STTA: Access to Finance Consultant

STTA: Access to Finance Consultant

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Introduction

  

The Liberia Agribusiness Development Activity (LADA) is a project being implemented by CNFA and is supported and funded by the United States Agency for International Development (USAID) under the US Feed the Future (FTF) Program. The LADA activity takes place in four counties Bong, Nimba, Lofa & Upper Montserrado and focuses on three components, namely:

 

C1:      Increase private sector investment in agriculture inputs

C2:      Increase private sector investment in post-harvest handling support, packaging, marketing, storage and auxiliary services,

C3:      Strengthened facilitation, market information, advocacy and support

 

 Project Statement

 

LADA works to catalyze increase private sector investment and commercial finance to agribusiness sector and expand commercially sustainable linkages between consumers, producers and post-harvest enterprises. LADA is designed to provide broad support to agricultural development and food security initiatives at the community and national levels in Liberia. It supports forging innovative partnerships with the private sector to leverage new resources and maximize impact in support of its development efforts.

 

These activities are coming online at a crucial time for Liberia. The recent launch of the Government of Liberia (GoL) Liberia Agribusiness Transformation Agenda (LATA) initiative provides an opportunity to leverage USAID/LADA interventions with those of Liberian government and private-sector actors to create real change in agricultural value-added processing. LADA’s goals are to complement LATA and work closely with a strong local commercial bank, Afriland First (hereinafter “Afriland”) to provide a strong focus on reducing food imports, mainly of rice and cassava. Thus, increased financing will create initiatives having a high impact on increased food-processing and import-substitution.   

 

Objective of Consultancy

 

The objective of this specific assignment is to assist LADA in the drafting and adoption of a formal agricultural lending strategy as well as operational principles “toolkit”, that will guide the implementation of the strategy (operational structure, staffing, marketing of products, marketing plan, etc.). This would be followed by supporting Afriland, a local bank, on the development of an agricultural lending action plan, guiding the implementation of the formulated strategy, which would be presented by LADA to the senior leadership of the bank. When adopted by the bank, a commitment of up to USD 2 million would be shifted within the bank to target the agricultural sector.

 

The overall purpose of this relationship would be to increase access to finance for agro-enterprises and both LADA and non-LADA clients in the agricultural sector, including farmers. It is anticipated that this assistance will make it faster for Afriland to begin aggressive disbursement of its expanded portfolio of agricultural loans. On the part of Afriland, the development of a new agribusiness strategy will play a key role in expanding their agricultural lending activities.

Period of Performance

 

Timeline: This assignment is planned to take place in early April to late May 2017.  Total LOE for this assignment will not exceed 45 days, including approximately 40 workdays in-country for interviews, research, strategy development and follow-up.   

 

Level of Effort: The consultant will have a short-term consultancy agreement with CNFA/LADA of 1.5 months (April-May 2017 depending on start date) to complete the tasks.

Principal Duties and Responsibilities

  • Facilitate Afriland’s intention to increase agricultural lending in Liberia through adding expert input into the development of a new agro-finance strategy with an emphasis on rural SMEs, which is aligned with Afriland’s current mission and vision. This strategy will also include recommendations for increasing Afriland’s DCA utilization rate;
  • Work with Afriland to evaluate the most important agricultural and agro-business sub-sectors to be targeted by the bank, including identification of crosscutting sub-sectors, such as SME-level processing, value chain finance, etc. to be based on local market research;
  • Formulate operational principles that will guide the implementation of the strategy, including operational structure, staffing, marketing of potential new products, marketing plan, risk assessment, loan disbursement procedures, assets and collateral appraisal methods, as well as any needed monitoring procedures. These will be left behind in the form of a “toolkit” to improve and fine-tune agricultural lending practices of the bank;
  • Develop an action plan guiding the implementation of the formulated strategy, which would be presented by the LADA representatives to the senior leadership of the bank. The formal strategy proposed will outline increased lending target of Afriland of at least USD 2M.
  • Meet with a wide range of individuals or groups to fully understand and perform the work specified under this SOW, including meetings with USAID, CNFA/LADA, senior management at Afriland, as well as the Association of Banks of Liberia, the Agricultural Ministry, and the appropriate donor programs or projects identified by LADA.
  • Develop needed market research to develop the Agro-finance strategy. 

Deliverables

  • A comprehensive SME agricultural financing strategy with emphasis on agro-processing, and a related summary business plan (incorporating and designing appropriate financial products, not just lending) with detailed road map, specific tasks / resources, as an integrated part of the strategy.
  • An agricultural lending toolkit accompanied with training for Afriland staff.
  • A written final report including a description of the strategy as well as an assessment of required Afriland capacity needs to implement the lending strategy, analysis, and recommendations.
  • A brief report outlining main aspects and key takeaways of the consultancy, but with no disclosure of disclosure of sensitive or proprietary information. 

Qualifications

  • Master’s degree in Banking, Business, Economics, International Development, Business or related field. Or bachelor’s degree and an additional five years of relevant experience.
  • Minimum of 10 years of work experience in banking, with three years of experience in value chain, agricultural lending and economic development practices.
  • Experience in identifying opportunities to promote value chain finance and better financial instruments at the MSME level that positively impact the entire value chain.
  • Acquainted with agricultural and rural development conditions in emerging markets. Priority will be given to knowledge of Liberian market conditions.
  • Practical skills in working with banks and donors in increasing access to finance.
  • Experience in helping to solve agro-business constraints and problems is desirable.
  • Experience working with USAID and other donors.
  • Excellent written and oral communications skills.
  • Capacity to interact effectively with people from different cultures and work with governments and donor agencies.
  • Fluent in English.
  • Experience in Liberia preferred.

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STTA: Sweet Potato Post-Harvest Volunteer

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Assignment Location:

Minia and Bani Suef  

 

Assignment:

Post-Harvest (Curing) for Sweet Potatoes

Dates:

June 2017

Objectives:

Improve farmer’s technical knowledge and practical applications for post-harvest handling and technologies, specifically relate to curing, of sweet potatoes in Upper Egypt.

Host Background:

Sweet potatoes are mainly grown in the governorates of Minia and Bani Suef. The volunteer will be based out of the FAS project office located in Minia with visits to sweet potato farmers in the surrounding area. 

Issue Description:

The Feed the Future Egypt Food Security and Agribusiness Support project (FAS) works to increase agriculture-related incomes of smallholder farmer in Upper Egypt using a market-driven approach that facilitate sustaintable, pro-poor value chain development and helps smallholders increase access to domestic and export markets. This market-driven approach is support by four interrelated components:

1. Improved on-farm production

2. More efficient post-harvest processes

3. Improved marketing of agriculture crops and products

4. Improved nutrition status, especially for women and children

Sweet potatoes are one of the key vegetable value chains in Upper Egypt that are targetted by FAS. It is widely grown in the governorates of Assiut, Aswan, Beni Suef, Menia, and Sohag of Upper Egypt. Due to Upper Egypt having both an ideal climate and soil for sweet potatoes, there are many opportunities for smallholder farmers to vertically integrate themselves into the sweet potato value chain by engaging in better production and post-harvest processes, most especially curing. However, there is a lack of both technical knowledge and infrastructure available to smallholder farmers that allow them to take advantage of simple post-harvest techniques that can increase the shelf life and profitability of their produce.  

The host therefore has requested for a volunteer to train FAS staff in post-harvest techniques that can increase the profitability and quality of sweet potatoes, mostly importantly related to curing. The volunteer will visit farmer fields that grow sweet potatoes to assess the current capacity and knowledge of farmers as well as identify any existing infrastructure that can be used for sweet potato curing. Once the volunteer has assessed the operating environment, they will develop a training plan that addresses relevant post-harvest handling techniques that farmers can use to increase the quality and production of their harvests and work with the FAS technical team to put together a training regimen for future trainings for additional farmer groups. These trainings should focus on producing sweet potatoes that are export quality to markets in the EU and Arab Gulf.

Desired Outcomes and Impacts:

Desired outcomes: Improved technical knowledge of sweet potato post-harvest handling techniques and technologies for both farmer associations trained and FAS technical staff

Desired impacts: Increase in the quality and production of smallholder farmers’ sweet potato harvest through the utilization of post-harvest techniques, including curing.

Accommodations: 

While in Minia, volunteers stay at the Grand Aton hotel which is located close to several food options and easy transport to the FAS office via taxi.

Volunteer Preparation:

The month of  June is the spring season in Egypt. Volunteers are encouraged therefore to bring some clothes for warm weather.

 

CNFA volunteer assignments require some pre-departure preparation by the volunteer, since time in country is limited. Please consult with your CNFA program officer or field staff for any information or assistance you need to properly prepare for your assignment. Needed materials can be discussed with in-country staff, via email, prior to departure.

The volunteer will have full access to an FAS laptop computer, flip-chart stand, and other office equipment. Please inform FAS staff if training will require additional resources.

The use of slides, videos, overheads, PowerPoint presentations and hands-on activities to emphasize main points are strongly recommended during your assignment.

Outreach:

CNFA requests each volunteer to complete outreach activities after returning from an assignment.  Volunteer outreach helps foster cultural understanding and spreads the word about U.S. international development efforts. Outreach activities include any conversations you have about your project, newspaper articles, presentations, social media posts, or other events.  Please keep this in mind during your project, and ensure that you are taking notes to correspond with photographs, meetings, or notable activities.  Your Washington DC coordinator will follow up with you both during debriefing and again several months after your assignment is completed to get an update of your outreach efforts.

*Please download the full description for a complete itinerary and project contacts.

Desired Qualifications of Volunteer

  • Experienced managing post-harvest practices for sweet potatoes, specifically with utilizing and managing curing room technology
  • Extensive practical experience managing sweet potato farms
  • Knowledge of post-harvest techniques and technologies for sweet potatoes
  • Knowledge of private sector markets for sweet potatoes in Egypt, Arab Gulf, and Europe preferred
  • Patience and positive attitude when working with local Egyptian farmers
  • Must be citizen or permanent resident of the U.S.

Deliverables

  • A Sweet Potato Post-Harvest Needs Assessment Report
  • Sweet Potato Post-Harvest Training Curriculum
  • CNFA’s Training Beneficiaries Record, Volunteer Value Reporting System Survey, and Trip Report. These documents must be completed no later than a week after assignment and preferably before the last day on assignment. 

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STTA: Table Grapes Volunteer

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Assignment Location:

Minia, Egypt

Assignment:

Table grapes good agriculture practices (GAP), harvest, handling, and postharvest trainings

Dates:

April 2017

Objectives:

Improve farmer’s technical knowledge and practical applications to increase their incomes by improving quantity, quality and reducing losses of table grapes in Minia

Host Background:

Table grapes are considered the top deciduous fruit crop widely grown in Egypt. It is present in the seven targeted Feed the Future Egypt Food Security and Agribusiness Support Project (FAS) governorates of Upper Egypt. According to the latest 2015 statistics from the Egyptian Ministry for Agriculture and Land Reclamation (MALR), table grapes occupy 39,085 acres (37,224 feddans) in the seven governorates of Bani Suef, Sohag, Assiut, Minia, Luxor, Qena, and Aswan. However, Minia governorate is the largest in its cultivated area with 25,098 Feddans and subsequently with the largest number of table grape farmers. The recent Value Chain & End Market Analysis studies conducted by FAS showed that table grape productivity varies sharply from one governorate to the other. The highest productivity was noticed in Bani Suef which averaged 11.77 MT/feddan and the lowest was recorded in Qena which averaged 5.91 MT/feddan. This shows that there is opportunity for smallholder farmers to improve the productivity and quality of their orchards, which will result in an increase in smallholder farmers’ incomes. Technical trainings on GAP, harvesting, handling, and postharvest handling will can contribute to improving incomes. Starting from Minia, there are table grape farmer groups identified by the FAS agronomy team and Technical Advisor for Associations who will benefit from different project activities. And grapes growers in other governorates will follow.

 

Issue Description:

FAS works to increase agriculture-related incomes of smallholder farmer in Upper Egypt using a market-driven approach that facilitate sustaintable, pro-poor value chain development and helps smallholders increase access to domestic and export markets. This market-driven approach is support by four interrelated components:

1.      Improved on-farm production

2.      More efficient post-harvest processes

3.      Improved marketing of agriculture crops and products

4.      Improved nutrition status, especially for women and children

 

Table grapes are one of the key fruit value chains in Upper Egypt that are targetted by FAS. There are a substantial number of groves throughout the area and there are numerous opportunities for smallholder farmers to vertically integrate themselves into the table grape value chain by engaging in better production and post-harvest processes, as well as the export of grapes to Gulf countries, Africa, and Europe. However, grape orchard management in Egypt is subject to numerous ineffiecient practices such as dormancy breaking and controlling bunch shape and berry sizes which hinder the profitability of this value chain and limit the productivity of smallholders.Local farmers’ knowledge of integrated managment practices is limited and management plans generally do not exist. Farmers do not have the technical knowledge to identify common diseases and pests as well as what treatments and/or protective measures should be done to minimize the disease or pest’s effects.

 

The host therefore has requested for a volunteer to train them good agriculture practices of table grapes in Upper Egypt as well as the most effective treatments and protective measures to pest control, pruning, harvest, and handling. The volunteer will visit farmer grape groves to assess the current needs and conduct trainings with farmer organizations on these topics, as well as work with the FAS technical team to put together a training regimen for future trainings for additional farmer groups.

 

Deliverables:

CNFA’s Training Beneficiaries Record, Volunteer Value Reporting System Survey, and Trip Report. These documents must be completed no later than a week after assignment and preferably before the last day on assignment.

 

Desired Outcomes and Impacts:

Desired Outcomes: Improved technical knowledge of table grapes GAP and integrated management for both farmer associations trained and FAS technical staff

Desired Impacts: Increase in smallholder farmers’ ability to effectively manage their orchards to increase their incomes

Desired Qualifications of Volunteer

  • Experienced in global GAP requirements for table grapes
  • Extensive practical experience managing grapes vineyards
  • Knowledge of harvest, handling and postharvest techniques of table grapes
  • Patience and positive attitude when working with local Egyptian farmers
  • Must be citizen or permanent resident of the U.S.

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STTA: Seedless Watermelon Cultivation in Pakistan

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Project Description:

The U.S.-Pakistan Partnership for Agricultural Market Development (AMD) activity in Pakistan is a USAID funded activity implemented by CNFA with the goal of supporting the development of Pakistan’s commercial agriculture, particularly through improving the ability of Pakistan’s agriculture and livestock sectors to meet both international and domestic demand and requirements in targeted product lines in citrus, mango, high value/off season vegetables and livestock. AMD envisions transforming the four targeted product lines into efficient, private sector led value chains that deliver competitive products to domestic and export markets. AMD’s targeted training, matching grants, and technical assistance will leverage private sector investment and encourage innovation. Together, these approaches will support upgrading, streamline supply chains, optimize profit margins, increase participation of women entrepreneurs, and ultimately make Pakistani mango, citrus, meat and HV/OSV more profitable and more competitive.

 

Background Information:

Over 35 kinds of vegetables are grown in various ecological zones in Pakistan. At the moment, Pakistan is exporting very limited number and quantity of vegetables mainly to GCC, some European countries and neighboring Afghanistan.  Watermelon is cultivated throughout Pakistan mostly for domestic consumption where the soil and climatic conditions are favorable for its cultivation. It prefers sandy loam soils with good drainage and a soil pH of 7.5 to 8. It cannot tolerate extremes of temperatures; low temperature affects its growth while severe higher temperatures affect the pollination process resulting in reduced yields.

Local supply of watermelons starts in April and continues till September from different areas of Pakistan. It’s high in demand during summer season leading to appreciable profit margins for farmers and traders.

Seedless watermelons are more difficult to grow as they require much higher levels of inputs and managerial skill, but in terms of prices they can command a premium of up to 200% over the larger, seeded varieties. Pakistani watermelon production calendar synchronizes well with the peak demand season in Europe which has experienced very strong growth in imports, indicating increasing demand from the watermelon producing countries, which, include China, Turkey, Iran, USA, Brazil and Albania etc. In the European market, Spain is also a major exporter. Pakistan’s easy access to GCC provides a competitive advantage for export of seedless watermelons to GCC countries. With the operationalization of Gwadar port and CPEC, exports to Europe through sea are also competitive for Pakistani producers. Additionally, no SPS requirements are in place for export of watermelons to EU, making it an easily exportable commodity. The value of watermelon imports in the EU last year (2014-15) was €485.78 million

However, despite having favorable climatic conditions for the cultivation of seedless watermelon, along with an increasing demand in international markets, limited effort has been made to produce seedless watermelon in Pakistan. The primary reasons include; unavailability of seeds, lack of production technology at the local level, and international market linkages.

The AMD project, in line with its objective of innovation, intends to support the introduction of commercial production of seedless watermelons for high end markets, through working with Pakistani private sector investors on a limited scale for trial production. The initial areas for trial production are intended to be in Sindh (Qambar, Larkana, Shehdadkot and/or adjoining areas).

Objective of the Technical Assistance

The technical assistance (TA) provided by the ISTTA is aimed at providing the technical oversight for crop husbandry of seedless watermelon to the selected farmers from land selection & preparation till harvesting and marketing of the produce. The local STTA will work closely with the ISTTA to design a complete package of technology for seedless watermelon production for the selected area/s to augment well within the existing cropping system with increased profit margins.

 

Assignment Scope:

The ISTTA tasks will include but not be limited to:

1.       Background reading of AMD Work Plan for HVOSV and published studies on watermelon and seedless watermelons’ crop husbandry, with a comparative analysis with other countries of the similar agro climate.

2.       With support from STTA, design a complete crop husbandry protocol including harvest and post-harvest practices for Seedless Watermelons.

3.       Provide regular guidance to the STTA and CTA by Skype on issues arising with selected farmers, when not on-site

4.       Instruct and mentor STTA on day to day vigilance of crop.

5.       Provide production economics to AMD and the selected farmers

6.       With assistance from the STTA design a training program for the Seedless Watermelon farmers; if needed.

7.       Comment regularly on recorded data on various agronomic crop parameters for these trials supplied by STTA and main growers

8.       Identify better paying markets for B&C category of Seedless Watermelon locally.

9.       Any other tasks assigned by the COP or Chief Technical Advisor relating to design and development of the Seedless Watermelon production interventions.

10.   Supply support to any relevant tasks within AMD initiatives at the request of CPO and/or CTA

11.   Assignment to be undertaken in 2 parts to coincide with:

a.       the ground preparation and sowing of the crop

b.       the harvesting, grading and marketing of the crop

 

Deliverables:

1.       A detailed work plan for the period of this assignment within two days after the commencement of this consultancy.

2.       Complete crop husbandry protocols for seedless watermelon.

3.       Comparative analysis of Pakistan’s specific crop growing climate and market access viz a viz other seedless watermelon producing/exporting countries.

4.       Production economics of seedless watermelons

5.       UAE Rapid Market Assessment for seedless watermelon

6.       Training program and SOPs for producing seedless watermelon

7.       Agronomic data of trials

8.       Report on remote technical support and guidance provided from home office; .5 days per week during months 3 and 4

9.       Customer Acceptance Report of trail shipments

10.   Submit a detailed report with all the above cited deliverables and recommendations within 5 days of assignment completion.

 

Estimated level of effort (LOE) for the assignment: 65 Days LOE between Mth-1 and Mth-6

 

Timing of the Assignment:

The ISTTA assignment will commence in February 2017 and end in July 2017.

First part of the assignment will begin on or about February 14th until on or about March 31st, including a 48-hour stop-over in Dubai for market appraisal.

Second part of the assignment will begin on or about June 22nd until on or about July 31st including a 48-hour stop-over in Dubai for appraisal of market acceptance.

Qualifications

  • A university degree in the field of agriculture or equivalent experience;
  • Practical knowledge of watermelon crop husbandry.
  • Extensive experience of having worked with commercial vegetable growers
  • Extensive experience in fresh vegetable value chain and marketing
  • Hands on experience in Pakistan’s agriculture sector will be an added advantage;
  • More than 10 years of professional practical experience working in the field of commercial horticulture production.
  • Demonstrated ability to work in a team;
  • Documented excellent writing skills in English
  • Oral fluency in English; knowledge of local language will be an added advantage
  • Possession of a valid visa for travel to Pakistan is an added advantage

STTA: International Nutrition and Feedlot Specialist

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Project Description:

The U.S.-Pakistan Partnership for Agricultural Market Development (AMD) activity in Pakistan is a USAID funded activity implemented by CNFA with the goal of supporting the development of Pakistan’s commercial agriculture, particularly through improving the ability of Pakistan’s agriculture and livestock sectors to meet both international and domestic demand and requirements in targeted product lines in citrus, mango, high value/off season vegetables and livestock. AMD envisions transforming the four targeted product lines into efficient, private sector-led value chains that deliver competitive products to domestic and export markets. AMD’s targeted training, matching grants, and technical assistance will leverage private sector investment and encourage innovation. Together, these approaches will support upgrading, streamline supply chains, optimize profit margins, increase participation of women entrepreneurs, and ultimately make Pakistani mango, citrus, meat and HV/OSV more profitable and more competitive. 

Objective of the assignment:

The objectives of this assignment is to provide technical assistance and management knowledge to the AMD team for the continued backstopping grantees to establish commercial feedlot fattening farms for beef production. The Consultant will further suggest best cost ration formulation and educate the farmers on Standard Operating Procedure (SOPs) on feedlot fattening to establish a profitable business.  

Consultant will technically assist the feedlot investors on the critical success factors for a feedlot business e.g. least cost feed formulation, fodder production, backward supply of cattle, health program, performance monitoring and marketing of finished cattle through suggesting real based strategies within the fattening business. Furthermore, Standard Operating Procedure for a commercial feedlot fattening farm will also be developed for continued operation of the business.  

The consultant will conduct onsite visit to 12 Feedlot Farms approved / shortlisted for AMD in kind grant program. The consultant will also conduct Technical Sessions with in Farmers in Seminars organized in the industry to educate the farmers on Best cost nutrition and improved management practices in feedlot fattening.    

In the duration of 25 days STTA assignment, the Consultant will conduct field visits, meetings with stakeholders, Develop Technical protocol and financial model for feedlot fattening. 

Tasks 

The STTA tasks will include but not be limited to: 

1.       Background reading of AMD Work Plan and published studies on previous feedlot studies conducted and marketing assessments of related businesses in Pakistan.

2.       On site visits to all AMD granted feedlot businesses and provide consultancy on best cost nutrition through management software program. 

3.       Oversee Training sessions through BSPs on different modules of Feedlot fattening.

4.       Conduct Technical sessions in Farmers Meetings and Seminars in the industry.

5.       Field visits and held meetings with private companies / suppliers of feed and silage.

6.       Visit in Punjab and Sindh to meet with progressive livestock farmers to understand the cropping patterns and collect required details of information about  availability of feed ingredients in different geography of project areas across the year.

7.       Visits to a few modern dairies in Pakistan to understand the existing patterns of male progeny marketing and possibility of developing their linkages with the feedlots. 

8.       Review Technical Material to be published for Farmers through AMD program.

 

Deliverables

A final report that details the following:

1.       Techno feasibility model for developing feedlot business @ 500 animals including farm building and fodder cultivation.

2.       Animal species and breed with preferred age and weight.

3.       Suggest best cost feed requirements/silage/fodder production for commercial feedlot businesses.

4.       Induction health program for the farm against common and most prevalent diseases.

5.       Determine best suitable optimal fattening farm management strategies in commercial feedlot taking into account procurement cost, fattening cost, sales price, availability of human resources, compliance of international standards, etc.

6.       Technical review of Trainings program on commercial feedlot fattening for key management staff of AMD granted businesses. 

7.       Review and Produce Technical Material to be published for Feedlot Farmers for their guidance in business management.

8.       Evaluate and obtain feedlot management and ration formulation software for feedlots with the capacity of 500-2000 heads. The consultant will further educate the farmers on application of software program in their businesses.

Qualifications:

  • An advanced degree in the field of Agriculture or livestock.
  • Extensive international experience of having worked with commercial Feedlot Fattening Farms.
  • Requisite prior experience of working at senior level consulting assignments with donor funded projects with a focus on Feedlot Fattening and Meat Value Chain on cost sharing with private sector partners.
  • Experience in developing countries on designing and development expertise/ experience in developing/ operating Feedlot Fattening farms.
  • Demonstrated ability to work in a team;
  • Demonstrated interpersonal and communication skills;
  • Documented report writing skills in English;
  • Oral fluency in English.

STTA Training on Meat Processing, Fabrication, & Quality Control

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Project Overview

The Agricultural Growth Program-Livestock Market Development (AGP-LMD) project is a five-year, $41 million USAID-funded project aiming to 1) foster the growth and competitiveness of meat, live animal and dairy sectors; 2) ensure an enabling environment to support the growth and competitiveness of these livestock value chains, and 3) address the needs of the chronically vulnerable through nutrition-based interventions and linkages with other USAID-funded programs in Ethiopia. AGP-LMD’s overall objective is to improve smallholder incomes and nutritional status through investments in selected livestock value chains. These investments must in turn generate increased productivity and competitiveness of these value chains to the benefit of smallholders, both men and women.

In keeping with the principles of the U.S Feed the Future Initiative, AGP-LMD will draw upon a skilled consortium of leading Ethiopian and international development organizations, combining proven livestock and dairy value chain development experience, with expertise in health, nutrition, gender equality, and information and communication technologies. By joining international expertise and worldwide best practices with a leading role by seasoned local partner organizations, the AGP-LMD team will support local partners to spur sustainable economic growth in Ethiopia by leading interventions through existing cooperatives, associations, government agencies, and private firms.

 

Background: 

The AGPLMD project, under IR2, Strategy 2 is focusing on building the capacity of public and private institutions working in the livestock sector by creating an enabling environment for the value chain to operate and develop in. LMD is working with EMDIDI (Ethiopian Meat and Dairy Industry Development Institute) to develop more competitiveness in the market, and to improve meat production, fabrication, and the marketing system.

 

Ethiopia’s overall strategic goal for industrial development is to bring about structural change in the economy through industrial development. Specifically, by the year 2025, it aims to increase the share of the industrial sector as a percentage of GDP from the current 13% to 27%, and to increase the share of the manufacturing sector as a percentage of GDP from the current 4% to 17%. Although Ethiopia has the largest livestock inventory in Africa, it still has some of the lowest levels of meat production and per capita consumption, as well as a comparatively small global export market share. Ethiopia has seen appreciable growth in the meat processing industry during the period from 2005 to 2016. There are more than 18 meat processing plants that are either already established or under construction.

 

Currently, abattoirs and other processors in Ethiopia can be found in different states of functionality. Some are non-functional, while others are under construction. In addition, functional abattoirs are working under-capacity (on average at about 34% of capacity). Moreover, despite the increase in the number of abattoirs and corresponding capacities, the value addition has not proportionately increased due to the fact that none of the current functional meat processing plants or export abattoirs produce semi-processed or processed meat products. Instead, most slaughter shoats and export chilled meat without additional processing. Meat fabrication and processing for beef is not yet developed. The slaughterhouses in the country have inadequate trained human resources and facilities for processing. Of the meat produced, there is little or no meat converted into value-added products. Thus, in order to increase the value added, Ethiopia needs to invest in modern abattoirs with suitable meat processing facilities and human resources.

 

The Ethiopian government established EMDIDI (Ethiopian Meat and Dairy Industry Development Institute) to support the meat industry in enhancing their competitive capacity in the growing meat market. The Institute has the mandate to make relevant technology and human resources available to the meat industry. The capacity gap assessment conducted by AGP-LMD in 2013 indicated that technical support provided to the industry by EMDIDI is below requirement due to the limited practical knowledge of EMDIDI meat experts. EMDIDI also believes that to make the meat industry competitive in the global market, the human resource capacity of the Institute must be enhanced. Its experts need to be equipped with modern technologies and practical knowledge that can support the meat industry. Therefore, this SoW has been prepared on the request of EMDIDI to conduct meat fabrication, processing, and quality control training by hiring an international STTA.

 

Assignment Objective:  

The general objective of the assignment is to enhance the capacity of EMDIDI meat experts to support the meat industry in diversifying their products through processing and value addition.

 

Specific objectives:

 

·         To build the capacity of 25 professionals from the Institute and other pertinent organizations in the meat sector in order to provide better service to private enterprises.

·         To familiarize trainees with new ideas, technologies, skills, and knowledge in the meat processing sector, and develop a quality assurance system, promote product diversification.

·         To facilitate technology transfer in the country related to meat processing and quality assurance systems, and to maximize the benefit that the country could gain from the huge number of its animals and the meat sector.

 

To conduct this training, AGP-LMD will hire an international consultant with practical experience in meat technology, fabrication, and quality assurance systems. The training will be a 10-day, hands-on, intensive training. This assignment is expected to improve the capacity of EMDIDI and meat industry in meat processing and producing quality products. This will in turn contribute to achieving two major project-related outcome level indicators: 1) improvements in the enabling environment, and 2) decrease in costs of doing business.

 

Activities to be conducted by AGP-LMD and EMDIDI

 

1.      Selection of international STTA

 

AGP-LMD will solicit and contract an international STTA for the training and will cover all training costs. The training session will be guided by both EMDIDI staff members and the AGP-LMD DCoP and staffs representing the IR1 and IR2 teams.

 

2.       Preparing invitation letter and inviting trainees: 

 

EMDIDI will prepare an invitation to send to potential participants. The list of participants will first be approved by AGP-LMD and USAID. The invitation letter will be sent by e-mail or fax to this list, two weeks before the date of the training. AGP-LMD must receive confirmation from the invitees’ respective offices of their receipt of the invitation letter and attendance.

Timetable: two weeks before the training date

Deliverables: list of participants confirming attendance at the training workshop

 

3.       Training venue

 

AGP-LMD and EMDIDI will arrange for a training venue in Addis which is suitable for such training, preferably Modjo. Modjo is a hub for export abattoirs where meat is processed mostly for Middle Eastern countries. Participants will be hosted on a half-board basis (i.e. lodging with breakfast and lunch or dinner) in the training center or a hotel conducive to such training. These arrangements will help participants to concentrate on the training rather than lodging issues.

Timetable: the training venue shall be identified and confirmed two weeks before the date of the training.

Deliverable: contractual agreement between AGP-LMD and the hotel or venue manager.

 

Activities to be conducted by Consultant

 

1.      Developing content for training module 

 

The contractor will develop content for the training module tailored for the Institute staff. The training will be supported with practical sessions, the logistics of which will be organized by the Institute and AGP-LMD. The contractor should focus on the training content below.  

 

Content of the Training

The training should be more practical than theoretical. Recent innovations in the sector must be incorporated into the training. The trainer should consider the existing expertise of the trainees, as most of them will be from the meat technology department at the Institute. The training should also be supported by practical sessions, making use of some of the available slaughterhouses. The training must be prepared in an understandable and easily applicable manner in order to bring about the desired changes in attitude in the trainees. Other training participants will include those from the Ministry of Livestock and Fisheries, those from small and medium enterprises, meat and meat product quality certifiers for export abattoirs, and local slaughterhouse representatives. More specific guidelines will be provided once the consultant is chosen.

 

The contractor will organize and make available all the necessary training materials for the training outlined above, including handouts, audiovisual equipment, and other teaching aids.

 

Timetable:

·         Two weeks before the training –  First Draft due of Deliverables, for AGP-LMD input (roughly 3.5 days LOE)

·         One week before the training – Final Draft due of Deliverables (roughly 1 day LOE)

Deliverables:

1) List of training materials, including supporting videos and external links

2) Hard and soft copies of Training Manual

3) Detailed Training Module (both soft and hard copies)

 

2. Facilitating or conducting the training workshop

 

The contractor must demonstrate a proven track record of knowledge and experience in conducting similar training at the international level. If the contractor chooses to utilize additional support staff to facilitate the workshop, the contractor must submit the names and CVs of training facilitators to AGP-LMD at the time of application. The contractor will be responsible for facilitating the training (theoretical and practical) starting from the eve of the training day until the end of the training. The contractor will also prepare certificates of participation for the trainees using AGP-LMD templates which will be jointly signed by EMDIDI and AGP-LMD higher-ranking officials.

 

Timetable:

·         One week before the training – one week before the training date (roughly .5 day LOE)

Deliverables:

1. Names and CVs of trainers/facilitators and letter of commitment from the trainers

2. Certificates of Participation for the trainees using AGP-LMD template (to be filled in, signed and awarded at the end of training)

 

Training Facilitation – 2 days of travel, 10 days training (12 days total LOE) – assisted by EMDIDI/LMD

 

3.  Submitting the Training Report

The contractor must document the training audio visually and prepare a training report to be submitted to AGP-LMD (both hard copy and electronically). These will be copied by AGP-LMD and distributed to each trainee and their respective organizations.

Timetable:

·         Maximum of one week after the end of the training – Final Deliverables (roughly 3 days LOE)

Deliverables:

1. Audiovisual training event materials

2. Final Report on Training Outcomes (per AGP-LMD template)

 

 

Qualifications

 

Trainer qualifications:

 

·         A university degree, preferably a Master’s or PhD, in meat technology and fabrication

·         An expert with more than 10 years’ practical experience in meat cutting, processing, and fabrication

·         Experience in conducting similar training internationally (outside his or her country)

·         Experience with meat value chains, marketing, and knowledge of global market requirements are advantageous.

 

1.    Participants’ background

 

The trainees that will participate in the training are expected to be professionals are working in the meat sector at the Institute or in export abattoirs. Many of them have been working in the sector for a minimum of 4 years, while some are new to the sector. The educational back ground of the majority of trainees is a BSc degree in animal science, while a few are professionals holding MSc degrees in food science, nutrition, or other related subjects. These trainees are future trainers of the plants engaged in the meat industry.

 

Proposed Level of Effort

 

This assignment requires 20 days LOE. Daily rate will be subject to consultant background and years of experience. M&IE, accommodations and transportation are covered by AGP-LMD.

Assignment Supervisors

 

The AGP-Livestock Market Development (AGP-LMD) Project’s Deputy Chief of Party, Girma Kassa, will oversee the overall performance of the assignment and ensure the activities are executed in accordance with the terms and conditions in the Action Memo. AGP-LMD will provide day-to-day coordination support and monitor the proper execution of performance deliverables during the trip. Furthermore, Tesfaye Haile from the IR2 team and Dr. Girma Ababe from the IR1 team will oversee development of the training module and follow-up strategies to ensure that the deliverables and expected outcomes are met.

Feedlot Association Development Consultant

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Project Description:

 

The U.S.-Pakistan Partnership for Agricultural Market Development (AMD) in Pakistan is a USAID funded activity implemented by CNFA with the goal of supporting the development of Pakistan’s commercial agriculture, particularly through improving the ability of Pakistan’s agriculture and livestock sectors to meet both international and domestic demand and requirements in targeted product lines in citrus, mango, high value/off season vegetables and livestock. AMD envisions transforming the four targeted product lines into efficient, private sector-led value chains that deliver competitive products to domestic and export markets. AMD’s targeted training, matching grants, and technical assistance will leverage private sector investment and encourage innovation. Together, these approaches will support upgrading, streamline supply chains, optimize profit margins, increase participation of women entrepreneurs, and ultimately make Pakistani meat, HV/OSV, citrus and mango more profitable and more competitive.

 

Objective of the Technical Assistance

 

The objective of this assignment is to provide technical and management support to the AMD team in developing Feedlot Farmers Association for the growing meat industry of Pakistan.  This association is needed for the feedlot farmers to get them on united platform so as to strive for common issues. 

 

The meat value chain and the meat market in Pakistan are underdeveloped. Meat export industry is facing numerous challenges in established markets. These include the increase in production costs, increased freight charges and lack of proper grading, standardization. Furthermore, the backward supply of animals from markets (Mandies) has a below average carcass weight and quality, and both make it more difficult to compete in the high value export markets.

 

Meat production in the informal sector is unregulated. Despite having large number of animals, Pakistan has low per animal yield, mainly due to the absence of right animal varieties. lack of disease control are also affecting the meat sector. Trans-boundary Animal Diseases (TADs) are prevalent in the country and constitute a notable barrier for Pakistan to register itself as a meat export country. 

 

The mechanism for controlling the meat prices in Pakistan at district and provincial level is ineffective and weak. Pakistan’s meat sector has great potential given the rising demand in both domestic and international markets. The demand for halal meat has been growing globally but to take advantage of this, high standards of quality have to be met. There is also the need to develop complete meat value chain and move towards value addition in meat market this will benefit both consumers and farmers/producers.

 

With organizing all stakeholders of the Meat sector on single platform and through government support and proper regulations, the meat sector can be an important source of foreign exchange earnings. Feedlot fattening is now a growing business and large number of large, medium and large scale farmers are investing in this sector to develop businesses.  These feedlot farms linked with abattoirs for sourcing high quality , healthy and traceable animals will enable the industry shift to high value export market.

 

Technical assistance of an International Feedlot Association development Specialist is needed to develop an association through uniting feedlot farmers and value added businesses on a combine platform that would represent the stakeholders of whole industry and strive for their issues.

 

This STTA assignment is scheduled for a period of 30 days, during which the Consultant will develop a workable plan to develop the feedlot farmers / Meat Association in the growing Meat industry.

 

Estimates Level of Effort: 30 Days

Assignment Scope

  • Background reading of AMD Work Plan and published studies on value chain and marketing assessments of related agriculture in Pakistan;
  • Hold meetings with major feedlot farmers and processors and relevant stakeholders from public and private sector;
  • Work with major stakeholders of the industry and identify ways to establish a feedlot Association in the livestock industry;
  • Develop productive ideas on how feedlot owners can work together to exchange information on improved feedlot management;
  • Work with feedlot owners to integrate data collected from their feedlots using software provided by the project to the cloud;
  • Determine ways that as an association they can determine how to improve genetics within the industry;
  • Assist feedlot owners to work together to identify high quality inputs that can used within their feedlots;
  • Determine if there are economic benefits to members of the feedlot association to do group buying to reduce the cost of their inputs or to obtain inputs from suppliers that normaly would not be available because of limited demand for the products;
  • Determine methods that social media can be used by the association to share market  information, management techniques, new innovative technologies and regulatory changes that will enhance the industry.  
  • Meet with the regulatory agencies to identify governmental policies that can support to develop the association in meat sector.
  • Develop the association as a representative of the farmers before the government . The association will assist in the development and implementation of the Meat grading and standards, sale and purchase of cattle and lambs on live weight basis in cattle markets, retail pricing through professional regulatory bodies and facilitation to the farmers / investors  in developing feedlot  businesses in the industry.
  • Suggest the body of Association and its organogram, objectives and methodology.
  • Suggest a sustainable financial system of the association and its services for the stakeholders of the industry.
  • Assist in the registration of the association from Gov. and regulatory bodies.
  • Any other tasks assigned by the COP or Senior Technical Advisor.

Qualifications

  • Extensive international experience of having worked on Integrated Supply Chain of Meat sector.
  • Requisite prior experience of working at senior level consulting assignments with donor funded projects with a focus on developing  Business Association for Feedlot Fattening farmers and value added private sector business community.
  • Experience of working in developing countries, especially on developing feedlot farmers association in Meat industry.
  • Demonstrated ability to work in a team with interpersonal and communication skills;
  • Documented report writing skills and Oral fluency in English.

STTA to Assess the Competitiveness of Ethiopian Beef Export Value Chains

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The Agricultural Growth Program-Livestock Market Development (AGP-LMD) project is a five-year, $41 million USAID-funded project aiming to 1) foster the growth and competitiveness of meat, live animal and dairy sectors; 2) ensure an enabling environment to support the growth and competitiveness of these livestock value chains, and 3) address the needs of the chronically vulnerable through nutrition-based interventions and linkages with other USAID-funded programs in Ethiopia. AGP-LMD’s overall objective is to improve smallholder incomes and nutritional status through investments in selected livestock value chains. These investments must in turn generate increased productivity and competitiveness of these value chains to the benefit of smallholders, both men and women.

In keeping with the principles of the U.S Feed the Future Initiative, AGP-LMD will draw upon a skilled consortium of leading Ethiopian and international development organizations, combining proven livestock and dairy value chain development experience, with expertise in health, nutrition, gender equality, and information and communication technologies. By joining international expertise and worldwide best practices with a leading role by seasoned local partner organizations, the AGP-LMD team will support local partners to spur sustainable economic growth in Ethiopia by leading interventions through existing cooperatives, associations, government agencies, and private firms.

Background:

The AGP-LMD project, under IR2, Strategy 4, supports active research in order to strengthen its evidence-based advocacy and lobby for policy change that would create an enabling environment for milk, meat and live-animal value chains in which to operate optimally. Hence, the overall objective of this assignment is to support the Ethiopian Meat and Dairy Industry Development Institute (EMDIDI) and Ministry of Livestock and Fisheries (MoLF) to improve the competitiveness of the Ethiopian beef export industry versus international competitors in similar markets. The results of the study are expected to lead to informed decision making and practical action taken to enhance the competitiveness of the Ethiopian beef export industry.

Ethiopia’s overall strategic goal for industrial development is to bring about structural change in the economy through industrial development. Specifically, by the year 2025, it aims to increase the share of the industrial sector as a percentage of GDP from the current 13% to 27%, and to increase the share of the manufacturing sector as a percentage of GDP from the current 4% to 18% by the year 2025.

In recent years, livestock products have been identified as one of the priority export products that play a major role in industrial development. As a result, EMDIDI was established with the aim of building and developing a globally competitive industry in the subsector by providing necessary capacity building, investment support, and market facilitation.

Currently, Ethiopia exports about 20,000 tons of chilled small ruminant carcasses worth 93 million USD per year (10% of which is variety meat/offal). It is the leading small ruminant meat exporting country in Africa, but its world market share remains very small (1.3%). The meat export volume increased remarkably over the last seven years, and revenue from the meat export trade, primarily shoat carcasses, is on the rise. There are already 10 functional export abattoirs, with 8 more under construction. The plan on the part of the government is to focus on the meat export business rather than export live animals. Major destinations are the United Arab Emirates and Saudi Arabia.

According to the second Growth and Transformation Plan (GTP II) for the period 2015/16-2019/20, the Ethiopian Government has set a target to increase exports to 94,240 tons of meat by 2020. The overwhelming majority of this increase will need to be achieved through the export of beef products, since the quantity (and average carcass weight) of sheep and goat meat required to achieve this figure is not feasible in light of domestic demand for such products.

The size of Ethiopia’s cattle herd, together with ongoing efforts to improve production and productivity in the sector, suggest that Ethiopia has the potential to significantly increase its beef production. There are a number of new, modern, export-oriented meat-processing facilities with cattle kill lines which have started to emerge around the country. Some of these facilities are nearing completion and are expected to begin operations soon. As opposed to sheep and goat meat exports, competitiveness in beef export is a major challenge that Ethiopia should address.

 

The main competition for the Middle East beef export markets comes from South America, Oceania, Eastern Europe and the European Union. The disease-free status of most of these countries and more efficient production and marketing system they have attained are major competitive advantages which these countries hold over others. The companies use the approach of market and product segmentation with advanced promotion in order to be competitive in the marketplace.

For Ethiopia to be able to expand its market share in beef, it needs to produce products more competitively than its larger international competitors. It is thus important and necessary to assess the competitiveness of the Ethiopian beef industry and to develop strategies to stay nationally and internationally competitive. How competitive is the Ethiopian beef industry today, and will it be competitive ten years from now? If not, what are the implications for industry stakeholders at the various levels of the vertical meat supply chain? Important questions, all deserving of answers, but highly dependent upon thoughtful research and analysis.

 

Hence, this SoW was prepared at the request of EMDIDI to conduct an assessment and develop appropriate recommendations to address these issues.

 

Assignment Objective:

The goal of the Consultancy will be to assess, compare and report on the competitiveness of the export value chain of Ethiopian beef to Middle East and North African (MENA) countries, as well as Southeast Asia and other potential markets with internationally competitive beef export value chains. It will also make recommendations on potential actions to increase the competitiveness of the Ethiopian beef industry.

 

Specific objectives

1)      Describe the Ethiopian beef export industry structure and characteristics; and evaluate the contribution in volume and value of the different market destinations for Ethiopian beef;

2)      Describe the income, cost, and profit structures of each actor in the beef value chains;

3)      Benchmark such value chains against international competitor countries;

4)      Recommend and substantiate clear and practical solutions (actions) to implement, and suggest policy options to improve competitiveness;

5)      Contribute to an understanding of and consensus on opportunities for, and challenges to increasing Ethiopia’s beef industry competitiveness; and

6)      Recommend potential destination markets for Ethiopian beef considering the current health and sanitary-phytosanitary (SPS) status (detailed information of those countries, including from which country are they importing? at what price and volume? by which mode of transport? who are the major importer companies? etc.)

 

To conduct this study, AGP-LMD will hire one competent international consultant with an economics or marketing background for a period of about 30 days. EMDIDI will assign an expert to serve as a counterpart to the consultant. The final draft report of the study will be presented at the stakeholder workshop for feedback. This assignment is expected to result in a clear understanding of the factors affecting the competitiveness of Ethiopian beef exports, and appropriate recommendations to address the problem. This in turn will contribute to achieving three major project-related outcome level indicators:

– Improvements in the enabling environment

– Decrease in the costs of doing business

– Identifying the factors that make the sector more competitive

 

Activities to be conducted by AGP-LMD

1.       Provide the contractor with relevant government documents on the livestock master plan, standards and guidelines for review.

2.       Arrange meetings with public officials and experts in MoLF, Ministry of Trade, MoI and other relevant public and private institutions.

3.       Organize all local logistics, meetings, and field visits associated with the assignment. This involves identifying and arranging meetings with feedlot operators, live animal traders and producers association, meat exporters association and other relevant stakeholders.

4. Organize a wrap-up workshop and debriefing session at the end of the assignment. Relevant stakeholders from the public and private sectors will be invited to attend the briefing and make comments on the findings

5. Disseminate draft and final report to EMDIDI and the federal MoLF for review and feedback.

6.       Review the draft study report and provide feedback/comments to the consultant for integration into the final report.

Performance Activities to be conducted by Consultant

The scope of work for this consultancy details the work to be conducted by an international consultant to be contracted to assess factors affecting Ethiopian competitiveness in beef export and the measures to be taken to address those challenges. The following activities shall be carried out under this scope of work:

1.       Analyse and describe the characteristics of the Ethiopian beef industry including the macro- and micro- economic policy framework;

2.       Review previous work/studies on end market, value chain, and competitiveness related to Ethiopian beef export;

3.       Assess the current competitiveness of the beef supply and demand value chain with specific emphasis on the production, manufacturing (slaughtering and processing), marketing and input sectors through a comprehensive value-chain analysis;

4.       Benchmark Ethiopia’s beef value chains against similar value chains of competitive countries with regards to:

a.       Production: size and carrying capacity, land price versus stocking rate production per unit area (kg/ha), population and turnoff, cost and revenue per farm unit/hectare, cost and revenue per head produced, cost and revenue per kg produced (kg/live weight) until offloading at abattoir, livestock price comparison, input and financing costs;

b.       Processing: comparing processing costs, labour productivity, co-product values –inclusive hides & skins, offal, carcass meal etc., comparing revenues (FOB), input and financing costs;

c.       Market and Trade: comparative prices for chilled and frozen products (wholesale & retail), market access arrangements, tariff comparisons, value addition opportunities Input and Financing costs, comparison of cost from producer to consumer: primary production, value addition, logistics, wholesale, retail;

d.       Critical issues for success: evaluate Ethiopia’s competitive position in terms of: animal disease status, consumer expectations, supply chain efficiencies, and market access (agreements and quality assurance schemes); and

e.       Opportunities: determine the opportunities for the beef industry in terms of increasing its competitive potential (innovation and branding, marketing channels, production costs, input costs, supply chain, trade barriers).

5.       Recommend potential destination markets for Ethiopian beef, considering current health and SPS status. (Detail information of those countries, including from which country they are importing? at what price and volume? by which mode of transport? who are the major importer companies? etc.)

 

Outcome of the study

 

Detailed report including:

 

·         Analysis and description of Ethiopia’s competitive position for beef export;

·         Clear recommendations to the Government of Ethiopia on actions to enhance the competitiveness of the Ethiopian beef industry in international markets;

·         Advice to EMDIDI on innovation and branding to enhance the competitive position of the beef industry; and

·         Advice to EMDIDI on future macroeconomic policy guidelines with respect to increasing the competitiveness of the Ethiopian beef industry.

 

Performance Deliverables Summary

·         Review documents on beef end market study, value chain analysis and competitiveness (3 day)

o   Delivered by: Consultant

o   Assisted by: LMD and EMDIDI

o   Location: Home location 

·         Conduct field visit and hold discussions with VC actors including livestock keepers, traders, feedlots, export abattoirs, live animal and meat export associations, and public institutions at both federal and regional level (10 days)

o   Delivered by: Consultant

o   Assisted by: LMD to organize field visit

o   Location: Ethiopia (multiple locations) 

·         Carry out a detailed assessment on factors affecting the competitiveness of Ethiopian beef export and possible solutions to address the challenges (14 days)

o   Deliverables: A report on the assessment and Power point presentation

o   Delivered by: Consultant

o   Location: Ethiopia (multiple locations)

·         LMD to organize a stakeholders’ workshop, provide input and feedback on the draft assessment report; Workshop (1 day)

o   Deliverables: (1) consolidated feedback from LMD and EMDIDI

o   Delivered by: Consultant

o   Assisted by: LMD and EMDIDI

o   Location: Ethiopia (multiple locations)

·         Consolidate inputs to prepare final document (2 days)

o   Deliverables: (1) Final document on Ethiopian beef competitiveness study

o   Delivered by: Consultant

o   Location: Home location

 

Proposed Level of Effort

This assignment requires 30 days’ LOE

Required qualifications and experience

 

·         A university degree, a Master’s or PhD in Agricultural Economy / Economy or Marketing

·         At least 10 years of experience in agricultural economics with respect to the meat industry

·         An expert who has a practical experience and understanding of the global beef market

·         Experience with meat value chains, marketing, or knowledge of global market requirements is advantageous

Assignment supervisor

The AGP-LMD Project’s Deputy Chief of Party will oversee the overall performance of the assignment and ensure the activities are executed in accordance with the terms and conditions in the SoW. Furthermore, AGP-LMD policy advisor, will provide day-to-day coordination support and monitor the proper execution of the consultancy.

 

International Feedlot Management Software Expert

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Project Description

The U.S.-Pakistan Partnership for Agricultural Market Development (AMD) activity in Pakistan is a USAID funded activity implemented by CNFA with the goal of supporting the development of Pakistan’s commercial agriculture, particularly through improving the ability of Pakistan’s agriculture and livestock sectors to meet both international and domestic demand and requirements in the four targeted product lines: citrus, mango, high value/off season vegetables and livestock. AMD envisions transformation of these four targeted product lines into efficient, private sector-led value chains that deliver competitive products to domestic and export markets. AMD’s targeted training, matching grants, and technical assistance will leverage private sector investment and encourage innovation. Together, these approaches will support upgrading, streamlining of supply chains, optimization of profit margins, increase in the participation of women entrepreneurs, and ultimately making Pakistani mango, citrus, meat and HV/OSV more profitable and competitive.

 

Objective

The objective of this assignment is to provide technical support and system management skills to the AMD team with developing a Traceability database for the integrated supply chain of the meat sector. This database is intended for the private sector AMD grantees from the beef-producing commercial feedlot fattening farms and meat processing businesses. The consultant will design and develop the system with a workable model parallel to the needs of each individual business, and then link all data to a central database. The consultant will also be required to submit detailed, step-wise implementations manuals for both usage levels: access at business level and access to centrally held data.

 

Technical assistance of an International Traceability Specialist is needed to develop a user-oriented database system for feedlot and value added businesses that would trace the backward supply of animals, supply chain of feed and feed ingredients, and animal health/weight-gain/breed. The system should have the capacity to manage data from feedlot farms with a production capacity of 500+ steers per batch, and value added businesses on a commercial scale.

 

This STTA assignment is scheduled for a period of 30 days, during which the Consultant will develop a workable plan to implement the Traceability system from Feedlot Operations level to Packaging at processing plants. 

Assignment Scope

  • Background reading of AMD Work Plan and published studies on value chain and marketing assessments of related agriculture in Pakistan;
  • Hold meetings with relevant feedlot farmers and processors pre-selected through the AMD grant program, and relevant stakeholders from public and private sector;
  • Recommend and develop a system to record incoming and outgoing animal data, including weight, bos-taurus/bos-indices character to allow the feedlot to capture and monitor data, all the way to carcass weight. This will be for all feedlot and value added businesses at an individual level, and then at the central database level;
  • Assist in developing the software to allow the feedlot and value added businesses to capture meat quality parameters;
  • Implement usage of software that will trace where the cows are purchased, weight, age, body type, and genetics to assist the feedlot owner to be able to better informed when purchasing cattle in the future;
  • Any other tasks assigned by the COP or Senior Technical Advisor.

Qualifications

  • Extensive international experience of having worked on Integrated Supply Chain of Meat sector;
  • Requisite prior experience of working at senior level consulting assignments with donor funded projects with a focus on developing Traceability database for Feedlot Fattening farms and value added private sector partners;
  • Experience of working in developing countries, especially possessing design and development expertise/ experience in developing Traceability in Feedlot and Value added business of Meat Supply Chain;
  • Demonstrated ability to work in a team with interpersonal and communication skills;
  • Documented report writing skills and Oral fluency in English.

We are seeking to fill this position immediately and will be interviewing qualified candidates on a rolling basis.