the ties that bind - Economic Growth - usaid

More documents

Recommendations

Info

Strategies for Overcoming Risks The risks to reorient the washing stations to deliver consistent, high quality coffee to Starbucks required a comprehensive set of strategies. Starbucks is able to manage its commercial risks and operational costs by purchasing through an intermediate specialty coffee buyer. The intermediate buyer employs a full time representative on the ground to take care of all contractual and logistic interactions with the individual coffee washing stations. Yet to ensure that the product quality and operating standards are aligned with Starbucks standards, the CAFÉ practice program is implemented to systematically assess the local supply chain and the operations of the coffee washing station. Contracting a third party verification organization allows Starbucks to attain a regular independent assessment that is based on a transparent criteria for success. Once a washing station is able to sell to Starbucks, the growth in sales is carefully staged to ensure that the producers can continually meet the demand without compromising the quality. For example, the first year that Starbucks purchased coffee from Rwanda, only one container was purchased. The second year, two containers were purchased. If the producers are able to continually meet the quality standards, then the scale continues to increase overtime without putting too much pressure on the production system. Strategies from the donors outlined in detail above included a full range of value chain support activities delivered through both technical and financial assistance. The effort was a comprehensive step-by-step building of capacity of individual washing stations and producer groups. Lessons Learned The Rwandan case is emerging as a best practice case and many lessons can be drawn from the coordinated efforts of suppliers, donors and international buyers. The two specific lessons that have relevance for this study are: A transparent criteria for supplier success can be beneficial to both the buyer and the supplier in transparently aligning the needs and expectations of the buyer with the production practices of the suppliers In the structure of a fragmented supplier base, third party verification is needed to ensure consistent monitoring and quality control occurs by a party not directly active in the value chain www.BusinessGrowthInitiative.org 38
Case Study Sources Aveda-Brazilian Uruku Case Aveda Magazine, “Uruku Now”, 1997. http://aveda.aveda.com/protect/we/uruku.asp Miriam Jordan: “From the Amazon to Your Armrest – Daimler, Hermes and Aveda Find Rain Forest Products Help Farmers, Save Trees”, Wall Street Journal, May 1, 2001. Kerry ten Kate and Sara Laird, The Commercial Use of Biodiversity: Access to Genetic Resources and Benefit-Sharing, Earthscan Publications, London, 1999: May Waddington and Sara Laird, “The production and marketing of a species in the „public domain‟: the Yawanawa and Aveda Corporation Bixa orellana Project, Brazil” in The Commercial Use of Biodiversity. Peet’s-Tanzanian Coffee Case http://www.technoserve.org/news/AKSCG_TZ.htm http://www.peets.com/who_we_are/community_technoserve_tanzania_story.asp ?rdir=1& Phone Interview with Erica Hess, Peet‟s Coffee and Tea, March 21, 2007. Tracy Gerstle, J.E. Austin Case Study prepared for “JBIC Private Sector Development Best Practices Guidebook”, January 2007. Phone interview with Prabhu Dorai, General Manager, Belin Textiles, International International Perspectives, February/March 2005, Abt Associates Corporate Council for Africa, U.S./Africa Business Summit Report, 2005 Phone interview with Josephine Forson, President Tekura Enterprises, LTD Lessons from Business, Part One: Financing, The WATH FACTOR, West Africa Trade Hub Promotion of Embedded Business Services for Small Enterprises in the Ghanaian Craft Export Sector-Final Report, Action for Enterprise, January, 2004 http://www.sagasport.com/flash/mainpage.html http://www.nike.com/nikebiz/news/pressrelease.jhtml;bsessionid=PTDMTT5KES CJUCQFTBECF5AKAWMEUIZB?year=2006&month=11&letter=l Phone and email interview with Nike representative, 2007 US Department of Labor website on child labor, 2007 http://www.imacpak.org/atlanta.htm www.BusinessGrowthInitiative.org 39
Page 1 and 2: THE TIES THAT BIND: CASE STUDIES IN
Page 3 and 4: Acknowledgements The authors of the
Page 5 and 6: Executive Summary and Findings Dete
Page 7 and 8: policies regarding coffee were chan
Page 9 and 10: What makes a relationship last? Mar
Page 11 and 12: parameters, supplier drivers and re
Page 13 and 14: uyer and the end market is a key de
Page 15 and 16: the buyer/supplier relationship do
Page 17 and 18: Areas of Future Research This resea
Page 19 and 20: partnerships with sources to develo
Page 21 and 22: Role of Outside Support / Facilitat
Page 23 and 24: Tanzanian Specialty Coffee - Peet
Page 25 and 26: Publicity earned from the sale with
Page 27 and 28: Through that assistance, Belin Text
Page 29 and 30: Facilitators can counteract the mar
Page 31 and 32: Bazaar product line up. The product
Page 33 and 34: Strategies for Overcoming Risks In
Page 35 and 36: Pakistan Sporting Goods - Saga Spor
Page 37 and 38: Previously, commercial relationship
Page 39 and 40: Rwanda Coffee - Starbucks Prior to
Page 41: All certified washing stations requ
Page 45: U.S. Agency for International Devel

the ties that bind - Economic Growth - usaid

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?