Samriddhi
Samriddhi
Samriddhi
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<strong>Samriddhi</strong> Project Document<br />
Narrative Summary Indicator Target MoV Assumptions<br />
Major lines of activities<br />
• Involve private companies to build the capacities of the producers in terms of product quality, value addition, etc. according to their needs and incentives.<br />
• Establish partnerships between private companies and research institutions for research on new or improved products and production technologies.<br />
• Collaborate with private companies, MSEs, and SPAs to promote new products to increase market demand.<br />
Output 1.2<br />
The value chain performance of specific<br />
sub-sectors is strengthened.<br />
Major lines of activities<br />
Number of functional MSE networks established 250 MSE database<br />
% of turnover increase per value chain at outlet level 30% Value chain<br />
survey<br />
% increase of margin share of the producer in the<br />
respective value chain (by poverty status and<br />
gender)<br />
Cost of the value chain development activities<br />
shared by private companies<br />
10% points Value chain<br />
survey<br />
30% Agreements with<br />
private<br />
companies<br />
• Private companies<br />
are proactively<br />
participating in the<br />
value chain<br />
• Market situation<br />
remains stable<br />
• Build the capacity of appropriate chain actors (if possible involve lead firm) to optimise the chain performance in a way to reduce the transaction cost for all<br />
chain actors (vertical integration at market level).<br />
• In collaboration with private companies and SPAs, organise value addition (e.g. bulking, primary processing, and packaging) where economically feasible<br />
at the producer level (vertical integration at producer level).<br />
• Strengthen the collaboration in the value chain to improve organisation and governance through lobbying, awareness raising, etc.<br />
• In collaboration with private companies, MSEs and SPAs, organise producer networks to increase scale (horizontal integration at producers’ level).<br />
Output 1.3<br />
SPAs are capable to organise and support<br />
the LSPs and to establish collaboration with<br />
the public and private sector.<br />
% of male and female LSPs that are member of an<br />
SPA<br />
Number of functional linkages established between<br />
one SPA and public and private entities to develop<br />
the LSPs’ capacities and procure inputs<br />
% of women involved in decision making processes<br />
in SPAs.<br />
Level of satisfaction of LSPs with the services of the<br />
SPA<br />
80% for both<br />
women and<br />
men<br />
SPA database<br />
10 SPA database<br />
25% SPA database<br />
Survey LSPs<br />
80% Survey on LSPs<br />
• Public organisations<br />
are in a position to<br />
work together with<br />
SPA for their<br />
capacity building<br />
8
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