Tanzania Cluster Competitiveness Program

Transcription

Tanzania Cluster
Competitiveness Program
Horticulture Strategy Development
Background Document
December 2009
Cluster
Competitiveness
Program
Tanzania
Cluster
Agenda
• Cluster Competitiveness Project Overview
• Competitiveness Concepts and Principles
• Components of Strategic Thinking
• Export Benchmarking and Market Trends
Cluster
Competitiveness
Program
Tanzania
Cluster
2
The Cluster Competitiveness Program (CCP)
Private Sector Competitiveness Project (PSCP)
Tanzania Private Sector Foundation (TPSF)
Bus Dev Gateway
CCP
BEST – AC
International consulting,
training & policy expertise to
improve competitiveness in
select industries
3 year technical
assistance program
in 6 industries
Year 1 start – first 3 industry
clusters / value chains
C/VC 1
C/VC 3
C/VC 2
Cluster
Competitiveness
Program
Tanzania
Cluster
Matching Grants Pr
Year 2 add – second 3 industry
clusters / value chains
C/VC 4
C/VC 5
C/VC 6
3
CCP Outcomes
Outcome 1: Improved value chains and clusters
• New linkages to domestic & int’l suppliers & customers
• Adoption of int’l quality standards
• Productivity training – new technology and/or methods
Outcome 2: Enhanced local competitiveness capacity
• Associations -- QA stds certification, cluster promotion
• Universities/trng institutes – professional devlpmnt courses
• BDS providers -- QA stds consulting, export mktg, new tech
Outcome 3 – Accelerated pace of regulatory improvements
• Policy research by industry experts
• Building advocacy capacity in associations
• Catalyzing stakeholders through PPP meetings and training
Cluster
Competitiveness
Program
Tanzania
Cluster
4
Five CCP Program Components
MAY
Prog
start
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TL
Mobilz
1 – Conduct competitiveness
diagnostics & assessments
2 – Identify
three target
clusters
3 – Craft cluster strategies
4 – Implement
cluster strategies
5 – Build capacity to sustain cluster
initiatives
Cluster
Competitiveness
Program
Tanzania
Cluster
5
Component 1 – Conduct Competitiveness Diagnostics &
Assessments
• National Competitiveness Assessment – review business
environment using World Bank DBR and WEF GCR indices
– first step to gage a country’s state of competitiveness
– solid macroeconomic growth, about average for peers
– difficult business environment, e.g., licensing
• Cluster & Value Chain Assessment – a detailed review of
eight clusters for possible program participation
Cluster
Competitiveness
Program
Tanzania
Cluster
6
Mapping the Economy - Illustrative
Tourism
Footwear
Livestock
Hides &
Skins
Textiles /
Apparel
Dairy
Meat
Pulp and
Paper
Transport/
Logistics
Wood
Products
Packaging
Oilseeds
Finance
Food
Processing
Telecom
Chem, Plastic,
Rubber Construction
Materials
Pharma
Horticulture
Iron & Steel
Sisal
Cashew
Nuts
Millets
Banana
Pulses
Mining
Health
Maize
Wheat
Seaweed
Metalworks
Pyrethrum
Cassava
Fishing /
Fish Products
Construction
Spices
Tea
Music /
Entertainment
Furniture
Cotton
Coffee
Handicraft
Forestry
Paddy
Potatoes
Tobacco
Precious
Stones/Metals
Sugar
Sorghum
Cluster
Competitiveness
Program
Tanzania
Cluster
Gems &
Jewelry
7
Clusters & Value Chain Assessment – the Process
• Staple Crops
• Horticulture / Food
Processing
• Coffee
• Cotton
• Tea
• Oilseeds
• Livestock: Meat, Dairy
• Spices
• Cashew Nuts
• Engineering/Machinery
• Tourism
• Transport/Logistics
• Footwear
• Textiles and Apparel
• Furniture
• Construction Materials
• Chemicals/Pharmaceuticals
SCALE
• Fishing / Fish Products
OF
• Wood Products
IMPACT
• Gems & Jewelry
Cluster
Competitiveness
Program
Tanzania
Cluster
•
•
•
•
•
•
•
•
COMPETITIVE
GROWTH
POTENTIAL
Horticulture
Food Processing
Tourism
Tea
Livestock – Beef, Dairy
Fishing
Textiles and Apparel
Transport/Logistics
LEADERSHIP
8
Cluster & VC Assessment Data Gathering – 8 Clusters
 Interviews with over 250 stakeholders
nationwide over an 8 week period
Cluster
Competitiveness
Program
Tanzania
Cluster
9
Cluster & Value Chain Assessment
For the selected 8 clusters we looked at:
•
•
•
•
•
•
Industry Structure
Value Chain Productivity
Access to Markets
General Business Environment
Constraints (not addressed in Business Environment)
Opportunities to Improve Competitiveness
Cluster
Competitiveness
Program
Tanzania
Cluster
10
Additional considerations in selecting three clusters
• Presence of other donors – resources committed
• Donor fatigue
• Types of recent donor activity
– narrowly focused by subsector (fruit processing), product (bottled juices) or function (new
production technology)
– or… overarching and looking at the interaction between entire industry value chains
and extended clusters -- and how to improve them
The three selected clusters are not over-resourced and little if
any strategic and overarching work has been done in them
Cluster
Competitiveness
Program
Tanzania
Cluster
11
Component 2 – Identify Three Target Clusters (from Eight)
Based on the Cluster & VC Assessment – selected:
• Horticulture – important in TZ economy (>300,000 employ),
good leadership & assoc to work with, positive growth trends,
possible interventions in productivity, quality stds, marketing/dist
• Tourism – 30% of exports & 10% of economy, some of best
assets in Africa, strong leadership & assocs, possible interventions in branding, promotion, customer service, quality stds
• Food Processing – excellent cross cutting for horticulture,
fishing, meat, dairy, important for food security, critical for
export growth, interventions in quality stds, packaging, mktg/dist
Cluster
Competitiveness
Program
Tanzania
Cluster
12
Key Constraints in the Horticulture Value Chain
Business environment
blocking new investments in
the industry
Certification and
standards for export
difficult to meet
Poor irrigation and
land management
Limited access
to skilled labor
and technology
Limited finance for
farmers
Inputs
Cluster
Competitiveness
Program
Tanzania
Cluster
Handling issues
damage products in
transit
Farmers
No cold storage
at key points, e.g
airport
Exporters
13
Horticulture: Emerging Priority Interventions
•
National Horticulture Strategy
•
Strengthen and expand cold chain
•
Establish more laboratory facilities
•
Support farm-level capacities through
extension services, model farms
•
Establish pack houses close to major
farms and at export points with cold
facilities
•
Access to finance at farm level
matched with technical support
•
ID which products into which markets
are best for competitive growth –
matched with technical support
•
Business planning and management
capacity building for farmers and
processors
Cluster
Competitiveness
Program
Tanzania
Cluster
•
Water management techniques
training for farmers
•
Strengthen link with food processors
and high value customers in Tanzania
•
Develop horticulture statistics – map
Tanzania’s regions and capacities
•
Capacity-building with farmers negotiating and contracting
•
Build capacity with associations –
lobbying and information provision
•
Establish National Code of Conduct
for Horticulture/Benchmark of
International Standards
•
Adopt better technology and
standards for processors
•
Improve government support capacity
to smallholder farmers
14
Cluster Linkages
Food
Processing
Horticulture
Demand creation
Supply chain mngt
Standards and Certifications
Tourism and
Hospitality
Cluster
Competitiveness
Program
Tanzania
Cluster
15
CCP Activity Examples
•
•
Product
Enhancements
Regulatory
Improvements
•
Improved Marketing
•
Value chain
Improvements
•
Product Differentiation
•
Branding
Cluster
Competitiveness
Program
Tanzania
Cluster
•
Adopt new quality standards
•
Association capacity devlpmnt to
deliver advocacy platforms
•
Industry experts for promo /
packaging / labeling & export dev
•
Link new customers & suppliers,
co-fund infrastructure
•
Industry experts for trends in new
product /svc lines & upgrades
•
Branding theme development, cofund int’l cluster promotion
16
Agenda
Cluster
Competitiveness
Program
Tanzania
Cluster
17
Sectors, Clusters & Value Chains
Definitions:
•
Sectors: a broad description of an industry group such as tourism,
textiles or horticulture. Sectors typically include within them:
– Clusters: a group of companies and institutions working in a
common industry sector, often benefiting from being located in
the same geographic region
– Value Chains: the full range of companies/activities required to
bring a specific product or service to market, from sourcing raw
materials to production, processing, sales and finally distribution
Cluster
Competitiveness
Program
Tanzania
Cluster
18
Value Chain Example: Pakistan Dairy
Cold Chain
Processors
Value Added
Products*
Farmer
Minimum
Pasteurization
Gawala
Delivery
Unpacked
Milk
Middle Man
* Processed milk, Ice Cream, Cheese,
Yogurt/Yogurt drinks etc.
Cluster
Competitiveness
Program
Tanzania
Cluster
19
Cluster Example: California Wine
Grapestock
Barrels
State Government Agencies
(e.g., Select Committee on Wine
Production and Economy)
Fertilizer, Pesticides,
Herbicides
Winemaking Equipment
Bottles
Caps and Corks
Grape Harvesting
Equipment
Labels
Irrigation Technology
Growers/Vineyards
Wineries/Processing
Facilities
Public Relations and
Advertising
Specialized Publications
(e.g., Wine Spectator, Trade
Journal)
California
Agricultural Cluster
Tourism Cluster
Educational, Research, & Trade
Organizations (e.g. Wine Institute,
UC Davis, Culinary Institutes)
Sources: California Wine Institute, Internet search, California State Legislature. Based on research by Michael
E Porter and MBA 1997 students R. Alexander, R. Arney, N. Black, E. Frost, and A. Shivananda.
Cluster
Competitiveness
Program
Tanzania
Cluster
Food Cluster
20
What is competitiveness?
Cluster
Competitiveness
Program
Tanzania
Cluster
21
Competitiveness is NOT just …
•
Abundant Natural Resources
•
Cheap Labor
•
Cheap Currency
•
Great Location
•
Better Government “Incentives”
Cluster
Competitiveness
Program
Tanzania
Cluster
22
Competitiveness is …
•
Better products and services (unique and
higher quality) that command higher prices on
the market
•
Investment in skilled labor force leading to
higher wages
•
Higher productivity inputs at a lower cost
•
Better market information
•
Expanded access to markets
•
Continuously improving business performance
Cluster
Competitiveness
Program
Tanzania
Cluster
23
Firm: Good Strategy and Good Operations
Good
Productivity
Frontier
Competitive Winners
Strategic
Productivity
Companies
Falling Behind
Poor
Poor
Source: Monitor Co.
Operational Productivity
Cluster
Competitiveness
Program
Tanzania
Cluster
Good
24
Strategic and Operational Productivity
Operational Productivity
Strategic Productivity
•
Lower costs
•
New and better products
•
Increased quality
•
•
More efficient technology
Supporting services that adds
value
•
Improved management
processes
•
Forward integrating
•
Target markets
•
Faster route-to-market
Run the same race faster
Cluster
Competitiveness
Program
Tanzania
Cluster
Choose to run a different race
25
Characteristics of Competitive Industries
• Customer focused – do research to understand needs
• Forward integrated – control more processing & distrib
• Innovative – regularly upgrade/offer new products &
services
• Obsessed with Quality – better inputs, production &
management processes
• Cooperative – with others related to their industry
• Market savvy – understand their competitive position
• Collaborative – work with government to solve problems
• Flexible – Use new strategies to reposition themselves
Cluster
Competitiveness
Program
Tanzania
Cluster
26
A New Model for Competing…
Strategically positioning the Tanzanian horticulture requires:
– In-depth understanding of the market and specific segments
– Efficient management from ALL providers of products/services
– Input and collaboration from all key inputs into horticulture
value chain, not just the exporters
In today’s global economy, companies do not compete against
other companies; value chains compete against value chains.
Cluster
Competitiveness
Program
Tanzania
Cluster
27
Marketing Channels, Past
P
R
O
D
U
C
E
R
S
E
X
P
O
R
T
E
R
S
B
R
O
K
E
R
S
Source: Grahame Dixie
Cluster
Competitiveness
Program
Tanzania
Cluster
I
M
P
O
R
T
E
R
S
P
R
O
C
E
S
S
O
R
S
W
H
O
L
S
A
L
E
R
S
R
E
T
A
I
L
E
R
S
C
O
N
S
U
M
E
R
S
Marketing Channels, Now/Future
P
R
O
D
U
C
E
R
S
Source: Grahame Dixie
Cluster
Competitiveness
Program
Tanzania
Cluster
C
O
N
S
U
M
E
R
S
Marketing Channels, Past and Present
1970s – 1980s
•
Multiple business links in the
marketing chain (up to 6), creating
high transaction costs
Now
•
Much fewer links/businesses in the
marketing chain (2-4)
•
Fewer, larger, more professional
businesses, including export farms
•
Multiple small-scale sales/deals
•
Numerous small specialist
companies
•
More added-value/processing in
exporting countries
•
Relatively low volumes of trade
•
•
Relatively high commodity prices
Greater volume of trade, lower
prices & transaction costs
•
Power with the bigger companies
in importing, processing,
wholesaling
•
Backward & forward vertical
integration
•
Huge retail chains dominate the
marketing chain & hold most of the
profit
Source: Adapted from Grahame Dixie
Cluster
Competitiveness
Program
Tanzania
Cluster
Building Competitiveness in Export Markets
Penetrating and competing on world markets requires firms to understand the market
demand and supplying products with unique value to the market
Supplying
valuable
products and
services
Sophisticated World Markets
Floor
WTO, HACCP, EUREGAP, “ISO”, other Market Standards
Ceiling
Repositioning Industries for
Emerging Opportunities
Understanding
the market
demand
(Global and
Regional)
Low Cost, Low Value Trap
Obtaining international standards is only the beginning of achieving competitiveness on
international markets
Cluster
Competitiveness
Program
Tanzania
Cluster
Agenda
Cluster
Competitiveness
Program
Tanzania
Cluster
32
Becoming Competitive
Building a Strategy for Horticulture
Growth Markets and
Trends in
Horticulture?
What to offer, where
and who to serve?
What do we
need?

Which markets?

Target markets?

Investment

What trends?

Which customers?

Access to Markets

Which competitors?

What products, now
and future?

Coordination

Skills and capabilities

Policy / regulations

Cluster
Competitiveness
Program
Tanzania
Cluster
At what price?
33
Strategy
A Strategy is…
•
•
•
•
•
A unique, valuable product versus
competitors
A Strategy is NOT just…
•
Aspirations and Vision
•
Value chain productivity
A different, customized position on
the market
•
A marketing campaign
•
Investment incentives
Clear, informed trade-offs, choosing
what NOT to do
•
Best practice improvement
•
Agility and Flexibility
•
Innovation
•
The internet or any technology
•
Integration
•
Alliances and partnering
Activities that fit together and
reinforce each other
Continuity of position with continual
and consistent progress
Source: Adapted from Michael Porter, 2004
Cluster
Competitiveness
Program
Tanzania
Cluster
34
Principles for Strategy Development
•
Market-oriented
•
Private-sector driven
•
Representative of all actors
•
Informed by the latest data and information
•
Ambitious, but honest and transparent
•
Actionable and accountable
Cluster
Competitiveness
Program
Tanzania
Cluster
35
Developing a Strategy
Assessing the
Potential
Prioritizing the
Development
Mobilizing the
Resources
Market Opportunities
Economic Value
Leadership
Production Possibilities
Social Impact
Investment
Geographic Locations
Environmental
Sustainability
Building
Capacity
Time, phasing
and feasibility
Collective Will
& Action
Expand Horticulture
Networks
Cluster
Competitiveness
Program
Tanzania
Cluster
36
Components of a Strategic Agenda
Productivity
Market and Product
Enhancements
Development
Infrastructure and Logistics
Financing
Industry Standards
Workforce Development
Industry Organization and Supporting Institutions
Regulatory Reforms
Cluster
Competitiveness
Program
Tanzania
Cluster
37
Agenda
Cluster
Competitiveness
Program
Tanzania
Cluster
38
Horticulture Exports
Exports of live trees, plants, cut flowers etc
USD $ 000s
700,000
584,684
600,000
Kenya
500,000
442,149
400,000
300,000
South Africa
Ethiopia
358,939
273,336
Thailand
283,898
Chile
Tanzania
200,000
100,000
Ghana
TZ=
14,302
TZ=
15,759
TZ=
11,422
TZ=
48,628
TZ=
24,638
-
2004
2005
2006
2007
2008
While exports of trees, plants, and flowers have increased in Tanzania over the
past few years, other countries (including Kenya and Ethiopia) have shown
consistent steady growth since 2004.
Source: TradeMap, 2009
Cluster
Competitiveness
Program
Tanzania
Cluster
USD $ 000s
60,000
TZ Exports of live trees, plants, cut flowers
48,628
50,000
40,000
30,000
24,638
20,000
14,302
15,759
11,422
10,000
2004
2005
2006
2007
2008
Tanzania’s exports of trees and cut flowers doubled in 2007 and in 2008.
Cluster
Competitiveness
Program
Tanzania
Cluster
USD $ 000s
Exports of Vegetables, 000s $
300,000
250,000
225,908
Thailand
198,069
200,000
Kenya
Ethiopia
150,136
150,000
100,000
50,000
Chile
KY
65,787
Tanzania
99,617
South Africa
78,554
TZ=
18,965
TZ=
36,115
TZ=
23,571
Ghana
54,642
2004
2005
2006
2007
2008
An examination of vegetable exports tells a similar story. The primary exporters of vegetables
(such as Kenya and Ethiopia, as well as Thailand), have shown steady growth since 2004.
However, Tanzania has narrowed the gap over the past two years, surpassing South Africa.
Cluster
Competitiveness
Program
Tanzania
Cluster
USD $ 000s
TZ Exports of Vegetables
90,000
78,554
80,000
70,000
60,000
54,642
50,000
40,000
36,115
30,000
20,000
23,571
18,965
10,000
2004
2005
2006
2007
2008
Tanzania’s vegetable exports have more than tripled in the past two years.
Cluster
Competitiveness
Program
Tanzania
Cluster
USD $ 000s
Exports of Fruits, citrus fruit, melons
5,000,000
4,518,652
4,500,000
4,000,000
Chile
3,500,000
South Africa
3,000,000
2,500,000
2,000,000
Thailand
2,470,956
Kenya
2,166,708
1,737,152
1,864,348
Ghana
Ethiopia
1,500,000
Tanzania
1,000,000
TZ=
838
500,000
2004
TZ=
797
2005
TZ=
769
2006
TZ=
679
TZ=
832
2007
2008
Chile dominates comparator countries in fruit exports. It is interesting to note that Chile
doubled exports from 2007 to 2008; while exports from African countries were flat. This may be
attributable to the free trade agreement Chile signed with the US.
Cluster
Competitiveness
Program
Tanzania
Cluster
Exports of Fruits, citrus fruit, melons
USD $ 000s
1,541,138
1,600,000
1,437,728
1,400,000
1,200,000
1,147,927
1,181,877
1,114,719
South Africa
1,000,000
Thailand
800,000
Kenya
600,000
Tanzania
400,000
200,000
KY=
17,057
KY=
17,530
TZ=838
KY=
21,253
TZ=797
KY=
21,297
TZ=769
KY=
26,626
TZ=832
TZ=679
2004
2005
2006
2007
2008
A closer examination shows that Tanzania’s fruit exports have declined slightly since 2004
from a fairly low base. Ghana has shown a steep decline in the same period of time and has
been replaced by Kenya as the regional leader.
Cluster
Competitiveness
Program
Tanzania
Cluster
USD $ 000s
Exports of Spices
45,000
38,712
40,000
35,700
35,000
Thailand
30,000
Chile
25,000
South Africa
20,000
18,037
17,151
14,912
16,058
Tanzania
Ethiopia
9,580
15,000
Kenya
9,272
10,806
8,906
6,843
10,000
8,802
6,615
3,919
5,000
1,990
2004
2005
2006
2007
2008
Tanzanian spice exports jumped from 2007 to 2008 after several years of flat growth
and rivals South Africa for the regional lead.
Cluster
Competitiveness
Program
Tanzania
Cluster
Key Market Trends in Horticulture: Consumer Side
• Increased demand for fresh produce, especially as an
alternative to processed fruits and vegetables; largely
driven by health concerns
• Food safety being given increased attention; has
ramifications for certification and traceability (origin ie
halal, vegetarian, or non-GMO) and certified production
processes (HACCP, GAP)
• Convenience at a premium, but must be balanced with
health concerns; may have an impact on fruits, increasing
demand for ready-to-eat (apples, pears, and bananas) vs.
citrus fruits, which must be peeled
Cluster
Competitiveness
Program
Tanzania
Cluster
Key Market Trends in Horticulture: Consumer Side
• Increased consumer power includes demand to know where a
product comes from, how it was grown, and health/nutritional
properties
• Growing urbanization in South Asia leading to lower grain
consumption and more consumption of fruits/ vegetables
• Due to high levels of vegetarianism (64% of South Asian are Hindu
and do not eat meat) consumers turning to fruits and vegetables more
than toward meat
• Consumers care more about environmental sustainability in purchase
decisions; may have impact on exports as consumers turn toward
locally grown food, but organic foods to benefit
Cluster
Competitiveness
Program
Tanzania
Cluster
Key Market Trends in Horticulture: Organic
• Production arrangements/contracts between producers & restaurants
• Retail chains (in the West) dedicated exclusively to organics
• Food service industry increasingly offering organic alternatives
• Major grocery retailers increasing space for organic products
• Large conventional food processors developing organic versions of
name-brand products
• Organic selection of fresh and ready products (ie bagged salads)
• Organic consumer demographics diversifying; no longer being
defined by one single ethnic group or segment of the population
• Retailers/processors sourcing organic product outside North America
Cluster
Competitiveness
Program
Tanzania
Cluster
Key Trends in Horticulture: Retail Side
• Streamlined supply chains, with decline in share of wholesalers
relative to retailers
• Wholesalers increasingly being bypassed in response to a growing
demand for specialized and value-added products
• Increase in the variety of produce and the number of branded
products offered at retail
• Increase in the sales of fresh-cut fruit, despite higher price point
(which remains an obstacle for some); for example, fresh-cut produce
sales in the US increased from $8.9 billion to $15.5 billion between
2003 and 2007
Cluster
Competitiveness
Program
Tanzania
Cluster
• Closer relationships developing between
producers/suppliers and the retail buyer than ever before;
producers and suppliers playing an active role in improving
category profitability, not just providing product
• Producers and suppliers providing services such as
returnable cartons, automatic inventory replenishment
programs
• Producers/suppliers joining to increase market presence
• Emergence of large distributors serving retail grocery and
food service segments
Cluster
Competitiveness
Program
Tanzania
Cluster
• Increasing importance of food away from home sector (such as
restaurants and hotels), which is a growth market because people still
want healthy meals even though they are eating out
• More shippers are marketing directly to the consumer (ie via
websites)
• Key trends in packing include semi-prepared fruits and vegetables,
quantity standardization, and pre-packs
• Arguably the most important standard for African exporters of fruits
and vegetables is EurepGAP because of the importance of Europe as
a market
Cluster
Competitiveness
Program
Tanzania
Cluster
Figure 1. Example Horticulture Products in Tanzania
Vegetables
• Green Beans • Chili Peppers
• Asparagus
• Baby Corn
• Snap Peas
• Broccoli
• Baby Carrots • Tomatoes
• Onions
• Snow Peas
• Cabbages
• Green Peas
• Nightshade
• Peppers
• Okra
• Amaranth
• Pumpkin
• Cassava Leaves
Cut Flowers and
Ornamental Plants
• Roses
• Chrysanthemum
• Cuttings
• Other ornamentals
Cluster
Competitiveness
Program
Tanzania
Cluster
Fruits
• Apples
• Berries
• Jack Fruit
• Mangoes
• Oranges
• Papaya
• Pawpaw
• Passion Fruit
• Pears
• Pineapple
• Plums
Spices, Herbs and Nuts
• Cardamom
• Cinnamon
• Clove
• Nutmeg
• Vanilla
• Herbal Medicines
• Macademia Nuts
Horticulture crops can be transformed in many ways…
Fresh
Processed
Cluster
Competitiveness
Program
Tanzania
Cluster
Packed
… and marketed profitably in various markets
Regional
Export
Local
Cluster
Competitiveness
Program
Tanzania
Cluster
Figure 5. Growth Strategy for Horticulture
Mobilize Human
Resources
Promote Horticulture in
Tanzania
Strengthen Industry
Linkages
Expand Long-term
Financing & Investment
Expand Production Base
& Improve Quality
Address Land, Policy &
Infrastructure Bottlenecks
Support Market
Development
Cluster
Competitiveness
Program
Tanzania
Cluster
Tanzania Horticulture
Competitiveness Agenda
20.0%
18.0%
86,716,351
16.0%
137,193,413
14.0%
97,540,611
12.0%
153,358,067
118,008,935
107,153,790
10.0%
8.0%
74,290,203
6.0%
69,092,226
4.0%
2.0%
0.0%
1998
2000
2002
Cluster
Competitiveness
Program
Tanzania
Cluster
2004
2006
2008
2010
2001
$ USD 69 billion
Cluster
Competitiveness
Program
Tanzania
Cluster
2008
$ USD 153 billion
Farm Production
Pressure Points
Risk to
Farmer
Access
to Land
+
Cluster
Competitiveness
Program
Tanzania
Cluster
Irrigation
+
Financing
Cluster Linkages
Figure 7. Expanding Production and Improving Quality
Access to Land
Good
Agriculture
Practices
Irrigation
& Fertilizer
Cluster
Competitiveness
Program
Tanzania
Cluster
Financing
59
Volume
Agricultural Chemicals in Tanzania
25
21
20
15
Demand
Availability
10
6
4
5
2.1
Solid Formulation (tons)
Liquid Formulation
(million litres)
Source: Salum Shamte, Kilimo Kwanza Key Elements, TNBC, 2010
Cluster
Competitiveness
Program
Tanzania
Cluster
60
Farmer Field Schools
Market Service Centers
Export Market Linkages
Model Farms
Pack Houses
Testing Laboratories
Land
Access
Market Intelligence
Water
Access
Finance
Access
Cluster
Competitiveness
Program
Tanzania
Cluster
Good
Agric
Practice
Cold
Chain
Quality
Control
Reaching
Scale
Market
Intel
Route
– to –
Market
Figure 9. Transforming the Horticulture Value Chain
Model
Farms
Certified
Nurseries /
Fertilizers
Pack
Houses
Farmer
Field
Schools
Expanded
finance for
farmers
Inputs
On-farm
Cluster
Competitiveness
Program
Tanzania
Cluster
Farmer
Market
Centers
Packing / Transport
Cold storage at key
distribution points,
(e.g airport)
Market
62
Assets
Central plateau
(Morogoro/Dodoma)
• Suitable for tropical fruit
(passion fruit, mangos) as
well as flowers
• Advanced plans by
consortium of 16 Dutch flower
farmers to set up farms
Mbeya
• Citrus fruit and tropical fruit
• Association of mango farmers
exporting to Asia
Cluster
Competitiveness
Program
Tanzania
Cluster
Source:
map from http://eusoils.jrc.it/esdb_archive/EuDASM/africa/maps/afr_tz2001_to.htm
Northern highlands
(Arusha/Kilimanjaro)
• Ideal for full range of
European flowers, cuttings,
vegetables, fruits and seeds
• More then 30 flower and
vegetable farms already
exporting to Europe
Coast Zone (Tanga/Pwani)
• Citrus fruit and tropical fruit
• Dutch group developing
passion fruit frozen
concentrate operation
Southern highlands (Iringa)
• Ideal for full range of
European flowers, cuttings,
vegetables, fruits and seeds
• Traditional fruit growing area
• Largely undeveloped; export
potential with opening of new
airport
Assets
Mwanza
Cluster
Competitiveness
Program
Tanzania
Cluster
Source:
map from http://eusoils.jrc.it/esdb_archive/EuDASM/africa/maps/afr_tz2001_to.htm
Geographic Concentration of Manufacturing Industries
Furniture, others
Machinery & Electric
Metal & Allied
Building Materials
Chem, Plstc, Rubber
Paper & Publishing
Timber & Wood
Leather & Footwear
Textile & Garments
Food, Bev, & Tob
Dar es Salaam
22
Scale
= 1 firm
= 10 firms
= 20 firms
Cluster
Competitiveness
Program
Tanzania
Cluster
65
Figure 4. Tanzania Horticulture Export Potential
USD $ Millions
1,850
2,000
1,500
1,000
500
150 185
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Note: 2010 figure based on 2008 exports figures from UNComtrade with modest annual growth assumption of 10% in 2010.
Growth projections from 2010 to 2020 based on an average annual growth rate of 25%
Cluster
Competitiveness
Program
Tanzania
Cluster
66
Figure 2. Tanzania Horticulture Export Performance
USD $
Millions
160
140
120
100
80
60
40
20
-
146
89
62
45
2004
45
2005
2006
2007
2008
Source: UNComtrade Data, 2010
Cluster
Competitiveness
Program
Tanzania
Cluster
67
Horticultural Exports, USD$ millions
2,000
1,800
1,600
1,400
South Africa
1,200
Kenya
1,000
846 (KY)
800
400
Tanzania
668 (KY)
600
537 (KY)
358 (KY)
200
45 (TZ)
Ethiopia
Ghana
405 (KY)
62 (TZ)
45 (TZ)
89 (TZ)
146 (TZ)
2004
2005
2006
2007
2008
Source: UN Comtrade Data, CCP Analysis, based on horticulture segments outlined above
Cluster
Competitiveness
Program
Tanzania
Cluster
68
USD $
m illion
Ethiopia Horticulture Exports
400
348
350
300
250
203
200
150
100
104
46
66
50
2004
Cluster
Competitiveness
Program
Tanzania
Cluster
2005
2006
2007
2008
69

Tanzania Cluster Competitiveness Program

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