Climate Change Innovation

Programme

Training Module for using

a Value Chain Analysis
Approach to support
Climate Resilient Cropping
Patterns
Adapting to Climate Change in Agriculture:
Climate Resilient Agriculture Practices

Training Module for using a Value Chain Analysis Approach to support

Climate Resilient Cropping Patterns i
 Climate Change Innovation
Programme

Training Module for using

a Value Chain Analysis
Approach to support
Climate Resilient Cropping
Patterns
Adapting to Climate Change in Agriculture:
Climate Resilient Agriculture Practices
The views expressed in this report do not necessarily reflect the UK government’s official policies.
Table of Contents

01 02
Agriculture Value Value Chain
Chain Analysis - Mapping
Tools & Methodology

Page 1 Page 5

03 04
Analysing Financial Analysing technology,
Aspects of Value knowledge and Management
Chain Aspects of Value Chain

Page 11 Page 15

05 06
Analysing Post-Harvest, Value Climate change
Addition and Marketing Aspects & Agri value
of Value Chain chain

Page 19 Page 23

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List of Tables
Table 1: Core process mapping matrix 10
Table 2: Product flow Matrix 10
Table 3: Service Matrix 11
Table 4: Format for mapping constraints and possible solutions 12
Table 5: Cost Benefit Analysis matrix (crop) 13
Table 6: Value chain finance matrix 14
Table 7: Technology Mapping (Farmer) 15
Table 8: Technology Mapping (Processor) 16
Table 9: Access to information and knowledge 17
Table 10: Post-harvest situation analysis 18
Table 11: Market analysis (Farmer) 19
Table 12: Market analysis (Trader) 19
Table 13: Adoption of climate resilient practices by farmers 21
Table 14: Assessing climate risk, impact & responses by the value chain players at pre-production &
Production stages 21
Table 15: Assessing climate risk, impact & responses by the value chain players at storage,
processing and marketing stages 22

List of Figures
Figure 1: Agri-Value Chain 5
Figure 2: Key questions for decision making 6
Figure 3: Agri value chain actors 8
Figure 4: Core Processes in Cotton Value Chain 9
Figure 5: Process and Actors in Honey Value Chain 10
Figure 6: Commodity flow 11
Figure 7: Example of Price built up across supply chain 14
01 1.

Agriculture Value Chain Analysis -

Tools & Methodology

Session Objective Learning Outcome

• To know what a value chain is and • Participants will be able
how to analyse a value chain to describe different
• To get an acquaintance with research tools used for Duration:
different research tools for value chain analysis
105 minutes
conducting value chain analysis • Participants will be able
• To know the steps in conducting to describe the steps
value chain analysis used in conducting
value chain analysis

Material, Tools, Equipment Teaching Aid

Computer/Laptop & screen, Hand out, Power Point Presentation,
projector and microphone Notepad, White board and Marker

1.
Session Plan
Time Slot Key Points Method

15 min Value chain, aspects and approach Lecture with Power point presentation

15 min Tools used in value chain analysis Lecture with Power point presentation

15 min Steps to follow in value chain analysis Lecture with Power point presentation

15 min Activity analysis and value analysis in a value chain Lecture with Power point presentation

15 min Evaluation and planning in a value chain Lecture with Power point presentation

30 min Group interaction Interactive & participatory

The handout shall cover the details of Agriculture value chain analysis, tools & methodology as mentioned below:

1.1 Value chain and its aspects

A ‘value chain’ in agriculture describes the range of activities and set of actors that bring agricultural product from
production in the field to final consumption, where in at each stage, value is added to the product. The production
stages entail a combination of physical transformation and the participation of various producers and services up to
product’s disposal after use.

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Figure 1: Agri-Value Chain

Pre-
production Production Processing Marketing

Successful agricultural value chains are both productive and sustainable; it is important to conserve the environment
& natural resource base; adapt to climate change, price fluctuations & consumer needs and to improve people’s lives
and livelihoods and provide sustainable pathways to sufficient, nutritious & affordable food to meet the challenge of
our growing population.

The Value chain analysis is built on a market system (in particular a supply chain), detailing both structural and
dynamic factors that affect the contributions of each actor to the chain.

End markets, business enabling environment, supporting market, vertical and horizontal linkages are the structural
factors that affect the value chain. Dynamic factors are value chain governance, inter firm relationship and upgrading.

The concept of value chain encompasses the issues of organization and coordination; the strategies and the power
relationship (including gender concerns) of the different actors in the chain. The value chain concept helps in tracing
product flows and shows value additions at different stages, identifying key actors and their relationships in the
chain, identifying enterprises that contribute to production, services and required institutional support, identifying
bottlenecks preventing progress, provides a framework for sector-specific action, identifying strategies to help local
enterprises to compete and to improve earning opportunities, identifying relevant stakeholders for program planning.

1.2 Value chain approach

A value chain approach supports integrated climate risk management through better connection of producers to
markets and increased economic returns to small farmers. It also supports in recognising the interdependency of
actors involved in all stages of a value chain and guards against climate change risks that threaten any part of this
chain and in responding to the impacts of climate change, it is impossible to provide effective support unless the
whole value chain is considered.

It is an approach that analyses a production unit or process in a market chain - from input suppliers to final buyers,
and the relationships among them. It analyses the factors influencing performance, including access to and the
requirements of end market; the legal, regulatory and policy environment; coordination between firms in the industry;
and the level and quality of support services.

Figure 2: Key questions for decision making

Which market to target

Whom to partner with Which constraint to focus on

Program What market based solution to

How to facilitate change Design promote

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1.3 Value chain assessment
A thorough assessment of dynamics amongst the actors in a value chain, factors keeping these actors together,
information sharing and relationship evolving amongst actors are required to conduct a value chain analysis. The
analysis can then be used to identify opportunities for intervention, such as providing access to finance, markets
or technology; or improving institutional or policy frameworks or the business environment. Ultimately these
interventions aim to enhance the income generation of those across the value chain.

1.4 Value chain tools and steps

Following are some of the tools to analyse the value chain

• Participant observation: It is a qualitative tool wherein an intensive involvement with people over an extended
period of time is done with an aim to gain a close and intimate familiarity with a given group of individuals.

• Semi structured Interview: It is a qualitative method of inquiry that combines a pre-determined set of open
questions with the opportunity for the interviewer to explore a particular theme. It is open in nature focus on
interviewee.

• Focus group discussion: It is a qualitative method of research wherein group of 8 to 10 people discuss a
particular theme. Moderator plays an important role in facilitating the discussion.
• Structured Questionnaire: It is a quantitative method of research. Here each interview is structured in a particular
manner.

• Market Mapping: In market mapping, market is being studied in terms of price trend of various commodity,
influence and relationship among market players. It is done to identify issues in functioning of market and
opportunity.

Steps used in value chain analysis

1. Activity Analysis
2. Value Analysis
3. Evaluation and Planning

Activity Analysis
• The activities of a value chain and sub component of each activity can be analysed.

Value Analysis
• Value that changes across the chain is analysed to achieve required standard of quality and reliability. It also
analyses factors affecting the cost, and ways and means to minimize the same.

Evaluation and Planning

• The effectiveness, future prospect, issues and constraints of the existing value chain are measured.

• The impact, sustainability of the value chain and the degree of coordination and synergy among the actors and
processes are assessed.

• Short and long-term solutions for guiding decision-making process for sustainable value chain development are
formulated.

Activities: Pre-production
This contains activities which are necessary for better production. In this, the factors of production like land, labour
and material are analysed.

Example: Land preparation, labour and material requirement and arrangement.

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Activities: Production
This includes all activities of the farmers that lead to effective cultivation of crops to yield different commodities/
products.

Example: Planting the sapling or sowing the seed, irrigation, nutrient management, pest, disease management and
harvesting.

Activities: Processing and Value addition

This includes practices which modifies raw product to semi-finished one and also increases the shelf life of the
products, increases its marketability

Example: Cleaning, drying, sorting, grading, primary & secondary processing

Activities: Transportation
It aims at availing certain produces at certain location through some arrangement and equipment and vehicles.

Activities: Marketing
It is a function which results in creating options for the consumer to buy a product at optimum price and of better
quality. The product moves from farm to consumer. Different interconnected activities are involved in achieving this,
such as production planning, grading, packing, transport, storage, agro and food processing, distribution, advertising
and sale.

Figure 3: Agri value chain actors

Agriculture Value Chain

Pre-production Processing Retail

Production Distribution

Primary Stakeholders

• Seed suppliers • Farmers • Mills • Traders • Wholesalers

• Fertilizer suppliers • Associations • Food • Distribution • Retailers
• Irrigation business • Cooperatives processing companies • Export companies
companies
• Packaging
companies

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02
Value Chain Mapping

Session Objective Learning Outcome

• To have a basic overview of the • Participants will be able
processes in value chain to assess the products,
• To identify constraints and services, processes and Duration:
possible solutions at different players involved in a
90 minutes
processes in the value chain value chain

• To understand the product, • Participants will

information and knowledge flow in be able to identify
a value chain the constraints and
possible solutions at
each process in a value
chain

Material, Tools, Equipment Teaching Aid

Computer/Laptop & screen, Hand out, Power Point Presentation,
projector and microphone Notepad, White board and Marker

2.
Session Plan
Time Key Points Method

15 min Mapping core processes and players in a Lecture with Power point presentation.
value chain

15 min Mapping product, information, knowledge Lecture with Power point presentation.
flow and geographic flow of product in a
value chain

15 min Mapping services in a value chain Lecture with Power point presentation.

15 min Mapping constraints and solutions at Lecture with Power point presentation.
different processes of a value chain

30 min Group interaction Interactive & participatory

The handout shall cover the details of mapping the core processes, main players involved in these processes, product,
information and knowledge mapping, geographical flow of the product, mapping the constraints and potential
solutions of the value chain as mentioned on following page;

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2.1 Mapping the core processes in the value chain
A value chain constitutes some core processes. The core processes start with production and ends with
consumption. The core processes in a value chain can be identified and detail activities in each core process can be
listed down and analysed.

An example of core processes in cotton value chain is shown below.

Figure 4: Core Processes in Cotton Value Chain

Yarn Fabric finish Garment cutting Retailing

Farming Ginning Knitting
manufacture stage and stitching stage

?
Table 1: Core process mapping matrix
Commodity Core Processes Detail activity in the core process

Cotton* Farming* Land preparation, sowing of seeds, application of plant nutrients,

irrigation, plant protection activities, intercultural operations, etc.*

Green gram* Post-harvest value addition Cleaning, drying, sorting, grading, splitting/crushing for dal
and primary processing* making, packaging, etc.*
* Some examples to aid clarity

2.2 Mapping the main players involved in these processes

After mapping the core processes, the next step is to identify the actors involved and their role in these processes.
The objective of doing this is to analyse the role of each actor and to evaluate the impact of each actor on the overall
performance of the value chain. Breaking down the processes into specific detailed activities can help in analysing the
costs, revenues and margins. The actors involved in the honey value chain are illustrated below.

Figure 5: Process and Actors in Honey Value Chain

Specific Intermediary Wholesale &

Production Collection Consumption
input trade retail marketing

Individual Collectors Intermediaries

bee keepers
Honey Wholesales
Traders
Bee keeper Cooperatives
associations
Retailers Consumers

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2.3 Mapping product, information and knowledge
In this step the analyser needs to identify the products at each stage of process (as they are transformed from inputs
to raw materials to intermediate material and to final products). Mapping creates a clear picture of what portfolio of
products are being handled. Along with the product, information and knowledge flow within a value chain need to be
identified. The volume of product can be mapped.

2.4 Mapping the geographical flow of the product

For mapping the geographical flow of the products, the pathway of travel of the product/commodity from its place of
origin or production to the final consumer through intermediary traders, wholesalers and retailers need to be mapped.
The physical flow of the product/commodity can be indicated on the map of the district/state/region/country (e.g.
figure 6).

Table 2: Product Flow Matrix

Commodity Place of Origin/Production Place of Sale Volume/ Quantity (MT)

Mango* Dhenkanal* Cuttack* 50 MT (2016-17)*

Ginger* Koraput* Bhubaneswar* 120 MT (2015-16)*

* Some examples to aid clarity

Figure 6: Commodity flow example

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Figure 7: Example of major market channels in villages from Bilaspara subdivision in Dhubri district
(Major market channel actors are highlighted in shaded box)

Figure 8: Example of major market channels in villages from Chatrapur sub division in Ganjam district
(Odisha)
(Major market channel actors are highlighted in shaded box)

2.5 Mapping services that feed into the value chain

A potential risk with value chain analysis is that the world surrounding the value chain is not considered. Crucial
information might be found in the rules and regulations that are governing (parts of) the value chain or in services
that are feeding into the chain. Mapping these services will give an overview of the potential for interventions outside
the value chain itself. In this step, the analyser will identify the rules and regulations (export and import information)
that have an impact on export scenario and performance of value chain due to lack of crucial extension services
(training on cultivation).

Table 3: Service Matrix

Process/ Stage Services/ Schemes/Policy

Input Provision* Biofertilisers and Biopesticides production Unit facility @25% of total financial outlay subject
to the maximum of Rs 40 lakh per unit, whichever is less for Individuals, group of farmers/
growers, proprietary, and partnership firms, Co-operatives, Fertilizer industry, Companies,
Corporations, NGOs under National Project on Organic Farming*

Cultivation* For protected cultivation in green house with fan & pad structures, the maximum permissible
cost per m2 for calculation of subsidy will vary from Rs.1420/- to Rs.1650/- out of which 70%
of the cost will be provided as subsidy. The beneficiary will contribute the balance cost as
beneficiary’s share. Maximum area per beneficiary is 2500 m2*

Collection/ Aggregation & pack house facility with credit linked back-ended subsidy @ 35% of the cost
of project in general areas and 50% of cost in case Hilly & Scheduled areas for individual
Aggregation* entrepreneurs under MIDH*

Post-harvest Establishment of mini dal mills by farmers, farmer groups or registered FPOs (@Rs. 10.00
value addition, lakhs, or 30% of the total cost, whichever is lower, as one-time support) under NFSM (Pulse)*
processing*

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 Process/ Stage Services/ Schemes/Policy

Export/ Import* The authorized laboratories shall issue certificate of analysis to the

exporter/processing unit as per the prescribed format within 96 hrs from drawl of sample.
The laboratory shall declare that the sampling has been done in the APEDA registered Pea nut
(ground nut) processing unit, integrated peanut processing unit, peanut shelling unit, peanut
grading unit, peanut shelling-cum-grading unit, peanuts go downs/storage*
* Some examples to aid clarity

2.6 Mapping constraints and potential solution

Constraints exist at almost all process levels of any value chain. For example, these could be constraints to greater
efficiency, constraints to upgrading or constraints to greater involvement of the poor and marginalised. Initial
identification of these constraints as well as potential solutions should be made at all process levels.

Table 4: Format for mapping constraints and possible solutions

Pre-production Production Procurement Processing Marketing

Activities Arrangement of inputs, land

preparation, etc.*
Actors Seed/ fertilizer/ pesticide
suppliers, service providers,
etc.*
Constraints Non-availability/ late
availability of required variety
of seeds & fertilizers*
Possible Crop planning in advance,
Solutions contingency planning, alternate
arrangement from different
possible sources, etc.*
* Some examples to aid clarity

Blank cells are left for the trainees to practice

Reference: [Link]

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 Training Module for using a Value Chain Analysis Approach to support
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03
Analysing Financial Aspects of
Value Chain

Session Objective Learning Outcome

• To analyse the cost benefit • Participants will be
aspects of the agri value chain able to do cost benefit
• To know the existing supply chains analysis of process and Duration:
of a commodity and price build up actors in the Agri value
90 minutes
at different stages in the supply chain
chain and value chain finance
• Participants will be able
to analyze price build
up at different stages
in the supply chain and
value chain finance

Material, Tools, Equipment Teaching Aid

Computer/Laptop & screen, Hand out, Power Point Presentation,
projector and microphone Notepad, White board and Marker

3.
Time Slot Key Points Method

30 min Cost benefit analysis Lecture with Power point presentation.

30 min Price build up across supply chain, value chain Lecture with Power point presentation.
finance

30 min Group interaction Interactive & participatory

The handout shall cover the details of financial aspects of agri value chain as mentioned below;

3.1 Cost Benefit Analysis

Cost Benefit Analysis of a crop can be calculated by dividing total cost of cultivation to total revenue. Below format
can be used to calculate cost benefit ratio of a crop. The net profit earned by a farmer can be calculated by summing
up net profits of individual crops grown by the farmer in a year.

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Table 5: Cost Benefit Analysis matrix (crop)
Cost Benefit Analysis

Cost particulars Amount (Rs) Cost particulars Amount (Rs) Cost particulars Amount (Rs)

1. Land 700* 4. Plant Protection 250* 7. Harvesting & 450*

Preparation Packaging

2. Seed/planting 300* 5. Irrigation 150* 8. Other costs 50*

material (specify)

3. Fertilizers/ 400* 6. Intercultural 200* 9. Total Cost 2500*

Nutrients Operations

10. Total Revenue 4500* Net profit 2000* Cost Benefit Ratio 1.8*
(Total Quantity in (300kgX15) (Total Revenue- (4500-2500) (Total Revenue/ (4500/2500)
Kg X cost per Total cost) Total cost)
Kg)
* Some examples to aid clarity

The cost benefit ratio can be calculated for each actor in a value chain to know the profit of each actor in the value
chain. For a processor, it can be calculated by dividing total cost of production of the processed product to the total
revenue earned from selling the product. Cost benefit analysis of other actors in the value chain can be done in the
same process. For a trader, this can be calculated by dividing total cost of trading (procurement cost + value addition
& packaging cost + transportation & logistic cost + marketing cost) to the total revenue earned from selling the
product.

3.2 Value chain finance

Investment or finance is the most important factor at each stage of a commodity value chain. Value chain finance is
vital as it makes the value chain more effective and resilient. Access to finance is important for each player to expand
and perform better. Below mentioned format can be used to ascertain the degree of access of different players
to credit.

Table 6: Value chain finance matrix

(A) Access to credit: 1. Commercial 2. [Link] 4. Pvt. Bank
Bank 3. Gramya Bank

5. Money lender 6. Other (specify) [Link]

(B) Purpose of 1. Cultivation √ 2. Farm mechanization [Link] unit [Link] godown

credit:
[Link] storage/ [Link] house [Link] outlet/vending [Link] (specify)
cool chain cart

(C) Rate of interest: (D)Repayment period 1

(in years)
√: Some examples to aid clarity

3.3 Price build up across supply chain

This is to analyse the type and number of players involved in the value chain from production till consumption of an
agricultural commodity and price build up by different players across the supply chain for the commodity. This will
help in determining the percentage of consumer price realized by each player in the supply chain.

Figure 9 depicts the price build up by different players across the supply chains and percentage of the total quantity
covered by different supply chains.

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Figure 9: Example of Price built up across supply chain

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14 Climate Resilient Cropping Patterns
04
Analysing technology, knowledge and
Management Aspects of Value Chain

Session Objective Learning Outcome

• To analyse the technology • Participants will be able to
use in all stages of agri analyse the technology use
value chain in all stages of agri value Duration:
• To analyse the knowledge chain
90 minutes
and capacity of the players • Participants will be able
across the value chain to analyse the knowledge
• To assess the capacity need and capacity of the players
of the players across the value chain
• Participants will be able to
assess the capacity need of
the players in the value chain

Material, Tools, Equipment Teaching Aid

Computer/Laptop & screen, Hand out, Power Point Presentation,
projector and microphone Notepad, White board and Marker

4.
Session Plan
Time Slot Key Points Method

30 min Analysis of technology use in different stages of agri Lecture with Power point
value chain presentation

30 min Capacity need assessment, analysis of Knowledge and Lecture with Power point
capacity of the value chain players presentation

30 min Group interaction Interactive & participatory

The handout shall cover the details of technology mapping, knowledge and capacity mapping and capacity need
assessment of the players in agri value chain as mentioned below;

4.1 Technology Mapping

It is important to analyse the current technology, knowledge and management practices adopted by the players in a
value chain. This is required to ascertain the gap in the technology use and intervention areas to upgrade technology
in the value chain.

The matrix presented in Table 7 can be used to capture the information regarding use of technology by the farmer.

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Table 7: Technology Mapping (Farmer)
Seed variety/ 1. Local [Link] √ 3. Hybrid 4. Graft 5. Others
Planting (specify)
Material used:
Source of 1. Govt 2. Pvt √ 3. OUAT 4. Others (specify)
seed/planting
material:
Type of 1. Manual/hand 2. Power
implement/ operated operated
Equipment
used:
Source of 1. Canal 2. LI point [Link]/Tube 4. Tank 5. Others
irrigation: well √ (specify)
Type of 1. Surface 2. Drip 3. Sprinkler 5. Others (specify)
irrigation: irrigation irrigation irrigation
Hours of 2
irrigation per
acre:
No. of irrigation 4
per month:
Integrated A. Organic: 1. Farm Yard 2. 3. Green Manure 4. Other
Nutrient Manure √ Vermicompost (specify)
Management:
B. Inorganic: 1. Urea 2. Super 3. Potash 4. Others
(specify)

IFFCO
C. D. Bio fertilizer:
Micronutrient:
D. Soil test: 1. Yes 2. No D. Adoption 1. Yes √ 2. No.
of soil test
recommendations:
E. Application 1. 2. Behind 3. At root zone √ 4. Fertigation 5. Other
method: Broadcasting plough (specify)

Integrated Pest 1. Chemical 2. Organic [Link] 4. Mechanical control [Link]

management: pesticide pesticide √ organism practice
Primary value [Link]/ 2. Drying √ [Link] √ 4. Grading 5. No
addition: washing√
Processing: 1. Dal 2. Raw mango 3. Ripe mango [Link] (specify) 5. No
products √ products
Packaging: 1. Gunny bag √ 2. Polythene 3. wooden box 4. Paper cartoon 5. Plastic 6. Bamboo
bag crates basket √
7. Other 8. No
(specify)
Storage 1. Indoor √ 2. Outdoor 3. Warehouse [Link] storage 5. Other [Link]
(specify)
√: Some examples to aid clarity
The matrix presented in Table 8 can be used to capture the information regarding use of technology by the processor.

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Table 8: Technology Mapping (Processor)
Type of processing 1. Manual 2. Machine based √

Type of machine 1. Traditional 2. Automated √

Use of energy 1. Solar 2. Conventional √

Packaging 1. Manual √ 2. Machine based

√: Some examples to aid clarity

4.2 Knowledge and Capacity Mapping

To adopt sustainable agricultural practices; it is vital to have access to information, knowledge and services by
the players in a value chain. Farmers need to have access to information on scientific and sustainable cultivation
practices, market, weather, insurance and on-going government schemes. For identifying the current status in term of
access to knowledge, information and services, the data can be captured as per the format shown in table 9. This will
help in analysing the gap and scope for improvement.

Table 9: Access to information and knowledge

Access to 1. Crop-weather 2. Market/ MSP 3. Extension 4. Govt. 5. Mobile
information/ service: Services Programs & Advisory
Schemes

6. Electronic/ 7. IEC Material 8. Insurance 9. Other

(specify)
Print media√

Access to capacity 1. Govt. √ 2. OUAT/KVK 3. NGO

building program
4. Private/ 5. Other (specify) 6. No
company/
industry

Capacity building 1. Training √ 2. Demonstration 3. Exposure visit

program attended

Aspects of the 1. Pre- 2. Production √ 3. Post-harvest

capacity building production management &
program value addition

4. Processing 5. Marketing 6. Other (specify)

√: Some examples to aid clarity

4.3 Capacity Need Assessment �

Capacity need assessment is a process of evaluating existing gaps within farmer groups in terms of knowledge,
skills, strengths, weaknesses, opportunities, threats, assets and other elements required for them to achieve the pre-
specified objectives. Capacity is interrelated in three levels: Individual, organizational and enabling environment.

Three steps are involved in the capacity need assessment. The first step involves identifying the existing capacity
amongst farmer groups. At this stage, existing assets, existing knowledge and skills and existing policy environment
are identified. The second step involves identification of the desired levels of capacity. This is the capacity level
necessary for the farmer groups’ objectives to be achieved. Finally, the gap between the two steps is identified which
is the difference between the desired and the existing levels of capacity. A structured and participatory approach is
required for assessing capacity needs. Capacity need assessment shall help in planning suitable capacity building
programs to strengthen knowledge, skills, processes and systems to achieve goals and meet objectives.

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 Training Module for using a Value Chain Analysis Approach to support
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05
Analysing Post-Harvest, Value Addition
and Marketing Aspects of Value Chain

Session Objective Learning Outcome

• To ascertain the status of post- • Participants will be able
harvesting practices, processing to analyse post-harvest
and marketing aspects of a value scenario of a value Duration:
chain chain
105 minutes
• To analyses the gap and scope for • Participants will be
improvement able to analyse market
situation of a value
chain

Material, Tools, Equipment Teaching Aid

Computer/Laptop & screen, Hand out, Power Point Presentation,
projector and microphone Notepad, White board and Marker

5.
Session Plan

Time Slot Key Points Method

30 min Post-harvest system analysis Lecture with Power point presentation

30 min Market analysis Lecture with Power point presentation

30 min Group interaction Interactive & participatory

The handout shall cover the details of analysis of post-harvest scenario and market in agri value chain as mentioned
below;

5.1 Analysis of Post-harvest scenario

A post-harvest system is the set of operations and functions between production and consumption of agricultural
commodities which are fulfilled by different players in the value chain. This includes primary value addition,
processing, storage, packaging and marketing. The analysis of the operations and players involved in the post-harvest
system shall help in identifying the gaps and scope for improvement.

For analysing the current status of post-harvest scenario, the data can be captured as per the format displayed in
table 10.

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Table 10: Post-harvest situation analysis
Primary value [Link]/ Washing 2. Drying 3. Sorting 4. Grading 5. No
addition practices
adopted:

Availability of [Link]. [Link] [Link] [Link] (specify) 5. No √

aggregation and
pack house facilities

Availability of [Link]. √ [Link] [Link] [Link] (specify) 5. No

storage godown
facilities

Availability of cold [Link]. [Link] [Link] [Link] (specify) 5. No √

storage/cool chain
facilities

Availability of [Link]. [Link] [Link] [Link] (specify) 5. No

processing facilities
√: Some examples to aid clarity

5.2 Market Analysis

Analysis of the current market scenario, market infrastructure, prevailing marketing strategy and marketing
mechanism are vital for identifying the gap and scope for improvement, for effective marketing of the primary and
processed agricultural commodity.

For analysing the current status of market for raw and value-added products, the data can be captured as per the
format mentioned in table 11 & 12.

Table 11: Market analysis (Farmer)

(I) Place of sale: A. Immediate B. Store &
sale sale

Selling price % of produce Time gap in Selling price % of produce Time gap in
(Rs/Kg) sold price realization (Rs/Kg) sold price realization
(days) (days)
[Link] Gate/Door 10* 30* 5*
step
[Link] Hat/ 15* 30* 1*
Mandi
[Link] sale 20* 40* 7*
Market
[Link]/Tied
sale
[Link] Town/
City Market
[Link] District

[Link] State

[Link] (specify)

(II) Availability of (i) <2 Kms (ii) 2-5 Kms √ (iii) 5-10 kms (iv) >10 Kms
mandi/market/
Krushak bazar

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20 Climate Resilient Cropping Patterns
(III) Availability (i) Covered (ii)Road (iii)Electricity (iv)Drinking (v)Toilet
of market platforms water
infrastructure
(vi)Drying, (vii)Storage (viii)Cold (ix)Other (x)Not
facilities
cleaning, godown storage facility available √
(specify)
grading, facility
packing
facilities
*Some examples to aid clarity

Table 12: Market analysis (Trader)

(A)Source of procurement 1. Farmer 2. Agents √ 3. Wholesaler 4. Retailer

5. Mandi/Market 6. Other
(specify)

(B)Place of procurement [Link] district √ 2. Outside 3. Outside state 4. Other (specify)

district

(C)Place of sale [Link] district √ 2. Outside 3. Outside state 4. Other (specify)

district

(D)Buyer [Link] √ [Link] √ [Link] [Link] retail

store

[Link] buyer 6. Other

(specify)

(E)Transaction details During harvest 1-3 month 4-6 month after

after harvest harvest

(E1) Average Volume of 50* 20* 10*

transaction (Qtl)

(E2) Average Procurement 1000* 1200* 1500*

cost (Rs/Qtl)

(E3) Average Selling price 1200* 1500* 1900*

(Rs/Qtl)

(E4) Wastage (%) 2* 3* 5*

*Some examples to aid clarity

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Climate Resilient Cropping Patterns 21
 Training Module for using a Value Chain Analysis Approach to support
22 Climate Resilient Cropping Patterns
06
Climate change & Agri value
chain

Session Objective Learning Outcome

• To map the impact of climate • Participants will be able
change and responses in agri value to analyze the climate
chain risks, climate change Duration:
• To map adaption of the climate impacts and responses
105 minutes
resilient practices of the value chain
players at different
stages of agri value
chain

Material, Tools, Equipment Teaching Aid

Computer/Laptop & screen, Hand out, Power Point Presentation,
projector and microphone Notepad, White board and Marker

6.
Session Plan

Time Slot Key Points Method

20 min Value chain approach to climate resiliency Lecture with Power point
presentation.

20 min Analysis of climate change impact and responses at Lecture with Power point
pre-production and production stages in agri-value chain presentation.

20 min Analysis of climate change impact and responses at Lecture with Power point
post-harvest stages in agri- value chain presentation.

30 min Group interaction Interactive & participatory

The handout shall cover value chain approach to climate resiliency and analysis of climate change impacts and
responses of the value chain players at different stages of agri value chain as mentioned below;

6.1 “Value chain approach” to climate resiliency

The potential effects of climate change need to be considered in value chain development. The value chains need to
be responsive to these and other changes – climate smart and climate proof. It is important to consider the impact
of climate change from the selection of a value chain to the design of upgrading and development of strategies, and
to plan proper adaptation measures. It’s important to look at value chain functions and then integrate these into
upgrading, as the expected return on investment largely depends on the chain’s vulnerability to water, energy, soil

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Climate Resilient Cropping Patterns 23
nutrients, weather, and knowledge. Climate smart factors need to be integrated during the value chain development
process to ensure the value chain is sustainable and climate resilient2.

The analysis of climate impacts and responses along the value chain can be done through qualitative and
participatory approach to elucidate perception of value chain actors on climate impacts and responses, and to
promote climate adaptation. Climate hazards such as droughts, floods and changing rainfall patterns negatively
affect all actors of a value chain, but in different ways and to different extents. Most players are making some
effort to minimize the negative impacts of climate hazards on their activities, but not all responses are sustainable.
Furthermore, a lack of communication and trust between and among the players along the value chain particularly
hampers climate adaptation.

6.2 Analysis of effects of climate change and responses on the

pre-production and production stages of agri-value chain
Agriculture is one of the most climate-sensitive sectors. Pre-production and production components of the agri-value
chain are mostly affected by climate change. Increasing global temperature and uneven rainfall pattern in recent years
have put pressure on production of various agri commodity. Increasing attention is now being given to the wide range
of crop production practices that can be considered as climate smart or climate resilient either from an adaptation
perspective, or for their mitigation potential. Adaption of climate resilient agricultural practices across the value chain
can reduce the negative affect of climate change.

For analyzing the current status of adoption of climate resilient practices in the field, the information/data can be
captured as per the format mentioned in table 13.

Table 13: Adoption of climate resilient practices by farmers

Climate resilient 1. Use of organic 2. In-situ incorporation of 3. Mulching
practices fertilizer/manure √ crop residue
adopted:
4. Use of tolerant/ 5. Change/adjustment of 6. Intercropping √
resistant variety sowing/planting time

7. Use of organic [Link] water harvesting 9. Water conservation

pesticides √

10. Soil conservation 11. Custom hiring 12. Other(specify)

√: Some examples to aid clarity
For assessing climate risk, impact & responses by the value chain players at pre-production & production stages,
data/information can be captured in the format as shown in table 14.

Table 14: Assessing climate risk, impact & responses by the value chain players at pre-production &
Production stages
Stage Climate Risk Impact Coping mechanism/Responses

Pre- Dry spell Vegetative growth of saplings affected, Watering at frequent intervals*
production moisture stress condition, temporary wilting*

Wet spell

Heat wave

Hail storm Leaf damage, sapling damage and mortality* Gap filling*

Late monsoon

Draught

Flood

Cyclone

2 Reference: [Link] at value chains from a climate change perspective

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24 Climate Resilient Cropping Patterns
 Stage Climate Risk Impact Coping mechanism/Responses
Production Dry spell

Wet spell

Heat wave

Hail storm Damage of leaves, flowers and pods* Removal of broken twigs/
branches and damaged pods
and leaves*

Late monsoon

Draught

Flood Submergence/ water logging* Draining of excess water

from root zone, earthing up at
base of the plant after water
recedes*

Cyclone
*Some examples to aid clarity

Blank cells are left for the trainees to practice

6.3 Analysis of effects of climate change and responses on the

post-harvest stages of agri-value chain
Much of the research on global climate change and its impact on food systems focus on the effects of climate
change on agricultural production and post-harvest value chain issues such as storage, processing and
packaging. The effect of climate change on postharvest value chains cannot be ignored. For example, higher
temperatures will reduce shelf-life of stored products while lower temperatures will do the opposite. This will
have serious post-harvest implication on all crops, especially perishable foods which easily spoil with increases in
temperature. Furthermore, the proliferation of pests and crop disease can increase due to temperature increases
and pose a great threat to effective storage. There is a need to address the effects of climate change on storage,
processing and packaging of agricultural products. This will enable to further push research in the area of post-
harvest management, especially in regard to issues of storage, preservation, processing and packaging. It will also
educate stakeholders on the impact of climate on regional post-harvest value chains so that better opportunity and
challenges can be identified to ensure food security3.

For assessing climate risk, impact & responses by the value chain players at storage, processing and marketing
stages, data/information can be captured in the format as shown in table 15.

3 Reference: [Link]-assessing effect climate change postharvest value chains

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Climate Resilient Cropping Patterns 25
Table 15: Assessing climate risk, impact & responses by the value chain players at storage, processing
and marketing stages
Stage Climate Risk Impact Coping mechanism/Responses

Storage Dry spell

Wet spell Pest and fungal Preventing rain water to enter storage room/
infestation* container, arranging proper ventilation, putting the
grain bags above the ground surface on racks*

Heat wave

Hail storm

Late monsoon

Draught

Flood

Cyclone

Processing Dry spell

Wet spell Raw material supply and Preventing the raw materials and grain stock from
product delivery affected, getting wet*
quality deterioration of
grain*

Heat wave

Hail storm

Late monsoon

Draught

Flood

Cyclone

Marketing Dry spell

Wet spell

Heat wave

Hail storm

Late monsoon

Draught

Flood Water logging, poor Draining of excess water from market yard, stores
drainage, wastage of and counters, restoration of power supply through
products, effect on alternate arrangements, shifting of products to
power supply, effect on safer place*
transportation, product
supply and transaction*

Cyclone
*Some examples to aid clarity

Blank cells are left for the trainees to practice

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26 Climate Resilient Cropping Patterns
Annexure:
Sample Formats for Stakeholder
Interaction
The handouts will also include the sample formats for interaction with different stakeholders like farmer, trader/wholesaler/
retailer, processor, input suppliers, mandi/market, etc. The trainees will use these formats in practice. The soft copy of the
handouts and sample formats will be provided to the trainees for reference and future use. They can use the sample formats
with necessary customization as and when required for value chain analysis.

The sample formats are given below;

A Stakeholder Interaction Format: Farmer

Crop: ARHAR /MANGO

1 District: 2 Block:

3 GP: 4 Village:

5 Respondent’s 6 Father/
Name: Husband’s
Name:

7 Gender: 1. Male [Link] 8 Farmer 1. Marginal 2. Small 3. Medium

Category:

[Link]

[Link]

9 Social Category: 1. SC 2. ST 3. OBC 4. General 5. Other

(specify)

10 Education: 1. Illiterate 2. Primary /UP [Link] School/ [Link] & above [Link]/
Inter Trade

11 Land Holding: 1. Irrigated 2. Non-irrigated 3. Total

(in Ac.)

12 Crop production: Area (Ac) Production (Qtl) Type of Farming type

cropping (1. Organic/2.
Irrigated Non-irrigated Irrigated Non-irrigated
system* Inorganic/3.
Mixed
farming)

* 1. Sole cropping, 2. Inter cropping, 3. Mixed cropping, 4. Bund/periphery plantation, 5. Others

13 Seed variety/ 1. Local [Link] 3. Hybrid 4. Graft 5. Others

Planting Material (specify)
used:

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Climate Resilient Cropping Patterns 27
14 Source of 1. Govt 2. Pvt 3. OUAT 4. Others (specify)
seed/planting
material:

15 Source of 1. Canal 2. LI point [Link]/Tube 4. Tank 5. Others

irrigation: well (specify)

16 Type of 1. Surface 2. Drip irrigation 3. Sprinkler 5. Others (specify)

irrigation: irrigation irrigation

17 Hours of
irrigation per
acre:

18 No. of irrigation
per month:

19 Integrated A. Organic: 1. Farm Yard 2. 3. Green Manure 4. Other

Nutrient Manure Vermicompost (specify)
Management:
B. Inorganic: 1. Urea 2. Super 3. Potash 4. Others
(specify)

C. Micronutrient: D. Bio fertilizer:

D. Soil test: 1. Yes 2. No E. Adoption 1. Yes 2. No.

of soil test
recommendations:

F. Application 1. Broadcasting 2. Behind 3. At root zone 4. Fertigation 5. Other

method: plough (specify)

20 Integrated Pest 1. Chemical 2. Organic [Link] 4. Mechanical [Link]

management: pesticide pesticide organism control practice

21 Occurrences of [Link] 2. Rabi 3. Zaid/Summer

pest & disease:

Insect/ pest:

Disease:

22 Type of 1. Manual/hand operated 2. Power operated

implement/

equipment:

23 Primary value [Link]/ 2. Drying [Link] 4. Grading 5. No

addition: washing

24 Processing: 1. Dal [Link] mango 3. Ripe mango [Link] (specify) 5. No

products products

25 Packaging: 1. Gunny bag 2. Polythene bag 3. wooden box 4. Paper cartoon 5. Plastic 6. Bamboo
crates basket

7. Other (specify) 8. No

26 Storage 1. Indoor 2. Outdoor 3. Warehouse [Link] storage 5. Other [Link]

(specify)

27 Application 1. Pre-harvest 2. Post-harvest/ storage

of chemical
A. For early ripening A. For late ripening A. For early ripening A. For late ripening
for early/ late
a. Yes b. No a. Yes b. No a. Yes b. No a. Yes b. No
ripening

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28 Climate Resilient Cropping Patterns
28 Wastage at 1. During Harvest 2. During 3. During 4. During Total
different Stages: post-harvest storage transportation
operation

Wastage (%):

29 Access to credit: 1. Commercial 2. [Link] 3. Gramya Bank 4. Pvt. Bank 5. Money 6. Other
Bank lender (specify)

[Link]

30 Access to 1. Crop-weather [Link]/ MSP 3. Extension 4. Govt. Programs 5. Mobile 6. Electronic/

information/ Services Advisory
Print media
service:
7. IEC Material 8. Insurance 9. Other
(specify)

31 Infrastructure Availability Place Distance (Km) Accessibility Remarks/ comments

facility:

32

33

34

35

B Stakeholder Interaction Format: Trader/Wholesaler/Retailer

Commodity: MANGO/ARHAR

1 Name

2 Address

3 District 4 State

5 Contact number 6 Email

7 Type of business 1. Wholesaler 2. Retailer 3. Commission 4. Other (specify)

Agent

8 No. of years in this 9 Business 1. Seasonal 2. Throughout

business engagement the year

10 In case of seasonal
business, what is his
engagement in lean/off
season

11 Source of procurement 1. Farmer 2. Agents 3. Wholesaler

4. Retailer 5. Mandi/Market 6. Other (specify)

12 Place of procurement [Link] district 2. Outside district 3. Outside state 4. Other (specify)

13 Terms & condition for

procurement

14 Service provided to the 1. Credit facility 2. Collection from 3. Transport

seller farm gate arrangement

4. supply of 5. Other 6. No
inputs

15 Major buyers/customers [Link] 2. Wholesaler 3. Retailer 4. Processor 5. Other

16 Place of sale [Link] district 2. Outside district 3. Outside state 4. Other (specify)

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Climate Resilient Cropping Patterns 29
17 Consumers’ preferences

18 Transaction details During harvest 1-3 month after 4-6 month after
harvest harvest

Av. Volume of transaction

(Qtl)

Av. Procurement cost (Rs/

Qtl)

Av. Selling price (Rs/Qtl)

Wastage (%)

19 Reason for fluctuation of

price & volume

20 Factors of Demand [Link] of the 2. Taste & 3. Price of related 4. other

product preference of buyer products

21 Price build up at Existing Supply Chain % of produce Place (a- with in

different level of supply dist/b- outside
chain: dist/c- outside
state)

1. Farmer Consumer

2. Farmer Wholesaler Retailer Consumer

[Link] Trader Wholesaler Retailer Consumer

[Link] Processor Wholesaler Retailer Consumer

[Link] Local aggregator Trader Wholesaler Retailer

Consumer

22 Climate Risk, Impact

& Coping mechanism/
contingency plan:

Climate Risk Impact Coping mechanism/contingency

plan

Dry spell

Wet spell

Heat wave

Hail storm

Late monsoon

Draught

Flood

Cyclone

23 Issues & constraints

24 Opportunities

25 Suggestions High impact priority Low impact priority

Short term

Long term

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30 Climate Resilient Cropping Patterns
C. Stakeholder Interaction Format: Processing Unit
Commodity: MANGO/ARHAR

1 Name of the Unit

2 Name of proprietor/
Respondent

3 Address

4 District 5 State

6 Contact number 7 Email

8 Production capacity of 9 No. of days the

the unit per day (Qtl) unit functions
per year

10 Type of processing 1. Manual 2. Machine based 11 Type of 1. Traditional 2. Automated

machine

12 Use of solar energy 1. Yes 2. No

a. Light b. Power

13 Type of product

Mango [Link] drink 2. Jam [Link] 4. mango bar

[Link] mango [Link] mango [Link]

powder (amchur)

Arhar 1. Dal 2. Flour [Link]

14 Source of procurement 1. Farmer 2. Agents 3. Wholesaler

4. Retailer 5. Mandi/Market 6. Other (specify)

15 Place of procurement [Link] in district 2. Outside district 3. Outside state 4. Other (specify)

16 Service provided to the 1. Credit facility 2. Collection from 3. Transport

seller farm gate arrangement

4. supply of 5. Other 6. No
inputs

17 Major buyers/ [Link] 2. Wholesaler 3. Retailer

customers

4. Mall [Link] (specify)

18 Supply to high end [Link] [Link]

processor/processing
industry

Semi processed Name of high end Place

product processing unit/
industry

19 Place of sale (%) [Link] district 2. Outside district 3. Outside state 4. Outside country

20 Consumers’ preferences

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Climate Resilient Cropping Patterns 31
21 Factors of Demand [Link] of the 2. Taste & 3. Price of related 4. other(specify)
product preference of products
buyer

22 Production economics Product 1- Product 2- Product 3- Product 2- Product 3-

Procurement cost (Rs/

Kg)

Processing cost (Rs/Kg)

Selling price (Rs/Kg)

Wastage (%)

Av. Volume of
production (Qtl)

23 Participation of women
in food processing

24 Role of women SHG in

food processing

25 Climate Risk, Impact

& Coping mechanism/
contingency plan:

Climate Risk Impact Coping

mechanism/
contingency plan

Dry spell

Wet spell

Heat wave

Hail storm

Late monsoon

Draught

Flood

Cyclone

26 Issues & constraints

27 Opportunities

28 Suggestions High impact Low impact

priority priority

Short term

Long term

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32 Climate Resilient Cropping Patterns
D Stakeholder Interaction Format: Input Dealer
Commodity: MANGO/ARHAR

1 Input category: [Link]/ [Link] [Link] 4. Farm 5. Other

Planting nutrients protection implement/
material material equipment

2 Name of the enterprise:

3 Ownership 1. Govt. [Link] 3. Cooperative 4. Other

4 Name of Dealer/
Respondent:

5 Address

6 District: 7 State

8 Contact number: 9 Email

10 Commonly used
varieties:

10.1 Seed/Planting material [Link]

[Link]

[Link]

[Link]

10.2 Plant nutrients [Link]

[Link]

10.3 Plant protection [Link]

material

[Link]

10.4 Farm implement/ [Link]

operated
equipment

[Link] driven

11 Services provided [Link] sale 2. Advise on use/ [Link] sale [Link]

application service (specify)

12 Whether supply is [Link] [Link]

adequate to meet the
(Please
requirement of the
farmers in the locality mention
reason)

13 Whether required input [Link] [Link]

is supplied in time of
(Please
need of the farmer
mention
reason)

14 Climate Risk, Impact

& Coping mechanism/
contingency plan:

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Climate Resilient Cropping Patterns 33
 Climate Risk Impact Coping
mechanism/
contingency plan

Dry spell

Wet spell

Heat wave

Hail storm

Late mansoon

Draught

Flood

Cyclone

15 Issues & constraints

16 Opportunities

17 Suggestions High impact Low impact

priority priority

Short term

Long term

E Stakeholder Interaction Format: Mandi/Market

Commodity: MANGO/ARHAR

1 Name of the Mandi/

Market
2 Location/Place 3 Block/NAC/
City
4 District 5 State

6 Name of the
Respondent
7 Designation

8 Address
9 Contact number 10 Email

11 Transaction details (2016)

11.1 Total Supply(Qtl) Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

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34 Climate Resilient Cropping Patterns
11.2 Total Sale(Qtl)

11.3 Avg. Market Price

(Rs/Qtl)

12 Reason of fluctuation in supply/sale/price in diff season:

12.1 Reason of fluctuation in supply:
12.2 Reason of fluctuation in sale:
12.3 Reason of fluctuation in price:
13 Source of supply [Link] in district 2. Outside 3. Outside state 4. Other
(Place) district
Place % Place % Place % Place %

14 Major Suppliers (%) 1. Farmer 2. Traders/ 3. Wholesaler 4. Other(specify)

Agents
15 Major buyers/ [Link] in district 2. Outside 3. Outside state 4. Outside country
customers (%) district

16 Avg. Procurement 16a Avg. Selling 16b Wastage%

cost (Rs/Qtl) price (Rs/
Qtl))
17 Procurement norm

18 Facilities available

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Climate Resilient Cropping Patterns 35
19 Market Determinant 1. Factors of Demand Ranking 2. Factors of Supply Ranking
factors
1.1 Price of the product 2.1 Demand of the
product
1.2 Taste & preference of 2.2 Price of the product
buyer
1.3 Price of related 2.3 Cost of production
products
1.4 supply /availability of 2.4 No. of producers/
the product volume of production

20 Impact of climate change

On demand 1. Increase 2. Decrease 3. No change 4.
On supply 1. Increase 2. Decrease 3. No change 4.
On quality 1. Increase 2. Decrease 3. No change 4.
On price 1. Increase 2. Decrease 3. No change 4.
On weight 1. Increase 2. Decrease 3. No change 4.
On business 1. Increase 2. Decrease 3. No change 4.
transaction

21 Issues & constraints

22 Opportunities
23 Suggestions High impact priority Low impact priority

Short term

Long term

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36 Climate Resilient Cropping Patterns
Training Module for using a Value Chain Analysis Approach to support
Climate Resilient Cropping Patterns 37
Action on Climate Today (ACT)
For more information, Department of
Agriculture and
Email: info@[Link] Farmers’ Empowerment,
[Link] Government of Odisha