The document discusses financing opportunities in the dairy supply chain. It notes that the dairy sector often lacks financing, especially for value chain financing. The World Bank (IFC) works with governments, private companies, and foreign investors along various points in the dairy supply chain. IFC provides loans, equity, risk management products, and advisory services to promote development and reduce risks. IFC has investments in dairy companies across Africa, Asia, Latin America, and Europe to support areas like production expansion, processing plant construction, and supply chain development.
Inyange Industries is a leading dairy company in Rwanda that collects milk from over 3000 farmers and processes dairy products. It operates processing plants in Masaka and Nyagatare and distributes products nationwide through a network of distributors. Inyange produces various milk products including pasteurized, UHT, and powdered milks, yogurts, and juices. It has the largest market share for milk, yogurt, and juices in Rwanda. Inyange is working to expand its export markets and cold chain distribution network to better serve customers.
The document provides an overview of the Indian dairy industry. It discusses that India is the largest producer of dairy in the world, accounting for over 13% of global milk production. The dairy industry in India has seen a CAGR of 5% growth from 2014 to 2022. It also outlines the different categories of dairy products in India as well as the vision, mission, critical success factors, challenges, and SWOT analysis of the dairy industry. Additionally, it discusses gaps and opportunities for improvement in areas like infrastructure, technology, skills, and support from the government.
The market size for milk and milk products (formal + informal sector) is estimated INR 3.6 lakh crores.
The organized market is growing at nearly 10 percent in value terms annually
Traditional dairy products account for about 50% of the total milk produced
The organized sector processes an estimated 20% of the total milk output in India
Milk is processed and marketed by 170 Milk Producers’ Cooperative Unions
Dairy Sector Contributes 17% of the Country’s Total Expenditure on Food
Per capita milk consumption is around 276 g per day
Dairy contributes to 16% of consumer spend on food – 18% in Urban, 15% in rural
Milk procurement price has grown by about 2.5 times in the last decade
The document discusses the dairy industry in India. It notes that 50% of buffaloes and 20% of cows reside in India. It explains the difference between the unorganized and organized dairy sectors. The organized sector accounts for only 13% of milk production compared to 45% at the farm level and 42% in the unorganized sector. It also discusses major players like Amul and Mother Dairy and how Operation Flood helped develop the dairy cooperative system in India.
The National Dairy Development Board (NDDB) was established in 1965 through an act of parliament to increase milk production and promote the dairy industry in India. It launched Operation Flood in 1970, which made India the world's largest milk producer by increasing output, farmer incomes, and consumer access. NDDB provides services like project financing, engineering, research, and developing dairy cooperatives based on the successful Anand model.
The document discusses strategies for entering the Indian dairy sector. It begins with an analysis of the growing industry and potential for organizing the unorganized segment. Primary research was conducted at Mother Dairy and NDDB to understand procurement, value-added products, and dairy development activities.
A value chain analysis identified issues at each stage and opportunities like procurement from unorganized players, dairy extension services, bulk milk coolers, and manufacturing of tetra packed milk and value-added products. The proposed entry strategy is a phased approach starting with low-cost tetra packed milk, then custom packing of value-added products, and manufacturing refrigerated transport systems. Setting up a processing plant in Jaunpur gives locational advantages for procurement and supplying
This document discusses the major players in the Indian dairy market and provides an overview of the dairy market and products. It notes that Rabobank expects the organized dairy market in India to more than double to $24 billion by 2020. It also discusses some of the challenges faced by dairy players like high investment needs, low milk yields from Indian cows, and low margins in liquid milk. It provides examples of value-added dairy products and case studies of major players like Amul and Parag Milk Foods. It outlines the effects that value-added products have had on sourcing milk from outside Gujarat for Amul. Finally, it briefly mentions some external investors in the dairy industry.
The dairy industry in India is large and growing. India currently produces 17% of the world's milk and is projected to account for over 1/3 of global milk consumption by 2020. The dairy market in India is estimated at INR 3.6 lakh crores and is dominated by the unorganized sector. However, the organized sector is growing at around 10% annually. Major players in the Indian dairy industry include cooperative brands like Amul and Nandini, and private companies such as Mother Dairy and Parag Milk Foods. The dairy industry is driven by India's growing population, rising incomes, and urbanization.
Inyange Industries is a leading dairy company in Rwanda that collects milk from over 3000 farmers and processes dairy products. It operates processing plants in Masaka and Nyagatare and distributes products nationwide through a network of distributors. Inyange produces various milk products including pasteurized, UHT, and powdered milks, yogurts, and juices. It has the largest market share for milk, yogurt, and juices in Rwanda. Inyange is working to expand its export markets and cold chain distribution network to better serve customers.
The document provides an overview of the Indian dairy industry. It discusses that India is the largest producer of dairy in the world, accounting for over 13% of global milk production. The dairy industry in India has seen a CAGR of 5% growth from 2014 to 2022. It also outlines the different categories of dairy products in India as well as the vision, mission, critical success factors, challenges, and SWOT analysis of the dairy industry. Additionally, it discusses gaps and opportunities for improvement in areas like infrastructure, technology, skills, and support from the government.
The market size for milk and milk products (formal + informal sector) is estimated INR 3.6 lakh crores.
The organized market is growing at nearly 10 percent in value terms annually
Traditional dairy products account for about 50% of the total milk produced
The organized sector processes an estimated 20% of the total milk output in India
Milk is processed and marketed by 170 Milk Producers’ Cooperative Unions
Dairy Sector Contributes 17% of the Country’s Total Expenditure on Food
Per capita milk consumption is around 276 g per day
Dairy contributes to 16% of consumer spend on food – 18% in Urban, 15% in rural
Milk procurement price has grown by about 2.5 times in the last decade
The document discusses the dairy industry in India. It notes that 50% of buffaloes and 20% of cows reside in India. It explains the difference between the unorganized and organized dairy sectors. The organized sector accounts for only 13% of milk production compared to 45% at the farm level and 42% in the unorganized sector. It also discusses major players like Amul and Mother Dairy and how Operation Flood helped develop the dairy cooperative system in India.
The National Dairy Development Board (NDDB) was established in 1965 through an act of parliament to increase milk production and promote the dairy industry in India. It launched Operation Flood in 1970, which made India the world's largest milk producer by increasing output, farmer incomes, and consumer access. NDDB provides services like project financing, engineering, research, and developing dairy cooperatives based on the successful Anand model.
The document discusses strategies for entering the Indian dairy sector. It begins with an analysis of the growing industry and potential for organizing the unorganized segment. Primary research was conducted at Mother Dairy and NDDB to understand procurement, value-added products, and dairy development activities.
A value chain analysis identified issues at each stage and opportunities like procurement from unorganized players, dairy extension services, bulk milk coolers, and manufacturing of tetra packed milk and value-added products. The proposed entry strategy is a phased approach starting with low-cost tetra packed milk, then custom packing of value-added products, and manufacturing refrigerated transport systems. Setting up a processing plant in Jaunpur gives locational advantages for procurement and supplying
This document discusses the major players in the Indian dairy market and provides an overview of the dairy market and products. It notes that Rabobank expects the organized dairy market in India to more than double to $24 billion by 2020. It also discusses some of the challenges faced by dairy players like high investment needs, low milk yields from Indian cows, and low margins in liquid milk. It provides examples of value-added dairy products and case studies of major players like Amul and Parag Milk Foods. It outlines the effects that value-added products have had on sourcing milk from outside Gujarat for Amul. Finally, it briefly mentions some external investors in the dairy industry.
The dairy industry in India is large and growing. India currently produces 17% of the world's milk and is projected to account for over 1/3 of global milk consumption by 2020. The dairy market in India is estimated at INR 3.6 lakh crores and is dominated by the unorganized sector. However, the organized sector is growing at around 10% annually. Major players in the Indian dairy industry include cooperative brands like Amul and Nandini, and private companies such as Mother Dairy and Parag Milk Foods. The dairy industry is driven by India's growing population, rising incomes, and urbanization.
The document provides an overview of the dairy market in India in 2014. It discusses key trends such as growing income and urbanization driving increased dairy consumption. The main challenges to the industry are inadequate feed supply and cold storage. Major players in the market are Company A, B and C. The document also examines import/export trends, competitive landscape and strategic recommendations for the dairy sector in India.
India is the world's largest producer and consumer of milk. Milk production has grown significantly over time due to factors like increased genetic potential of cattle, artificial insemination programs, and government initiatives. However, the dairy industry faces challenges as well, such as lack of infrastructure, quality issues, and unorganized markets. Cooperative dairies play a major role in milk procurement and marketing in India.
Current status of milk industry in india with SWOT analysisDrRadhakrishna Sahu
India is the world's largest producer of milk, producing over 143 million tonnes annually. Milk production has been growing steadily at over 6% annually. The dairy industry provides employment and income in rural areas. The industry faces weaknesses such as low milk yields and lack of cold storage infrastructure. Opportunities for growth include increasing domestic and export demand as incomes rise. Threats include rising feed costs and competition from large multinational companies.
The document provides an overview of the dairy market in India including key facts and figures. It discusses the size and breakdown of traditional and universal dairy products. The top 10 milk producing dairies in India are listed, with Mother Dairy being the largest at 2,500 thousand liters per day. Technology and entry barriers, imports, margins between product types, and the world's top 10 dairy companies are also briefly covered.
1) The dairy industry in India is experiencing rapid growth and transformation, with both established players and new startups innovating and expanding their product ranges, especially in value-added products like yogurt and flavored milk.
2) Major players like Amul, Nestle, and Danone are investing heavily in new processing facilities and value-added products to capitalize on the shift in demand toward more convenient, nutritious options.
3) While the liquid milk market remains important, particularly for large cooperatives, the highest margins and most opportunities for differentiation are in value-added products, driving many players to focus on categories like cheese, yogurt, and milk-based beverages.
India is the world's largest producer of milk, accounting for over 13% of global output. Milk production has increased steadily due to population growth and rising incomes. The cooperative model developed in Anand, Gujarat transformed the dairy industry, with village cooperatives collecting milk and forming unions and federations. The Operation Flood program further expanded this cooperative network across India, linking farmers to urban consumers. This helped transition India from a milk importer to the world's largest exporter, boosting rural incomes and the dairy economy.
The seminar document provides an overview of the Indian dairy industry in 3 paragraphs.
The first paragraph introduces that dairy activities are integral to India's rural economy, and that India is the world's largest producer and consumer of dairy products. The demand for milk is growing tremendously.
The second paragraph outlines some of the challenges facing the Indian dairy industry, including lower milk yields per cow compared to other countries, as well as issues like shortage of fodder and poor transportation infrastructure.
The third paragraph briefly summarizes the history of the dairy industry in India, including the Operation Flood program launched in 1970 which transformed India from a milk importer to having a milk surplus, leading it to become the largest milk producer globally
Dairy Industry in India: Represent the Growth of Value Added ProductsIMARC Group
The report provides a comprehensive analysis of dairy market in india with insight the value added dairy products like UHT milk, flavored milk, flavored yoghurts, probiotic dairy products, etc that are currently growing at 20-25% annually. Link to report: http://www.imarcgroup.com/dairy-industry-in-india
The seminar document provides an overview of the Indian dairy industry in 3 paragraphs:
1) It introduces the topic, noting that dairy is integral to India's rural economy and that demand is growing not only in cities but also towns and rural areas. The industry has progressed from an agrarian way of life to a professionally managed one.
2) It discusses challenges facing the industry like low milk yields per cow compared to other countries, as well as issues like shortages of fodder and poor transportation.
3) It provides a brief history of the industry, highlighting the Operation Flood program launched in 1970 which transformed India from a milk importer to having a surplus, led by the National Dairy Development Board.
The National Dairy Development Board (NDDB) was established in 1965 to develop the dairy industry in India through the cooperative model. Key events include the formation of the Kaira District Cooperative Milk Producers' Union in 1946, the success of the Anand model cooperative, and the launch of Operation Flood from 1970-1996. Operation Flood transformed India from a milk-deficient nation to the largest milk producer in the world through the establishment of dairy cooperatives across the country. The NDDB continues to focus on strengthening the cooperative movement and increasing milk production in India.
The dairy industry in India is the largest in the world, with India accounting for 17% of global milk production. Milk production has doubled in the past 20 years to 140.6 million tons annually. The market size of the dairy industry is currently INR 2.6 trillion and is estimated to grow to INR 3.7 trillion by 2025. The industry is comprised of 12% organized sector and 88% unorganized local suppliers. The government has implemented programs like the National Dairy Plan to boost production through genetic improvement, feed development, and improved procurement to help close the gap between growing demand and milk supply.
This document provides an overview of the dairy industry in India. It discusses that India is the largest producer and consumer of milk globally, producing over 127 million tons annually. The dairy industry is made up of mostly small farmers (85%) and some large cooperatives and private dairies (15%). The cooperative model pioneered by Operation Flood led by the National Dairy Development Board has helped transform India into the top dairy producer. Key players in the organized sector include cooperative dairies such as Amul, Vijaya, and Milma. The document outlines trends in production, consumption, exports and imports as well as policies and institutions supporting the dairy industry.
The Indian dairy industry is one of the largest and fastest growing in the world. India currently produces the most milk globally and has significant potential for further growth. Milk production is expected to triple over the next 10 years due to expanding export potential and declining subsidies in developed nations. Production costs in India are also the lowest globally. The dairy sector contributes greatly to India's economy and rural employment. While milk consumption has increased steadily, there remains significant potential for further growth to meet nutritional recommendations. The market remains multi-layered, with opportunity for both large-scale commercial producers and smaller local vendors.
India is the world's largest milk producer due to several key strategies:
(1) Strong national policies support dairy farming and link the economy, agriculture, and rural development.
(2) India preserves indigenous cattle and buffalo breeds that are well-adapted to local conditions rather than relying on imported breeds.
(3) Cooperative management structures like AMUL collect, process and market milk at village, district and state levels, ensuring fair prices and quality standards.
Private management also works effectively with agents.
(4) Milk is processed into value-added products to reduce spoilage and access more markets.
(5) Popular brands and quality control allow cooperatives and companies to market products nationally
Indian dairy industry future prospects & key challengesJitendra Vala
This File shows the current scenario(year 2017) of indian dairy industry with prospects and challenges of current situation.All the data has been discovered from the authorized sources from the governmental websites and relevant sources.
This document provides an overview of the dairy processing sector in India. It discusses key topics such as the regulatory framework, major players, growth of the sector, and challenges. The dairy sector is large and growing, valued at $70 billion in 2015. However, there are also issues such as low milk productivity per animal compared to global standards, due to ineffective breeding programs. The sector provides opportunities but also faces challenges around quality, productivity and infrastructure.
The document summarizes the status of milk marketing and dairy cooperatives in India. It finds that 80% of milk produced in rural India is handled by the unorganized sector, while the remaining 20% is handled by the organized sector which includes government and cooperatives. Dairy cooperatives play a vital role in alleviating rural poverty by augmenting rural milk production and marketing. However, involvement of intermediaries, lack of bargaining power for producers, and lack of infrastructure constrain the prices received by producers. Future challenges for India's milk marketing include improving milk quality, product development, infrastructure, and global marketing.
The document outlines a business plan for NepShire, an organic dairy farm in Nepal that will breed Holstein cows, produce a variety of dairy products using modern milking pipelines, and generate bioelectricity from cow waste to help address issues in Nepal's dairy industry like the lack of product variety and reliance on expensive imported electricity. The plan discusses the company introduction, operating environment, identified opportunities, marketing strategy, feasibility analysis, and financial projections.
Muhammad akhtar b mehtabfinal project on engro food scmMuhammad Mehtab
This document provides a summary of Engro Foods Limited's supply chain management report. It acknowledges those who contributed to the report and outlines Engro Foods' history, locations, organizational structure, and values. The summary also provides an overview of Pakistan's dairy industry and milk supply chain, which Engro Foods operates within.
Antibiotic Residues In Milk, Risk For Consumers And ProcessorsFrancois Stepman
This document discusses antibiotic use in milk production and the risks of antibiotic residues. It notes that antibiotic treatment of dairy cows requires a withdrawal period to ensure milk does not contain residues above the maximum residue limit (MRL) set by legislation. The presence of residues can pose health risks to consumers and processing issues. The document recommends good farm practices like record keeping of treatments, clear cow identification, and milk discard protocols to avoid mixing contaminated milk. It also discusses antibiotic residue testing that can be done on farm and by dairies to check for residues.
Building Highly Scalable Immersive Media Solutions on AWSETCenter
Immersive media content such as 360 degree video places a unique set of demands on cloud-based infrastructure from a complete end to end solution point of view. A key goal for any solution of this nature is to keep costs low while not impacting availability, scale and compute performance. In this talk we will look at how to solve ingest, processing, storage and delivery of live and on-demand content for immersive media delivery, and present a reference design for 360 degree streaming using best-practice architectural patterns.
Speakers: Konstantin Wilms, Principal Solutions Architect M&E, AWS and Chad Schmutzer, Specialist Solutions Architect SPOT, AWS
The document provides an overview of the dairy market in India in 2014. It discusses key trends such as growing income and urbanization driving increased dairy consumption. The main challenges to the industry are inadequate feed supply and cold storage. Major players in the market are Company A, B and C. The document also examines import/export trends, competitive landscape and strategic recommendations for the dairy sector in India.
India is the world's largest producer and consumer of milk. Milk production has grown significantly over time due to factors like increased genetic potential of cattle, artificial insemination programs, and government initiatives. However, the dairy industry faces challenges as well, such as lack of infrastructure, quality issues, and unorganized markets. Cooperative dairies play a major role in milk procurement and marketing in India.
Current status of milk industry in india with SWOT analysisDrRadhakrishna Sahu
India is the world's largest producer of milk, producing over 143 million tonnes annually. Milk production has been growing steadily at over 6% annually. The dairy industry provides employment and income in rural areas. The industry faces weaknesses such as low milk yields and lack of cold storage infrastructure. Opportunities for growth include increasing domestic and export demand as incomes rise. Threats include rising feed costs and competition from large multinational companies.
The document provides an overview of the dairy market in India including key facts and figures. It discusses the size and breakdown of traditional and universal dairy products. The top 10 milk producing dairies in India are listed, with Mother Dairy being the largest at 2,500 thousand liters per day. Technology and entry barriers, imports, margins between product types, and the world's top 10 dairy companies are also briefly covered.
1) The dairy industry in India is experiencing rapid growth and transformation, with both established players and new startups innovating and expanding their product ranges, especially in value-added products like yogurt and flavored milk.
2) Major players like Amul, Nestle, and Danone are investing heavily in new processing facilities and value-added products to capitalize on the shift in demand toward more convenient, nutritious options.
3) While the liquid milk market remains important, particularly for large cooperatives, the highest margins and most opportunities for differentiation are in value-added products, driving many players to focus on categories like cheese, yogurt, and milk-based beverages.
India is the world's largest producer of milk, accounting for over 13% of global output. Milk production has increased steadily due to population growth and rising incomes. The cooperative model developed in Anand, Gujarat transformed the dairy industry, with village cooperatives collecting milk and forming unions and federations. The Operation Flood program further expanded this cooperative network across India, linking farmers to urban consumers. This helped transition India from a milk importer to the world's largest exporter, boosting rural incomes and the dairy economy.
The seminar document provides an overview of the Indian dairy industry in 3 paragraphs.
The first paragraph introduces that dairy activities are integral to India's rural economy, and that India is the world's largest producer and consumer of dairy products. The demand for milk is growing tremendously.
The second paragraph outlines some of the challenges facing the Indian dairy industry, including lower milk yields per cow compared to other countries, as well as issues like shortage of fodder and poor transportation infrastructure.
The third paragraph briefly summarizes the history of the dairy industry in India, including the Operation Flood program launched in 1970 which transformed India from a milk importer to having a milk surplus, leading it to become the largest milk producer globally
Dairy Industry in India: Represent the Growth of Value Added ProductsIMARC Group
The report provides a comprehensive analysis of dairy market in india with insight the value added dairy products like UHT milk, flavored milk, flavored yoghurts, probiotic dairy products, etc that are currently growing at 20-25% annually. Link to report: http://www.imarcgroup.com/dairy-industry-in-india
The seminar document provides an overview of the Indian dairy industry in 3 paragraphs:
1) It introduces the topic, noting that dairy is integral to India's rural economy and that demand is growing not only in cities but also towns and rural areas. The industry has progressed from an agrarian way of life to a professionally managed one.
2) It discusses challenges facing the industry like low milk yields per cow compared to other countries, as well as issues like shortages of fodder and poor transportation.
3) It provides a brief history of the industry, highlighting the Operation Flood program launched in 1970 which transformed India from a milk importer to having a surplus, led by the National Dairy Development Board.
The National Dairy Development Board (NDDB) was established in 1965 to develop the dairy industry in India through the cooperative model. Key events include the formation of the Kaira District Cooperative Milk Producers' Union in 1946, the success of the Anand model cooperative, and the launch of Operation Flood from 1970-1996. Operation Flood transformed India from a milk-deficient nation to the largest milk producer in the world through the establishment of dairy cooperatives across the country. The NDDB continues to focus on strengthening the cooperative movement and increasing milk production in India.
The dairy industry in India is the largest in the world, with India accounting for 17% of global milk production. Milk production has doubled in the past 20 years to 140.6 million tons annually. The market size of the dairy industry is currently INR 2.6 trillion and is estimated to grow to INR 3.7 trillion by 2025. The industry is comprised of 12% organized sector and 88% unorganized local suppliers. The government has implemented programs like the National Dairy Plan to boost production through genetic improvement, feed development, and improved procurement to help close the gap between growing demand and milk supply.
This document provides an overview of the dairy industry in India. It discusses that India is the largest producer and consumer of milk globally, producing over 127 million tons annually. The dairy industry is made up of mostly small farmers (85%) and some large cooperatives and private dairies (15%). The cooperative model pioneered by Operation Flood led by the National Dairy Development Board has helped transform India into the top dairy producer. Key players in the organized sector include cooperative dairies such as Amul, Vijaya, and Milma. The document outlines trends in production, consumption, exports and imports as well as policies and institutions supporting the dairy industry.
The Indian dairy industry is one of the largest and fastest growing in the world. India currently produces the most milk globally and has significant potential for further growth. Milk production is expected to triple over the next 10 years due to expanding export potential and declining subsidies in developed nations. Production costs in India are also the lowest globally. The dairy sector contributes greatly to India's economy and rural employment. While milk consumption has increased steadily, there remains significant potential for further growth to meet nutritional recommendations. The market remains multi-layered, with opportunity for both large-scale commercial producers and smaller local vendors.
India is the world's largest milk producer due to several key strategies:
(1) Strong national policies support dairy farming and link the economy, agriculture, and rural development.
(2) India preserves indigenous cattle and buffalo breeds that are well-adapted to local conditions rather than relying on imported breeds.
(3) Cooperative management structures like AMUL collect, process and market milk at village, district and state levels, ensuring fair prices and quality standards.
Private management also works effectively with agents.
(4) Milk is processed into value-added products to reduce spoilage and access more markets.
(5) Popular brands and quality control allow cooperatives and companies to market products nationally
Indian dairy industry future prospects & key challengesJitendra Vala
This File shows the current scenario(year 2017) of indian dairy industry with prospects and challenges of current situation.All the data has been discovered from the authorized sources from the governmental websites and relevant sources.
This document provides an overview of the dairy processing sector in India. It discusses key topics such as the regulatory framework, major players, growth of the sector, and challenges. The dairy sector is large and growing, valued at $70 billion in 2015. However, there are also issues such as low milk productivity per animal compared to global standards, due to ineffective breeding programs. The sector provides opportunities but also faces challenges around quality, productivity and infrastructure.
The document summarizes the status of milk marketing and dairy cooperatives in India. It finds that 80% of milk produced in rural India is handled by the unorganized sector, while the remaining 20% is handled by the organized sector which includes government and cooperatives. Dairy cooperatives play a vital role in alleviating rural poverty by augmenting rural milk production and marketing. However, involvement of intermediaries, lack of bargaining power for producers, and lack of infrastructure constrain the prices received by producers. Future challenges for India's milk marketing include improving milk quality, product development, infrastructure, and global marketing.
The document outlines a business plan for NepShire, an organic dairy farm in Nepal that will breed Holstein cows, produce a variety of dairy products using modern milking pipelines, and generate bioelectricity from cow waste to help address issues in Nepal's dairy industry like the lack of product variety and reliance on expensive imported electricity. The plan discusses the company introduction, operating environment, identified opportunities, marketing strategy, feasibility analysis, and financial projections.
Muhammad akhtar b mehtabfinal project on engro food scmMuhammad Mehtab
This document provides a summary of Engro Foods Limited's supply chain management report. It acknowledges those who contributed to the report and outlines Engro Foods' history, locations, organizational structure, and values. The summary also provides an overview of Pakistan's dairy industry and milk supply chain, which Engro Foods operates within.
Antibiotic Residues In Milk, Risk For Consumers And ProcessorsFrancois Stepman
This document discusses antibiotic use in milk production and the risks of antibiotic residues. It notes that antibiotic treatment of dairy cows requires a withdrawal period to ensure milk does not contain residues above the maximum residue limit (MRL) set by legislation. The presence of residues can pose health risks to consumers and processing issues. The document recommends good farm practices like record keeping of treatments, clear cow identification, and milk discard protocols to avoid mixing contaminated milk. It also discusses antibiotic residue testing that can be done on farm and by dairies to check for residues.
Building Highly Scalable Immersive Media Solutions on AWSETCenter
Immersive media content such as 360 degree video places a unique set of demands on cloud-based infrastructure from a complete end to end solution point of view. A key goal for any solution of this nature is to keep costs low while not impacting availability, scale and compute performance. In this talk we will look at how to solve ingest, processing, storage and delivery of live and on-demand content for immersive media delivery, and present a reference design for 360 degree streaming using best-practice architectural patterns.
Speakers: Konstantin Wilms, Principal Solutions Architect M&E, AWS and Chad Schmutzer, Specialist Solutions Architect SPOT, AWS
This document discusses how blockchain technology could transform personal insurance. It begins by explaining blockchain technology and how it provides a secure public ledger without a central authority. It then discusses personal insurance and the role of trusted third parties. Blockchain technology could displace some roles of third parties by preventing duplicate transactions and providing a verifiable transaction record. The document explores four themes regarding how blockchain could impact identity, transactions across space, recording of debts over time, and enabling new forms of mutual insurance communities. It provides examples of how blockchain could be used to manage personal identity and data, enable more global insurance products, automate processes like wills and life insurance payouts, and transform insurance models.
Farm to Fork describes the food supply chain from production to consumption. It involves growing crops and raising animals, processing and packaging raw materials, warehousing and cold storage, transportation between all stages, and lastly distribution to retailers and consumers. Effective supply chain management is needed to move food efficiently while maintaining quality. Technology plays a key role, especially for monitoring temperature controls vital for perishable foods throughout the cold chain.
Supply chain finance models Part 1: bank-agnostic models, bank-funded and man...sharedserviceslink.com
This document discusses GSK's bank funded supply chain financing solution. It provides an overview of GSK as a company, their strategic priorities and organizational structure. It then discusses GSK's working capital program and evolution in improving days payable outstanding. The main part of the document describes GSK's implementation of a bank funded supply chain financing program, including the process, supplier onboarding, and go live. It concludes with some key lessons learned around communication, education, and ensuring suppliers understand the benefits.
The document summarizes a project in Uganda that aims to increase vegetable oil production through three subprojects: an oil palm plantation on Bugala Island, developing traditional oilseed crops in northern districts, and researching essential oil crops.
The oil palm subproject has established 92% of its nucleus estate but smallholder participation is below targets, with only 66% of land registered and 33% planted. The traditional oilseeds subproject has significantly expanded sunflower production, benefiting over 200,000 farmers. The essential oils subproject identified potential crops but faces bottlenecks in processing and marketing. Overall the traditional oilseeds subproject has been most effective while the oil palm subproject faces challenges in smallholder engagement.
New Practices and Opportunities in Supply Chain FinanceMisys
This presentation, for a Trade Innovation circle held in Istanbul, is about new practices and opportunities in Supply Chain Finance. Looking more specifically at the Bank Payment Obligation and technology innovations.
BASIX is a microfinance institution in India that aims to promote sustainable livelihoods for rural communities. It provides integrated financial services and technical assistance. Over time, BASIX transitioned from receiving soft loans and grants to raising commercial equity and debt. It focuses on agri value chains by identifying subsectors, addressing bottlenecks through collaboration, and scaling interventions. BASIX works with farmers, producer organizations, enterprises and markets. It delivers services like credit, training, inputs, and market linkages. Major constraints include access to quality seeds, production issues, post-harvest losses, lack of market information, and processing challenges. BASIX collaborates with partners across the value chain.
Blockchain is a digital ledger of transactions that is programmed to record all types of valuable transactions in a verifiable and permanent way. It works by distributing the ledger across a network of computers that must approve transactions before they are added to the chain in blocks. This allows transactions to be recorded in a transparent yet secure manner. Blockchain has the potential to transform business by enabling applications for money transfer, taxes, micropayments, smart contracts, and more. Several companies are experimenting with blockchain technology for uses in financial services, property records, healthcare data sharing, and tracking valuable assets like diamonds.
This document presents an overview of the Blockchain applications in Life Sciences. The applications are mapped onto Life Sciences value chain – preclinical, clinical, manufacturing, distribution, and customer. Blockchain could be used in many applications across the value chain including but not limited to peer-to-peer network, data storage, smart contracts and file sharing. This innovative technology presents a lot of promise in accelerating drug discovery and removing many inefficiencies.
This disclaimer informs readers know that the views, thoughts, and opinions expressed in the presentation belong solely to the author, and not to the author’s employer, organization, committee or other group or individual.
This document discusses the changing dynamics of the dairy sector in India. It provides key statistics on milk production, consumption, and the livestock population. It also outlines some of the major concerns for the dairy industry like inadequate veterinary services and inputs. Additionally, the document analyzes existing dairy supply chain models, including strong organized systems like Amul, weak organized systems, and traditional dudhiya systems. Regulatory environment changes that allow more private investment in the dairy sector are also covered.
This power point provides basic information about minerals management in dairy cattle with reference to latest information available in literature and practical application
BigchainDB: A Scalable Blockchain Database, In PythonTrent McConaghy
This document introduces BigchainDB, a scalable blockchain database built using Python. BigchainDB takes a "blockchain-ify big data" approach by leveraging existing big data database techniques like Paxos to provide performance, while adding blockchain characteristics like decentralization, immutability, and digital assets. It uses a federated voting system across nodes to validate transactions in blocks for speed and scalability. Benchmarks show it can process thousands of writes per second across dozens of nodes. Examples of potential use cases include supply chain tracking for diamonds, energy, and medical journals.
This document discusses DuPont's YO-MIX® CURD Cultures product line for producing curd, lassi, and buttermilk. It provides an overview of curd/dahi consumption in India, key consumer preferences around taste and texture, and challenges faced by retail curd producers. The YO-MIX® CURD Cultures portfolio includes various culture options tailored to regional preferences that allow for reliable production and desired sensory attributes. Customers have reported positive feedback that several culture options match popular traditional products and provide benefits like fast acidification and robust production.
The global system behind a viewer’s transaction of watching a movie or TV show impacts viewers and show creators every day. What if all stakeholders had the same facts – Writers, Producers, Directors, Unions, Studios, Networks, Distributors, Theaters, Broadcasters, Cable Providers, Satellite providers, OTT providers and viewers? Blockchains offer precisely this opportunity. In this article we are going to explore new methods for enabling accountability in pre-production, production, post production, distribution, consumption and reporting with a secure chain of custody and metadata to be accessed, including key social attributes such as viewing method, display usage, rights compliance, and digital rights management.
Speaker : Steve Wong, HPE
Blockchain Health and Crypto Wellness FuturesMelanie Swan
limited scope, no
general intelligence
Blockchain Deep-Learners:
general intelligence trained on
massive decentralized data
commons via blockchain
Sources: http://www.slideshare.net/lablogga/brain-as-a-dac-swan,
http://www.melanieswan.com/documents/BlockchainThinking_SWAN.pdf
May 5, 2015
Blockchain Health
App #3: Blockchain Advocates
24
Human Enhancement
Digital intelligences advocate for
human values and priorities
Autonomously represent human
interests in AI development
Ensure beneficial outcomes
Given the socio-economic and agrarian challenges facing Zimbabwe today, does dairying have a future? If yes, what kind of farmer has the greatest contribution to that future. The author tries to give his opinion on the above.
India wastes a significant amount of agricultural produce, around 40% of total horticulture. Post-harvest losses range from 2.8-18% depending on the crop. Only 2% of agricultural produce is processed. Strategies are needed to improve value addition and processing through primary and secondary processing, by-product utilization, supply chain management, and marketing. Contract farming can help by establishing fixed or market-linked prices and quality standards. Companies like Harrisons Malayalam Ltd are working to address these issues through sustainable agricultural practices, social initiatives, and partnerships with small farmers. National strategies are also needed around comparative advantage, policy, skills, financing, technology, and sustainable resource use to transform Indian agribusiness.
- The document presents a pre-feasibility study for a fruit juice production facility in Iraq, analyzing factors such as raw material availability, production costs, market demand, and financial viability.
- A financial model for a proposed "model" facility indicates it could achieve a 19% return on investment but has a long payback period and high break-even production level, raising concerns about commercial feasibility.
- Key outstanding questions that require further investigation include identifying an investor, selecting a fruit type and production location, and assessing market demand and pricing strategy.
Dairy Industry in India had a long historical tradition..
World 2nd largest milk producer.
White revolution in 1975.
Asia produces 57% of the World’s total dairy production.
India produces 17% of the World’s total dairy production.
Presentation by the GVC Center's Ajmal Abdulsamad on the coconut value chain at a regional stakeholder meeting in Georgetown, Guyana on April 22, 2016.
The Zimbabwe dairy industry has declined significantly since 1980, with milk production falling from 156,000 metric tons in 1980 to only 52,000 metric tons in 2012. The industry is structured around milk collection and distribution, processing, retailing, input supply, and consumption. Milk production comes from both a large-scale commercial sector and a smallholder sector, with the commercial sector accounting for 97-98% of the market. Several organizations provide support services to the industry, including farmers' cooperations, the National Dairy Authority, and non-governmental organizations.
This document discusses innovation challenges and opportunities in the dairy sector. It begins with an overview of the evolution of milk processing and profiles of Ireland's dairy industry. Key challenges discussed include volatile milk prices, changing consumer attitudes, and the rise of dairy alternatives. Opportunities include product diversification, value-addition through innovation, and meeting growing global demand for nutrition. The document then covers various tools that can be used to support dairy innovation, and concludes by emphasizing the need for the industry to embrace data, adapt to changing demands, and work together to drive innovation and change in the sector.
Strategic management
Salova group company
Salova group history
Product market characteristics
Environment
Industry environment
SOWT analysis
Porter’s five model
Savola performance review
Competition
Management / organizational structure of Savola
Key strategic issues to be resolved
Future outlook
1) Shimla Dairy Products is an Indian cheese manufacturing company with two plants located within 120 km of each other. The company produces a variety of cheeses including cheddar, mozzarella, and imported varieties like parmesan.
2) The branded cheese market in India was estimated to be around 9,000 tonnes per year valued at 1.8 billion rupees, consumed primarily in urban areas. However, per capita consumption of cheese was still quite low in India compared to other countries.
3) Shimla Dairy faces competition from large domestic companies like Dynamix and Amul, as well as international brands entering the Indian market. To better take advantage of growth in the cheese industry,
The document outlines the points to be covered in a term project for a group on the agro-commodity company Olam Export (I) Ltd. It includes: an overview of why agro-commodities were selected; the company's overview; Olam's strategic thrusts and financial targets; how it sources competitive advantages; its global strategy and approach to growth; and recommendations.
The document outlines Arla's strategy change plan to expand into Pakistan. It provides an overview of Arla, including its profile, financial performance, strategies and competitors. It analyzes the political, economic, social and technological factors in Denmark and Pakistan. It identifies reasons for expanding into Pakistan such as the growing demand and supply gap for dairy products. The strategic options discussed include contractual agreements or franchising for market entry.
These is a formal B-school presentation presented on the topics show. It was given as the best .ppt on given topic .
for the college SITM, Pune
Do check it and feedback if any doubts.
Business Proposal for Wall's "Diletto carnation"Shehroz Adil
Unilever Pakistan is introducing a new ice cream product line called "Diletto Carnation" made solely from cow's milk. It will initially offer 3 flavors: strawberry, vanilla and chocolate. The product is positioned as healthier than other ice creams due to its low sugar content from the cow's milk. It will target posh markets since the cost will be higher than competitors like Wall's. A letter authorizes a report on Unilever's sales territory and time management practices, focusing on their tools, techniques and processes.
Popularity of dairy food in international market (2)smkaiser15
Southern Dairy Foods is a leading dairy foods provider in Bangladesh that seeks to expand internationally. It currently has a strong position in Bangladesh but sees opportunities in the large international market. The business plan analyzes Southern Dairy Foods' vision, mission, strengths, weaknesses and strategies for market segmentation, positioning, and marketing mix to penetrate new markets. It highlights goals of reinforcing their brand and values while continuously innovating through technology. Financial projections estimate profitable growth and payback of initial investments within two years of expanding operations.
To find the way by which coco could be produced in Bangladesh. We will be able to coco produced in Bangladesh and able to manufacture it with lowest possible coast .
This document provides an overview and analysis of Parle Products Pvt. Ltd., an Indian FMCG company. In 3 sentences:
Parle was formed in 1929 and is now India's largest biscuit manufacturer, holding a 40% market share, with products including Parle-G biscuits and Melody chocolate. An analysis of Parle includes a SWOT analysis, Porter's Five Forces analysis, and PESTEL analysis to understand its competitive positioning. A SPACE matrix scores Parle's financial position, competitive position, stability, and industry strength to evaluate its overall strategic position.
We were not allowed to take any photo of production with that restriction to complete the paper and presentation we had to take support on previously published papers from online. So all the information described here is not directly related with Igloo. Core & real operation process described here is identical. We tried to give a thought on ice cream production process.
The document discusses trends in the global dairy, meat, and fish industries and SAP solutions for these industries. Key points include:
- Global meat and fish production is increasing significantly to meet growing demand from a rising global population.
- Agricultural production must double by 2050 to feed 10 billion people. Existing practices need to become more sustainable.
- Consumers are willing to pay more for traceability and quality assurances.
- SAP provides solutions like SAP Dairy Management and SAP Meat and Fish Management to help companies in these industries address challenges like planning, traceability and compliance. The solutions integrate processes across the supply chain.
Similar to World Bank IFC Financing Dairy Supply Chain in Africa: Successes and Failures (20)
Agroecology in fragile contexts in sub-Saharan AfricaFrancois Stepman
12 June 2024. Agroecology in fragile contexts in sub-Saharan Africa: What can agroecology offer in times of crises? a joint initiative of the Sufosec Alliance and the Swiss Agency for Development and Cooperation (SDC)
Speakers:
Nicole Stolz SWISSAID SDC Headquarters
Christian Wirz VSF Switzerland
Ibrahima Aboubacar Dada SWISSAID Niger
Michael Hauser Vienna University of Natural Resources and Life Sciences
Beruk Yemane VSF Ethiopia
Barro Arnaud Albert SDC Niger ADIF
Boureima Adamou , Fastenaktion Burkina Faso
Abdikarim Aden SDC Kenya
Abel Gouba SDC Burkina Faso
The Innovative Agriculture for Smallholder Resilience (iNASHR) project (Egypt) was implemented over 3 years during which there was the COVID-19 pandemic, in addition to instability in farm prices and uncertainties in water availability.
Despite this, 18 teams of Entrepreneurs for Rural Access (ERAs) serving as digital extension service providers were able to reach more than 60,000 people in rural communities between 2021 and 2023.
Three specially commissioned “farmer-to-farmer” style training videos were produced (see at the bottom of this blog post),
and 60 other relevant Access Agriculture videos were translated into Arabic and shown to farmers.
These active service providers, half of whom are women, used a solar-powered smart projector to reach communities where access to power supply, internet connection and mobile phone signal can be challenging.
West Africa Scene Setting African Continental Master Plan (CMP) for electrici...Francois Stepman
6 February 2024. Drive Renewable Energy Investments in West Africa Hosted by IRENA Coalition for Action
Recording forthcoming
The session covered the African Continental Master Plan (CMP) for electricity generation and transmission, delved into West Africa's electricity sector, and presented recommendations from the Policy Brief titled:
IRENA (2023) Scaling up renewable energy investments in West Africa # 12 p.
https://paepard.blogspot.com/2024/02/drive-renewable-energy-investments-in.html
Scaling up renewable energy investments in West AfricaFrancois Stepman
6 February 2024. Drive Renewable Energy Investments in West Africa Hosted by IRENA Coalition for Action
Recording forthcoming
The session covered the African Continental Master Plan (CMP) for electricity generation and transmission, delved into West Africa's electricity sector, and presented recommendations from the Policy Brief titled:
IRENA (2023) Scaling up renewable energy investments in West Africa # 12 p.
https://paepard.blogspot.com/2024/02/drive-renewable-energy-investments-in.html
Advances of the AU-EU FNSSA Partnership towards Food Systems TransformationFrancois Stepman
23-25 January 2024. Joint SCAR workshop: “Research needs and priorities for the transformation to Sustainable Food Systems (SFS) at European and global level”
https://paepard.blogspot.com/2024/01/research-needs-and-priorities-for.html
Research needs for sustainable food systems – concepts and prioritiesFrancois Stepman
23-25 January 2024. Joint SCAR workshop: “Research needs and priorities for the transformation to Sustainable Food Systems (SFS) at European and global level”
https://paepard.blogspot.com/2024/01/research-needs-and-priorities-for.html
The Scientific Advice Mechanism (SAM) of the EC: its principles and working p...Francois Stepman
6 - 17 March 2021. In 2021, Aarhus University hosted the first European Seminar on science-based advice in agriculture and environment
More than 200 researchers and advisers from all over Europe participated. One of the conclusions was, that there is a need to learn from each other, to share best practices and to discuss the main principles, in order to strengthen the evidence based policy development in Europe. See: https://paepard.blogspot.com/2024/01/science-based-advice-for-policy-in.html
Transformation: An introductory guide to fundamental change for researchers a...Francois Stepman
7 Sep 2023 12:30 - 14:00 CEST. Transformation: An introductory guide to fundamental change for researchers and change makers in a world of crises
Fazey, I and Colvin, J. (2023). Transformation: An introductory guide to fundamental change for researchers and change makers in a world of crises - A Report for the Transforming UK Food Systems SPF Programme. University of York, Emerald Network Ltd. #52 p.
Online workshop based on a newly published report by Professor Ioan Fazey (University of York) and Dr John Colvin (Emerald Network Ltd) for the UKRI Transforming UK Food Systems SPF Programme.
This workshop was be an opportunity to learn, and engage with others, about the concept of transformational change in a context of a rapidly changing world.
The authors gave an overview of the concept of transformation and highlighted some of the critical aspects that need to be considered when embarking on an initiative, approach or campaign which is intended to be transformational. They talked about the challenges and opportunities of adopting these concepts in practice and research and there was an opportunity for participants to explore with others their own understanding and approaches to transformation.
EO based information for food security policy and decision supportFrancois Stepman
This document discusses how Earth observation (EO) can provide evidence to support food security policies and decision making. It notes the global rise in food insecurity and outlines JRC's use of EO for agricultural monitoring, early warning systems, and yield forecasting to help policymakers. Machine learning methods are being used to improve predictive capacity of food insecurity indicators. The document also emphasizes strengthening local capacity to use geospatial data for monitoring agriculture in Africa and providing technical support for new regulations.
Presentation by Kathelijne Beenen, Netherlands Space Office - Space for Climate Adaptation and Food Security
https://paepard.blogspot.com/2023/05/earth-observation-artificial.html
Machine learning for the environment: monitoring the pulse of our Planet with...Francois Stepman
Presentation by Davis Tuia, EPFL - Machine learning for the environment: monitoring the pulse of our Planet with remotely sensed data
25 May 2023. 9H30 - 16H25 Earth Observation & Artificial Intelligence solutions for climate change challenges
This new edition of the AI4Copernicus event focused on climate change and its impact on energy, food and water security. To withstand current and future pressures on our natural resources, integrated and sustainable management practices are required to balance the needs of people, nature and the economy.
https://paepard.blogspot.com/2023/05/earth-observation-artificial.html
‘How is the African insurance industry responding to climate change?’Francois Stepman
6 June 2023. ‘How is the African insurance industry responding to climate change?’
https://paepard.blogspot.com/2023/06/how-is-african-insurance-industry.html
The insurance industry is exposed to the risks of climate change and that risk is increasing. Insurers should be aware of these risks and the potential impact on their business. A 2019 global survey [With Climate Impacts Growing, Insurance Companies Face Big Challenges] found that 72 percent of insurance companies believe climate change will affect their business, but 80 percent of them have not taken significant steps to lessen climate risks. Moreover, insurance companies invest the money from the premiums they collect in the financial markets. They have $582 billion invested in fossil fuels investments that could be devalued as climate risks increase.
As natural disasters become more frequent and more costly, insurance companies are facing big challenges. If insurers are to weather the storms ahead, they’ll need to make some changes. The insurance industry needs to make substantial changes to deal with its own climate risks. Some of these changes could also enable insurance companies to help speed the transition to a net-zero society.
Speakers
Diana Castro (picture) is part of UNEP. As the Programme
Supervisor of the Principles for Sustainable Insurance (PSI) initiative, Diana oversees the largest collaboration between the United Nations and the insurance industry, which has over 250
members worldwide committed to integrating Environmental, Social, and Governance risks into their decision-making.
Lesley Ndlovu (picture) is currently the Chief Executive Officer of African Risk Capacity “ARC” Ltd, based in Nairobi, Kenya.
Kelvin Massingham is Director of Risk and Resilience at FSD Africa, where he is responsible for driving financial market innovation in Africa to increase resilience and create pathways for green finance to flow towards a net-zero and nature-positive future.
How are African banks coping with Climate ChangeFrancois Stepman
16 May 2023. This webinar discussed how climate-related risks threaten the functioning of banking institutions as well as the stability of the financial system.
Climate change and climate policy affect the balance sheets and business models of banks in different ways. African banks are vulnerable to the increasing frequency and severity of climate change shocks. They are also increasingly aware of the importance of adopting green financing principles, seeking to address risks and more importantly, to grasp new opportunities.
However, only 17% of banks have so far introduced specific green financing products, and these are estimated to account for only 2-20% of their portfolio . The webinar discussed how climate-related risks threaten the functioning of banking institutions as well as the stability of the financial system. The discussions also shed light on initiatives of banks to implement sustainable practices and central banks to create an enabling environment for sustainable finance drawing on international best practices.
http://paepard.blogspot.com/2023/05/climate-and-african-financial-sector.html
Webinar 1: Climate Change: What does it mean for the Financial Sector in Africa?
Financial institutions can play an important role in society’s adaptation to climate change risks mitigation. This webinar will highlight risks and opportunities that climate change poses for the financial sector in Africa and discuss how financial institutions can best respond to these, in a sustainable manner. In particular, the webinar is expected to:
Raise awareness on climate change within the financial industry in Africa and facilitate a broader dialogue aimed at integrating climate change considerations;
Clarify the pivotal role the financial sector can play in mitigating climate change risks and adapting to its effects; and
Present examples of transformative change in financial institutions’ practices
Speakers
Paul SMITH has worked for the climate team at the United Nations’ Environment Programme Finance Initiative (UNEP FI) for over four years. Paul leads UNEP FI’s climate adaptation and physical risk work supporting the Climate Risk Programme, the Climate Adaptation Working Group of the Principles for Responsible Banking and the Adaptation and Resilience Investor Collaborative (ARIC). He also leads on climate policy in partnership with the Investor Agenda and has co-authored The Climate Risk Landscape, Physically Fit? and Adapting to a New Climate, as well as contributing to Climate Risk: Managing the Financial Risk and Funding the Transition
Anthony NYONG is the Director of Climate Change and Green Growth at the AfDB. Mr. Nyong has about 30 years of experience in environmental and natural resources management, renewable energy and green growth. He was a Coordinating Lead Author for the IPCC Fourth Assessment Report and a member of the IPCC Task Group on Data and Scenario Support for Impact and Climate Analysis.
David ASHIAGBOR is the Chief Financial Sector Strategy Officer in the Financial Sector Development Department of the African Development Bank. He is currently leading the design and development of the Bank’s new Financial Sector Development Strategy, in addition to supporting the Director on policy and strategy issues.
Marina FINKEN is the Partnership Coordinator for Making Finance Work For Africa (MFW4A). She is an experienced Finance Professional who, before joining MFW4A had a successful career within Big 4 firms, providing audit and advisory services to large Banking groups and other financial services entities.
Transforming Research into Programs and Policies: How to Use the Research-to-...Francois Stepman
March 9 Transforming Research into Programs and Policies: How to Use the Research-to-Action Plan Section
Guest Speaker: Dr. Marlene Lee, PRB, United States
The webinar introduces you to how you can use the Research-To-Action (R2A) Plan Section to develop a step-by-step plan to communicate your research findings, attract influential stakeholders, and ensure your research leads to action.
Capturing Attention How To Use The Research Translation Toolkit’s Communicati...Francois Stepman
March 9 Transforming Research into Programs and Policies: How to Use the Research-to-Action Plan Section
Guest Speaker: Dr. Marlene Lee, PRB, United States
Speaker bios
This webinar introduces you to how you can use the Research-To-Action (R2A) Plan Section to develop a step-by-step plan to communicate your research findings, attract influential stakeholders, and ensure your research leads to action.
Generative Artificial Intelligence 3/14/2023 Johannes Schunter Head of Knowle...Francois Stepman
The document discusses the rise of generative artificial intelligence and its chatbot ChatGPT, outlining its potential uses for knowledge work including summarization, translation, and drafting as well as implications for the future of knowledge management and society. It suggests that development organizations prepare for building their own internal AI systems and discuss strategically how to handle societal impacts of information overload and job disruptions.
How to Use the Research Translation Toolkit’s Stakeholder Analysis SectionFrancois Stepman
23 February 2023 Reaching the Right People at the Right Time: How to Use the Stakeholder Analysis Section
Guest Speaker: Dr. Jose Rodriguez, International Consultant, Philippines
This webinar introduced the Stakeholder Analysis Section to identify influential individuals or groups who might use your research, and plan effective engagement with them to increase the impact of your research insights or technical innovations.
February 9 A Vital Resource: Exploring USAID’s Research Translation Toolkit
This webinar introduced the importance of research translation – the process that transforms research findings into a form that is relevant to practitioners or other audiences – and provides a high-level overview of the Research Translation Toolkit, including real world examples of research teams that have used the processes from the toolkit.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
World Bank IFC Financing Dairy Supply Chain in Africa: Successes and Failures
1. Financing The Dairy Supply Chain
World Bank (IFC)
ESADA 12th African Dairy Conference
August 31st 2016
2. IBRD
International Bank
for Reconstruction
and Development
IDA
International
Development
Association
IFC
International
Finance Corporation
MIGA
Multilateral
Investment and
Guarantee Agency
To promote
institutional, legal &
regulatory reform
Governments of
poorest countries with
per capita income less
than $1,025
- Technical assistance
- Interest Free Loans
- Policy Advice
To promote private
sector development
Private companies in
member countries
- Equity/Quasi-Equity
- Long-term Loans
- Trade and
Commodity Finance
- Risk Management
- Advisory Services
To reduce political
investment risk
Foreign investors in
member countries
- Political Risk
Insurance
Est. 1945 Est. 1960 Est. 1956 Est. 1988
Role:
Clients:
Products:
To promote
institutional, legal &
regulatory reform
Governments of
member countries with
per capita income
$1,025 - $6,055.
- Technical assistance
- Loans
- Policy Advice
Shared Mission: To Boost Shared Prosperity and End Extreme Poverty
IFC is a Member of the World Bank Group
2 CONFIDENTIAL
3. Corporate Financial Services
Buy Side Advisory
§ Assist clients to assess and select potential markets for entry/expansion at a regional, country and city
level
§ Identify short lift and select tarts for acquisition and partnership
§ Support valuation
§ Negotiations and transaction execution up to deal closure
Sell Side Advisory
Corporate Advisory
§ Assist clients to optimize financing structures and attract third party funding, advise on balance sheet
restructuring and value realization strategies, prepare clients for IPO
3
4. Lack of
Financing
The sector tends to lack
financing especially value
chain financing
Why WE LOVE DAIRY AS EMERGING MARKET INVESTMENT
Solid Growth
Emerging markets are the
dairy industry new life
Small Farmers
Complex supplies chains
often time includes
thousands of farms
Fewer
Environmental
Issues
(child labor, water use,
food safety)
Nutrition
Dairy is proven to be a key
component to a balanced diet
especially in early childhood
Steady Income
Stable financials generally
both on processor and
farming side with stead
income coming from daily
milkings
5. 5
A Unique Platform for Partners: Present in Every Region with
109 Offices and Active Along the Dairy Value Chain
(Colombia -$20mm)
Alqueria
Ecuador - Reyleche and
Lacteos Toni
(Dom. Republic - $15mm)
Rica
(Uruguay - $90mm)
Conaprole
(Cote d’Ivoire - $6mm)
SIALIM
(Poland - $2mm)
BONA
(Hungary - $3mm)
ERU Hungaria
(Turkey - $39mm)
Pinar SUT
Mis Sut Sanayi
(Bangladesh - $7mm)
PRAN Dairy
(India - $15 mm)
Parag Dairy
(Vietnam - $8mm)
Foremost Dairy
(Philippines)
Alaska Milk
(China - $15mm)
China Dairy
(Mongolia - $2mm)
Suu Dairy
(Russia - $9mm)
Campina
Represents IFC office locations
Argentina ($112m)
- Milkaut
- Milkito
- SanCor
- AUTCL
- Mastellone
(Uganda - $8 million
Pearl Dairy )
IN Process:
Bolivia: 1
Panama: 1
Egypt: 1
(Iraq - $18mm)
Al Safi- Danone
(Mauratantia- $6mm)
Tviski
(Pakistan - $45 mm)
Friesland Campina
6. IFC’s Selected Agribusiness Investments in Dairy
Alqueria
Colombia
Loans: $15 million
Equity: $5 million
Capacity expansion
efficiency improvements and
cost reduction.
2009
Conaprole
Uruguay
3 Loans: $90 million
Relocation of existing
plants. Construction of a
new powder milk plant.
2002, 2007, 2012
Pran Dairy
Bangladesh
Loan: $7 million
Expansion of production
and processing capacity ,
and working capital.
2011
Suu Dairy
Mongolia
Loan: $2 million
Expansion of production
capacity, develop milks
supply chain and upgrade
cooling points; establish 2
mini-processing plants.
2011
6
Parag Dairy
India
Loan: $15 million
Construct whey plant, UHT
plant, and chilling centers
along with increased supply.
2013
Industrial Milk Company
Ukraine
Loan: $30 million
Expand and modernize
dairy operations and
storage capacity. Expand
cropping operations.
2013
Arla AFISA
Argentina
Loan: $30 million
Syndication: $26 million
Expansion of whey
processing and permeate
drying capacity for whey
protein dairy products.
2015
Pearl Dairy
Uganda
Loans: $8 million
Greenfield powder milk
processing facility,
supported by local
farmer sourcing
activities.
2014
7. Opportunities in Dairy Continue to Shift Towards the Emerging Markets
7
§ The dairy value chain has a substantial GHG footprint
§ There is wide variance in productivity in developed
versus developing markets
§ To improve profitability and reduce business risk,
players are increasingly focused on resource efficiency
improvements in their supply chains
Key Challenges Key Barriers
§ Access to affordable capital
§ Access to appropriate technologies including
chilling and proper testing and food safety
§ Technical assistance and training
§ Diversified ownership of farms
§ Lack of market driven anchor dairy processor
§ Lack of farm level management skills
Emerging markets are growing between 5 to 8 percent; strong regional players are emerging.
8. IFC Role in Climate Smart Ag Investing
Dairy GHG Breakdown
8
9. Dairy Value Chain Intervention Points - “Farm to Fork”
Resource Efficiency Opportunities
9
Addressing the issues of water scarcity, waste, energy access (including diesel offset) through
the following interventions…..
§ Green buildings
§ Certification of EE
and lower GHG
(branding value)
§ Food safety
certification with
better cold chain
management
§ Green buildings
§ Fleet/logistics
§ LED lighting
§ Cold chain
management
§ Water efficiency
§ EE boilers,
pasteurizers,
dryers
§ Wastewater
treatment
§ Energy efficient
refrigeration
§ Cleaner
production
§ LED Lighting
§ EE chillers
§ Off grid solution
to cooling
§ Co-generation
§ Energy Storage
§ Water efficiency
§ Energy efficiency
§ LED Lighting
§ Solar fencing
§ Methane digesters
§ Water efficiency
& Irrigation
§ Milk cooling &
transportation to
collection center –
reduce losses
§ Pasture irrigation
§ Animal Health
§ Supplemental
Feeds
§ Right Genetics
Inputs
Farming &
Animal
Husbandry
Collection
Centers
Processors Retail
Note: Color coding is as follows: Resource Efficiency, Renewable Energy, Waste, and Water. CONFIDENTIAL
10. Presentation Title
Large Opportunities exist for further dairy industry development in BRIC over the coming 5 to 10
years. Longer term Africa will expand market size as disposable incomes increase.
Dairy GROWTH Opportunities
Ethiopia
Kyrgyzstahn
Senegal
China
India
Turkey
RussiaPoland
Indonesia
Mexico
Chile
PeruTurkey
Vietnam
Ecuador
Sri Lanka
Pakistan
Kenya
Romania Uruguay
Paraguay
Bulgaria
Ghana
Boliva
Jordan
Tanzania
Macedonia
Uganda
Rwanda
Botswana
Panama
Egypt
Brazil
US
German
France
Netherlands
Australia
Spain
Japan
Ireland
Portugal
Greece
Finland
Denmark
South Africa
Large Market Size
Small Market Size
Positive Market GrowthNegative Market Growth
Myanmar
Immediate growth will start in the dairy production hubs in East
Africa and where the cows are. Longer term export to non-
dairy countries will develop but only after quality partnerships
are developed and consumers trust regional brands.
11. § GDP per capita
growth in
emerging markets
is driving growth
and milk demand
§ Packaging is
critical for
opening up new
emerging markets
and reducing
waste
§ Processors are
key to any
successful dairy
value chain
§ EBITDA margins
range from
20-30% for
value added
milk products in
emerging
markets
§ Critical cooling
systems in place,
preferably
managed by the
company
§ Increase milk
production per
cow (triple is
goal)
11
Production/
Farmers
Dairy Hubs/
Collection
Processing
Products
and
Packaging
Markets
Interventions Along The Dairy Value Chain
IFC can support companies to grow along the value chain CONFIDENTIAL
12. § Company has processing capacity of 100,000 liters/day of raw milk (value add) to 1
million per day (powder)
§ Focus on the domestic market first
§ Revenues are a multiple of 2.0 to 3.0 of raw milk cost
§ Gross margins at 20% and above
§ Preferably no dependence on exports subsidies, tariff protection, imported milk
powder, or where the cost of milk is too high and cannot compete at parity with imports
§ Location of plant to milk production area is key to delivering fresh, safe, quality milk to
consumers. Depending on outside ambient temperature rule is: in 4 hours from time of
milking to time processing, milk should be chilled to 4 degrees Celsius
§ Milk loss is generally between 0.5% (developed markets) to 2.5% (less developed
markets)
§ Usually top three current market share player unless value added niche market
IFC Deal Criteria in Dairy Projects
12
CONFIDENTIAL
13. 13
Keys to Success
Value-added Dairy
Products
▪ Processed dairy products generally contribute to higher margins and are less vulnerable to sharp
decline in demand. Pasteurized and UHT milk are generally not attractive markets with very low
margins that companies pursue just to complete range of products and dilute fixed costs;
15. 15
Keys to Success
Value-added Dairy
Products
▪ Processed dairy products generally contribute to higher margins and are less vulnerable to sharp
decline in demand. Pasteurized and UHT milk are generally not attractive markets with very low
margins that companies pursue just to complete range of products and dilute fixed costs;
Brand and
Distribution System
▪ Brand positioning and reputation are crucial. Dairy processors should have full product traceability
and crisis management and recall system
▪ Distribution costs can be significant, notably for chilled and frozen goods where temperature control
is essential through the supply chain.
▪ Close relationships with farmers and adequate collection mechanisms are important to ensure
availability and quality of the raw milk (chilled milk is essential)
▪ Efficient production of raw milk results in low costs and sustainability of the farms
▪ In more advanced markets, companies pay a base price for the milk plus bonus for quality (solids,
fat, antibiotics, etc);
▪ Prospects of scaling farm size leads to better competitive advantage and access to financing is key
▪ Due to time to market, transport and distribution costs, companies should aim to focus on the local
market. Export could be considered for very efficient low cost producers (mainly Uru, Arg);
▪ Markets tend to be 30% traditional players (IFC clients), 30% raw milk consumption (BIG OPPORTUNITY),
Market
(Domestic Vs.
Exports)
Raw Milk Sourcing
Dairy industry is political and often involves protectionist policies of governments
• Beware of dependence on tariff protection, subsidy, and regulated raw milk prices.
• Political environment and government policies to the sector play a major role in the industry (major
risks are minimum price to be paid to farmers, price controls for final products, sanitary barriers, etc);
No Dependence on
Protectionist
Policies
16. 16
Other Topics to Consider
Outsourcing vs.
Integrated
Model
Operational efficiency favors outsourcing, but need for quality control can support integrated
processing
▪ Upstream investment in cow farms is not necessarily cheaper if producers can secure good terms with
milk suppliers
▪ Meanwhile, quality control along the entire supply chain including breeding, vaccination and feeding of
animals is critical for easily perishable dairy products
UHT vs.
Pasteurized
Milk
Ultra High Temperature (UHT) milk products are becoming more wide spread as they alleviate the need
for refrigeration
▪ Consumers are increasingly shifting to UHT milk given the competitive pricing, longer storage life and the
enhanced convenience (less need for refrigeration) of the product
▪ Rising demand for UHT milk removes the need for comprehensive cold storage networks and expands the
potential market accessible for dairy processors
▪ As super/hiper markets gain market share (vs. mom and pop), they tend to develop own brands (mainly
low value products) that compress margins for the sector
3 main drivers to consider:
1) MILK, MILK, MILK => access to sufficient raw milk to support growth at competitive cost. This implies
assessing the milk basin adjacent to the company’s plant/s, competitive position vis a vis other processors
(including black market), historical relationship with farmers (TA, financing increase loyalty), Gov policies,
farmers economics (are farmers making money?, what are their alternatives?);
2) BRAND => dairy are sensitive consumer products, hence brand reputation and positioning is the most
valuable asset for a company. Leaders are able to command price premium
3) DISTRIBUTION => sometimes 2nd cost item after milk. Capacity to source raw milk and distribute final
products efficiently and with a high numeric distribution are key main success factors
17. § Milk Collection Not Controlled By Processor
§ Government Interference in the Sector (Argentina and Russia)
§ Weak brand and marketing does not allow for passing on the cost when milk prices
increases
§ Commodity Product in Non-Competitive Country (UHT)
§ Wrong Product for the Wrong Market (UHT vs Fresh Pasteurized)
§ Vertical Integration/Too Much Investment in Dairy Production (BRIC perhaps)
§ Raw Milk Price Too High (Lack of Feed, Conducive Climate and Adequate Pastureland)
§ Cooperative with Poor Corporate Governance (Owned and Managed By Member Farmer)
§ Second Hand/Poor Quality Equipment Leading to Downtime and Poor Operating Efficiency
§ Financial Wizards Leading the Investment Rather than Technical Dairy Specialist
§ No Skin in the Game/No Previous Experience in Dairy (Politically Driven Projects rather
than Commercially Driven)
Why do projects not work?
17
CONFIDENTIAL
18. Nuts and Bolts of Farmer Financing
• In the normal course of business, dairies collect data related to individual suppliers
(amounts of milk produced, fat content, protein content, bacteria/somatic cell
count).
• Using a credit bureau like approach, the amount of data collected by dairies should
be sufficient to create a “performance rating” similar to a credit score.
• The data collected from the dairies could be matched with data available from other
sources to improve the reliability of the performance rating.
• If implemented correctly, such a performance rating could predict how a certain
supplier will perform in the future.
• In cooperation with the dairy-buyer, this performance rating could be used to
establish credit limits for farmers (if suitable).
• An eligible famer would receive a loan from a partner financial institution for buying
eligible products like chillers/bulk tanks, cows, vet supplies, milking equipment as
prioritized in cooperation with the local processor. The loan would be repaid with
milk deliveries over a tenor of up to [three] years.
19. How would it work?
DATA
Performance
Rating
Loan
Milk Payment
Loan
(Re)Payment
Equipment
Purchase
BANK or
Microfinance
Institution
DAIRY
FARMER
20. How to Pilot Performance Ratings
• Select 2-3 markets which meet the following conditions:
§ Growing milk demand,
§ Good economics (payback periods) for capital investments by dairy farmers,
§ Financially strong diaries interested in cooperating with IFC and increasing milk quality and quantity,
§ Reliable suppliers for relevant equipment are present in the market.
• Raise donor funds in the amount of:
§ Up to US$ [1] million to develop a performance rating methodology and actual ratings
§ Up to US$ [6] million as first loss for lending based on performance ratings
• Identify 2 companies with a strong track record in evaluating data for credit risk analysis to develop a
performance rating methodology ratings for selected suppliers.
• Implement the financing mechanism with one or several dairies and 1-2 financial intermediaries (FIs). The
criteria for FI selection would primarily be the ability to serve most of the milk suppliers of a dairy and good
processing skills.
• Test the reliability of the performance ratings with reasonably small pilot portfolios and monitor the outcome
closely. Likely, the pilot (< US$ 1 million) will have to be fully funded with donor funds as the banks will not trust
the mechanism.
• One or two re-designs of the ratings will likely be necessary. During the second and third iteration, the financed
amounts should grow and banks should, with a substantial first loss on a portfolio basis (20-40%), assume some of
the credit risk.
• Once the reliability is sufficiently high (NPLs in low single digits), incentivize local financial intermediaries to
apply the performance ratings. Probably, first loss would still be needed for introducing a new FI to performance
ratings but the first loss should only be around 5-10%.
• Replicate the approach in other countries after necessary local adaptations!
21. 21
Company Strategy
Geographic Focus Africa (Kenya, Uguanda, Ethiopia, Tanzania,
Morocco, Tunisia, Rwanda, and Zambia)
Regional Players Clover, Pearl, Brookside
Multinational Players Arla, Danone, Lactalis, Nestles, Saputo,
Schreiber Foods ?? Fonterra, FC, LOL
Product Focus Liquid milk only if top or better player in the
market, value added (yogurt, flavored milk,
whey based drinks, infant power, whey as food
ingredient, cheese)
Waste
Management/Climate
Smart
Technologies
-‐ Zero
Carbon
Dairy
Farms
(no
2ll,
unique
grass
mixes
for
forage,
intensive
produc2on
per
cow,
new
breeds
adapted
to
tropical
climates
using
embryo
transplant
technology)
24. Dairy – Conaprole (Uruguay)
§ Cooperativa Nacional de Productores de Leche
(“Conaprole”) is Uruguay’s leading dairy
producer, sourcing from over 2,000 farmers to
capitalize on natural competitive advantages in
dairy (exporting 55% of volume as milk powder)
Company
§ $30 million loan (2002): $108 million expansion
and renovation of dairy product facilities
§ $30 million loan (2007): $62 million relocation
and expansion of processing facilities
§ $30 million loan (2012): increase processing
capacity at 2 facilities, increasing raw milk
purchases by 33%
Investment Transactions (3)
IFC Advisory Services
§ Farmer Suppliers: ~2,300 farmers
§ Employment: over 2,000 employees
§ SME linkages: 17,000 retail outlets
Development Impact
24
§ Long-term loan not available in local market
§ Institute environmental and social best
practices and guidelines
§ Farmer Linkages – improve farmer
productivity via technical assistance program
IFC Role
§ Since 2008, IFC has been working with
Conaprole to train 350 farmers to improve
production and management practices
§ Average of 25% increased productivity
§ Rolling out to include an additional 350
farmers, in a replicable success story
§ Also worked with Conaprole to improve energy
and water efficiency practices
25. Dairy – Suu Dairy (Mongolia)
§ Suu Dairy is a leading dairy company in
Mongolia, which required production
expansion to keep up with growing demand.
§ Sources from over 4,000 farmers the
Company’s increased production volume
§ Currently around 25% of Mongolia’s
processed dairy products are imported
§ Company recently completed TetraPak line
expansion.
Company
§ IFC Investment: $2 million loan
§ Commitment: May, 2011
§ $9.1 m expansion of facilities to expand production
capacity, limited by packaging capacity. Renovate
existing equipment and processing facilities
§ Further develop raw milk supply chain with new
milk collection centers and upgrade existing ones
§ Project supports economic activities in rural areas,
especially herders, through its milk sourcing
arrangements.
Transaction
§ Long-term loan not available in local market
§ Improve food safety and quality management
systems; obtain ISO certification
§ Institute environmental and social best
practices and guidelines
§ Improve efficiency of formerly state-owned
enterprise
§ Farmer Linkages – improve farmer
productivity via technical assistance program
IFC Role
§ Employment creation: 250 direct jobs; 250 contractors
§ SME linkages: 19 collection centers;100+ distributors
Development Impact
25
26. New Hope Dairy (Sichuan and Yunnan, China)
“North Andre Traceability and Farm Improvement Program/
Apple juice concentrate”
ü #of beneficiaries: 200 producers and MHD staff
( train the trainers)
Components
Development of the Sichuan Hong Xing Demonstration
Farm: to improve farm management, animal husbandry
techniques and feeding regimes
Development of a Technology Transfer Programme : In
addition to receiving technical information from
foreign and local dairy experts, local trainers received
training about how and where to find information
about new technologies.
Establishment of the New Hope State of the Art Dairy
Facility: not to support NHD production but to help
local farmers to learn farm management and new dairy
technology, as well as providing good quality calves to
local farmers
26
27. New Hope Dairy (China) – Main results
ü Net income (considering costs to implement best practices):
• Increase in 45% of annual net income per household (US$ 455 vs. US$315)
ü Increase in firm’s productivity:
• On average, there was an 11% increase in milk yield.
• 50% of participants reported between 11- 20% increase in milk yield.
ü Cost /benefit analysis:
• As a result of the income increase, each dollar of the Technical Training expenditures
generated a gross return of $2.70 or a net return of $1.70.
Main lessons learned
ü Tailor training and mentoring according to individual farmers’ needs.
ü Reach out and encourage more women to participate in the project.
ü Increase cooperation with the client company and local government to improve positive
enabling environments for farmers to apply new knowledge and practices.
ü Changing perception and gaining new knowledge does not make people automatically alter
their behavior, unless resources enable them to do so.
27