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Agri -Business Cluster Development

Agri -Business Cluster Development. - pioneering initiative in the OECS. WINFA’s Consultancy Implementation Strategy.

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Agri -Business Cluster Development

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  1. Agri-Business Cluster Development - pioneering initiative in the OECS

  2. WINFA’sConsultancy Implementation Strategy

  3. A mentor-mentee regime designed to facilitate capacity development and the mapping of a realistic plan of action for the development of the mentee’s enterprise. Mentor firms with the capacity to provide best practices learning and hand-on experience for developing (less developed) members of the cluster.

  4. A platform for the establishment of a services-based mechanism that can provide administrative, financial, technical and institutional support to the respective members of the cluster.

  5. A management information system, for collecting, processing, storing and disseminating information relevant to the production and marketing needs of enterprises within the cluster; as well as the demand/supply responses of the consumers.

  6. Prerequisites for Success • Member-participation • Commitment • Trust • Co-operation

  7. Building a Strategy for CLUSTER DEVELOPMENT

  8. Reality ? the majority of the targeted firms are home-based and managed by women

  9. Sustainability of Strategic Direction Need to Focus on: Household Dynamics Gender Imperatives

  10. Key ELEMENTS Actions Change Process Build interest and participation Identify and define cluster Build commitment and mechanisms to establish the Cluster Identify and prioritise challenges and actions with stakeholders • Diagnose / Analyse the Situation • Collaborative strategy • What needs to be done to develop and promote the Cluster • Mobilise Resources • Implement /Manage Change

  11. Need to adopt a participatory approach, to ensure that firms and institutions involved in the cluster OWN the process.

  12. Through dialogue and joint decision-making with those involved, internal strengths and weaknesses can be identified and external threats and opportunities highlighted.

  13. The cluster strategy will identify: • where interventions are appropriate, • how these should be targeted, • when these should be carried out • what is needed to make the change happen? • the likely cost / resource requirements.

  14. The Vincyklus Inc VALUE CHAIN CLUSTER • This initiative takes account of the full range of activities which are required to bring a product or service from conception, through the different phases of production (involving a combination of physical transformation and the input of various producer services), delivery to final customers, and final disposal after use.

  15. Regional and International Niche Markets • Wholesalers Export Agencies • Meat & Dairy Sea Foods Hotels & Restaurants Agro-Processing Firms Customs and Excise Port Authority Poultry Plantain Eddoes Tannia Dasheen Coconuts • Cassava Fruits • Vegetables • Spices • Supermarkets • Technical & Administrative Support Agencies Input Suppliers

  16. VINCYKLUS INC.VALUE CHAIN • The chain actors who actually transact inputs, services and products as the process transitions from seed / crop to the table for consumption • the ultimate goal is a product or service that is competitive i.e. at a cost that exceed the cost of production / marketing production of = PROFIT

  17. With improved networking and stakeholder participationRESULTS !!! • Improved information flow • Better advice and support • Co-ordinated Actions • Increased Efficiency • Reduced Cost • Become Competitive • Increase Earnings • Sustainable Livelihood • Improved socio-economic well-being

  18. Constraints & Opportunities Constraints Opportunities Vincyklus Inc. Consolidation of Efforts along the Value Chain Improved Information Flow Better Decision Making Cost Reduction Inputs Labour Capital / technology Timely Supply of Inputs Standards for Certification Product differentiation Increased Market penetration Joint marketing Diversified / New / Secure Market Increased Sales / Income • Uneconomical Production Units • Farm • Firm • Inconsistent Supply of Inputs • Crops • Production not agro-industry driven • Non-committal agro-processing supply • Packaging • Non-competitive Products/ Lack of Comparative Advantage • High Cost of Production • Inefficient system layout • Low productivity of labour • High cost of technology / capital • Cheaper Imported Substitutes • Poor Consumer Appeal • Poor Branding / packaging / lack of identity in the market • Not up to International Standards • Markets not guaranteed • Inadequate Support Services • Input Supply • Production Scheduling • Quality Assurance • Product Certification • Marketing • Distribution / shipping

  19. The success of this cluster initiative hinges on the intensity of interactionamong potential members and the intrinsic capacity for collective decision-making in terms of how to alter the mix of inputsand enhance the marketabilityof outputs in order to guarantee the competitiveness of firms within the cluster.

  20. Analysis of the Relations of Production • provides insights into the nature of the relationship between the persons engaged in particular activities and the means used to accomplish such tasks.

  21. Analysis of the Relations of Production • provides insights into the nature of the relationship between the persons engaged in particular activities and the means used to accomplish such tasks.

  22. NEED for Focus on : • TIME USE • Access to /Control over Resources such as • Infrastructure • Inputs e.g. packaging • Transportation / shipping • Sales / INCOME • TECHNOLOGY • RELATIONSHIPS

  23. QUESTIONS??? • How do social relations of production / marketing / consumption influence the structure and character of demand / supply responses as this relates to agro processing? • Is there the domestic capacity to adequately respond to the dictates of the increasingly competitive international trading environment ? • Do we understand the dynamics of the people involved in the production (and marketing) of agro-processed commodities.

  24. CLUSTER MISSION: To improve agricultural (rural household) livelihoods by strengthening linkages within the agri-business value chain and increasing return to agro-processing ventures.

  25. CLUSTER OBJECTIVE: To sustain the production and marketing of agro-products /services that are compliant with international competitiveness standards

  26. GENDER RELATED Asymmetries

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