EE.SS “CAMPSA”

The analysis in Section 5.2.2.1 indicated that within the core respondent grower group they had consolidated the gains they had made in their KASA towards adopting improved quality management practices through their participation in the „walking the chain‟ activity. This consolidation had been achieved through their continued involvement in ASLP project activities such as workshops and trial shipments. For some growers who had participated in the trial shipments and had developed direct linkages with retailers their efforts were being rewarded.

We got confidence to deal with and exploit the emerging opportunity in domestic markets particularly supermarkets and the suppliers of supermarkets. We earned substantial benefits, roughly two times more value, with improved practices than the normal earning. (Grower 1)

The potential of direct marketing was confirmed by a supermarket manager who had been involved in a trial shipment in 2008.

This activity opened the window of reliable sources of mangoes for our business and we are keen to build strategic relationships with ASLP growers. (Fruit and Vegetable Section Manager 1)

For the majority of non-core grower participants, their attendance at field days and workshops had improved their knowledge and skills in post-harvest quality management and they had shown an increased level of motivation to adopt these „best practice‟ recommendations.

There is opportunity to negotiate with the contractors at the time of contract, making for a partial supply for the new market segment. (Grower 5)

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We managed our orchard ourselves; we are committed to adopt improved practices such as harvesting through picking poles (mostly locally made) and de-sapping for some portion of our total produce for a specific market. (Grower 12)

However, in the case of a minority of non-core grower participants while acknowledging an increase in their knowledge and skills, they were reluctant to implement the „best practice‟ recommendations because they could not see the benefits from making such changes in their traditional practices. This position is understandable since the traditional selling systems they continued to use did not reward the effort required to implement „best practices‟ as previously indicated in Chapter 4 (p. 61)

Middle men (commission agents and exporter) both involved in the project as well as those we were dealing with showed poor response…they were not ready to pay additional value if we talk with them. (Grower 4)

…our contractors are guided by the commission agents and commission agents are not encouraging supplies with improved practices. (Grower 5)

Commission agents also acknowledged the improvement in their knowledge of quality management and the potential benefits of the „best practice‟ recommendations but in the majority of cases identified several factors that influenced their decision not to seek and reward growers/contractors for adopting these „best practices‟. These factors included the increased costs associated with adopting the practices and the lack of infrastructure.

Picking through pole and de-sapping processes were slow methods and did not possible to manage huge supplies in the peak season which covered 20-25 days only.

(Commission Agent 2).

However one non-core commission agent who supplied supermarket stores in Lahore had recognised the value of de-sap mangoes and reported that he was paying a good return to the growers and was interested to attend ASLP workshops for quality management training.

The future of the markets would be of improved practices mangoes because the emerging trends of supermarket chains in Pakistan will change the consumer preferences as (we) found some good orders for de-sap mangoes. (Commission Agent 4).

In 2008 trial shipments prepared under the „best practice‟ guidelines were consigned to the major wholesale markets in Karachi, Lahore and Faisalabad to demonstrate that it was possible to improve the quality of mangoes entering the wholesale market.

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The commission agents did not participate in organising the consignments but allowed me to use his facilities for the purpose. The results for improved quality was good and the mangoes received in the markets were appreciated by the commission agents but because of very small quantity of improved quality in the normal consignment it was difficult to say that it could in a high value returns. However we showed them that it could be practically feasible to adopt the improved practices for better value. (Project Development Officer)

However the impact was minimal due to a lack of communication between the Project Officer and the commission agents involved, concerning the purpose of the trail shipments.

I was completely unaware when the trial shipments came in the market and what was to happen with the consignments. (Commission Agent 2)

The core respondent exporters acknowledged that they had improved their knowledge of quality management from participating in the activities organized by the ASLP Project Team. They continued to participate in the trial shipments and contributed to the funding of the pack-house improvement activity which indicated a continuing commitment to the ASLP project.

However there was some reluctance evident among the core exporters about the adoption of the „best practice‟ guidelines in their operations.

I was little interested in air shipments as I told to the ASLP Team that pre cool mangoes will not deliver the desired quality because of improper temperature control during shipment but I did it at the will of ASLP Team because we are among the core members so as to follow for wider interest. (Exporter 2).

I was little interested in pre cool air shipments trials and more in sea shipments particularly CA shipments and results of trial shipments have not been very much convincing at the moment. (Exporter 2).

While the lack of specific research in the areas of ripening and storage (as discussed in Section 5.2.2.1 p. 81) would have contributed to this attitude there were other instances that raised concerns from other stakeholders. For example, the pack-house improvement activity referred to above, was deemed ineffective by two major exporters involved.

We already knew all the information provided during the workshop therefore it was not worth much to us. (Exporter 2)

I don‟t know what was delivered in that activity. (Exporter 1)

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However feedback from trial shipments involving these exporters indicated that their grading and packing practices were not „best practice‟.

I was shocked to see my mangoes in the Singapore market that presented an embarrassing situation for me as the mangoes were not the same we provided and badly treated by the exporter. (Grower 3)

…we found in Dubai market, particularly from the exporter‟s side in trial shipments poorly presented mangoes with improper grading. (ASLP Team Member 4)

The management issues associated with the trial shipments will be discussed in Section 5.2.4. On the other hand, a non-core exporter who had participated in ASLP activities in 2008 was more positive about the market opportunities for export shipments that had been prepared under ASLP „best practice‟

guidelines.

The process of adoption of improved practices is slow but I got very good response for de-sap mangoes…I think in coming days our business will flourish as I am working with two ASLP identified growers. (Exporter 4)

Both commission agents and exporters had identified the lack of adequate infrastructure as an important factor that was inhibiting the adoption of improved quality management practices across the supply chain. The ASLP Project Team members had held meetings with Federal and Provincial Government officials in 2008 and 2009, where this issue was raised and its importance stressed. As a result of these discussions access has been gained to the Agribusiness Support Fund that provides public-private partnership funding for infrastructure projects such as regional pack-houses and cold storage facilities.

We have highlighted the infrastructural issues of horticultural industry to the respective ministries (Government of Pakistan) during the ASLP project meetings. (Chief

Operating Officer PHDEC)

The impact of the quality management activities conducted in 2007 and 2000 on the knowledge, attitudes, skills and aspirations of the participants who were interviewed in this round of data collection is summarized in Table 5.4.

Based on the analysis of the stakeholder reactions to, and the impact of the quality management activities conducted in 2007 and 2008, the following observations can be made:

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 The development of „best practice‟ quality management guidelines were more advanced at the farm level because the knowledge and skills that underpinned these recommendations were well established. This was not the case with respect to recommendations concerning ripening and storage recommendations that depended on research being undertaken on the main Pakistani varieties. Consequently the adoption of „best practice‟ quality management was more evident among growers. mangoes prepared under ASLP „best practice‟ guidelines that were superior to at current available in the wholesale markets

Exporters practice‟ fruit for their existing markets because of the additional costs involved, the lack of cool chain infrastructure and the absence of clear best practice guidelines associated with ripening and storage. Potential improvements in these areas acted as

Knowledge of post-harvest handling had improved among both contractors and commission agents through their involvement in ASLP activities. However they had not changed their traditional practices because of the lack of demand and the absence of appropriate infrastructure. Some commission agents were aware of the opportunities for better quality fruit from the emerging supermarket segment which was motivating them to remain involved in the ASLP project

Growers particularly those among the core group who controlled the harvesting and selling of their fruit had adopted the „best practice‟ quality management guidelines and were actively looking for direct selling opportunities to realize the rewards. They were highly motivated to continue their involvement in ASLP activities.

Other growers who relied on contractors and the wholesale market were less motivated

 The adoption of „best practice‟ quality management was more evident among growers who did their own harvesting and selling. These growers were actively seeking direct selling opportunities particularly in the emerging supermarket segment.

Table 5.4: Impact of quality management activities on KASA and practice

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 While contractors and commission agents were aware of the improvement in quality that could result from the adoption of „best practice‟ quality management they were not encouraging the adoption of these practices because of their associated costs, the lack of consumer demand and poor infrastructure particularly that associated with temperature management along the chain.

 Exporters were also aware of the benefits of improved quality management in terms of better out-turn of fruit as a result of their involvement in the trial shipments. However as with the contractors and commission agents they were not changing their existing practices for similar reasons.

Based on these observations it can be concluded that the quality management activities were successful at the orchard level, particularly among the core grower group. The impact of these activities at the contractor/commission agent and exporter level was less evident.

There are several reasons for this the lack of availability of guidelines for more relevant quality management practices such as ripening and storage, the lack of supporting infrastructure and the absence of sufficient market demand that contributed to the contractors, commission agents and exporters persisting with their traditional practices.

5.2.3 Market research and development activities