STTA: Assist in Liberia Codex policy formulation, implementation and capacity building.

STTA: Assist in Liberia Codex policy formulation, implementation and capacity building.

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Job Title:                     Assist in Liberia Codex policy formulation, implementation and capacity building.

Location:                    Monrovia          

Supervisor:                Organizational Capacity-Building Manager

Duration:                    14 Days from February-March 2017

 

CNFA

CNFA is a US-based nonprofit nongovernmental organization (NGO) that works to stimulate economic growth and improve rural livelihoods in the developing world by empowering the private sector through five core capabilities: (1) Productivity, Food Security and Nutrition; (2) Input Supply and Farm Services; (3) Economic Resilience and Rapid Recovery; (4) Value Chain Development; and (5) Volunteer Technical Assistance. CNFA assists smallholders in increasing household-level food security and nutrition through improved agricultural practices, introduction of new varieties, diversification of crop production, food preservation and storage, development of farmer-based organizations (FBOs) and strengthened linkages to markets.

Program Description of LADA

LADA is a four-year project that aims to improve the agricultural development and food security initiatives at the community- and national-level in Liberia. The LADA project aims to strengthen “aggregation clusters” through facilitating business relationships that link, suppliers, producers, processors, buyers, and investors so that all actors along the value chain can benefit from sustainable growth. To achieve this vision, CNFA will provide its Co-Investment Fund (CIF) to finance quality inputs, mechanization, agricultural equipment, and markets so that Liberian smallholder farmers can increase their participation in the market.

 

 

LADA has launched a major new initiative to improve effectiveness of Liberia’s food safety standards. This action has been requested by the private sector so that imports can be substituted and exports of food products can be explored. Specifically, LADA will assist GoL and agro-processors in the development of food standards.  Codex’s (Codex Alimentarius, Latin for “Food Code” is a collection of recognized standards, codes of practice, guidelines, and other recommendations relating to foods, food production, and food safety. Representatives from various line ministries are participating, including the MoA, MoH, MoCI, EPA and the NSL.  Stakeholders representing the value chains in the areas of fisheries, manufacturing, and vegetables have joined and concluded together that food standards are important in line with new food laws under ECOWAS, and the WTO agreement to ensuring future regional and international trade in Liberia.

 

Background

A food safety policy provides a basis for the establishment of national food safety objectives and requirements, and guidance for application to specific sectors of the food continuum (production, processing, storage, transportation and marketing.

The process of developing food safety policies involves three interlocking stages: 

A)    Development of the policy, which includes the purpose of determining the need for policy development, drafting and promulgating the national food safety policy; 

B)    Implementing the policies; 

C)    Monitoring the performance and implementation of the policy.     The aim of the policy formulation process should be to identify and recommend a policy for the long-term management and control of food safety that commands consumer confidence and ensures public health.

A consultant has been requested to assist Liberia in reviewing and/ or updating/formulating national food safety policies as well as develop and disseminate technical guidelines and tools related to policy formulation, implementation and capacity building.

The National Codex Committee (NCC) is responsible for synthesizing national positions and guiding national policies on food standards, food safety and international food trade issues.  It is comprised of the Ministry of Health, Ministry of Agriculture, Ministry of Commerce and Industry, Environmental Protection Agency and the National Standards Laboratory.  Placement of the National Codex Committee is revolving and has gone from Ministry of Health, to Ministry of Commerce and Industry, and next year will move to Ministry of Agriculture. Each transition has disrupted its progress and caused fragmentation. Effective food control is undermined by the existence of fragmented legislation, multiple jurisdictions, and weaknesses in surveillance, monitoring and enforcement. Multiple food control agencies suffer from serious drawbacks including:

         Lack of overall coordination at national level;

         Frequent confusion over jurisdiction and resultant inefficiencies in performance;

         Differences in levels of expertise and resources and hence uneven implementation;

         Conflict between public health objectives and facilitation of trade and industry;

         Limited capacity for appropriate scientific inputs in decision-making processes;

         Lack of coherence, leading to over-regulation or gaps in adequate regulatory activity; 

         Reductions in the confidence of domestic consumers and foreign buyers in the credibility of the system.

When establishing a food control system, it is necessary to systematically examine all factors that may impinge upon the objectives and performance of the system, and develop a national strategy. strategy development, with stakeholders reaching consensus on objectives, priorities, policies, roles of different ministries/agencies, industry responsibilities, and timeframe for implementation.  The profile should permit a review of health and socioeconomic issues impacting on foodborne hazards, consumers concerns, and the growth of industry and trade, as well as identification of the functions of all sectors which are directly and indirectly involved in ensuring food safety and quality and consumer protection. Liberia’s needs and opportunities need to be looked at in conjunction with the laboratory assessment that is being done by LADA, to determine what is the best collaborative effort that can be utilized to help in the production of safe food for the public with potential for export.

A most effective way to assess the status of food safety, food laws, and the application of Codex information in Liberia is to review the WHO/FAO Food Safety Needs Assessment Tool. This consists of the following 7-points:

1.      Intersectoral coordination;

2.      Food safety laws, regulations and policies;

3.      Emergency preparedness and response;

4.      Food disease surveillance and exposure monitoring;

5.      Food safety implementation, product monitoring and inspection;

6.      Risk communication and information;

7.      Human and financial resources.

This approach will apply internationally accepted criteria to assess the situation in Liberia. To achieve successful outcomes the following is proposed:

 

Duration of assignment, 15 working days

DAY 1  Meet with key government, food industry and university people for both formal and informal discussions on the agenda and approach to the following 14 days of work

 

DAY 2   Day-long collective interaction with key GOVERNMENT officials from all relevant departments at the national and local levels dealing with food safety.

            Morning session:    SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats).

Input will come from Liberian officials; consultants will be facilitators. This result in an understanding of the current national status of food safety; good existing programs and improvements needed in weak areas

            Afternoon session:  WHO/FAO Food Safety Needs Assessment Tool (7-points, see above).

This session will take the outcomes of the SWOT Analysis and apply them to the WHO/FAO criteria. By the end of the day there should be a good overview of food safety in Liberia as seen by the relevant government agencies. The role of Codex Alimentarius information in relation to Liberia will be discussed/evaluated also.

DAY 3  Repeat the Day 2 format with key officials from the FOOD INDUSTRY, UNIVERSITIES and CONSUMER ORGANIZATIONS

DAY 4   Consultant review and summarize the issues/outcomes from Day 2 and Day 3 deliberations. Draft effective short-term and long-term solutions/interventions

 

DAY 5   Meet in ONE session with all participants from government, food industry, universities and consumer organizations to get collective input on the current situation and future work on food safety

 

DAY 6   Consultant draft an outcome document

 

DAY 7  Consultant follow up with key GOVERNMENT participants — Fact checking, clarification, editing etc.

 

DAY 8   Consultant do similar interaction with key FOOD INDUSTRY personnel

 

DAY 9   Consultant do similar interaction with key UNIVERSITY and CONSUMER GROUPS

 

DAY 10 and 11  Consultant write up report

 

DAY 12  Consultant meet with LIBERIA’S CODEX CONTACT POINT. Discussions on current situation and future opportunities. This would include Liberia and the Codex Trust Fund

 

DAY 13  Presentation of report to key participants

 

DAY 14  Consultant meet to discuss possible future funding opportunities. This could include key food safety capacity building opportunities. This could include:

·         Education of existing and future personnel in

o   food safety,

o   food inspection,

o   utilization of Codex Alimentarius information and its application to Liberian situations

           

DAY 15  Open for:

·         editing of documents,

·         evaluation of the previous 14 days work,

·         follow-up activities, etc.

 

 

Duties and Responsibilities

The Consultant will have the following duties and responsibilities:

In-country

1.      Conduct activities in accordance with the above tasks.

2.      Provide training services as outlined.

3.      Provide a document with consensus from MoA, MoH, MoCI and LADA on the requirements for strengthening Codex in Liberia.

4.      Provide recommendations on the next steps for the National Codex Committee and the National Laboratory.

5.      Outbrief to the USAID Mission and LADA COP on results and next steps.

Post-assignment

1.      Write a final report detailing the results of the assignment, schedule, etc. (no more than 20 pages) detailing the achievements of the consultancy

2.      Provide recommendations to LADA, the Ministry of Agriculture, Ministry of Health, Ministry of Commerce and Industry, National Standards Laboratory and EPA on next steps

Required Qualifications

·         A PhD in Nutrition, Food Law and Regulations, with a working knowledge of Codex including Sanitary and Phytosanitary (SPS) guidelines and procedures and Food Control Authority.

·         5+ years of experience working within Africa with a USAID or other donor-funded project.

·         Knowledge with FAO/WHO Codex Alimentarius, International Food Laws and Regulations.

·         Fluency in English, with excellent verbal and written communications skills and strong facilitation skills

Timeline and Location:  Duties to be conducted in Monrovia from late February to late March 2017. 

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Technical Resource Person – Dubai, UAE

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Project Description:

US-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 vegetable 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.

 

Overview of HV/OSV Product Line / Problem Statement / Rationale

All of the products exported from Pakistan are neither processed in the cool chain system nor transported to distant market in their optimum storage environment and hence they only possess a shelf life of few hours to few days depending on the perishability of crops. They reach to the destination in poor quality due to its inability to retain the product, the exporters are forced to sell the produce at the throw away prices. The produce which is processed satisfactory using cool chain facilities can be retained for 2-3 weeks without any problem.  The introduction of cold chain system in the export of vegetables in reefer container will not only ensure maintaining quality, enhance shelf life but will turn out economically as well. It is anticipated that transportation cost shall be reduced several folds resulting in to direct benefit to exporters.

The exporters of fresh produce around the world are mainly dependent on air freight, because of the quickest and more reliable transportation methods for fresh produce. Capacity to transport and cost accrued while transporting fresh produce are the major bottleneck, in transporting fresh fruits and vegetables via air freight. The introduction of shipments via refrigerated sea containers holds the potential to significantly impact vegetable exports from Pakistan. AMD aims to strengthen the HVOSV product line by supporting the private sector investors to maximize their profit margin using inexpensive sea freight shipment for less perishable vegetables of winter crops. Through this intervention, winter vegetables with the same storage requirement and ethylene productivity/sensitivity will be shipped via refrigerated marine containers to middle east. Technical support will be provided by AMD technical team. Sea freight shipment of mix vegetables would be the first of its kind and selected exporters and processors will be briefed technically on handling and post-harvest handling of vegetables for export market. First consignment through 2040 feet reefer container will be shipped on trial basis and will be evaluated for quality.

Benefits of the sea freight shipment:

In Pakistan and around the world, air freight is the most common transport method that allow products to be transported quickly over a long distance. The short transit times allow producer/exporters to respond quickly to market needs. Air freight transportation also allows distributors to ship highly perishable products to distant markets that cannot be serviced by highway or marine transport.

Because air transport is considerably more expensive than land or sea transport, only a small proportion of perishable products that are shipped travel by air. The per unit cost for air freight can be up to ten times that of sea freight depending on destination, season of the years and market cycle.

A lack of temperature control is the most serious disadvantage when shipping perishable commodities by air. Cold storage is not dependably available at air ports, and even if it is present it may not be available for use by horticultural products. Before it is loaded on to plane, the cargo will be positioned outdoors, near the plane. Wait time at ambient conditions may be anything from high temperature to freezing conditions, wind or precipitation.

Similarly, local highway transport time to and from the originating and destination airports and wait times at both airports can add many hours or even days to the total transport time. Often, produce must be delivered to the airport 6 to 8 hours before the flight so it can be weighed, properly inspected by the relevant departments and loaded on to freight container or pallets. At the destination airport, internationally shipped product may have held for many hours before it can be cleared by local authorities.   

With technological advancement and alternative to air freight, refrigerated marine transport can be used efficiently depending on the perishability of fresh produce, traveling times and optimum storage requirement.

Objectives of the Technical Assistance

 

The prime objective of this consultancy assignment is to evaluate the arrival quality of fresh vegetables shipped via marine reefer container at the final destination in Dubai, UAE and to assess buyers’ acceptance along with market acceptability.

This trial shipment has been organized by AMD in collaboration with vegetables exporters.

 

Assignment Scope:

The STTA’s tasks will include but not be limited to:

 

§  Coordinate with AMD program team for development of engagement plans and strategies;

§  Work with AMD VC Manager (HV/OSV) to specify the transportation requirements of certain fresh produce.

§  Coordinate with AMD staff and vegetables exporters for Identification of key importers, especially engage in importing and marketing of vegetables in UAE;

§  Develop an in-term and final report with recommendations on the sea freight shipment of mix vegetables;

§  Any other tasks assigned by the COP and CTA relating to the evaluation of fresh vegetables via sea shipment at importing country.

 

Deliverables:

The specific deliverables of STTA are;

1.    Evaluate the quality of vegetables delivered via sea freight shipment in Dubai, UAE. Parameters includes discoloration, disease/insect occurrence, shriveling, wilting, chilling/freezing injury, ethylene damage, physical and physiological damage etc.

2.    Conduct a buyer/market acceptance survey of the produce imported from Pakistan via sea freight

3.    Assess the container/vegetables handling procedures at arrival destination.

4.    Record the methods of transportation from importers to distributors and retail out-let

5.    Record the data from the temperature data logger. Temperature and humidity data would be of prime importance. Also, conduct a systematic sample check of product internal temperatures using probe thermometer.

6.    Evaluate the strength and market acceptability of packaging materials used for shipment including onward to retail outlets.

7.    Submit an interim rapid analysis report immediately after assessment of product arrival.

8.    Submit a comprehensive Final Report of the above deliverables with recommendations within 7 days after the evaluation.

9.    Any other task assigned by COP and CTA.

 

Qualifications:

 

The consultants should have:

§  An advanced degree in the field of Agriculture, Agriculture marketing, Business Management and/or Food Engineering;

§  5-10 years’ experience of having worked with commercial agriculture traders or exporters as well as other players in the HV/OSV;

§  Sound knowledge of cold chain and Good Agriculture Practices (GAP) in processing agricultural products and maintaining quality standards;

§  Prior experience of working as a consultant with USAID or donor funded projects in Pakistan with Good Agriculture Practices, SPS, Post-harvest handling of fresh produce, pre-cooling, cold storage and international marketing;

§  Excellent computer skills, in particular: Microsoft Word, Excel and Power Point;

 

§  Demonstrable interpersonal and communication skills;

§  Documented excellent writing skills in English;

§  Oral fluency in English;

Assignment Location

Dubai, UAE

LOE: 6 working days

Estimated Period of Performance

February 22th to 28th, 2017

 

 

Closing date: Friday, February 24th, 2017

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STTA: Kiwi Pollination Consultancy Nergeta

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Background

USAID/Georgia’s Restoring Efficiency to Agriculture Production (REAP) is a five year, $19.5 million program that is designed to increase income and employment in rural areas by delivering firm-level investment and technical assistance to expand the operation of existing smallholder farmers and rural enterprises. The project facilitates the entry of new agribusinesses and input suppliers, including machinery service providers, storage facilities, sorting/grading centers, and small and medium processors to improve the availability of high-quality inputs and services, and strengthen markets for agricultural goods and services.

Established in 2009, Nergeta is a producer, collector and exporter of high quality kiwi based in Zugdidi, Georgia. A global gap certified producer, Nergeta owns and operates a cold store and pack house and in 2015, received International Featured Standard (IFS) certification. Recognized for their high quality kiwi, Nergeta began exporting Georgian kiwifruit to Germany in early 2015.

In February 2016, REAP and Nergeta launched a cooperative program to improve the productivity and quality of Georgian kiwis. Comprised of trainings in improved production and postharvest handling practices, the cooperative program will work towards improving the productivity and incomes of Georgian kiwi growers.

One factor necessary for the expansion of kiwi growing in Georgia is to increase the number of fruit bearing flowers through ensuring successful pollination. To address this issue and promote kiwi growing in Georgia, Nergeta, in cooperation with the Government of Georgia’s Plant the Future Program, is introducing artificial pollination, which is proven to significantly increase yields and help growers overcome the challenge of high humidity and precipitation during the flowering season. While artificial pollination is a known practice, due to limited knowledge and experience, its usage is limited throughout Georgia.  

Objectives

The objective of this consultancy is to provide a tailored consultancy to assist Nergeta in introducing artificial pollination. The selected consultant will be responsible for advising Nergeta to develop artificial pollination, introducing pollen collection, and recommending dry and wet pollination techniques. Once successfully introduced on Nergeta’s orchard, Nergeta’s trained specialists will host a field day to demonstrate these techniques and the benefits to local growers.

Principle Duties and Responsibilities

The selected consultant will work closely with Nergeta to introduce artificial pollination. This is anticipated to require, but is not limited to, the completion of the following tasks:

1)      Providing expert advice to Nergeta on introducing artificial pollination.

Advice should include:

a)       Timing of pollen collection from male plants;

b)      Method of pollen collection;

c)       Drying and storage of pollen;

d)      Loading and using pollen distributors;

e)      Applying pollen, in dry and wet climates; and,

f)        Developing quality controls.

 

2)      Developing a manual and providing subsequent training to Nergeta’s team to successfully apply these techniques.

Deliverables

In accordance with the consultancy, the consultant shall present the following deliverables:

·         Trip Report submitted to REAP containing a summary of the consultancy and the recommendations provided. These recommendations will be made available to a wider audience; and,

·         A mini pollination manual for Nergeta that provides, at a minimum, practical steps and checklists for artificial pollination, list of recommended equipment, photo illustrations, and instructions for overcoming common challenges and problems.

Period of Performance

The consultancy is expected to take place in early to mid-May; however, the consultant should remain flexible with regards to timing as he/she will need to be available during the flowering of the kiwifruit. The consultant will provide onsite technical assistance and remote consultations to Nergeta. Total LOE will not exceed 15 days, with approximately one week in-country. 

How to Apply

To apply, please include your CV, Cover letter and USAID Biodata 1420 form with your application. Deadline for submission is February 28, 2017. Only shortlisted candidates will be contacted for an interview.

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.