Understanding the Intangibles in Value Chain Partnerships


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Microlinks Breakfast Seminar

Muhammad Siddiquee, Team Lead, CARE Bangladesh

Christian Pennotti, Technical Advisor, CARE USA

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Understanding the Intangibles in Value Chain Partnerships

  1. 1. Understanding the Intangibles in Value Breakfast Seminars http://microlinks.kdid.org/breakfast Chain PartnershipsParticipate during the seminar #MLevents Muhammad Siddiquee, Team Lead, CARE Bangladesh Follow us on Twitter siddiquee@bd.care.org twitter.com/microlinks Christian Pennotti, Technical Advisor, CARE USA Like us on Facebook cpennotti@care.com facebook.com/microlinks November 4, 2011
  2. 2. Presentation Objectives1. Introduce the SDVC project, objectives and progress to date2. Examine the Bangladesh dairy sector constraints3. Discuss two case examples of SDVC private sector partnerships4. Explore the role of the intangibles in success and failure of private sector partnerships
  3. 3. Strengthening the Dairy Value Chain • Bill and Melinda Gates Foundation-funded project (2007-2012) to double the dairy- related incomes of 35,000 small farmers in northwest Bangladesh • Working with the private sector at all VC levels towards sustainable solutions
  4. 4. Target Households• Hamida Begum is married, has three children, works as a day laborer and tends her family’s two cows• Average Household: – Very poor – Own 0.75 acres of land – $25 monthly income – 1-3 cows• 83% of SDVC farmers are women
  5. 5. Bangladesh Dairy Value Chain
  6. 6. Achievements to DateOutreach and Outcomes Current (% women) Total milk producing (participating) HH 36,400 (83%) Total milk producer group 1,182 Farmer Leader 3,425 (71%) Milk Collector 308 (9%) Livestock Health Worker (LHW) 201 (23%) Input supply shops 150 Increase productivity of LB cows 65% Increase in dairy-income 40% HHs milk consumption increase 40% Total Savings among Groups > $70,000
  7. 7. Initial SDVC Theory of Change
  8. 8. Revised SDVC Theory of Change
  9. 9. Two Case Examples
  10. 10. Case #1: BRAC DairyProducer Processing Co. Perspective Market Impact Perspective• Households dependent Disincentives for • Excess processing on collectors to link to investment by capacity formal sector producers or processors • Over-concentration• Milk purchases based on aggregate fat of dairy infrastructure Collectors percentage, not positioned to individual • Lack of incentives to manipulate all sides invest in backward• Fat content determined linkages due to fear Deterioration of by a tool that is highly of side selling susceptible to trust along the manipulation supply chain • So, heavy reliance on collectors as linkage agents.
  11. 11. Case #1: BRAC DairyCARE’s Response1. Established relationships with all major dairy processors (BRAC, PRAN, Milk Vita, Rangpur)2. Developed pilots with two processors (PRAN and BRAC)3. Invested in understanding business constraints and pursuing low-risk quick wins4. Engaged BRAC for fuller partnership based on interest and commitment5. Co-developed a small, disruptive pilot to overcome failures of trust in the supply chain6. Piloted fat testing meters with over 500 producers and around 5 BRAC chilling plants7. Signed MOU to take new model to greater scale
  12. 12. Case #1: BRAC DairyResults Success Factors• Initial fat testing pilot • Alignment with long-term demonstrated: business incentives • At least 10% increase in income per day for producers • Slow building of trust though lots of small collaborations • Improved quality and quantity of milk channeled to BRAC • Patience and flexibility• Scale up underway • 8,000 HHs around 4 chilling plants. • ~ annual increase of $236,000 in revenue to SDVC HH
  13. 13. Case #2: Input Supply Network Producer Input Supplier Perspective Market Impact Perspective Informal network of • Crowded and • Proliferation of local, shops in rural areas competitive market informal input supply targeting better off w/ limited product producers shops knowledge, weak links to suppliers • • Many shops focused Lack of distribution on a single service channels to rural Lack of trust in and areas • No assurances on effectiveness of product quality or rural input • Lack of knowledge of shop owner supply and service BoP product qualification sector demands
  14. 14. Case # 2: Input Supply NetworkCARE Response1. Recruited network of 150 small scale input supply shops and 201 livestock health workers (LHW) from current base and new entrants2. Built shop owner technical and business skills, trained LHWs in shop management3. Built partnerships with wide range of input suppliers and service providers4. Developed new products for BoP5. Facilitated linkages with input suppliers and service providers
  15. 15. Case #2: Input Supply NetworkResults Success Factors• 150 shops serving over 200 clients • Building multiple private sector on average. Appox. 50% = non- partnerships with input providers SDVC producers • Shop recruitment from communities,• Significant innovations emerging enhancing trust in services and advice from current network • Shop owner capacity building• April 2011 - Selected 48 shops from network of 150 to standardize • Project capacity to establish trust between the model CARE and target franchisees• Pilot microfranchise network shops serving 249 clients per month w/ $300 / month in sales and 15% monthly growth• Moving to formalize microfranchise model in 2011/12
  16. 16. Putting it in Perspective
  17. 17. Closing Points• Intangibles – trust, leadership, risk, values, etc. – are important factors in successful, sustainable private sector partnerships.• Understanding the intangibles demands an in- depth knowledge of the value chain and of individual firms.• Be sure to bring humility, patience and a willingness to explore and learn.
  18. 18. Muhammad Siddiqueesiddiquee@bd.care.org Breakfast Seminars Christian Pennotti cpennotti@care.org THANK YOU! November 4, 2011 Please visit http://microlinks.kdid.org/breakfast for seminar presentations and papers Microlinks and the Breakfast Seminar series are products of Knowledge-Driven Microenterprise Development Project (KDMD), funded by USAID’s Microenterprise Development office.