B. C. D.

D. Tillage and Harvesting Implements Used in Potato Cultivation

D1. What type of the machinery D1a. Seedbed preparation D1b. Sowing D1c. Harvesting

86


you use in following operations? (Multiple selection)

A. Laser land leveler B. Rotavator C. Chisel plough D. Cultivator E. Disk harrow F. Other (specify)

A. Planter B. Ridger and planter C.Planter with fertilizer

placer/applicator D.Other (specify)

A. Potato digger B. Potato grader C.Processing line D.Other (specify)

D2. What are the major problems with machinery for potato production?

E. Cost of Producing the Potato Crop

E1. Types of inputs Cost (PRs. per acre) Labor (PRs. per acre)

A. Seed (only ask for the season in which the respondent cultivated the potato crop)

Spring Local

Imported

Autumn Local

Imported

Winter Local

Imported

B. Seedbed preparation

C. Sowing

D. Fertilizer application

E. Irrigation

F. Plant protection

G. Intercultural practices

H. Harvesting

I. Cost of packaging material

J. Packing

Total

F. Potato Yield

F1. What is your potato yield in the following seasons (bags per acre)? (only ask for the season in which respondent cultivated the potato crop)

Red skin potato White skin potato

1.Spring 2. Autumn 3. Winter 1.Spring 2. Autumn 3. Winter

F2. What is the weight per bag (kg)? (only ask for the season in which respondent cultivated the potato crop)

F3. At what price do you sell fresh potato? (PRs. per bag) (only ask for the season in which respondent cultivated the potato crop)

F4. What type of packing do you most commonly use?

1. Jute/gunny bag 2. Poly bags 3. Other (specify)

F5. Which of the following steps do you practice at the farm? (Multiple selection)

A. None B. Cleaning C. Sorting D. Grading E. Packing and packaging F. Other (specify)

F6. In your opinion, what factors are responsible for low productivity in potato? (Multiple selection)

A. Non availability of quality seed potato B. Conventional practices C. Lack of access to new technologies D. Other (specify)

F7. In your opinion, how is climate change A. Change in rainfall patterns Ranking

87


affecting the yield of potato? (Multiple selection)

B. Drought and water shortage C.High temperature D.Frost (chilling stress) E. Increase in diseases/insect pest incidence F. Other (specify)

1. 2. 3.

G. Potato Storage

G1. Do you store the potato? (only ask for the season in which the respondent cultivated the potato crop)


1. Yes 2. No

1. Yes 2. No

1. Yes 2. No

G2. For what purpose you store potato? (only ask for the season in which respondent cultivated the potato crop) (Multiple selection)

E. Seed potato F. Table potato

(market opportunity)

G. Export H. Other (specify)

G3. What quantity of potato did you store (no. of bags)? (ask if G1 = yes in any season; only ask for the season in which the respondent cultivated the potato crop)

G4. What is the cost of potato storage (PRs. per bag)? (only ask for the season in which the respondent

cultivated the potato crop)

G5. What is the duration of storage (months)? (only ask for the season in which the respondent

cultivated the potato crop)

G6. At what price do you sell stored potato? (PRs. per bag)

(ask for the season and varieties the respondent mentioned in F1 and C4, respectively)


V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

V1 V2 V3

G7. What are the issues in potato storage? Red skin potato:

White skin potato:

H. Potato Marketing and Transport

H1. Marketing channels (ask market channels of H1b if G1 = Yes in any season)

H1a. Fresh potato H1b. Stored potato

Quantity sold (no. of bags)

Price (PRs. per bag) Quantity sold (no. of bags)

Price (PRs per bag)

A. Contractors

B. Collectors/Traders

C. Commission Agents

D. Processors

E. Exporters

F. Supermarkets

G. Private Markets

H. Online

I. Other (specify)

H2. What percentage or commission is charged by the market channels?

1. PRs. per bag………………… 2. Percentage per bag………………. 3. Other (specify……………………….)

H3. How are you paid by the market channels? (Multiple selection)

A. Advance payment B. On-the-spot in cash C. Cheque D. Other (specify)

Ranking

1. 2. 3.

88


H4. How is payment made to you? 1. In full 2. After deduction of loan amount 3. After deduction of loan amount and commission 4. Other (specify)

H5. What is the transport cost? (If paid by farmer)................... (PRs. per bag)

H6. Are you satisfied with the existing auction system? 1. Yes 2. No (ask for explanation) Explanation:

H7. Which channel or method do you use to obtain market information related to price and choice of market? (Multiple selection)

A. Farmers B. Traders C. Commission agents D. Personal contacts E. Mobile apps (specify) F. Agriculture Department Marketing Information

System G. Other (specify)

H8. What problems do you face in marketing your potato crop?

I. Harvest and Postharvest Losses

I1. What are your estimated losses during potato harvesting?

1. Mounds per acre………………. 2. Kg per acre………………………

I2. What are your estimated postharvest losses due to handling and loading of potato?

1. Mounds per acre………………. 2. Kg per acre……………………… 3. Bags per acre……………………

I3. What are your estimated postharvest losses during transport of potato to market or cold storage?

1. Bags per acre…………………

I4. What are your postharvest losses during storage?

1. Bags…………………………..

I5. What are the major causes of harvest and postharvest losses? (Multiple selection)

Harvest Ranking Post-Harvest Ranking

A. Manual harvesting B. Outdated

machinery C. Lack of skilled

labor D. Untimely harvest E. Other (specify)

1. 2. 3.

A. Non availability of on-farm storage

B. Non standardized packing C. Inappropriate transport

system D. Lack of cold storage

facilities in production areas

E. Conventional cold storage technologies

F. Other (specify)

1. 2. 3.

I6. Who provided crop advisory services to you? (Multiple selection)

A. Resource farmer B. Agriculture extension department C. Agriculture research D. Private sector E. Independent consultant F. ICT G. Other (specify)

Ranking

1. 2. 3.

I7. How could the government support you to achieve better productivity and profitability?

89


Gender What percentage of workers involved in this node of the potato value chain are women?

In your opinion, what areas are appropriate for women to engage in the potato value chain to earn income?


Youth What percentage of workers involved in this node of potato value chain are youths?

In your opinion, which areas are appropriate for youths to be engaged in the potato value chain to acquire employment?

What are the technologies, infrastructure, and facilities required to enhance the roles/participation of youth in the potato value chain?

Climate Change What are the climate change risks associated with the potato value chain?


B. Drought


D. Frost


F. Others


Please suggest climate change mitigation measures appropriate to your value chain segment.

Information and Communication Technology (ICT) Are you using ICT?

III. Traders/ Market Functionaries 1. Aggregators, Traders, and Contractors A. General Information A1. Province 1. Punjab


A2. District


A4. Age (in years)


A6. Education level 1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above

90


10. Other (Specify)

A7. Mobile No.

B. Survey Questions

B1. How long have you been involved in this business? (ask aggregators, traders, contractors)

B2. How do you operate your business? (only ask aggregators/traders) (Multiple selection)

A. Contractual arrangement with farmers B. Direct buying C. Other (specify)

B3. What is the type of your business? (only ask contractors) (Multiple selection)

A. Individual B. Firm/company C. Processor D. Exporter E. Other (specify)

B4. How do you operate your business? (only ask contractors) (Multiple selection)

A. Presowing contractual arrangement B. Standing crop contractual arrangement C. Harvest stage at farm level D. Postharvest at farm gate E. Direct buying F. Other (specify)

B5. What binding terms of business do you have with farmers? (ask aggregators, traders, contractors) (Multiple selection)

A. Formal (specify……………………………….) B. Informal (specify………………………………) C. Others (specify)

B6. Do you ask farmers to grow specific potato varieties to specific produce standards? (only ask contractors)

1. Yes 2. No

B7. Do you assist farmers in the potato production process? (ask aggregators, traders, contractors) (Multiple selection)

A. No (No other option can be selected with this option) B. Advance cash provision C. In-kind provision D. Others (specify)

B8. How do you set your purchase price of potato? (ask aggregators, traders, contractors)

A. Set price in advance at presowing B. Market prevailing rates C. On-the-spot price at the farm gate D. Priced per assorted graded produce E. Others (specify)

B9. How is the farm-to-market transport cost managed? (ask aggregators, traders, contractors) (Multiple selection)

A. Borne by the farmer B. Borne by the trader C. Borne by the commission agent D. Borne by your customer E. Other (specify)

B10. How do you pay the potato farmer? (ask aggregators, traders, contractors) (Multiple selection)

A. Cash B. Cheque C. In-kind (specify) D. Other (specify)

B11. What is your annual average potato business turnover? (ask aggregators, traders, contractors)


B12. To whom do you sell the potato? (ask aggregators, traders, contractors) (Multiple selection)

A. Open market as fresh potato (%) ……………. B. Cold store (%) ……………. C. Processor (%) ……………. D. Exporter (%) ……………………… E. Other (specify)

B13. If buying for processors, do you observe and follow food safety compliance and standards, while procuring potato in the field? (ask aggregators, traders, contractors) (Multiple selection)

A. Farmer level (Global Good Agricultural Practice) B. Personal protection and hygiene practices C. Environmental compliances D. Other (specify)

B14. What is your average earning from your potato business?

1. Per bag…………………………. (PRs.) 2. Tonnes…………………………. (PRs.)

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(ask aggregators, traders, contractors)

B15. What challenges do you face in your business activities? (ask aggregators, traders, contractors)

2. Commission Agents A. General Information A1. Province 1. Punjab


A2. District

A3. Name of Market


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. What process do you follow to ensure required supplies for business activity? (Multiple selection)

A. Through growers B. Through traders C. Through contractors D. Agents E. Contract farming F. Other (specify)

B2. What services do you provide after receiving the produce? (Multiple selection)

A. Auction B. Receive cash from buyers C. Pay the grower D. Other (specify)

B3. What binding relationship do you have with farmers/traders/contractors to provide regular supplies to you?

B4. Who are your major potato suppliers? (Multiple selection)

A. Medium farmers B. Large farmers C. Aggregators D. Contractors E. Other (specify)

B5. In general, how many suppliers you deal with for potato?

1. Less than 10 2. Between 10 and 25 3. Between 25 and 50 4. Between 50 and 100

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5. More than 100

B6. What quantity of potato you deal in? No. of bags


B7. Bag weight 1. Kg……………………

B8. What do you charge the supplier for your auction services?

1. % of selling price…………………. 2. Margin per bag………………….

B9. Who are your main potato customers? (Multiple selection)

A. Other commission agents B. Wholesalers C. Retailers D. Street vendors E. Supermarkets F. Hotels, restaurants, cafes G. Industry H. Schools/institutes I. Consumers J. Exporters K. Other (specify)

B10. What size cold storage you use? (Multiple selection)

1. Not used (No other option can be selected with this option)

2. Bags (……………………) 3. Tons (……………………) 4. m3 (……………………) 5. Other (specify)

B11. What type of packaging is used for the potato reaching you? (Multiple selection)


B. Gunny bags C. Plastic bags D. Other (specify)

B12. What other support/services do you provide to the farmer? (Multiple selection)

A. Loans B. Produce logistics C. In-kind input supplies D. Storage E. Other (specify)

B13. Do you do contract farming with growers? 1. Yes 2. No

B14. How can growers earn more?

3. Wholesaler A. General Information A1. Province 1. Punjab


A2. District

A3. Name of Market


A5. Age (in years)


A7. Education level 1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary

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5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate 9. Graduate or above 10. Other (Specify)

A8. Mobile No.

B. Survey Questions

B1. What commodities do you deal in as wholesaler? A. B. C. D.

B2. Do you have contractual potato farmers as clients? 1. Yes 2. No

B3. Do you provide credit to farmers? 1. Yes 2. No

B4. Do you charge a commission from farmers/producers?

1. Yes 2. No

B5. From whom do you buy potato? (Multiple selection)

A. Direct from farmers B. From auction/commission agents C. Other (specify)

B6. Are you linked with a commission agent? 1. Yes 2. No

B7. Do you owe credit to a commission agent? 1. Yes 2. No

B8. Are you linked as a supplier to markets other than your usual market in Pakistan?

1. Yes 2. No

B9. What is your business relationship with your commission agent? (Multiple selection)

A. Sales agent B. Commission agent provides dedicated space for business C. Other (specify)

B10. What quantity you buy on a daily basis? 1. No. of bags……………………. 2. Weight per bag (kg)………………….

B11. What of the following do you prefer when buying potato? (Multiple selection)

A. Size B. Color C. Variety (specify) D. Other (specify)

B12. Who are your main potato customers? (Multiple selection)

A. Other large wholesalers (pukka pharias) B. Small-scale wholesalers (kacha pharias) C. Independent shops/ groceries D. Street vendors E. Retailers F. Supermarkets G. Food service entities (hotels, restaurants, cafes) H. Exporters I. Institutions (schools, hospitals, army, others) J. Food industry/processors K. Household consumers L. Other (specify)

B13. On average, how many customers buy through you per day?

1. Less than 10 2. Between 10 and 25 3. Between 25 and 50 4. Between 50 and 100 5. More than 100

B14. What activities do you perform before selling the produce? (Multiple selection)

A. Nothing (No other option can be selected with this option) B. Quality check C. Grading

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D. Sorting E. Packaging F. Washing/cleaning G. Labelling H. Other (specify)

B15. How much margin do you set for yourself? 1. PRs. per bag……………………….

B16. What are your payment terms with the supplier? (Multiple selection)

A. Cash B. Credit (specify days……………….) C. Other (specify)

B17. How much do you pay to a commission agent for a business relationship?

1. PRs……………………. 2. Percentage (%)................

B18. Are you a contractor buyer/seller for potato exporters?

1. Yes 2. No

B19. Do you favor liberalizing the market system (reforms) to privatize the market for horticultural crops?

1. Should the market be operated completely by the private sector?

2. Should the market be operated by government and operated by the private sector?

3. Should it be operated by farmers/producers themselves?

B20. What facilities do you need to improve your business? (Multiple selection)

A. Market regulatory affairs B. Market control committee functions C. Auction system D. Cold storage facility in the market E. Waste management system F. Shops for wholesalers G. Farmers market areas H. Direct wholesale area I. Retail market areas J. Other (specify)

4. Retailers, including Online Retailers A. General Information


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. From which market do you buy the potato? (ask retailers and online retailers)

B2. From whom do you buy the potato? A. Open auction

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(ask retailers and online retailers) (Multiple selection)

B. Wholesalers C. Online D. Other (specify)

B3. What is your mode of payment for potato? (ask retailers and online retailers)


A. Cash B. Credit (specify days……………….) C. Online D. Other (specify)

B4. When buying, what do you prefer? (ask retailers and online retailers)



B. Size C. Color D. Variety E. Other (specify)

B5. On average, how much potato do you sell on a daily basis? (ask retailers and online retailers)


A. Bags per day…………………. B. Weight per bag (kg)………………….

B6. On average, how much margin do you set for yourself? (ask retailers and online retailers)

PRs per bag………………………….

B7. Do you face any produce losses? (ask retailers and online retailers)

Kg ……………………………

B8. What activities do you perform for retailing the potato? (ask retailers and online retailers) (Multiple selection)


B. Cleaning C. Sorting D. Grading E. Washing F. Packing G. Other (specify)

B9. What value addition would you suggest to increase profitability and reduce losses? (ask retailers and online retailers) (Multiple selection)


B. Cleaning C. Sorting D. Grading E. Washing F. Packing G. Other (specify)

B10. Is there any change in the consumer buying trend (e.g., buying online etc.)? (ask retailers and online retailers)

Gender

What percentage of workers involved in this node of the potato value chain are women? In your opinion, which areas are appropriate for women to engage in the potato value chain to earn income?

What technologies, infrastructure, and facilities are required to enhance the roles/participation of women in the potato value chain?

Youth

What percentage of workers involved in this node of the potato value chain are youths.

In your opinion, which areas are appropriate for the youth to engage in the potato value chain to become and active and acquire employment?

What technologies, infrastructure, and facilities are required to enhance the roles/participation of the youth in the potato value chain?

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Climate Change

What climate change risks are associated with the potato value chain?


B. Drought


D. Frost


F. Others


Please suggest climate change mitigation measures for your value chain segment.


Are you using ICT?

5. Processors A. General Information


A2. District

A3. Name of Company


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. What kind of potato processing facility do you have? (Multiple selection)

A. Processing for export as raw potato B. Processing raw potato for local high-end markets in

improved packing C. Value-added products D. Other (specify)

B2. From which source you buy potato? (Multiple selection)

A. Grower B. Trader C. Commission agent D. Contractor E. Contract farming F. Wholesale market G. Other (specify)

B3. Do you have buying specifications/standards for potatoes?


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(Multiple selection) B. Variety C. Size D. Color E. Quality rejection (%........) F. Other (specify)

B4. What is your end product for the potato? (Multiple selection)

A. Potato chip B. Frozen potato C. Starch D. Sorted and graded for the shelf E. Other (specify)

B5. Do you follow food safety and health hygiene compliance and standards while procuring and processing potato? (Multiple selection)

A. Farmer level (Global Good Agriculture Practice) B. Processor level (Hazard Analysis Critical Control

Point, ISO, sanitary and phytosanitary, etc.) C. Personal protection and hygiene practices D. Environmental compliances E. Other (specify)

B6. What is your annual average business turnover? 1. Bags………………. 2. Weight per bag (kg)………………… 3. Tonnes …………………………….

B7. How could growers/suppliers improve their productivity and profitability while growing for you?

B8. What are the main challenges are you facing in your business?

Gender

What percentage of workers involved in this node of potato value chain are women?

In your opinion, which areas are appropriate for women to engage in the potato value chain to earn income?


Youth


In your opinion, which areas are appropriate for youths to engage in the potato value chain to and to acquire employment?


Climate Change



B. Drought


D. Frost

E. Disease /insect pest incidence

F. Others




• Are you using ICT?

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6. Importers A. General Information


A2. District

A3. Name of Company


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. How much seed potato do you import every year? 1. No of bags……………………… 2. Weight per bag (kg)………………… 3. Tonnes……………………..

B2. How much do you import for seed multiplication and for crop production?

Seed multiplication Crop production

1. Bags……………. 2. Weight of bag

(kg)…… 3. Tonnes…………

1. Bags……………. 2. Weight of bag

(kg)…… 3. Tonnes…………

B3. What potato varieties do you prefer to import? Table potato Industrial use Other (specify)

1. 2. 3.

1. 2. 3.

1. 2. 3.

B4. How do you forecast your import targets?

B5. What is the selling price of seed potato? A. Average seed price of new potato………(PRs./mound)

B. Existing seed potato variety………………(PRs./mound)

B6. Do you follow the import regulations for new potato variety (Federal Seed Certification and Registration Department [FSCR&D] and Department of Plant Protection [DPP]) and provincial govt. departments (Agriculture Extension and Agriculture Research) and research institutes?

B7. Do you face difficulties during the clearance process at ports?

B8. What margins do you get in this business?

B9. How can your margins be improved?

B10. What challenges do you face in your business activities?

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7. Exporters A. General Information


A2. District

A3. Name of Company


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. Is your company registered with the following? 1. Trade Development Authority of Pakistan 2. Department of Plant Protection 3. Ministry of National Food Security and Research 4. Other (specify)

B2. Do you comply with international standards and certifications?

1. Sanitary and phytosanitary 2. Hazard Analysis Critical Control Point (HACCP) 3. International Organization for Standardization (ISO) 4. Other (specify)

B3. With whom you are working? (Multiple selection)

A. Contractual farmers B. Group of farmers C. Directly buy from local market D. Other (specify)

B4. What is the approximate volume of potato your company exports?

Tonnes……………………. per year

B5. What do you do with extra potato that you do not export?

B6. Do you pay a premium for higher quality potato? 1. Yes 2. No

B7. If yes, how much do you pay? PRs. ……………………….per bag

B8. Are you registered as a potato processor? 1. Yes 2. No

B9. Are you registered for a potato value-added product

1. Yes 2. No

B10. What are your major target markets?

B11. Is potato export a reliable business and worth risk taking?


B12. Does Pakistan have access to the high-end export market or to the low-end export market?

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B13. Do government policies support the export business?


Gender




Youth


In your opinion, which areas are appropriate for the youth to engage in the potato value chain and to acquire employment?


Climate Change



B. Drought


D. Frost


F. Others

What adaptation measure do you recommend to combat climate variability?



Are you using ICT?

8. Consumers A. General Information


A2. District


A4. Age (in years)


A6. Education level 1. Completely illiterate 2. No formal education but can read 3. Below primary 4. Primary 5. Middle 6. Matriculate 7. Intermediate 8. Undergraduate

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9. Graduate or above 10. Other (Specify)

A7. Mobile No.

B. Survey Questions

B1. Where do you currently buy the potato? (Multiple selection)

A. Wholesale market B. Wheel cart C. Retail shop D. Supermarket E. Online F. Other (specify)

B2. What influences you when buying potato? (Multiple selection)

A. Price B. Quality C. Convenience D. Locally grown E. Good customer service F. Packaging G. Cleanliness H. Other (specify)

B3. What packing do you prefer when buying potato? (Multiple selection)

A. No preference (No other option can be selected with this option)

B. Environmentally friendly recyclable material C. Consumer friendly (weight/size) D. Cartons E. Other (specify)

B4. What type of information and communication technology (ICT) equipment do you use? (Multiple selection)

A. None (No other option can be selected with this option) B. Desktop/laptop computers C. Tablets D. Smartphones

B5. Do you buy potato online? 1. Yes 2. No

B6. How do you make sure you are not charged too much? (Multiple selection)

A. Cross-check with other shops B. Check online grocers prices C. Don’t cross-check D. Other (specify)

B7. How do you ensure you are getting full weight? (Multiple selection)

A. Check at home/another source B. Don’t cross-check C. Other (specify)

B8. Would you be interested in receiving information on the following? (Multiple selection)

A. Pesticide spray B. Food storage C. Other (specify)

Gender




Youth

What percentage of workers involved in this node of the potato value chain are youths?

In your opinion, which areas are appropriate for the youth to engage in the potato value chain to acquire employment?

What technologies, infrastructure, and facilities are required to enhance the

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roles/participation of the youth in the potato value chain?

Climate Change



B. Drought


D. Frost


F. Others


Please suggest climate change mitigation measures relevant to your value chain segment.


Are you using ICT?

IV. Enablers and Influencers 1. Agriculture Extension Department A. General Information 1. Province 1. Punjab


2. District

3. Name of Organization


5. Age (in years)



8. Mobile No

B. Survey Questions

B1. What is the role of the agriculture extension department in potato production and how does it deliver information? (Multiple selection)

A. Advisory services B. Training and visit C. Demo plots D. Crop field days E. Progressive farmer interviews F. SMS G. Robot calls H. Social media promotion I. Other (specify)

B2. Do you have enough resources for outreach to farmers 1. Yes

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regarding potato production? 2. No

B3. Do you provide services for soil and water sampling to potato growers?

1. Yes 2. No

B4. Does your department provide fertilizer recommendations to potato growers based on soil sampling reports?

1. Yes 2. No

B5. How many field extension officers does your department have and how many farmers are served via outreach?

Field officers Farmers

B6. Do extension agents use ICT tools for guiding the potato farmers?

1. Yes (specify………………………….) 2. No

B7. Do extension agents monitor the quality of the input supplies in market?

1. Yes 2. No

B8. Does the extension department publish and provide potato crop production technology to farmers through print media?

1. Yes 2. No

2. Agricultural Research Organizations/Institutes A. General Information


A2. District

A3. Name of Organization / Institute


A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. What are your potato varietal development programs?

1. 2. 3. 4.

B2. Do you have a potato germplasm resource bank for varietal improvement?

1. Yes 2. No

B3. Is your institute/organization fully equipped with the latest lab infrastructure per international standards?

1. Yes 2. No

B4. How many potato varieties has your organization developed in last 10 years?

B5. Are you in favor of breeders’ intellectual property rights for indigenous varietal improvement?


B6. Have you approved any potato variety from the FSCR&D?

1. Yes (specify name……………………) 2. No

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B7. How have the potato varieties developed by your institute performed in farmers’ fields?

B8. Do you have climate resilient potato varieties? 1. Yes (specify name……………………………) 2. No

B9. Do farmers follow your organization’s recommendations for achieving high yields and increased production?

1. Yes 2. No

B10. What are the major challenges faced by your organization?

B11. Does your organization consider including tissue culture technology in varietal development program?

1. Yes 2. No

3. Formal and Informal Finance A. General Information


A2. District



A5. Age (in years)



A8. Mobile No.

B. Survey Questions

B1. What are banks’ conditions and channels for providing loans to farmers? (Multiple selection)

A. Financial limits per crop/acre B. Financial limits per acre for potato crop C. Financial limit to machinery manufacturer as service

provider to potato crop D. Financial support to SME in agribusiness (agriculture

finance to micro, small, and medium enterprises, etc.) E. Karachi interbank offer rate (KIBOR) + bank spread F. Other (specify)

B2. Does formal sector lending have a positive impact? 1. Yes 2. No

B3. Does informal lending have a positive impact? 1. Yes 2. No

B4. Is any information available on the number of potato farmers availing of formal financing?

1. Yes 2. No

B5. What is the biggest challenge in the recovering loans?

B6. Are Kissan credit cards and farmer credit cards helpful for increasing use of inputs?

1. Yes 2. No

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4. Policymakers A. General Information


A2. District


A4. Age (in years)



A7. Mobile No.

B. Survey Questions

B1. Is there any revised and updated policy on agriculture in Pakistan?

1. Yes 2. No

Explanation:

B2. How does Punjab agriculture policy support farmers to enhance productivity?

B3. How does agriculture policy involve the youth in farming?

B4. How does agriculture policy involve women in farming?

B5. Does agriculture policy promote private sector investment in agriculture?

V. Mapping of Responses from the Validation Exercise for Designing Potato Value Chain Questionnaires

Areas of Focus for the Value Chain Study:

1. Supply and distribution channels 2. Assess profit margins 3. Factors and trends that are shaping the value chain environment 4. Structures and institutions 5. Large-scale patterns, trends, and relationships 6. Decision-making of actors 7. Capacity-building needs for farmers and stakeholders

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Constraints Highlighted by Stakeholders

Value Chain Segment

Specific Issues Highlighted by Respondents Actors and Question Numbers

Production • Quality of inputs including seed, pesticides, and others Farmers (C11) Seed suppliers (B4, B5, B7, B8, B10) Fertilizers and pesticides suppliers (B17) Enablers (B1, B2, B4, B5, B6, B7)

• High cost of production and low profit margins Farmers (Section E)

• Absence of commercial varieties Enablers (B1, B2, B4, B5, B6, B7)

• Lack of modern and improved technologies Farmers (F6)

• High postharvest losses (25 – 30 %) Farmers (I1 to I5)

• Weak capacities of farmers

• Adverse effect of climate change (prolonged seasons and temperature stress)

Farmers (F7) Questions about climate change are added at the end of all tools

• Absence of approved standards (sanitary and phytosanitary, hygiene, food safety)

Aggregators/traders/contractors (B13)

• No implementation and practices of quality standards at the farm level

Farmers (F5)

Mechanization • No standardization of farm equipment, implements, and machinery

Farmers (D2) Agriculture machinery service providers (B6)

• Absence of appropriate and efficient machinery for production, pre- and post-harvest operations

Farmers (D2)

Storage • Inadequate, inefficient, and high-cost cold storage facilities

Cold storage operator (B6, B7, B9) Farmers (G7)

Marketing and distribution

• Substantial gap between farm gate and end user prices due to involvement of too many actors in distribution and marketing.

Farmers (G3, G5, H2, H5, H8)

• Poor enforcement of market regulations and management

Farmers (H6,) Wholesalers (B19, B20)

• Oligopsony markets and traditional auction system

• Very weak market information system Farmers (H7)

• Poor distribution and marketing infrastructure both at field and markets

Farmers (H3, H8) Aggregators/traders/contractors (B9) Wholesaler (B20)

Packing and Packaging

• No defined packing and packaging standards

Packing and packaging material providers (B7) Consumers (B3)

• Improved technologies are missing Farmers (F16, I5),

• No consumer-friendly packing Consumers (B3)

Processing • Lack of processing and value addition facilities in production areas

Processors (B1)

• High cost and low availability of raw potato processing lines

• Gap in demand and supply

• Non availability of commercial varieties Farmers (C11) Seed suppliers (B4, B5, B7, B8, B10)

Import and Export

• Complicated procedures and documentation of government departments

Importers (B6, B10)

• High freight costs

• Lack of standards Farmers (I5)

• Facilities at ports and logistics

Policy • Lack of strategy-driven R&D system Agriculture research organizations (B3, B10)

• Lack of improved practices and technology Farmers (F5, F6),

• Limited outreach of extension agents Agriculture extension departments (B2, B5)

• Access to formal finance Relevant questions are in Section 7 of the input suppliers and service providers tool

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Appendix 7: Survey Districts for each Commodity Value Chain

Figure A7.1. Survey Districts for Onion Value Chain Study


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Figure A7.2. Survey Districts for Potato Value Chain Study


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Figure A7.3. Survey Districts for Tomato Value Chain Study


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Figure A7.4. Survey Districts for Chickpea & Mungbean Value Chain Study


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Figure A7.5. Survey Districts for Mashbean & Masoor Value Chain Study


Agricultural Commodities Value Chain Study Inception Report

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