蒙古的蔬菜生产和价值.docx

《蒙古的蔬菜生产和价值.docx》由会员分享，可在线阅读，更多相关《蒙古的蔬菜生产和价值.docx（92页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、TABLES AND FIGURESvFOREWORD viiACKNOWLEDGMENTSviiiABBREVIATIONS ixEXECUTIVE SUMMARYxKEY FINDINGS11.1 Current Situation and Prospects: Market and Value Chain 1Potential Improvement: Models, Feasibility, High-Level Investment Assessment, and Business Models for Value Chain Players 11.1.1 Potential Imp

2、rovements for the Community Grower Groups .2Potential Improvements for Traders, Aggregators, and Wholesalers.21.1.2 Potential Improvements for Processors and Retailers 31.2 Recommendations for Approach to Public-Private Sector Engagement.3Actionable Recommendations on How to Support Community Grower

3、 Groups31.2.1 Identification of Types of Vertical and Horizontal Coordination Models4Actions to Facilitate Increased Value Chain Coordination.52. MARKET ASSESSMENT62.1 Sector Overview6Introduction 62.1.1 Historical Context 6Policy Context 72.2 Demand Analysis: Who, Where, Products, Quantities, Quali

4、ties, Prices, Trends, and Prospects 9Demand (Consumption) 92.2.1 Relevance of Food Safety Assurance and Quality Standards 172.3 Supply Analysis 20Market Size: Where Is Produce Grown, How, and in What Quantity? 202.3.1 Supply Analysis: What Vegetables and Where From? 202.4 Drivers of Supply Performan

5、ce33VALUE CHAIN ANALYSIS 342.5 Value Chain Map: Marketing Channels, Revenues, Costs, Margins, and Trends 34Description of the End-to-End Value Chain for VegetablesinMongolia 342.6 Competitive Market Landscape: Shares of Domestic Suppliers, Imports, Nature of Competition, and Trends 38Who Are the Maj

6、or Suppliers of Promising Crops? 382.6.1 Analysis of Product Prices in Ulaanbaatar Markets 41Distribution of Margins Across Segments of Relevant Value Chains41KEY FINDINGSCurrent Situation and Prospects: Market and Value ChainBelow is a current high-level summary of key insights and findings of the

7、work:Statistics indicate that the volume of vegetable imports is growing. This suggests strong underlying demand for some vegetables.“ Mongolia is self-sufficient in potatoes, but produces only about two-thirds of its needs for other vegetables. Self-sufficiency is especially low in relatively highe

8、r-value vegetables such as garlic. Based on the 2017 data from the National Statistical Office (NSO) of Mongolia, the annual per capita consumption rates were about 111.3 grams (g)/day for potatoes and 142.4 g/day for vegetables, which is less than the 120 g/day of potatoes and 260 g/day of vegetabl

9、es recommended by the Ministry of Health.Government of Mongolia, Ministry of Health. 2017. Decree No. A/74, Ulaanbaatar. 23 February. While current potato production almost meets the per capita recommendation, vegetable production needs to be increased by around 45%.Farmers sell vegetables along com

10、plex value chains. The largest price margins, or “spreads,” between the prices for purchase and sale of vegetables along these chains are captured by wholesalers and traders. Processors add significantly to prices, but also have significant costs. This indicates the importance of considering both th

11、e profit and price margins.Preliminary indications suggest that farming vegetables produces a negligible return (measured in terms of cash profit relative to sales revenue) for smallholder farmers, but a reasonable return for most medium-sized farms. Profit margins for processing and retailing appea

12、r unremarkable.1.1 Potential Improvement: Models, Feasibility, High-Level Investment Assessment, and Business Models for Value Chain PlayersKey opportunities to improve value chains are discussed below:In addition to alternative crops and production methods, farmers could increase the prices they re

13、ceive through changes in the value chains that they use. In theory, more direct routes to market offer the opportunity to reduce the value captured by intermediaries and give farmers a higher share of the total value generated along the chain to consumers.There are significant opportunities for farm

14、ers to enhance value chain outcomes and secure higher prices through direct relationships with processors and retailers. However, farmers must be able to meet the requirements of their customers for volume, quality, and delivery.- There are also opportunities for farmers to increase returns from imp

15、roved wholesale selling conditions. This entails the development of new storage, transport, and selling facilities, and regulation of competition.Given the need for increased supply volumes and the small size of current farm operations, community grower groups (CGGs) could be established to improve

16、coordination and delivery of investment in goods and services, such as capacity building and knowledge products.These developments, taken together, should enable the current volume of imports to be replaced with domestic production in the near term. This will require support and investment from othe

17、r private sector participants, the Government of Mongolia, and the Asian Development Bank (ADB).Production of seeds in Mongolia, tailored to its growing conditions, should be expanded through the provision of additional infrastructure for seed multiplication by research institutes, in collaboration

18、with private seed companies.1.2.1 Potential improvements for the community grower groupsThe following are potential improvements specific to CGGs.- CGGs should develop group brands, especially for high-value vegetables, in close collaboration with retailers, including through co-branding.CGGs should

19、 evaluate, with their retail partners, the development of group packaging and labeling of produce that meets consumer needs. Where economically justified and supported by strategic marketing relationships, support should be given to CGGs purchase of packaging and labeling facilities.2 A year-round i

20、ncrease in supply can be facilitated by expanding the number of greenhouses, especially winter greenhouses. This could be supported by an approach similar to ADBs Agriculture and Rural Development Project on financial intermediaries for enabling the expansion of processing facilities. Particular att

21、ention should be given to training farmers in production technology through CGGs and learning from the experience of successful greenhouse producers.1.2.2 Potential improvements for traders, aggregators, and WholesalersThe main aim of the improvements identified in this project is to increase the in

22、comes of vegetable farmers. However, improvements in the alternative crops model would increase the quantity and quality of vegetables available throughout the value chain and, hence, would better meet customer demand. These benefits would accrue to traders, aggregators, and wholesalers commensurate

23、 with their ability to meet those customer demands.The market environment in which traders, aggregators, and wholesalers strive to meet those needs will, however, change. The value chain improvements identified in this report envisage that farmers will be able to sell more produce directly to consum

24、ers, processors, and retailers by increasing the volume, quality, and continuity of supply. This will place additional competitive pressure on intermediaries to provide value for the services they provide.Under the alternative crops model, shared storage facilities in rural areas under CGGs control

25、will increase farmers1 bargaining power with traders and aggregators. In addition, the availability of significant storage and sales facilities at wholesale centers will increase farmers9 bargaining power with retailers, in competition with other wholesalers.1.2.3 Potential improvements for Processo

26、rs and retailersProcessors and retailers will be able to rely on an increased volume, quality, and continuity of vegetable supplies. This will reduce the risk of investment and improve returns. To the extent that this reduces the need for vegetable imports, it will also reduce the risks associated w

27、ith foreign exchange transactions.1.3 Recommendations for Approach to Public-Private Sector EngagementBelow are some key recommendations for public and private sector engagement in the context of ADBs current and planned initiatives for the agriculture sector:2 The adequacy of the current competitio

28、n regulation relating to farm produce supply should be reviewed, and the potential for introducing codes of conduct and standard form contracts for produce sales by farmers should be examined. This will strengthen the farmers9 bargaining power in their direct dealings with processors and retailers.。

29、The statistical basis for vegetable pricing, including those along the supply chain, needs to be enhanced to cover production of vegetables currently in demand, such as green leafy vegetables, and be consistent with statistics on imports of these products.1.3.1 actionable recommendations on how to s

30、upport community grower groupsSpecific recommendations on how to support CGGs and other market players within ADBs Community Vegetable Farming for Livelihood Improvement Project are discussed below:Development of farm stalls where vegetable producers, especially smallholder producers, can eliminate

31、intermediary costs and sell directly to consumers and should be piloted at selected points in Ulaanbaatar and in relatively high-traffic rural locations, e.g., near auto and railroad crossings. The trials should assess the economic cost-benefit for farmers of selling via this value chain.By directly

32、 supplying vegetables to processors, farmers can eliminate intermediary costs and potentially increase their returns. Increased vegetable processing would encourage more use of this value chain. This can be facilitated through additional large-scale processing investments similar to ADBs Agriculture

33、 and Rural Development Project on financial intermediaries. These facilities could be located in production supply areas within target soums (i.e., Bornuur in Tuv, Orkhon in Darkhan-Uul, Ulaangom in Uvs, and Yeruu in Selenge), if economically feasible, or in Ulaanbaatar. Processors should be encoura

34、ged to implement supply contracts with CGGs in the target soums (see also the recommendation relating to fair trading legislation).Supplying vegetables directly to retailers can also eliminate intermediary costs and potentially increase farmers9 returns. Retailers should be encouraged to enter into

35、strategic partnership arrangements with CGGs to support year-round supply of produce that meets retailer standards.1.3.2 identification of types of Vertical and horizontal coordination ModelsIn terms of vertical arrangements, there is considerable potential to establish contract arrangements between

36、 farmers and processors, and between farmers and retailers. This would reduce transaction costs and improve returns to farmers and retailers, while meeting consumer needs. The establishment of wholesale centers would also facilitate direct sales between farmers and wholesalers, and between farmers a

37、nd retailers.The application of network-connected information technology along the entire value chain from production to marketing would reduce contract arrangement and monitoring costs between farmers and retailers through traceability and market information with a two-way automated information exc

38、hange system. It would provide consumers with food safety-related product information, while producers get access to market information.The success of this arrangement would be dependent on economic conditions. Farmers must be able to supply the volumes of produce required on time and meet quality r

39、equirements, including food safety. A competition framework that facilitates a balance of bargaining power between concerned parties is also necessary.In terms of horizontal arrangements, CGGs should facilitate training and knowledge-sharing between farmers, promote economies of scale in supply thro

40、ugh joint ownership of assets and/or marketing of produce (including development of farmer-owned brands), and increase farmers bargaining power in vertical arrangements.It is suggested that the CGGs be modelled on the Greenhouse Vegetable Growers Federation and similar groups. Such groups could form

41、 the umbrella organizations to support the management of CGGs and cooperatives. The CGGs could own common assets such as greenhouses and storage facilities, where appropriate, and lease those assets to individual farmers. The CGGs would need to have appropriate legal status enabling them to conduct

42、commercial activities along with commensurate formal governance arrangements. Training and infrastructure support (such as appropriate office facilities) as well as support for legislative or regulatory changes would be required for the establishment of the CGGs.1.3.3 actions to Facilitate increased

43、 Value chain coordinationThe major infrastructure, business, and investment actions required of downstream public and private participants are summarized as follows:Public sector. Financing of alternative crops model investment, construction of farm stalls for the stalls value chain model, financing

44、 of a new facility in the processing value chain model, and feasibility and construction of a wholesale center. Training and infrastructure support for CGGs would be required, as would a review of competition regulation and establishment of an enabling competition environment.Private sector. Underta

45、king asset investments in all models, except for a wholesale selling center.2 MARKET assessmentSector Overview2.1.1 introductionThe agriculture sector plays a significant role in the Mongolian economy, in both revenue generation and employment. For instance, in 2016, the agriculture sector generated

46、 about 13% of the countrys gross domestic product and directly or indirectly employed more than half of its 3 million people.According to the Bank of Mongolia, the country spends around $500 million on food imports annually.United States Department of Commerce International Trade Administration. 201

47、6. Mongolia Country Commercial Guide 2016. However, the Mongolian vegetable industry has been transitioning to replace imported vegetables. A recent World Bank-supported agricultural productivity and marketing study implies that Mongolia produces roughly 60% of its own vegetable consumption.D.L. Ras

48、mussen and C. Annor-Frempong. 2015. Agricultural Productivity and Marketing, Washington, DC: World Bank. This raises important issues related to national food security and highlights good prospects and opportunities for local smallholder farmers and growers.2.1.2 historical contextPrivate vegetable

49、farming is a relatively new industry in Mongolia. Historically and culturally, the main diet of nomadic and pastoralist Mongolians did not include many vegetables. The main staples were meat, dairy, flour, and naturally grown herbs and fruits. Vegetable farming and, hence, consumption on a wider scale only increased after the state collective farming movement