International Edition

Think big .
Go sm a ll. c orporate
s mode ls to in
g bus in es
Adaptin supply ch ains.
into
smallholders

What are the benefits for companies sourcing from smallholders?

How does sourcing from smallholders contribute to poverty reduction?
How have some companies incorporated smallholders into their
supply chains?
What principles should guide companies to develop a smallholder
sourcing programme?
Integrating smallholders into supply chains can help
companies attract customers and manage supply risks. Has
your business recognised the opportunity?
Consumers everywhere are growing more knowledgeable and
concerned about the ethics of where and how their food and drink
are produced. And food and beverage companies are facing a
rapidly changing world. Global demand is rising as the worlds
population grows. Yet the planets ability to meet this demand
is threatened by factors such as droughts and other expected
consequences of climate change, together with land degradation
and biofuel production.
For as long as international supply chains have existed, companies in the
food and drink sector have tried to improve efficiency and minimise costs
by simplifying and standardising their supply bases. But now is the time
for a rethink. Smallholder farms have relatively low production costs and
can manage labour-intensive crops. For domestic and global companies,
connecting with smallholder suppliers offers a competitive opportunity
to increase production while contributing to rural development. The Fair
Trade movement grew out of the recognition that most large-scale food
supply chains were bypassing smallholders. Certifying products and
adopting standards have enabled some integration of smallholders, but
the need is for change on a larger scale.
While many companies are starting to realise the sourcing potential of
smallholder-based supply chains, Oxfam and the Sustainable Food
Lab (SFL) recognise that these companies also struggle with the
challenges of linking diverse smallholders to formal markets. Development
agencies and governments are willing to support companies who take
up this challenge, because approximately two-thirds of the worlds
rural households the majority of whom live in poverty depend on
smallholder agriculture for their food and incomes.1 This briefing paper
therefore aims to show how domestic and global companies in the food
and drinks sector can deliver value for their business so that smallholder
suppliers gain value too.
There are real barriers and risks that must be addressed when linking
the worlds of small-scale, diverse producers and dynamic markets.
But recent experiences have shown that, when properly organised,
smallholder farmers can participate effectively in formal supply chains and
are able to manage their risks better, even in highly demanding markets.

Jeremy Hobbs Hal Hamilton

 1. The business case:
why source from
smallholder farmers?
Consumers are holding food and drink companies to
account for their purchasing and sourcing decisions.
Sourcing from smallholders, in the right way, can help
companies to reach and retain more consumers, generating
positive brand or corporate value, and achieving greater
corporate sustainability.

Capturing and keeping Managing reputational risk

consumers In developed countries, brands matter: brand
Incorporating smallholders into the supply value can account for as much as 50 per cent
chain allows a company to tell consumers of market capitalisation.5 But consumers do not
how their purchasing choices can improve the only care about price and value.
lives of men and women farmers. Companies
that incorporate smallholders equitably into More than ever, customers are holding
their supply chains and communicate their companies to account for their treatment of the
action through their brands can capture environment, for working conditions all along their
new customers and gain greater loyalty from supply chain, and practices such as limiting their
existing ones. investment to a small number of export zones
or sophisticated farmer-suppliers. Increasingly,
Delivering social and environmental benefits shareholders and institutional investors also
through agricultural production has long been a require accountability for a companys social and
way of developing ethical markets, as growing environmental performance.
consumer demand for Fairtrade and other
certified goods has demonstrated:
To be a company of the future, you need
Companies sourcing Fairtrade products from
the global south (where most suppliers are
visibility and management of the farm to
smallholders) have built retail sales worth over understand risks and to create good supply
2.9bn;2 stories grounded in real, positive change for
TheRainforest Alliance certification programme, rural communities.
working with mainstream tea companies such Jan-Kees Vis, Unilever7
as Lipton and Tetley, has seen a range of 511
per cent increase in sales in one year;
In
Public revelations about exploitation in the supply
2008, 51 per cent of UK shoppers said that
chain can significantly damage brand value.
they had made at least one purchase primarily
Increasingly, consumers want to trust a brands
on ethical grounds during the previous year,
production process and feel comfortable with
compared with 47 per cent in 2007 and this
its ethical credentials. In 2009 in the UK, for
despite a recession.3
example, 64 per cent of consumers said that they
In emerging markets too, such as India and had actively avoided a certain product or service
Brazil, an estimated 2 billion more urban, due to the companys behaviour.6
middle-class consumers by 2030, with higher
disposable incomes, will boost demand for
higher-value processed food and drink.4
Sourcing from smallholders will also expand the
consumer base in these markets over time.

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 Brands also matter in developing countries. A The estimated 500 million smallholders with
corporations approach to suppliers informs access to less than 2 hectares of land present
Global and how the public perceives its trustworthiness an opportunity for companies to diversify their
domestic and legitimacy it is largely this perception portfolio of suppliers in order to meet this
companies that determines whether companies have a challenge. Small-scale farmers indigenous
need to find social licence to operate. When corporations knowledge and ability to adapt can provide
solutions to the required increases in yield.
new sources of in developing countries make changes in food
Sourcing locally from smallholders can also
supply, including supply systems that harm local communities,
help corporations to reduce their carbon
investment they can suffer a civil or political backlash. In Peru,
footprints. In smallholder agriculture, risks
the increased production of asparagus for UK
in primary such as child labour exist, but these can be
and US supermarkets is facing criticism from local
production. communities and NGOs. Research has shown
managed by investing at farm level.

that groundwater levels have fallen by between Sourcing from local smallholders can reduce
one metre and five metres per annum over the costs. For instance, at a mining concession in
past eight years, in direct relation to increased Madagascar, in the remote south of the island,
asparagus cultivation. In India, when supermarket food and facilities management group Sodexo
giant Metro proposed to enter the food sector, its sourced local supplies for its canteens. Overall,
move provoked rioting by small retailers.8 the cost of using small, local producers was
no higher than using larger, more established
New sources of efficient domestic suppliers (partly due to transport
supply costs), and cheaper than buying imported goods.
By 2050, the world will have to feed 9 billion
people, and this will require an estimated
70 per cent rise in agricultural production.9
But with shrinking resources, this increased
production must be less carbon-centric
and more efficient. The International Food
Policy Research Institute (IFPRI) predicts that
climate change will reduce global agricultural
productivity by 1025 per cent by 2080.10 Water
shortages and the use of agricultural land to
produce animal feed or biofuels are already
threatening security of supply, particularly for
high-value or specialist crops.
In the past, food and drink manufacturers and
retailers have generally relied upon oversupply
in agricultural markets and have divested out
of primary production. Now, both global and
domestic companies need to find new sources
of supply, including investment in primary
production.

The estimated 500 million smallholders with access to

less than 2 hectares of land present an opportunity for
companies to diversify their portfolio of suppliers.

4
2. The development case:
why source from smallholder
farmers?
The investment by a company can be relatively modest if the company collaborates
with farmers organisations, government, and other non-commercial actors. This
approach to investment can have broader impacts on the rural sector, ensuring
that trade benefits farmers who are normally marginalised from wealth creation.

Investing in smallholder Smallholders, therefore, can benefit in

agriculture can reduce numerous ways from linking with companies
poverty and hunger and participating in new markets, including:
Agriculture remains the best opportunity for investment in the rural sector;
the estimated 1.5 to 2 billion people worldwide improved productivity;
living in smallholder households to work and increased income;
trade their way out of poverty.13 Studies show
access to technical services and training;
that growth generated by agriculture is up to
four times more effective in reducing poverty improved
infrastructure for example, by
than growth in other sectors.14 building paved roads to transport crops
through rainy seasons.
Oxfam and Unilever have worked together
to analyse value chains and identify where
companies can have the biggest impact on Helping the poorest smallholder farmers
poverty reduction.15 It is clear that linking grow more crops and get them to market is
smallholders with well-functioning local or
global markets ranging from local street
the worlds single most powerful lever for
markets to formal global value chains plays reducing hunger and poverty.
a critical part in long-term strategies to reduce Bill Gates, World Food Prize speech, 15 October 2009.
rural poverty and hunger.

Investing in independent smallholder While companies trading in countries that are

organisations, such as farmers associations or experiencing hunger or food insecurity should
co-operatives that can meet the requirements be aware of the sensitivity of purchasing
of large companies, is important. Farmer foodstuffs, hunger today is primarily an issue of
organisation enables wealth-creating trade poverty, not of global shortfalls in production.
to reach poor and remote communities and At the same time, it is important to ensure that
assists them to find other markets. They can investment in trade in order to improve incomes
also reduce the costs of seeds and other raw does not undermine the production, or local
materials, and provide access to better-value availability, of staple foods such as grains.
services, credit, or higher-quality inputs.

Smallholder agriculture is a driver of economic growth

and poverty reduction, and has strong potential to
contribute to political stability.
2008 World Development Report.

5
 Investing in women
Agricultural production depends heavily
on womens labour; therefore, ensuring
that women can overcome gender-based
constraints, such as access to training, will
increase productivity and the overall efficiency
of supply chains. Addressing the challenges
of land and crop ownership for women can
create new or increased sources of production.
In Tanzania, reducing womens domestic
workload has been shown to increase income
and productivity, and in Zambia enabling
women to invest in agriculture in the same way
as men for example, through enabling equal
access to high-quality fertiliser has increased
overall outputs by an estimated 15 per cent.16

Leveraging impact
For companies investing in
smallholders, it is not simply about
brand value or poverty reduction. Other
benefits do exist, and all reinforce one
another. This enables any investment
to be leveraged to increase both
commercial and development impact.

6
More income directly in the hands of women Financial commitment from a company can
usually translates into improved nutrition and parallel state investment in rural infrastructure,
educational outcomes, especially for girls.17 such as electricity, and can attract service
Broader studies have also concluded that providers, such as financial institutions, to rural
equalising womens status with that of men areas. In addition to supporting smallholder
could cut rates of child malnutrition, benefiting families basic needs through trade, a
millions of children under three years old.18 companys initial investment can thus leverage
Numerous studies show that female small long-term social benefits.
producers are engaged disproportionately in
Many of these investments can be achieved
local markets and in domestic food production,
by working with governments, including
compared with men.19 Investing in sectors
lobbying for positive policy support. As David
where women can gain and maintain decent
Croft of Cadbury says, There are a number
returns will boost development overall.
of issues that support the business agenda,
For example, Oxfam has supported work on that only Government policy can enable, such
organic and Fairtrade cotton production in as supporting land rights for women to enable
southern Mali, supplying prominent UK retailer them to invest in improved production.21
Marks & Spencer. Women have been trained
Selecting the right partners is a crucial
and given subsidised access to carts to
challenge. Partners can include farmer
transport organic fertiliser. As a result, they now
organisations, NGOs, or other non-commercial
account for nearly 40 per cent of all organic
actors who understand the local context and
and Fairtrade cotton producers. This contrasts
who can help a company to invest in a way
with the conventional cotton sector, where
that gradually establishes independent and
women have traditionally worked as family
sustainable smallholder operations.
labour but constitute fewer than 10 per cent of
the members of producer organisations.

Collaboration brings wider

benefits
Structural challenges such as transport
difficulties due to a lack of paved roads, or
inadequate or unreliable power supplies, can
appear to undermine the justification of a
companys independent investment. However,
there is increasing recognition by donors
that the desired rural transformation will not
be delivered solely through market forces.
Development agencies and many governments
around the world are therefore keen to support
businesses investing in trade with smallholder
farmers. For instance, in Africa, donors have
committed $22bn for food security and
agriculture through the Maputo Declaration and
Comprehensive Africa Agricultural Development
Programme (CAADP) compacts.20

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3. How new business models
can support effective
supply-chain development
Lead FMCG and retail companies have the power to influence the way that trading
relationships within their supply chains are structured. Achieving the goals of
durable and beneficial trading relationships for smallholders and consistent, quality,
cost-competitive supplies for buyers requires putting the partnership back into
supply chain management, with these partnerships operating in accordance with
the five principles set out below.

The challenge The solution

While smallholder farmers can supply primary There is, however, clear evidence that
and processed produce into local and global smallholders can be successfully incorporated
supply chains, ensuring that investment in into domestic and global supply chains, with
the supply chain delivers both commercially positive impacts on development. Global
viable products and value to the smallholder companies that have successfully done this
presents several structural challenges. Decades include:22
of under-investment mean that small-scale
Unilever; Cadbury; Costco; Coca-Cola;
producers in developing countries often
Marks & Spencer; SABMiller; Sodexo Sysco;
operate in areas with inadequate infrastructure
Tate & Lyle; and The Body Shop.
(roads, electricity, and irrigation). They
lack access to skills and services (training, Learning from successes and failures
credit, inputs), and are highly dependent on increases the chance of creating successful and
favourable weather. Their lack of uniformity and durable sourcing arrangements. The Sustainable
scattered locations require creative solutions to Food Lab, through its New Business Models for
aggregating production. Sustainable Trading Relationships partnership
project, and Oxfam, through various smallholder
Low incomes mean that many smallholders
value chain and agricultural market programmes,
lack education, have poor health, and have
have identified five principles to underpin
limited capacity to deal with shocks, e.g.
sustainable trading relationships that ensure both
sickness or extreme weather events. If
corporate and smallholder value.
contracts are not adaptable to changing market
conditions, offer less than adequate returns, or
dont work within farmers income needs at key
times, problems of side selling i.e. selling
contracted crops to a third party may arise.

Specific barriers for women, together with

on-farm issues such as management of waste,
safe use and storage of chemicals, water qual-
ity, soil management, and the treatment of farm
labour, often need to be addressed to make
supply chains socially and environmentally
responsible. Without investment to overcome
common barriers, supply problems may arise,
reinforcing the impression that smallholder
involvement inevitably raises costs and leads to
variations in product quality and problems with
integrity and traceability.

8
Linking small-scale producers
to formal markets: the five
principles23
1.Chain-wide collaboration and
innovation Case Study: Chain-wide reviews
Chain-wide collaboration, with shared goals Del Cabo, a US-based organic vegetable wholesaler,
on developing sustainable commercial trading holds annual chain-wide meetings in Mexico to analyse
relationships, with fair returns agreed by all market trends, plan planting and harvest schedules,
actors, lies at the heart of the approach. Lead and develop support strategies for organic production.
companies, through identified champions, This network works proactively to solve problems and
need to ensure collaboration and transparency includes internal funding mechanisms to offset losses
across the supply chain. This enables problems
due to changes in market conditions or field crop losses.
in both commercial and social performance to
be identified and resolved.

Close collaboration is particularly vital when

perishable commodities are involved, which Case Study: Creating partnerships and co-investment
require traceability and management of food- In Ghana, Cadbury faced supply challenges due to
safety risks. Collaboration can also stimulate deteriorating soil quality, declining productivity, and
innovation between actors in the chain as they smallholders finding alternative employment. The
grow to understand their interdependencies company needed to make a substantial investment in the
and adapt to changing markets. For example,
cocoa sector. This investment has catalysed support and
in Ghana, Unilever buys a fruit from the
further investment from the United Nations Development
Allanblackia tree for oil production, but the
length of time needed for the seeds to germinate Programme (UNDP), the Ghana Cocoa Board (COCOBOD),
was causing supply constraints. By listening to local government, farmers, and communities.
farmers, Unilevers supplier, Novel Corporation,
has discovered two innovations that have been
combined to reduce germination times.

Collaboration with a range of stakeholders

beyond the supply chain not just government
can leverage the impact of the investment
and attract further co-investment. A third party
facilitator, who understands the separate
worlds of commerce and development,
can often support the creation of new trade
relationships, reducing risks for all parties and
gradually building up mutual trust between
them. Collaboration enables issues that
companies are less well equipped to deal
with such as access to shared resources
(for example, land) between households,
opportunities for women, issues of education
and health, such as HIV to be addressed
through co-investment.

We behave as if we know nothing, and we ask farmers

to tell us stories.
Samuel Henneh of Novel Corporation, a supplier of
Allanblackia seeds to Unilever24

9
 2. Market linkages
Case Study: New farmer business models
Market linkages are common weak points
Alpina Foundation is working with Oxfam in Colombia between the informal world of smallholders and
to develop efficient small-scale dairies that can each formal supply chains. Intermediaries are
process milk from up to 200 smallholder dairy farmers. required not only to aggregate production from
If the pilot project proves commercially and socially small-scale growers, but also to provide
successful, the aim is to scale it up to integrate support and services to ensure the quality and
thousands of small dairy farmers into the companys consistency of production. Lead firms need to
recognise and support these services.
supply chain.
Intermediaries who deal in multiple products
can help smallholders spread their risks by
diversifying into other markets for different
Case Study: Bridging the last mile quality grades or rotational crops.
Hariyali Kisaan Bazaar of India is a chain of over 300
If smallholder farmers have a stake in the
collection and distribution centres that provide small-
ownership or profitability of these
scale farmers with a local hub for affordable inputs and intermediaries, it can build loyalty and increase
a link to the market through its buy-back scheme. To impact. Along with more traditional co-
meet the needs of small-scale producers, these centres operative structures, there are many models
provide access to agronomists, insurance services, emerging today of intermediaries who can
and targeted collection services, and use mobile phone combine commercial and development goals.25
technology to announce prices and special deals.

Linking worlds
Specialised intermediaries are critical to link the world of diverse and dispersed
producers with that of the global buyer. Buyers want a supply base where large
volumes, standardised procedures, and minimal management requirements combine
to minimise the cost of raw materials. Farmers, on the other hand, need fair returns
and a variety of services.

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3. Fair and transparent When farmers are hindered by a lack of
governance business expertise, organisation, and market
information, they are highly susceptible to
Fair and transparent governance of the supply
exploitative contracts or trade. Contracting with
chain is important in ensuring better quality and
organised groups of farmers is one way to
consistency of production, and more stable
bring about transparent governance, as groups
benefits for producers. The agreed terms of
of smallholders are better able to negotiate
trade, quality standards, and pricing structure
prices and the terms under which both parties
(such as premiums for high quality and
should operate. They can also use their
penalties for poor quality) must be clear
contracts as collateral for obtaining further
throughout the chain from the outset. Clear
financing. Finally, dispute resolution
on-farm management standards and incentives
mechanisms either formal or informal are
are important in promoting sustainable social
hallmarks of well-functioning governance
and environmental practices on the farm.
structures. As understanding and knowledge
improves, supply chains tend to work better.

Case Study: Confidence about prices

Cuatro Pinos, a Guatemala-based co-operative, offers non-member
producers a turn-key advanced fixed-price contract and provides
inputs on credit and technical assistance. This fixed price contract has
been shown to consistently return 710 per cent above the spot
price market.

Case Study: When times are hard

Sodexo factored in the effects of smallholders fluctuating household
incomes over the year when purchasing supplies for its canteens in
Madagascar. The company offered advance payments and created
a buffer fund to enable smallholders to maintain production when
household incomes were low, and sourced from alternative regional
suppliers at times when smallholders could get higher prices in local
wet markets.

11
 4. Equitable sharing of costs
Case Study: Reducing the risks and risks
Cuatro Pinos of Guatemala and LA Salad of the
The conventional pattern is that lead firms,
USA jointly manage an innovative risk-management
which have the market advantage of access
mechanism. By taking a fixed percentage of all sales, this
to customers, typically take much of the profit,
allows the companies to guarantee payment to farmers, while much of the risk what crop to grow,
even when they do not receive the goods ordered due, when to plant, and the cost of investment is
for example, to logistical or weather problems. borne by the smallholder and the intermediary.
Strategies to share risks (such as bad weather,
transport losses, and last-minute changes in
customer demand) more equitably throughout
Case Study: More than one the chain include better communication
Unilever is investigating securing supplies of dried about supply and demand and financial risk
vegetables from smallholders, with Oxfam. This initiative management schemes. These include
will give parallel support to local market development micro-insurance schemes against bad weather,
and reduce farmers risks from trading in a single supply chain risk-management funds, and
market. Unilevers custom will provide guaranteed shared investments to improve the functioning
income and value-added services to farmers, farm of the chain. Constant monitoring and reporting
ensure that risks are identified early.
workers, and local communities.

5. Equitable access to services

Case Study: Delivering training
Ensuring that there is equitable access to
Equator Kenya Ltd, an exporter of processed fruit
services is an essential component of a
and vegetables in Kenya, understands the importance of successful trading relationship between
technical support. The company dedicates a portion food and drink companies and small-
of its earnings to a training fund to cover the costs of scale producers, particularly where public
producer group facilitators and producer network infrastructure is weak. Smallholders need
activities. access to technical expertise, business training,
inputs such as fertilisers and high-germinating
seed, and appropriate financing.

Case Study: Technology transfer Financing is a particular problem, and a gap

that micro-finance has not filled. Smallholders
Ambrosia, a honey processing company in Ethiopia, has
need assistance to develop best practices for
invested in a training school that has given local women
soil, water, chemical, and labour management
access to new skills and technology. With the help of for their farms. Buyers cannot be expected
loans from a micro-finance institution, women have to provide all these services, but they must at
been able to invest in new types of beehive, boosting least identify and address them.
productivity and increasing household incomes.
Partnerships with other companies, NGOs,
and governments can often provide additional
financial and technical resources to support
producers. It is essential for long-term success
that services are embedded in the day-to-
day functioning of the chain through the
intermediary, the producer organisation, a
service provider, or government provider, and
not simply left to NGOs providing temporary
solutions through specific projects.

12
 4. Emerging examples of how
business models adapt
The chances of success in realising the sourcing potential and development benefits
of working with small-scale producers can be maximised when the company
ensures that purchasing practices, the structure of the supply chain, marketing
strategy, and company operations are examined and adapted where necessary.

A range of global consumer goods businesses

have invested to bring smallholders into their
supply chains. Examples include:
global brands, such as Unilever;
domestic
food businesses, such as Sri Lankan
cereal maker Plenty Foods;
wholesale suppliers, such as Superior Foods US;
smaller
European or US brands, such as
UK-based smoothie-maker Innocent.

These projects are not marginal. Plenty Foods

increased yields of soya grown by smallholders
by 50 per cent over a period of nine years by
making relatively small but consistent
investments through forward contracts, sharing
technology, and paying quality premiums to
farmers. All the companies have adapted the
way they do business ranging from purchasing
and sourcing practices to marketing strategies
and corporate operations and culture to deliver
commercial value and development benefit.

Even where such companies are not trading

directly with smallholder farmers, they are
reaching across the entire chain to work with
intermediary suppliers and engage with
farmers. Companies motivations to invest in
new trade relationships vary: Adapting the business model
The critical change for a company is to adapt its practices for
Cadbury
launched its Cocoa Partnership in sourcing and purchasing and to work with key partners in the
Ghana to counter threats to the viability of supply chain to restructure trading relationships or develop
cocoa production at the smallholder level; new chains. However, to enable change of this kind to happen,
companies also need to adapt their:
Marks& Spencer converted 100 per cent of its
corporate culture from a competitive mindset to a partnership-
tea and coffee (and subsequently other) oriented outlook;
sourcing to Fairtrade-certified products in
operations to create incentives for buyers to invest in creating
response to growing consumer demand; long-term stability and development benefits in supply chains;
SABMillerhas invested in a South African sourcing corporate or brand communications to integrate verified

model to meet the South African governments commercial and development benefits delivered through these
policy requirements for black empowerment. changes.

13
 A strong motivation has been the value of Starting the process
third-party certification programmes such as
The investment required will vary, depending
Fairtrade, which have built principles into their
on the specific geography and the structure
standards, setting out how to work with
of the supply chain. The companys capacity,
producers and offering a clear way to
corporate strategy, the strengths and
communicate with consumers. For instance,
capabilities of the men and women farmers
the Rainforest Alliance provides a way for
involved, the regional context and geography,
companies to facilitate and target investment
and the availability of supporting organisations
into smallholder farming. Each programme is
will all influence the actions required to adapt
different in the field practices it requires and in
the companys business model.
the structure of the trade it promotes. But to
get the most benefit, any such programme Typically, however, a programme will involve five
needs to be integrated within the business major elements:
model and supported with co-investments. the product value proposition;
Companies have also started to seek specialist adaptingthe purchasing and supply chain
training or advice for their purchasing teams,26 relationships;
to ensure that demands for faster, more flexible, investing
in upgrading performance at the farm,
and cheaper production do not undermine trader, and/or aggregation and processing levels;
investments in new trade relationships. Some creating
a supportive investor/partnership
companies, such as Cafdirect, The Body network;
Shop, and SABMiller, have built internal teams a community or household investment plan.
to develop new sources of supply from
smallholders. Equally important is the process of engaging
stakeholders in the value chain to make
informed decisions about their participation.

Making the impact of our Community Trade programme sustainable over

time has required close collaboration between our purchasing, R&D and
brand marketing teams, and of course our suppliers. This wasnt easy it
didnt happen overnight but in addition to the benefits for smallholders
and artisans the result generates corporate and brand value too.
Graham Clewer, Ethical Trade Manager, The Body Shop International 27

14
In our experience, we have found the following process framework for companies is effective:

1
Identify the Improved quality and security of supply
opportunity Supply chain efficiencies
existing or new Improved and expanded supply chains that incorporate small-scale producers
supply chain New marketing/product opportunities
An improved social licence to operate

2
Feasibility Is the offer attractive to men and women smallholders?

Risk Management, Monitoring, Evaluation and Learning

analysis Can the crop be grown efficiently and cost-competitively?
testing the What investment is needed to overcome structural barriers and performance issues
business and at farm and processing levels to meet required volumes and standards?
development
How do costs compare with current suppliers?
case

3
Engage What benefits are available for smallholders and the wider stakeholders in the
stakeholders supply chain?
and investors How are governments, NGOs, smallholder organisations, community groups, and
commercial organisations in the supply chain prepared to support you?

4
Design Establish the value proposition and test it across internal marketing, operations, and
smallholder supply chain management teams
sourcing Adapt practices for sourcing and purchasing to include smallholders, against the five
programme principles outlined in section three
Upgrade the enterprises along the chain, based on the identified needs, to improve
productivity and meet requirements for production and post-harvest handling
Manage partnerships and attract co-investment to overcome structural barriers and
performance issues, enabling smallholder's interests to be represented and
improving the social/environmental performance of the chain
Ensure that the corporate culture supports partnership, with incentives for buyers
that are aligned with creating long-term stability in supply chains

5
Measuring Analyse risks to the company, smallholders, and other affected parties, such as
outcomes climate change, changing consumer preferences, and currency movements
and managing Assess progress regularly: reporting back, discussions across the supply chain, and
risks through a collaborative approach to identifying and solving problems
implementation Draw up an exit plan and ensure the exit of NGOs and donors: prepare a plan to
move out of the market without damaging smallholders in the event that market
forces change

15
 5. Conclusion
By incorporating smallholders into their Co-investment with non-commercial partners
supply chains, companies can improve is a critical strategy for leveraging corporate
corporate sustainability, brand development, efforts, tackling barriers, and increasing
and customer loyalty. We know that the development benefit. Optimising these
characteristics typical of small-scale farmers investments requires proactive measures to
diverse and dispersed farms, as well as ensure that women are included in smallholder
needs for infrastructure and capacity-building sourcing programmes.
can make this a challenge. But as we look
The picture is changing all the time, and
ahead, we can see that the context continues
contains both challenges and opportunities.
to change, creating even more complexity,
What is clear is that companies, NGOs, and
because of the increasing importance of issues
governments must increase their collective
such as:
capacity to share what they have learned.
the
need to integrate into the supply chain Together we must build on our successes,
sustainable agricultural practices that can learn from our failures, and begin to engage
mitigate and adapt to climate change; more companies, NGOs, and governments
throughout the global trading system.
increases
in local food insecurity and growth in
competition for scarce natural resources e.g.
water;
shifting
production areas, as the climate
changes and rural populations migrate;
the
flow of new funds to encourage carbon
sequestration or improved watershed services;
increases
in demand and changes in
consumption patterns in local and regional
markets as the disposable income of urban
populations increases.

These new trends make the case for

co-investment in smallholder chains even more
urgent.

Companies can make agriculture work for

small-scale producers by adapting their
business model their purchasing and sourcing
practices, branding strategy, and enabling
corporate culture. The principles set out in this
briefing paper collaboration and innovation
in the supply chain, market linkages, fair and
transparent governance, sharing of costs and
risk, and equitable access to services offer
a guide to creating trading relationships that
return more value to small-scale producers
whilst delivering sustainable and commercially
viable products.

16
Notes
1 Poverty in this document refers to people living on less 20 CAADP is the agricultural programme of the New
than $2 per day, the UNs definition. The importance of Partnership for Africas Development (NEPAD), which in turn
smallholder farming to food and income security is set out in is a programme of the African Union (AU). Established by the
UN Food and Agriculture Organization (2008) The State of AU assembly in 2003, CAADP focuses on improving food
Food Insecurity in the World 2008. security, nutrition, and increasing incomes in Africas largely
farming-based economies. See: www.caadp.net.
2 Fairtrade Labelling Organisation Annual Report, 2008-9.
21 Comment from email correspondence with the author.
3 Co-Op Ethical Consumerism Report 2008, http://www.
co-operative.coop/ethicsinaction/sustainabilityreport/Ethical- 22 For these and other case studies see the Oxfam and
Consumerism-Report/ Sustainable Food Laboratory (SFL) websites http://
www.sustainablefood.org/images/stories/pdf/hvcn%20
4 http://docs.google.com/viewer?url=http://www2. innovations%20master%20document%20v15.pdf ; and
goldmansachs.com/ideas/brics/nifty-50-doc.pdf, p.13. http://www.oxfam.org.uk/resources/issues/privatesector/
business-models/index.html?ito=1940&itc=0; go to case
5 Michael Conroy, (2007) Branded: How the Certification
studies icon.
Revolution is Transforming Global Corporations, Gabriola
Island, Canada: New Society Publishers. 23 Adapted from: B. Vorley (IIED), S. Ferris (CRS), D. Seville
(SFL), and M. Lundy (CIAT) (2009) Linking Worlds: New
6 Co-Op, Ten Years of Ethical Consumerism, 19992008
Business Models for Sustainable Trading Relations between
report, available at: www.co-operativebank.co.uk/corp/pdf/
Smallholders and Formalized Markets, Sustainable Food
Ethical_Consumerism_Report.pdf
Lab white paper: http://www.sustainablefood.org/images/
7 Comment from email correspondence with the author. stories/pdf/nbm%20linking%20worlds%20.pdf

8 G.R.N. Somashekar, http://www.thehindubusinessline. 24 Comment from email correspondence with the author.
com/2003/10/23/stories/2003102300791700.htm
25 http://www.regoverningmarkets.org/
9 www.fao.org/fileadmin/templates/wsfs/docs/Issues_
26 Purchasing for People Training: http://www.impacttlimited.
papers/HLEF2050_Global_Agriculture.pdf
com/resources/purchasing-for-people-training-materials-
10 http://www.ifad.org/climate/roundtable/index.htm taster-available-for-download/; Chartered Institute of
Purchasing and Supply and Traidcraft Exchange (2008)
11 FAO (2008) State of Food insecurity in the World. Taking the Lead, A guide to more responsible procurement
practices, available at: http://www.traidcraft.co.uk/
12 Although some current practices, such as slash-and-burn Resources/Traidcraft/Documents/PDF/tx/policy_reports_
agriculture and clearing of primary forest, are problematic, taking_lead.pdf
smallholder agriculture also has the potential to reduce
carbon footprints because of its lower inputs and levels of 27 Comment from email correspondence with the author.
emissions and its high potential to absorb carbon in crops
and grazing lands. For example, degraded lands containing
lower levels of organic matter have more capacity to sink
carbon if they are properly managed with practices that build Authors: This briefing paper was written by David
soil quality and productivity. Bright (Oxfam GB), Don Seville (SFL), and Lea
13 WDR (2008) Agriculture for Development (p.3) states Borkenhagen (Oxfam GB) with support from Bill
that there are 1.5 billion people in smallholder households; P. Vorley (IIED), Gerry Boyle (Oxfam GB), Mark Lundy
Hazell, C. Poulton, S. Wiggins, and A. Dorward (2006) The (CIAT) and Penny Fowler (Oxfam GB). We gratefully
Future of Small Farms (Synthesis Paper) states over 2 billion. acknowledge the helpful comments from: Alan Doran,
These smallholders include half of the worlds undernourished Amit Vatsyayan, Christof Walter, Chris Jochnick,
people, three-quarters of Africas malnourished children, and Colin Roche, Dave Boselie, Frans de Laaf, Gine
the majority of people living in absolute poverty (IFPRI, 2005). Zwart, Isabel Vertriest, Kalina Tsang, Jan-Kees Vis,
14 www.ifad.org/events/op/2008/g8.htm Jo Zaremba, Jodie Thorpe, Johan Verburg, Joyce
Kortlandt, Katie Ricketts, Man-Kwun Chan, Rohit
15 www.oxfam.org.uk/resources/issues/trade/unilever_ Malpani, Rosemary Byrde, Roshini Moodley Naidoo,
foreuni.html Sally Baden, Sam Bickersteth, Shekhar Anand,
16 Gates, gender portfolio white paper, 14 November 2008, p.7. Stephen Kenzie, and Tensie Whelan.

17 J. Hoddinott and L. Haddad (1995) Does Female Income

Share Influence Household Expenditure Patterns?
18 L. Smith, U. Ramakrishnan, A. Ndiaye, L. Haddad, and
R. Martorell (2003) The Importance of Womens Status for
Child Nutrition in Developing Countries, International Food
Policy Research Institute (IFPRI) Research Report 131,
Washington DC: International Food Policy Research Institute;
Guha-Khasnobis and Hazarika (2006) Womens Status
and Childrens Food Security in Pakistan, World Institute
for Development Economics Research, Discussion Paper
2006/03, United Nations University; A. Quisumbing and
J. Maluccio (2000) Intrahousehold Allocation and Gender
Relations, FCND Briefs 84, IFPRI.
19 Studies include C. Deere (2005) The Feminization of
Agriculture? Economic Restructuring in Rural Latin America,
Occasional Paper 1. Geneva: United Nations Research
Institute for Social Development; C. Dolan and K. Sorby
(2003), Gender and Employment in High-Value Agriculture
Industries, World Bank, Washington, Agriculture and
Rural Development Working Paper 7; S. Garikipati (2006)
Feminization of Agricultural Labor and Womens Domestic
Status: Evidence from Labor Households in India, SSRN,
University of Liverpool; Zhang et. al. (2006) Feminization of
Agriculture in China: Debunking the Myth and Measuring the
Consequence of Women Participation in Agriculture (RIMISP).

17
About Oxfam International
Oxfam International is a confederation of 14 affiliates working together
in over 100 countries to find lasting solutions to poverty and injustice.

Development
Working with local
partner organisations,
Oxfam helps people to work
their way out of poverty
and stay out of it.
Oxfam supports people in
realising their rights, for
example, to education
and health care.

Emergency Campaigning
response Tackling the
Providing life-saving underlying policies
humanitarian aid and practices,
during emergencies, and putting pressure
and helping on leaders to make
people prepare for real and
future crises. lasting change.

18
This paper is published by Oxfam Oxfam International May 2010
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Online ISBN: 978-1-84814-105-6
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