Agricultural Research Management Information System

Home
Research Summary
Search
About Us
- ARMIS
- Brochure
Contact Us
Report
User Request
Data Input
Help
- Operation Manual
  - PDF
  - Video
- Program Area & Commodity
We have reached 37600 number of research entries at this moment.

- Logout

Research Detail

Home
Research
Detail

Value Chain of Pangas and Tilapia in Bangladesh

Md. Taj Uddin
Department of Agricultural Economics, Bangladesh Agricultural University, Mymensingh-2202, Bangladesh

Apurba Goswami
Department of Agricultural Economics, Bangladesh Agricultural University, Mymensingh-2202, Bangladesh

Md. Salehur Rahman
Institute of Agribusiness and Development Studies, Bangladesh Agricultural University, Mymensingh-2202, Bangladesh

Aurup Ratan Dhar
Department of Agricultural Economics, Bangladesh Agricultural University, Mymensingh-2202, Bangladesh

Md. Akhtaruzzaman Khan
Department of Agricultural Finance, Bangladesh Agricultural University, Mymensingh-2202, Bangladesh

Abstract/ Executive Summary:

The study assessed pangas and tilapia value chain, and analyze the internal and external governance of the market actors at different levels. Two hundred samples (100 for each of pangas and tilapia fish) were included in the study from selected areas of Bangladesh. A combination of descriptive statistics and mathematical analysis were used to analyze the data. GAMM analysis was used to address the actors and their functions, product flow, information flow and governance of pangas and tilapia value chain. The study reveals that among all the actors, processors added the highest value and farmers followed it. The internal and external governance issues followed by different actors could be ranked as average, which reveals the improvement issue through intervention from respective authorities. SWOT analysis indicated high demand for pangas and tilapia in domestic and international markets, inadequate market infrastructure and increasing cost of feed as major strength, weakness and threat, respectively. The study recommended that good governance should be ensured from the production point to consumer along all the actors of value chain. Government should take step about monitoring the feed quality and improvement of pangas and tilapia value chain governance. Moreover, DoF, BFRI and NGOs should play the assigned role to train up the chain actors and provide extension services in order to explore the export potential of pangas and tilapia fishes in Bangladesh.

Keywords: GAMM analysis; Value chain map; Governance; SWOT analysis; Bangladesh

Location: Department of Agricultural Economics, Bangladesh Agricultural University, Mymensingh-2202, Bangladesh

Start Date:

End Date:

Program Area: Socio-economic and Policy

Non-commodity: Market analysis

Objectives:

The specific objectives of the study are: i) to develop pangas and tilapia value chain map and estimate the value addition by different actors; and ii) to address the governance structure of pangas and tilapia value chain actors. The findings from this study will help to make the policy options about pangas and tilapia fish culture and its extension.

Methodology:

Study Areas and Sample Size The pangas and tilapia farmers and other actors were selected purposively from different study areas. Total sample size was 200, of which 100 were involved with pangas fish and remaining 100 were involved with tilapia fish (i.e., hatcheries and nurseries, farmers, input suppliers, aratdars, wholesalers, processors, retailers and consumers). The study was based on both primary and secondary sources of data and information. Researchers collected first-hand data and related information through direct interview and 09 focus group discussions (FGDs) using different types of questionnaire. The findings from FGDs were incorporated in value chain mapping and assessing governance issues. Secondary data and information having relevancy with this study were also collected for the purpose of analysis. Analytical Techniques: GAMM analysis Gendered and Adapted Market Mapping (GAMM) analysis was used to examine the value chain map and value chain governance of pangas and tilapia. GAMM analysis incorporated a series of subsector mapping for purposes of analyses (OXFAM, 2013). Three parts of GAMM analysis are: Part I: Assessing and mapping value chain; Part II: Assessing and mapping service market; and Part III: Assessing and mapping of (dis) enabling environment. Part I: Assessing and mapping value chain GAMM starts with identifying the core value chain and includes respective value additions and issues observed at each level. Different types and number of actors are identified first based on their respective roles relative to the product along the value chain. Once identified, these actors are placed along the chain according to the sequence of the ?ow of the product. The dynamics and issues associated with every type of actor are then articulated. Value additions of different stakeholders were estimated using the following equations (Acharya and Agarwal, 1987):
Gross margin = Sales price – Production cost/Purchase price; Value addition by pangas and tilapia producers = Gross margin – Production cost; Value addition by individual actors = Gross margin – Purchase price; Price spread = Consumers’ purchase price – Producers’ sales price; Producers’ share to consumers’ Tk. = (Producers’ sales price ‚ Consumers’ purchase price) × 100
Part II: Assessing and mapping service market Along any product value chain, a network of actors termed the service market supports the core actors of the chain. The types of services and their providers vary across areas, products and time. As such, service market mapping incorporates a wide range of components related to this aspect i.e., starting from embedded services, free-based services, their payments, to service delivery mechanisms, and how of benefits, among all other related factors. Part III: Assessing and mapping of (dis) enabling environment Issues such as government rules and policies, social norms and practices, infrastructure, topology, natural ambience and other underlying factors typically are not emphasized in core value chain frameworks. Despite their profound influence on the core value chain, these aspects are conventionally considered as ‘extraneous’ factors, and their primacy of being significant determinants in the power dynamics and structures of product markets are dismissed as secondary. These phenomena are labeled as (dis) enabling environments. Value chain governance Main issues in value chain governance include coordination, communication or transmission of information, distribution of (market) power, and collaboration. Governance tools in value chains include rules (or standards), which may be product standards (e.g., food hygiene standards) or process standards (e.g., health and safety standards for employees). Internal or formal governance refers to food safety and quality standards that buyers make on producers and exporters and change behaviour in supply chains. External or informal governance is the institutional framework that governs how the chains operate (Kruijssen and Young, 2012). SWOT Analysis SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. By definition, Strengths (S) and Weaknesses (W) are considered internal factors over which people have some measure of control. In addition, by definition, Opportunities (O) and Threats (T) are considered external factors over which we have essentially no control. SWOT analysis guides to identify the positives and negatives inside of the organization (SW) and outside of it, in the external environment (O-T). Developing a full awareness of the situation can help with both strategic planning and decision making (Kotler et al., 2009). The SWOT analysis will give some insight to positive and negative sides of pangas and tilapia value chain.

Source of Information: J Bangladesh Agril Univ 16(3): 503–512, 2018 ISSN 1810-3030 (Print) 2408-8684 (Online)

Article Link (Online Journal): https://doi.org/10.3329/jbau.v16i3.39448

Funding Source:

Budget:

Total Budget (Tk.) :

Achievement/Findings:

The study concludes that potential of pangas and tilapia production in Bangladesh is enormous and many farmers have devoted them in pangas and tilapia culture because of their high income from these. The primary market actors of pangas and tilapia value chain were farmer, aratdar, wholesaler, processor and retailer. Among all the actors, processors added the highest value which was followed by farmers. Moreover, processors were fully aware of importance of quality standard and maintained all the indicators of quality standard sincerely. As profit earners, traders were the most casual group of value chain actors and they were not so serious with governance issues. The study identified that major strength of pangas and tilapia production was peoples’ preference for tilapia due to cheaper price and taste. Questionable quality of fry and lack of value chain governance were identified as one of the major weaknesses. The major opportunities included high demand in domestic market as well as international market, and increase in income of farmers, traders and associated groups. The study also identified increasing cost of feed as serious threat. Some recommendations are put forward with a view to improve the entire value chain of pangas and tilapia fishes. Good governance should be ensured from the production point to consumer along all the actors of value chain. Government should take step about monitoring the feed quality and improvement of pangas and tilapia value chain governance. Moreover, DoF, BFRI and NGOs should play the assigned role to train up the chain actors and provide extension services in order to explore the export potential of pangas and tilapia fishes in Bangladesh.

Knowledge Management: Journal