Supply Chain Management in African Agriculture: Innovative Approaches to Commodity Value Chains
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
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| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (185 Seiten) |
| ISBN: | 9783030542092 |
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| 505 | 8 | |a Intro -- Preface -- Contents -- Acronyms -- List of Figures -- List of Tables -- 1 Background Issues -- 1.1 Introduction -- 1.2 Methodological Approach to Commodity Value Chain Profiling -- 1.2.1 Cluster and Products Identification (Step I) -- 1.2.2 Market Map for Inputs, Services and Outputs (Step II) -- 1.2.3 Market Channels and Actors (Step III) -- 1.2.4 Development of Value Chain Map (Step IV) -- 1.2.5 Identification of Strengths, Weaknesses, Opportunities and Threats (Step V) -- 1.2.6 Upgrading Needs (Step VI) -- 1.3 Conceptual Descriptions and Benefits of Clustering -- 1.3.1 The Concept of Agriculture Clusters -- 1.3.2 The Concept of Agri-Food Value Chain Clusters -- 1.3.3 The Concept of Commodity Value Chain Clusters -- 1.3.4 Benefits of Clustering in the Tomato Value Chain -- 1.4 Ecosystems, Climate Change and Technology for Commodity Value Chains -- 1.4.1 Ecosystems Services and Commodity Value Chain Development -- 1.4.2 Climate Change and Commodity Value Chain Development -- 1.4.3 Technology and Commodity Value Chain Development -- 1.5 Globalization and Commodity Value Chain Development -- 1.5.1 Multilateral Trading Systems and Commodity Value Chain Development -- 1.5.2 Regional Integration and Commodity Value Chain Development -- 1.5.3 Economic Partnership Agreement (EPA) with the EU -- 1.5.4 Bilateral Trade Relations and Commodity Value Chain Development -- 1.6 Food Safety -- 1.7 Technology and Innovation -- 1.8 Market and Governance Structure -- References -- 2 Commodity Value Chain Structures -- 2.1 Domestic Market -- 2.2 Competitive Position in Domestic Markets -- 2.3 Consumer Preferences -- 2.4 Market Opportunities -- 2.5 Competitive Position in Exports Markets -- 2.6 Market Channels -- 2.6.1 Open-Air and Roadside Retail Markets -- 2.6.2 Supermarkets -- 2.6.3 Small Grocery Stores -- 2.6.4 Processing Companies | |
| 505 | 8 | |a 2.6.5 Institutional Markets -- 2.7 Actors and Functions -- 2.7.1 Inputs and Services Suppliers -- 2.7.2 Producers -- 2.7.3 Intermediaries -- 2.8 Overall Status of Commodity Value Chains in Africa -- 3 Commodity Clusters, Arenas, Linkages and Business Models -- 3.1 Identification of Commodity Clusters for Intervention -- 3.2 Cluster Identification for Tomato Production-Ghana Case Study -- 3.2.1 Navrongo Area Tomato Cluster -- 3.2.2 Bolgatanga Area Tomato Cluster -- 3.2.3 Bawku Area Tomato Cluster -- 3.2.4 Tamale Area Tomato Cluster -- 3.2.5 Techiman Area Tomato Cluster -- 3.2.6 Akomadan Area Tomato Cluster -- 3.2.7 Accra Area Tomato Cluster -- 3.2.8 Akatsi Area Tomato Cluster -- 3.2.9 Ho Area Tomato Cluster -- 3.2.10 Begoro Area Tomato Cluster -- 3.3 Product Identification, Domestic Capacity and Markets-Ghana Case Study -- 3.3.1 Product Identification -- 3.3.2 Domestic Capacity -- 3.3.3 Market Analysis -- 3.3.4 Profitability Analyses of Irrigated, Rain-Fed and Greenhouse Tomato Production -- 3.4 The Action Arenas-The Case of Tomato Production in Ghana -- 3.4.1 The Inputs Arena -- 3.4.2 The Services Arena -- 3.4.3 The Production Arena -- 3.4.4 Output Marketing Arena -- 3.5 Value Addition, Vertical and Horizontal Linkages-The Tomato Case in Ghana -- 3.5.1 Analysis of Value Added -- 3.5.2 Vertical Linkages -- 3.5.3 Horizontal Linkages -- 3.6 Proposed Business Models-The Case of Tomato Production in Ghana -- 3.6.1 Market Led Business Model -- 3.6.2 Input Dealer Led Business Model for Fresh and Industrial Tomatoes -- 3.6.3 Nucleus Farmer/Processor Led Business Model -- 3.6.4 Supermarket Led Business Model -- 4 Priority Products, Supporting Services and Institutions -- 4.1 Priority Commodity Products -- 4.2 Supporting Services -- 4.2.1 Seed Suppliers -- 4.2.2 Seedlings Producers -- 4.2.3 Fertilizers and Chemicals Dealers -- 4.2.4 Packaging Suppliers | |
| 505 | 8 | |a 4.2.5 Agricultural Equipment Suppliers -- 4.2.6 Extension Services and Training -- 4.3 Regulatory Institutions -- 4.3.1 Quality Assurance Institutions -- 4.3.2 Agricultural Ministries -- 4.4 Limited/Missing Services -- 4.4.1 Post-harvest Handling Facilities -- 4.4.2 Soil Testing Facilities -- 4.4.3 Specialized Extension Agents -- 4.4.4 Financial Services -- 5 Systemic Constraints Within Commodity Value Chains -- 5.1 Introduction -- 5.2 Production Constraints -- 5.2.1 Farm Finance -- 5.2.2 Seeds for Planting -- 5.2.3 Irrigation Facilities for Dry Season Crop Production -- 5.2.4 Marketing of Produce -- 5.2.5 Cost of Production -- 5.2.6 Land Preparation -- 5.2.7 Diseases, Pests and Weed Control Problems With -- 5.2.8 Land Tenure or Land Acquisition Problems -- 5.2.9 Seasonality -- 5.3 Inputs and Services Supply Constraints -- 5.3.1 Access to and Availability of Good Quality Inputs -- 5.3.2 Quality of Inputs -- 5.3.3 Knowledge and Skills on the Application of Inputs -- 5.3.4 Availability of Credit -- 5.3.5 Poor Agricultural Extension Services -- 5.3.6 Weak Research and Development Linkages -- 5.4 Output Marketing Constraints -- 5.4.1 Dominance by the Network of Traders ('Market Queens') -- 5.4.2 Lack of Storage, Transport and Processing Facilities -- 5.4.3 Fluctuating Market Prices -- 5.4.4 Lack of Trust Between Traders and Farmers -- 5.4.5 Lack of Collective Bargaining and Marketing -- 5.4.6 Poor Road Networks -- 5.5 Business Enabling Environment (BEE) Constraints -- 6 Benchmarking and Recommended Production Practices -- 6.1 Benchmarking and Gap Assessments of Commodity Value Chains -- 6.2 Farm Management Practices -- 6.2.1 Suitable Varieties -- 6.2.2 Source of Planting Material -- 6.2.3 Climatic Requirements/Site Selection -- 6.2.4 Land Preparation -- 6.2.5 Propagation -- 6.2.6 Planting/Sowing -- 6.2.7 Weed Control -- 6.2.8 Irrigation | |
| 505 | 8 | |a 6.2.9 Nutrient Requirements and Fertilizer Application -- 6.3 Pests and Diseases Control -- 6.4 Yield, Harvesting and Market Requirements -- 7 Market Opportunities and Upgrading Needs -- 7.1 Introduction -- 7.2 Critical Success Factors, Constraints and Segment Deficiencies -- 7.3 Upgrading Needs -- 7.3.1 Improving Strategic Productivity -- 7.3.2 Improving Operational Productivity -- 7.3.3 Improving the Quality of Supply Chain Management -- 7.3.4 Improving Human Resources Across the Value Chain -- 7.3.5 Improving the Business Environment -- 7.4 Upgrading and Deepening Commodity Value Chains -- 7.4.1 Upgrading and Deepening Through Adding Operations -- 7.4.2 Upgrading and Deepening Through Specialization -- 7.4.3 Upgrading and Deepening Through New Investments -- 7.4.4 Upgrading and Deepening Through Vertical Integration -- 7.4.5 Upgrading and Deepening Through Joint Commercial Ventures -- 7.5 Business Model Identification and Replication -- 7.5.1 Communicating the Case for Investment -- 7.5.2 Product Positioning -- 7.5.3 Increasing Product Value Through Standards -- 7.6 Creating the Enabling Environment -- 7.7 Public-Private Dialogue (PPD) -- 7.8 Improving Value Chain Financing -- 7.9 Opportunities for Improvements -- 7.9.1 Training of Farmers -- 7.9.2 Training of Input Suppliers -- 7.9.3 Certification of Seeds -- 7.9.4 Strengthen Credit Linkages -- 7.9.5 Formation of Robust FBOs -- 7.10 Cross-Cutting Issues -- 7.10.1 HIV and AIDS -- 7.10.2 Gender -- 7.10.3 Environment, Climate Change and Green Economy -- 7.10.4 Vulnerability -- 7.10.5 Population -- 7.10.6 Culture -- 7.10.7 Security -- 7.10.8 Disaster -- 7.10.9 Water Security -- 8 Value Chain Profiling in Practice-A Case Study -- 8.1 Tomato Production, Imports, Exports and Price Trends in Ghana -- 8.1.1 The State of Tomato Production in Ghana | |
| 505 | 8 | |a 8.1.2 Production Trends Compared with Regional Neighbours -- 8.1.3 Imports and Exports Trends Compared with Regional Neighbours -- 8.1.4 Trends in Tomato and Agrochemicals Prices -- 8.1.5 Ghana's International Trade Relations and Policy Objectives -- 8.2 Actors and Activities Along the Value Chains -- 8.2.1 Input Dealers and Service Providers -- 8.2.2 Producers -- 8.2.3 Marketers -- 8.2.4 Transporters -- 8.2.5 Processors -- 8.2.6 Consumers -- References -- Index | |
| 650 | 4 | |a Agricultural industries-Africa-Management | |
| 650 | 4 | |a Business logistics-Africa | |
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| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Alhassan, Abdul-Razak |t Supply Chain Management in African Agriculture |d Cham : Springer International Publishing AG,c2020 |z 9783030542085 |
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Datensatz im Suchindex
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| author | Alhassan, Abdul-Razak |
| author_facet | Alhassan, Abdul-Razak |
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| author_sort | Alhassan, Abdul-Razak |
| author_variant | a r a ara |
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| bvnumber | BV048224049 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Contents -- Acronyms -- List of Figures -- List of Tables -- 1 Background Issues -- 1.1 Introduction -- 1.2 Methodological Approach to Commodity Value Chain Profiling -- 1.2.1 Cluster and Products Identification (Step I) -- 1.2.2 Market Map for Inputs, Services and Outputs (Step II) -- 1.2.3 Market Channels and Actors (Step III) -- 1.2.4 Development of Value Chain Map (Step IV) -- 1.2.5 Identification of Strengths, Weaknesses, Opportunities and Threats (Step V) -- 1.2.6 Upgrading Needs (Step VI) -- 1.3 Conceptual Descriptions and Benefits of Clustering -- 1.3.1 The Concept of Agriculture Clusters -- 1.3.2 The Concept of Agri-Food Value Chain Clusters -- 1.3.3 The Concept of Commodity Value Chain Clusters -- 1.3.4 Benefits of Clustering in the Tomato Value Chain -- 1.4 Ecosystems, Climate Change and Technology for Commodity Value Chains -- 1.4.1 Ecosystems Services and Commodity Value Chain Development -- 1.4.2 Climate Change and Commodity Value Chain Development -- 1.4.3 Technology and Commodity Value Chain Development -- 1.5 Globalization and Commodity Value Chain Development -- 1.5.1 Multilateral Trading Systems and Commodity Value Chain Development -- 1.5.2 Regional Integration and Commodity Value Chain Development -- 1.5.3 Economic Partnership Agreement (EPA) with the EU -- 1.5.4 Bilateral Trade Relations and Commodity Value Chain Development -- 1.6 Food Safety -- 1.7 Technology and Innovation -- 1.8 Market and Governance Structure -- References -- 2 Commodity Value Chain Structures -- 2.1 Domestic Market -- 2.2 Competitive Position in Domestic Markets -- 2.3 Consumer Preferences -- 2.4 Market Opportunities -- 2.5 Competitive Position in Exports Markets -- 2.6 Market Channels -- 2.6.1 Open-Air and Roadside Retail Markets -- 2.6.2 Supermarkets -- 2.6.3 Small Grocery Stores -- 2.6.4 Processing Companies 2.6.5 Institutional Markets -- 2.7 Actors and Functions -- 2.7.1 Inputs and Services Suppliers -- 2.7.2 Producers -- 2.7.3 Intermediaries -- 2.8 Overall Status of Commodity Value Chains in Africa -- 3 Commodity Clusters, Arenas, Linkages and Business Models -- 3.1 Identification of Commodity Clusters for Intervention -- 3.2 Cluster Identification for Tomato Production-Ghana Case Study -- 3.2.1 Navrongo Area Tomato Cluster -- 3.2.2 Bolgatanga Area Tomato Cluster -- 3.2.3 Bawku Area Tomato Cluster -- 3.2.4 Tamale Area Tomato Cluster -- 3.2.5 Techiman Area Tomato Cluster -- 3.2.6 Akomadan Area Tomato Cluster -- 3.2.7 Accra Area Tomato Cluster -- 3.2.8 Akatsi Area Tomato Cluster -- 3.2.9 Ho Area Tomato Cluster -- 3.2.10 Begoro Area Tomato Cluster -- 3.3 Product Identification, Domestic Capacity and Markets-Ghana Case Study -- 3.3.1 Product Identification -- 3.3.2 Domestic Capacity -- 3.3.3 Market Analysis -- 3.3.4 Profitability Analyses of Irrigated, Rain-Fed and Greenhouse Tomato Production -- 3.4 The Action Arenas-The Case of Tomato Production in Ghana -- 3.4.1 The Inputs Arena -- 3.4.2 The Services Arena -- 3.4.3 The Production Arena -- 3.4.4 Output Marketing Arena -- 3.5 Value Addition, Vertical and Horizontal Linkages-The Tomato Case in Ghana -- 3.5.1 Analysis of Value Added -- 3.5.2 Vertical Linkages -- 3.5.3 Horizontal Linkages -- 3.6 Proposed Business Models-The Case of Tomato Production in Ghana -- 3.6.1 Market Led Business Model -- 3.6.2 Input Dealer Led Business Model for Fresh and Industrial Tomatoes -- 3.6.3 Nucleus Farmer/Processor Led Business Model -- 3.6.4 Supermarket Led Business Model -- 4 Priority Products, Supporting Services and Institutions -- 4.1 Priority Commodity Products -- 4.2 Supporting Services -- 4.2.1 Seed Suppliers -- 4.2.2 Seedlings Producers -- 4.2.3 Fertilizers and Chemicals Dealers -- 4.2.4 Packaging Suppliers 4.2.5 Agricultural Equipment Suppliers -- 4.2.6 Extension Services and Training -- 4.3 Regulatory Institutions -- 4.3.1 Quality Assurance Institutions -- 4.3.2 Agricultural Ministries -- 4.4 Limited/Missing Services -- 4.4.1 Post-harvest Handling Facilities -- 4.4.2 Soil Testing Facilities -- 4.4.3 Specialized Extension Agents -- 4.4.4 Financial Services -- 5 Systemic Constraints Within Commodity Value Chains -- 5.1 Introduction -- 5.2 Production Constraints -- 5.2.1 Farm Finance -- 5.2.2 Seeds for Planting -- 5.2.3 Irrigation Facilities for Dry Season Crop Production -- 5.2.4 Marketing of Produce -- 5.2.5 Cost of Production -- 5.2.6 Land Preparation -- 5.2.7 Diseases, Pests and Weed Control Problems With -- 5.2.8 Land Tenure or Land Acquisition Problems -- 5.2.9 Seasonality -- 5.3 Inputs and Services Supply Constraints -- 5.3.1 Access to and Availability of Good Quality Inputs -- 5.3.2 Quality of Inputs -- 5.3.3 Knowledge and Skills on the Application of Inputs -- 5.3.4 Availability of Credit -- 5.3.5 Poor Agricultural Extension Services -- 5.3.6 Weak Research and Development Linkages -- 5.4 Output Marketing Constraints -- 5.4.1 Dominance by the Network of Traders ('Market Queens') -- 5.4.2 Lack of Storage, Transport and Processing Facilities -- 5.4.3 Fluctuating Market Prices -- 5.4.4 Lack of Trust Between Traders and Farmers -- 5.4.5 Lack of Collective Bargaining and Marketing -- 5.4.6 Poor Road Networks -- 5.5 Business Enabling Environment (BEE) Constraints -- 6 Benchmarking and Recommended Production Practices -- 6.1 Benchmarking and Gap Assessments of Commodity Value Chains -- 6.2 Farm Management Practices -- 6.2.1 Suitable Varieties -- 6.2.2 Source of Planting Material -- 6.2.3 Climatic Requirements/Site Selection -- 6.2.4 Land Preparation -- 6.2.5 Propagation -- 6.2.6 Planting/Sowing -- 6.2.7 Weed Control -- 6.2.8 Irrigation 6.2.9 Nutrient Requirements and Fertilizer Application -- 6.3 Pests and Diseases Control -- 6.4 Yield, Harvesting and Market Requirements -- 7 Market Opportunities and Upgrading Needs -- 7.1 Introduction -- 7.2 Critical Success Factors, Constraints and Segment Deficiencies -- 7.3 Upgrading Needs -- 7.3.1 Improving Strategic Productivity -- 7.3.2 Improving Operational Productivity -- 7.3.3 Improving the Quality of Supply Chain Management -- 7.3.4 Improving Human Resources Across the Value Chain -- 7.3.5 Improving the Business Environment -- 7.4 Upgrading and Deepening Commodity Value Chains -- 7.4.1 Upgrading and Deepening Through Adding Operations -- 7.4.2 Upgrading and Deepening Through Specialization -- 7.4.3 Upgrading and Deepening Through New Investments -- 7.4.4 Upgrading and Deepening Through Vertical Integration -- 7.4.5 Upgrading and Deepening Through Joint Commercial Ventures -- 7.5 Business Model Identification and Replication -- 7.5.1 Communicating the Case for Investment -- 7.5.2 Product Positioning -- 7.5.3 Increasing Product Value Through Standards -- 7.6 Creating the Enabling Environment -- 7.7 Public-Private Dialogue (PPD) -- 7.8 Improving Value Chain Financing -- 7.9 Opportunities for Improvements -- 7.9.1 Training of Farmers -- 7.9.2 Training of Input Suppliers -- 7.9.3 Certification of Seeds -- 7.9.4 Strengthen Credit Linkages -- 7.9.5 Formation of Robust FBOs -- 7.10 Cross-Cutting Issues -- 7.10.1 HIV and AIDS -- 7.10.2 Gender -- 7.10.3 Environment, Climate Change and Green Economy -- 7.10.4 Vulnerability -- 7.10.5 Population -- 7.10.6 Culture -- 7.10.7 Security -- 7.10.8 Disaster -- 7.10.9 Water Security -- 8 Value Chain Profiling in Practice-A Case Study -- 8.1 Tomato Production, Imports, Exports and Price Trends in Ghana -- 8.1.1 The State of Tomato Production in Ghana 8.1.2 Production Trends Compared with Regional Neighbours -- 8.1.3 Imports and Exports Trends Compared with Regional Neighbours -- 8.1.4 Trends in Tomato and Agrochemicals Prices -- 8.1.5 Ghana's International Trade Relations and Policy Objectives -- 8.2 Actors and Activities Along the Value Chains -- 8.2.1 Input Dealers and Service Providers -- 8.2.2 Producers -- 8.2.3 Marketers -- 8.2.4 Transporters -- 8.2.5 Processors -- 8.2.6 Consumers -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6318825 (ZDB-30-PAD)EBC6318825 (ZDB-89-EBL)EBL6318825 (OCoLC)1191244814 (DE-599)BVBBV048224049 |
| dewey-full | 658.5096 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.5096 |
| dewey-search | 658.5096 |
| dewey-sort | 3658.5096 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Linkages-The Tomato Case in Ghana -- 3.5.1 Analysis of Value Added -- 3.5.2 Vertical Linkages -- 3.5.3 Horizontal Linkages -- 3.6 Proposed Business Models-The Case of Tomato Production in Ghana -- 3.6.1 Market Led Business Model -- 3.6.2 Input Dealer Led Business Model for Fresh and Industrial Tomatoes -- 3.6.3 Nucleus Farmer/Processor Led Business Model -- 3.6.4 Supermarket Led Business Model -- 4 Priority Products, Supporting Services and Institutions -- 4.1 Priority Commodity Products -- 4.2 Supporting Services -- 4.2.1 Seed Suppliers -- 4.2.2 Seedlings Producers -- 4.2.3 Fertilizers and Chemicals Dealers -- 4.2.4 Packaging Suppliers</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.2.5 Agricultural Equipment Suppliers -- 4.2.6 Extension Services and Training -- 4.3 Regulatory Institutions -- 4.3.1 Quality Assurance Institutions -- 4.3.2 Agricultural Ministries -- 4.4 Limited/Missing Services -- 4.4.1 Post-harvest Handling Facilities -- 4.4.2 Soil Testing Facilities -- 4.4.3 Specialized Extension Agents -- 4.4.4 Financial Services -- 5 Systemic Constraints Within Commodity Value Chains -- 5.1 Introduction -- 5.2 Production Constraints -- 5.2.1 Farm Finance -- 5.2.2 Seeds for Planting -- 5.2.3 Irrigation Facilities for Dry Season Crop Production -- 5.2.4 Marketing of Produce -- 5.2.5 Cost of Production -- 5.2.6 Land Preparation -- 5.2.7 Diseases, Pests and Weed Control Problems With -- 5.2.8 Land Tenure or Land Acquisition Problems -- 5.2.9 Seasonality -- 5.3 Inputs and Services Supply Constraints -- 5.3.1 Access to and Availability of Good Quality Inputs -- 5.3.2 Quality of Inputs -- 5.3.3 Knowledge and Skills on the Application of Inputs -- 5.3.4 Availability of Credit -- 5.3.5 Poor Agricultural Extension Services -- 5.3.6 Weak Research and Development Linkages -- 5.4 Output Marketing Constraints -- 5.4.1 Dominance by the Network of Traders ('Market Queens') -- 5.4.2 Lack of Storage, Transport and Processing Facilities -- 5.4.3 Fluctuating Market Prices -- 5.4.4 Lack of Trust Between Traders and Farmers -- 5.4.5 Lack of Collective Bargaining and Marketing -- 5.4.6 Poor Road Networks -- 5.5 Business Enabling Environment (BEE) Constraints -- 6 Benchmarking and Recommended Production Practices -- 6.1 Benchmarking and Gap Assessments of Commodity Value Chains -- 6.2 Farm Management Practices -- 6.2.1 Suitable Varieties -- 6.2.2 Source of Planting Material -- 6.2.3 Climatic Requirements/Site Selection -- 6.2.4 Land Preparation -- 6.2.5 Propagation -- 6.2.6 Planting/Sowing -- 6.2.7 Weed Control -- 6.2.8 Irrigation</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.2.9 Nutrient Requirements and Fertilizer Application -- 6.3 Pests and Diseases Control -- 6.4 Yield, Harvesting and Market Requirements -- 7 Market Opportunities and Upgrading Needs -- 7.1 Introduction -- 7.2 Critical Success Factors, Constraints and Segment Deficiencies -- 7.3 Upgrading Needs -- 7.3.1 Improving Strategic Productivity -- 7.3.2 Improving Operational Productivity -- 7.3.3 Improving the Quality of Supply Chain Management -- 7.3.4 Improving Human Resources Across the Value Chain -- 7.3.5 Improving the Business Environment -- 7.4 Upgrading and Deepening Commodity Value Chains -- 7.4.1 Upgrading and Deepening Through Adding Operations -- 7.4.2 Upgrading and Deepening Through Specialization -- 7.4.3 Upgrading and Deepening Through New Investments -- 7.4.4 Upgrading and Deepening Through Vertical Integration -- 7.4.5 Upgrading and Deepening Through Joint Commercial Ventures -- 7.5 Business Model Identification and Replication -- 7.5.1 Communicating the Case for Investment -- 7.5.2 Product Positioning -- 7.5.3 Increasing Product Value Through Standards -- 7.6 Creating the Enabling Environment -- 7.7 Public-Private Dialogue (PPD) -- 7.8 Improving Value Chain Financing -- 7.9 Opportunities for Improvements -- 7.9.1 Training of Farmers -- 7.9.2 Training of Input Suppliers -- 7.9.3 Certification of Seeds -- 7.9.4 Strengthen Credit Linkages -- 7.9.5 Formation of Robust FBOs -- 7.10 Cross-Cutting Issues -- 7.10.1 HIV and AIDS -- 7.10.2 Gender -- 7.10.3 Environment, Climate Change and Green Economy -- 7.10.4 Vulnerability -- 7.10.5 Population -- 7.10.6 Culture -- 7.10.7 Security -- 7.10.8 Disaster -- 7.10.9 Water Security -- 8 Value Chain Profiling in Practice-A Case Study -- 8.1 Tomato Production, Imports, Exports and Price Trends in Ghana -- 8.1.1 The State of Tomato Production in Ghana</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">8.1.2 Production Trends Compared with Regional Neighbours -- 8.1.3 Imports and Exports Trends Compared with Regional Neighbours -- 8.1.4 Trends in Tomato and Agrochemicals Prices -- 8.1.5 Ghana's International Trade Relations and Policy Objectives -- 8.2 Actors and Activities Along the Value Chains -- 8.2.1 Input Dealers and Service Providers -- 8.2.2 Producers -- 8.2.3 Marketers -- 8.2.4 Transporters -- 8.2.5 Processors -- 8.2.6 Consumers -- References -- Index</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Agricultural industries-Africa-Management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business logistics-Africa</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Abunga Akudugu, Mamudu</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Alhassan, Abdul-Razak</subfield><subfield code="t">Supply Chain Management in African Agriculture</subfield><subfield code="d">Cham : Springer International Publishing AG,c2020</subfield><subfield code="z">9783030542085</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033604782</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6318825</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048224049 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:38Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783030542092 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033604782 |
| oclc_num | 1191244814 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (185 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Alhassan, Abdul-Razak Verfasser aut Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (185 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- Acronyms -- List of Figures -- List of Tables -- 1 Background Issues -- 1.1 Introduction -- 1.2 Methodological Approach to Commodity Value Chain Profiling -- 1.2.1 Cluster and Products Identification (Step I) -- 1.2.2 Market Map for Inputs, Services and Outputs (Step II) -- 1.2.3 Market Channels and Actors (Step III) -- 1.2.4 Development of Value Chain Map (Step IV) -- 1.2.5 Identification of Strengths, Weaknesses, Opportunities and Threats (Step V) -- 1.2.6 Upgrading Needs (Step VI) -- 1.3 Conceptual Descriptions and Benefits of Clustering -- 1.3.1 The Concept of Agriculture Clusters -- 1.3.2 The Concept of Agri-Food Value Chain Clusters -- 1.3.3 The Concept of Commodity Value Chain Clusters -- 1.3.4 Benefits of Clustering in the Tomato Value Chain -- 1.4 Ecosystems, Climate Change and Technology for Commodity Value Chains -- 1.4.1 Ecosystems Services and Commodity Value Chain Development -- 1.4.2 Climate Change and Commodity Value Chain Development -- 1.4.3 Technology and Commodity Value Chain Development -- 1.5 Globalization and Commodity Value Chain Development -- 1.5.1 Multilateral Trading Systems and Commodity Value Chain Development -- 1.5.2 Regional Integration and Commodity Value Chain Development -- 1.5.3 Economic Partnership Agreement (EPA) with the EU -- 1.5.4 Bilateral Trade Relations and Commodity Value Chain Development -- 1.6 Food Safety -- 1.7 Technology and Innovation -- 1.8 Market and Governance Structure -- References -- 2 Commodity Value Chain Structures -- 2.1 Domestic Market -- 2.2 Competitive Position in Domestic Markets -- 2.3 Consumer Preferences -- 2.4 Market Opportunities -- 2.5 Competitive Position in Exports Markets -- 2.6 Market Channels -- 2.6.1 Open-Air and Roadside Retail Markets -- 2.6.2 Supermarkets -- 2.6.3 Small Grocery Stores -- 2.6.4 Processing Companies 2.6.5 Institutional Markets -- 2.7 Actors and Functions -- 2.7.1 Inputs and Services Suppliers -- 2.7.2 Producers -- 2.7.3 Intermediaries -- 2.8 Overall Status of Commodity Value Chains in Africa -- 3 Commodity Clusters, Arenas, Linkages and Business Models -- 3.1 Identification of Commodity Clusters for Intervention -- 3.2 Cluster Identification for Tomato Production-Ghana Case Study -- 3.2.1 Navrongo Area Tomato Cluster -- 3.2.2 Bolgatanga Area Tomato Cluster -- 3.2.3 Bawku Area Tomato Cluster -- 3.2.4 Tamale Area Tomato Cluster -- 3.2.5 Techiman Area Tomato Cluster -- 3.2.6 Akomadan Area Tomato Cluster -- 3.2.7 Accra Area Tomato Cluster -- 3.2.8 Akatsi Area Tomato Cluster -- 3.2.9 Ho Area Tomato Cluster -- 3.2.10 Begoro Area Tomato Cluster -- 3.3 Product Identification, Domestic Capacity and Markets-Ghana Case Study -- 3.3.1 Product Identification -- 3.3.2 Domestic Capacity -- 3.3.3 Market Analysis -- 3.3.4 Profitability Analyses of Irrigated, Rain-Fed and Greenhouse Tomato Production -- 3.4 The Action Arenas-The Case of Tomato Production in Ghana -- 3.4.1 The Inputs Arena -- 3.4.2 The Services Arena -- 3.4.3 The Production Arena -- 3.4.4 Output Marketing Arena -- 3.5 Value Addition, Vertical and Horizontal Linkages-The Tomato Case in Ghana -- 3.5.1 Analysis of Value Added -- 3.5.2 Vertical Linkages -- 3.5.3 Horizontal Linkages -- 3.6 Proposed Business Models-The Case of Tomato Production in Ghana -- 3.6.1 Market Led Business Model -- 3.6.2 Input Dealer Led Business Model for Fresh and Industrial Tomatoes -- 3.6.3 Nucleus Farmer/Processor Led Business Model -- 3.6.4 Supermarket Led Business Model -- 4 Priority Products, Supporting Services and Institutions -- 4.1 Priority Commodity Products -- 4.2 Supporting Services -- 4.2.1 Seed Suppliers -- 4.2.2 Seedlings Producers -- 4.2.3 Fertilizers and Chemicals Dealers -- 4.2.4 Packaging Suppliers 4.2.5 Agricultural Equipment Suppliers -- 4.2.6 Extension Services and Training -- 4.3 Regulatory Institutions -- 4.3.1 Quality Assurance Institutions -- 4.3.2 Agricultural Ministries -- 4.4 Limited/Missing Services -- 4.4.1 Post-harvest Handling Facilities -- 4.4.2 Soil Testing Facilities -- 4.4.3 Specialized Extension Agents -- 4.4.4 Financial Services -- 5 Systemic Constraints Within Commodity Value Chains -- 5.1 Introduction -- 5.2 Production Constraints -- 5.2.1 Farm Finance -- 5.2.2 Seeds for Planting -- 5.2.3 Irrigation Facilities for Dry Season Crop Production -- 5.2.4 Marketing of Produce -- 5.2.5 Cost of Production -- 5.2.6 Land Preparation -- 5.2.7 Diseases, Pests and Weed Control Problems With -- 5.2.8 Land Tenure or Land Acquisition Problems -- 5.2.9 Seasonality -- 5.3 Inputs and Services Supply Constraints -- 5.3.1 Access to and Availability of Good Quality Inputs -- 5.3.2 Quality of Inputs -- 5.3.3 Knowledge and Skills on the Application of Inputs -- 5.3.4 Availability of Credit -- 5.3.5 Poor Agricultural Extension Services -- 5.3.6 Weak Research and Development Linkages -- 5.4 Output Marketing Constraints -- 5.4.1 Dominance by the Network of Traders ('Market Queens') -- 5.4.2 Lack of Storage, Transport and Processing Facilities -- 5.4.3 Fluctuating Market Prices -- 5.4.4 Lack of Trust Between Traders and Farmers -- 5.4.5 Lack of Collective Bargaining and Marketing -- 5.4.6 Poor Road Networks -- 5.5 Business Enabling Environment (BEE) Constraints -- 6 Benchmarking and Recommended Production Practices -- 6.1 Benchmarking and Gap Assessments of Commodity Value Chains -- 6.2 Farm Management Practices -- 6.2.1 Suitable Varieties -- 6.2.2 Source of Planting Material -- 6.2.3 Climatic Requirements/Site Selection -- 6.2.4 Land Preparation -- 6.2.5 Propagation -- 6.2.6 Planting/Sowing -- 6.2.7 Weed Control -- 6.2.8 Irrigation 6.2.9 Nutrient Requirements and Fertilizer Application -- 6.3 Pests and Diseases Control -- 6.4 Yield, Harvesting and Market Requirements -- 7 Market Opportunities and Upgrading Needs -- 7.1 Introduction -- 7.2 Critical Success Factors, Constraints and Segment Deficiencies -- 7.3 Upgrading Needs -- 7.3.1 Improving Strategic Productivity -- 7.3.2 Improving Operational Productivity -- 7.3.3 Improving the Quality of Supply Chain Management -- 7.3.4 Improving Human Resources Across the Value Chain -- 7.3.5 Improving the Business Environment -- 7.4 Upgrading and Deepening Commodity Value Chains -- 7.4.1 Upgrading and Deepening Through Adding Operations -- 7.4.2 Upgrading and Deepening Through Specialization -- 7.4.3 Upgrading and Deepening Through New Investments -- 7.4.4 Upgrading and Deepening Through Vertical Integration -- 7.4.5 Upgrading and Deepening Through Joint Commercial Ventures -- 7.5 Business Model Identification and Replication -- 7.5.1 Communicating the Case for Investment -- 7.5.2 Product Positioning -- 7.5.3 Increasing Product Value Through Standards -- 7.6 Creating the Enabling Environment -- 7.7 Public-Private Dialogue (PPD) -- 7.8 Improving Value Chain Financing -- 7.9 Opportunities for Improvements -- 7.9.1 Training of Farmers -- 7.9.2 Training of Input Suppliers -- 7.9.3 Certification of Seeds -- 7.9.4 Strengthen Credit Linkages -- 7.9.5 Formation of Robust FBOs -- 7.10 Cross-Cutting Issues -- 7.10.1 HIV and AIDS -- 7.10.2 Gender -- 7.10.3 Environment, Climate Change and Green Economy -- 7.10.4 Vulnerability -- 7.10.5 Population -- 7.10.6 Culture -- 7.10.7 Security -- 7.10.8 Disaster -- 7.10.9 Water Security -- 8 Value Chain Profiling in Practice-A Case Study -- 8.1 Tomato Production, Imports, Exports and Price Trends in Ghana -- 8.1.1 The State of Tomato Production in Ghana 8.1.2 Production Trends Compared with Regional Neighbours -- 8.1.3 Imports and Exports Trends Compared with Regional Neighbours -- 8.1.4 Trends in Tomato and Agrochemicals Prices -- 8.1.5 Ghana's International Trade Relations and Policy Objectives -- 8.2 Actors and Activities Along the Value Chains -- 8.2.1 Input Dealers and Service Providers -- 8.2.2 Producers -- 8.2.3 Marketers -- 8.2.4 Transporters -- 8.2.5 Processors -- 8.2.6 Consumers -- References -- Index Agricultural industries-Africa-Management Business logistics-Africa Abunga Akudugu, Mamudu Sonstige oth Erscheint auch als Druck-Ausgabe Alhassan, Abdul-Razak Supply Chain Management in African Agriculture Cham : Springer International Publishing AG,c2020 9783030542085 |
| spellingShingle | Alhassan, Abdul-Razak Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains Intro -- Preface -- Contents -- Acronyms -- List of Figures -- List of Tables -- 1 Background Issues -- 1.1 Introduction -- 1.2 Methodological Approach to Commodity Value Chain Profiling -- 1.2.1 Cluster and Products Identification (Step I) -- 1.2.2 Market Map for Inputs, Services and Outputs (Step II) -- 1.2.3 Market Channels and Actors (Step III) -- 1.2.4 Development of Value Chain Map (Step IV) -- 1.2.5 Identification of Strengths, Weaknesses, Opportunities and Threats (Step V) -- 1.2.6 Upgrading Needs (Step VI) -- 1.3 Conceptual Descriptions and Benefits of Clustering -- 1.3.1 The Concept of Agriculture Clusters -- 1.3.2 The Concept of Agri-Food Value Chain Clusters -- 1.3.3 The Concept of Commodity Value Chain Clusters -- 1.3.4 Benefits of Clustering in the Tomato Value Chain -- 1.4 Ecosystems, Climate Change and Technology for Commodity Value Chains -- 1.4.1 Ecosystems Services and Commodity Value Chain Development -- 1.4.2 Climate Change and Commodity Value Chain Development -- 1.4.3 Technology and Commodity Value Chain Development -- 1.5 Globalization and Commodity Value Chain Development -- 1.5.1 Multilateral Trading Systems and Commodity Value Chain Development -- 1.5.2 Regional Integration and Commodity Value Chain Development -- 1.5.3 Economic Partnership Agreement (EPA) with the EU -- 1.5.4 Bilateral Trade Relations and Commodity Value Chain Development -- 1.6 Food Safety -- 1.7 Technology and Innovation -- 1.8 Market and Governance Structure -- References -- 2 Commodity Value Chain Structures -- 2.1 Domestic Market -- 2.2 Competitive Position in Domestic Markets -- 2.3 Consumer Preferences -- 2.4 Market Opportunities -- 2.5 Competitive Position in Exports Markets -- 2.6 Market Channels -- 2.6.1 Open-Air and Roadside Retail Markets -- 2.6.2 Supermarkets -- 2.6.3 Small Grocery Stores -- 2.6.4 Processing Companies 2.6.5 Institutional Markets -- 2.7 Actors and Functions -- 2.7.1 Inputs and Services Suppliers -- 2.7.2 Producers -- 2.7.3 Intermediaries -- 2.8 Overall Status of Commodity Value Chains in Africa -- 3 Commodity Clusters, Arenas, Linkages and Business Models -- 3.1 Identification of Commodity Clusters for Intervention -- 3.2 Cluster Identification for Tomato Production-Ghana Case Study -- 3.2.1 Navrongo Area Tomato Cluster -- 3.2.2 Bolgatanga Area Tomato Cluster -- 3.2.3 Bawku Area Tomato Cluster -- 3.2.4 Tamale Area Tomato Cluster -- 3.2.5 Techiman Area Tomato Cluster -- 3.2.6 Akomadan Area Tomato Cluster -- 3.2.7 Accra Area Tomato Cluster -- 3.2.8 Akatsi Area Tomato Cluster -- 3.2.9 Ho Area Tomato Cluster -- 3.2.10 Begoro Area Tomato Cluster -- 3.3 Product Identification, Domestic Capacity and Markets-Ghana Case Study -- 3.3.1 Product Identification -- 3.3.2 Domestic Capacity -- 3.3.3 Market Analysis -- 3.3.4 Profitability Analyses of Irrigated, Rain-Fed and Greenhouse Tomato Production -- 3.4 The Action Arenas-The Case of Tomato Production in Ghana -- 3.4.1 The Inputs Arena -- 3.4.2 The Services Arena -- 3.4.3 The Production Arena -- 3.4.4 Output Marketing Arena -- 3.5 Value Addition, Vertical and Horizontal Linkages-The Tomato Case in Ghana -- 3.5.1 Analysis of Value Added -- 3.5.2 Vertical Linkages -- 3.5.3 Horizontal Linkages -- 3.6 Proposed Business Models-The Case of Tomato Production in Ghana -- 3.6.1 Market Led Business Model -- 3.6.2 Input Dealer Led Business Model for Fresh and Industrial Tomatoes -- 3.6.3 Nucleus Farmer/Processor Led Business Model -- 3.6.4 Supermarket Led Business Model -- 4 Priority Products, Supporting Services and Institutions -- 4.1 Priority Commodity Products -- 4.2 Supporting Services -- 4.2.1 Seed Suppliers -- 4.2.2 Seedlings Producers -- 4.2.3 Fertilizers and Chemicals Dealers -- 4.2.4 Packaging Suppliers 4.2.5 Agricultural Equipment Suppliers -- 4.2.6 Extension Services and Training -- 4.3 Regulatory Institutions -- 4.3.1 Quality Assurance Institutions -- 4.3.2 Agricultural Ministries -- 4.4 Limited/Missing Services -- 4.4.1 Post-harvest Handling Facilities -- 4.4.2 Soil Testing Facilities -- 4.4.3 Specialized Extension Agents -- 4.4.4 Financial Services -- 5 Systemic Constraints Within Commodity Value Chains -- 5.1 Introduction -- 5.2 Production Constraints -- 5.2.1 Farm Finance -- 5.2.2 Seeds for Planting -- 5.2.3 Irrigation Facilities for Dry Season Crop Production -- 5.2.4 Marketing of Produce -- 5.2.5 Cost of Production -- 5.2.6 Land Preparation -- 5.2.7 Diseases, Pests and Weed Control Problems With -- 5.2.8 Land Tenure or Land Acquisition Problems -- 5.2.9 Seasonality -- 5.3 Inputs and Services Supply Constraints -- 5.3.1 Access to and Availability of Good Quality Inputs -- 5.3.2 Quality of Inputs -- 5.3.3 Knowledge and Skills on the Application of Inputs -- 5.3.4 Availability of Credit -- 5.3.5 Poor Agricultural Extension Services -- 5.3.6 Weak Research and Development Linkages -- 5.4 Output Marketing Constraints -- 5.4.1 Dominance by the Network of Traders ('Market Queens') -- 5.4.2 Lack of Storage, Transport and Processing Facilities -- 5.4.3 Fluctuating Market Prices -- 5.4.4 Lack of Trust Between Traders and Farmers -- 5.4.5 Lack of Collective Bargaining and Marketing -- 5.4.6 Poor Road Networks -- 5.5 Business Enabling Environment (BEE) Constraints -- 6 Benchmarking and Recommended Production Practices -- 6.1 Benchmarking and Gap Assessments of Commodity Value Chains -- 6.2 Farm Management Practices -- 6.2.1 Suitable Varieties -- 6.2.2 Source of Planting Material -- 6.2.3 Climatic Requirements/Site Selection -- 6.2.4 Land Preparation -- 6.2.5 Propagation -- 6.2.6 Planting/Sowing -- 6.2.7 Weed Control -- 6.2.8 Irrigation 6.2.9 Nutrient Requirements and Fertilizer Application -- 6.3 Pests and Diseases Control -- 6.4 Yield, Harvesting and Market Requirements -- 7 Market Opportunities and Upgrading Needs -- 7.1 Introduction -- 7.2 Critical Success Factors, Constraints and Segment Deficiencies -- 7.3 Upgrading Needs -- 7.3.1 Improving Strategic Productivity -- 7.3.2 Improving Operational Productivity -- 7.3.3 Improving the Quality of Supply Chain Management -- 7.3.4 Improving Human Resources Across the Value Chain -- 7.3.5 Improving the Business Environment -- 7.4 Upgrading and Deepening Commodity Value Chains -- 7.4.1 Upgrading and Deepening Through Adding Operations -- 7.4.2 Upgrading and Deepening Through Specialization -- 7.4.3 Upgrading and Deepening Through New Investments -- 7.4.4 Upgrading and Deepening Through Vertical Integration -- 7.4.5 Upgrading and Deepening Through Joint Commercial Ventures -- 7.5 Business Model Identification and Replication -- 7.5.1 Communicating the Case for Investment -- 7.5.2 Product Positioning -- 7.5.3 Increasing Product Value Through Standards -- 7.6 Creating the Enabling Environment -- 7.7 Public-Private Dialogue (PPD) -- 7.8 Improving Value Chain Financing -- 7.9 Opportunities for Improvements -- 7.9.1 Training of Farmers -- 7.9.2 Training of Input Suppliers -- 7.9.3 Certification of Seeds -- 7.9.4 Strengthen Credit Linkages -- 7.9.5 Formation of Robust FBOs -- 7.10 Cross-Cutting Issues -- 7.10.1 HIV and AIDS -- 7.10.2 Gender -- 7.10.3 Environment, Climate Change and Green Economy -- 7.10.4 Vulnerability -- 7.10.5 Population -- 7.10.6 Culture -- 7.10.7 Security -- 7.10.8 Disaster -- 7.10.9 Water Security -- 8 Value Chain Profiling in Practice-A Case Study -- 8.1 Tomato Production, Imports, Exports and Price Trends in Ghana -- 8.1.1 The State of Tomato Production in Ghana 8.1.2 Production Trends Compared with Regional Neighbours -- 8.1.3 Imports and Exports Trends Compared with Regional Neighbours -- 8.1.4 Trends in Tomato and Agrochemicals Prices -- 8.1.5 Ghana's International Trade Relations and Policy Objectives -- 8.2 Actors and Activities Along the Value Chains -- 8.2.1 Input Dealers and Service Providers -- 8.2.2 Producers -- 8.2.3 Marketers -- 8.2.4 Transporters -- 8.2.5 Processors -- 8.2.6 Consumers -- References -- Index Agricultural industries-Africa-Management Business logistics-Africa |
| title | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_auth | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_exact_search | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_exact_search_txtP | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_full | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_fullStr | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_full_unstemmed | Supply Chain Management in African Agriculture Innovative Approaches to Commodity Value Chains |
| title_short | Supply Chain Management in African Agriculture |
| title_sort | supply chain management in african agriculture innovative approaches to commodity value chains |
| title_sub | Innovative Approaches to Commodity Value Chains |
| topic | Agricultural industries-Africa-Management Business logistics-Africa |
| topic_facet | Agricultural industries-Africa-Management Business logistics-Africa |
| work_keys_str_mv | AT alhassanabdulrazak supplychainmanagementinafricanagricultureinnovativeapproachestocommodityvaluechains AT abungaakudugumamudu supplychainmanagementinafricanagricultureinnovativeapproachestocommodityvaluechains |