FAOSeptember 7th 2009
PresentationJean-Louis DUVAL [FAO consultant]
Michael LARINDE [FAO AGPS]
Seed Alliance Without Boundary[SAWIB]
A holistic approach for success
Seed Alliance Without Boundary[SAWIB]
The basic conceptUsing seed as an entry point for
increasing incomes for farmers and increased food production
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Presentation SAWIB Concept FAO initiative for Global partnership on seed
security A scheme to explain this holistic approach Why SAWIB – “Responding to the Food Crisis”? Why seed and plant varieties could be the
support of this holistic approach A framework for the organization A first feedback Results of the survey regarding developed /
developing countries relationship
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Concept Driving demand for seed by increasing marketing
opportunities to the food industry Doing this through:◦ Linking with the international seed companies ◦ Linking with the food industry = Linking with the International Agri-Food Network
members. FAO serving as a facilitator of the initiative.
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Seed Alliance Without Boundary [SAWIB]An FAO initiative for Global Partnership on Seed Security
In order to establish a sustainable seed supply and thereby facilitate food security of member countries, the Plant Production and Protection Division (AGP) started an initiative termed “Seed Alliance Without Boundaries (SAWIB)”
The seed based initiative will cut across crop production and food industry domains with an holistic approach.
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Seed Alliance Without Boundary [SAWIB]An FAO initiative for Global Partnership on Seed Security
The objective is to create a forum to bring together stakeholders from the private and public sector of developed and developing seed and food industries for dialog that will facilitate the:
a) transfer of technological and entrepreneurial skills for sustainable seed production and distribution;
b) linkage of seed sector with farmers or crop producers; and c) linkage of crop producers to crop-value-addition industries.
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Seed Alliance Without Boundary [SAWIB]An FAO initiative for Global Partnership on Seed Security
Overall, the initiative will facilitate the creation of seed industry that is market-driven and ensure sustainable use of plant genetic resources for food and agriculture.
The first public-private-sector dialogue under this initiative took place in February 2009.
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Seed Alliance Without Boundary [SAWIB]An FAO initiative for Global Partnership on Seed Security
The SAWIB will enhance the synergy of the public-private sectors
and comparative advantages of developed and developing
countries to facilitate access to innovation and products of
biotechnology for the seed industries and effect linkages amongst
crop producers, agricultural inputs producers/suppliers, industrial
consumers of raw agricultural produce and food industries.
The collaboration will be mutually beneficial as it will help in
exploiting the agro-ecological potentials of developing countries for
off-season seed production of advanced seed industries.
Overall, the initiative will facilitate the creation of seed industry that
is market-driven in developing countries.
Seed Alliance Without Boundary[SAWIB]
Scheme of the value chainAn holistic approach
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Process potatoTomato pastDry Onion
Agro-Food SystemFood Security and Market Driven approach through value added supply chain
Super MarketFood Retailers
Food processors
Aggregators(coop)
FarmersFood producers
Agro-DealerSeed + Fert + ...
SeedStakeholders
Village-based seedmultiplication, winternursery & production
Raw seeds
Mother seedsVarietiesPublic
Private
True To Type
Export Market
Implementation ofproduction contracts
including specificationdemands
Apply the concept:The introduction of high-yielding
varieties of seeds and theincreased use of fertilizers andirrigation are known collectively
as the Green Revolution
+ Seed treatment and cropprotectionMicro
finance
GIPB
Feed processors
Milk / Dairy /Poultry / ...
Maize - Sorghum Oil cropsSunflower - Ground nut
A
B
C
Wheat (bread) & Rice (paddy...)Seed procurement is part of the contract
Seed Alliance Without Boundary[SAWIB]
WHY?“Responding to the Food Crisis”
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Why SAWIB – Excerpts from“Responding to the Food Crisis” (1)
Measures, activities and policies to boost agricultural production:◦ The provision of sufficient quantities of inputs, particularly
high-quality seeds and fertilizers, is considered a major priority for coping with the present food crisis.
◦ However, this should be implemented through a comprehensive system approach, coupled with a medium-term strategy to improve the efficiency of the whole production and marketing chain for inputs, as part of the development of more efficient agricultural systems.
(1) Responding to the food crisis: synthesis of medium-term measures proposed in inter-agency assessments.FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS - WORLD FOOD PROGRAMMERome, 2009 - This report has been supported with funds from the European Union.http://www.fao.org/docrep/011/i0769e/i0769e00.HTM
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Why SAWIB – Excerpts from“Responding to the Food Crisis” (2)
Programmes for inputs and related crop production services◦ Private sector participation in seed multiplication and distribution
is minimal, and the policy and legislation framework does not provide adequate incentives and conditions to foster development of the seed sector.
◦ Access to commercial fertilizer is also constrained by factors that include high costs, lack of commercial supply and distribution outlets, and inadequate participation from the private sector.
◦ For both seeds and fertilizer, insufficient credit facilities and a lack of integration between farm inputs and outputs are major limitations.
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Why SAWIB – Excerpts from“Responding to the Food Crisis” (3)
Cross-cutting issues◦ Capacity building: The need for an agro-food system approach
should be more reflected in capacity building programmes, including not only production, but also processing and marketing.
◦ Institution building: In addition to the necessary development of farmers’ organizations, there is also need to increase efforts to identify and implement innovative institutional mechanisms, such as public-private partnerships, particularly for the upstream and downstream sectors.
◦ More attention should be given to the major contribution that improved rural finance can make to the overall development of the agro-food sector.
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Why SAWIB – Excerpts from“Responding to the Food Crisis” (4)
The need for global approaches and policy coherence:◦ At the production level, even when the actions proposed focus
on specific inputs such as seeds and fertilizers, it is necessary to adopt a global agricultural system approach that takes account of all physical and human factors, and provides the framework for increased public and private investments in agriculture.
◦ Actions at the production level have to be complemented by actions at the upstream and downstream levels within an overall agro-food perspective encompassing the whole value chain.
◦ A variety of initiatives in Africa aim to develop the seed sector, but coordination and collaboration among actors are very limited.
Seed Alliance Without Boundary[SAWIB]
The plant variety is the link of the value chain
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Seed Alliance Without Boundary [SAWIB]Plant variety is the link of the value chain
The mission of seed entrepreneur is the demonstration of the value of his varieties.The Variety is the backbone of the value recognition
of supply chains It is a major contribution to extension services
Seed-men and seed-women are the conductor of the value chain
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Why choosing value chain production as a new model of development?
Based on the market demand & the food security challenge:
◦ All actors of the value chain will support the use of the plant variety needed:
◦ The identification of value chain will create added value to be shared among members
◦ Creation of rural employment along the value chain
Seed Alliance Without Boundary[SAWIB]
Framework for the organization and operationalization
“Networking”
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Variety
Seed CyPrivate Public
FarmProducer
AggregatorFeed
Processor
FoodProcessor Food
Retailer
SeedGrower
AgroDealer
Framework for the organization and operationalization
SAWIBNATIONALPLATFORMCountry C
SAWIBNATIONALPLATFORMCountry B
SAWIBNATIONALPLATFORMCountry A
SAWIBINTER
NATIONALPLATFORM
Seed CyPrivate Public
FarmProducer
AggregatorFeed
Processor
FoodProcessor Food
Retailer
SeedGrower
AgroDealer
• Linking the actors of the
value chain
• Linking seed companies,
agro dealers, processors...
• Private and public
association
• Policy and regulation2.Linkage
&Sponsorship
1.Seeking
forExpertise
3.Market
Development
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Market driven + value added chain Markets studies will high light
appropriate crops and value
chains
Another model comes from the
experience of off-season
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Framework for the organization and operationalization of SAWIB
Services (output – activity - objective)◦ Identification & management of different value added chains◦ Linkage between parties◦ Identification & linkage of sponsors◦ Facilitate the relationship between parties ◦ Organization of expert consultations, training sessions, study
tours◦ Publications; success stories and guidelines, market studies,
statistics◦ Website
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Framework for the organization and operationalization of SAWIB
How◦ Define organization◦ Finance & “business model”
Networking◦ National, regional & global organizations and companies◦ Public and private sectors
Phases◦ 1. Obtain the collaboration / agreement of:
“International Agri-Food Network’’ members Financing parties
◦ 2. Focus on few easy crops and countries◦ 3. Further development with other crops
and countries.
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Feedback from the Industry on SAWIB initiative
From the Supermarket:◦No answer
From the food-industry◦Global brand names: “our processes are protected by
company secret”…◦Commodities (rice – oil): “interesting approach”
From the seed industry◦Positive support
From the fertilizer industry◦ “The SAWIB approach is in line with our approach”
From the crop protection industry◦ “How to contribute to SAWIB success”
Results of the survey
A survey has been realized in 2009 to measure the situation regarding the relationship between developed and
developing countries
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Survey analysis Purpose:◦ A view from the seed
industry in the relation between developed and developing countries
1 122 questionnaires sent 66 answers◦ Not concerned◦ Company secret◦ I will come back◦ 31 forms fulfilled
from 19 countries
AF, 1 AU, 1
BR, 1
CZ, 1
DE, 1
DK, 1
FI, 1
FR, 5
IN, 2IT, 1LB, 1NL, 1
PL, 1
PT, 1
SE, 1
TK, 3
US, 6
VN, 1
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Survey analysisExchange of germplasm or varieties (1)(2)
Contracting party from developed country
Receiving party from developing country
1. Open pollinated◦ Yes: 14 No: 11
2. Hybrid◦ Yes: 19 No: 6
1. Open pollinated◦ Yes: 16 No: 5
2. Hybrid◦ Yes: 19 No: 2
The exchange seems to be easier for hybrid than OP
The [No] explanation for OP are: “Due to very risk of illegal propagation, mainly in non UPOV countries but not only,IP, PVP Laws…”
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Survey analysisTechnologies and technology tools (3)
Contracting party from developed country
Receiving party from developing country
Yes: 17 No: 1◦ Ag biotech◦ Biotechnology◦ Biotechnology, seed technology
under binding agreements◦ Breeding and biotech capabilities◦ Breeding methods◦ Chemistry, crop protection◦ Germplasm◦ Lab techniques machinery◦ Molecular◦ Seeds
Yes: 15 No: 7◦ Ag biotech◦ Biotechnology◦ Breeding and biotech capabilities◦ Breeding tissue culture, marker
technology◦ Breeding tools◦ Chemistry◦ Herbicide resistance biotech,
molecular, primers◦ Molecular◦ Seeds◦ Various
Large exchange, same view between contracting and receiving parties
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Survey analysisSkill and know how (4)
Contracting party from developed country
Receiving party from developing country
Yes: 19 No: 8◦ Breeding technology 2◦ Crop and seed production know how◦ field management◦ field screening◦ plant breeding◦ production processes◦ Quality in production◦ Seed production 3◦ technology, expertise, IP◦ training
◦ various
Yes: 12 No: 11◦ breeding skills◦ breeding tissue culture, marker
technology◦ diseases resistance breeding,
healthy oil breeding◦ Seed production◦ technology, expertise, IP
◦ various
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Survey analysisProduction Hybrid / OP (5) (6)
Contracting party from developed country
Receiving party from developing country
Hybrid Yes: 4 No: 2◦ Corn, sunflower, vegetables,
flowers◦ Main limiting factors: IP protection,
know how, climatic adaptation, too many papers.
OP Yes: 17 No: 9
◦ Canola, cotton, cereals, beans, forage, ornamentals, soybean, vegetables, flowers
◦ Main limiting factors: IP protection and climatic adaptation
Hybrid Yes: 8 No: 15◦ Corn, sunflower, vegetables,
flowers◦ Main limiting factors: parent lines
protection, to be competitive
OP Yes: 6 No: 16
◦ Clover, rapeseed, vegetables, alfalfa, flowers
◦ Main limiting factors: IP protection, no demand, not feasible
Easier to exchange germplasm in hybrid than producing “on site” due to IP protection and …
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Survey analysisWinter nursery (7)
Contracting party from developed country
Receiving party from developing country
Yes: 8 No: 20◦ Corn, cotton, sunflower, oilseed,
triticale, vegetables◦ Limiting factors: costs, movement
of germplasm
Yes: 6 No: 17◦ Corn, cotton, vegetables, sunflower,
rapeseed, flowers◦ Limiting factors: costs, movement of
germplasm
Same evaluation from developed and developing countries
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Survey analysisBusiness linkage and marketing (8)
Contracting party from developed country
Receiving party from developing country
Yes: 22 No: 3◦ Limiting factors:
ability to commit a contract, cost of seed, no sufficient variety protection, mentality of potential partners
Yes: 20 No: 2◦ Limiting factors:
expensive seeds from developed countries
Highest rank for [Yes] both side but still some limiting factors to take into account!
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Survey analysis Activity of the companies Size of the activity
Breeding: Yes: 23 No: 7
Production: Yes: 27 No: 1
Marketing: Yes: 29 No: 0
0 to 10 M$: 6 10 to 50 M$: 11 50 to 200 M$: 4 More: 8
Major companies have replied to the survey
Thank you for your attention
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Preliminary remarks from seed companies Need to be practical and make impact on the ground within the “projects” Each party’s mission is identified and bring their core competencies focused
on each project Planning and resources dedicated to success
◦ good clear plan in writing
◦ goals to achieve
◦ stay on track
◦ sort out misunderstanding
Coordination to have all parties on board on the same targets and in due time
Publicity / aids / communication… Precise timing for development versus business relationship Self sustainability as the ultimate step of the support