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4.3.2. Applying the Value Chain Approach to Food Availability

Introduction Ensuring availability of food may require a combination of increasing production, reducing post-harvest losses, improving market efficiency of staple foods, and strengthening regional trade flows to link areas of surplus and deficit. It will in some cases also include improving the ability to acquire food provided by donors, though this should be a last resort given the negative consequences for markets and its unsustainable nature.

4.3.4. Applying the Value Chain Approach to Food Access

There is significant scope for the value chain approach to inform policy and practices in improving household access to food. Improved access can be achieved by increasing and diversifying household food production, increasing and smoothing household income and consumption, and by reducing the cost of obtaining food. Strategies to achieve these are presented below.  

4.3.6. Applying the Value Chain Approach to Food Utilization

Value chain approaches can improve food utilization by integrating nutrition into value chain selection, adopting nutrition-sensitive value chain analysis, analyzing the implications of project design on nutrition, diversifying diets, promoting mixed allocation of production increases, leveraging relationships to improve household nutrition practices, adopting nutrition-sensitive value chain analysis, analyzing the implications of project design on nutrition, and supporting nutrition-sensitive processing upgrading, and identifying win-win opportunities to enhance food safety and value chain

3.1.2. Selection Problems

This wiki is a list of potential problems that can lead a policymaker, donor or implementing agency to direct resources to a suboptimal value chain.

2.4.2. Internal and External Factors and Catalysts

Internal factors include a cultural context that is relatively homogeneous and open to group activities, and social capital (trust, relationships, reciprocity and social norms) that facilitate cooperation and collective action; a rationale for group formation such as advocating for better roads, bulk purchase of inputs or access to markets; members’ knowledge and resources-those who have similar interests and econom

3.2.1. Preparing for Value Chain Analysis

Once the selection process is complete and the implementing agency has evidence that the selected value chain has growth potential and will impact poverty reduction, the next step is the process of value chain analysis.

5.2.13. Assessing the Business Environment

Assessment Tools An assessment of the BEE is an essential part of value chain analysis for value chain development projects. Similarly, for policy reform projects, the first step to selecting reforms is to determine whether and how the business enabling environment facilitates or hinders the performance of key value chains.

2.4.3. Examples of Successful Horizontal Linkages

Similar commercial orientation, knowledge and productive resources of members – Smallholder burley tobacco farmers in Malawi formed clubs, which then banded together to form NASFAM, [1] an association that was able to take advantage of new legislation allowing small farmers to market their crop directly rather than through middlemen. Internal trust and social capital – When the Malawi government’s Smallholder Tea Authority

3.2.6. Value Chain Analysis Table

Value Chain Analysis Table This exercise is best conducted on two levels: one with the value chain team and the other at the vetting workshop. Looking at the value chain through the framework lens helps us to identify:

2.4.4. Lessons from the Field

Introduction Participation in value chains does not necessarily translate into increased benefits for MSEs—producers must also be able to access higher-value markets and more profitable functions within the chains. In many cases, upgrading is key to profitable and sustainable MSE participation and horizontal linkages can provide opportunities for upgrading through collective learning, cost and risk sharing, enhanced management capacity and better access to support services.

3.2.5. Value Chain Mapping Process

It is recommended that value chain mapping be conducted in two phases; a) an initial basic map after the collection of initial data illustrating participants and functions, and b) adjusted mapping, which is conducted following additional and follow-on interviews.

3.3.2. Upgrading Plan

The industry upgrading plan follows the development of a common vision by industry actors. It addresses what needs to be done to achieve the vision for competitiveness, particularly through fostering investments and sharing information.

3.4.8. Direct Intervention

Traditional enterprise development projects often take the route of direct intervention in response to value chain constraints. Either the development agency directly delivers the services that are required for MSE upgrading or they subsidize private-sector service providers to provide these services to MSEs.

5.2.15. Lessons Learned in Value Chain Finance

Opportunities There are opportunities for leverage within many value chains to reduce costs, manage risk and build trust. Three examples are: Increasing Leverage Examples of how to increase leverage include: (i) expanding on existing credit-oriented relationships and (ii) delivering services or products through key ‘points of contact’; and (iii) utilizing enabling environments to create more complex types of value chain finance.