INTEGRATED PROTECTED AREA CO-MANAGEMENT (IPAC) - BIDS

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Chapter 5: Value Chain Analysis for SRF Products 5.1 Introduction to Value Chain Analysis The value chain framework, which is a powerful analysis tool for the strategic planning of an activity, is a string of agents or collaborating players, who work together to satisfy market demands for specific products or services. The ultimate aim of any value chain framework is to maximize value creation while minimizing costs. This entails the concept of value added, in the form of the value chain, which is utilized to develop a sustainable competitive advantage of the activity concerned. This may consist of the key steps within an activity that link together to develop the value of the final product. Such steps may include purchasing, manufacturing, distribution and marketing of the products and activities. The value chain analysis essentially entails the linkage of two areas. First, the value chain identifies and links the value of the activities with its main functional parts. Second, the assessment of the contribution of each part in the overall added value is made. The profitability of an activity depends to a large extent on how effectively it manages the various steps in the value chain, such that the price that a customer is willing to pay for the products and services exceeds the total costs of the value chain steps. It is important to bear in mind that while the value chain analysis may appear simple in theory, it is quite complex in practice and its assessment is quite time consuming. This brief study entails value chain analysis in its simplest meaning in that the activities centered around SRF products are assessed in terms of value added starting from resource collectors to ultimate consumers. Focus is given, however, on social relationships among actors involved across supply value chain. For simplicity, the study assumes no export activities in the process. In other words, only indigenous and local actors are under the purview of the present investigation. As also described in methodology chapter, the basic structure of marketing chains for SRF products is shown in Figure 5.1. However, the actual marketing chains are found to follow multi-dimensional patterns (Annex C). 90
Figure 5.1: Basic structure of SRF products marketing systems Primary Market Secondary Market Mahajans Suppliers Collectors Commission agents Aratdars Auctioneers Wholesalers Consumers Retailers Retail Market 5.2 Mapping the Value at Different Levels of the Value Chain The core element of value chain mapping is to map the monetary value throughout the chain. Value is something that can be measured in many ways. The most straightforward depiction of a monetary flow would be to look at the value that is added at every step throughout the chain, providing an overview of the earnings at the different stages. Other economic parameters are, among others, cost structures, profit, and return on investment. It is important to recognize that at the mapping stages of the value chain analysis sometimes accurate information about costs, margins and profits at different levels within the value chain may not be adequately available. It was revealed that only price information is adequately known at each level, and thus value additions in terms of price are the core concerns of this brief study. As already mentioned in the methodology chapter (Chapter 1), calculation of costs and returns is found to be complicated for various reasons. The problem is compounded when there is no systematic hierarchy among actors and when a single actor is concerned with multi-products. For example, some Beparis sell, in addition to Choto Mahajans, directly to Boro Mahajans or even Aratdars so that selling prices or value additions appear to be not systematic. Collectors who work for others on wages do not have any working capital. Majhis get a share of profit in addition to wage as collector when the price is fixed (either by bargains or unilaterally by Mahajans or Aratdars). As explained in Chapter 1, in normal situations, average selling prices of one actor should be equal to average buying prices of the next actors in the hierarchy in turn. But some actors sell directly to other actors through bypassing the immediate higher level actor. For example, some 91
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INTEGRATED PROTECTED AREA CO-MANAGE
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Washington, DC 20036 202-289-0100 F
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money lenders) who were often suspi
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2.1 Profile of SIZ Districts ......
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5.3.6 Shrimp Small (galda and bagda
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Table 3.13: Distance of harvest pla
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Table 5.20: Distribution of SRF act
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Figure 5.1: Basic structure of SRF
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Figure 5.55: Distribution of income
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Acronyms and Abbreviations ACF = As
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Glossary Arat Aratdar Bahaddar Baza
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In particular, the study is expecte
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Characteristics of SRF Actors and P
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The most difficult problem that had
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GDP and Livelihoods Based on availa
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Occupation Pattern of SRF Collector
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Chapter 4: Mapping for Core Steps a
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Nevertheless, the shrimp fry collec
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Crab Chain: Collector ⇒ Mahajan
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Value addition and return for gura
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Value addition and return for hilsh
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Wholesaler 3.1 26.1 19.3 Retailer 1
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Crab Crab collectors provide the hi
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Distribution of Actors Income - Inc
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Shrimp Large (galda and bagda) The
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Majhis/Beparis (9.5 %), Choto Mahaj
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of value chains, in terms of return
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Service Centers and Financial Suppo
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those leased-out canals. There shou
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Infrastructure of web-cam through o
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Chapter 1: Introduction, Study Back
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Although the resource users are bla
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advocates of conservation in return
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1.4.1 Principal Tools Briefly, the
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Shrimps have been divided into four
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In the process of our consultations
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The value chain framework, which is
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The study carries out micro level a
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an idea about possible market power
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Table 1.4: Usual harvest time of SR
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others, occupational pattern, incom
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Chapter 2: SIZ District and Upazila
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Map 2.2: Map of SIZ Districts: Khul
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Table 2.2: Proportion of SIZ area a
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SIZ 58 55.7 93 44.5 5 25 Districts
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Figure 2.5: Per capita district GDP
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Figure 2.7: SIZ per capita lands by
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CHAPTER 3 FINDINGS FROM THE SURVEY
Page 99 and 100: Satkhira 60 25.3 Pirojpur 11 4.6 Ba
Page 101 and 102: Retailer 107.2 30.2 All 87.5 48.7 F
Page 103 and 104: Like in other harvests, some of the
Page 105 and 106: Aratdars (11.6%) and Farias/Beparis
Page 107 and 108: Table 3.13: Distance of harvest pla
Page 109 and 110: Hantal 1.0 16.0 1.0 1.0 19.0 All 1.
Page 111 and 112: 8.Unemployed 7.Self-employed 6.Cons
Page 113 and 114: Table 3.19: Repayment mode in SRF t
Page 115 and 116: In spite of the above, dadon is pre
Page 117 and 118: Incidence of pests 8.9 24.9 48.1 7.
Page 119 and 120: • Set up hand-driven tube-well at
Page 121 and 122: 3.5 Historical Moratorium on SRF Pr
Page 123 and 124: Chandpai .15* - 1.62** .16* .17* .1
Page 125 and 126: CHAPTER 4 MAPPING FOR CORE STEPS AN
Page 127 and 128: Table 4.1: Sectors and products und
Page 129 and 130: We start with timber 4.3.1 Timber -
Page 131 and 132: 4.3.3 Fish The fish sector consists
Page 134 and 135: Shrimp (Galda and Bagda) Chain 1: F
Page 136 and 137: Flow chart 4.8: Value chain for Cra
Page 138 and 139: Average number of boats involved in
Page 140 and 141: ola Khulna 1019 200 58 31 10 2 12 1
Page 142 and 143: year. On the assumption that one ac
Page 144 and 145: 600 569 000 no. 500 400 300 200 225
Page 146 and 147: Table 4.11: Proportions of SRF prod
Page 148 and 149: Figure 4.7: Volume of products (%)
Page 152 and 153: Beparis sell, in addition to Choto
Page 154 and 155: Volume of trade The price value add
Page 156 and 157: 5.2.2 Gura Fish As large network of
Page 158 and 159: 140 Gura fish selling price (Tk per
Page 160 and 161: A specific group of people having g
Page 162 and 163: Sada fish gross return (monthly) by
Page 164 and 165: Net/boat owners are actually Mahaja
Page 166 and 167: Figure 5.17: Hilsha gross return (T
Page 168 and 169: Gross returns and net returns Aratd
Page 170 and 171: Figure 5.23: Shrimp galda large net
Page 172 and 173: Figure 5.25: Shrimp bagda large sel
Page 174 and 175: Table 5.7: Value addition and retur
Page 176 and 177: Figure 5.31: Shrimp galda small net
Page 178 and 179: Figure 5.36: Shrimp bagda small val
Page 180 and 181: Average selling Price/piece Price V
Page 182 and 183: Figure 5.40: Shrimp fry galda value
Page 184 and 185: Shrimp fry bagda value addition (%)
Page 186 and 187: Crab gross return (monthly) by acto
Page 188 and 189: Note: See note under Table 5.1. (10
Page 190 and 191: Honey net return (monthly) by actor
Page 192 and 193: The degree of inequality is quite h
Page 194 and 195: Cumulative income share (%) 100 80
Page 196 and 197: Figure 5.59: Lorenz curve: Gura fis
Page 198 and 199: Decile 8 14.6 Decile 9 17.9 Decile
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Annual income level (%) of SRF Acto
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Actors Monthly income Duration (Mon
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Table 5.24: Annual income level of
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Annual income level (%) of SRF Acto
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anking actors, it can be seen that
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In terms of distribution by deciles
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Table 5.32: Annual income level of
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Decile 3 2.9 Decile 4 3.9 Decile 5
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CHAPTER 6 CONCLUDING REMARKS AND PO
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actors community). Our survey findi
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The foremost policy, therefore, wil
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nets” to the collectors, along wi
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empowerment, awareness and overall
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of co-management. That co-managemen
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SRF collectors as a major problem o
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the problem as very high is more th
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Bernacsek, G. and E. Haque (2001).
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Kleih Ulrich (2003). “Fish Distri
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