The Philippine Calamansi Association

Jacob Benedict, AEM & IARD; Julia Crowley, CRP; Anna Enocksson, PLSCI; Bradly Verdant, MAE; Advised by Prof Chris Wien, HORT: Cornell University, Ithaca, NY
ABSTRACT
The Philippines grows more calamansi than any other citrus fruit. Yet the calamansi processors are struggling to expand into new markets. Five main challenge areas were identified related to this issue: calamansi
supply, packaging supply, standardization, organizational capacity, and marketing. Ideas for mitigating these challenges through the Philippine Calamansi Association, Inc. include working both towards internal and
external objectives, improving organizational structure as well as targeting critical elements throughout the whole value chain, from farm to market.
THE PHILIPPINES
THE CALAMANSI
PCAI
The Philippines is an insular Southeast Asian country that was
colonialized for over three centuries. It achieved full
independence in 1946, and since then, the nation’s economy
has experienced both highs and lows. In 2012, the World Bank
ranked the Philippines as the 41st largest economy in the
world1. However, the nation relies heavily on remittances
from its 6.3 million2 registered oversees workers. Although
the process of looking for higher wages abroad has become
quite popular in the Philippines, many groups are pushing for
local innovation.
Calamansi (x Citrofortunella microcarpa) is a citrus most
abundant in the Philippines. It grows in sandy, fertile soils3 and
is around the size of a golf ball. The calamansi has a sour taste
that is often used for flavoring as well as for the production of
the popular beverage known as calamansi juice. The western
Philippine province of Oriental Mindoro is the leading
producer of calamansi having accounted for 60% of the total
production in 20104.
The Philippine Calamansi Association, Incorporated (PCAI) was
founded in January 2013 by a group of Philippine calamansi
processors5. Its mission is to unite as one force in order to
promote the calamansi as an acceptable product in both local
and international markets4. PCAI currently has 16 members
and is led by its president, Ms. Helen Del Rosario5. PCAI has a
strategic plan that emphasizes research, extension, marketing,
and regulation.
SITUATIONAL ANALYSIS
METHODOLOGY
A team of four Cornell University students and
one horticulture professor conducted field
research in the Philippines over a two-week
period in order to better understand the
challenges and achievements of PCAI as
expressed by Ms. Helen Del Rosario. During this
period, the team gathered data through visual
observations, presentations, and interviews
with local farmers and processors. The farms
visited were derived through a convenience
sample of farmers as the visits were arranged by
Ms. Del Rosario and local government officials.
Challenge 1
Challenge 2
Challenge 3
Challenge 4
Challenge 5
Calamansi Supply
The supply of calamansi is dictated by
the seasonality of the fruit production.
During peak season up to 20% of the
fruit is wasted, and during lean season
supply is low.
• Increase the peak season
processing capacity and storage
• Improve the lean season
productivity by adjusting the
production season
Packaging Supply
Some PCAI members are experiencing
difficulties obtaining the
right
packaging material from imports due
to lead time and minimum order sizes.
• Short-term: Collectively source
packaging material
• Long-term: Lobby for the
establishment of a packaging sector
in the Philippines
Standardization
There is a lack of standardization in
regards to expectations and quality of
products.
• Develop clear product categories
for what e.g. an extract or
concentrate should contain
• Encourage PCAI members to
strive towards HACCP certification
or a similar food safety standard
Organizational Capacity
PCAI is struggling to have a major
impact on the beverage industry with
its current organization.
• Prorate membership dues based
on volume of production
• Develop
PCAI
standardized
expectations for members
• Establish strategic partnerships
with related industries
Marketing
The calamansi has a weak reputation
both inside and outside of the
Philippines.
• Develop clear communication
practices for PCAI with logotype
and standard templates
• Study peer organizations that
have worked with fruits
Calamansi Value Chain
CONCLUSION
The Philippines Calamansi Association, Inc. operates in a
dynamic environment and has to deal with both present and
future challenges. To do so, they must consider the following:
• Address current fluctuation in supply due to seasonality
while securing a reliable supply for other inputs, namely
packaging.
• Work closely with government and academic institutions to
increase resources in the areas of research and extensions
towards calamansi production and value chain.
• Continue to push for standardized practices and a unified
vision within PCAI while efficiently addressing its objectives
one step at a time.
REFERENCES CITED
1. World Bank (2012). Gross Domestic Product 2012. Retrieved March
2014, from the World Bank:
http://databank.worldbank.org/data/download/GDP.pdf
2. Rappler (February 2014). Aquino: Registered OFWs nearly tripled to
6.3M from 2011. Retrieved February 2014, from Rappler:
http://www.rappler.com/business/jobs/50149-Aquino-registered-ofwsnow-at-6-3-million
3. Morton, J. (1987). Calamondin. Retrieved February 2014, from Purdue
University:
http://www.hort.purdue.edu/newcrop/morton/calamondin.html#Culture
4. PCAI. (January 2014). PCAI Roadmap. Presentation for SMART visit.
5. PCAI. (January 2014). Folder with material presented to SMART during
meeting with PCAI in the Philippines.
Photographs: Taken by Anna Enocksson for SMART Philippines 2014
Map: Created by Julia Crowley, based on production data from PCAI (4)
and map data from https://philgis.org/