The ValueLinks methodology is used to analyze value chains, develop upgrading strategies and plans, and facilitate collaborative action. It involves selecting a value chain, conducting strategic analysis, and implementing plans to address constraints. Training and capacity building are important to apply the methodology. Workshops introduce the approach to stakeholders and develop skills of practitioners, trainers, and facilitators. Networks help share experience and institutionalize the knowledge in countries.

1. Experiences using the ValueLinks methodology:
Use of tools, adaptation and capacity building
Andreas Springer-Heinze, GIZ
1

2. Contents
1 Some notes on the ValueLinks methodology
2 Networks, support institutions, workshop formats
2

3. Methodology
ValueLinks
... is a methodology to analyse a value chain, determine an
upgrading objective and strategy, organize collaborative action,
and develop business solutions for key constraints and opportunities
... from the point of view of public policy
1 Procedure of ValueLinks
Selecting Value chain Strategic Objective / Action planning
a VC analysis analysis Fields of and implementation
(description) upgrading
1 2 3 4 (5-10)
3

4. Modules
Setting project Chain analysis Implementation Monitoring
boundaries and strategy
0 Deciding whe- 2 Analysing a 5 Strengthening 11 Monitoring and
ther to engage value chain business linkages managing
in chain pro-
motion impact
6 Engaging in public-
1 Selecting a 3 Determining a private partnership
1 value chain for chain upgrading
promotion strategy 7 Strengthening
services in VC
4 Facilitating the
chain develop- 8 Financing value
ment process chains
9 Introducing social,
Obligatory & quality standards
according 10 Improving the biz
4
to priorities environment of VC

5. Rice: Generic overview of VC map (Sierra L.)
Paddy Assembly Distribution Retail
Milling Imports Repackaging (& repack)
production trade
Institutional Public Relief
buyers (WFP) programs supply
Smallholder co-operatives with P4P agreement
Market Inland
(53) Small women on rural
Up-country Open Mkts markets
Millers Intermediary
Smallholders
(selling surplus) traders
1 Local
assemblers Public Hospital
Institutional Military
Smallholder buyers Schools
co-operatives
Food
Commercial farmers with own mills
Intermediary shops
traders Urban
markets
Market
Importers women
50 kg bags Small bags / cups
This VC map is a simplified overview map, showing only major actors and their relations
5

6. Modules
Setting project Chain analysis Implementation Monitoring
boundaries and strategy
0 Deciding whe- 2 Analysing a 5 Strengthening 11 Monitoring and
ther to engage value chain business linkages managing
in chain pro-
motion impact
6 Engaging in public-
1 Selecting a 3 Determining a private partnership
1 value chain for chain upgrading
promotion strategy 7 Strengthening
services in VC
4 Facilitating the
chain develop- 8 Financing value
ment process chains
9 Introducing social,
Obligatory & quality standards
according 10 Improving the biz
6
to priorities environment of VC

7. The upgrading objective / vision
Formulating a strategic objective
Value added of the industry
= prices obtained and/or volumes sold...
• for the product (specify type, quality, etc.)
• in the ... market (specify segment and product)
• increased by 6% p.a. by .....$$
1 • in the year ... (5 years from now)
By...
• penetrating the ...market
• improving / innovating the product (quality etc.)
• reducing cost (of production and/or marketing)
• expanding capacity (in different stages of the VC)
• ....
7

8. Rice value chain: Typical constraints
Paddy Assembly Distribution Retail
Milling Imports Repackaging (& repack)
production trade
Institutional Public Relief
buyers (WFP) programs supply
Smallholder co-operatives with P4P agreement
Market Inland
(53) Small women on rural
Millers Open Mkts markets
1 Smallholders
Local Intermediary Food Urban
assemblers traders shops markets
Smallholders:
Importers
No market info
Lack of finance High price volatility
Knowledge gaps
Little use of inputs
Soil mining Poor market infrastructure (of storage, assembly
Cross-border trade:
Low yields markets)
Variable trade flows
Post-harvest loss Poor roads
Grades and standards not defined or not enforced Complicated intra-
Lack of trade finance regional trade
regimes, standards
Mistrust between VC operators not harmonized
Weak market coordination, unreliable links
high marketing cost
8

9. Modules
Setting project Chain analysis Implementation Monitoring
boundaries and strategy
0 Deciding whe- 2 Analysing a 5 Strengthening 11 Monitoring and
ther to engage value chain business linkages managing
in chain pro-
motion impact
6 Engaging in public-
1 Selecting a 3 Determining a private partnership
1 value chain for chain upgrading
promotion strategy 7 Strengthening
services in VC
4 Facilitating the
chain develop- 8 Financing value
ment process chains
9 Introducing social,
Obligatory & quality standards
according 10 Improving the biz
9
to priorities environment of VC

10. Value chain work – roles of different actors
Government
Public policy (e.g. CAADP-related)
provides
or hires
VC-external
Service
External Technical Trainer,
providers VC facilitator specialists
1 teacher
work
with
VC business leaders
leaders
Technology Primary Packhouse
providers Producers Industry Traders Market
Private association or
Institute
10 VC-internal
facilitator

11. Applying ValueLinks
Lessons derived from practical experience
• Visioning is key: We have to start with opportunities, not with
problems
• Standardize visual language and terminology !
• Separating private upgrading activities and public facilitation:
Private enterprises have to take responsibility for upgrading business.
1 Public institutions facilitate and provide support services
• Switch between (micro) business models and (meso) VCD at large
• Need to build capacity in line with national (CAADP) agricultural
investment plans - means focusing on priority VCs
• “Nationalize” VC methodologies to create ownership and give the
value chain approach a “home” in African countries
11

12. Contents
1 Some notes on the ValueLinks methodology
2 Networks, support institutions, workshop formats
12

13. Training in VC development
ValueLinks training for VCD practitioners
– Standard 5-day training course covering all modules
– Focus on practical know-how and methods
– generic tools, applicable to all kinds of products and VCs
– training in Kenya, Ethiopia, Ghana, Bénin, Burkina, Cote d´Ivoire, Sierra
L.
South Sudan, participants from other countries
ValueLinks training of trainers
– connected with standard training
2 – additional know-how on training organisation and facilitation skills
Adaptation to the African VCD policy context
– 5-day training of trainers focusing on priority VCs
– introduction and validation of typical VC maps, quantitative information,
problem analysis and solutions
– Capacity development strategies & instruments In line with CAADP process
13

14. Networks of trainers and facilitators
International ValueLinks Association e.V.
Objectives: The Association promotes:
• international contacts and exchange of experience between VL users
• quality standards in the application of ValueLinks
• the flow of information about VL training and consulting services
• the outreach and further development of the approach
• the dissemination of information - www.valuelinks.org
2
Value Chain Professionals Association, Kenya
– founded in 2010, officially registered in 2012 in Kenya
– organizes trainers and facilitators of ValueLinks in Kenya and beyond
– meet with Abraham Okolla, ATC, to find out more and get in touch
14

15. Capacity to implement agric. investment plans
Public sector capacity to implement the NAIP in Africa
– The NAIP determine priority value chains but are not always specific on
the organization of public services to implement the plans
– VCD know-how in Ministries of Agriculture is still insufficient
– Collaboration of development partner programs is ongoing but policies
have to be better coordinated – in line with NAIP and VC strategies
Capacity of private support service providers
2
– VC associations (interprofessions) do exist in important VCs, need
strengthening to be able to take over VCD facilitation roles
– Institutionalizing the know-how on VC development in African countries
is necessary but difficult. A good success story is ATC, Kenya.
15

16. Steps in capacity development
CAADP workshop formats at country level
More competitive VCs
achieving 6% growth p.a.
Coordinated Commodity VC
Investment Stakeholder
Workshops
2 Subjects:
National policy
CAADP VC Subjects: VCD approach
Capacity VC analysis
Development National policy VC strategy
Workshop VCD approach Institutional set-up
Application to priority VCs Planning
Upgrading solutions
16 Institutional set-up