Gender Sensitive Value Chain Development: Learning from the Embroidered Garment Value Chain in Pakistan

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Jason Wolfe of the USAID Microenterprise Development office presented, “Gender-Sensitive Value Chain Development: Learning from the embroidered garment value chain in Pakistan.” The seminar was the 24th installment of the Linking Small Firms to Competitiveness Strategies Breakfast Seminar Series sponsored by the USAID Microenterprise Development office.

The presentation focused on a USAID funded project implemented by Mennonite Economic Development Associates (MEDA) and their Pakistani partner, Entrepreneurship & Career Development Institute (ECDI). This project has had success developing the embroidered garment value chain by identifying women who have some mobility to be sales agents.

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Gender Sensitive Value Chain Development: Learning from the Embroidered Garment Value Chain in Pakistan

  1. 1. GENDER-SENSITIVE VALUE CHAIN DEVELOPMENT Learning from the Embroidered Garment Value Chain in Pakistan Jason Wolfe Enterprise Development Advisor USAID Microenterprise Development office October 18, 2007
  2. 2. GENDER CONTEXT IN PAKISTAN <ul><li>105/170 on Gender Development Index </li></ul><ul><li>Sociocultural context of purdah </li></ul><ul><ul><li>Concerns for safety </li></ul></ul><ul><ul><li>Concerns for family honor </li></ul></ul><ul><li>Competing household duties </li></ul><ul><li>Comparisons with similarly conservative societies in Middle East & North Africa </li></ul>
  3. 3. SOCIOECONOMIC IMPLICATIONS FOR WOMEN <ul><li>Restricted contact with mainstream society/economy </li></ul><ul><li>Power asymmetries </li></ul><ul><li>Opportunity costs </li></ul><ul><ul><li>Social </li></ul></ul><ul><ul><li>Labor </li></ul></ul><ul><li>Competing pressures on whether to work </li></ul><ul><li>Limited labor force constrains economic growth </li></ul><ul><li>Limited channels to transmit benefits of growth </li></ul>
  4. 4. OVERLAPPING SOCIOECONOMIC FACTORS Enabling Environment Industry Social Norms Enterprise Household Woman
  5. 5. FROM BEHIND THE VEIL <ul><li>Overview: </li></ul><ul><li>Embroidered garment value chain </li></ul><ul><li>Clusters in Punjab, Sindh, and Baluchistan </li></ul><ul><li>Implemented by MEDA and ECDI </li></ul><ul><li>$600,000 over 3 years </li></ul><ul><li>Results: </li></ul><ul><li>10,000 embroiders (6,000 active per month) </li></ul><ul><li>213 sales agents (xxx active per month) </li></ul><ul><li>Total sales valued at $2 million </li></ul><ul><li>Embroiders: $20-25 per month (300% increase in income) </li></ul><ul><li>Sales agents: 20% profit margin </li></ul>
  6. 6. VALUE CHAIN FRAMEWORK <ul><li>1. End Market </li></ul><ul><li>2. Enabling Environment </li></ul><ul><li>3. Inter-Firm Linkages </li></ul><ul><ul><li>Vertical </li></ul></ul><ul><ul><li>Horizontal </li></ul></ul><ul><li>4. Supporting Markets </li></ul><ul><li>5. Upgrading </li></ul><ul><li>6. Value Chain Governance </li></ul><ul><li>7. Relationships </li></ul>Sector-specific providers Cross-cutting providers Producers Input Suppliers Wholesalers National Retailers Exporters Global Retailers Buyers Global Enabling Environment Local/ National Enabling Environment Financial (cross cutting)
  7. 7. END MARKET <ul><li>Urban “middle class”: segmentation, upmarket & contemporary trends </li></ul><ul><li>Suitcase exports: India, Middle East </li></ul><ul><li>Little competition in target market segments: high potential for competitive advantage </li></ul><ul><li>Information asymmetries: constrain supply response </li></ul>
  8. 8. ENABLING ENVIRONMENT <ul><li>Conflicting sociocultural context: formal / informal </li></ul><ul><li>Conflicting support for women: strong words / weak action </li></ul><ul><li>Importance of artisanal sectors: aligned with government priorities </li></ul>
  9. 9. VERTICAL LINKAGES <ul><li>Purdah constrains female/male and inside/outside interactions: coopt rather than confront </li></ul><ul><li>Need to improve transmission of learning, products, services, and benefits: alternative vertical network </li></ul><ul><li>Incremental change: multi-tiered, dynamic network </li></ul>
  10. 10. HORIZONTAL LINKAGES <ul><li>Supply constrained by labor-intensiveness, limited individual labor, fragmented clusters: agglomeration strategies </li></ul><ul><li>Demand is irregular and specialized: supply chain management strategies </li></ul><ul><li>Emerging needs: collective action and peer support </li></ul>
  11. 11. SUPPORTING MARKETS <ul><li>Design services: embedded and fee-based services </li></ul><ul><li>Limited input supply and financing: embedded service </li></ul><ul><li>Specialized training needs: embedded service </li></ul><ul><li>Sales agent training: fee-based service </li></ul><ul><li>Sales agent financing: emerging need </li></ul>
  12. 12. UPGRADING <ul><li>Embroiderer incentives: traditional skills, low investment, low visibility, high flexibility </li></ul><ul><li>Embroiderer risks and opportunity costs: incremental change and peer support </li></ul><ul><li>Community disincentives: subtle change and peer networks </li></ul><ul><li>Sales agent incentives: selection criteria </li></ul>
  13. 13. VALUE CHAIN GOVERNANCE <ul><li>Status quo - Market-based: low quality, low returns </li></ul><ul><li>Ideal - Directed: higher quality, higher returns: needs learning & investment </li></ul><ul><li>Reality - Balanced: fragmented (but growing) market, specialized skills, and relationship-driven transactions limit the accumulation of power </li></ul><ul><li>Change catalyst: intermediaries </li></ul>
  14. 14. RELATIONSHIPS <ul><li>Power: changing power dynamics do asymmetries still persist? </li></ul><ul><li>Learning: driving change and adhering relationships </li></ul><ul><li>Benefits: improved distribution of benefits is it enough? </li></ul><ul><li>Embedded services: inputs, finance, training symptoms of success or perpetuating problems? </li></ul>
  15. 15. IMPLICATIONS <ul><li>Evolving challenges: market demand, supply response, relationships </li></ul><ul><li>Exit strategy </li></ul><ul><li>Sustainability </li></ul><ul><li>Incremental change </li></ul><ul><li>Intermediaries as catalysts </li></ul><ul><li>Sociocultural dynamics </li></ul><ul><li>Peer support </li></ul>
  16. 16. THANK YOU ! Please visit www.microlinks.org/breakfast for seminar presentations and papers Jason Wolfe jwolfe@usaid.gov 202 712 1882

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