Project Tag: agribusiness

  • AFEX Impact Report 2020-2024

    AFEX Impact Report 2020-2024

    AFEX, a leading Pan-African commodities player, has released its second impact report covering its activities over the past five years. The company which launched operations in 2014 has worked with over 500,000 farmers and executed over 1,000,000 MT in trades since inception. Following the publication of its first impact report in 2021, AFEX has doubled down on driving impact through its work in Africa’s commodities markets, positively contributing to SDGs 1,2,5,8, 12 and 13.

    The new report features an updated version of the AFEX theory of change, which was released for the first time in 2021, when the first report was published. The company’s work in Climate Action, SDG 13, has also been captured and included within the context of the ToC and the fuller report. Climate change effects have become increasingly relevant in Africa, with farmers facing record impacts on their activities. Floods, increased droughts, and fewer rainfalls have threatened farmer productivity, resulting in food insecurity. AFEX is contributing to enabling sustainable climate resilient agriculture for farmers in Africa, which helps increase Africa’s food security while achieving self- sufficiency for the continent.

    According to the report, “Rural poverty in Nigeria is more widespread in 2023 compared to baseline measurement in 2020”. Over 80% of Nigerian farmers still existed around and below the poverty line compared to 43% of Kenyan farmers existing around and below the poverty line. AFEX, which has operations across these two countries highlighted its efforts to secure livelihoods including providing farmers with certified seeds, quality fertilizer as well as extension and storage services through strategically distributed warehouses.

    Comprehensive efforts are required to create sustainable value in the commodities market particularly as challenges are being compounded by climate change effects.

  • Agribusiness Access to Finance Nigeria

    Agribusiness Access to Finance Nigeria

    Financing agribusiness in Nigeria is perceived as difficult, high risk, and insufficient by many. This study aims to provide an objective and comprehensive overview of supply and demand for agricultural finance, current gaps, and potential solutions that have been identified in Nigeria, Africa and the rest of the world. The research was commissioned by the Embassy of the Netherlands to Nigeria and conducted by Agri-Logic.

    The aim of the report is to explicitly inspire stakeholders to action in improving access to finance. A thorough understanding of current agricultural access to finance in Nigeria can inform recommended interventions for government and development programs, and opportunities for entrepreneurs as well as providers of financing.

    The report distinguishes real risk from perceived risk, while highlighting gaps in supply and demand, and illustrating solutions and best practices. The report aims to understand the status of access to agricultural finance across sectors, the value chain, and states in Nigeria, with a focus on those most relevant to the objectives and most relevant to bilateral relations between the Netherlands and Nigeria.

    Sector characteristics

    Agriculture and agribusiness are widely recognized as being critical for development. The sector in Nigeria is characterized by:

    • Production of crops, livestock and aquaculture, with staples for domestic processing and consumption; and cash crops for export value.
    • Smallholder farming with many subsistence farmers and often low productivity. Commercial farmers are less than half of the farmer population.
    • A largely informal economy and entrepreneurship: SMEs are significantly contributing to GDP, yet often not registered and with limited scalability.
    • Policy and legislation is often focused on incentivizing domestic production and self-sufficiency, often by trade regulation for import or limiting access to foreign currency.
    • With a growing population, challenges in infrastructure, and trade barriers, the country has high and increasing food prices and self-sufficiency is not yet in sight.

    Demand and supply

    The total demand for agricultural finance is estimated at ₦83 trillion ($200 billion). Demand for financing roughly falls into three categories: farmers short term finance for inputs, MSME medium to long term finance for assets and overheads, and large and multinational companies short term working capital and long term investment in productive assets.

    The total supply of agricultural finance is estimated ₦1.6 trillion ($4 billion), with an additional ₦6 trillion ($15 billion) self-financed by entrepreneurs.

    Banks are the largest provider of agricultural finance in Nigeria, even though agriculture only represents ~5% of their total loan portfolio. Bank funds for agriculture grow ~35% annually. Nigerian banks generally have liquidity, but stakeholders have reported collateral requirements, lack of knowledge, currency and market risks, and lack of a rural branch network as challenges.

    Public schemes by CBN and others are a significant source of funds for agriculture and agribusiness, and are the largest actor that is facilitating inputs credit to farmers and providing medium term finance to SMEs. These funds however do struggle with low repayment rates and as such have limited scalability.

    Value chain finance is disseminated through traders or processors as an aggregator, and while there is a strong business case to build on commercial relationships, aggregators are not always willing and able to scale considering that financial services are not part of their core business capability.

    Financing gap

    Based on a bottom-up estimation of demand and supply, the financing gap for agricultural finance in Nigeria is ₦76 trillion ($183 billion), roughly 90% of total demand for agricultural finance.

    The financing gap is largest for medium term and medium sized debt, revealing a missing middle. However, considering the very large finance gap for all financial instruments and transaction sizes, the missing middle should not be the only focus. While supply of agricultural finance grows with an average 29% annually, compared to a demand growth of 15%, this is insufficient to catch up with the finance gap, which could have doubled by 2027.

    Weaknesses of the sector that underly the very large access to finance gap relate to collateral, knowledge and profitability. Stakeholders report corruption, policy and security as specific concerns for Nigeria. In addition, market volatility, weather and supply chain dependencies are risks that are common to agribusiness globally. For entrepreneurs, innovators and investors, sector knowledge, a safety net through savings or insurance, diversification and partnerships are the key elements for risk mitigation.

    Way Forward, Returns and Impact

    The authors call on all stakeholders to focus on the most scalable and impactful solutions in each segment:

    • Informal community schemes are the most appropriate solution for a large segment of smallholder farmers, and can be scaled through public and private extension services. This can also be a solution for MSME services such as aggregators or inputs dealers on community level.
    • Value chain finance builds on existing commercial structures to reach commercially viable smallholder farmers, and needs alternative collateral solutions, de-risking, and data to become scalable. This could potentially be achieved in partnership with MFBs who leverage fintech.
    • Banks have liquidity, interest and incentive to invest in agribusiness, and combined knowledge and tools for agribusiness and SME investing can support the growth of this segment. Funds as an indirect investment vehicle could also provide a solution for those banks who are not able to build agribusiness expertise.
    • Fintech and agritech can reduce risks and reduce transaction cost through data and targeted solutions. By developing solutions that appeal to asset managers, pension funds, investment clubs and diaspora, fintech offer the opportunity to tap into sources of funding not currently accessible for agribusiness.

    These combined interventions can generate an additional supply of finance of ₦30 trillion ($73 billion) by 2030, improve livelihoods for 50 million people, enable production of an additional 125 million MT of food, and contribute ₦35 trillion to GDP. Banks and fintech have the potential to contribute the largest supply of financing to the sector, whereas informal schemes and value chain finance can have the largest impact on livelihoods and food security. While these combined interventions can reduce the finance gap significantly, this is insufficient to close the gap fully.

  • AFEX Five Years of Impact

    AFEX Five Years of Impact

    Five years into the existence of AFEX, the company has built a network of 160,000 farmers, and cumulatively facilitated over 200,000MT of commodity trades, matching orders from producers and brokers with buyers on our trading platform at fair prices.

    Leveraging data from AFEX proprietary platforms, combined with a survey of over 2,000 farmers using the impact measurement instruments promoted for the Sustainable Development Goals, there is evidence of reducing poverty and hunger significantly after 3 to 4 seasons of working with a farmer.

    The methodology developed in 2020 is now the foundation for annual impact measurement and reporting, and provides unique insights into farmer livelihoods across Nigeria.

  • Scoping study horticulture Nigeria

    Scoping study horticulture Nigeria

    Horticultural production largely takes place in Northern Nigeria, and in particular in the states of Kano, Kaduna and Sokoto. Farmers cultivate tomato, onion, peppers and cabbages often with irrigation in open field production systems. Yields are relatively low at on average 5 t/ha for tomato.

    Medium to high-tech production systems are being introduced on a limited scale in the South-West and around larger metropolitan areas across Nigeria. In these settings, yields are higher, ranging between 10 and 50 t/ha with use of specialty inputs, planting in beds and irrigation. In professional greenhouses higher yields are achieved which go up to 15 kg/m2 per production cycle. Due to the higher costs for land, inputs and labour, competitiveness remains a challenge.

    The North mainly produces during the dry season, with the rainy season reserved for cereals and legumes. As such, the main vegetable production season runs from October till March. Combined with the highly perishable nature of most of the vegetables prices are volatile, reaching peaks in December, followed by very low prices during a glut in January and February. Good opportunities exist to grow outside this main season, using better seeds with increased resistances and some form of protection against the rain. However, this type of production is still limited and requires higher upfront investment.

    Given the high price volatility combined with outbreaks of pests and diseases like tuta absoluta, vegetables can be seen as a gambling crop. This is further compounded by the high cost of logistics and food losses along the way. Farmers do not have the means nor incentives to invest in productivity improvements with current revenues and volatility. At the same time, good opportunities exist for increasing productivity and spreading production more evenly throughout the year. Pilot projects show that doubling productivity and income is feasible when using good agricultural practices and better inputs.

    A singular and almost monopolized trade channel is possibly hindering quality and price improvement through absence of market dynamics. Current markets do not value quality and are unwilling to pay premiums for better quality produce. Innovations for aggregation, support services and logistics exist but SMEs struggle to reach scale without access to finance.

    At a national level, dependency on one main production region brings a high risk of crop failure in case of a pest or disease outbreak. Diversification of production regions, production systems and market channels allows to spread risk, balance supply and demand, and create new market segments. Local processing could further reduce food losses and reduce influences of seasonality, if cost competitiveness can be achieved.

    Several development programmes and projects are focusing on horticulture. Many of the recent initiatives concentrate on tomato in Kano, while other regions and crops offer good opportunities as well. There appears to be a lack of coordination in initiatives leading to overlap in activities. Several projects struggle with continuity after subsidized period ends.

    Opportunities for Embassy involvement include:

    1. Increasing productivity and income for a large number of smallholder farmers in Northern Nigeria and bringing this to scale
    2. Piloting production systems innovation and regional diversification in South-West Nigeria
    3. Increasing access to finance for SME companies that invest in solving value chain bottlenecks at regional and national level
    4. Enhancing sector coordination and business-to-business linkages

    Measuring impact will be important to learn about the (relative) success of approaches and interventions, as well as to accurately account for public funding. Professional and independent impact measurement is recommended to monitor and evaluate programme activities.

  • Value Chain Analysis Fruit Processing West Africa

    Value Chain Analysis Fruit Processing West Africa

    This value chain analysis was commissioned by CBI (Centre for the Promotion of Imports from developing countries) in order to identify the most promising product market combinations for processed fruit from Burkina Faso, Côte d’Ivoire and Mali.

    Mango has been identified as the most promising product market combination. 

    Compared to other African mango origins, the focus countries have the following strengths, which can be leveraged to maintain and expand market position. This comparison provides a starting point for a regionally coordinated diversification and strengthening of the chain.

    • Burkina Faso: large existing market share with track record of inclusiveness, organic agriculture and is suitable for markets demanding organic products and storytelling. Dried mango is the most promising segment.
    • Côte d’Ivoire: well-developed agricultural economy and business environment in comparison to the other countries in the region, allowing it to potentially kickstart the mango processing sector relatively quickly. Côte d’Ivoire is a transport hub for landlocked neighbouring countries.
    • Mali: opportunity to tap into premium niche markets for dried mango that are interested in storytelling about inclusiveness and environmental sustainability, some traction in purees and concentrates.

    In order to increase the positive impact of the sector, key factors need to be considered for supporting companies and their enabling environment, which is true for all three countries: diversification, professionalisation, market growth and coordination.

  • Coffee export capability Burundi & Rwanda

    Coffee export capability Burundi & Rwanda

    TWIN in partnership with Trade Mark East Africa (TMEA) implemented a two year project to strengthen export capabilities of twenty coffee cooperatives in Rwanda and Burundi with a specific focus on supporting cooperatives in: attaining certification, increasing access to Specialty Coffee markets, improving quality of the coffee produced and developing a traceability programme for coffee grown by women.

    This export capabilities study identifies actors, value addition, financial analysis, market demands and the enabling environment. We have assessed the export capability of each of twenty coffee cooperatives on a range of indicators, leading to a segmentation. Furthermore, we identified general trends in export opportunities and challenges for both origins.

    Even though Burundi has very high quality coffee according to buyers, there are still a lot of basics that need to be covered to be able to market the coffee successfully. Major challenges still exist in logistics, speed, traceability, reliability of pre-shipment samples, communication and marketing.

    Rwanda is seen as well-organised and it is a coffee of good quality, there are certain constraints put forward by the buyers with regards to the marketing of the coffee. Flavour is not as unique and other differentiation is needed to compete in the specialty segment. Cooperatives are not always able to provide reliable pre-shipment samples and have limited knowledge of the market and pricing.