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Case studies
on Association or Value Chain level:
Case studies on
Enterprises level:
-
Wojet Trading PLC (honey)
-
APINEC Agro Industry
(honey)
-
Sile Enat Dairy Farm Micro
Enterprise Association
Case
Studies
for download
Ethiopian Honey and Beeswax Producers and Exporters Association
[top]
Contact:
Addis Ababa, P.O.Box 42787, Addis Ababa, E-mail:
bezamar@ethionet.et
Tel. +2510911-201686/011-5505099/Fax: +251-0115515352
1. Situation at start
The Ethiopian Honey and Beeswax Producers and Exporters Association (EHBPEA)
was established with close support given by
programme assigned facilitators
and got the legal certificate from the
Ministry of Trade & Industry on September 6, 2005 The major objective of the EHBPEA is to identify
the major problems of the member companies and bring these to the
attention of the government to find solutions for the same. In addition,
the members of the association want to export quality honey and other
bee-products to increase their own income.
The structure of the Association comprises
the General Assembly, Board of Directors, Auditor & other employees as
well as 5 executives: Chairman, Secretary, Finance Head, Casher and
Auditor. At present, the association hired a General Manager who executes
the day-to-day operations. The number of
companies has increased from seven in 2006 to ten in February 2007.
2. Problems
The newly established association lacked both experience (expertise) and
financial resources to deliver services to their members as needed.
Moreover, most of the members of the association (processors of honey &
beeswax) lacked sufficient working capital, equipment, packaging materials
to avail quality honey in the required quantity. Moreover, the processors
count source quality honey and other bee-products with sufficient quantity
from the producers
(high moisture content of honey and adulterated beeswax).
3. Proposed
Solutions
The programme assisted honey operators to take part
in the process of building the industry and take responsibility. Moreover,
the association was assisted to raise some funds by linking them with other
donors and promote their business. Accordingly, the USAID
Export promotion project made financial
support available to cover office expenses and staff salary for 6 months.
The president of the Ethiopian Honey and
Beeswax Producers and Exporters Association (EHBPEA) participated in the
International Honey Trade Workshop - APIMONDIA 2005 in Ireland and shared
some market information & ideas on how to access to EU market. EHBPEA
became a key member of “Honey Quality Working Group” and actively
participated in the preparation of the EU accreditation document for
export of honey and wax to European countries.
Moreover, the members of association were
advised on how to improve the production and quality of organic honey by
linking them with farmer beekeepers (creation of processors-producers
linkage). Accordingly, some processors are motivated to provide technical
training for beekeepers and initiated the preparation of business plan to
expand commercial beekeeping farming and the establishment of
filed depots and processing plants
with programme support.
4. Self-help of
Business Operators and additional
Support by BDS facilitators
EHBPEA took the initiative and organized an
international trade fair entitled “Ethio-Millenium Agro Industry Fair “
from January 16-18, 2007.
More than 50 companies, cooperatives, NGOS, research centers and
government organizations participated. There were more
than 40 participants from abroad. Parallel to this event,
a
seminar and workshop was held at
the ILRI
Conference hall - “Developing Business in Bee -
Products” including buyers, certification
agencies, technical specialists and researchers. Participants
include those from all parts of the Ethiopian bee-products sector and from
other countries in the region. It is intended that this will enable
producers, processors, intermediaries and traders to gain a wider
understanding of the prospects for Ethiopian bee-products, to network and
to gain high quality information concerning product and market development
and technical aspects of production and processing. To this effect, SNV -BOAM
first initiated the contracting of
an international consultant to advise the
association on how to organize such international conferences & bazaar. On
top of that, the programme assisted EHPBEA to get
fund from the programme and other sources (among others,
from Irish Aid, CORDAID and SOS
Sahel).
5. Outcome /
Impact
The following major results
obtained:
-
Stakeholders are
now able to identify and take responsibility in
the respective roles in value chain Development.
-
The association has got recognition
support from the government at national level.
-
A
steering committee established to work
more on apiculture.
-
The association successfully mobilized
more than Euro 120,000, for two events and got more than 40,000 Birr from
bazaar fee.
-
Honey operators and equipment suppliers
have got an opportunity to display their products and introduced each
other to work together.
-
The three days bazaar & conference brought
together investors, producers, processors, buyers, researchers,
government and non-government organizations to achieve a common
objectives-improving production, quality and marketing of honey and
other bee-products.
Impact Indicators of the
Programme Objective:
-
Impact in terms of increased
production capacity and increased turnover and sales:
Tentative arrangements/agreement
made among local operators and international buyers. Accordingly,
Tropical Forest Product Ltd made a contact with Beza Mar Agro-Industry.
Similarly, Walter Lang Honig Import
GmbH also appreciated taste, smell and
color of Kaffa honey has got good feedback
from the seminar. If the
established commercial relations come to a positive result, then
production, turn over, sales and income will absolutely increase.
Contracts are expected to be signed following the EU accreditation.
-
Impact in terms of improved product
quality: Professional
capacities of stakeholders (beekeeping training
for farmers) being strengthened: better beekeeping and
bee product processing skills.
-
Impact in terms of increased employment:
Beza Mar Agro-Industry has a plan to recruit 56 employees for his
commercial Bee Farming and Establishment of Semi-Processing Plant in
Sheka Bench Maji Zones of SNNPR (as indicated in the business plan).
Similarly, Apinec Agro-Industry is in the process of establishing
honey-processing plant that will create job opportunity.
Impact in terms of networking:
A strong network of private
and public resource persons and consultants with complementing expertise
has been created (Honey Quality Working Group, international consultants
who are working on EU accreditation)
Ethiopian Pulses, Oil seeds+Spices Processors Exporters Association
(EPOSPEA) [top]
Contact: Addis Ababa, P.O.Box 8686,
Addis Ababa,
Tel. +251 0911670040/011-5156268/ Fax: +251-011-5156153, E-mail:
epospe.association@ethionet.et
1. Situation
The Ethiopian Pulses, Oilseeds, and Spices Processors Exporters’ Association (EPOSPEA)
organised in October 1998 and licensed on May 11, 2003 aimes at building
the capacity of their members to participate in global market. The association
has got 35 members.
2. Problems
The association’s export business capacity is hampered by
shortages, inconsistencies and an inferior quality
in the supply of exportable oilseeds (supply side information
gap). On top of that, the exporters dictated by few traditional
buyers where there is no room for bargaining power on market price (lack
of demand side information). This is because the members of the
associations do not have exposure to international trade practices (up to
date market information) to promote their business. Hence,
the lack of
accurate market information coupled with poor quality product created
price fluctuation.
3.
Self-help of Business Operators and
additional Support by BDS
Facilitators
At present, the association participates in the regular
oil seeds and edible oil value chain coordination
group meetings to link oilseed exporters with
producers, oil millers, traders and concerned government and
non-government organizations. Programme advisors
assisted the association on how to get
access to market information both from local & abroad as well as
to define the implementation strategy of the oil
seeds market information updating and dissemination mechanism to its
member companies.
As a result the association requested
Leverage Fund to set up a Management Information System, to organize
Business visit to EU Countries and organize
a Consortium workshop (exporters & oil millers).
The association established
a database for
local market and hired data collectors who have capacity to analyze and
disseminate information. As a result of the effort made, 35 members of EPOSPEA and 107 members of Addis Oil Millers
Association are getting daily local market price information of spices,
oilseeds pulses & cereals from 4 areas by their own local agents – (Gonder,
Humera, Addis Ababa and Nazareth). In addition, the association
is supplied
with international market price information from Public Ledger on line –
(a UK based market information provider).
The chain leader prepared a
business plan (“Feasibility Study & Business Plan for Sesame Seeds
Cleaning & Hulling Plant “) for his own company (Agro - Prom International
PLC). The plan submitted to Awash Bank and the bank approved and agreed to
cover 60 % of the requested loan. The company is in the process to
implement it.
Eight Oilseeds and Edible Oil Consortium
meetings are conducted and resulted
in the setting of an implementation
planning timeframe.
At present, the association is trying
to organize EU business visits to improve
business relation with their customers and explore new opportunities
of investment in the sector and simultaneously conduct consortium
workshop to create awareness and get policy support form the
government.
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Case study: Safflower Development
- a special Initiative with important potential
[top]
The German Embassy approached SNV on
behalf of BIOSS Rohstoffe, a German Company producing biological
specialties for the pharmaceutical and food additive industry. BIOSS
requested to have 20 to 30 tons of Safflower (Carthamus tinctorius
L., Compositae) petals in 2006. The request for petals was passed on
to the chain leader of the Edible Oil & Oilseeds value chain who
replied that he will work out the answers and he was assisted by our
market linkage expert to do so. Samples of petals were collected in
the Bahir Dar area (private producers) and at the Ethiopian
Agricultural Research Organization (EARO, now EIAR) field station at
Melka Werer, and forwarded to BIOSS Rohstoffe. The quality was
excellent and got acceptance.
Programme
advisors
(agro-processing expert and market linkage expert) including the
chain leader visited safflower production areas from June 2-3, 2006
.This visit was meant to follow-up previous discussions with BIOSS /
Germany and to answer questions as how to proceed. The samples
previously collected at Bahir Dar were promising, and hence this
could be a good site to start the project, with the intention to
extend it into Oromyia and link it with the
programme activities in the oilseed/edible
oil value chain. BIOSS recommended contacting safflower oil
producers through oil mills to which they delivered their seeds.
After thorough preparation and
networking, the development of the new product, the safflower petal,
is entering a critical and highly concrete stage, which prepares the
ground for the first export of quality petals:
The EU importer BIOSS Rohstoffe,
together with the Ethiopian exporter AGROPROM International PLC,
organized the first training for producers in Ethiopia. Two experts
from BIOSS conducted the first theoretical and practical training on
the collection, processing and forwarding of safflower petals. This
training conducted in Amhara Regional State was
focusing on the main
production areas around Woreta (north of Bahir Dar). The Amhara Bureau of Agriculture
nominated more than 100 specialists (development assistants, DAs)
from the same number of Peasant Associations plus representatives of
research and development institutions to participate in the
training.
Accordingly, Development Agents (DA)
from North Wollo, South Gondar, North Gondar Zones together with
Woreda MoARD offices representatives, farmer’s representatives from
Fogera Woreda, Dara Woreda of South Gondar, Representatives from the
Regional MoARD office, representatives from Oromia Regional State (MoARD,
Cooperatives Promotion Bureau), Ambo and Didaa Cooperatives attended
the training on management of petals for one day on January 24th,
2007. Following that, one trainer of the company stayed at Barhir
Dar for one week and conducted on the job training for those farmers
(male & female) who are involved in safflower production and in petal
collection.
Through this training of trainers,
assuming that one DA has the responsibility to advise/train at least
300 farming families in his Peasant Association (PA), the training
exercise has reached a minimum of 30,000 farming families. Half of
the potential farming family trainees are women.
BIOSS sources the petals in India and
China at present, but the proximity of the Ethiopian market and the
satisfactory quality of Ethiopian petals are reasons good enough for
them to shift.
From the company’s experience,
safflower petal harvesting is specifically suited to be done by
women and adolescents. Sales of petals, at present prices and yields
of Ethiopian safflower seeds and present prices of petals, has the
potential to increase the income per hectare by more than 50%, as
follows.
Present safflower seed yield is 500
kg, sold at ETB 200 per 100, yielding an income of ETB 1,000. 10% of
the oil seed weight is expected as petals (thus the petal yield will
be 50 kg); the Ethiopian exporter pays ETB 15,- per kg to the
producer, yielding an extra income of ETB 750. No extra input other
than labor is required.
Experience from other countries
suggest that women can harvest 1 to 3 kg of petals per day, yielding
a gross income of ET Birr 15 to 45 (the daily minimum wage for
unskilled agricultural labour is in the area of ETB 10 per day).
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4.
Outcome / Impact
The major outcome of the association could be summarized as follows:
-
Communication and coordination between
competing bodies - edible oil processors and oil
seed exporters - established (Oil Seeds
Consortium).
-
Millers and exporters are
on the way to solve problems of unfair competition between
themselves (they are competing for the same product)
-
An action plan on joint issues like
adulteration, avoidance of unfair competition etc. is prepared
and
follow-up of step by step implementation.
-
Induction of investments into
value-addition (establishment of seed processing
plants).
-
A Management
Information System
was set in place for EPOSPEA and the Addis Ababa
oil millers.
-
Direct communication between small
safflower producers and private business operators started.
-
Lobbying started at the government level
to improve the conditions for Safflower production and trade.
-
Awareness created regarding on how to
better utilize safflower seed and petals swell.
-
Market/business opportunity
for safflower development is created
-
Awareness is created about market.
Impact Indicators of the
Programme Objective:
-
Impact in terms of increased
production capacity and increased turnover and sales: Export
opportunities are identified and commcercial relationship with
international importers are created.
International company (BIOSS Rohstoffe,)
interested to engage in the business. If this
relationsship comes to a positive end, then production, turnover, sales
and income will absolutely increase.
-
Impact in terms of better product
quality: Partly, they
tackled the oilseeds adulteration problem (both exporters
and oil millers agreed not
to buy poor quality oilseeds from middlemen.
-
Impact in terms of minimising costs:
Because of the availability
of market information, various costs are reduced
(salary, transport, allowances etc), efficiency improved (more time
close information is lowering transaction costs)
-
Impact in terms of increased
employment:
If the safflower
initiative comes into action, then more production capacities and
workers will be necessary. Moreover, Agro Prom International PLC is in
the process to establish Sesame Seeds Cleaning & Hulling Plant that will
crate employment opportunity for 32 workers (17 permanent and 15
semi-permanent employees as indicated in the business plan). Similarly,
Bezu Edible Oil Factory also needs the same number of employees for
his Oil Extraction and Refinery Plant.
-
Impact in terms of networking:
Networking activities are functionning on the basis of concrete value
chain interventions and bring concrete benefit to the network members.
Ethiopian Milk
and Milk Products Producers' + Processors'
Association” (EMPPA) [top]
Contact: Addis Ababa, P.O.Box 42787,
Addis Ababa,
Tel. +251 0911-201686/011-5505099, Fax:
+251-0115515352, E-mail:
bezamar@ethionet.et
1. Situation
Ethiopian Milk and Milk Products Producers & Processors Association (EMPAA)
was established in September
2006. The major objective of the association is to
create a platform to discuss the major business problems of the member
companies and to improve the capacity of their members to deliver
a sufficient supply of milk and
milk products in good quality.
2. Problems
The members of the association do not have the
capacity to supply quality milk and milk products to its customers and
face market problem. Apart from financial limitations, they also lack entrepreneurial skills on dairy business development.
3. Proposed
Solutions
The programme facilitators
assisted the establishment of an association by explaining its importance:
-
Associations will make sure that external
assistance can be achieved in an organized manner.
-
Associations are in a position to request
assistance in jointly carrying out (market) studies and promotional
activities which will benefit the sector as a whole.
-
Associations are attractive partners for
PPP (Public Private Partnership) activities.
-
Associations together with other value
chain stakeholders, such as the Chambers of Commerce are appropriate and
powerful players in policy forums. All
relevant stakeholders expressed their
interest to become members of the
Ethiopian Milk and Milk Products Producers' and Processors' Association.
4. Self-help of Business
Operators and additional Support
by BDS Facilitators
Because of the series of discussions and assistance by
facilitators, milk producers and processors agreed to work together
collectively under the aforementioned association.
Permanent business support
and advice is given for EMPAA & Ada Liben Dairy Cooperative: introduction
of new milk processing equipment (milking machines, quality control
equipment, chilling technology etc.); Further more, the BOAM experts and
external facilitators supported and advised the association to work more
on quality of milk and milk products by improving the capacity of their
members and promote their products. Accordingly, the association took the
lead to organize a Bazaar entitled “Taste the Full
cream, Enjoy Milk in 40 Ways” and conducted from September 1-10, 2006 at
Addis Ababa Exhibition center. On top of this, the members of association
participated in a training course on “The
Introduction of milk Pro-International Technology“ organized by one of the
member companies (Nile Star).
On the other hand, a milk collection centre
improvement system via the creation of several models of milk collection
centers for the Addis Ababa milk shed (Holetta and Debrezeit) was
developed. The models will be implemented by using capital grants (FIF
window 2) as tools for working with innovative partners (Fantu
supermarket, Adaa Liben Cooperative,
Selale Dairy Farmers Cooperative Union). At company level, Ada’a Liben
Cooperative is under preparation to provide training on milk technology.
On the other hand, Sile Enat Dairy Farm Micro Enterprise Association
provided training on “Milk Supply and Processing “ for its members (using
ILRI as trainer) to improve the quantity and quality of milk supply.
5. Outcome/ Impact
-
Registration/ foundation of association
-
Expansion of services offered by
cooperatives to members (e.g. Adaa Dairy Cooperatives
operates a feed mill now).
-
The milk producers and processors started
to offer training to their members through their legal representation
EMPPA.
-
They have also managed to connect them to
suppliers of equipment.
-
EMPPA is the driving force of an ongoing, GIS based mapping
exercise, which looks into the existing collection systems and ways to
improve them.
-
Milk producers have
started with active promotion of their products.
Impact Indicators of the
Programme Objective:
-
Impact in terms of increased
production capacity and increased turnover and sales:Private
investors showed interest for investments into value-addition (e.g. milk
processing). EMPPA, together with partners, is
actively promoting efforts to establish school milk feeding systems; and
the organization has taken a leading role in promotional campaigns for
milk and milk products. These activities will have the
expected result on increased production, turnover, sales and income.
-
Impact in terms of improved product
quality: Town Milk
Supply (TMS) technology is initiated and
technologies with the result of better milk quality
are introduced for milk stakeholders. Collection
improvement system is on the way (mapping).
-
Impact in terms of increased
employment:
MB Plc is in the process of establishing dairy processing plant in Addis
Alem. The total employees needed for the operation of the project is
about 67 permanent and a number of casual labourers during peak seasons
as indicated in the business plan.
-
Impact in terms of networking:
Networking activities are functionning on the basis of concrete value
chain interventions and bring concrete benefit to the network members.
SNNPR Women Entrepreneurs' Association
[top]
Case Study on Product Development in
Commercialisation of Tissue Culture [top]
Objective:
Condition for the production of sufficient quality pineapple improved. It
is expected that new varieties of pineapple planting material are
introduced and tested for proper adaptations.
1.
Main Activities
(since
September 2005)
It was
agreed to analyse the demand for pineapple; to identify more land for
pineapple cultivation and to attract more investors to purchase eligible
land. As an outcome of those activities an investor’s workshop was
conducted with the result that 18 investors (representing 3000ha of land)
will engage in pineapple cultivation. In order to obtain as quick as
possible the planting material for these investors, the SNV advisors
developed pro-actively the idea to commercialise the tissue culture
technology present in the country and try to get the know-how out from the
state run research laboratories to the market by commercialising the
tissue culture technology.
It is
expected that this development initiative will have a great impact to
generate income for the farmers and benefit all actors in the Perennial
Crops value chain. The following steps were taken to create awareness and
engage investors in new product development:
-
The
capacities of Awassa research centre and Awassa University were assessed
in September 2005 and their respective centres were visited. Both are
interested and positive to work with SNV and agreed to participate in
the coordination group meeting to be held in the region (October 2005).
-
Awassa research site working on smooth cayenne pine apple is at Aposto
town. The centre is working on pineapple with different treatments and
replication
-
Hawassa University has got different laboratories. Horticulture,
pathology, nutrition, tissue culture and others.
-
Private investors are supported by research institutions (Southern
Agricultural Research institute conducted research study on
“Identification of Suitable Production Areas for Pineapple Development
in SNNPRS”, Jimma Agricultural Research Centre is working on tissue
culture technology to multiply new pineapple varieties using tissue
culture).
-
Private investors on pineapple farming are encouraged (out of many
invited potential investors eight of them are committed to lease the
land in SNNPR on workshop date and flowing the work shop, additional
eight investors are registered to lease land from the same region.
-
A
work shop entitled “Commercial Propagation of Pineapple Planting
Material” co-hosted by the Ethiopian Institute of Agricultural Research
(EIAR) was held in September 2006 with the presence of 11 private
investors. Out of 11 investors three of them (Hadia, Lemat, & Family
International Trading plc) have shown interest in commercial tissue
cultures business
-
Family International Trading Plc participated on tissue culture workshop
in Nov. 29-Dec1, 2006 in Bujumbura at Burundi.
2.
Outcome
Concerning the empowerment of business thinking amongst the stakeholders
of the perennial crops value chain CG and the strengthening of networking
within the chain, there is visible progress. There is a dynamic
communication process triggered and kept alive by the facilitator and
market linkage experts of the programme. Moreover there is an engagement
in know-how transfer from state run research institutes and to open up to
the private sector. Capacity strengthening of private sector
representative institutions as well as individual private investors is
ensured.
A
breakthrough is the fact that international investors from South Africa
and the EU looked into the possibility of investing in pineapple
production and processing in Ethiopia, based on the availability of tissue
culture produced planting material. This method is the only one available
to produce the required numbers of seedlings in a relatively short time.
Attracting such potential investors is a direct result of the promotion of
tissue culture practices.
-
Communication between public and private sector players (mainly dialogue
started within Coordination group members);
-
Awareness created among public service providers on their role in
pineapple value chain development;
-
Networking of public organizations, private businesses, NGOs and donor
created for exchange of experiences and utilization of synergies;
-
Some
Investors are interested and registered to get cultivable land for
pineapple and tissue culture development from SNNPR.
3.
Critical success moments
The
most important success criterion has been that SNV was able to position
itself as a catalyst and facilitator. The programme is strictly
demand-driven and this is reflected by its working method of
action-learning. A critical success moment was when the stakeholders of
the Coordination Group first experienced that they can reflect, change and
operate the ongoing planning activities according to their own up-coming
needs.
In the future it will be decisive, whether there will be a sufficient
number of investors. Therefore the following success moments are relevant:
-
Good
agro-ecology
and a positive assessment about investment incentives to produce in the
intervention-region;
-
critical mass of investors applied;
-
technical expertise: know how transfer from state labs to private
investors;
-
technical capacity to produce a range of different varieties;
-
good
understanding of the market and hence adequate marketing strategies;
-
launching of an investment workshop: it motivated public and private
stakeholders to cooperate for pineapple value chain development and it
was an excellent opportunity to share practical information. It was an
excellent opportunity for research institutions to be in contact with
the business community and to show how their research results can be
made to use (applicable);
-
cooperation and taking a sense of ownership by government institutions
(e.g. some of SNNPR bureaus included operational plan of the BOAM
programme into their own annual plan);
-
linking Pineapple value chain with research centres (among others: Jimma
Agricultural Research Institute, South Agricultural Research Centre ,
Debub University). One of the research centers has been entrusted with
the production of the first half million seedlings for the Smooth
Cayenne variety.
4.
Lessons learned
SNV is
perceived as a competent partner for VC Development within the BOAM
programme thanks to
-
the
strong professional and interdisciplinary advisory services
-
the strong network of private and public resource persons
-
the committed members of VC Coordination Groups (CGs) and emerging
working groups.
The
action-oriented participatory approach
-
enables
stakeholders to identify, take responsibility and (pro-actively) fill in
their respective roles in VC Development
-
contributes to building capacities of stakeholders to benchmark VC
performance, assess VC up-grading needs and implement interventions
-
creates awareness on weaknesses of current predominantly top-down
(i.e. not demand-oriented) approaches of public service providers
The
Value Chain specific dialogue initiated by SNV within BOAM
-
enhances
collaboration and participation in the particular case of pineapple:
research institutes, universities, public investment promotion offices
and private investors (pineapple farmers, investors in tissue culture)
working together.
The
public-private dialogue initiated by SNV within BOAM
-
improves
the communication between public and private sector players
(mainly dialogue within CGs)
-
facilitates networking of public organisations, private businesses, NGOs
and donor organisations for exchange of experiences and utilisation of
synergies
The
Value Chain Development approach of BOAM
-
initiated
a viable approach towards VC Development in Ethiopia (“pioneer”)
-
motivates public and private VC stakeholders to contribute to VC
Development
-
stimulates investments into value-addition (next to the pineapple VC, we
can mention milk processing and seed grading in two other value chains)
-
shows
lead operators how to push and pull VC Development
-
contributes to communication and more transparency at VC nodes
-
creates ownership and trust among VC operators and facilitates linkages
-
creates awareness about the need for quality improvement/ quality
assurance
-
contributes to increased revenues and triggers replication
Success Stories
on Enterprise level
Wojet Trading PLC (honey)
[top]
APINEX
Agro Industry (honey) [top]
Sile Enat Dairy Farm Micro Enterprise
Association [top]
Library
Documents
for download [top]
SNV-BOAM, Addis Ababa 3/2007
Case study:
Ethiopian Honey and Beeswax Producers and Exporters Association
ethiopian-honey+beeswax-association.doc
33 KB
SNV-BOAM, Addis Ababa 3/2007
Case study:
Ethiopian Pulses, Oil seeds, and Spices Processors Exporters Association
(EPOSPEA)
including a case study on
Safflower Development
ethiopian-pulses-safflower.doc
40 KB
SNV-BOAM, Addis Ababa 3/2007
Ethiopian Milk and Milk Products Producers and Processors Association” (EMPPA)
ethiopian-milk+milk-products-producers.doc
34 KB
[top]
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