Báo cáo nghiên cứu nông nghiệp " Improvement of export and domestic markets for Vietnamese fruit through improved post-harvest and supply chain management "

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The fruit industry in Vietnam has a great potential and plays an important role in agricultural production. In 2003, Vietnam exported US$43 million of high value fruit to high-income countries and imported US$14 million of fruit and vegetables. Vietnam is experiencing difficulties in competing with other Asian nations in export markets and its own domestic market, especially with China and Thailand. This suggests that Vietnam’s horticultural industries require substantial development to be globally competitive. Vietnamese consumers are demanding safer and higher quality fruit. This project has identified key pre-and post-harvest technology gaps that reduce product quality, safety and consistency. Targeted training programs are focusing on the total supply...

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Nội dung Text: Báo cáo nghiên cứu nông nghiệp " Improvement of export and domestic markets for Vietnamese fruit through improved post-harvest and supply chain management "

Ministry of Agriculture & Rural Development Completion Report Improvement of export and domestic markets for Vietnamese fruit through improved post-harvest and supply chain management. CARD Project 050/04VIE COMPLETION REPORT Date February 2009 1
Table of Contents 1. Institute Information ....................................................................................................... 1 2. Project Abstract ................................................................................................................ 3 3. Executive Summary ......................................................................................................... 3 4. Introduction & Background ............................................................................................ 5 5. Progress to Date ............................................................................................................... 6 Implementation Highlights ..............................................................................................................6 Smallholder Benefits.......................................................................................................................20 Capacity Building ...........................................................................................................................22 Publicity...........................................................................................................................................24 Project Management ......................................................................................................................27 6. Report on Cross-Cutting Issues..................................................................................... 27 Environment ...................................................................................................................................28 Gender and Social Issues ...............................................................................................................28 7. Implementation & Sustainability Issues ....................................................................... 32 Issues and Constraints....................................................................................................................32 Options.............................................................................................................................................35 Sustainability...................................................................................................................................36 8. Next Critical Steps.......................................................................................................... 36 9. Conclusion...................................................................................................................... 37 10. Statutory Declaration................................................................................................. 37 1
1. Institute Information Improvement of export and domestic Project Name markets for Vietnamese fruit through improved post-harvest and supply chain management. Southern Sub-Institute of Agricultural Vietnamese Institution Engineering and Post-Harvest Technology (SIAEP) Mr Nguyen Duy Duc, M. Eng. Vietnamese Project Team Leader Queensland Department of Primary Australian Organisation Industries and Fisheries (DPI & F) Mr. Robert Nissen Australian Personnel Dr. Peter Hofman Mr Brett Tucker Mr. Roland Holmes Ms Marlo Rankin June 2005 Date commenced May 2008 Completion date (original) June 2008 Completion date (revised) Final Report December 2008 Reporting period Contact Officer(s) In Australia: Team Leader Mr. Robert Nissen +61 07 54449631 Name: Telephone: Project Leader +61 07 54412235 Position: Fax: Organisation Queensland Department of bob.nissen@dpi.qld.gov.au Email: Primary Industries and Fisheries (DPI & F) In Australia: Administrative contact Michelle Robbins +61 07 3346 2711 Name: Telephone: Senior Planning Officer +61 07 3346 2727 Position: Fax: (Emerging Technologies) Organisation Queensland Department michelle.robbins@dpi.qld.gov.au Email: of Primary Industries and Fisheries (DPI & F) 1
In Viet Nam Mr Nguyen Duy Duc, +84 (8) 8481151 Name: Telephone: Director SIAEP +84 (8) 8438842 Position: Fax: Organisation Southern Sub-Institute of Email: siaep@hcm.vnn.vn Agricultural Engineering and Post- Harvest Technology (SIAEP) 2
2. Project Abstract The fruit industry in Vietnam has a great potential and plays an important role in agricultural production. In 2003, Vietnam exported US$43 million of high value fruit to high-income countries and imported US$14 million of fruit and vegetables. Vietnam is experiencing difficulties in competing with other Asian nations in export markets and its own domestic market, especially with China and Thailand. This suggests that Vietnam’s horticultural industries require substantial development to be globally competitive. Vietnamese consumers are demanding safer and higher quality fruit. This project has identified key pre-and post-harvest technology gaps that reduce product quality, safety and consistency. Targeted training programs are focusing on the total supply chain and are providing benefits by helping to implement quality management systems and GAP systems at the village level providing greater employment for the farming community. This project embraces the five CARD strategies for rural development; and in particular; strategies to increase production and competitiveness of agricultural systems; reduce poverty and vulnerability, and increase stakeholder participation whilst ensuring sustainability. 3. Executive Summary This is the completion report for the Collaboration for Agriculture; and Rural Development (CARD) Project 050/04 VIE Improvement of export and domestic markets for Vietnamese fruit through improved post-harvest and supply chain management. A strategic analysis of the mango and pomelo supply/value chains operating in southern Vietnam was completed in April 2006 by SIAEP and SOFRI staff, farmers, collectors, traders, wholesalers, exporters and retailers. This strategic analysis process, in manual form was provided to both SIAEP and SOFRI staff to use for development of future fruit and vegetable supply/value chains. Strategic plans workshops were also held in villages with mango and pomelo growers and with collectors to discuss supply chain maps, the SWOT analysis and strategic plans developed at previous workshops and to adjust and obtain input from a wider cross section of farmer/growers. Action plans were also developed based on the agreed vision, goals and future direction for both the mango and pomelo CARD project participants. These action plans aligned with the CARD Project objectives and represented the project activities. Easy and simple to understand supply/value chain maps were constructed to enable supply chain stakeholders to identify their participation in these chains. This also enabled participants to identify where they added value to the chain without being fearful of criticism. This consultative and participatory action learning approach is designed to empower the rural poor in the decision making processes. Two reports were produced on investigations into mango and pomelo supply chains in the Mekong Delta of Vietnam. These reports provided information on consumer preferences, retailer, wholesaler, collector/trader and farmer practices and technologies used in Vietnam. Major findings indicated that: 3
• Traditional mango and pomelo supply/value chains in Vietnam are long in terms of number of participants in the chain and the number of times the product is handled by the participants. • Care and attention to sorting grading, packaging, handling procedures and stacking methods are not practiced to the levels to provide consumers with as quality assured safe product. • High quality, extra or super class fruit, class 1 fruit are marketed with stalks attached. This is done to reassure customers that the fruit they are purchasing fresh fruit. These stalks often break off during handling and transport and also draw moisture from the fruit. • Farmers, collectors, traders, packaging agents and wholesalers estimates of damage fruit is from fro 1 to 2%, but surveys conducted found it is greater then 20%. • Terms of trade and verbally agreement with collectors and farmers needs to be quickly overhauled and a new system put in place that protects the wholesaler, collector and farmer. • Even though these supply chain appear to be models of efficiency, the inability of wholesalers and exporters further down the chain to meet price and quality demands points to a significant problems. New supply chains were developed with Metro Cash & Carry and various high value retailers in TP Ho Chi Minh City for mango and pomelo. This project was not involved in the business to business negotiations but assisted in developing good agricultural practices (GAP) and quality assurance systems. For example:- • Keeping mango fruit cool along the supply chain in the high humidity and high temperature conditions in Southern Vietnam significantly reduces fruit weight loss by 35% to 61% and extended shelf life by a minimum of at least 4 days. • A combination of new fibreboard packaging plus hot water dip treatment and plastic crate packaging plus hot water dip treatment plus cooling the fruit along the supply chain significantly reduced disease infestation by 55% to 93%. Implementation of GAP, mango growers with high levels of management practices and high input levels obtain a profit of VND 15,105,000 per 1000m2, 2.1 times greater than growers with mid level management practices and mid level inputs and 3.7 times greater than grower with low level management practices and inputs. Bagged fruit were sprayed once with pesticides (before bagging), while non-bagged fruit were sprayed a further seven times. This bagging method provided to consumers a chemical free, safe product. An 87% reduction pesticides costs was achieved using fruit bagging. A 10% to 20% increase in fruit quality achieved using fruit bags across all fruit grades. Pomelo Growers with high levels of management practices and high input levels obtain a profit of VND 3,576,000 per 1000m2, 2.4 times greater than growers with mid level management practices and mid level inputs and 3.9 times greater than grower with low level management practices and inputs. Fifty nine workshops were conducted during this project, to train 572 farmers and 79 collectors and wholesalers. In-field, participatory action learning workshops provided a better understanding of how improvements to the mango and pomelo supply/value chains operating in Southern Vietnam. 4
Forty two manuals and workbooks were developed and used in the CARD Project and 22 reports were produced covering:- • Investigation into the mango and pomelo supply/value chains operating in Southern Vietnam • Strategic Plans and supply/value chain maps for pomelo and mango • Mango post harvest physiology manual and quality assurance manuals for mango and pomelo • Maintaining fruit quality and increasing shelf life of mango and pomelo • Survey of mango fruit quality offered for sale in Northern Vietnam • Economic evaluations of the mango supply/value chains and orchard practices for mango and pomelo In 2008, the Cat Hoa Loc Mango Group sold about 700kg to 1 tonne of Cat Hoa Loc grade 1 fruit to Metro Cash & Carry Vietnam Ltd., as a trial shipment using a new developed supply/value chain. This fruit sold from 55,000 to 75,000 VND/kg. This is about double to triple the normal price. At the end of the CARD Project, a contract was signed with Metro Cash & Carry to supply 5 tonne of fruit. In the My Hoa Pomelo Group pack-house, GAP processes were implemented. SIAEP staff helped the pomelo group with developing, designing and implementing the processing line to facilitate the sorting grading and packaging of pomelo fruit. They have now signed a contract with Metro Cash and Carry for 34 tonnes of pomelo. They also supply supermarkets in Hanoi with about 18 tonnes of pomelo. They have been trailing fruit vacuum bagging to reduce moisture loss and extend the fruit shelf life. They have also trailed Citra Shine Wax. This CARD Project has achieved all of its activities and outputs. I would like to thank CARD for their support and funding for this project. It has not been an easy project to implement and run due to the loss of staff from the various Vietnamese and Australian institutes and lost time due to unforeseen health problems of the Australian team members. However, I would like to personally thank Director Duc SIAEP and Dr Chau SOFRI for their friendship and support for the Australian team members and myself. They and their staff have availed themselves to the highest level possible to assist us and their own farmers and CARD project participants implement this project. 4. Introduction & Background Fruit and Vegetable crops are highly lucrative compared to staple crops. Horticultural produce has high value-added and income generation potential when compared to livestock and grain production. Horticulture is highly attractive, especially for small scale farmers, and has a comparative advantage, particularly where land holdings are small, labour is abundant and markets reasonable accessible (Weinberger and Lumpkin, 2006). This situation is particularly true in Mekong Delta and Central South Coast Province of Khanh Hoa, Vietnam. Ford et al., (2003), suggested the competitiveness of Vietnamese fruit industries were failing due to poor, unstable product quality, no quality standards, poor post harvest technologies and pre-harvest practices, lack of group co-operative marketing structures and little information about supply chains, prices and customers needs. 5
This project will address constraints by engaging with key Vietnamese stakeholders from research institutes (SIAEP and SOFRI) and local farmers in the mango and pomelo industries in Southern Vietnam. This project will taken account of the total supply chain network. This project focused on where significant benefits are to be gained in the pre- harvest, post-harvest and marketing sectors. This project will alleviate weaknesses in the supply chain and improve the capacity of stakeholders involved in pre-and post-harvest technologies affecting product quality consistency. Highly–specialised, targeted training programs, appropriate for institutions and industry stakeholders will be provided in supply chain management and planning, pre- and post-harvest technologies. At the local village and district level, cluster development of farmer/grower groups should ensure better on-farm prices. This will increase power to these farmers which will benefit all members of the supply/value chain, rather than the present powers brokers in the chain. Farm incomes will therefore increase and result in better standard of living for rural families. In addition, if quality management systems are implemented at the village and district level through more appropriate fruit quality standards, packaging and grading systems should increase returns resulting in greater employment at the local village level. The flow on effects of this will benefit the poor in the rural areas, and specifically help provide more jobs for rural women. 5. Progress to Date Implementation Highlights The project has more than filled its component objectives by focusing on the total supply chain networks and market sectors. This was achieved through engaging key Vietnamese stakeholders (research institutes, SIAEP and SOFRI) and local farmer groups (Cat Hoa Loc Mango Cooperative and My Hoa Pomelo Cooperatives) and local farmers in the provinces of Tien Giang, Dong Thap, Long An, Ben Tre, Tra Vin, Vin Long, Can Tho in the Mekong Delta of and Khanh Hoa in Southern Vietnam. This CARD project made linkages with the AADCP project and ASEAN Training workshops on Post-harvest Technologies and the Dragon Fruit project. Project training of SIAEP and SOFRI staff and material supplied has also assisted SIAEP in the delivery of training workshops for Metro Cash and Carry in their joint project with GTZ and the Ministry of Commerce in Vietnam. Materials supplied and training carried out by this CARD project has also assisted SIAEP staff in the ADB project and workshops to assist farmers in developing new agricultural supply chains to supply Metro Cash an Carry stores with produce that meet their specifications, particularly on product quality and food safety. This project has provided training for more than 572 farmers and 79 collectors and wholesalers. Workshop evaluations have indicated that over 90% of farmers were very satisfied with material supplied and workshops conducted. 6
The major components of this project were: • Selection of fruit crops:- mango and pomelo were selected as the highest priority crops in Southern Vietnam. • A strategic analysis of the mango and pomelo horticultural industries supply chains in Vietnam • Mango was the main fruit selected for intensive investigation for supply chain practices, traditional pre- and postharvest technologies used in Vietnam. The effects on fruit quality along the supply chain was the chief focus of this project with information obtained from the mango supply chain adapted to the pomelo supply chain. • Mapping and identifying strengths and weaknesses in existing domestic and export chains for mango and pomelo, with particular emphasis on determining consumer preferences and needs, and feeding results back to farmers • Selection of the key stakeholders and identification of key pre-and post- harvest and cultural constraints • Developing improved export and domestic supply chains for mango and pomelo • Setting up of new supply chains, improved farmer groups/organisations for marketing mango and pomelo Achievements and outputs of this CARD project components Strategic Analysis Process A strategic analysis of the mango and pomelo supply/value chains operating in southern Vietnam was completed in April 2006 by SIAEP and SOFRI staff, farmers, collectors, traders, wholesalers, exporters and retailers. This strategic analysis process, in manual form was provided to both SIAEP and SOFRI staff to use for development of future fruit and vegetable supply/value chains. Strategic planning workshops were also held in villages with mango and pomelo growers and with collectors to discuss supply chain maps, the SWOT analysis and strategic plans developed at previous workshops and to adjust and obtain input from a wider cross section of farmer/growers. This consultative and participatory action learning approach is designed to empower the rural poor in the decision making processes. Investigations into supply value chain operating in Southern Vietnam Two reports were produced on investigations into mango and pomelo supply chains in the Mekong Delta of Vietnam. These reports provided information on consumer preferences, retailer, wholesaler, collector/trader and farmer practices and technologies used in Vietnam and provided to the CARD Project Management Unit in the Milestone 7 Report. Traditional mango and pomelo supply/value chains in Vietnam are long in terms of number of participants in the chain and the number of times the product is handled by the participants. For pomelo, almost 80% of the fruit is moved from farms by boat to the collectors to local wholesale markets. Care and attention to sorting grading, packaging, handling procedures and stacking methods are not practiced. High quality, extra or super 7
class fruit, class 1 fruit are marketed with stalks attached. This is done to reassure customers that the fruit they are purchasing fresh pomelo. These stalks often break off during handling and transport and also draw moisture from the fruit. Farmers, collectors, traders, packaging agents and wholesalers estimates of damage fruit is from 1 to 2%, but surveys found it is often above 10%. Supermarkets are now setting new procurement practices and supply systems which focus on reducing costs and improving quality to enable them to sell at lower prices. This will allow them to win over consumers and obtain a larger share of their target market. The ability of many small farmers, collectors and wholesalers in the Mekong Delta of Vietnam to meet safe food levels and quality demands of domestic and overseas supermarkets can only be obtained through investing in improvements in their production and supply chain practices. Implementation of new production and post–harvest practices and the modernisation of these supply chains may prevent some small farmers from participating. Many small farmers will have to develop risk minimisation strategies, such as forming groups, implementing new crop management and production systems, improved packaging, more efficient transport methods and handling practices to provide a safe, competitively priced quality product. Understanding the supply chain and where to make changes is essential if farmers and chain participants are to benefit. Terms of trade is usually by verbal agreement between collectors, farmers, wholesalers and retailers. This needs to be quickly overhauled and a new system put in place that protects the retailer, wholesaler, collector and farmer. Even though this supply chain appears to be a model of efficiency, the inability of wholesalers and exporters further down the chain to meet price and quality demands points to a significant problem. Also, risks faced by supply chain participants are significant. For example one collector/wholesaler/exporter is owed a significant amount of money, some 49 million VND after exporting mango fruit. Their options are extremely limited in options to receive payment for fruit all ready supplied. Many collectors, wholesalers, traders, transporters and middlemen act in an opportunistic way in order to minimise the risk of opportunism, resulting in less-than-desirable supply chains. Weaknesses in the Vietnamese legal system fail to address oblivious and dubious transactions, adding to less than desirable supply chains operating in Southern Vietnam. Supply/Value Chain Maps Easy and simple to understand supply/value chain maps were constructed to enable supply chain stakeholders to identify their participation in these chains. This also enabled participants to identify where they added value to the chain without being fearful of criticism. During this phase in the project, identification of strengths and weakness of each chain was undertaken without participants losing face. Prior to developing supply chain maps for mango and pomelo farmers in the Mekong Delta in southern Vietnam, many chain participants felt that they had an excellent product, but data collected from supply chain sampling revealed losses of up to 40% for mango and 30% for pomelo. This mapping revealed that losses were due to incorrect handling procedures, no cool chain, poor packaging, inadequate transport and stacking systems employed. This indicated a lack of infrastructure, knowledge and skills along the supply/value chain. 8
Both vertical and horizontal integration of a supply chains has to occur if chains are to be effective and efficient. Whilst all participants involved in these strategic supply chain development process find it easy to analyse their existing chains and develop new chains, the underlying principles of developing high levels of trust, open effective communication and information flows are very difficult to achieve due to the business culture operating in these transitional economies. Strategic and Action Plans Development of strategic plans and action plans for mango and pomelo industries was also undertaken in April 2006. This CARD Project then implemented these action plans for mango and pomelo over the lifetime of this project. Top 5 Priority for Strategic Plan:- Listing in Order of Importance for Mango Industry 1. Improve production process (e.g. follow GAP) 2. Need to improve the linkages between farmers – traders – customers. Scientists and government also need to be involved. 3. Need market information for export and domestic markets 4. Improve packing and storing procedures/Need technical support to improve storing, packing and packaging material 5. Government to help with planning and development for specialised fruit growing area Top 5 Priority for Strategic Plan:- Listing in Order of Importance for Pomelo Industry 1. Supporting techniques from seedling –farming-harvesting (Guidance for GAP) 2. Advice/counsel on standards/specifications of products 3. Intensively farming & programming production area 4. Training on IPM 5. Improving applicability of farming techniques and technologies of harvesting, packing and transporting Training • Training of key stakeholders based on the strategic and action plans developed was conducted to increase knowledge and fill capacity gaps to reduce major weaknesses in pre-and post-harvest technologies affecting product quality and consistency. These highly targeted and specialised training programs were provided to the Vietnamese institutes, farmers and cooperatives in the Mekong Delta and Khan Hoa Provinces in Southern Vietnam to meet the major project components and objectives. Training by the Australia team, SIAEP and SOFRI staff conducted 56 workshops in all between November 2005 and December 2008. Additional farmer training courses were carried out by both SIAEP and SOFRI in June 2006, May 2007 and June 2008 in the Mekong Delta and Khanh Hoa Province. Further impromptu training sessions were held with farmers and farmer groups (cooperatives) during SIAEP and SOFRI staff visits to the various farms, farmer groups pack houses and wholesalers. The success of these workshops were documented and reported to the CARD Project Management Unit in Milestone 10. A summary of all the farmer workshop evaluations showed that:- 9
• 75% of all farmer workshop participants found the workbooks/manuals very useful with the remaining 25% indicating that they were useful. • 52% understood the concepts very well and 47% having a understanding of the concepts • 49% reported that all the information was new to them with 50% indicating that most of the information was new to them • 73% indicated the information was very useful to them for their work with the remaining 27% indicating it was useful • 83% of all the farmers workshop participants indicated the methods and process would be used in their work with the remaining 17% indicating it would be useful • 81% of all farmers who attended the workshops indicated that they were highly satisfied with the training with the remaining 19% saying that they were satisfied • 94% of all farmers’ participants wanted further training. A summary of all the train the trainer workshop evaluations showed that:- • 71% of SIAEP and SOFRI staff who attended the training workshops indicated the workbooks and manuals very useful with remaining 29% indicating that they were useful. • 59% of SIAEP and SOFRI staff at the workshops understood the concepts very well with the remaining 41% indicated they understood the concepts • 48% of SIAEP and SOFRI staff at the workshops indicted that all of the information was new to them with the remaining 52% indicating that most of it was new to them • 73% of SIAEP and SOFRI staff at the workshops indicated that this information would be very useful in their work with the remaining 27% indication it would be useful • 85% of SIAEP and SOFRI staff at the workshops indicated that methods and processes would be very useful in their work with the remaining 15% indicating that the methods and process would be useful • 93% of SIAEP and SOFRI staff at the workshops indicated they wanted further training • 79% of SIAEP and SOFRI staff at the workshops indicated that they were highly satisfied with the training with the remaining 21% indicating they were mostly satisfied New supply chains were developed with Metro Cash & Carry and various retailers in TP Ho Chi Mint City for mango and pomelo. This project was not involved in the business to business negotiations but assisted in developing GAP and quality assurance systems. As part of the development of these new supply/value chains an economic analysis was conducted and a report was prepared and provided to the CARD Project Management Unit as part of Milestone 10. This training and monitoring and results of the analysis of the new supply chains, development of the quality standards for mango and pomelo; fulfil the CARD Project activities 5, 6, 7, 8, 9, 11, 12 and 13. 10
The objectives of the project were: • Improved pre-harvest technologies to produce high quality mango (integrated pest and disease management (IPDM), integrated crop management (ICM), fruit fly control, maturity indices, reduced pesticide residues, better environmental and human health issues in Vietnam) • Improved mango and pomelo post-harvest technologies (e.g. cool chain management, packaging, post-harvest dipping, ethylene ripening, waxing, washing and wetting agents) • Improved quality standards and quality assurance programs for mango and pomelo. The approach and methodologies developed for these crops through this project can be applied to other fruits and vegetables • Mapping of current supply chains to domestic and selected export markets, with particular emphasis on determining consumer preferences and needs, and reporting results back to farmers • Provide a better understanding and possible improvements of the supply chain by Vietnamese fruit industries for mango and pomelo Achievements and outputs of the project objectives Pre-harvest manuals developed The Australia team assisted SIAEP and SOFRI staff to developed technical and field guide pre-harvest manuals based on GAP. These manuals were written in Vietnamese for Vietnamese farmers. Specific subjects covered were:- • Mango Cultivation Handbook • Mango Pest Control Handbook • Mango Disease Control Handbook • Pomelo Cultivation Pest and Disease Control Handbook. Manuals covering pre-harvest training and were provided by the Australian team in conjunction with our Vietnamese collaborators. These manuals were: • Best practice manual for mango (Mango Information Kit) • Mango and citrus orchard design • Citrus training and pruning manual • Farmer citrus training and pruning manual • Using chemicals (A chemical handling and safety manual) • Citrus pest and disease manual • Integrated pest and disease management (IPDM) system for pomelo • Mango pest management manual • Improving mango harvest systems Postharvest manuals developed Manuals covering post-harvest training were also provided by the Australian team in conjunction with our Vietnamese’s collaborators. These manuals covered: • Optimising harvest quality in mangoes Hazards to quality Maturity Disease breakdown 11
Managing sapburn and skin browning Ripening and storage Quality and grading Monitoring quality Quarantine pests packaging and labelling • Mango postharvest manual Fruit ripening and quality loss Harvesting and field handling Pack-house operations and practices Ripening and storage Main causes of postharvest defects • Ripening room design Supply Chain manuals developed Manuals covering supply/value chain development and improvement were also provided by the Australian team in conjunction with our Vietnamese’s collaborators. These manuals covered: • Introduction to value supply chains • Developing food value supply chains • Understanding and monitoring quality flows • Principles of supply/value chains • Supply/value chian analysis • Developing supply/value chains • Developing strategic plans • Developing action plans • Developing new improved horticultural supply/value chains • Supply/value chain management of fresh product quality and food safety • Understand supply/value chain and product quality • Processes used to manage fresh product quality and food safety • Handling and transporting of fresh produce along a supply chain to maintain produce quality and deliver safe produce to the consumer • Marketing and focus group training • Designing Training Workshops for mango and pomelo growers in Vietnam • Socio-economic analysis of mango and pomelo supply chains in Vietnam All manuals were provided to SIAEP and SOFRI and to farmers, collectors, traders, wholesales, retailers and exporters who attended the CARD Project training workshops. These manuals are one measure to ensure sustainability of this project. These manuals are a way of ensuring long-term project impacts. Manuals are of then used a source of reference material for SOFRI and SIAEP staff as well as the local mango and pomelo farmers. On several of the farm visits in the Mekong Delta, farmers would bring out their manuals, proudly displaying them and discuss various aspects they have read or need help with in trying to implement on their farms. These manuals are part of the CARD’s Project activity 11. Practical on hands training conducted for capacity building Several experiments were set up to provide hands on training for SIAEP and SOFRI staff. This was done so staff had first hand knowledge of how fruit quality deteriorated along the supply chain and how manipulating the supply chain by using various post-harvest 12
technologies can stop the loss in fruit quality. These reports on the effects on fruit quality were presented to the CARD Project Management Unit in Milestone 9. Monitoring of results for pomelo showed that all farmers, collectors, traders, packing agents, wholesalers, retailers and consumers use colour as one of the indicators of maturity in the Mekong River Delta of southern Vietnam. Results established that skin colour is not a good indicator of Nam Roi pomelo fruit maturity. The oBrix (sugar) and acid content continued to increase after the fruit were harvested. This may be due to the significant moisture loss which occurs within the pomelo fruit after harvest and the concentration of sugars and acid in the fruit. The testing of the new mango supply chains and quality monitoring showed sorting, grading and packaging and cooling the fruit by the farmer groups significantly reduced fruit weight loss and damage and increased the shelf life for mango. These outcomes and training provided covers part of this CARD Project activities 8, 9, 11, 12 and 13. Pomelo outcomes Results from experiments indicated that fruit treated with Citra Shine Special Wax had an increased the shelf life. The increase was about 2 weeks compared to the control and Vacuum Wrapping treated fruit. The change from green to yellow was about one week later for the Citra Shine Special Wax and Vacuum Wrapped treated fruit compared to the Control treated fruit. This delay in colour change may have some effect on the supply chains operating in the Mekong River Delta in southern Vietnam by allowing traders, collectors, packing agents and wholesalers to hold fruit back from marketing for about a week. This is a significant advantage considering there are no cool chains or other post harvest treatments applied to pomelo fruit before marketing. Vacuum Wrapping and moisture condensation inside the wrapping also played a significant role in increasing the incidence of disease. Fruit that are vacuumed wrapped, or have a special anti-transpirant applied must have no physical damage to the surface of the skin. Fruit must also be sanitised thoroughly to eliminate any possible disease infection before applying postharvest treatments. This is especially critical for fruit destined for export due to quarantine requirements of importing countries and developing a reliable trade mark and reputation for Vietnamese pomelo fruit. Mango outcomes Keeping mango fruit cool along the supply chain in the high humidity and high temperature conditions in Southern Vietnam significantly reduces fruit weight loss by 35% to 61% and extended shelf life by a minimum of 4 days. Combinations of new fibreboard packaging, hot water dip treatment, plastic crate packaging and cooling the fruit along the supply chain significantly reduced disease infestation by 55% to 93% respectively. As with most fruit, mangoes are best ripened at the wholesale market end of the chain. This will allow the fruit to travel along the chain in a hard green state reducing handling damage and disease development. Mangoes should be ripened at 18oC to 22oC as these temperatures will allow the fruit to develop maximum colour, flavour, texture, taste, and limit the loss of Vitamins. If these temperatures are maintained along the supply chain, fruit will still be in a high quality state and capable of being sold at the highest market prices. 13
Development of new cool supply chain systems, packaging and disease control methods to extend shelf life of Cat Hoa Loc mango in Southern Vietnam must be a key initiative of Government and Institutes to ensure farmers in the Mekong Delta remain economically viable. Evidence of project outputs and benefits A final workshop attended by all stakeholders was held at SIAEP Conference Rooms in Ho Chi Minh City from the 18th and 19th December 2008, with a field trip to on the 20th of December 2008 to inspect pomelo and mango grower group operations. The final CARD project workshop was attended by CARD Officials, Vietnamese Ministry Officials, SIAEP, SOFRI, Metro Cash and Carry, VACVINA and pomelo and mango farmer group representatives and this fulfil this CARD Project activity 14. See Appendix B for a list of speakers and the workshop program. Highlights from the workshop were:- Mango growers with high levels of management practices and high input levels obtain a profit of VND 15,105,000 per 1000m2, 2.1 times greater than growers with mid level management practices and mid level inputs and 3.7 times greater than grower with low level management practices and inputs (See table 1 below). For example:- a framer with a 1000m2 area of mango the average farmer input is VND 6,405,000 and the average yield per 1000m2 is 960 kg. The unit cost per kg of “Cat Hoa Loc” mango is VND 7,600. Table 1. Input profit by farmer groups for “Cat Hoa Loc” Mango farmers in the Hoa Hung Commune, Cai Be District, Tien Giang Province in the Mekong Delta of Vietnam. Description High Medium Low Average Ratio Ratio Level Level Level (times) (times) Group Group Group High vs. High vs. Medium Low Unit production cost 6.7 7.8 8.7 7.7 0.9 0.8 (VND 1000/kg) Unit production profit 11.4 8.6 6.8 8.9 1.3 1.7 (VND 1000/kg) Input profit (%) 2.1 1.2 0.8 1.4 1.7 2.6 Unit of Profit of area 15,105 7,332 4,112 8,850 2.1 3.7 (VND 1000/1000m2) If farmers or farmer groups implement new GAP methods and develop new supply/value chains that market to high value retailers in Ho Chi Minh City, their returns would increase by about 20%. Bagging mango of fruit Bagged fruit were only sprayed once with pesticides (before bagging), while non-bagged fruit were sprayed a further seven times. This bagging method provides to consumers a chemical free, safe product. An 87% reduction pesticides costs was achieved using fruit bagging. Table 1 below show 10% to 20% increase in fruit quality achieved using fruit bags 14
across all fruit grades. Table 2 below, show the price received in VND/kg for each fruit grade for bagged and non-bagged fruit. Table1. Comparison of fruit grades, bagged fruit versus non-bagged fruit. Grade Fruit Bagging (%) Non-Fruit Bagging (%) % change Class 1 60 40 20 Class 2 30 40 10 Class 3 10 20 10 Table 2. Comparison of prices per fruit grade for bagged fruit versus non-bagged fruit. Grade Fruit Bagging Non-Fruit Bagging % change (VND/kg) (VND/kg) Class 1 35 000 30 000 17 Class 2 25 000 20 000 25 Class 3 10 000 7 000 43 Comparing production costs of fruit bagging on one Cat Hoa Loc mango tree to one tree that was not bagged was 231 200 VND vs. 128 000 VND. Comparison of income from one Cat Hoa Loc mango tree with bagged fruit versus one tree where the fruit were not bagged was 2 573 000 VND vs. 1 824 800 VND. Profit earned from one Cat Hoa Loc mango tree that was bagged was 2 341 800 VND compared to a non-bagged tree of Cat Hoa Loc 1 696 800 VND. These studies found that fruit bagging during the May to August period could significantly increase incomes by 27%, lifting socio-economic standings. Pomelo Growers with high levels of management practices and high input levels obtain a profit of VND 3,576,000 per 1000m2, 2.4 times greater than growers with mid level management practices and mid level inputs and 3.9 times greater than grower with low level management practices and inputs (See table 2 below). For example:- A pomelo farmer with a 1000m2 area of pomelo, the average farmer input is VND 3,244,000 and the the average yield per 1000m2 is 1,648 kg. The unit cost per kg for Buoi “Nam Roi” is VND 2,100, with most pomelos sold at the local markets. Table 2. Input profit by farmer groups for Buoi “Nam Roi” farmers in the My Hoa Commune, Binh Minh District, Vinh Long Province in the Mekong Delta of Vietnam. Description High Medium Low Average Ratio Ratio Level Level Level (times) (times) Group Group Group High vs. High vs. Medium Low Unit production cost 1.8 2.1 2.3 2.1 0.8 0.8 (VND 1000/kg) Unit production profit 2.5 1.8 1.6 1.9 1.4 1.6 (VND 1000/kg) Input profit (%) 150 90 80 110 1.7 2.0 Unit of Profit of area 6,427 2,624 1,652 3,567 2.4 3.9 (VND 1000/1000m2) 15
To improve income it was recommended that mango and pomelo farmers they should develop new pre harvest practices and market opportunities in HCMC and northern Vietnam and look at ways of direct selling to the consumer at this final workshop. Farmer difficulties experienced in implementing GAP Due to economics of redesigning their mango orchards, many mango farmers believe it will take considerable time to implement. Farmers still have to generate a living from their farms during the redesign phase. Two forms of change were highly acceptable to the farmers. These are:- • gradual tree removal and replacement planting to an GAP system orchard design • gradual lopping of large trees (reducing tree height). The implementation of canopy management and pruning practices to increase fruit quality by allowing:- o greater light penetration into the canopy o better spray penetration (This will give greater control of pests and diseases thereby reducing effects on fruit quality and help reduce chemical costs and application costs) o all the crop to be harvested (reducing pests and disease pressures) Benefits of Training in GAP Many pomelo and mango farmers are now planting monoculture blocks of trees to ensure they can obtain GAP accreditation. For example, Hoang Gia Company has planted monoculture blocks of pomelo (about 600 trees) in the Binh Minh District. The Viet Hung Company has also planted about 180 hectares of mango. Mr. Hung, an orchardist and director of the Viet Hung Company, has about 15000 m2 or 480 mango trees planted at a spacing of about 6 m x 6m. Trees are kept to a manageable height of less than 4 metres via canopy management techniques such a pruning and training, tree lopping and top-working trees to new varieties. After training, Mango groups have initiated new harvesting procedures and process to ensure quality standards and GAP are adhered to. For example:- o mango fruit are harvested in the morning, but on occasions when rain or other crop management factors intervene, fruit may be harvested at any time of day. o Harvesting poles are used to harvest the fruit from the ground and from high up in the tree canopy. o All fruit are harvested with long stems (up to 10 cm if possible) and placed into paper-lined baskets. o Harvested fruit stems are usually cut to 2 cm in length and placed on wire trays with stem down to allow sap to ooze. o Paper is also placed between each layer of fruit in the baskets to protect fruit from sap burn or rub marks. o Fruit are left on the ground for approximately 2 hours then wrapped in newspaper and placed into 20 kg baskets. Mango branches, paper or banana leaves are used to cover fruit in these baskets whilst in the field. Farmers have now introduced a maturity index for Cat Hoa Loc Mango. Fruit are harvested when: • length of time from flowering to harvest maturity (84 days) • fruit change from a dark green colour to light green colour • fruit shape is full 16
• shoulders of the fruit are full and fruit beak has filled out • no visible line down the centre of the fruit. Quality guides for both mango and pomelo were developed in conjunction with the various farmer groups collectors, wholesalers and traders via discussion group training. These manuals were provided to the CARD Project Management Unit in milestone 9 report. These manuals were also provided to the various farmer groups to use to develop their new supply chains. Activities undertaken The achievements and outputs on this CARD project components and objectives above also provide evidence of the activities undertaken. The activities were reported on in the six monthly progress reports provided to the CARD Project Management Unit. Activities 1 and 2 Project activities 1 and 2 was undertaken at the local farmer, local farmer group, local authorities, including the Peoples Committee at the Province and District level, officials of DARD in each province. Each group was introduced to the project activities and objectives in November 2005 and April 2006. Eleven workshops on this CARD project, aims, objectives and benefits to stakeholders were held in:- • Tien Giang Province • Vinh Long Province • Khanh Hoa Province • and Ho Chi Minh City Region Activities 3 and 4 Project activities 3 and 4, participatory action learning was undertaken with all supply/value chain participants. A strategic planning process was conducted, encompassing a strategic SWOT analysis, documentation of supply chain customers and consumers, creating shared value, getting the product right, logistics and distribution and information gathering and communication on the mango and pomelo supply/value chains operating in Vietnam. Strategic plans were developed by all the supply/value chain participants and key priorities identified and action plans compiled and undertaken for both mango and pomelo industries in Southern Vietnam by the selected champion farmers and champion groups. These groups implemented the action and strategic plans that they helped developed as part of this project and reported to the CARD Project Management Unit in Milestone 4 and Milestone 7. Activities 5, 6, 7 and 8 The pre- and post-harvest technologies in activity 5, 6, 7 and 8 were implemented and processes develop to improve the quality of the product being handled be the supply/value chains participants in Southern Vietnam. For example, postharvest technologies implemented for mango and pomelo were:- • implementation of quality assurance measures to ensure market access (Viet Gap for mango and Global Gap for pomelo) • disinfestation or sanitizisation of product (de-sapping, washing in chlorine, hot water, dipping). • sorting and grading, including the implementation of grade standards and adherence to those standards by the various mango and pomelo groups 17
• packaging (vacuum wrapping, waxing, and packing of their product into fibreboard cartons and plastic crates) • development of new supply/value chains (e.g. high value retailers in Ho Chi Minh City, Metro Cash and Carry, agreements to exporters who export to Japan (Mango) and Pomelo to Europe These are being carried out by the Cat Hoa Loc Mango Group, Viet Hong mango groups and the My Hoa pomelo group. Testing of postharvest technologies also undertaken as part of this CARD project and reported on in the following reports: • Maintaining fruit quality and increasing shelf life of pomelo in the Mekong Delta of southern Vietnam • Fruit quality comparisons of three Cat Ho Loc Mango Supply Chains in Southern Vietnam Pre-harvest activities implemented were:- • mango and citrus orchard design • canopy management and pruning and training of mango and citrus orchards • integrated pest and disease management for mango • integrated pest and disease management for pomelo • optimising harvesting and infield handling systems A list of manuals produced in Vietnamese by the Vietnamese Institutes in conjunction with the Australian team members for this CARD Project was: • Mango Cultivation Handbook • Mango Pest Control Handbook • Mango Disease Control Handbook • Pomelo Cultivation Pest and Disease Control Handbook. In Milestone 9 an economic analysis on the mango supply chains were carried out and information provided to the CARD Project supply/value chain participants. All ideas were tested in Vietnam and the Australian and Vietnamese specialists assisted in the development of these supply/value chains and markets. All project participants provided feedback via evaluation surveys conducted and these were provided in Milestone 10 report. Activities 8, 9, 11, 12 and 13 In completing activity 8, investigations into the mango and pomelo supply chain operating in Southern Vietnam were undertaken and reported on to the local farmers, farmer groups, wholesalers, and collectors. Two reports on these chains were produced and provided to the CARD Project Management Unit in Milestone 9. From this work, preliminary grade standards were developed for both pomelo and mango and quality manuals developed in conjunction with all CARD project participants. Testing of mango and pomelo varieties supply/value chains, plus the experiments carried out on fruit quality and shelf life and the training conducted in quality monitoring which completed activity 9. 18