Government of Maharashtra
World Bank Funded
Maharashtra Agricultural Competitiveness Project (MACP)
Expression of Interest
The Government of Maharashtra has received a credit from International Development Association (IDA) (Credit No. 48090-IN), and intends to apply part of the credit proceeds to make payments under the contract for Providing Consultancy services for Study of Agri-business needs of Agriculture Technology Management Agency (ATMA) in state of Maharashtra.
Study of Agri-business needs of Agriculture Technology Management Agency (ATMA)
The Government of Maharashtra (GoM) through Government of India (GoI) has applied for a loan from the International Development Association (IDA) for implementation of Maharashtra Agricultural Competitiveness Project (MACP).
The Project Development Objective of the MACP is “To increase the productivity, profitability and market access of the farming community in Maharashtra.” This would be achieved by providing farmers with technical knowledge, market intelligence and market networks to support diversification and intensification of agriculture production aimed at responding to market demand. Farmers will also be assisted in establishing farmer organizations, developing alternative market channels outside of the regulated markets and in supporting the modernization of promising traditional wholesale markets.
The project has three components viz. (i) Intensification and diversification of market led production; (ii) Improving Farmer access to Markets by Promoting alternative Markets and Modernizing existing APMC, and (iii) project coordination and management.
Intensification and Diversification of Market led Production: by providing market led agriculture technology transfer to improve productivity and quality production and market information and marketing intelligence, agribusiness opportunities through agribusiness promotion facility and livestock improvement through livestock support services.
Improving Farmer Access to Markets by Promoting Alternative Markets and Modernizing existing APMCs: by promoting alternative marketing systems involving farmers in the formation of producer groups, their associations, developing Farmers Common Service Centre (FCSC), introducing E-Marketing platform with the help of commodity exchanges, by promoting warehouse receipt financing to overcome price risk and to provide moderate improvement in Rural Haats, besides modernization of selected APMCs and Livestock Markets.
Project Management: would help to ensure effective project management at the state and district levels, and support information and logistics, communications, project related consultancies and monitoring and evaluation.
Scope of Work:
Part I – Assessing Agri-business Needs Study
Identify district-wise agribusiness potential, assess current status and develop a broad roadmap/action plan for meeting agri-business needs
Detailed task outline
1. Undertake literature review of available relevant documents / reports / data (like Maharashtra State Vision document, MACP documents, national, state and district level statistical data)etc.
2. Assess market opportunity for main crop categories and agri-produce (raw produce & processed products)
3. Assess current utilization of opportunities in the districtby understanding raw produce marketing/value addition through primary processing and secondary processing by
a. Mapping of agri-business infrastructure including markets and facilities/units for agro processing in terms of number of units, quantum handled and Price accrual (increase in price) to producers
b. Assessing utilization, efficiency and adequacy of market infrastructure and facilities based on
Availability and outreach of markets both regulated and private markets
Assessment of market infrastructure and facilities for storage, transport
Assessment of agricultural support services available in the district and the service provider engaged / mandated to provide the services
Taxation and other legal issues
c. Assessing availability and adoption of technology for post harvest, primary processing and secondary processing of agri-produce in the district.
4. Undertake SWOT analysis and assess need gaps for agri-business development.
5. Identify and recommend important actions for promoting agribusiness in the district.
Part II – Study of Business Models Study
To identify business models that can be promoted during the project to maximize farmers’ returns and provide assured backward / forward linkages.
To generate learning by assessing and documenting elements of success and failures and key business principles integrated in the business venture
To develop appropriate models for agri business and marketing for implementation in project districts
Detailed task outline
1. Identify three agri-business initiatives in the district based on business potential and opportunities
2. Group them in two categories viz. (i) type of initiative (trade/processing/service) and (ii) institution category viz. PA/PG, SME, private company etc.
The consultant should ensure that all 99 business initiatives identified across the state are distinct avoiding duplication of similar business ventures so that the state benefits of gaining knowledge of multiple business initiatives.
3. Shortlist 20 distinct business initiatives on the following indicative parameters including (i) market and market segment targeted, (ii) Optimum utilization of infrastructure/equipment, (iii) Scale of
operations, (iv) Integrated linkages (backward/forward) (v) use of appropriate technology, (vi) financial arrangements and adequacy (vii) Potential of replication, and (viii) scalability, in consultation with study review team
4. In depth study and documentation of the selected business initiatives on the following parameters
a. Range of stakeholders involved
b. Institutional structure
c. Operational mechanism including backward/forward linkages
d. Draw salient features (relating to business principles & operations) and best practices
5. Through the learnings of these agribusiness initiatives synthesize best practices and factors for success, as well as highlight potential barriers to growth and failed strategies, to come up with recommendations as to what roles agri-entrepreneurs / farmer organizations can play
6. Design appropriate business models that can be implemented by Producer Groups/Producer Associations and/ small and medium entrepreneurs based on the selected agri business initiative identified in the district
7. Prepare and recommend business models with clear business plan templates and a roadmap for implementing the same with involvement of ATMA Management Committee.
Part III – Assessment of ATMA Study
Develop role description for ATMA officials and ATMA as a facilitation agency to promote market led extension and increase access of farmers to markets
Detailed task outline
1. Understanding operational / functional structure and role of ATMA as defined in ATMA scheme.
2. Understanding functioning of ATMA Governing Board and Management Committee (through Minutes of Meetings held in last two years and Key respondent interviews).
3. Understand envisaged roles of ATMAmanagement committee members, staff and MACP-AMEas well as ATMA staff both at district and block level and assess deviation, if any, in roles currently played
4. Understand process of preparation, implementation and review of Annual Action Plan for agribusiness promotion by district and block level teams of ATMA
5. Assessment of funds accessed and utilized by ATMA under GOI, state government and other schemes.
6. Study the strategy and implementation plan for facilitating group or cluster development approach (formation, strengthening and linkages of producer groups).
7. Assessment of convergence and synergy building efforts/mechanisms employed in the district by ATMA to promote agribusiness in a market led extensions approach.
8. Undertake SWOT analysis of ATMA (includes structure, function and capacities) and identify action areas for Management Committee members to promote agri-business in the district.
9. Prepare a broad action plan for ATMA(reference to MSS findings) for effective market led extension and sustainable Agri business promotion.In the district
Part IV – Refining of Market Strategy Supplement (MSS) to strengthen
Strategic Research and Extension Plan (SREP)study
To identify critical need for market-led extension and prepare action plan for the district.
1. To study existing and emerging crops and issues related to post harvest management and marketing.
2. To identify farmer level issues and constraints of agri produce marketing.
3. To study the existing marketing system, identify constraints and opportunities for alternative markets in the districts.
4. To prepare a broad action plan for ATMA based on MSS findings for promote market led extension in the district
Detailed Task Outline
A. Understanding major crops of the district and agri marketing 1. Understand existing and emerging major crops of the district based on area under cultivation for last five years
2. Understand post harvest, quantify losses, and assess reasons for major crops
3. Assess marketable surplus and marketed surplus for identified crops/agri-produce
4. Identify and recommend appropriate interventions both at micro and meso level for reducing post harvest losses and increasing returns to farmers
B. Market Understanding
1. Study of district MSS and identify and report data gaps if any for completing the analysis detailed below
2. Understand market channels for crop categories and specific markets (if any) for certain agri produce of the district
3. Assess market demand of major agri-produce and commodities of the district in terms of variety and quality based on price stability/fluctuations, demand-supply status (gaps, if any) at traders level, potential risks involved
4. Compare Regulated markets and private markets in terms of resources, services, facilities and price benefits to producers. Comparison should also be made on major crops/produce handled, quantum transacted, no of trade licenses issue (include and mention separately pending license application), no. of commission agents operating, Godowns and storage
capacity of the market.Agriculture Marketing Expert, MACP and District Marketing Officer
(DMO), MSAMB to ensure availability of district specific data in the district MSS prepared.
5. Undertake SWOT analysis for APMCthrough interactions and using the data collected in MSSon following parametersviz.
Quantum of Produce handled
Agriculture Marketing Expert, MACP, and District Marketing Officer (DMO)to ensure availability of district specific data in the district MSS prepared.
6. Undertake trends analysis of market arrivals in main and sub markets of APMC for five main crops/commodities based on data collected in MSS
7. Validation of data collected in MSS on sample basis – grade-wise rrivals and price variation in the market8. Analysis of market behavior (based on MSS data) in terms of
Seasonal price variation
Grade-wise price variation
Price variation across markets
9. Assess average storage period of main crops of the district at traders’ level
10. Identify factors influencing traders’ decision to plan transactions on spot basis or on stock basis
11. Understand rural haats as an alternative market channel for agri produce Assess infrastructure and facilities
Crops /commodities handled and quantum of sale/purchase from haats
o No and type of traders using haat
Quantum of agri produce transactions in rural haats
Services provided to farmers
12. Understand Direct Marketing initiatives in the district
13. Provide snapshot of marketing bodies- agencies, cooperative societies, federations, nodal organizations in the district and role played by each of them
14. List and recommend district specific strategies for market led extension over and above the common actions required in all districts
Deadline: 14 June 2013.
For more information, please visit the Link