Final Formatted Report - Indonesia Cocoa Value Chain

Value Chain Assessment:
microREPORT #2
Indonesia Cocoa
Henry Panlibuton
Maggie Meyer
June 2004
Accelerated Microenterprise Advancement Project

Accelerated Microenterprise Advancement Project (AMAP) is a 4-year
contracting facility that USAID/Washington and Missions can use to acquire
technical services to design, implement, or evaluate microenterprise
development, which is an important tool for economic growth and poverty
alleviation.
For more information on AMAP and related publications, please visit

www.microLINKS.org.
Accelerated Microenterprise Advancement Project

Contract Number: GEG-I-00-02-00016-00
Task Order: Knowledge and Practice
Contractor: ACDI/VOCA
Olaf Kula, Program Manager
Tel: (202) 879-0213
E-mail: [email protected]
Henry Panlibuton, M.B.A., Team Leader, is a Senior Associate at Action for

Enterprise (AFE). E-mail: [email protected]
Maggie Meyer, Sector Specialist, is an Associate Director in the Food for

Development Division at ACDI/VOCA. E-mail: [email protected]
ACDI/VOCA is a private, non-profit international development organization

based in Washington, DC.
Contents
Abbreviations..................................................................................................................................iv
Executive Summary.........................................................................................................................v
1Background and Research Approach.............................................................................................1
1.1 Background............................................................................................................................1
1.2 Research Approach................................................................................................................2
Indonesia’s Position in the Global Value Chain..............................................................................4
2.1 Major Market Segments for Cocoa .......................................................................................4
Charateristics of the Value Chain in Indonesia................................................................................8
3.1 Overview of Indonesian Cocoa..............................................................................................8
3.2 Governance and Power........................................................................................................11
3.3 Margins and the Distribution of Returns.............................................................................12
Illustrative Program Strategies.......................................................................................................14
4.1 Identification of Major Constraints and Opportunities........................................................14
4.2 Identification and Prioritization of Possible Commercially Viable Solutions.....................17
Recommendations and Conclusion................................................................................................19
Detailed Description of Value Chain Participants.....................................................................35
Assessment of Targeted Solutions ............................................................................................47
Bi-lateral Donor Investments in Cocoa......................................................................................51
Multi-lateral Donor Investments in Cocoa................................................................................52
Government of Indonesia Investments in Cocoa.......................................................................53
Private Sector Investments in Cocoa.........................................................................................54
Appendix 1: Scope of Work..........................................................................................................23
Appendix 2. Itinerary and Contact Information for Organizations/Individuals Interviewed........29
Appendix 3: Details of Assessment Activities...............................................................................33
Appendix 4: Summary of Indonesian Cocoa.................................................................................34
Appendix 5: Detailed Description of Value Chain Participants....................................................35
Appendix 6: ICT considerations for Value Chain Assessments ...................................................40
Appendix 7: Short-Listing of Commercially Viable Solutions.....................................................45
Appendix 8: Illustrative Assessments of Commercially Viable Solutions....................................48
Appendix 9: Current Investments (public and private) in Indonesian Cocoa................................51
iii
Abbreviations
ACDI/VOCA Agricultural Cooperative Development International/

Volunteers in Overseas Cooperative Assistance
ADB Asian Development Bank
ADM Archer Daniels Midland Inc.
AFE Action for Enterprise
APIKCI Indonesia Cocoa Processors and Manufacturers Association
ASKINDO Indonesia Cocoa Association
CPB Cocoa Pod Borer
DEPTAN Department Pertanian (Ministry of Agriculture)
DISBUN Dinas Perkebunan (District/Provincial Estate Crops Services)
FAQ Free Air / Fair Average Quality Cocoa Bean
FOB Free on Board
GoI Government of the Republic of Indonesia
ICCO International Cocoa Organization
ICT Information, Communication, and Technology
IFC International Finance Corporation
IPM Integrated Pest Management
MD Microenterprise Development Office (USAID)
MFI Microfinance Institutions
MSE Micro- and small-scale enterprises
MT Metric Ton
PENSA Pemgembangan Usaha (Program for Eastern Indonesian SME Assistance)
PsPSP Panen sering (Frequent harvesting), Pemangkasan (Pruning), Sanitasi
(Sanitation) and Pemupukan (Fertilization)
SNI National Standards Board of Indonesia
SUCCESS Sustainable Cocoa Extension Services for Smallholders Alliance
USAID United States Agency for International Development
iv
Executive Summary
The primary objectives of this assessment were to:

− determine the major constraints and opportunities to growth and expansion of the cocoa
sector in Indonesia (primarily Sulawesi);
− propose strategies to alleviate or at least mitigate those constraints, and;
− assess current public and private sector investments to support cocoa in Indonesia.
With over 426,000 metric tons (MT) of cocoa beans1 produced in 2003, Indonesia is the third
largest producer of cocoa in the world after Ghana and the Ivory Coast. Indonesian cocoa
exports are currently valued at approximately $600-700 million per year and provide the main
source of income and livelihood for over 400,000 smallholder farmers and their families. On the
island of Sulawesi, smallholder farmers working on plots ranging from 0.5 to 1.5 hectares
produce over 80% of the cocoa exports from Indonesia.
Indonesia’s primary competitive advantage in global cocoa trade lies in its ability to supply large
quantities of beans. Current cocoa yields in Indonesia range from 400 to 800 kg/hectare, with the
potential to increase yields as high as 1 to 1.5 MT/ha. Cocoa yields in West Africa and other
major producing countries, on the other hand, are much lower and only average 300 kg/ha or
less.
As the largest producer of unfermented bulk beans, Indonesia currently occupies a strong
position with few competitors in this segment of the global market. Thus, the major threats to
Indonesia’s continued competitiveness in this market segment are internal rather than external.
The major challenge is to improve, or at least maintain, local cocoa productivity; not increased
competition from suppliers in other countries. Since global trade in Sulwesi bean is volume
based, it is recommended that efforts to improve cocoa productivity must form the basis for any
cocoa development initiative in Indonesia.
Quality is another critical concern that must also be addressed. The current marketing structure
of the value chain (and global demand for low quality/low price beans) does not provide
adequate incentives to improve quality. Without incentives for exporters, intermediaries, or
farmers to differentiate their beans and invest in quality improvements they continue to be driven
by volume-based transactions. There are some existing schemes of vertical integration including
up-country buying stations that could be expanded, where appropriate, to introduce more
commercial quality-based incentives for cocoa supply.
There may also be opportunities for further growth and competitiveness of Indonesian cocoa by
increased investments in local value addition. This could be accomplished through the
commercialization of improved plant varieties or through more efficient process technologies.
1
Or cocoa bean equivalents
v
It is recommended that possible programmatic focus areas be prioritized as follows: increased
productivity, improved quality, and increased opportunities for local value addition. All of these
reflect the economic growth priorities of USAID Indonesia and support the policy priorities of
the Government of Indonesia. Many of the current private and public sector initiatives to support
cocoa have limited outreach and are overly dependent on external funding. But these priority
program areas should not be considered in isolation. A holistic program incorporating all three is
possible, but the sequencing of activities should reflect the broad priorities as suggested.
Possible commercially viable solutions to major constraints in the value chain and illustrative
program facilitation activities, categorized by the three proposed program areas, are presented in
Table 1 below.
Table 1. Summary of Programmatic Priorities and Illustrative Facilitation Activities
Program Priorities/ Illustrative Facilitation Activities

Possible Commercial Solutions
Increased Productivity
Provision of training and technical assistance in − explore use of media to disseminate best practice message
improved cultural practices and other improved (with commercial sponsorship)
crop husbandry techniques − develop alternative (less intensive) models to transfer the
needed skills, know-how, and information to improve
productivity
Availability of and access to credit for − improve smallholder access to finance for inputs
smallholder farmers to purchase fertilizers  reduce risk to rural commercial lending via loan
guarantee mechanisms, alternative collateral
options, etc.
 improve land certification process to formalize
collateral
− support group mobilization to reduce transaction costs
and risk
Improved Quality
Access to up-country buying stations where − explore feasibility of commercial up-country buying and
smallholders can bring large volumes of cocoa warehousing system
beans for direct sale to exporters and processors.  promote existing private sector initiatives by
reducing risk for expansion and replication
Access to an auction system for smallholder (where appropriate)
farmers to sell their beans more transparently  assess other ownership structures with emphasis
on capacity to ensure commercial operations
− introduce transparent grading system to improve quality
and support commercial market incentives
 could be pilot tested via up-country buying
stations
− support group mobilization to improve direct sales to
large-scale buyers (i.e., exporters & processors)
vi
Possible Commercial Solutions
Provision of formal and informal enforcement − improve systems to ensure broad-based compliance with
mechanisms to ensure compliance with existing national quality standards for cocoa bean exports
prevailing quality standards for cocoa exports. (SNI)
− improve formal and informal dispute mechanisms (e.g.
contracts, industry-based mediation/arbitration services,
etc.) to decrease risk
Availability of financial services for exporters, − explore feasibility of commercial financing based on up-
traders, and processors based on alternative country warehousing system
sources of collateral (e.g. inventory)  promote possible rural-based warehouse
(inventory-based) finance program to reach rural
clients
Increased Opportunities for Local Value Addition
− increase commercial availability and smallholder farmer
Access to affordable and improved planting access to inputs
materials for smallholder farmers − promote commercial distribution of improved planting
materials that are appropriate for local conditions
Availability of a dedicated Research & − support the development of materials to inform farmers
Development facility for cocoa on the appropriate use and application of fertilizer for
cocoa (for distribution via private sector channels)
− improve the capacity of private input supply companies to
deliver a range of embedded services
− support dedicated cocoa research & development to
identify appropriate plant varieties and other inputs
Access to lobbying service to expand the legal − conduct research on effect of pending legislation (local,
status options for farmers groups, and rural provincial, or national) on continued growth and
enterprises in general, to effectively conduct competitiveness of cocoa sector
business operations
Access to lobbying service for exporters to

prevent the enactment of an export tax on cocoa
During the assessment, the team completed the following activities:

− reviewed existing literature on the Indonesian cocoa value chain and the global trade in
cocoa and cocoa products;
− met with USAID, other donor agencies, and key government officials active in cocoa
production and processing in Indonesia to gain an understanding of their strategies and
approaches, current plans for new investments, and perceptions about gaps in assistance;
− interviewed key private sector buyers, exporters, manufacturers, processors, traders, and
farmers;
− completed maps of the Indonesian and global cocoa value chain which graphically
present the major functions, participants, and their inter-relationships; and
− facilitated two focus group discussions with 16 participants, representing key participants
in the cocoa value chain, to validate the initial findings from the individual interviews
and literature review process; and
− prepared and conducted de-briefings of USAID/Indonesia, USAID/MD, and other
relevant stakeholders.
vii
The team would like to extend its deepest appreciation for the extensive logistical support
provided by the ACDI/VOCA Success Alliance staff in South and Central Sulawesi and Jakarta.
The team is also thankful for invaluable technical support and guidance from Judith Payne
(USAID/EGAT); Hubert Schmitz (Institute for Development Studies, University of Sussex); Art
Warman, Firman Aji, and Rum Ali (USAID/Indonesia); Jeanne Downing and Mike Field
(USAID/MDO); Olaf Kula (ACDI/VOCA); and Frank Lusby (AFE).
viii
1 Background and Research Approach
1.1 Background
The primary objectives of this assessment were to:

− determine the major constraints and opportunities to growth and expansion of the cocoa
sector in Indonesia (primarily Sulawesi);
− propose strategies to alleviate or at least mitigate those constraints, and;
− assess current public and private sector investments to support cocoa in Indonesia.
The assessment exercise was also an opportunity to begin testing an approach and methodology
for understanding the dynamics and constraints to growth of a given value chain - within a
limited level of effort. See Appendix 1 for the Scope of Work of this assessment.
The assessment took place over a one month period, with in-country fieldwork from March 19 to
April 5, 2004. Interviews were conducted in Jakarta (March 19 to 23) and Sulawesi (March 24
to April 2). A list of the companies and agencies interviewed is presented in Table 2 below. See
Appendix 2 for full contact details.
Table 2. Value Chain Participants Interviewed
Value Chain Participant Companies/Agencies

Government of Indonesia (GoI) Dinas Perkebunan (Disbun) - 3 Districts
Agencies: Department of Agriculture -- Jakarta
Ministry of Industry and Trade, Palu (Central Sulawesi)
Associations: ASKINDO (Jakarta, Palu, and Makassar)
APIKCI
Input Suppliers: PT. Pupuk Sriwidjaja (Pusri), Makassar
Independent ag. input distributor, Palu (Central Sulawesi)
Farmers: farmers groups in Sindue (Central Sulawesi)
Collectors/Traders: Traders in Parigi & Makassar
Local collectors, Parigi & Sindue
Buying station (PT. Effem)
Exporters: Archer Daniels Midland (ADM) Cocoa / Indonesia
Cargill Indonesia
Continaf (Mitra Celebes)
PT. Olam, Palu
Processors: PT Effem, Makassar
Unicom International
PT. Maju Bersama Cocoa Industries, Makassar
PT. Industri Kakao Sulawesi, Palu (Central Sulawesi)
Global Buyers: Hersheys
Masterfoods
Financial Institutions: Bank Indonesia
Bank Niaga
Bank Perkreditan Rakyat (BPR)
Value Chain Assessment: Indonesia Cocoa 1

Value Chain Participant Companies/Agencies
Others: PT. Sucofindo
University of Hasanuddin (Food Policy Research)
Radio Citra Pertanian, Palu (Central Sulawesi)
World Cocoa Federation
Two focus groups discussions with 16 key value chain participants were also conducted in Palu,
Central Sulawesi and Makassar, South Sulawesi on March 27 and April 1 respectively. Final de-
briefing meetings of USAID/Indonesia and USAID/MD were conducted on April 5, 2004 before
departure from Indonesia.
The core team consisted of Henry Panlibuton (Team Leader/AFE Consultant), Maggie Meyer
(ACDI/VOCA), and Hussein B. Sutadisastra (local consultant). Additional support and technical
input was provided by Judith Payne (USAID/EGAT), Firman Aji and Muhammed Rum Ali
(USAID/Indonesia) and Hubert Schmitz (Institute for Development Studies, University of
Sussex).
A summary of the research approach taken during the assessment is described below. A
description of Indonesia’s role in the global cocoa value chain is presented in Section 2, and the
general characteristics of the Indonesia cocoa value chain are presented in Section 3. Overall
findings of the value chain assessment are presented in Section 4 and proposed recommendations
are then presented in Section 5.
1.2 Research Approach
The assessment was conducted using a value chain approach to: identify key constraints to
growth and competitiveness of the Indonesia cocoa value chain, identify and assess possible
commercially viable solutions to these constraints, and develop initial strategies to facilitate
support of a few selected solutions. The assessment approach is shown in Figure 1 below.
Specific activities conducted during the assessment are described in Appendix 3.
Figure 1. Value Chain Assessment Approach

Pre-Assessment Value Chain Commercial Solutions &
Design Constraints Facilitation
Critical Success Factors
Strategies
In addition to understanding the broad context for the systemic constraints and opportunities for
cocoa in Indonesia, the value chain approach provided useful insights on the inter-relationships
of participants, general distribution of returns (margins), and structural dynamics of cocoa in
Indonesia.
Fortunately, the cocoa value chain in Indonesia is well documented with a wealth of available
secondary data. This enabled the team to quickly orient themselves to the value chain and focus
its in-country efforts to compile and analyze complimentary primary data. The limited level of
effort for this consultancy, however, prohibited in-depth assessments of possible commercially

viable solutions. A few illustrative interventions are proposed but specific program facilitation
activities could not be further validated.
Another limitation was the research nature of this exercise and the uncertainty of actual program
implementation. While the data gathering purpose of this exercise was made clear during all
interviews, many key informants were still anxious to know whether follow-on program support
would be forthcoming. Sharing information and voicing opinions was generally not a concern
for most interviewees, but for some the implicit hope was to be able to move beyond analytical
research into actual implementation.
Finally, as a globally traded commodity, farm-gate and CIF prices for Indonesian cocoa are
widely available. But given the sensitivity of margins for many private sector participants,
especially large multinational companies, this information was not easily gathered or readily
presented.

Indonesia’s Position in the Global Value Chain
2.1 Major Market Segments for Cocoa
With over 426,000 metric tons (MT) of cocoa beans2 produced in 2003, Indonesia is the third
largest producer of cocoa in the world after Ghana and Cote d’Ivoire (see Figure 2). On the
island of Sulawesi, smallholder farmers working on plots ranging from 0.5 to 1.5 hectares
produce over 80% of the cocoa exports from Indonesia. The remaining Indonesian cocoa
production takes place in North Sumatra, West Java, and Papua, with some small production
areas in Bali, Flores, and other islands.
Figure 2. World Cocoa Production (Supply): 2003/2004 (in ‘000 MT)
Ecua
Camero
The U.S. is the second largest buyer of cocoa beans in the world, after the European Union,
processing over 415,000 MT of beans in the 2003/2004 season (see Figure 3). The U.S. imports
135
136,000 MT of Indonesian cocoa and is by far the most important market for both cocoa beans
and cocoa products from Indonesia. But demand and cocoa processing capacity in Asia is
growing rapidly, with a 13.2% annual increase in the 2003/2004 season alone3.
U.S. demand for Indonesian cocoa has remained relatively static over the past few years but
markets in Asia (most notably in Malaysia and Singapore) offer expanded export opportunities
for Indonesia. Two new cocoa processing plants, with an annual capacity of 50,000 MT/year
each, have recently opened in Malaysia. Interestingly, one of these Malaysian plants is owned
by the largest cocoa processing company in Indonesia – the Ceres Group – which has expanded
Brazil, 15
2
Or cocoa bean equivalents
3
E D & F MAN, Cocoa Market Report, No. 371, 30th March 2004.

their operations throughout South East Asia. As a result, demand in Malaysia has increased
significantly and it now imports over 82,000 MT of cocoa from Indonesia (see Figure 4).
Figure 3. World Cocoa Grindings (Demand): 2003/2004 (in ‘000 MT)
Although nascent, processing capacity in China is also growing but is generally regarded as a
market for low quality cocoa where bean shells (and other waste material) are incorporated into,
not removed from, their grinding process.
Russia,
Figure 4. Indonesia Cocoa Bean Exports: 2000/2001 (in ‘000 MT)
Singapore, 65
C
Ghana, 95
Philippi
Indonesia ,
The global trade in cocoa is based primarily on the end use of the cocoa bean. Some beans are
used primarily for their flavor (to produce cocoa powder), and others are used for their fat
content (to produce cocoa butter). Beans from Latin America tend to have the richest flavor,
115
Germany, 1
while cocoa beans from Asia (particularly Malaysia and Indonesia) have little flavor and are used
for their fat content (referred to sometimes as "fat beans"). Most large U.S. chocolate
manufacturers (e.g. Hersheys, Masterfoods/Mars, etc.) sell in the high volume, mass production
North American market where flavor is not as important. Other large manufacturers, in Europe
and Asia, produce for more discriminating chocolate consumer markets.
According to a major chocolate manufacturer, approximately 80% of international trade in cocoa

beans is based on fat content versus 20% based on flavor content of beans. West Africa
produces cocoa beans that have a generally high content of both fat and flavor, which accounts
for the global premium paid for cocoa from Ghana and Cote d’Ivoire. Indonesian cocoa beans,
on the other hand, are traded at a discount to the standard NY terminal price.
Indonesia’s primary competitive advantage in global cocoa trade lies in its ability to supply large
quantities of fat beans. Cocoa grown in Indonesia, originally bred in Malaysia, was developed
for its high yield (fat) not its flavor. Current cocoa yields in Indonesia range from 400 to 800
kg/hectare, with the potential to increase yields as high as 1 to 1.5 MT/ha. Cocoa yields in West
Africa and other major producing countries, on the other hand, are much lower and only average
300 kg/ha or less.
Sulawesi cocoa is traded on the global market as an unfermented, fat, bulk bean (see Figure 5).
Processors and manufacturers will use Sulwesi bean as filler, due to its sufficient fat content and
lower cost, and blend it with other fermented beans that add flavor. The Dominican Republic
also produces unfermented, bulk bean (know as “Sanchez”) but its export volume of 40,000 MT
is less than one-tenth the size of Indonesia.
Fermentation of cocoa beans4 can help bring out their inherent flavor, but is not generally done in
Sulawesi. Cocoa farmers on some of the other islands in Indonesia (e.g. Papua, Sumatra, etc.) do
ferment their beans, but their production is quite small and is mainly sold to local processors
rather than exported. There have been efforts to encourage smallholder farmers in Sulawesi to
expand production of fermented beans, but commercial incentives for such a widespread shift in
production practices are inadequate.
Most global manufacturers and processors have learned to effectively blend unfermented
Sulawesi beans with other beans to produce their products to specification. The global demand
for these unfermented bulk beans has become relatively inelastic and not significantly affected
by changes in price. As the largest producer of unfermented bulk beans, Indonesia currently
occupies a strong position with few competitors in this segment of the global market. Thus, the
major threats to Indonesia’s continued competitiveness in this market segment are internal rather
than external. The major challenge is to improve, or at least maintain, local cocoa productivity;
not increased competition from suppliers in other countries.
4
Fermenting is a simple "yeasting" process in which the sugars contained in the beans are converted to acid. This is
done after the pods are harvested, heaped, and covered. Fermentation lasts from three to nine days – removing the
raw bitter taste of cocoa to develop a more characteristic chocolate flavor when the beans are roasted.

Figure 5. Relative Positioning of Indonesia Cocoa in Global Trade
Ind
FAT
Charateristics of the Value Chain in Indonesia
3.1 Overview of Indonesian Cocoa
Cocoa production in Sulawesi began to grow during the 1980s, fuelled by high global cocoa
prices and a significant decline in output from West Africa. In addition, migrant Indonesians
working on cocoa farms in Malaysia returned home to southern Sulawesi bringing back planting
materials as well as technical skills and capital to invest in cocoa production. Extensive mono-
crop production of cocoa expanded in parts of Sulawesi where suitable land was abundant and
available. However, as available land decreases and the age of bearing trees increases, more
intensive production techniques will be required to maintain and/or expand cocoa farm
productivity.
Indonesian cocoa exports are currently valued at approximately $600-700 million per year and
provide the main source of income and livelihood for over 400,000 smallholder farmers and their
families. Details on the production, supply, and demand of Indonesian cocoa and cocoa products
can be found in Appendix 4.
The major functions and participants in the Indonesian and global cocoa value chain are shown
graphically in the two maps below (Figure 6 and Figure 7 respectively). See Appendix 5 for
detailed descriptions of all the value chain participants.

Figure 6. Value Chain Map 1 (Indonesia Cocoa)
Export
(bean & product) Value Chain Assessment: Indonesia Cocoa 9
Figure 7. Value Chain Map 2 (Indonesia Cocoa)

3.2 Governance and Power
3.2.1 Market-based Governance – Overall, the Indonesian cocoa value chain can be
characterized as having a market-based governance structure with a low degree of open
coordination. In other words, there are no players or entities exerting dominant control over the
cocoa value chain. Since product specifications are relatively simple, most transactions between
buyers and sellers take place at “arm’s length”, based on supply and demand. The costs of
switching to new partners are low for both parties.5
The world price of Sulawesi cocoa beans, determined by the NY terminal market, is a key driver
for many participants in the value chain. In late 2002 and early 2003, when cocoa prices were at
an 18-year high, many exporters and traders entered the market. But when global cocoa prices
fell from $2,375/MT to $1,347/MT in 2003/2004—a 43% drop over a ten month period—many
short-term speculators and new entrants in the cocoa trade suffered substantial losses. Over the
past year, global cocoa bean prices have remained relatively stable (trading between $1,380 and
$1,725 per MT this season) which has led to further consolidation of exporters in Indonesia.
Approximately 80 percent of total Indonesian cocoa bean exports are now handled by the five
largest exporters, all of whom are local affiliates or subsidiaries of multinational companies.
The market-based governance structure of Indonesian cocoa, however, does not reflect equal
power relationships in the value chain. While spot market price information is widely available
and efficiently transferred, the flow of other product information (i.e., quality and quantity
specifications) from global buyers to exporters, intermediaries, and producers is not as
transparent. Free Air/Fair Average Quality (FAQ) is an international trading term for standard
quality of bulk, unfermented, raw cocoa beans. Although some global buyers have expressed
frustration with the inconsistency of Sulawesi beans meeting standard FAQ, most of them
continue to buy after applying discounts for the poor quality. As a result, confusing market
signals are sent and provide differing incentives for value chain participants at different levels in
Indonesia.
3.2.2 Volume and Cash-driven Transactions – Without incentives for exporters,

intermediaries, or farmers to differentiate their beans and invest in quality improvements they
continue to be driven by volume-based transactions. For some intermediaries, mixing good
beans with waste material or poor quality beans is a standard practice to maximize volume and
income. The use of inappropriate weights and measures by a few collectors or traders has also
heightened the level of mistrust of intermediaries among some farmers. But this practice of
volume manipulation will be difficult to discourage or change without adequate commercial
sanctions (or incentives) dictated by global processors and manufacturers at the top of the value
chain.
Transactions between cocoa farmers and market intermediaries, and between intermediaries and
cocoa exporters or processors, are primarily conducted on a “cash and carry” basis—which
requires access to sufficient working capital to remain competitive. Smallholder farmers have
the option of selling to a large number of local collectors or buyers, but most will sell their cocoa
5
Consideration and classification of value chain governance was based on factors described in “The Governance of
Global Value Chains” by G. Gereffi, J. Humphrey, and T. Sturgeon; November 4, 2003.

soon after harvest (often without being adequately dried) for immediate cash. Many local
collectors and traders rely on advances from exporters or larger-scale buyers to finance these
frequent cash purchases. These advances from exporters and between intermediaries, whether in
cash or in-kind (e.g., motorcycles, houses, etc), are one of the main tools used to increase
leverage and ensure a consistent supply of cocoa. Intermediaries who depend on this source of
working capital often become captive suppliers and have few marketing options.
3.3 Margins and the Distribution of Returns
Unlike many cocoa farmers in the rest of the world, Indonesian cocoa farmers receive on average
a high percentage of the international price. The farm-gate price for Sulawesi beans can range
between 75 to 85 percent of the New York Terminal exchange price. While in West Africa,
cocoa farmers as little as 50 to 63 percent of the final FOB price6 (See Figure 8).
Figure 8. Comparison of Sulawesi and New York (ICCO) Cocoa Price: 2001 – 2003
Average Sulawesi New York (ICCO)

20,000 $2,500
18,000
16,000 $2,000
14,000
Price ($US/Ton)
Price (Rp/kg)
12,000 $1,500
10,000
8,000 $1,000
6,000
4,000 $500
2,000
0 $0
May-01
May-03
May-02
Nov-01
Nov-02
Nov-03
Mar-01
Mar-03
Mar-02
Sep-02
Sep-03
Sep-01
Jan-01
Jan-02
Jan-03
Jul-01
Jul-02
Jul-03
The highly competitive nature of the marketing system, good transportation and infrastructure,
and the relative lack of government interference in the cocoa value chain have helped to sustain
this high percentage of the FOB price for cocoa farmers in Indonesia.
With farmers receiving up to 85 percent of the FOB price, the small remaining balance is shared
among the many other participants in the value chain. According to one source, the margin
between the FOB price and the farm gate price in Indonesia can be broken down into marketing
and logistical costs (10%), collector/trader margin (3-4%), and exporter margin (2%). Given
these slim margins, the large number of local collectors and traders in the value chain depend on
quick turnover and high volume transactions.
The prices that market intermediaries pay are based primarily on a "discounting" process. The
daily global price for Sulawesi cocoa is widely known by all participants throughout the value
6
Indonesia’s Cocoa Boom, T. Akiyama, A. Nishio, World Bank Policy Research Working Paper, March 1996, p. 10

chain, and serves as the basis for an initial price offer. Once an initial price is established,
collectors and traders (as well as exporters) will then engage in a discounting process to reduce
the initial price based on certain quality parameters. The net price is then multiplied by the
volume of beans sold to determine the seller’s revenue (see Figure 9).
Figure 9. Calculating Net Price for Cocoa Beans
Initial Price (based on NY Sulawesi FAQ)

LESS: Discount (based on quality
specs)
= Net Price
x Volume
= Income
The basic quality parameters include moisture content, bean count (i.e., number of beans per 100
grams), percentage of waste, moldiness, and clumped or flat beans. At the local farmer and
collector level, moisture and general appearance are the most important factors considered in the
discounting process. This discounting process (along with a margin that reflects the cost of
intermediation) determines the prices paid by market intermediaries.
Since volume is a key driver in the cocoa value chain, as stated above, some market
intermediaries will attempt to sell cocoa beans mixed with poorer quality beans or actual waste
material (e.g. shells, foreign matter) to increase the volume. The fragmentation and fierce
competitiveness of buyers for Sulawesi beans, of almost any quality, continues to reward this
opportunistic behavior.
Ultimately, the level of interaction among value chain participants is often based on the actual
and perceived amount of trust and risk in the relationship. While most farmers have various
selling options, for example, they still value linkages with consistent, transparent, local buyers
they can trust. The issue of risk is even greater for the exporters and intermediaries who provide
pre-financing to their suppliers.

Illustrative Program Strategies
4.1 Identification of Major Constraints and Opportunities
In order to develop possible strategies for continued support of the cocoa value chain, the team
first identified the major constraints and opportunities to its continued competitiveness and to
further integration of MSEs in the value chain. Based on interview guides developed by AFE, a
generic classification of constraint types were used to explore possible value chain issues in
categories including:
− Policy and Regulatory Environment − Technology and Product
Development
− Organization and Management − Input Supply
− Inter-firm Cooperation & Governance − Infrastructure
− Market Access − Finance
It should be noted that the team also tried to explore information, communication, and
technology (ICT) issues where appropriate. Specific suggestions on ways to incorporate ICT
into a value chain analysis process can be found in Appendix 6.
The major constraints identified by the team are presented, in no particular order or priority, in
Table 3 below.
Table 3. Summary of Major Value Chain Constraints and Opportunities
CONSTRAINT DESCRIPTION
Detention of cocoa beans at U.S. ports to − Since 1992, cocoa bean exports to the U.S from Indonesia (as
meet phyto-sanitary conditions of the FDA well as Malaysia and Brazil) are automatically detained without
increases the cost to exporters which inspection at the port of entry by the FDA due to the presence
reduces the price they can pay to their of live insects.
suppliers. − Some exporters claim that the additional time required to
fumigate and pass FDA inspection at U.S. ports increases the
cost, and decreases the competitiveness, of Indonesian cocoa
bean imports.
Local processors are unable to procure − Traders/collectors are supposed to collect a Value-Added Tax
adequate quantities of cocoa beans due to (VAT) when they sell beans to processors. Many do not, and
the reluctance of some traders/collectors run the risk of being discovered by tax authorities. Therefore,
(who are supposed to collect VAT on their most intermediaries prefer to sell their beans to exporters.
sales) to sell to them. − This creates logistical problems for the processors and reduces
their efficiency and competitiveness.

The official registration options for rural − Current Indonesian law makes it difficult for farmers groups
businesses, including farmer groups, are specifically, and rural enterprises in general, to legally register
limited. This restricts their ability to engage as entities other than cooperatives or associations.
in formal commercial activities or − The designation of “cooperative”, however, has negative
transactions. connotations in the Indonesian environment and is not
appropriate for commercial business operations.
Possible export tax on cocoa beans − According to a recent food policy research study, an export tax
threatens to increase the exporters’ cost and could decrease the farmgate price of cocoa beans and
decreases their competitiveness in global negatively impact incentives for farmers to continue to grow
trade. cocoa.
− However, APIKCI (a new association of local cocoa processors
and manufacturers) argues that an export tax on unprocessed
beans is critical to the continued viability of their industry.
Many smallholder farmers are unable to sell − There are no well-developed cocoa farmer associations or
their production in large volume and are cooperatives in Sulawesi (some feel that these entities could
therefore unable to benefit from direct sales provide a better price to farmers than existing intermediaries).
with exporters and processors, which
decreases their income potential.
− Some farmers have started to form groups offering a variety of
services, including: technical training, access to inputs, and
access to bulk markets for cocoa beans.
− Current GoI policies make it difficult to formally register rural
enterprises and farmers groups as anything but cooperatives or
associations.
Local processors have difficulty in − Due to the inconsistency of quality beans, a few local
procuring consistent quality cocoa which processors have started to explore direct up-country buying
prevents them from operating at full stations to supplement their conventional suppliers. They are
capacity and decreases the viability of local interested in buying directly from farmers in order to source
value-addition opportunities. more consistent quality rather than buying from traders.
− Buying direct from producers also reduces the VAT burden on
local processors.
Lack of coordination among the − Many public and private sector initiatives support cocoa in
government, associations, private sector, Indonesia (see Appendix 9) but broad coordination and
and other stakeholders providing support to cooperation among them is lacking.
the cocoa subsector results in inconsistent − As a result, technical messages on best practice for cocoa
messages, lack of cost-sharing, and limited production and post-harvest handling may be inconsistent,
synergies. dissemination of research and improved technologies is limited,
and the sustainability of benefits to participants in the value
chain is questionable.
− The international cocoa industry recognizes its critical role in
the continued viability of Sulawesi bean production and has
been very supportive of activities to develop the value chain.

The international market acceptability and − While farmers are producing a greater quantity of cocoa, and
demand for Indonesian cocoa beans of consequently earning more income for it, they complain that
various quality does not provide incentives they are not getting any price differential from collectors and
for farmers to invest in improving farm traders for improved quality beans.
productivity or bean quality. − International importers, on the other hand, have been concerned
about Sulawesi beans not consistently meeting current FAQ
standards. Some processors and a few exporters have
attempted to offer price differentials, up to a 10%, for beans
that can consistently meet higher quality specifications.
− Price differentials alone, however, do not appear to be
sufficient incentive for all farmers to invest in greater farm
productivity or bean quality. Understanding the socio-
economic role of cocoa production in Sulawesi, and perceived
risks to cocoa investments, is also necessary.
The production of fermented cocoa beans in − Almost all of the farmers in Sulawesi produce unfermented,
Sulawesi is limited which reduces value- bulk bean for export. While farmers on some of the other
added opportunities for smallholder farmers islands ferment their cocoa, the global market demand is for
unfermented Sulawesi beans.
− There is a demand for fermented beans from local processors
but their requirements are not currently large enough, nor is
there sufficient differentiated pricing, to justify large-scale
production of fermented Sulawesi beans.
Cocoa farm productivity in Sulawesi is − Indonesian cocoa farmers currently produce an average of 400
decreasing due to a number of causes to 800 kg/hectare, compared to a potential yield of 1-1.5
including: widespread infestation of pests MT/hectare. CPB infestation alone is estimated to reduce
and diseases (primarily the Cocoa Pod cocoa production by 60-80 percent.
Borer - CPB), age and variety of existing − Many farmers are not aware of, nor do they adopt, improved
tree stock, poor soil nutrition, and drought. cultural practices and crop husbandry techniques and remain
This results in decreased productivity and susceptible to cocoa pests and diseases.
income potential for smallholder farmers. − Many farmers lack understanding of cost benefit of fertilizer
and therefore do not use it. This decreases their productivity
and income potential.
− Little attention is paid to farm hygiene or tree maintenance and
most farmers dry their beans through sun drying on a road or
patio; some use wood stoves for drying during the wet season.
− Farmers have little storage capacity and will sell their cocoa
beans while still wet, for immediate cash, rather than wait for
them to be properly dried (or fermented in some cases).
− The majority of cocoa trees are over 20 years old and reaching
(or surpassed) the peak of their potential productivity. Cocoa
tree replacement and/or rehabilitation are critical to the long-
term sustainability of Indonesian cocoa production.

Limited commercial distribution and − Specialized research and development for cocoa does not
availability of improved planting materials currently exist in Indonesia. As a result, there is limited
for smallholder farmers decreases their availability of appropriate and improved planting materials, soil
production yield and income potential. analysis for cocoa production, and other specific research to
improve cocoa productivity.
− Input supply companies have also not developed a special
fertilizer “package” for cocoa.
− Commercial availability of improved tree stock for farmers is
limited. The agricultural research agency in Jimber is the only
source of improved tree stock in Indonesia, with limited
distribution via Disbun agents as a public service.
− Input supply companies are not currently linked to existing
cocoa research and do not participate in extension activities for
cocoa – although some fertilizer companies do conduct
extension activities for other crops.
− Farmers lack instruction on the appropriate fertilizers and
pesticides to use, when to use them, and in what amounts.
Local availability is also a concern, with some farmers having
to travel 10 to 15 km away to purchase fertilizer.
Smallholder farmers lack access to − The only collateral accepted for farmers or rural businesses is a
acceptable collateral for financial land certificate. Due to the time and expense associated with
institutions. As a result, farmers are not land certification, many farmers do not have the certificate.
able to finance the purchase of inputs.
− ASKINDO and the Bank of Indonesia are currently providing
support to streamline the land certification process for cocoa
farmers and to use these certificates as collateral. They are also
exploring ways to promote (or reduce the risk) of using other
forms of collateral for rural lending from financial institutions.
Processors, exporters, and traders have − Most exporters, traders/collectors, and processors rely on their
limited access to working capital loans, own resources to finance their working capital needs and have
which decreases their turnover and income few formal credit options.
potential.
4.2 Identification and Prioritization of Possible Commercially Viable Solutions
Based on the key constraints, the team identified possible commercially viable solutions to
address these constraints. These potential solutions reflect areas that must be upgraded to ensure
greater competitiveness of, and/or integration of MSEs into, the value-chain. The process used
to prioritize and short-list possible solutions is described in Appendix 7. This aspect of the value
chain assessment ensures that programmatic recommendations will reflect the latest thinking in
commercial approaches to enterprise development, including principles of Business
Development Services (BDS).
Following a brief assessment of short-listed solutions (see Appendix 8), illustrative facilitation
activities to support the value chain were identified. See Table 4 below. A commercial
solutions-based approach was used to identify possible program strategies and to address the
prevailing outreach and sustainability limitations of many existing cocoa support initiatives (see
Appendix 9).

Table 4. Possible Commercially Viable Solutions to Key Value Chain Constraints
Key Constraints Possible Commercially Viable Solutions

Cocoa farm productivity is decreasing, due to Access to commercial mechanisms to transfer and
infestation of pests and diseases (CPB), age and variety adopt the needed skills, know-how, and information to
of existing tree stock, poor soil nutrition, and drought. improve cocoa productivity
Smallholder farmers unable to sell their production in Access to up-country buying stations where
large volume and benefit from direct sales with smallholders can bring large volumes of cocoa beans
exporters and processors for direct sale to exporters and processors.
Access to an auction system for smallholder farmers to

sell their beans more transparently
Lack of incentives for farmers to invest in improving Provision of enforcement mechanisms to ensure
farm productivity or bean quality. compliance with prevailing quality standards (SNI) for
cocoa exports.
Lack of access to credit by smallholder farmers to Availability of and access to credit for smallholder
purchase fertilizers decreases their production yield farmers to purchase fertilizers
and income potential.
Smallholder farmers lack access to acceptable

collateral for financial institutions.
Processors, exporters, and traders have limited access Availability of financial services for exporters, traders,
to working capital loans, which decreases their and processors based on alternative sources of
turnover and income potential. collateral (e.g. inventory)
Limited commercial distribution and availability of Access to affordable and improved planting materials
improved planting materials for smallholder farmers for smallholder farmers
Official registration options for rural businesses, Access to lobbying service to expand the legal status
including farmer groups, are limited options for farmers groups, and rural enterprises in
general, to effectively conduct business operations
Possible export tax on cocoa beans threatens cost and
competitiveness in global trade Access to lobbying service for exporters to prevent the
enactment of an export tax on cocoa
Had more time been available, the Team would have carried out a more thorough assessment of
each of the proposed solutions - looking specifically at who the providers of the solution might
be, what constraints they face in providing the solution, and commercial feasibility. The
commercial feasibility of all the solutions would also need to be verified and assessed in greater
depth. This would have led to the identification of upgrading/facilitation activities that respond
directly to the constraints holding back the development of commercially viable solutions in the
value chain.
Because the Team lacked the time to do this for all potential solutions, many of the proposed
program strategies are more general in nature, and could be further developed and defined.
However, illustrative facilitation activities were proposed and generated during the focus group
discussions and/or interviews with key participants.

Recommendations and Conclusion
Indonesian cocoa is a $600-700 million industry and a major source of private sector trade and
investment for enterprises of all scale. But given the many constraints to the value chain
identified above, the dominant role of cocoa in sustainably driving economic growth, especially
in Sulawesi is by no means assured.
Should USAID be interested in expanding its current level of support to cocoa in Indonesia, it is
recommended that programmatic focus areas be prioritized as follows: increased productivity,
improved quality, and increased opportunities to add and capture value locally (see Figure 10).
All of these reflect the economic growth priorities of USAID Indonesia (i.e., increased trade,
investment, and employment) and support the policy priorities of the GoI as stated in its
Economic Policy Package: Pre and Post-IMF (also known as the “White Paper”).
Figure 10. Illustrative Cocoa Development Framework
Based on the various interviews and discussions with key participants, as well as the secondary
data collected and compiled, the over-riding concern was the decreasing productivity of
Indonesian cocoa. Global trade in Sulwesi bean is volume based. This means that it depends on
large volume production of relatively inexpensive, unfermented bulk beans (used primarily for
(imp
their fat rather than flavor content). Therefore, it is recommended that efforts to improve cocoa
productivity must form the basis for any cocoa development initiative in Indonesia. Increased
production via extensive rather than intensive farming practices is no longer viable. Without
improved productivity, it will be impossible to sustain (much less increase) the level of global
trade in Indonesian cocoa and cocoa products.
PRODUC
(sustaine
From international buyers to smallholder farmers, quality is another critical concern that must
also be addressed. The current marketing structure of the value chain (and global demand for
low quality/low price beans) does not provide adequate incentives to improve quality. There are
a few existing schemes of vertical integration that could be expanded, where appropriate, to
introduce commercial quality-based incentives for cocoa supply. It is clear, however, that
initiatives to improve quality must be demand-led and emanate from final international buyers.
With improved productivity and bean quality, there may be opportunities to not only maintain
but to increase global trade and investment of Indonesian cocoa.
There may also be opportunities for further growth and competitiveness of Indonesian cocoa by
increased investments in local value addition. This could be accomplished through the
commercialization of improved plant varieties or through more efficient process technologies.
In either case, the policy and regulatory environment must be improved to facilitate and promote
increased investments in value-addition.
It should be noted that there is international and local debate about the feasibility of local
processing, since quantity and quality of raw material alone may not be sufficient for Indonesian
processors to be viable. A major global buyer stated that unless a processing facility has a
minimum capacity of 50,000 MT/per year it cannot effectively compete with the expanded
grinding facilities in the Southeast Asia region. With the exception of the Ceres Group, the
capacity of the other processors in Indonesia is far below that level—ranging from
approximately 12,000 to 20,000 MT per year.
It is not recommended that USAID consider these priority program areas in isolation. A holistic
program incorporating all three is possible, but the sequencing of activities should reflect the
broad priorities as suggested.
Possible commercially viable solutions to major constraints in the value chain and illustrative
program facilitation activities, categorized by the three proposed program areas, are presented in
Table 5 below.
Table 5. Summary of Programmatic Priorities and Illustrative Facilitation Activities

Possible Commercially Viable Solutions
Increased Productivity
Provision of training and technical assistance in − explore use of media to disseminate best practice message
improved cultural practices and other improved (with commercial sponsorship)
crop husbandry techniques − develop alternative (less intensive) models to transfer the
needed skills, know-how, and information to improve
productivity

Availability of and access to credit for − improve smallholder access to finance for inputs
smallholder farmers to purchase fertilizers  reduce risk to rural commercial lending via loan
guarantee mechanisms, alternative collateral
options, etc.
 improve land certification process to formalize
collateral
− support group mobilization to reduce transaction costs
and risk
Improved Quality
Access to up-country buying stations where − explore feasibility of commercial up-country buying and
smallholders can bring large volumes of cocoa warehousing system
beans for direct sale to exporters and processors.  promote existing private sector initiatives by
reducing risk for expansion and replication
Access to an auction system for smallholder (where appropriate)
farmers to sell their beans more transparently  assess other ownership structures with emphasis
on capacity to ensure commercial operations
− introduce transparent grading system to improve quality
and support commercial market incentives
 could be pilot tested via up-country buying
stations
− support group mobilization to improve direct sales to
large-scale buyers (i.e., exporters & processors)
Provision of formal and informal enforcement − improve systems to ensure broad-based compliance with
mechanisms to ensure compliance with existing national quality standards for cocoa bean exports
prevailing quality standards for cocoa exports. (SNI)
− improve formal and informal dispute mechanisms (e.g.
contracts, industry-based mediation/arbitration services,
etc.) to decrease risk
Availability of financial services for exporters, − explore feasibility of commercial financing based on up-
traders, and processors based on alternative country warehousing system
sources of collateral (e.g. inventory)  promote possible rural-based warehouse
(inventory-based) finance program to reach rural
clients
Increased Opportunities for Local Value Addition
− increase commercial availability and smallholder farmer
Access to affordable and improved planting access to inputs
materials for smallholder farmers − promote commercial distribution of improved planting
materials that are appropriate for local conditions
− support the development of materials to inform farmers
Availability of a dedicated Research & on the appropriate use and application of fertilizer for
Development facility for cocoa cocoa (for distribution via private sector channels)
− improve the capacity of private input supply companies to
deliver a range of embedded services
− support dedicated cocoa research & development to
identify appropriate plant varieties and other inputs

Access to lobbying service to expand the legal − conduct research on effect of pending legislation (local,
status options for farmers groups, and rural provincial, or national) on continued growth and
enterprises in general, to effectively conduct competitiveness of cocoa sector
business operations
Access to lobbying service for exporters to

prevent the enactment of an export tax on cocoa
The team would like to extend its deepest appreciation for the extensive logistical support
provided by the ACDI/VOCA Success Alliance staff in South and Central Sulawesi. The team is
also thankful for the technical support and guidance from Judith Payne (USAID/EGAT); Art
Warman, Firman Aji, and Rum Ali (USAID/Indonesia); Jeanne Downing and Mike Field
(USAID/MDO); Olaf Kula (ACDI/VOCA); and Frank Lusby (AFE).

APPENDIX 1:
Scope of Work
A. AMAP BDS Component: B, Market Assessments, AMAP BDS Knowledge and Practice
B. Date Submitted: January 28,2004
C. Name of Contractor: ACDI/VOCA
D. Key Contact Information: Olaf Kula, Program Manager, 202-879-0213,

[email protected]; Naya Kenman, Deputy Program Manager, 202-383-4988,
[email protected]
E. List of Deliverables (final & intermediate)
Final Products:
1. Desktop Review
2. Findings Report
3. Recommendations on value chain programming
F. Timeline for Deliverables (final & intermediate)

See attached tables.
G. For Deliverables:
Name of Cocoa Sector Assessment

Deliverable:
Description of Background
and Rationale The world production of cocoa primarily comes from Africa (mostly West Africa)
for Research and Indonesia. Unlike many other crops, cocoa has historically performed better
Topic: when cultivated in small-holder plots. The regular care and maintenance that is
needed has been hard to automate and overly expensive to commercialize.
Although African cocoa is considered better tasting, Sulawesi cocoa is faster
growing and higher yielding. The combination of more efficient production and
primarily smallholder farms has made Sulawesi an interesting site for new
investment in cocoa processing and as well as an attractive sector for the
stimulation of economic growth with equity. More specifically, large
multinational companies like Masterfoods (formerly M&M Mars) and Cargill have
invested in Sulawesi, as it is already a large supplier of cocoa butter and
powder that is combined with higher quality and better tasting cocoa from other
regions.
Cocoa production expanded largely in the 1990s and was driven by smallholder
farmers. As production and demand increased over recent years, farming
practices did not keep pace. With more cocoa being cultivated, the infestation
of the Cocoa Pod Borer (CPB) increased, retarding production and quality and
posing a substantial threat to the viability of Sulawesi cocoa production. The
Sustainable Cocoa Extension Services for Smallholders (SUCCESS) Alliance
project, implemented by ACDI/VOCA, was designed in coordination with

interested chocolate industry leaders to mitigate losses caused by CPB by
training farmers on basic crop husbandry and integrated pest management.
When adopted by farmers, SUCCESS Alliance techniques for controlling CPB,
which do not utilize pesticides, have proven effective. Since its inception in
2000, the SUCCESS project has trained over 45,000 farmers in these cultural
control methods by using the participatory farmer field school approach.
Farmers’ adoption rates of the methodology have been high, even when
measured six months to a year after training. However, the project only has
enough current funding to train approximately 10% of the estimated 400,000
cocoa farmers in Sulawesi, and does not have funding to focus on much follow-
up training and extension, which is necessary to ensure long-term adoption of
effective crop management techniques and sustainability.
The SUCCESS Alliance project has recognized the need to improve follow-up
and extension to effect a lasting change in cultural practices at the farm level
and is attempting to involve more local government extension support to further
follow up and support the use of recommended practices. . SUCCESS Alliance
has recently begun to focus more on long-term sustainability by adding a farmer
organization component to their activities. The SUCCESS Alliance has also
started to establish a local NGO to possibly carry on sustained cocoa activities
in the future.
SUCCESS Alliance has not conducted a full market assessment to understand

all the constraints and opportunities within the cocoa subsector. Under the
current SUCCESS Alliance GDA project, ACDI/VOCA works with members of
the chocolate industry to improve the quality and quantity of cocoa produced in
Indonesia. ASKINDO (a local association of cocoa traders), and Masterfoods
(with Dutch Government funding called PRIMA) have initiated smaller programs
to try to control CPB in other districts. ACDI/VOCA is an industry partner in
implementing these new activities, including those that incorporate a broader
understanding of both commercial and social incentives at the farm level and
processing levels. SUCCESS Alliance has recently awarded additional funding
from USAID to implement a farmer organization component. Although this new
component will generally support farmer group formation and organizational
development among trained cocoa farmers, it is an important aspect to
sustainable cocoa production and deserves additional attention on how to build
on this initiative.
Based on an initially positive experience working together the partners have

communicated an interest in greater coordination, and they have also shown a
willingness to invest on an on-going basis to facilitate better farmer-trader
and/or farmer-processor relationships.
Constraints
Input and Farm Level -- While there is a strong interest within the industry to
address the CPB threat and other quality and production concerns, there are a
number of constraints that have limited real progress. In particular, farmers are
not well organized and have limited direct, on-going commercial relationships
that inform and encourage them to change crop management practices. Even
though many farmers trained by SUCCESS Alliance are practicing better crop
husbandry in their gardens through improved farm level management of cocoa,
finance and replacing aging cocoa trees is critical to the long-term sustainability
of the commodity. Smallholder farmers need to gain greater leverage and to be
able to accept and utilize news skills, know-how, and information as it is
transferred through fee-for-service training or embedded in commercial

relationships. Farmer groups, whether informal or more formal, like co-ops and
associations, have proven effective and sustainable in this regard in other
areas.
There is also still a lack of commercial relationships between farmers and actual
and potential service providers. Outreach of commercial input providers varies,
but when extensive outreach exists, farmers do not often have proper cash flow
and/or credit to purchase inputs when they are readily available. The three
programs that are active do not yet engage with commercial input providers
helping them understand how better to sell and target smallholder cocoa
farmers. The commercial delivery of inputs not only provides a more
sustainable mechanism for accessing inputs, but also an important commercial
relationship that can provide information and know-how.
Traders – One of the main complaints from farmers trained by the SUCCESS
Alliance program is that although they are producing a greater quantity of cocoa
and consequently earning more income for it, they are not getting any price
differential from traders for the additional increase in quality. Some exporters or
traders do offer a price differential on quality but this is not captured by the
farmer unless s/he sells directly to the exporter. At the farm gate, farmers
generally deal with village collectors or local traders who tend to negotiate with
each farmer on the quality and quantity they sell. Farmers have limited
leverage in transactions with traders when negotiating on their own.
(Nonetheless, cocoa marketing is highly competitive in Indonesia, with fairly thin
profit margins, and farmers do receive a high percentage of the world price.)
Traders tend to adopt short term rent seeking behaviors and do not see the
farmers as being key to their longer term success. There is a very short-term
perspective among traders, who do not grade cocoa for quality standards, trying
to maximize profits for each transaction. Short-term profit maximization has
also encouraged traders to begin adding waste to the cocoa to add weight.
While processors have worked to limit the amount of waste, this practice has
added additional costs in testing and oversight. The combination of short-term
thinking, lack of transparency, and poor business practices has created a bad
reputation for traders with processors, and has made the value chain more
inefficient and less capable of handling shocks such as with the infestation of
CPB.
Processors – The processors are primarily large international firms that have
limited understanding, ability or time to work with individual farmers. While they
are interested in direct sourcing cocoa from farmers because they know the
quality will be higher than buying from traders who mix waste with the farmers’
beans, they simply do not have the outreach nor is it economically efficient.
They also realize that they are not the best suited to facilitate farmer
organization or collaboration to organize the sale of cocoa by such groups. At
the same time, they are very concerned with the situation of cocoa quality and
quantity and have become increasingly concerned over having access to cocoa
beans meeting industry standards. The concern spills over to traders who as
part of the value chain, affect the supply of quality cocoa.
Wider Industry – When looked from an overall industry perspective there is both
a lot of opportunity and a number of substantial threats. One threat is the lack
of integration along the value chain. Sulawesi farmers have several advantages
over African farmers, such as a highly competitive and efficient marketing
system (no marketing boards), many exporters, low cost of transportation, good
infrastructure, low cost of inputs and stable macroeconomic policies, which
allow them to greater opportunities if efficiencies along the value chain are

improved. The strengths of Sulawesi cocoa (bulk, fast-growing and high yield,
but lacking in high-quality flavor) have led to a strategy by many exporters to
blend Sulawesi beans with better quality African beans in to better meet the
growing demand for chocolate. Increasing efficiency at the broader industry
level would require greater coordination and possible vertical integration in
some instances. The cocoa industry has a critical stake in sourcing sufficient
good quality beans and therefore has been very supportive in developing the
capacity of farmers and entrepreneurs in cocoa-producing countries and is likely
to remain an important partner in these efforts.
The purpose of this assessment is to provide accurate information on

opportunities to increase yields, productivity, and efficiency at all levels of the
cocoa value chain and the degree to which key services e.g. financial, ICT,
infrastructure constrain exploitation of the above opportunities.
This activity is a part ACDIVOCA’s activities in Component’s B and C. The

findings and lessons learned from this assessment will contribute to our
understanding of the cocoa industry in Indonesia in particular and of how to
increase small holder wealth in value chains through a series of activities that
promote growth throughout the sector. In so doing, this study responds to
hypothesis questions 1,2,and 3 in the AMAP Knowledge and Practice Research
Plan for Component C: Intervention Design and Implementation Research. As
we adapt value chain tools to field assessments for donors, we expect to
develop a refined and streamlined value chain analysis tool which is part of
ACDIVOCA’s research under Component B.
Description of ACDIVOCA will use a value chain approach to analyzing constraints to growth
Research in the cocoa sector which will include those constraints faced by small holder
Methodology: participants, particularly growers. The assessment will include:
 Conduct a desktop review of all existing literature on cocoa and the

confectionary value chain with a special emphasis on Indonesian and
Sulawesi cocoa.
 Meet with other donor agencies and key government officials active in
cocoa production and processing in Indonesia to gain an understanding of
their strategies and approaches, their current plans for new investments, and
their perceptions about gaps in assistance.
 Interview key private sector buyers, manufacturers, processors, traders,
and farmers to determine the constraints, relationships, rents, and other
details about the current operations of the value chain, and broader subsector.
 Map and assess the effectiveness key non-agriculture and SME activities
and non-financial services along the chain, including storage, grading, product
assembly, and ICT related services
 Analyze barriers to greater cooperation between and among firms and
MSEs and identify potential opportunities to increase effective cooperation
 Assess the extent to which access to capital constrains innovation and
technology adoption, and the set of products and institutional options that can
respond to these constraints. Identify opportunities to address these
constraints, including the use of DCA guarantees and other mechanism to
reduce initial risks.
Analyze how the current ACDI/VOCA program could more effectively address
the constraints to increasing efficiency and productivity in the cocoa industry
that benefits large numbers of small-holder farmers and non-farm MSEs.
Relevance to The primary objective of this activity is to determine constraints to growth and
AMAP BDS K&P expansion of the cocoa sector, and to propose strategies to alleviate or at least
and Mission mitigate those constraints. The results of this activity can be used by the USAID

Programming: Indonesia as well as by lead firms operating within the cocoa value chain.
Additional support in developing a strategy to implement recommendations in
the assessment may be provided by the Microenterprise Division (MD).
The research approach used will be refined and developed into a tool for
Component B under AMAP BDS K&P. Lessons learned about the dynamics of
interfirm relationships and constraints to growth within the sector will inform the
K&P research agenda.
Country Indonesia, Sulawesi.
Selection &
Rationale:
Proposed LOE: Team Leader : Henry Panlibuton, AFE, Strategic Planning Specialist, Level
One ---2 days preparation, 3 days field training of consultants; 10 days field data
collection; 5 days for mission report and Case write-up. Total: 20 days.
Hubert Schmitz: Strategic Planning Specialist, Level One (non US), 1 day for
input into field training of enumerators; 2 days for review and commentary on
final report. Total: 3 days.
ACDI/VOCA Microenterprise Strategic Planning Specialist Level Two. Maggie

Meyer. 5 days desk review and summary, 13 days field data collection; 2 days
contribution to report =20 days
2-3- bilingual TCN Local Consultant Enumerators, Level One or Level Two, tbd
2@ 13 days each= 26 days.
Additional Support and participation on the research team will be provided by

USAID’s EGAT/EIT/I e-Commerce/e-Business Advisor, Judith E. Payne,
USAID Indonesia staff, and ACDI/VOCA field staff in Jakarta and Macasar.
Total LOE: 69 days

Consultant Team Leader: Henry Panlibuton, AFE, is an international development
Selection & professional with over 13 years’ experience in the training, design and
Rationale: implementation of microenterprise and business development service (BDS)
programs; subsector and industry analysis; export trade promotion; impact
monitoring and performance evaluation; and multi-country project and program
management. As a Senior Technical Specialist with Action for Enterprise
(AFE), he helped develop and co-author AFE’s innovative “subsector/business
services” approach to program design and implementation. Applying this
approach, he co-facilitated three one-week programs in Kenya and Bangladesh
for 60 participants from 15 different countries; and also facilitated workshops on
subsector selection and business service assessments in Bhutan.
Professor Hubert Schmitz is a development economist with more than 20

years of experience in research, teaching, and advisory work. Dr. Schmitz, who
currently serves on the research team for the Institute of Development Studies,
has expertise in the areas of industrialization and employment, trust and
economic performance; industrial clusters and collective efficiency; global
traders and local producers; local upgrading in global chains. He is also the co-
ordinator of the project ‘The interaction of local and global governance:
implications for industrial upgrading’. Dr. Schmitz has co-developed training
materials in Value Chain analysis, conducted value chain analysis of the
Indonesian motorcycle industry as well as numerous others in multiple
countries.

Maggie Meyer. Ms. Meyer is the Associate Director and Cocoa Coordinator of
the Food for Development Division at ACDI/VOCA. She has been with
ACDI/VOCA for two and a half years. Ms. Meyer manages USAID and USDA-
funded sustainable cocoa development projects in Indonesia, Philippines,
Vietnam, and Ecuador. She coordinates the SUCCESS Alliance partnership
and works closely with US and international government donors, members of
the cocoa industry, local trader and farmer organizations, scientists and
researchers. Ms. Meyer has presented papers on sustainable cocoa
development in Southeast Asia at several international industry conferences.
Local consultants tbd. will be recruited based on familiarity and expertise in

the cocoa sector (1) and in value chain approaches to market analysis (1).
Deliverables: The contractor is expected to submit the following deliverables:
1. Findings report (3 hard copies and electronic copy to USAID/Jakarta and
MD
a. Summary of the main findings in the areas of cocoa production and
processing, inter-firm relationships, USAID’s current investment, and
constraints long the value chain, including policy and financing barriers.
b. Recommendations on intervention strategies that will inform USAID
and lead firms in the cocoa value chain on:
i. whether or not current investments adequately address the
constraints on a sustainable and commercial basis,
ii. what programming investments can facilitate farmers capturing a
more equitable portion of rents (broad based economic growth),
iii. whether and if so which targeted investments would help to
facilitate a more competitive cocoa production and processing value
chain in Sulawesi and the surrounding islands, and
2. Debrief to the USAID Mission at the end of the field visit to present the key
points and recommendations presented in the written report.
3. Submission of the draft value chain assessment to the AMAP BDS K&P
core team to be reviewed.
4. Submission of the final value chain assessment to the AMAP BDS K&P
core team.
Expected Conduct study March –April 2004- Final Report: May 2004.
Submission
Date:

APPENDIX 2:
Itinerary and Contact Information for Organizations/Individuals Interviewed

DATE COMPANIES/ORGANIZATION CONTACT PERSON ADDRESS/CONTACT NUMBER
JAKARTA
19-Mar-04 Dept. of Agricutural, RI U.K. Anggoro – Director Direktorat Pengembangan Perkebunan, Dept. Agri. RI., Building C, 4th Flr.
Crop Estate Development Room 401, Jl. Harsono RM., No. 3, Ragunan, Pasar Minggu, Jakarta
Selatan 12550, Indonesia
Tl: (62-21) 781-5682, Fx.: 782-7903, Cel.: 0811994590
22-Mar-04 Mars/Masterfoods Peter van Grinsven – Sustainable Tel: (31) 651 850080
(based in Netherlands) Cocoa Team
23-Mar-04 APIKCI – Indonesia Cocoa and Sonny Satari – Chairman Jl. Danau Sunter Selatan, Komplek perkantoran Royal Sunter
Chocolate Manufacture Association Peter Andow – Exec. Dir. Blok F, No. 10, Jakarta Utara
Tl.: (62-21) 652-0384; Fx.: 650-8219
Cel.: 08128152274 (Peter Andow)
23-Mar-04 ASKINDO or INCA (Indonesia Cocoa Ir. Zulhefi Sikumbang AEKI Building 3rd Flr., Jl. R.P. Suroso No. 29, Jakarta 10330
Association) Chairman Tl.: (62-21) 392-5053; Fx.: 392-5024;
Cel.: 0811137221 (Zulhefi)
CENTRAL SULAWESI
25-Mar-04 Dinas Perkebunan & Kehutanan Ir. H. Mukramin, M. Si District Gov. of Parigi Moutong, Central Sulawesi
(DISBUN- Estate Crop Mission) Head Mission Jl. Trans Sulawesi, Kelurahan Maesa No. 28, Parigi, Central Sulawesi, Tl.:
District Gov. of Parigi Moutong (62-450)22183/ 22184
25-Mar-04 PT. Effem Country Buying Station Aciang – Warehouse Mgr. PT. Effem – country Buying Station/Warehouse,
Parigi Mountong, Central Sulawesi
25-Mar-04 Cocoa Village Collector Linda – (Balinese Trader) Cocoa Village Collector, Tolai, Central Sulawesi
25-Mar-04 Putra Liong Liong Cocoa Trader

c/o. Grand Mitra Hotel,
Jl. Finono, Parigi Moutong, Central Sulawesi
Tl. (62-450) 22089/22090
25-Mar-04 Small Collector Cocoa collector at Farmer level Main Street
Jl. Tans Sulawesi, Parigi, Central Sulawesi,
26-Mar-04 Head of DISBUN, Donggala District Gov. of Donggala, Central Sulawesi

26-Mar-04 Dept. Industry and Trade, Palu Province, Aman Juhali SE Palu, Central Sulawesi
Palu. Deputy Mission
26-Mar-04 Chambers of Commerce and H. Muhidin Moh. Said – Chairman KADIN, Central Sulawesi Province,
Industry(KADIN),CentralSulawesi of KADIN Jl. Ir. H. Juanda No. 29, Palu, Central Sulawesi
Tl.(62-451) 428-824, Fx.: 428-823
Email: [email protected]
26-Mar-04 PT. Olam Palu, Central Sulawesi
26-Mar-04 Farmer Group, Sindue Subdistrict Farmer Group (25 members) Sindue, Subdistrict, Central Sulawesi
ACDI VOCA Alumni
26-Mar-04 Cocoa Farm Demplot Farmer Demplot Sindue, Subdistrict, Central Sulawesi
26-Mar-04 PT. Mitra Celebes Sejati (Palu) Jeffri PT. Mitra Celebes Sejati
Jl. Trans Sulawesi Palu-Pantoloan,
Km. 16 Taipa Palu, Central Sulawesi
Tl.(62-451) 491-726, Fx. 491-800
27-Mar-04 Focus Group Discussion Farmers, Exporters/Traders, Palu, Central Sulawesi.
ASKINDO, Gov. officials
27-Mar-04 Citra Tani Radio Rudi – Director Palu, Central Sulawesi
SOUTH SULAWESI
25-Mar-04 Farmer Group ACDIVOCA Farmer Alumni Cempa Toa, Subdistrict Suppa, South Sulawesi
25-Mar-04 Farmer Group ACDIVOCA Farmer Alumni Amassangan, Subdistrict Suppa, South Sulawesi
29-Mar-04 Bank Perkreditan Rakyat (BPR) H. Bakhtiar A. Bong SE PD BPR City Council Makassar,
City Council of Makassar Jl. Gunung Bawakaraeng No. 154, Makassar 90145
Tl.: (62-411) 424-283; Fx.: 424-284
Cel.: 081342731221
29-Mar-04 Bank Indonesia Ika Wijaya Jl. Jend. Sudirman, Makassar
Tl. (62-411) 315-188; Cel.: 0811463519
29-Mar-04 Bank Rakyat Indonesia (BRI) Denny Rohman Jl. Jend. A. Yani, Makassar, Tl.: (62-411) 313-174
29-Mar-04 Pupuk Sriwijaya Sulkifli Basir Jl. A.P. Pettarani, Makassar

Tl.: (62-411) 440129
29-Mar-04 PT. Sucofindo Dahlan Dacca PT Sucofindo, Agricultural Strategic Business Unit, Graha Sucofindo
Operations Manager Makassar, Jl Urip Sumoharjo No. 90A, Makassar 90232, Tl:(62-411)451-
890, Fx:451-796
29-Mar-04 University Hasanuddin Prof. Sofyan Djaamal & Makassar
Dr. Yusuf Maamun
29-Mar-04 Unicom Jasper Prins KIMA IV Kav.M3 - Daya Makassar
Tl (62-411) 514273 ; Cel.: 0812 418 1311

30-Mar-04 ADM Cocoa Philip Chung PT.ADM Cocoa , Jl. Kapasa Raya 12/3
Komplek Gudang CV. Mojong, Makassar 90244
Tl.: (62-411) 515-775; Fx.: 515776
30-Mar-04 PT. Mitra Celebes Sejati David Tk Ngu Jl. Kapasa Raya No. 24, Makassar, South Sulawesi
CONTINAF Tl.: 62-411) 511910; Cel.: 514981; Cel.: 0811410680
30-Mar-04 PT. Olam Murali V. PT. Olam Indonesia, Jl. Kima 4 Kav.6/7, Makassar
Tl.: (62-411) 511695; Fx.: 512372; Cel.:0811417875
30-Mar-04 PT. EFFEM Indonesia Noel D. Janetski- Pres.Dir. Jl. Kima 10 Kav. A6 Daya, Makassar, South Sulawesi
Tl.: (62-411) 515702; Fx.515704; Cel: 08124184335
31-Mar-04 ASKINDO/INCA, Makassar Drs. La Odi Mandong & ASKINDO, Makassar
Andi Faik Jl. Rusa 45B, Makassar, South Sulawesi
Tl.: (62-411)878604; Fx.: 878566;
31-Mar-04 Bank Niaga Rahmad A. Haris Jl. Jend. A. Yani, Makassar
Branch Manager Tl. (62-411) 318718
31-Mar-04 PT. Bakti Persada Perkasa Rudy Saldy SE, Jl. Tol Ir. Sutami,
Director Tl.: (62-411)437059; Fx.:516188
31-Mar-04 PT.Cargill Ruud Engbers Kima 9 Kav.L7B Daya, Makassar, South Sulawesi
Tl.: (62-411)514361
31-Mar-04 CV. Tri Karya Muhammad Akbar Jl. Pengayoman Ruko Mirah C 26, Makassar, South Sulawesi
Tl.: (62-411)422287
1-Apr-04 Group Discussion ASKINDO, Exporters, Suppliers,
ACDIVOCA, Cocoa Village
Model
1-Apr-04 International Finance Corporation Bruce Wise – Program Manager Graha Pettarani Building 5th Flr.,
A Member of The World Bank Group Jl. A.P. Pettarani No. 47, Makassar, South Sulawesi
Tl.:(62-411) 425280/84; Fx.:425269; Cel.:08123852006
2-Apr-04 PT. Maju Bersama Cocoa Indonesia Wilson Balleta & Jl. Kima 8, Kav. Ss-21, Kawasan Industri Makassar,
Chin Makassar 9011, South Sulawesi, Indonesia
Tl.: (62-411)554267; Fx.: 554245
United States

6-May-04 Masterfoods/Mars U.S.A Roger Dehnel Tel: 908-850-2107
[email protected]
10-May-04 World Cocoa Foundation Bill Guyton, President World Cocoa Foundation
tel: 703-790-5011
[email protected]
??-May-04 Hershey Foods Dave Stuart 717-534-5075
[email protected]

APPENDIX 3:
Details of Assessment Activities
STEPS IN ASSESSMENT ACTIVITIES DATA RESOURCES

APPROACH
(1) Pre-Assessment Design
Design Assessment − reviewed scope, objective, and level of − scope of work
Framework effort for assessment and design
framework accordingly
Schedule initial interviews − finalized schedule for interviews and −
with value chain participants focus group discussions of key
participants
Orient and brief team − reviewed general framework and − structured interview
members approach guide
− reviewed interview techniques and
structured interview guides with team
members
(2) Identification of Key Value Chain Constraints
Review existing data − compiled and researched all relevant − internet research
documents and reports regarding − telephone interviews
Indonesian cocoa specifically, as well as − initial team
its current position within the global meetings
cocoa value chain in general
Map value chain actors and − developed and refined initial value chain −
their inter-relationships maps which graphically present key
functions, major participants, and their
inter-relationships within the value chain
(3) Assessment of Commercial Solutions (Critical Success Factors)
Identify solutions − Identified (potential) commercially viable −
solutions to address value chain
constraints
Prioritize solutions − conducted a short-listing exercise of − short-listing matrix
possible solutions − team meetings
Assess and validate − carried out assessment with −
feasibility of solutions existing/potential solution providers and
users to determine if they could be
offered in a sustainable manner.
(4) Development of Facilitation Strategies
Recommend activities to − identified possible support initiatives, − focus group
upgrade/facilitate growth & based on constraints to provision and use discussion (FGD)
competitiveness of solution with key
− validated information from the participants
commercial solution assessment
− solicited feedback from key private sector
participants on possible initiatives to
support the targeted value chain solutions

APPENDIX 4:
Summary of Indonesia Cocoa
Details on the production, supply, and demand of Indonesian cocoa and cocoa products are
shown below.
Summary of Indonesia Cocoa (Production, Supply, and Demand)
Commodity 2001 2002 2003

Area Planted (‘000 ha) 700 710 720
Area Harvested (‘000 ha) 470 480 490
Bearing Trees 470 480 490
Non-Bearing Trees 230 230 230
TOTAL Tree Population 700 710 720
Beginning Stocks 3,593 2,170 3,495
Main Production 249,086 280,000 265,000
Mid & Other Production 150,612 170,000 161,000
TOTAL Production (MT) 399,698 450,000 426,000
Bean Imports 24,641 20,000 21,075
Liquor & Paste Imports 2,850 2,500 2,500
Butter Imports 29 25 25
Powder, Cake, Choc. Imports 5,843 5,500 5,200
TOTAL Imports (MT) 33,363 28,025 28,800
TOTAL SUPPLY (MT) 436,654 480,195 458,295
Bean Exports 326,463 350,000 333,800
Liquor & Paste Exports 7,951 8,400 8,000
Butter Exports 42,636 44,800 9,000
Powder, Cake, Choc. Exports 42,434 44,500 39,000
TOTAL Exports (MT) 419,484 447,700 419,800
Domestic Consumption 15,000 29,000 35,000
Ending Stocks 2,170 3,495 3,495
TOTAL DISTRIBUTION (MT) 436,654 480,195 458,295
Source: Indonesia Cocoa Report 2002, Global Agriculture Information Network (GAIN), USDA/FAS, Jakarta

APPENDIX 5:
Detailed Description of Value Chain Participants
Below is a brief description of the major functions and participants in the Indonesia cocoa value
chain, which are shown graphically in two value chain maps (Figure 6 and Figure 7
respectively).
Research/Extension:
There is one major agricultural research station in Indonesia, funded by the Government of
Indonesia and located in Jember, Java. This station provides limited research and training for
the cocoa sector, and does not have outreach or activities in Sulawesi, or links to extension
activities. There is little research funded by other donors or the private sector. ACIAR has
conducted small-scale research on improved varieties for pest and disease resistance, and is now
testing these varieties with the SUCCESS Alliance. PT Effem, a local cocoa processing
subsidiary of Masterfoods/Mars Inc., also has a small seed garden where limited research is
conducted.
Cocoa extension falls under the direction of Dinas Perkebunan (Disbun), the Department of
Estate Crops. Due to decentralization, each district office of Disbun in Sulawesi now controls its
budget and activities independently, including extension work. Most Disbun extension agents
are not specialists in cocoa, and due to budget constraints and lack of education and training, the
services that district Disbun agents provide to cocoa farmers are limited. Under the SUCCESS
Alliance (implemented by ACDI/VOCA), some Disbun extension agents and a small cadre of
farmer/trainers have been trained to lead best practice trainings using the farmer field school
methodology for cocoa farmers in their area.
Other public-funded extension programs include the Cocoa Village Model (implemented and
funded by the Indonesia Cocoa Association – ASKINDO), and the PRIMA project
(implemented by PT Effem, with Dutch funding).
Input Supply:
The major inputs for smallholder cocoa production are seedlings and planting material, tools,
fertilizers, and pesticides. Most farmers obtain seedlings and planting material from their own or
neighboring farms. There are few community or commercial nurseries for cocoa. There are two
large fertilizer/input supply companies in Indonesia, including PUSRI, who distribute their
products via a network of wholesalers/distributors and local kiosks and retailers. Per
government decree, each of these companies is now only able to operate in designated
geographic areas of the country. Cocoa farmers typically buy their tools, fertilizers and
pesticides from these small retail operations in nearby towns. However, there is limited access to
inputs for farmers who do not live near towns.
Growing:
There are approximately 400,000 smallholder farmers in Sulawesi, who farm an average of less
than 1.5 hectares each, and produce bulk, unfermented cocoa. Most labor on cocoa farms is
provided by family members with little outside hired labor. Average yield on these farms varies

from 400 to 800 kilograms per hectare. Cocoa is the primary cash crop for most Sulawesi
farmers but they also grown rice, maize, and other food crops. These other crops – particularly
rice – have greater social and cultural importance that cocoa and farmers often spent more time
on these crops and less on cocoa. Some larger estates also grow cocoa but supply less than
10% of the total production in Indonesia.
Collecting/Bulking:
Local Collectors are primarily farmers or rural entrepreneurs who travel to farms with a
motorbike (or sometimes a truck) and purchase cocoa beans from farmers once or twice per
week during the two harvest periods. The scale of these purchases is small and turnover is rapid.
If they purchase wet beans, collectors will often full-dry them, but their storage capacity is still
limited. Before harvest, some collectors provide cash advances (or pre-financing) to farmers,
while some provide housing or transportation in exchange for beans. Collectors usually sell to
larger traders either in towns or markets. Some collectors truck their beans directly to Makassar,
and small number sell directly to exporters or processors.
PT Effem has also established an upcountry buying station in Parigi, Central Sulawesi to pilot
test a direct supply chain with farmers. By offering slightly higher base prices and a relatively
more transparent procurement process, PT Effem hopes to provide incentives to consistently
supply cocoa of higher quality. Based on their experience, other local processors and large-scale
exporters are exploring the possibility of vertically-integrating as well.
Trading
Traders purchase cocoa beans from collectors or, to a lesser extent, directly from farmers. They
make most purchases at collection points (towns and markets) up-country and arrange for
transport of the beans to the main cities of Makassar or Palu. Specific data was not available, but
there are an estimated 9,000 traders in Sulawesi with most buying between 1,000 to 5,000 MT of
cocoa per year, depending on cash flow and availability of working capital.
Traders primarily sell their cocoa beans to exporters in Makassar or Palu, although a smaller
amount flows to local processors. There are a smaller number of traders who sell only “export-
ready” beans and are expected to adhere to a higher quality standard. Traders receive daily price
information from New York and Makassar via fax or phone. Although ASKINDO is a national
association for the entire cocoa industry, the leadership and most members are traders which
constitute its primarily constituency.
Processing (local):
Cocoa processing, or grinding, entails the transformation of dried beans into a variety of
processed cocoa products, including: cocoa paste or liquor, cake, powder, and butter.
Approximately 10% of Sulawesi cocoa production is processed locally. Most local processors
primarily process Sulawesi beans, although some also purchase smaller amounts of fermented
beans from Sumatra, Java, Papua or Papua New Guinea. Processors buy beans primarily from
traders and collectors and most have about 20 consistent suppliers. Processors have strict quality
standards and will discount their suppliers accordingly (see Section 2.3 for details on the
discounting process).

There are approximately twelve local cocoa processors in Indonesia located in Sulawesi
(Makassar) and Java (Surabaya, Jakarta, and Bandung)—producing cocoa butter, cocoa powder,
and/or cake. But over half of them, mostly located in Java, are either non-operational or
operating below capacity. These facilities have become inoperable for a variety of reasons,
including taxes, lack of working capital, lack of good equipment, lack of quality beans, and lack
of efficient management.
In Sulawesi, the largest processors are PT Effem and Unicom (a subsidiary of a Dutch-owned
cocoa trading company) with an average capacity of 10,000–15,000 MT per year. Unicom
exports semi-finished cocoa products to its parent factories in Europe for further processing and
packaging. PT Effem primarily sells products to Masterfoods manufacturing plants in the U.S,
Brazil, and other parts of Southeast Asia—as well as to Ceres Group, the major local
manufacturer. Both PT Effem and Unicom are hoping to expand their processing capacity. In
addition, there are plans by separate local entrepreneurs to start-up a new cocoa processing
facility in Palu and in Makassar later this year.
Local processors are charged with a 10% VAT tax on the sale of their cocoa products and an
income tax, which has recently been reduced from 2.5% to 0.5%. A new association called
APIKCI was recently established to primarily represent cocoa processors and manufactures but
its membership is still limited.
Manufacturing (local):
Manufacturing is the process of producing final finished chocolate products. There are a number
of local small-scale manufacturers producing for the domestic market and sold to middle-upper
class consumers in Indonesia. Overall domestic consumption is low (i.e., approximately 35,000
MT annually). The Ceres Group is the only fully integrated cocoa manufacturer and product
exporter in Indonesia. The Ceres manufacturing plant is located in Java but recently expanded
their processing operations internationally, with a new 50,000 MT capacity facility in Malaysia.
Ceres produces a variety of higher quality chocolate products for export to other regional Asian
markets as well.
Exporting:
Exporters must fumigate cocoa beans before shipping and typically sell to importers on an
“FOB” (“free on board”) port of embarkation basis for future shipment. There is currently no
export tax on cocoa beans although the GoI is considering it. Exporters also have quality
standards and discount for poor quality, although standards vary depending on the specific
requirements of their international buyers.
There are 10-20 local small-scale cocoa bean exporters that are largely based in Makassar, with
a few exporting from Palu. These exporters buy beans from collectors and traders who deliver
their warehouses, and then sell primarily to regional buyers for processing. The medium- to
large-scale exporters also sell to regional buyers with a few selling to U.S-based buyers as well.
Both the small- and medium/large-scale exporters have found it increasingly difficult to compete
with the multinational affiliate exporters. As a result, many have begun selling directly to the
larger multinational exporters rather than continue to export directly themselves.

The five main multinational affiliate exporters in Sulawesi are EDF & Man, Olam, Cargill,
ADM, and Continaf. These exporters purchase bulk beans from collectors and traders, sort and
grade them for quality, and then sell them to buyers, primarily in the U.S., Malaysia, Singapore,
and Brazil for processing. Most of their procurement comes from Sulawesi but some also source
beans from other parts of Indonesia.
Multinational exporters will typically have a core group of 20-30 traders but will buy from any
supplier who meets their requirements. Some multinational exporters have started to explore
upcountry buying activities to obtain better quality directly from farmers, but most prefer to have
traders bring the beans to their warehouses in Makassar or Palu.
There is an Indonesian national quality standard for exports of cocoa beans, developed by the
National Standards Board of Indonesia (SNI), but it is currently only voluntary. If exporters or
buyers require certification of their beans then the inspection is performed by one of two
companies (Sucofindo or PanAsia) who will test a sample of the beans against the quality
standards for bean count, waste level, mold, and moisture content. The inspection companies
then issue a certificate to the exporter ensuring that the beans meet the Indonesian quality
standard. However, the legitimacy of these inspection certificates is still questioned by some
international buyers.
BPSMP, a division of the Ministry of Trade and Industry, has recently been charged with
oversight and regulation of the inspection agencies to help ensure that the Indonesian SNI
standard is being upheld. This is a new process which is not yet obligatory and will be
implemented gradually. To date, government enforcement of the standard has been extremely
limited.
Importing/Trading:
Several large multinational processors and manufactures use international agents, based
primarily in New York or London, to source beans or cocoa products. The biggest cocoa bean
exporter in Indonesia is the local affiliate of ED&F Man—one of the largest cocoa and
commodity traders in the world.
Most cocoa is globally traded on the New York and London commodity exchanges. Since the
U.S. is the biggest buyer of Sulawesi beans, most of the Indonesian cocoa trade passes through
the New York exchange which serves as the basis for Sulawesi bean prices. Physical trade does
not pass through the exchange. It is the mechanism used by international importers and traders
to establish current commodity prices.
Processing (regional/international):
Many of the multinational affiliate exporters in Indonesia are subsidiaries of, and directly supply
beans and products to, their multinational processors including Cargill and ADM. The
processed cocoa products are sold to manufacturers in the U.S., Asia, Latin America, and
Europe. Blommer Chocolate Company is the largest cocoa processor in North America and is a
major importer of Sulawesi bean.
Manufacturing (international):

Multinational manufacturers are dedicated chocolate producers and are generally located close
to their final consumer markets. Most of the chocolate products manufactured from Sulawesi
beans are sold to consumers in the U.S, Western Europe, and in more well-developed countries
of Latin America and Asia.
U.S. manufacturers are the largest international buyers of processed cocoa butter from Sulawesi,
purchasing about 40% of total exports, followed by European and Southeast Asian buyers. The
market for Sulawesi cocoa powder is split fairly evenly between buyers in the U.S, Southeast
Asia, and Europe.
Many of the large manufactures will source cocoa from international traders, but some deal
directly with exporters themselves or have representatives in cocoa producing countries.
Hershey Foods, one of the biggest buyers of Sulawesi cocoa, is the largest chocolate
manufacturer in the world. Other major manufacturers who source Indonesian cocoa include
Lindt, Cadburys, etc.
There are also integrated multinational processors and manufacturers who produce their
own cocoa products for use in the manufacturing of chocolate. Two of the largest ones, ADM
and Masterfoods/Mars, have significant presence and representation in Indonesia.

APPENDIX 6:
ICT considerations for Value Chain Assessments 7
Why Integrate ICT into Value Chain Assessment Approach?

The goal of integrating ICT into the approach is to make sure that the full range of ICT tools and
services are considered as parts of the solutions to identified problems in the value chain.
How to Integrate ICT into the Value Chain Assessment Approach?

There are four recommended ways to integrate ICT into the value chain assessment approach:
1. Identify ICT as an explicit component in the assessment approach itself.
2. As part of the orientation/training for the assessment team, inform the team what
types of constraints ICT tools and services may address; the wide range of ICT tools
and services; and provide concrete examples of how ICT has been used successfully
to address such constraints.
3. Include ICT related topics in the Interview Guide.
4. Make sure these ICT related tasks are identified as part of any Statement of Work to
conduct a value chain assessment.
Further details on each of these recommendations are presented below.
7
These recommendations have been prepared by Judy Payne (USAID/EGAT/EIT/IT) who participated on the value
chain assessment team and provided technical support on ICT-related issues.

1. Include ICT in Value Chain Assessment Team Orientation.
Step in Assessment Approach ICT Component Example

1. Conduct sector analysis -- Identify key constraints along the chain from producer through global buyers.
From existing data, to the extent possible, identify any ICT USAID has ICT Assessments of most countries. See
• Review existing data applications (e.g., software, Internet-based or not; SMS EGAT/EIT/IT team for pointers to such documents.
applications, etc.) used by each of the players in the chain These will often have information on access and pricing
internally or with other players. Also, to the extent possible, of types of ICT, e.g., land line and cell phones; radio;
identify to what types of ICT types of players have reasonably TV; Internet access; stand-alone computers via access
priced and reliable access. centers.
If possible, conduct phone interviews during the desk review to
probe global buyers especially regarding software applications
they use. See ICT inputs to Interview Guide.
If helpful, develop an ICT overlay for the value chain diagram. The overlay would literally be laid over the value chain
• Map key actors and their inter- This is especially helpful when access to information across the showing breakdowns in communications – no or very
relationships. chain is a constraint. slow communications or a mismatch of access to ICT
or particular applications. For example, some traders
might use cell phones to communicate with each other
and exporters but remote traders might not have cell
phones so be in a weaker position in the chain. See
sample of an ICT overlay in Appendix A.
Include gathering information on access to and pricing of ICT In the field, ask questions about what types of ICT each
• Validate and prioritize key tools and services to understand which ICT tools/services are player uses; whether pricing is reasonable. For
constraints. options for which players in the chain. example, some farmers may watch TV regularly while
others may be too remote and only listen to short-wave
radio. Similarly, in towns, find out pricing for cell
phones, Internet access if relevant and appears to be a
constraint for some players.
Asking questions to global buyers regarding how they
transact and communicate with other suppliers (what
software applications they might use) may give ideas
regarding constraints faced by players in the developing
country that have no knowledge or access to such
efficient communications and transaction channels and
so are inefficient suppliers.

Step in Assessment Approach ICT Component Example
2. Identify commercially viable solutions.
Include ICT related solutions related to access or applications & See examples in table showing constraints and ICT
• Prioritize possible solutions to across ICT types: radio, TV, computer, phone, Internet. solutions by ICT type. (In recommendation value
constraints. chain team orientation material.)
Same as above step. See Interview Guide. Pay special attention to what players facing constraints
• Assess and validate feasibility of actually use today. Also ICT providers may have ideas
solutions. regarding innovative ICT solutions taking advantage of
new, lower cost technologies such as WiFi, Voice over
IP (VoIP), or text messages over cell phones.
3. Identify facilitation activities.
Look for and talk to in-country ICT providers or point to them A big hurdle for ICT usage is commercial
• For prioritized, feasible solutions, in program design activities. In most USAID countries, there sustainability. If you need help on this step, contact
identify and recommend activities are at least a small cadre of innovative ICT providers who may EGAT/EIT/IT team. They have plenty of ideas and
to facilitate them. just need some TA to improve their skills handling new ICT examples of how ICT solutions can be implemented in
tools or applications. sustainable ways.
Watch out for regulatory hurdles if you are thinking of VoIP or
WiFi or even interconnectivity between cell phone providers.
Also make sure to specify physical conditions of the users of the
proposed ICT solution and maintenance requirements.

2. Include ICT in Value Chain Assessment Team Orientation.
As part of the orientation/training for the assessment team, inform the team what types of
constraints ICT tools and services may address; the wide range of ICT tools and services; and
provide concrete examples of how ICT has been used successfully to address such constraints.
3. Include ICT Related Topics in the Interview Guides.

This section provides guidance on types of questions might be asked as part of the assessment to
identify ways ICT may address priority constraints. As with the general interview guide for this
approach, the questions are only guidance – how they are actually posed is up to the interviewer.
Objectives: The analyst needs to pursue three types of questions in order to identify where ICT
tools and services might address constraints.
1. What types of ICT each significant player in the value chain uses today or could use
(that is, it is accessible to the player and the player is willing to use) at a reasonable price.
2. Ways ICT is already being used to address constraints in the value chain and with what
effect (success?); and ways that might be extended.
What internal software applications players at the global level use. Many, of not most, firms in
developed countries rely heavily on software applications for internal management and
operations and, increasingly, to conduct
business with their suppliers and customers. Example 1: In the apparel industry, many large
apparel businesses design on-line and transmit their
It is important to know how these designs electronically to those that cut and assemble
applications affect their relations to the apparel. They also track progress on assembly
customers and suppliers. If players in and shipment electronically via electronic
developing countries are more difficult to transactions. If a group of apparel assemblers in
deal with because they do not provide XYZ country can’t receive and handle designs
electronically nor report their progress, they are at
information in the same format or via the
a competitive disadvantage.
same media, they are less competitive. That
means the global player has to handle them
with exceptional and probably more costly processes.
Perhaps a bit more probing may be needed with interviewees regarding innovative ways ICT
might help improve relationships along the value chain. Many people do not think in these terms
so may find it more difficult
to think of possibilities.
Example 2: Most large global distributors use networked business
That is why it is so
applications to conduct business with their key large suppliers and
customers. This is fundamental to how they operate and not only important that the
increases their process efficiencies but saves them significantly in interviewees are made
inventory and transportation costs. They simply do not inventory aware of some of the
inputs any more or very little. Firms with heavy or large products possibilities during the team
sometimes use “rolling” inventory. For example, timber companies orientation.
load their stock on trucks and route them on the fly to customers as
they travel across the country as orders come in electronically from
construction firms. Manufacturers do this as well. If suppliers in a Whom to Interview
developing country do not use these core applications, it becomes Most ICT related questions
much more costly for a global buyer to turn to them at all. Suppliers can be posed to the usual
in developing countries must become part of this virtual value chain.

interviewees – all the players along the value chain plus important “horizontal” players such as
financial institutions, transport and input suppliers. For global manufacturing, retail or export
players, though, you may need to track down someone who knows internal software applications
better or how software applications are used routinely with other suppliers. For example, if you
talk only with the person who knows how the company deals with furniture suppliers from
Bolivia, that person may not be aware that they are handled in an exceptional way, given they
have no access to the Internet or some software application.
Tip: You may also want to track down ICT experts – perhaps consultants – in the global sector
you are assessing. These experts may not focus at all on any players in developing countries.
But they can give you important insights into the types of software applications and
communication that are becoming fundamental for the global players in the sector. Some global
customers may compensate for the lack of ICT capabilities of suppliers in developing countries,
putting these suppliers at a disadvantage unbeknownst to them. See the boxes on the prior page
for examples of how this might affect those in developing countries. Being left out of the virtual
value chain will increasingly mean being left out of the value chain completely.
4. Include ICT Related Tasks in Value Chain Assessment Statement of Work

Any Value Chain Assessment Statement of Work needs to explicitly call for integrating ICT into
the assessment as is described in this paper. In fact, this paper could be provided as an
attachment to the SOW to show how the ICT “lens” will be a part of assessment from start to
finish – in team orientation, interviews, and analysis.
This means that the firm selected for the SOW must be able and willing to do this. This will not
and should not require a separate “ICT” member of the assessment team. That would only mean
that ICT is meant as an add-on, not integrated into the work as needed. All team members can
quickly be oriented from an ICT perspective.

APPENDIX 7:
Short-listing of Commercially Viable Solutions
A summary of the major value chain constraints and potential commercially viable solutions
(critical success factors) needed to address them is shown below.
Key Constraints and Possible Commercially Viable Solutions
KEY CONSTRAINTS POTENTIAL COMMERCIALLY VIABLE

SOLUTIONS / CSF
1. Detention of cocoa beans at U.S. ports to meet phyto- − Availability of an FDA-approved inspection
sanitary conditions of the FDA increases the cost to system to provide pre-shipment inspection
exporters which reduces the price they can pay to their services for cocoa bean exports to the U.S.
suppliers.
2. Local processors are unable to procure adequate quantities − Access to lobbying service to reduce or
of cocoa beans due to the existence of a Value-Added Tax eliminate VAT assessed on beans sold by
(VAT) tax on beans sold to them by traders and collectors. traders and collectors to local cocoa
As a result, most suppliers will prefer to sell their beans to processors.
exporters.
3. The official registration options for rural businesses, − Access to lobbying service to expand the legal
including farmer groups, are limited. This limits their status options for farmers groups, and rural
ability to engage in formal contract agreements with enterprises in general, to effectively conduct
traders. business operations.
4. Possible export tax on cocoa beans threatens to increase the − Access to lobbying service for exporters to
exporters’ cost and decreases their competitiveness in prevent the enactment of an export tax on
global trade. cocoa
5. Many smallholder farmers are unable to sell their − Access to up-country buying stations where
production in large volume and are therefore unable to smallholders can bring large volumes of cocoa
benefit from direct sales with exporters and processors, beans for direct sale to exporters and
which decreases their income potential processors.
− Access to an auction system for smallholder
farmers to sell their beans more transparently
6. Local processors have difficulty in procuring consistent − See possible solutions for No. 5. above
quality cocoa which prevents them from operating at full
capacity and decreases the viability of local value-addition
opportunities.
7. Lack of coordination among the government, associations, − Access to a coordination body to facilitate and
private sector, and other stakeholders providing support to help coordinate various cocoa development
the cocoa subsector. initiatives in the country.
8. The international market acceptability and demand for − Provision of enforcement mechanisms to
cocoa beans of various quality, does not provide incentives ensure compliance with prevailing quality
for farmers to invest in improving farm productivity or standards (SNI) for cocoa exports.
bean quality.
9. The production of fermented cocoa beans in Sulawesi is − Access to market for fermented cocoa beans
limited which reduces value-added opportunities for for smallholder farmers.
smallholder farmers

KEY CONSTRAINTS POTENTIAL COMMERCIALLY VIABLE
SOLUTIONS / CSF
10. Cocoa farm productivity in Sulawesi is decreasing, due to a − Provision of training and technical assistance
number of causes including: widespread infestation of pests in improved cultural practices and other
and diseases (primarily the Cocoa Pod Borer - CPB), age improved crop husbandry techniques
and variety of existing tree stock, poor soil nutrition, and
drought. This results in decreased productivity and income
potential for smallholder farmers.
11. Limited commercial distribution and availability of − Access to affordable and improved planting
improved planting materials for smallholder farmers materials for smallholder farmers
decreases their production yield and income potential. −
12. Smallholders lack understanding of cost benefit of fertilizer − Access to training and awareness for
use which decreases their productivity and income smallholders on cost/benefit of fertilizer use
potential.
13. Processors, exporters, and traders have limited access to − Availability of financial services for exporters,
working capital loans, which decreases their turnover and traders, and processors based on alternative
income potential. sources of collateral (e.g. inventory)
14. Lack of access to credit by smallholder farmers to purchase − Availability of and access to credit for
fertilizers decreases their production yield and income smallholder farmers to purchase fertilizers
potential. − Access for smallholder farmers to acceptable
collateral sources (i.e., land certificates) to
enable them to apply for loans from financial
institutions.
The team then conducted an exercise to prioritize the possible commercial solutions to the key
constraints using a “Short-Listing Matrix” which shows the relative rating (i.e., high, medium,
low) of each proposed solution against two critical selection criteria. Any solution falling within
a pre-determined “not attractive” range could be considered as low priority, while solutions rated
with high potential in both criteria are considered more “attractive” and of higher priority
consideration.
The following criteria were used to determine the relative priority of the possible commercial
solutions:
− Potential for Growth and Expansion of the Value Chain: the possibility of the
proposed solution resulting in increased growth and expanded trade, investment, and/or
competitiveness of the cocoa value chain.
− Potential Number of Smallholder Farmers that would benefit or increase
participation in the value chain: the increased number of smallholder farmers benefiting
or participating in the value chain as a result of the proposed solution. This could also be
a measure of outreach as well as potential employment opportunities.
The results of the short-listing exercise are presented below.

Short-Listing of Possible Commercial Solutions
Potential for Growth and Expansion of Cocoa Industry
11 8, 10
High 7
3, 6, 12, 13 5, 14
1, 2
Medium
Low 4, 9
Low Medium High
Potential No. of Smallholders that would Benefit or Increase Participation in the Value Chain
Assessment of Targeted Solutions
Determining the feasibility of the highest priority solutions was the next phase of the assessment.
In addition to the information collection from interviews and secondary research, two focus
group discussions (FGDs) were held with selected value chain participants in Palu and Makassar.
The objective of the FGDs was to validate the identified constraints and possible commercial
solutions and, more importantly, to begin a dialogue with relevant stakeholders on how specific
solutions could best be supported and commercially sustained.
For some of the participants, the FGDs offered them a rare opportunity to share their views and
opinions on how to address prevailing problems with other value chain participants. The goal
was to move beyond the usual discussion of constraints to a constructive public-private sector
conversation on how the constraints can be sustainable mitigated and addressed within a
commercial private sector context.

APPENDIX 8:
Illustrative Assessments of Commercially Viable Solutions
When conducting value chain analysis, it is also important to complete an assessment of possible
commercially viable solutions to the major value chain and subsector constraints. Due to the
limited level of effort available for this assessment, full assessments of the various solutions
were not completed but, based on data available and compiled in Indonesia, illustrative examples
are presented below.
Illustrative Example 1
Commercially Viable Solution: Training and technical assistance for smallholder farmers in “best practice”
methods to improve crop production.
These best practice techniques include improved pruning, frequent harvesting, improved farm sanitation,
fertilizing/nutrient management, tree rehabilitation (e.g. grafting of improved tree stock), shade management,
biological controls, and appropriate use of pesticides.
Subsector Constraint (addressed by solution):
The quantity of Sulawesi cocoa production has started to decrease over the past few years. While there are many
reasons for this decrease, it is recognized that increased infestation of the cocoa pod borer (CPB) is a major factor.
Other factors which limit the production of smallholder farmers include: age of trees, drought, farmer behavior and
lack of cocoa extension, black pod (fungal), vascular stem die-back, and other pests and diseases.
As a result of pest infestation and poor crop management techniques, smallholder farmers have experienced lower
yields and decreased quality (e.g. increased waste, clumping, mold, bean count, smaller/flatter beans, and higher
moisture) which has decreased their income potential.
Existing Providers of the Solution
There are a number of mechanisms currently being used to delivery training and technical assistance in cocoa best
practice to smallholder farmers, including:
(i) SUCCESS Alliance
(ii) PRIMA
(iii) ASKINDO Cocoa Village Model
(iv) Disbun Extension Agents
It should be noted that the sustainability and outreach of all the existing service providers are severely limited. The
cost recovery of all of the providers currently depends on external (public/donor) funding. The commercial
provision of best practice training and technical assistance is not done and the capacity to scale-up existing
provision will also be a challenge.
Proposed Potential Provider(s) of Commercially Viable Solutions:
 Individual Private Sector Companies
 input supply companies (e.g. Pusri)
 collectors/traders
 processors (e.g. PT Effem, Unicom)
 exporters (e.g. Continaf, Olam)
 Farmer trainers
 Sulawesi Cocoa Research Center/Institute
 (does not currently exist, but could be developed)
Constraints to Provision and Use of the Solution (for targeted providers and users):
It will be important for all providers to coordinate their activities at some level in order to avoid sending mixed or
conflicting best practice messages to smallholder farmers.

Promotion and dissemination of a general best practice campaign could also facilitate delivery of a consistent
message to farmers.
Provider-specific constraints include:
Exporters
− production training and technical assistance is not their core business
Input Supply companies
− the training and technical assistance provided by private sector may be too narrowly focused (i.e.,
appropriate use of fertilizer) and not significantly result in sustainable cocoa production for smallholder
farmers
Processors
Farmer trainers
− lack of technical and management capacity to properly train and provide technical support to smallholders
− perception by other farmers that they know better than the farmer-trainers
− production and dissemination of appropriate farmer-to-farmer training materials (from Success) is limited
− there is a need to determine how farmer trainers could recover the cost of providing this training and
conduct this as either a full-time or part time activity
Collectors/Traders
− the association is not structured to conduct extensive training programs for smallholders
− perception of lack of trust by many in the industry; seen as only interested in their core trader constituency
− technical capacity to provide best practice training is limited
− few technical staff to expand the outreach of training and technical assistance
Sulawesi Cocoa Research Institute/Center
− does not currently exist
− would need to operate commercially to recovery costs for certain activities
User Constraints (Smallholders)

− Lack of working capital to pay for training up front
− Lack of understanding of cost-benefit of the training
− Receive mixed/conflicting messages from different sources
Illustrative Example 2
Commercially Viable Solution: Access to and availability of appropriate cocoa production inputs for smallholder
farmers.
This service would entail both the availability cocoa production inputs including the optimal mix of fertilizer for
cocoa, improved tree species and plant varieties, harvesting tools, etc. Training of smallholder farmers in the
appropriate use of these inputs would be critical. A variety of financing options for farmers to access these inputs
must also be considered.
Subsector Constraint (addressed by solution):
There is little or no availability of a variety of inputs necessary to fully utilize best practice techniques and improve
cocoa production for smallholder farmers. In addition, they have not been able to access these inputs if available
because of the cost and seasonality of cocoa farmer income.
Proposed Provider(s) of Solution:
− input supply companies (e.g. Pusri)
− financial institutions (e.g. Bank Indonesia, BPRs, etc.)
− farmers groups (FFS alumni)

Constraints to Provision and Use of the Solution (for targeted providers and users):
Input Supply Companies (e.g. Pusri)

− the appropriate mix of fertilizers for optimal cocoa production is not currently available
− the default risk of direct input pre-finance for smallholder farmers is high; input supply companies have
little or no access to farmer collateral to reduce this risk
− rural outreach of some input supply companies is limited
Financial Institutions (e.g. Bank Indonesia, BPRs, etc.)
− there is a lack of rural financial intermediation (savings and/or credit services) for cocoa farmers
throughout Indonesia
− rural network of financial institutions is not widespread
− technical capacity of staff to understand and process agricultural loans is limited
Farmers Groups (FFS alumni):
− lack of financial management skills (e.g. record/bookkeeping, preparation and use of financial statements,
portfolio analysis, risk management) to engage in input supply provision and distribution
− there is a need to determine how farmers groups could recover the cost of providing this service

APPENDIX 9:
Current Investments (Public and Private) in Indonesian Cocoa
There are a variety of on-going and pending investments to support Indonesian cocoa—seven of
them are public sector projects and three are private sector initiatives.
Summary of Public and Private Sector Investments
SPONSOR INVESTMENTS IN COCOA

Bi-lateral/Other Donors USAID: Success Alliance
German Business Association: ASKINDO Capacity Building
ACIAR & Australian Government: improved genetics research
Government District-level “Kimbun” projects [Dispun]
National cocoa IPM & “condomization” [Dispun]
Multi-lateral Donors IFC: Pensa Project (cocoa within agribusiness component)
ADB: Tree Crop Productivity Enhancement (design phase)
Private Sector/Other Masterfoods/WCA: Prima Project – Noling
ASKINDO: Cocoa Village Model Project – Mamuju; with Bank Indonesia
Bank Niaga: Warehouse Receipts Program – Makassar
Whether private or public-sector supported, most of these investments lack outreach to most of
the 400,000 smallholder cocoa farmers and/or are heavily dependent on external funds to
continue.
Bi-lateral Donor Investments in Cocoa
USAID Success Alliance: Since October 2002, as a Global Development Alliance-

supported initiative, USAID/Indonesia has been supporting the cocoa value chain through the
SUCCESS Alliance project, implemented by ACDI/VOCA. Originally funded by USDA, this
program provides training to over 35,000 smallholder farmers in Sulawesi in best practice cocoa
production techniques (called the “PsPSP” method) to combat Cocoa Pod Borers (CPB) using
the farmer field school model.
Using the methodology of farmer field schools, the Success Project is facilitating intensive four-
month training programs for smallholder farmers throughout Sulawesi. It is recognized,
however, that the outreach and sustainability of the training and technical assistance is currently
limited.
There may be opportunities to explore additional methods to expand the dissemination of the
PsPSP messages via media including radio and television, if appropriate. During the assessment,
the team held discussions with a local radio station in Central Sulawesi (Radio Citra Pertanian)
which is one of the few private stations dedicated to agricultural-based programming. They
broadcast in AM, FM, and short-wave and expressed openness to new programs. Print media
could also be better exploited to disseminate the PsPSP methodology. The general distribution

of technical brochures may not be effective, but using exporters and intermediaries in the
dissemination process may give the message more commercial importance.
Local private sector sponsorship of expanded media dissemination should also be pursued where
appropriate. During interviews and the FGDs, initial discussions with some input supply
companies and exporters regarding possible commercial sponsorship of quality cocoa messages
were generally positive.
By the end of the program in 2005, the SUCCESS Alliance plans to reach over 80,000 farmers in
Sulawesi, Papua, North Sumatra, and Bali—providing training to improve crop husbandry and
integrated pest management to control CPB. The specific training curriculum in the various
provinces is also being expanded to include use of bio-controls, farmer-led research, genetic
selection and side-grafting, and community nurseries.
The Success Alliance already has strong relationships with its existing private sector partners
(including Masterfoods/Mars, Hersheys, and the World Cocoa Foundation) who provide
technical assistance and additional funding for small research and training activities, including
research and testing for bio-controls and clonal varieties.
Australian Government: ACIAR, with funding from the Australian government and
Masterfoods, has begun conducting small-scale research to identify appropriate genetic varieties
for Sulawesi cocoa farmers. This research has focused primarily on yield and pest and disease
resistance.
Multi-lateral Donor Investments in Cocoa

IFC/PENSA Project: The International Finance Corporation (IFC) has recently begun a
business development project in Eastern Indonesia, called PENSA. This five-year, $21 million
program started in March 2003 and works in five program areas: (i) trade and export promotion,
(ii) financing, (iii) extractive industry linkages, (iv) business policy, and (v) agribusiness
linkages.
The agribusiness linkages component of PENSA is based in Makassar and will focus its
activities in the South Sulawesi province only. Cocoa is one of three subsectors they have
targeted under this component—emphasizing technical assistance to the cocoa sector and
enabling environment for agribusiness. A summary of PENSA’s planned cocoa support
activities are presented below.
Logframe for IFC/PENSA program (Agribusiness Linkages)
Component Sub-Component/Activities
Technical Assistance to  support and monitoring of current initiatives
the Cocoa Sector o improved productivity and quality in supply chain
 feasibility study for up-country procurement, warehousing, financing system
attraction of finance for Industry Development
liaise with other donors on cocoa investment projects
promote commercial cocoa investment opportunities
assess level of support for Cocoa Dev. Fund

Component Sub-Component/Activities
Enabling Environment for  micro-finance for small farmers/entrepreneurs
Agribusiness SMEs strengthen farmer groups to access microfinance
liaise with existing MFIs operating in South Sulawesi
 finance for agribusiness SMEs
o support agribusiness SMEs in business plan and feasibility study development
assist SMEs access financial institutions and apply
It should be noted that the PENSA program is very new and while they plan to work in the areas
listed above, they are still only in the planning stage. PENSA has expressed interest in working
with USAID and/or other donors to implement programs in the cocoa sector so there are definite
opportunities for possible programmatic synergy and leverage.
Asian Development Bank (ADB): Sustainable Tree Crop Productivity Project: The
ADB is preparing a project to increase the incomes of smallholder tree-crop farmers and to
remove constraints on tree-crop subsector productivity. The project will improve support and
regulatory services, targeting the poor, through district-level interventions. Specific
objectives include:
(i) restructuring of support services for the smallholder subsector;
(ii) promotion of diversified and sustainable farming systems among small tree-crop
farmers; and
(iii) provision of infrastructure to encourage the development of integrated tree-crop
production, marketing, processing, and manufacturing, through private sector
investment, state-owned enterprises, and cooperatives.
It is not clear how much project support will ultimately be targeted at cocoa, but the PENSA
program is maintaining involvement during these preparatory phases to ensure that cocoa is
explicitly incorporated.
Government of Indonesia Investments in Cocoa
Dinas Perkebunan (Dispun): Dinas Perkebunan, the Department of Estate Crops, is

implementing several small projects to provide training to farmers. Disbun of South Sulawesi
plans to implement an IPM Cacao training program for over 6,000 farmers. Nationally, Dispun
will also begin a “condomization” program to promote the use of plastic sheathing to reduce the
spread and vulnerability of cocoa trees to pests and diseases.
Since activities and budgets are now controlled at the district level, however, plans of the
provincial Disbun to implement this program are dependent on districts providing funding and
staffing.
Kimbun Program: Since 2002, Dispun has also been establishing local district-level
“Tree-Crop Industry Stakeholder Development Program (KIMBUN)” areas to improve cocoa
production and provide access to finance for farmers. The lending component of KIMBUN is
based on a solidarity group model, with no interest terms. To date, the outreach of this program
has been very small. Given its concessionary lending terms, the sustainability of the program’s
activities are dubious.

Private Sector Investments in Cocoa
Masterfoods PRIMA: Masterfoods/PT Effem, with funding from the Dutch government,
is currently implementing a small two-year cocoa research program called PRIMA. Under the
PRIMA project, Masterfoods is providing intensive technical training in IPM and best practices
to 1,000 farmers and laborers in the village of Noling (South Sulawesi). Collectors and traders
working in the Noling area. have also been trained under the PRIMA project. Masterfoods is
now monitoring and evaluating the effect of this intensive training on the quality of cocoa being
produced throughout Noling.
ASKINDO Cocoa Village Model: The national cocoa association, ASKINDO, is

implementing an integrated cocoa development program for a specific community in the
Mamuju District of South Sulawesi. The “cocoa village model” is taking a broad livelihoods
approach to its training and technical support – focusing on the social, economic, and cultural
dimensions not only cocoa production. The program is addressing issues of access to finance
(via improved land certification in collaboration with the Bank of Indonesia), crop
diversification, as well as improved cocoa crop management.
Bank Niaga: For the past two years, this bank has been conducting a pilot warehouse
receipt program (where farmers/traders warehouse beans and then receive a bank loan that uses
the warehoused beans as collateral), to offer fixed asset-based lending products to its higher-end
clients. To date the program has only had 5-6 clients participate (with 2 in Sulawesi), mostly
higher-end exporters with substantial clout and influence, but the concept of inventory-based
credit is one that could benefit the wider cocoa industry if it could be made more accessible to
other participants in the value chain.

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Value Chain Assessment:

Accelerated Microenterprise Advancement Project

For more information on AMAP and related publications, please visit

Accelerated Microenterprise Advancement Project

Henry Panlibuton, M.B.A., Team Leader, is a Senior Associate at Action for

Maggie Meyer, Sector Specialist, is an Associate Director in the Food for

ACDI/VOCA is a private, non-profit international development organization

Appendix 1: Scope of Work..........................................................................................................23

Appendix 2. Itinerary and Contact Information for Organizations/Individuals Interviewed........29

Appendix 3: Details of Assessment Activities...............................................................................33

Appendix 4: Summary of Indonesian Cocoa.................................................................................34

Appendix 5: Detailed Description of Value Chain Participants....................................................35

Appendix 6: ICT considerations for Value Chain Assessments ...................................................40

Appendix 7: Short-Listing of Commercially Viable Solutions.....................................................45

Appendix 8: Illustrative Assessments of Commercially Viable Solutions....................................48

Appendix 9: Current Investments (public and private) in Indonesian Cocoa................................51

ACDI/VOCA Agricultural Cooperative Development International/

The primary objectives of this assessment were to:

Table 1. Summary of Programmatic Priorities and Illustrative Facilitation Activities

Program Priorities/ Illustrative Facilitation Activities

Access to lobbying service for exporters to

During the assessment, the team completed the following activities:

The primary objectives of this assessment were to:

Table 2. Value Chain Participants Interviewed

Value Chain Participant Companies/Agencies

Value Chain Assessment: Indonesia Cocoa 1

1.2 Research Approach

Figure 1. Value Chain Assessment Approach

Value Chain Assessment: Indonesia Cocoa 2

Value Chain Assessment: Indonesia Cocoa 3

2.1 Major Market Segments for Cocoa

Value Chain Assessment: Indonesia Cocoa 4

According to a major chocolate manufacturer, approximately 80% of international trade in cocoa

Value Chain Assessment: Indonesia Cocoa 6

Value Chain Assessment: Indonesia Cocoa 7

3.1 Overview of Indonesian Cocoa

Value Chain Assessment: Indonesia Cocoa 8

Value Chain Assessment: Indonesia Cocoa 10

3.2.2 Volume and Cash-driven Transactions – Without incentives for exporters,

Value Chain Assessment: Indonesia Cocoa 11

3.3 Margins and the Distribution of Returns

Average Sulawesi New York (ICCO)

Value Chain Assessment: Indonesia Cocoa 12

Figure 9. Calculating Net Price for Cocoa Beans

Initial Price (based on NY Sulawesi FAQ)

Value Chain Assessment: Indonesia Cocoa 13

4.1 Identification of Major Constraints and Opportunities

Table 3. Summary of Major Value Chain Constraints and Opportunities

Value Chain Assessment: Indonesia Cocoa 14

Value Chain Assessment: Indonesia Cocoa 15

Value Chain Assessment: Indonesia Cocoa 16

4.2 Identification and Prioritization of Possible Commercially Viable Solutions

Value Chain Assessment: Indonesia Cocoa 17

Key Constraints Possible Commercially Viable Solutions

Access to an auction system for smallholder farmers to

Smallholder farmers lack access to acceptable

Value Chain Assessment: Indonesia Cocoa 18

Figure 10. Illustrative Cocoa Development Framework

Table 5. Summary of Programmatic Priorities and Illustrative Facilitation Activities