FINAL

VERSION

STRATEGIC ORIENTATION
DOCUMENT FOR MANGO
VALUE CHAIN IN THE ECONOMIC
COMMUNITY OF WEST AFRICAN
STATES (ECOWAS).

PREFACE
This strategy presents the conclusions of a participatory process used to develop a regional strategy for
the mango value chain within the Economic Community of West African States (ECOWAS). This process
brought together key players from the public and private sector in the sub-region under a wider common
initiative developed by ECOWAS to boost the regions competitiveness in high export potential value
chains and known as the Exports Promotion and Enterprise Competitiveness for Trade (EXPECT)
Initiative.

With the support of the International Trade Centre (ITC) and the financial assistance from the Canadian
International Development Agency (CIDA) under the Programme for building African Capacity for Trade
(PACTII), the process aims at supporting ECOWAS in increasing its exports of targeted products and
improving competiveness of enterprises through the development of value chains. The ultimate aim of the
project is the improvement of export earnings of economic operators including small-scale farmers,
representing 60% of the population of the ECOWAS region, and small and medium-sized (SMEs)
enterprises engaged in mango processing in ECOWAS countries.
The projects approach is innovative and based on a participatory process, which aims at developing
partnerships between various players, directly or indirectly linked to the mango value chain in the subregion. Many preliminary activities, which paved the way for the consultation of the various public-private
players in the ECOWAS region, have taken place since the launching of PACT II, for example during a
workshop held in September 2009 aimed at evaluating the export potential of products of the sub-region.
In view of their potential, three major products were identified by experts of the sub-region, with the
support of ITC, as the priority products of the EXPECT Initiative at its launching phase. These are:

mango;

cashew nuts; and

palm oil.

Mango was selected by Focal Point members of the EXPECT Initiative and PACT II as the pilot product in
the development of a regional export capacity building strategy (see Annex I), and for the implementation
of relevant projects to that effect. Focal Point members of the EXPECT Initiative (ECOWAS-TEN)
include:

Mr. Serge BOMBO - Chairman

M. Eric GBIAN Secretary General
M. Banda KHALIFA VP ECOWAS TEN
M. Karim SY ECOWAS Regional Consultant

ECOWAS TEN wishes to thank the ITC team for their assistance and support, throughout the analysis
and development process for an intervention framework on the mango value chain, including:

Mr. Hernan MANSON, Project Manager and Strategy Development Adviser

Mr. Olivier Van LIESHOUT, Specialist Mango Sector
Mr. Philippe TOKPANOU, Regional Technical Adviser - ECOWAS
Mr. Ekutu BONZEMBA, Trade Promotion Officer
Ms Roberta LASCARI, Consultant for Export strategy Project Implementation
Ms. Man KWUN CHAN, Senior Consultant in Value Chains and Gender.

We also wish to express our sincere gratitude to the ECOWAS Private Sector Department, especially Mr.
Oluonye PETER, as well as the numerous participants in the various tasks forces, without whom this
report would not have been possible (see the List of Participants in Annex 9). We also wish to thank the
Presidency of the Mango Value Chain Stakeholders Platform, particularly its Chairman, Mr. Emmanuel
ADEYEMI (Nigeria), and Vice Chairman Mr. Cheikh NGANE (Senegal). Finally, we appreciate the
immense support from many experts, in particular Mrs. Cathelijne van MELLE (Triodos-Facet), Mr. David
IVANOVIC (Rural Hub/Cop Horti Platform, Senegal), Mr. Mohamed SIDIB (Mali), Mr. Gilbert NDIAYE
(ASCDE, Senegal), and Mr. Magatte NDOYE (Senegal).

CONTRIBUTION
The ITC ECOWAS-PACT Unit, supported by the ECOWAS Private Sector Department, coordinated the
process. The follow-up committee included the ECOWAS TEN network of public/private stakeholders, a
regional association based in Abidjan, and the members listed below participated in the different
workshops:

KPATINDE, Florent Benin

GBIAN Eric T. Benin
BOUREIMA, Barry Burkina Faso
SANCHES, Jose Cape Verde
KONE, Ladio Ivory Coast
ABDALLAH, Banda Ghana
OTU, Abena Ghana
BAH, Ousmane Guinea
BARAI, Macaria Guinea Bissau
SIDIBE, Mohammed Mali
HAIDARA, Moussa Mali
MANI, Chaibou Niger
SAAVE, Nanakaan Nigeria
NDOYE Magatte Senegal
KAMARA, Henry Sierra Leone
AMOUSSOU, Edmond Togo

Other players of the mango value chain in the ECOWAS region also participated in the workshop,
namely:

AHOUANSE Coffi - Benin

DIOMA Etienne Burkina Faso
YOCOLI Eugne Ivory Coast
KONATE Claude Ivory Coast
GUILLIERME Nicolas Ivory Coast
CEESAY Momodou A. The Gambia
SAAKA Ahmed Dan - Ghana
BARHOUNI Maliki - Niger
ABUBAKAR, Chachi - Nigeria
ADEYEMI, Emmanuel - Nigeria
NGANE Cheikh - Senegal
BADJI Nfally - Senegal
ABDOULAYE Issifou - Togo

Table of Contents
EXECUTIVE SUMMARY ........................................................................................................................... 7
CHAPTER I.
BACKGROUND .........................................................................................................16
1. Methodological approach ................................................................................................................17
2. The need for an ECOWAS mango value chain strategy .................................................................19
3. Analysis of the gender approach in the mango industry .................................................................24
CHAPTER II.
OPPORTUNITIES ON THE MANGO MARKET ........................................................31
1. Some figures ...................................................................................................................................31
2. Mango production ............................................................................................................................33
3. Varieties of mangoes .......................................................................................................................33
4. Ripening of mango ..........................................................................................................................34
5. Harvest and post-harvest ................................................................................................................34
6. Quality of mangoes .........................................................................................................................34
7. Preferences in terms of quality ........................................................................................................36
8. Classification of mangoes ...............................................................................................................37
9. Supply schedule ..............................................................................................................................40
10.
Demand .......................................................................................................................................42
11.
Logistics.......................................................................................................................................45
12.
Distribution chains .......................................................................................................................45
13.
Market trends and opportunities ..................................................................................................46
CHAPTER III.
ANALYSIS OF THE VALUE CHAIN ..........................................................................49
1. Methodology ....................................................................................................................................49
2. Qualitative analysis .........................................................................................................................50
3. Quantitative analysis .......................................................................................................................53
Generally, value is added to mango at two stages, namely: ...................................................................53
4. Value added at the tree stage .........................................................................................................54
5. Value added after harvest ...............................................................................................................56
CHAPTER IV. STRENGTHS AND WEAKNESSES OF THE MANGO VALUE CHAIN ....................60
1. Strengths .........................................................................................................................................61
2. Weaknesses ....................................................................................................................................62
CHAPTER V.
PROPOSED OBJECTIVES IN TERMS OF CAUSE AND IMPACT ..........................63
1. Summary of the analysis and conclusions ......................................................................................63
2. ECOWAS Mango strategy...............................................................................................................65
3. Results of the regional validation workshop and strategic orientations ..........................................70
ANNEXES ...............................................................................................................................................89
ANNEX 1 - ECOWAS EXPECT Initiative and TEN .................................................................................90
ANNEX 2 STRATEGY DEVELOPMENT PROCESS ...........................................................................93
ANNEX 3 MANGO VALUE CHAIN .......................................................................................................94
ANNEX 4 COMMON DEFECTS IN MANGOES ..................................................................................95
ANNEX 5 AGROECOLOGICAL MAPS ................................................................................................98
ANNEX 6 CASE STUDY: WOMENS ROLE IN THE MANGO VALUE CHAIN IN GHANA .....................
AND MALI ................................................................................................................................................99
ANNEX 7 REGIONAL INTEGRATION AND INTERNATIONAL TRADE ...........................................109
ANNEX 8 FIVE PRIORITY INTERVENTION AREAS ........................................................................116
ANNEX 9 ANALYSIS OF FACTORS .................................................................................................117
ANNEX 10 PROFITABILITY ANALYSIS ............................................................................................122
ANNEX 11 MANGO PRODUCTION INFORMATION IN ECOWAS COUNTRIES ............................125
ANNEX 12 LIST OF PARTICIPANTS ................................................................................................133

List of Tables
Table 1 Balance of trade trend of foodstuffs ............................................................................................21
Table 2 Implementation of the strategy taking into account gender equality ...........................................28
Table 3 Mango production/export in the world and in the ECOWAS region ............................................32
Table 4 Quantities of mangoes and price brackets charged....................................................................37
Table 5 The 5 most significant problems that have an adverse effect on the mango value chain ..........50
Table 6 Negative factor matrix according to category and link ................................................................51
Table 7 Positive factor matrix according to category and link ..................................................................52
Table 8 Mango production: quantities, prices and values in ECOWAS countries ..................................54
Table 9 Estimation of variable cost of mango production .......................................................................55
Table 10 Occurrence of product-market combinations ............................................................................57
Table 11 Profitability analysis of 18 mango product-market combinations ..............................................57
Table 12 Strength of the mango value chain in the ECOWAS region in 2010 ........................................61
Table 13 Production targets and value added targets .............................................................................66
Table 14 Major constraints and initiatives in each intervention areas .....................................................71
Table 15 Classification of factors ...........................................................................................................117
Table 16 Importance of individual factors ..............................................................................................119
Table 17 Frequency of factors per category and link .............................................................................121
Table 18 Profitability of fresh mango exports by sea .............................................................................122
Table 19 Profitability of fresh mango exports by air ...............................................................................122
Table 20 Profitability of mango pulp exports of 16 brix by ship .............................................................123
Table 21 Profitability of mango juice 25% pulp on the local market ......................................................123
Table 22 - Profitability of dried mango exports..........................................................................................124
Table 23 Value of mango production in ECOWAS countries.................................................................125
Table 24 Mango production information in Benin ..................................................................................126
Table 25 Mango production information in Burkina Faso ......................................................................126
Table 26 Mango production information in Ivory Coast .........................................................................127
Table 27 Mango production information in Gambia ...............................................................................127
Table 28 Mango production information in Ghana .................................................................................128
Table 29 Mango production information in Guinea ................................................................................129
Table 30 Mango production information in Mali .....................................................................................130
Table 31 Mango production information in Nigeria ................................................................................130
Table 32 Mango production information in Senegal ..............................................................................131
Table 33 Mango production information in Sierra Leone .......................................................................131
Table 34 Mango production information in Togo ...................................................................................132

List of Figures
Figure 1 Mango trade flows ......................................................................................................................32
Figure 2 Utilization of mangoes in the ECOWAS region .........................................................................38
Figure 3 Utilization of mangoes with the introduction of a developed value chain .................................38
Figure 4 Value of mangoes in ECOWAS .................................................................................................39
Figure 5 Value of the mango value chain with a developed value chain .................................................39
Figure 6 Supply schedule of the EU- Main sources .................................................................................41
Figure 7 Price fluctuation in response to West African supply in 2009 and 2010 ....................................41
Figure 8 Consumption of mango in the EU ..............................................................................................42
Figure 9 Fruit supply in the EU .................................................................................................................43
Figure 10 Value added in 2010 and 2020 ...............................................................................................66
Figure 11 Cumulated impact of the mango strategy ................................................................................66
Figure 12 Mango strategy targets tree ....................................................................................................69
Figure 13 ECOWAS operational framework ...........................................................................................91
Figure 14 Pictures of common defects in fresh mangoes ......................................................................95
Figure 15 Grading of mangoes ...............................................................................................................97
Figure 16 Mango production map .............................................................................................................98
Figure 17 - Road and Rail Map ...................................................................................................................98

Glossary
Cigar Box
CB1
CB2
FC
FC1
FC2
FC3
FLO
Fruitrop
HWT

IQF
Link
MRL
P
P (EXW)
P (C&F)
PMC
q
SIT
SWOT
VA
VC
VC
VC1
VC2
VC3
VC4

Spreadsheet to calculate cost price, margins and profits of a product-market combination.

A Cigar Box for a single product-market combination.
A Cigar Box for many product-market combinations
Fixed costs
Fixed cost for depreciation of goods
Fixed financial costs bank interests and commissions
Fixed overhead costs - telephone, maintenance and marketing
Fair Trade Labelling Organization
A monthly magazine on trade flow of fruits, published by Cirad, Montpellier, France.
Hot Water Treatment a treatment by immersion in hot water (mangoes are immersed for 5 to
10 minutes in hot water 50-52C).

Individual Quick Frozen

Minimum residues limit (measure to express tolerance to pesticide)
Price
Ex Works (INCO Term)
Price Cost and Freight paid by the buyer (INCO Term)
Product-market combination
Quantity, volume
Sterile insect technique.
Strengths, Weaknesses, Opportunities, Threats
Value added
Variable costs
Value chain
Variable cost of mango and ingredients
Variable cost of processing of fruits, inputs and finished products
Variable cost of packaging ( primary, secondary and tertiary if necessary)
Variable cost of transport, losses in transit, commission etc.

EXECUTIVE SUMMARY
1. Context and importance of the sector
In the Economic Community of West African States (ECOWAS), mango is mostly cultivated in the agro
ecological zone of southern Guinea savannah, a 540,000 km region, stretching from Senegal and
Gambia in the West to Nigeria in the East. With a production of about 1.3 million tons per annum,
th

representing 3.8% of the world production, ECOWAS is the 7 largest producer of mango.

Unfortunately post-harvest losses range between 40 and 50%, and only the remaining 740,000 tons are
marketed. A large share (650,000 tons, i.e. 88%) is sold on the local and regional market. About 35,000
tons of fresh mangoes are exported, representing only 2.7% of world total export, and about 50,000 tons
are processed.

The objective of the strategy is to increase the volume of mangoes for export, domestic and regional
market and to improve the competitiveness of enterprises operating in the regional value chain for value
added products including fresh and processed. Ultimately the overall goal is to increase the incomes of
producers in rural areas which represent the majority of population in the ECOWAS region.

The development of the mango sector falls within the priorities of most ECOWAS member States and
with the ECOWAS Commission. This strategy is aligned with the priorities of the Common Agriculture
Policy (ECOWAP), to strengthen the economy by increasing production, export incomes and job creation,
as well as with the ECOWAS-EXPECT Initiative for export promotion and enterprise competitiveness.

2. Approach and methodology used

Through the ITCs participatory stakeholder led process, representatives from the value chain, support
institutions and government have focused in defining development priorities for the mango sector in
ECOWAS. The strategic action plan is a result of collective evaluation of market potential, profitability,
supply side capacity and enabling environment constraints, as well as sector dynamics.

The work done through this strategy falls within the logic of fostering public-private platforms for dialogue
at regional and national level and has had strong emphasis in providing a framework for private sector
governance which includes farmers and Small and Medium Enterprises (SMEs).

In summary, the methodology used included participatory multi-stakeholder sessions as well as

structured analysis and validation meetings with ECOWS TEN and stakeholders. The key steps in the
process were (see Annex 2):

Extensive desk research, statistical analysis and compilation of existing reports and donor or
government based program proposals and strategies;

Mapping of sector stakeholders and sector related support institutions at national and regional
level;

Stakeholder led participatory strategy development workshops;

The output of participatory consultations with the ECOWAS TEN Core team;

Unstructured interviews in selected countries with key informants representing government,

donor agencies, NGOs, smallholder farmers and private sector (commercial farmers, processors,
exporters, banks, transporters);

Stakeholder led participatory validation workshop.

In particular, during the regional stakeholder workshops held in 2010 and 2011 participants from
ECOWAS member states evaluated and validated the following:

Priority target markets and market potential at international, regional and domestic levels;

Supply side capacity and production related data as well as agro-ecological potential;

Profitability analysis for selected product and market combinations for mango;

Strengths and weaknesses of the ECOWAS mango value chain, and comparison with major
exporting countries like Brazil and Thailand, to assess international competition;

Response objectives and intervention areas for the development of the regional value chain;

Evaluation of gender related constraints and empowerment opportunities as well as definition of a

gender sensitive approach for the development of the mango value chain; and

Prioritization of interventions and preparation of project proposals by selected pilot countries

(Ghana, Mali, Nigeria, and Ivory Coast) consistently with the regional framework.

The entire process was facilitated by ITC and was driven by ECOWAS TEN in order to create the
necessary ownership within the sector stakeholders, who for the first time met to drive the
planning for their sector.

3. Identified strengths and weaknesses of the mango value chain

According to the private and public sector stakeholders, the most significant problems that affect the
mango value chain have are as follows:

a) Lack of know-how (e.g. lack of trade and marketing information; inadequate management;
language barriers);
b) Low volumes (e.g. low export volumes; lack of raw materials; ageing of orchards; growing
urbanization);
c) Poor quality (e.g. fruit fly infestation; irregularity of products);
d) Inadequate logistics (e.g. lack of infrastructure; lack of specialized transportation of fresh fruits)
e) High costs of production (e.g. packaging; energy, inputs); and
f)

Lack of organization (e.g. no stakeholders consultations; lack of policy support).

Strengths and opportunities of the mango value chain are:

a) Taste of mango;
b) Good quality of specific varieties (i.e. Tommy Atkins);
c) Diversity of mango varieties;
d) Existence of growing market for good quality mango.
The region should seize the opportunity to target export market with quality tasteful varieties of fresh
mango and domestic and regional markets with second and third quality mango. In order to do so, the
ECOWAS region must be able to:

Deliver quality products at affordable prices,

Provide adequate quantities of all varieties of mango,

Reduce logistic costs; and

Improve management.

In analysing profitability, as well as bottlenecks and opportunities, stakeholders agreed that, at present,
the ECOWAS mango value chain as a whole has some structural inefficiencies and is less competitive
from a business point of view, especially if compared with major international players like Brazil and
Thailand. For those countries in the region with strong value chains, such as Benin and Nigeria, export of
fresh mango to international market, like the EU, is still a profitable business (margins are 26% and 21%,
respectively). Similarly, export of dried mango from Burkina to niche market, like bio and fair trade in
Europe, permits excellent margins. On the contrary, other countries have better business opportunities by
targeting the regional and local market: this is the case for Mali exporting fresh mango to Gabon (47%
profit) and for Senegal selling fresh mango to Morocco (31% profit). Countries like Togo and Nigeria, for
fresh mango, and Mali for mango juice are more competitive in the local market. More details on the
profitability analysis are provided in Chapters III and IV.

4. Overall strategy objectives and expected impacts

In order to improve the competitiveness of the ECOWAS mango value chain, the strategy addresses the
issues and constraints affecting the value chain and proposes specific areas of interventions.
The strategys objective is to increase the utilization rate of available mango by 90% and create
value added for mangoes of different qualities (top-of-the-range, middle-range, and the third quality
for the processing industry).

The anticipated impact of the mango strategy is twofold:

IMPACT 1: Increase the value added of mango production, in order to contribute substantially
to poverty reduction; and
IMPACT 2: Increase the value added of marketed mango, in order to improve wealth creation,
economical growth and competitiveness.
To achieve these impacts and following the log frame framework, the strategy is based on five
intermediary goals that were validated by stakeholders:

Goal 1: Increase mango production;

Goal 2: Reduce post-harvest losses;
Goal 3: Increase the volume of the first quality mango exported;
Goal 4: Increase the volume of second quality mango sold on the local market; and
Goal 5: Increase the volume of the industrial category used for processing.
The strategys overall impact and goals are further elaborated in Chapter V.

These goals are achievable because they take into account the known medium- and long-term
opportunities in the international (Europe, North Africa, Middle East), sub-regional and national markets.
Opportunities on the regional market are also available, aiming to reduce imports, providing products of
affordable quality and good appearance that expresses social status.

The strategy also recognizes that in order to reach these goals, mango exporters, processors and
producers will need, among other, quality certification; substantial working capital; advanced technology
for the processing and packaging of fruits; excellent logistics; and well-trained labour.

10

5. Detailed areas of intervention and priorities

In line with the achievement of the goals, Value chain stakeholders have identified nine areas of
intervention in order to capture market shares at the local, regional and international level. Ultimately the
implementation of the interventions will provide outputs that will ensure the targeted impact.
The areas of intervention are:
Intervention 1: Expansion of mango commercial orchards;
Intervention 2: Intensification of disease management and control;
Intervention 3: Improvement of post-harvest techniques and practices;
Intervention 4: Extension of GLOBALGAP;
Intervention 5: Integration of regional transport;
Intervention 6: Facilitate access to European and new markets;
Intervention 7: Introduction of a common ECOWAS label (region of origin);
Intervention 8: Increase mango processing capacity; and
Intervention 9: Build capacity, develop knowledge and promote innovation of the mango
value chain.

After consultation at national levels and regional validation, stakeholders prioritised the following five
interventions for the short term:
1. Intensification of disease management and control;
2. Expansion of commercial orchards;
3. Increase agro-industrial processing capacity;
4. Improvement of post-harvest techniques and practice; and
5. Quality, certification and capacity building.

In addition, value chain stakeholders also agreed that the following issues shall be addressed at the
regional level by the ECOWAS Commission, as they qualify as cross cutting issues relevant for the
entire value chain and across sectors:
1. Access to finance;
2. Integration of regional transportation; and
3. Establishment of public private platforms of value chain stakeholders
Policymakers and private sector also agreed that the strategy document and its priority intervention areas
would be used by ECOWAS countries as a reference policy instrument to prepare project proposals for
the development of the mango sector and it is expected that the project proposals are submitted to
ECOWAS during the Regional Export Actors Forum in November 2011.

11

6. Gender sensitive approach to the mango value chain

The strategy also adopts a gender-sensitive approach to the analysis of the mango value chain in
ECOWAS (see Chapter I.3 and Annex 6). Women and men are equally active within the national value
chain in ECOWAS countries, but they are generally confined to different roles along the value chain.
Indeed, women are mostly involved as unpaid family labour; paid workers in packaging and processing
units; or as small entrepreneurs of small processing units.
For example, in the specific case of Mali, a significant number of women are also found as
owners/entrepreneurs of small-scale processing units, and as independent intermediaries between
producers and exporters (so called pisteurs). In contrast, throughout the ECOWAS region, women are
clearly under-represented as entrepreneurs at most levels in the mango sector: only a very low
percentage of small farmers, farm owners, exporters and commercial processors are women.
This situation results from the following constraints:

Gender inequality in access to land and security of land tenure;

Unequal access to education, leading to a significant gender gap in literacy rates and educational
levels;

Unequal access to credit/finance and other agricultural extension services;

Womens primary responsibility for domestic work and childcare; and

Cultural attitudes assuming that some roles are unsuitable for women.

Consequently, stakeholders have agreed to take into consideration the following two key principles as
part of the strategys overall framework for engagement:

Principle 1: Workers, as well as entrepreneurs, must be considered as key actors and

beneficiaries in the export mango value chain; and

Principle 2: All areas of intervention must be implemented in a gender-sensitive way.

In addition to a gender-sensitive approach to the nine areas of intervention of the strategy (proposed on
Table 2, page 28), the following points should also be considered in order to support women who are not
adequately targeted by the proposed interventions:

Support more women to become mango smallholders/outgrowers;

Launch specific initiatives to encourage male smallholders to share mango incomes with their
wives; and

Launch specific initiatives to improve working conditions of workers, for both men and women, in
plantations, packaging stations and processing units.

12

7. Implementation framework
The coordination of the implementation of the strategy will be done in the context of a public private
partnership and will be led by the ECOWAS Trade and Enterprises Network (TEN), an operational body
endorsed by ECOWAS in the context of this strategy with national focal points in each ECOWAS country.
ECOWAS TENs objective is to play a pivotal role between the public and the private sector for the
implementation of strategic partnerships for the development of high export potential value chains, with
mango being one of them. One of its priority activities for 2012 is to launch the mango regional strategy at
country level and translate priority interventions into implementation projects directly involving value chain
actors and support institutions. The implementation framework of ECOWAS TEN and the EXPECT
initiative is detailed in Annex 1.

13

Graphic summary of the logical framework in the strategy

Impact

Goals

Intervention

VA post
harvest
+160%

VA on
Tree
+200%

Production
+ 30%

Expand
commercia
l orchards

Intensify
fight
against
diseases

Losses
- 80%

Improve
post
harvest
techniques

Expand
GLOBAL
GAP

Exports
+ 225%

Integrate
regional
transport

Facilitate
access to
markets

Processing
+ 560%

Local
market
+ 60%

Introduce
common
ECOWAS
label

Increase
processing
capacity

Capacitybuilding
and knowhow

VA = Value added

14

15

CHAPTER I.

BACKGROUND

The objective of this strategy is to analyze the performance of the mango value chain in ECOWAS in
order to identify constraints to be removed and foster development. The aim of ITCs PACT II programme
is to help ECOWAS and regional stakeholders increase the volume of exports of products from the
mango value chain, and increase competitiveness of enterprises in ECOWAS operating in this value
chain.

The achievement of these objectives would contribute to improve competitiveness among

economic operators, by creating access to other markets (international, regional and national) and
ultimately increasing incomes of producers in rural areas, representing the majority of the population in
the ECOWAS region.

This document presents the analysis and framework for action to be carried out, to foster growth in the
mango value chain. Special emphasis is put on the identification of initiatives that will contribute to
strengthen the regional integration process, and have systemic impact on the mango value chain for the
benefit of all stakeholders. The project team worked on a new approach for the development of the value
chain, through an important sub-regional collaborative process, involving many stakeholders from all
spheres of economic activity of the value chain (production, processing and marketing). As a result, the
strategic action plan falls within the logic of public-private partnership and dialogue. As a direct
consequence, the development process made it possible to:

Mobilize economic players of the value chain to jointly define a new forward-looking vision;

Define the strategic areas that would facilitate the achievement of these objectives;

Identify priority initiatives aimed at improving competitiveness of the ECOWAS mango value
chain; and

Launch a permanent process for competitiveness improvement, especially by setting up a

project-monitoring structure to help the implementation of these initiatives: the ECOWAS TEN
network and the mango value chain stakeholders platform.

Finally, the project adopted the value chain competitiveness approach to develop a mango value chain.
The approach is based on the following four main principles:

Any development strategy must be inclusive and emphasize the mobilization of all trade actors,
whether they are public or private enterprises, or institutions. The participation of private and
public stakeholders in the definition of strategies and in the choice of initiatives will guaranty their
involvement in its implementation;

The same approach may later be used by ECOWAS for cashew nut and palm oil, and other pilot value chains
selected by the EXPECT Initiative. See Annex 1.

16

Value chains are at the heart of trade: sustainable growth in the long term depends on the
development of competitive and integrated value chains;

The quality of trade infrastructure (human resources, access to capital and technology, statutory
environment, physical infrastructure, etc.) is a key element for the competitiveness of value
chains; and

Value chains should permanently adapt to changes in internal and external markets.

1. Methodological approach
This strategy document presents the conclusions from discussions and proposals from actors of the
ECOWAS mango value chain. It results from a wide consultation with all private and public stakeholders,
using ITCs participatory methodology for the development of strategies. The strategy is based on three
fundamental pillars:

a. The social impact on low-income farming populations, and the priorities of stakeholders of the
value chain;
b. The demand of national, regional and international markets; and
c.

The potential increase of value added (net profit) at regional and national levels.

the methodology used included participatory multi-stakeholder sessions as well as structured analysis
and validation meetings with ECOWS TEN and stakeholders. The key steps in the process were (see
Annex 2):

Extensive desk research, statistical analysis and compilation of existing reports and donor or
government based program proposals and strategies;

Mapping of sector stakeholders and sector related support institutions at national and regional
level;

Stakeholder led participatory strategy development workshops;

The output of participatory consultations with the ECOWAS TEN Core team;

Unstructured interviews in selected countries with key informants representing government,

donor agencies, NGOs, smallholder farmers and private sector (commercial farmers, processors,
exporters, banks, transporters);

Stakeholder led participatory validation workshop.

In particular, during the regional stakeholder workshops held in 2010 and 2011 participants from
ECOWAS member states evaluated and validated the following:

For the value added analysis, the Cigar Box Methodology has been applied.

17

Priority target markets and market potential at international, regional and domestic levels;

Supply side capacity and production related data as well as agro-ecological potential;

Profitability analysis for selected product and market combinations for mango;

Strengths and weaknesses of the ECOWAS mango value chain, and comparison with major
exporting countries like Brazil and Thailand, to assess international competition;

Response objectives and intervention areas for the development of the regional value chain;

Evaluation of gender related constraints and empowerment opportunities as well as definition of a

gender sensitive approach for the development of the mango value chain; and

Prioritization of interventions and preparation of project proposals by selected pilot countries

(Ghana, Mali, Nigeria, and Ivory Coast) consistently with the regional framework.

The entire process was facilitated by ITC and was driven by ECOWAS TEN in order to create the
necessary ownership within the sector stakeholders, who for the first time met to drive the
planning for their sector.

18

2. The need for an ECOWAS mango value chain strategy

Several factors show the relevance of developing an inclusive strategy for the ECOWAS mango value
chain:

The socio-economic importance of the agricultural sector in ECOWAS;

The macro-economic importance of the mango value chain, and its capacity to generate shared
prosperity; and

The need to nurture synergy between value chain stakeholders actions and programmes initiated
by ECOWAS.

2.1 Main characteristics of the ECOWAS agricultural sector

Agriculture in ECOWAS Member States is very diversified and complementary, because of agro-climatic
conditions and agricultural specializations. Member States have a great potential in terms of arable land,
grazing space, water and human resources, consisting mainly of small-sized family holdings (generally
below 10 ha). The ECOWAS agricultural sector plays a key role in national trade, specifically in ensuring
employment, income for rural households, and food security. Furthermore, it contributes significantly to
the balance of trade among Member States. In the past years, West African agriculture experienced
profound changes. Overall, the increase in production followed population growth. However, this growth is
based on an extensive model of production, with low productivity, high consumption of natural resources
and low returns for farmers. There are proactive production and support policies to agricultural sectors,
leading to significant improvement in productivity (cotton, rice and maize production has doubled) in all
Sahel countries, allowing to increased export volumes of products like cotton, coffee and cocoa.

Economic importance
Regarding trade, agriculture accounts for about 35% of regional GDP, after services (37%), benefiting
from a clear progress in all ECOWAS Member States, as a result of the increased expansion of the
tertiary sector in the global economy, to which the West African region is not an exception.

The development of countrys export capacities also depends on the agriculture sector, including
countries endowed with huge energy resources (oil, natural gas) such as Nigeria. It contributes to debt
servicing and financing the importation of consumer goods, capital goods or intermediate products for
industries. The first challenge of the agricultural sector is to perform this economic function more
efficiently, by increasing productivity and providing raw materials to the handicraft sector and food
processing industry. This challenge is crucial for the region in order to control its food dependency
towards the rest of the world, and through the processing of products and adding value improve the
current terms of trade unfavourable to its Member States.

19

Agriculture plays a significant role in the achievement of food security in households, considering the
importance of own-consumption in the strategies of agricultural households, and the role played by the
local markets of foodstuffs for urban populations. About 80% of food needs of the population of the region
are met by regional production. Thus, the challenge the agricultural sector faces is to move from the
guarantee of food security, to that of food sovereignty at the regional level.

Social importance
Regarding employment, the agricultural sector remains the primary employer. Over 60% of the active
population in ECOWAS works in this sector despite the low remuneration for labour, in comparison to
other sectors of the economy. Agriculture labour faces the challenge to increase assets remuneration,
especially by increasing labour productivity.

Agriculture plays an important role in fighting poverty and food insecurity, through farm-households
home-consumption, and food supply to local and urban markets, and women contribute significantly to
the production, processing and marketing of farm products. Women, however, are not included in
development policies and agricultural modernization strategies. They are poorly represented in
consultation and negotiation organizations and forums (See paragraph 3). In addition to these specific
criteria, population growth has significant consequences, such as:

The population doubles approximately every 25 years: According to CSAO-OECD; the region
counted 78 million inhabitants in 1960, 265 million in 2005, and according to widely accepted
projections; it should reach 353 million people by 2020, and 455 million in 2030; this should lead
to an increase of needs.

Populations are turning urban: There is currently an observed shift, where for the first time urban
population exceeds rural population. In 1960, only 14% of West Africans lived in towns,
compared to 42% in 2000. Thus, the urban population could represent 57% to 60% in 2030,
which is less than in a generations time. Combined with more sophisticated modes of
consumption, this trend may result in an increasing need for processed farm products, including
mangoes, in order to meet the needs of the intra-regional market.

Therefore, markets and outlets development could favour trade conditions for agricultural
development and shared prosperity.

Trade in farm products in the ECOWAS region

The importance of agriculture in regional production is reflected in the share of farm exports in foreign
trade in West Africa. All countries put together, agricultural exports account for almost US$ 6 billion,
representing 16.3% of all exports of products and services from the region. Alternatively, the region
imports processed food worth US$ 5.4 billion. Nigeria constitutes a separate case, where its export
structure is peculiar due to oil exports, resulting in better shares of agriculture products in exports and
imports (30% and 10%, respectively).

20

Ivory Coast itself accounts for almost 53% of the regions exports. Ivory Coast, Nigeria and Ghana, cover
78% of the regions agribusiness exports, (especially cotton, coffee, cocoa, banana, pineapple, and
fishery products), while imports are fairly distributed within the region. These three developing countries
account for 60% of total imports, but represent almost 70% of the regional population. This shows a lower
dependency of these countries on imports, calculation based on the ratio of imports per capita.

Nigeria has the highest need for intra-community export, being the most powerful agricultural economy in
the region, and the economy that imports the most, with 36% of ECOWAS processed food imports. In
relation to its population, with more than half of the regions population, its dependency on imports should
be put into perspective. However, Nigeria has the highest agro- trade deficit with almost US$ 1.5 billion in
2002-2004.

During the past twenty years, agribusiness exports increased by 95%, while imports increased by 64%.
As a result, ECOWAS saw its agribusiness balance of trade improve from a deficit of US$ 267 million to a
surplus of US$ 522 million. Its dependency to imports was consequently reduced.

However, the balance of agribusiness export alone, excluding raw materials exported for non-food
purposes, is much more disadvantageous in the West African region. Imported products competing with
local productions (cereals, meat, milk, oil, sugar) represent 70% to 80% of agribusiness imports. The
importation of cereals, meat, and dairy products alone, which are basic foodstuffs, account for about half
of regional processed food imports, and doubled in value in the past 20 years. In volume, the growth of
imports of these three groups of strategic products is still very distinct (multiplied by 2.13), to the extent
that we are witnessing a price erosion on international markets over this same period of time.

Table 1 Balance of trade trend of foodstuffs

Source: West African agricultural potentials (ECOWAS) / February 2008

Foundation for Agriculture and Rurality in the World (FARM)

21

The EU is currently the main destination of the regions agricultural products, representing 56% of its
exports. Almost 30% of EU imports from West Africa are made up of agricultural commodities and
foodstuffs. West Africa also imports a significant share of processed food from the EU, accounting for
34% of all imports from all origins. In view of this, the discussion on trade liberalization with the EU as part
of the Economic Partnership Agreement (EPA) negotiation is particularly important (See Annex 7).

2.2 Selection criteria of the mango value chain

Criteria for the selection of the mango value chain can be summarized as follow:

The development of the value chain falls within the priorities of most Member States (Ivory Coast,
Mali, Burkina Faso, and Senegal, amongst others) and the ECOWAS Commission, through the
common agricultural policy known as ECOWAP, as well as the EXPECT Initiative.

The value chain already exists as a traditional production frame in most of the countries in ECOWAS.
It became professionalized in the recent years, mainly to develop export markets. Within this value
chain, operators are active in export and willing to promote its development.

Annual production grew considerably in the past years through the creation of new production
specifically intended for export and the modernization of traditional orchards.

The improvement potential of the orchards production remains significant and can be done through:
o

An increase of the cultivated surface (suitable land is available); and

An improvement of yields (farming techniques, maintenance, size, manure), of preventive

treatment, and above all of quality (harvest control, handling and packaging supervision).

Production development is a factor of additional income generation in rural areas.

The demand to export mango to Europe grows rapidly (+6% between 2009 and 2010). The
development of exports to this destination could be enhanced by introducing faultless quality
products.

Plantations management, and especially harvesting and packaging, result in job creation, particularly
for women, and therefore factors for income sharing in rural areas.

Technologies required for mango production are within the reach of smallholdings because
sorting/packaging services and possibilities to bulk for export are considered within the framework of
a quality control system (Best Agricultural Practices, Hygiene, MRL and traceability).

2.3 A strategy consistent with ECOWAS policies

The crucial importance of agriculture in the regional economy and in everyday life of the population, led
the ECOWAS Commission, in close collaboration with its Member States and socio-professional
3

organizations, to adopt in 2005 an Agricultural Policy known as ECOWAP .

In line with the policy, the ECOWAS EXPECT Initiative supports the development of three priority sub sectors (see
Annex 1).

22

ECOWAP (Common Agricultural Policy) is a proactive policy for production and support to market
oriented agricultural sub-sectors. Its overall goal is to contribute sustainably to the satisfaction of the
populations food needs, economic and social development and poverty reduction in Member States, as
well as inequalities between territories, regions and countries. Beyond satisfying food needs in the region,
it seeks to create agricultural production geared towards export. In its implementation, ECOWAP
incorporates a sector approach in which the fruits and vegetables sub sector is high on the list. The
ECOWAS mango strategy thus adequately falls within the ECOWAS common agricultural policy.

The EXPECT Initiative was launched by the ECOWAS Private Sector Department, with the aim to
promote regional integration through the creation and equal share of sustainable benefit within the
economic community. This would be done by supporting the emergence of a competitive production
sector, mainly SMEs, endowed with adequate capacities to effectively develop in the regional market.
Thus, generating sustainable and fair income for the improvement of livelihoods in Member States, and
promoting the export of products with high-income potential and positive socio-economic impact on the
population. The EXPECT Initiative comprises six components, namely:

1. Market information and analysis (tools, techniques, surveys);

2. Regional export policies and strategies (coordination, promotion);
3. Skills development on harvesting (seeds, planting, cultivation, harvest);
4. Development

of

processing

procedures

(technology,

standards,

packaging,

storage,

transportation);
5. Financial solutions (appropriate funding of the sector); and
6. Sourcing and links (relations with suppliers and customers).

For mango, the results expected from the EXPECT Initiative are to better position the exports of fresh and
processed mangoes from the ECOWAS region in the world.

The implementation of the EXPECT Initiative would be done within the context of a partnership with the
strong involvement of the private sector and institutional partners according the value chain
competitiveness approach. The involvement of the private sector will be through the ECOWAS Trade and
Enterprise Network (ECOWAS-TEN), the Pan African Agribusiness Consortium, associations and
institutions associated /mandated in the implementation of the components of the EXPECT Initiative (for
the ECOWAS operational framework, see Annex 1). Development partners shall include project leaders
on the competitiveness of the value chain (ITC, West African Trade Hub, etc.).

As a result, the mango strategy would allow a sharing of a common approach in the different parts of the
ECOWAS region to avoid duplication of programmes, and loss of resources, while optimizing the
resources available and bring together the same stakeholders around a common development vision of
the value chain and its entire ecosystem.

23

3. Analysis of the gender approach in the mango industry

Women play a key role in the mango export value chain within the ECOWAS region, and the strategy
should be implemented in a way that will guarantee that women and men benefit equally from the
activities undertaken in this framework. To this end, two key principles shall be adopted as part of the
overall strategy:

Principle 1: Workers, as well as entrepreneurs, must be considered as key actors and

beneficiaries in the mango export value chain. Women and men are equally as active in the
mango value chain in ECOWAS, however womens role is often hidden. Women comprise at
least half of paid and unpaid labour, employed by smallholders and in packaging and processing
units, but they are poorly represented as entrepreneurs/owners of these enterprises.

Principe 2: All areas of intervention must be implemented in a gender-sensitive way. Since

women are centrally involved in virtually all levels of the value chain, most interventions,
regardless of which part of the value chain they target, are likely to have an impact on women,
whether this impact is positive or negative. Consequently, all areas of intervention of the strategy
shall be designed and implemented in a gender-sensitive way.

Women and men are equally active in the export mango chain in the ECOWAS region, but they are
generally concentrated in different roles along the chain. In terms of figures, most women within the value
chain are generally confined to the following roles:

As unpaid family workers on mens mango smallholdings, dedicated to the following task:
slashing/weeding when mango trees are young; managing/organizing hired workers; harvesting
and transporting mangoes from the farm; with a usufruct rights to grow annual food crops;

As paid workers on smallholdings, performing tasks such as: transporting the fruits from the farm,
cleaning, and grading;

As paid workers in mango processing units (small and large scale), where women are preferred
to men because they handle fruits more carefully; and

As paid workers in packaging stations, knowing that there are differences regarding sea freight
and airfreight (in packaging for sea freight, 60 to 90% of workers are women, for airfreight the
majority of workers are men).

In contrast, women are largely under-represented as entrepreneurs at all levels of the chain, including:

As smallholders, that is owners/managers of small-scale mango farms (less than 10% are
women);

As owner/entrepreneur of commercial farms (0%);

As owner/entrepreneur of medium to large processing units (less than10%); and

As owner/entrepreneur of export/packaging companies (less than 5%).

24

The only levels of the mango chain where women play a significant role are in small processing units or
as pisteurs in Mali (see Annex 6 for two examples of the role of women in the mango value chain in
Ghana and Mali).

The production of dried mango is dominated by women because, compared to the production of fresh
mango, it is possible to process smaller quantities. Since the dried product can be stored for a longer
period, women can accumulate small quantities, and later export them together in a larger batch.

Compared with other processed foodstuffs, processed mangoes seem to be an important export product
for women. For instance, mango is the most exported product by members of the African Network of
Active Female Entrepreneurs and Leaders (RAFAEL), a Bamako-based women network that produces a
variety of processed fruits and cereals for export.
In Mali, pisteurs serve as intermediaries between producers and exporters, but they are more than just
traders. They are responsible for identifying producers, negotiating conditions of purchase, supervising
harvests of fruits and paying the growers, as well as transporting the fruits from the farm to the exporters
packing sheds. A description of the role of pisteur operating in the Bamako area is provided in Box 1
below.

Box 1 : Definition of a pisteur The role of woman pisteurs in the Bamako area
- About 2 to 3 months before harvest, pisteurs go to the farms to find out which farmers have fruits.
- 1 to 2 months before harvest, they return to the farms to check whether the fruits meet exporters standards.
- Nearing harvest time, they return to the farms to check whether the fruits are mature. If so, they inform the
exporters that farmers are ready to harvest.
- If and when the exporters are ready, they invite all pisteurs to a meeting where they will agree on the day to start
the harvest and the price paid for the fruits.
- Each pisteur will then hire a pick-up van, go to the farms, carry out the harvest, and deliver the mangoes to the
6
exporters packaging sheds. It costs CFA30,000 to CFA35,000 to hire a van, to make one trip from the farms to the
exporters.
- Pisteurs, rather than exporters, are responsible for paying the farmers, hence they need to find the necessary funds
to pay the farmers at harvest.

Pisteurs as independent operators, are peculiar to Mali. In other countries, the growers themselves
perform the harvest, while exporters identify the growers, negotiate the terms and conditions, and
organize the purchase and transportation of fruit). In Mali, most exporters do not have the financial means
7

to bring these roles in-house, and therefore rely on independent intermediaries .

The participation of women as pisteurs is different between the Bamako and Sikasso regions. Most
8

pisteurs operating around Bamako are women , because they were traditionally in charge of harvesting
mangoes and transporting them together with other farm products to local markets. Given that these
women traders had or have good relations with the growers, mango exporters rely on them to identify
suppliers and handle purchasing arrangements. Although the women pisteurs are small-scale operators,

Integrated Initiative for Economic Growth in Mali (IICEM), 2011.

Association of Women Pisteurs of Bamako (AFPB) (2011).
6
The Exchange rate of the US$ to CFAF was US$ 1 CFAF 449.560 as at 30 May 2011.
7
Agricultural Competitiveness and Diversification Programme (PCDA) 2011.
8
For example, 80 out of the 120 pisteurs who collaborated with IICEM in Bamako are women (IICEM 2011).
5

25

dealing with only 200-300 kilograms of fruit per consignment, they are relatively powerful players in the
chain. Exporters depend on them for supply, and since there are many exporters, pisteurs can choose to
work with other exporters, including exporters from Ivory Coast or Burkina Faso.

In contrast, most pisteurs operating around Sikasso are men, because the region traditionally exports
most of its production to Ivory Coast, and Ivorian exporters send their own pisteurs to Sikasso, which are
mostly men. Compared to their counterparts in the Bamako area, pisteurs in the Sikasso area work on a
larger scale and more professionally, managing batches of up to 10 tons of mango.

10

Women pisteurs face two major constraints: 1) difficulty in raising adequate start-up funds to purchase the
necessary operating equipment (pisteurs need crates, knives, access to transports, and have enough
private funds to buy the fruits from the growers); and 2) high rejection rates from exporters. Within this
context, increased or improved provision of training on harvest and post-harvest handling techniques,
coupled with financial assistance for the purchase of improved equipment, could help women pisteurs to
overcome these constraints in the short term. Any effort to upgrade/modernize the mango export value
chain in Mali, however, may create the risk of squeezing out small-scale female pisteurs. Targeted
measures are therefore necessary to preserve the livelihoods of these female pisteurs.

Women are generally poorly represented as entrepreneurs in the mango export value chain, and almost
completely absent as owners/managers of large-scale enterprises, due to the following reasons:

Gender inequality in access to land and security of land tenure;

Unequal access to credit/finance and agricultural extension services;

Unequal access to education, which leads to a significant gap in literacy and educational rates;

Primary responsibility of women in household chores and education of children; and

Cultural attitudes that some roles are not appropriate for women.

Women have less capital or savings than men have, and therefore do not have the resources for an initial
investment necessary for opening a farm, an export or packaging company, or any other large-scale
company. In the sector of small farmers in particular, the fact that mango cultivation does not generate
income before four to five years is also a major constraint, which prevents women from entering into such
a business: few women can afford to pay the significant investment and maintenance costs without
receiving an annual income from harvests.
Women working in the mango export value chain also face many other constraints, such as the insecurity
caused by seasonal unemployment, or unequal access to high salaries or permanent jobs (compared
with men), mainly due to cultural attitudes on gender issues and the low level of educated women.
Even if a significant number of women in Mali succeeded in establishing their own small-scale processing
company or pisteur operations, they lack sufficient capital to improve their equipment and facilities, and
9

Yiri Degnouma, an association of pisteurs in Bamako has 84 women as members with only a few men (AFPB
2011).
10
Though data are not available, there are women pisteurs around Sikasso: for example, Kene Yiriden, a mediumscale enterprise involved in mango drying and based in Sikasso buys its fruits through ten women pisteurs (Kene
Yiriden 2011).

26

consequently cannot increase their production and/or improve the quality. This places them in a risky
situation in the face of an attempt to modernize the mango export value chain.

To have significant improvement in the productivity and quality at each level of the mango value chain,
the constraints faced by women must be effectively overcome. Investing in women is likely to generate
considerable benefits in terms of quality improvement, inasmuch as women are predominant in functions
that influence most the final quality of the product.

11

In the ECOWAS region, women focus on activities that determine the final quality of the product including:
harvest; post-harvest handling and transportation; sorting and grading of fresh fruits; peeling, cutting and
packaging of processed fruits.

12

Encouraging men to share the income from harvest with their wives,

13

and to improve salaries and female workers conditions (including male workers) in the export value
chain, can also lead to obvious improvements in production and quality.

14

Consequently, the issue of gender should be applied in all areas of intervention of the mango strategy.
However, given that more women are involved in certain parts of the value chain than others, certain
areas of intervention have the potential to deliver greater benefits to women than others, assuming
relevant recommendations for gender-sensitive implementation are adopted. The areas of intervention
most likely to generate significant benefits for many women are:

Intervention 3 (improvement of low harvest practices), and

Intervention 8 (improvement of the processing capacity of mangoes).

However, gender-sensitive design and implementation of Interventions 3 and 8 is inadequate by itself to

ensure that all key groups of women benefit. To this end, the nine areas of intervention defined in the
strategy shall be integrated with the following recommendations for gender-sensitive implementation:

11

Lastarria-Cornhiel, S. (2008): Feminisation of agriculture: trends and driving forces.Reference Document for the
2008 World Development Report.
12
In a recent study financed by Gates Foundation which included case studies on supply schemes of seven export
oriented small holders from four African countries, employees in charge of purchases or receiving harvests from
small holders under five of these schemes responded to the question on what are the advantages if they have
women small holders. In four out of five case studies, the response bordered on the quality of womens harvest as a
major benefit, stressing that based on their experience, women delivered good quality harvest compared to men. For
example, according to the Deputy Manager in charge of small holders for Finlays in Kenya by comparing the green
tea leaves of a woman and those of a man, you will undoubtedly choose those of women (Chan, 2010).
13
For example, male coffee producers in Tanzania and Uganda reported that the productivity of their farms increased
after they agreed to share their income with their wives. According to them, it is because their wives worked on the
farm, knowing that part of the income will now be given to them (Chan 2010).
14
It has been demonstrated that an improvement in working conditions in small-scale and large-scale enterprises
boosts the moral of workers, reduces absenteeism, increases personnel loyalty and reduces losses. This is in turn
reflected in improved productivity and quality (Fair Trade Initiative 2008). For example, a study conducted in 2007 in
a ready-made clothes company, which employs mostly women, showed that the introduction of access to health care
reduced absenteeism by 18% and personnel turnover by 46% in only 18 months. This was estimated at a return on
investment of 2.4/1, meaning financial savings made due to low personnel turnover and absenteeism were more than
double the cost of establishing and managing a health care programme (USAID 2007).

27

Table 2 Implementation of the strategy taking into account gender equality

Intervention

Gender Recommendation
1.a) Urge/encourage beneficiary
farms and nurseries to adopt fair
employment practices and policies

Intervention 1 Extension of
commercial mango orchards
1.b) Provide targeted support to help
women to become owners or
entrepreneurs of nurseries.

2.a) Ensure that training methods

used are suited to women

Intervention 2 Extension services

for crop and disease management

2.b) Make small-scale male farmers to

become aware of the benefits of
sharing their income with their wives

2.c) Make sure that women receive

information on health risks from
pesticides

3.a) Ensure that training methods on

the improvement of harvesting
practices are suited to women
3.b) Make sure that women working
on farms belonging to men can
attend the training

Intervention 3 Improvement of postharvest techniques and practices

3.c) Ensure that efforts aimed at

improving the post-harvest chain that
not adversely affect women
intermediaries (like women pisteurs
in Mali)

3.d) Ensure that women working in

packaging stations continue to have
equal access to all functions, in spite
of the introduction of improved
operational techniques

4.a) Make sure that the methods used

by Global GAP training sessions are
well-tailored to womens needs

Intervention 4 Extension of Global

GAP

4.b) Urge/encourage new groups of

producers to adopt membership
policies based on gender equality.

4.c) Make sure that internal control

systems of Global GAP are not
excessively expensive for production

Specific Action
Within the framework of the strategy, the
contract/funding of the technical and/or
financial support to farms and nurseries will
be awarded on the condition that they adopt
and establish equal employment, practices
and policies
Establish gender quotas minimum number
or percentage of women entrepreneurs to be
supported to open new nurseries;
Support womens access to loans, that is
help women entrepreneurs to have access to
sources of credit for women, such as loan
institutions/projects flexible in guarantee
requirements;
Identify and support existing women groups
and cooperatives that can manage a nursery
as a cooperative society
An adequate proportion of trainers should be
women;
Training session venues should be
appropriate;
Training session hours and durations should
be appropriate;
Training methods and materials used should
be suited to the level of education of women.
In the technical sessions offered to small
farmers, include sensitization sessions on the
management of pests and crop diseases.
Family women and those among paid male
workers should be integrated in the training
sessions;
Information on the risks from pesticides and
mitigation measures of these risks should be
presented in a way that is understandable to
women
See recommendation 2a.

Provide training to women pisteurs on the

improvement of handling techniques and
compliance with post-harvest standards;
Provide or facilitate access to funding;
Provide the necessary support through
existing female pisteurs associations or
middlemen
Within the framework of the strategy, the
contract/funding of the technical and/or
financial support to enterprises and
packaging stations will be awarded on the
condition that they adopt and establish fair
employment practices and policies.
Any training on the improvement of
operational techniques offered to managers
and workers of packaging stations should
specifically target women (and/or men) who
perform the duties concerned.
See recommendation 2a.
Encourage groups to base the eligibility to
become member on the principle of control,
that is, any adult who has been allocated
land in which the group controls production,
can become a member of this group
regardless of whether he has rights over the
land or not.
Documentation required to support internal
control systems should be as simple and
clear as possible;

28

Intervention

Gender Recommendation
members

6.a) Conduct a market survey on

certified dried mango from fair trade
Intervention 6 Facilitate access to
markets
6.b) Conduct a survey on factors
influencing the supply of dried
mango from fair trade

Intervention 7 Introduction of an
ECOWAS regional label of origin

7.a) Make sure that the methods used

for training on quality standards are
tailored to womens needs
7.b) Urge /encourage new groups of
producers to adopt membership
policies based on gender equality

8.a) Make sure that new processing

units adopt equal employment
policies and practices.
Intervention 8 Improve mango
processing capacity

8.b) Provide support to existing small

processing units run by women to
improve their facilities and skills.

Specific Action
Members of the committee and/or employees
of the production group should train and help
female and male production members to
keep archives and documentation necessary
Study whether there is a market demand for
certified dried mango;
Study whether there is an interest or a
potential demand among buyers of fair trade
for a brand of dried mango produced by
women.
Identify costs and challenges that dried
mango producers within ECOWAS face;
If inspection or certification costs are high
and significant, study the way they could be
reduced.
See recommendation 2a.

See recommendation 4b.

Provide training on equal employment and
gender discrimination among managers and
professionals, and establish appropriate
compensation best attitudes;
Take proactive measures to stem check
cultural attitudes which undermine women
promotion;
Establish a complaint filing mechanism that
women can use to denounce gender
discrimination.
Alternative markets for processed mango
products must be considered and developed
for small-scale producers;
Small female processing units should be
supported by cooperatives, strengthen
existing
cooperatives
and
increase
production.

9.a) Make sure that the new institute

adopts and introduces an equal
employment policy
Intervention 9 Establish training
facilities for agro-industrial
specialists

9.b) Implement proactive measures to

encourage more female students to
register for training and to complete
them

Adopt flexible entry criteria;

Offer basic courses to those who have
industrial experience;
Provide modes and methods of learning that
enable the students to work at their own
pace;
Provide scholarship to women with limited
financial resources.

Furthermore, the following interventions were identified to support womens groups that are not directly
targeted by the nine areas of intervention of the mango strategy:

Help more women to become small-scale mango farmers: in ECOWAS member countries (or
part) where womens access to land is relatively good (like in some parts of Ghana), specific
interventions to support women to become small mango farmers in their own right should be
envisaged. One of the approaches to be considered is the development of small farmer
structures linked to exporters and/or larger farms, in which the participation of female farmers
should be proactively encouraged.

15

15

The smallholder scheme like that of Integrated Tamale Fruit in Ghana is a model worth considering.

29

Launch specific initiatives to encourage small-scale male farmers to share with their wives
the income from mango: awareness-raising sessions could be incorporated into activities to
support small farmers, to be implemented according to interventions 2, 3, 4, and 7. The
awareness-raising sessions should emphasize the benefits to the household as a whole of
sharing income with their wives and/or the joint decision-making of the household expenditure.

Launch specific initiatives to improve the working conditions of male and female workers
in farms, packaging stations and processing units: most women (and men) in the mango
value chain are workers, not entrepreneurs. The poorest women (and men) in this value chain
are found among workers, rather than among entrepreneurs. To efficiently contribute to poverty
reduction, therefore, specific initiatives to improve the general working conditions of female and
male workers should be considered, in addition to equal opportunities policies and practices
proposed under interventions 1, 3 and 8. Specific interventions to be considered are: 1)
compliance with national labour legislation and main conventions of the International Labour
Organization (ILO) as a condition for aid; 2) payment of minimum salaries to all categories of
workers; 3) support to educational programmes of workers so as to inform them on their rights,
including their right to join or establish a trade union (when relevant), conditions which entitle
them to a permanent employment contract, as well as safeguarding their job and the ensuing
benefits of social security; and 4) reduction of seasonal employment through diversification with
other crops.

16

16

For example, Kene Yiriden, a medium scale enterprise engaged in mango drying in Mali recognized the potential
benefits workers and the enterprise could derive from the diversification of production. As a result, the company is
considering the possibility of processing cassava into tapioca or cassava flour (which can be blended with wheat flour
and sold to local bakeries) and producing dried ginger for export to the Middle East and Asia. The processing of
ginger is seen as interesting option from the gender perspective since ginger is cultivated mainly by women (Kene
Yiriden 2011).

30

CHAPTER II.

OPPORTUNITIES ON THE MANGO MARKET

1. Some figures
Fruit production being very important in the region, all 15 ECOWAS countries are involved in mango
cultivation to varying degrees. With a production of 1.2 million tons per annum (representing 3.8% of
world mango production), ECOWAS is the seventh world producer of mango. With exports out of the subregion amounting to 34,000 tons per annum (representing 2.7% of world exports, which total 1.25 million
tons), ECOWAS is the tenth exporter of mango. However, the region exports barely 2.8% of its production
outside its borders. Mexico and Brazil, which export 12.4% and 10.6% of their production respectively,
are the largest exporting countries. In these countries, mango is cultivated in large plantations. India is the
highest producer and exporter of mangoes, but it exports barely 2% of its production because the internal
demand is high. Moreover, mango production remains traditional in small orchards and post-harvest
losses are high (representing 30 to 50% of production).

The situation is similar in ECOWAS countries, particularly in Nigeria. Nigeria produces 732,000 tons,
representing 60% of mango production within the ECOWAS region. Guinea produces 13%, Niger 8%,
Senegal 6%, and Mali 5%. The other ten countries produce the remaining 7% of the regions mangoes.
With 14,000 tons exported, representing 41% of the regions exports, Ivory Coast is the largest exporter,
followed by Senegal (20%), Mali (18%) and Burkina Faso (16%); the other countries together export 6%.
The absence of reliable intra-regional trade data does not enable a comprehensive appraisal of its real
volume. However, stakeholders in the mango industry stressed the importance and potential of the sub
regional market, and indicated that significant efforts need to be made on regional integration in order to
target the regional demand in addition to exports.

31

Table 3 Mango production/export in the world and in the ECOWAS region

Rank
1
2
3
4
5
6
7
8
9
10
11

Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

Country
India
China
Thailand
Mexico
Pakistan
Indonesia
ECOWAS
Brazil
Philippines
Rest of world
WORLD

Country
Nigeria
Guinea
Niger
Senegal
Mali
Cte d'Ivoire
Benin
Burkina Faso
Sierra Leone
Ghana
Guinea-Bissau
Cape Verde
Gambia
Togo
Liberia
ECOWAS

Production
in ton
12,601,600
3,975,106
1,995,370
1,812,957
1,591,343
1,660,858
1,221,532
1,119,167
963,367
5,603,127
32,544,428

Share in
Production
world
per capita
production
in kg
38.7%
11.0
12.2%
3.0
6.1%
30.0
5.6%
17.0
4.9%
9.4
5.1%
7.5
3.8%
4.5
3.4%
5.9
3.0%
11.1
17.2%
2.9
100%
4.9

Share in
Production
Production
regional
per capita
in ton
production
in kg
732,100
59.9%
5.1
164,200
13.4%
17.4
98,502
8.1%
7.2
80,936
6.6%
6.9
64,217
5.3%
5.3
34,228
2.8%
1.7
12,440
1.0%
1.5
9,300
0.8%
0.7
7,820
0.6%
1.5
6,639
0.5%
0.3
5,120
0.4%
3.4
5100
0.4%
10.5
930
0.1%
0.6

1,221,532

100.0%

4.5

Export in
ton
250,922
50,306
75,973
224,461
73,542
6,760
34,155
118,241
26,645
391,549
1,252,553

Export in
ton
1
463
15
6,797
6,238
14,015
1
5,580
4
568
14
7
451
15
34,155

Share in Export as %
world
of
export
production
20.0%
2.0%
4.0%
1.3%
6.1%
3.8%
17.9%
12.4%
5.9%
4.6%
0.5%
0.4%
2.7%
2.8%
9.4%
10.6%
2.1%
2.8%
31.3%
7.0%
100%
3.8%
Share in Export as %
world
of
export
production
0.0%
0.0%
1.4%
0.3%
0.0%
0.0%
19.9%
8.4%
18.3%
9.7%
41.0%
40.9%
0.0%
0.0%
16.3%
60.0%
0.0%
0.1%
1.7%
8.6%
0.0%
0.3%
0.0%
0.1%
1.3%
48.5%
0.0%
0.0%
100.0%
2.8%

Source: FAO STAT, Trademap

Figure 1 Mango trade flows

Mango trade flows

Imports:
Exports:
1

USA 34%
Mexico: 18%
South America: 20%

EU 20% ME 14%
Ecowas: 3%

Far East 23%

India: 20%
Pakistan: 6%

Others 9%
Far East: 10%
Others: 22%

32

2. Mango production

Quality is linked to the tree. Worst agricultural practices result in a lower quality. Yet, the mango tree
will still produce good quality fruits that, on the condition of being carefully selected, could be
exported.

The choice of varieties is increasingly important (see the paragraph below on varieties of mangoes).

There are two types of cultivation: wild and in farms. In Brazil, Peru, Florida and Spain, mangoes are
cultivated in farms but in West Africa, it is a wild crop. The main producing region in West Africa is
located in Southern Guinea (see Figure 16, Annex 5).

Plantations are increasingly important in order to control quality and determine the time of harvest.

Fruits flies continue to be harmful to quality. The Asian specie of the fruits fly (Bactrocera invadens)
appeared in 2003. A regional fight led by ECOWAS is necessary. The only way of gradually
eradicating it (five to seven years) seems to be the sterile insect technique.

3. Varieties of mangoes
The varieties of mangoes commonly found in the sub-region are:

Tommy Atkins: moderately fibrous, thick skin, hard, good appearance and easy to handle, travel
well and its taste is average. It is the leader in the market, a dominant variety cultivated mostly in
Brazil;

Hayden: less fibrous, soft skin, good appearance and good taste;

Kent: no fibre, very soft skin, difficult to transport, good appearance and good taste;

Keitt: less fibrous, soft skin, good appearance, good taste, late production;

Zill: less fibrous, quite soft skin, purple, good taste, early production;

Amelie: yellow cultivar, cultivated all over West Africa, moderately or very fibrous, unwanted
flavour (like turpentine), early production.

Tommy Atkins

Hayden

Kent

Keitt

Zill

Amelie

33

4. Ripening of mango

Stages of maturity: green partially ripe ripe over ripe

Mango is climacteric: it should be harvested when ripe. Mangoes harvested when still green will
never attain an optimal flavour.

It is possible to preserve ripe mangoes () for seven weeks 18C.

Mango ripening is a very specialized activity. Based on their stage of maturity when they arrive,
mangoes can be ripened in controlled atmosphere rooms. Mangoes can be ripened for two days at
27C or for five days at 25C or even for seven days at 21C; with or without ethylene, with or without
humidity.

Preservation conditions vary based on the variety and should be studied separately.

5. Harvest and post-harvest17

Communities are organized to coordinate the time and method of harvest.

Teams of four to five specialists are used for harvesting.

Hot water treatment (HWT) is obligatory (5-10 minutes at 50-52C) to clean latex and control
anthracnose, a deterioration caused by bacteria (for example, fruit flies).

Mangoes must be refrigerated for 24 hours to reach the temperature of 18C. This can be done with
the use of refrigerated containers positioned near orchards. Fault monitoring and sorting should be
done as close to the orchard as possible.

6. Quality of mangoes
There are two types of characteristics in terms of mango quality:

External/Visual characteristics:

Colour;

Size;

Firmness; and

Exemption of damages and defects (see Figure 14, Annex 3).

Internal/organoleptic characteristics such as:

17

Taste/flavour;

Fibre content;

Juice content; and

Absence of unwanted flavour (like turpentine).

For fresh mangoes meant for export.

34

External characteristics influence the behaviour of buyers and consumers. A fruit with a good appearance
is sold at a good price. Traders, supermarkets and consumers all prefer mangoes with a good
appearance. External quality characteristics influence consumers when the products are consumed
occasionally. Internal characteristics have an influence on the taste experience and causes repeated
purchases. The better the taste, the more the consumer feels like tasting it a second time. It is well known
that when a product is consumed regularly, its internal characteristics become more important than the
external. Taste takes precedence over light appearance defects.

It should be recalled that the quality of mango is linked to the tree in the orchard. The value of mango
increases with its quality. Quality in terms of internal and external characteristics fluctuates depending on
the year, country and orchard. Three factors have an influence on quality:

1. Variety: each variety has a unique influence on the quality, yield, and resistance to drought,
diseases and time of maturation. The choice of the variety is very important because once
planted, the orchard lasts for 15 to 30 years.
2. Climate: climate influences mainly the yield and time of maturation, and to a lesser extent the
quality. It is an important factor but the farmer cannot do anything about it.
3. Agronomic practices used by the farmer affect both the quality and yield. The inadequate yield
in West Africa is attributed to poor farming practices. Most farmers need to improve:
-

Irrigation;

Pruning practices;

Fertilization practices;

Pest and disease control (whiteflies, anthracnose); and

Harvest time.

Besides, internal and external quality characteristics should be preserved. In general, fresh mangoes
should be consumed within the three to six weeks following harvest. Two factors influence the lifespan of
mangoes:

1. Variety: some varieties of mango have a thicker and clearer skin and a firmer pulp. They are
easily transported and traders appreciate them for this characteristic.
2. Post-harvest practices:
-

Improvement of handling of mangoes during harvest to avoid internal injuries;

Hot water treatment;

Pre-cooling;

Cooling

Processing/Packaging;

Refrigerated storage.

35

7. Preferences in terms of quality

Each stakeholders preferred quality varies.

Farmers want:
1. A fruit that will sell (which is what traders prefer)

(variety, farming practices)

2. Resistance to diseases

(variety)

3. High yield

(climate, irrigation, farming practices )

Traders want:
1. A nice appearance
2. Long period of harvest
(Early late)

(variety)
(variety)

3. Absence of defect
(time of harvest, HWT, refrigeration)
4. Adequate packaging
(to reduce to the barest minimum losses linked to transportation)
(management)
5. Homogenous sizes (according to buyers specifications)

(management)

Consumers want:
1. A nice appearance

(variety)

2. No visible defect

(management)

3. Good taste, flavour and juicy fruits

(maturity and variety)

4. No odour/ unwanted flavour

(variety)

5. No fibres (Southern Europe)

(variety)

6. Easy to peel

(variety)

Industrialists (pulp and dry mango) want:

1. A good taste/flavour (ripe, or ripe after the ripening process);
2. Large size high yield after processing (weight of seed < 12%);
3. Lowe prices:

Defects on the skin and irregular forms are acceptable; but

Overripe fruits are not acceptable;

4. Sufficiently large volumes to reach utilization rate with a capacity above 75%.

36

8. Classification of mangoes
Classification standards
Within the ECOWAS region, there are no standards accepted by all producers of the sub-region.
However, four categories of mango quality are known (like other fruits and vegetables):

18

1. Top quality: no visible defect, fruit in perfect state;

2. First quality: maximum of four to five defects visible per box;
3. Second quality: maximum of six to eight defects visible per box; and
4. Industrial quality: many defects visible but the fruit is perfectly edible.

Finally, there is a lower quality of mango that can be used as compost or animal feed.

The top quality is rare and these mangoes are sold with a premium. It corresponds to the value chain
fresh mangoes exports by air.
The first quality is generally meant for exports. It corresponds to the value chain fresh mangoes
exports by sea.
The second quality is the largest part of the volume produced. This is a category of mangoes that are
consumed on the local market and sold at local prices. It corresponds to the value chain fresh mangoes
for national and regional market, and dried mangoes or juice pulp.
The industrial quality is edible, but there are too many visual defects for these mangoes to be
consumed fresh. Post-harvest losses are found in the lower category.
Table 4 recaps the quantities and price brackets charged for these categories.
Table 4 Quantities of mangoes and price brackets charged
Category
Utilization/market
Top
Fresh / exports
First
Fresh / exports
Second
Fresh or processed / local market
Industrial
Foodstuffs market
Lower
post-harvest losses
Total quantity harvested

Quantity
1-3%
3-20%
30-60%
20-40%
5-40%
100%

Price bracket
150-250%
120-160%
100%
30-50%
0%

18

See Figure 14 for common defects in mangoes and Figure 15 for the classification of mangoes in Australia in
Annex 4.

37

Figure 2 illustrates the actual situation in ECOWAS countries where losses account for 29% while top and
first quality account for 3.8%. The second quality is made up of 60% of harvests and the industrial
category stands at 7%. Figure 3 describes the utilization of these mangoes harvested (1.1 million tons) in
the value chain, where post-harvest losses account for barely 3%. The share of mangoes of the first and
top quality is 8%, that of the second quality is 60% and finally the share of industrial quality is 29%.
Figure 2 Utilization of mangoes in the
ECOWAS region

Figure 3 Utilization of mangoes with the

introduction of a developed value chain

Share of harvested mango (1.1 million

tons)

Share of harvested mango (1.1 million

tons)

First quality

4%
29%

Second
quality

First quality

3% 7%

Second
quality

29%

Third quality
7%

60%

Third quality

Losses
61%

Losses

Quality estimation
The market value is obtained by multiplying the quantity of fruit available by the market price. Figure 4
shows the actual value of the mango value chain in the ECOWAS region estimated at 70 million in 2010.
Figure 5 shows the approximate value of the same harvest 1.1 million tons with the introduction of the
value chain. This time, the value is increased by 40% that is 100 million.

These figures speak for themselves. It is obvious that the priority of decision-makers is the
development of the top and first quality. In ECOWAS, 4% of the volume harvested creates 18% of
value. Thanks to a developed value chain, the results could be improved: 8% of the volume can
create 27% of value. Moreover, the top and first qualities are generally exported and earn foreign
currency.

Unfortunately, decision-makers hardly think of the second quality even if the value chain is
developed. Over 50% of the value generated by the mango value chain comes from sales from the
second quality in the local market. Presently, in the ECOWAS region, 76% of the value generated by
the mango value chain comes from sales from the second quality in the local market.

With developed value chains, thanks to the reduction of post-harvest losses, the available quantity of
mangoes intended for the food processing industry increases, and this industry can thus benefit from
it. In 2010, the value created by the third quality was barely 6% whereas with the introduction of a
developed value chain, this figure can reach 20%.

38

Figure 4 Value of mangoes in ECOWAS

Value of harvested mango 70 million

6% 3%

76%

Top quality
15%

Figure 5 Value of the mango value chain

with a developed value chain
Value of harvested mango 100 million
5%
19%
Top quality
22%

First quality

First quality

Second
Quality

Second
Quality

Third quality

Third quality
54%

39

9. Supply schedule
Fresh mango
Brazil supplies the European market almost throughout the year. Compared to demand, the supply can
sometimes be lower. Nonetheless, consumer preferences slowly change as mangoes are only
occasionally consumed. The trend is however clear and it is a real opportunity for ECOWAS countries.
Supply schedules (Figure 6) highlight two periods when demand is higher than supply:

Late March early April (change from Latin America to West Africa); and

June July (change from West Africa to Senegal, Israel, Spain).

Buyers from the EU anticipate the arrival of mangoes from West Africa, and prices drop as soon as an
early harvest is announced (Figure 7). Prices increase as soon as volumes from the sub-region decrease.
Exporters of the ECOWAS region are thus in an unfavourable situation, which is worsened by the fact
that buyers are concentrated with a stronger bargaining power while farmers are small and numerous.

Dried mango/ mango pulp

Supply is available throughout the year as the product is easy to preserve. The production season varies
according to the time of harvest. Nonetheless, the quality of dried mangoes can vary a lot depending on
different drying techniques (sun drying, solar drying, artificial drying, lyophilisation, etc.).

40

Figure 6 Supply schedule of the EU- Main sources

Source: Fruitrop 153

Prepared by: D. Ivanovic - Cop-Horti

Figure 7 Price fluctuation in response to West African supply in 2009 and 2010

41

10. Demand
Total demand for mango in the EU (Figure 8) stands at 220,000 tons of fresh mango, 3,000 tons of dried
mango and 16,000 tons of pulp, which represents 300,000 tons in terms of fresh mango.
Figure 8 Consumption of mango in the EU
Consumption of Mango in EU 20072009 in Tons

12%
Fresh mango

15%
Dried mango
(fresh equivalent)

73%

Mango pulp
(fresh equivalent)

Fresh mango
Mango is no longer an exclusive tropical fruit: it is at the point of becoming a commodity. Mango
consumption in the EU amounts to 220,000 tons (20% of global consumption). The price fluctuates due to
disparities between supply and demand. The price of mangoes has dropped and resulted in an increase
in demand, which almost doubled between 2002 and 2007. Mango consumption increased from 0.28 kilo
to 0.45 kilo per person per annum.

2002-2005 EUR 1,50 - EUR 3,00 per kilo

2008-2010 EUR 0,50 - EUR 1,50 per kilo

Consumption is still limited to about one mango per person per annum, accounting for 0.4% of fruit
consumption. The consumer refuses to buy in spite of their delicious taste because it is difficult to peel.
Consequently, the consumers purchasing habits are influenced mostly by external quality characteristics.
When mangoes will be consumed more frequently and in larger quantities, the organoleptic qualities that
some varieties of mangoes from West Africa have will prevail in the buying act. The consumption of
ready-to-eat mangoes is increasing, but it will not reach a significant level in the next five years because it
is very expensive.

42

Figure 9 Fruit supply in the EU

Supply of fruits in the EU (2007)

Fruit supply in the EU per capita (2002 - 2007)

Oranges,
Mandarines
26.7%

3.50
3.00
2.50
2.00

Mangoes

1.50

Pineapples

1.00

Pineapples
2.8%

Lemons,
Limes
3.2%
Grapes
8.2%

Apples
21.6%

Grapefruit
2.0%

0.50
2002

2003

2004

2005

2006

2007

Mangoes
0.4%
Other Fruits
26.6%

Bananas
8.0%

Share of importers in the EU

Exportation Ouest-africain EU en 2009

Source : Eurostat, prepared by D. IVANOVIC - Cop-Horti

43

Dried mango19
Consumption in Europe stands at about 3,000 tons, which is the equivalent of 45,000 tons of mangoes
(consumption accounts for less than 1% of total consumption of dried fruits). However, it should be borne
in mind that dried mangoes are part of a large market of dried fruits, which means that it is in direct
20

competition with other dried fruits, particularly grapes, dates, prunes and apricots . There should also be
a distinction in the market between the use of dry fruits as intermediate products for the food processing
industry, especially for the production of muesli and cereal mango bars and for their direct use as snacks.
The bulk of dried mango production is not used by food processing industries, but is sold as snack (in
sachets of 100 to 200 grams). A smaller proportion of mangoes are mixed with nuts or other dry tropical
fruits. The mango that is used in industries is mostly made up of frozen mango cubes (IQF cubes).

Mango pulp
Consumption in Europe stands at 16,000 tons, which accounts for 5% of world consumption, 35,000 tons
of mango and 10% of fair trade. A greater part of world demand comes from the Middle East (25%),
South-Eastern Asia (20%) and the United States (15%). In the EU, it is mostly used in tropical drinks
(max 5% of mango content). The Alphonso pulp in India is more expensive, followed by the others at 70%
and at lower prices. Pulp from West Africa is not tested and it is less probable for it to rapidly capture
export market shares. It is better to sell it as raw materials for juice in the region.

Mango juice21
The juice content of the fruit can vary from 100% (called nectar) to 10% (called mango drink). It is
possible to add flavours (Alphonso) imported to improve the taste. It is not a product to export as the
water content is very high (84%).

19

In 2009, the Royal Tropic Institute (KIT) and the World Bank lead a large market study on mango products in
Europe, and in particular dried mango, mango pulp and juice, as well as on the proper production equipment in West
Africa (information available for download on the Internet at http://www.kitpublishers.nl/mangobook).
20
Dried fruits are used mixed with nuts as appetizers, or mixed in pastries, or as ingredients found in breakfast
cereals and chocolate cereal bars.
21
The United States Agency for International Development (USAID) demonstrated a potential profitability up to 20%
in a processing plant in Mali (investment mounting to US$ 1.5 million as per August 2009).

44

11. Logistics
Due to lower sales prices, transportation expenses account for a very large proportion (for example air
transport = 60-75%; Maritime Transport = 30-50% of the Rotterdam C&F price a map of West African
corridors is found in Annex 5, Figure 16). Margins are reduced and even small damage can result in
considerable financial losses. It is therefore important to ensure:

i.

An excellent post-harvest treatment (HWT hot water treatment, cooling);

ii.

An excellent sorting and sifting system; and

iii.

Excellent packaging (cartons, crates).

Rail transportation is faster and less expensive, for example, TRANSRAIL up to Dakar and SITARAIL
from Ferk in the North to Abidjan (see box below).

Controlled logistics a proven service

The SDV-SAGA container terminal in Ferkessdougou transports goods in containers from Ivory Coast, Mali and
Burkina Faso under satisfactory conditions.
The African International Transport Company (SITARAIL) will provide two locomotives and four trains with 11
refrigerated containers devoted to the transportation of goods. The containers will be available from the beginning of
the season. Regarding maritime logistics, there would not be any problem to find the adequate quantity of
refrigerated containers because there are many shipping companies providing this type of service to Europe. The
22
shortest period of maritime transportation is currently 12 days.

12. Distribution chains

The supply of mangoes in West Africa is characterized by some atomicity, as there are many small
exporters seeking to earn their living. Mangoes are sent on consignment to an agent, who sells them in
return for a commission. Due to price volatility, however exporters can never be certain about the price.

23

There is no seller who is clearly the leader in the market. There is neither coordination nor cooperation
among farmers. As far as buyers are concerned, there is a strong concentration; 80% of all mangoes sold
in the EU are bought in supermarkets, this requires huge volumes and importers who buy in bulk.
Requirements in terms of late delivery, quality, homogeneity and certification, are more important (not
leaving out requirements linked to costs). Concentration requires larger volumes, bigger importers, and
greater rigour in terms of delivery time, quality, homogeneity and certification, higher costs and mostly
longer payment deadlines, which do not favour suppliers. There is a niche for fair trade possibility to
penetrate supermarkets with a better bargaining power.

22
23

See http://www.journaldumali.com/article.php?aid=2559
According to discussions held during the workshop, prices are rarely above the ones anticipated.

45

13. Market trends and opportunities

Trends in the EU
Five obvious trends could be observed:

1. Convenience food: households are becoming smaller and women are more integrated to the
production process, which results in a high demand for convenience foods;
2. Environmentally friendly products: an increasing number of consumers require environmentally
friendly products, free from pesticides. Increasingly, some consumers are paying attention to fruit
miles and wonder if the availability of a seasonal product (such as strawberry for instance)
throughout the year is necessary for their wellbeing;
3. Certification: some food giants dominate the distribution of foodstuffs. They insist on norms and
standards to avoid food risks. Supermarkets select suppliers based on certifications. The most
common certifications are: BRC, EUREPGAP, HACCP, ISO 9001, and ISO 22000.
4. Private labels: in the western world, more and more youths think that all products come from the
same factory and are thus of good quality irrespective of the brand. People are no longer ready to
pay 30% more for a first quality brand. Supermarkets benefit from this to use their own brands for
middle range segments;
5. Longer payment periods: even before the credit crisis, supermarkets used their bargaining power
to pay increasingly late. Payment periods go up to 120, sometimes even 180 days.

Opportunities in the EU
Supermarkets should be convinced that mangoes from West Africa are of affordable quality, responsible
products, and available throughout the year. Supermarkets need to fill their shelves with homogenous
products throughout the year. To do so, they have to get products from suppliers around the world, thus
creating opportunities for everyone. However, food exporters of emerging markets, which have to comply
with quality standards and delivery periods (particularly for fresh foodstuffs) and organize air transport
logistics, then have to wait for 180 days to collect their payment. There is a little growing market for ecofriendly products and fair trade products. The price of these products is higher, usually 20 to 25% more
expensive than that of standard products. However, since costs linked to certification and labels are high,
only 50% of additional cost comes back to producers. Three years are needed for a farm or an orchard to
be ready for organic farming. During the transition period, products are sold as standard traditional
products. To summarize, exporters that would succeed will be those who will have:

A certification;

Sizable working capital;

An advanced technology for processing and packaging fruits;

Excellent logistics; and

Affordable and well-trained workforce.

46

Trends in emerging markets

Two obvious trends can be observed:

a) Quality awareness: households no longer tolerate foodstuffs that have a poor appearance, are
poorly packaged, or are malodorous. Imports from developed countries initiated a trend, which is
irreversible. As incomes of the average class are higher, these consumers are ready to and
capable of paying more for better quality products. They want choice.
b) Brand awareness: households are used to adverts by food processing giants. A renowned brand
seems to guarantee against risks linked to poor quality. Moreover, among the youth, a dynamic
and modern brand is associated to progress, giving them the impression to live in a developed
society, which is part of the modern world. Adverts focused on modernity are increasingly used
by international stakeholders (particularly mobile telephone companies). Status is important.

Opportunities in emerging markets

Imports should be substituted with the following:

Affordable quality;

Products with a good appearance; and

A brand that expresses social status.

Local actors of the food processing industry have an interest in imitating imported foods. Unfortunately for
them, it is more than investing in modern machines. It is necessary to improve quality through food
technology. It is necessary to bank on food marketing to develop brands and seduce young consumers.
Successful producers will have a team of specialists capable of following close behind international
competitors in the areas of production and marketing. To summarize, the entrepreneur who want to
succeed should be able to make the following investments:

New material;

Modern food technology to improve quality and reduce cost price;

Food marketing to develop brands likely to seduce young consumers; and

A team of specialists capable of emulating competitors in the areas of production and marketing.

47

Opportunities in the sub-regional market

During the regional validation workshop, participants stressed the importance of responding to demand
from both sub-regional and international markets. It was recognized that there was a sub regional market
for fresh mango and its by-products. It is currently impossible to penetrate this market, due to various
obstacles, such as the lack of logistics. These obstacles make it easier to export to Europe than to satisfy
internal demand. Effective implementation of the trade liberalization scheme, and increased efforts
towards regional integration, could help reduce costs and obstacles identified by ECOWAS countries in
order to satisfy the regional demand and promote regional trade.

48

CHAPTER III.

ANALYSIS OF THE VALUE CHAIN

1. Methodology
The analysis of the mango value chain was conducted during a workshop held in Bamako in November
2010. Thirteen countries participated in this interactive workshop.

24

Results of the analysis are

transparent and can be used concretely. The working stages are summarized as follows:

1) Qualitative component: what are the Strengths, Weaknesses, Opportunities and Threats
(SWOT analysis)
i.

List all factors with an impact on the performance of the mango value chain;

ii.

Identify the causes and their classification;

iii.

Assign a score to each cause depending on the link and the country in order to set
priorities; and

iv.

Insert the causes in cross-tables according to category and link.

2) Quantitative component: what links can have value added?

i.

Find a consensus on the calculation method for value added;

ii.

Demonstrate key product-market combinations (PMCs); and

iii.

Analyse the profitability of chosen PMCs in each country.

Product Market Combination (PMC) recommendation: Profitability of a PMC selection from different
countries will be calculated in order to show their potential. The aim is to present examples, which should
be more specifically developed in each country. The actual profitability depends on the strengths and
weaknesses of the mango value chains in each country individually.

The analysis of strengths and weaknesses is described in Chapter IV. Following this analysis, objectives
for ECOWAS production and value added are formulated in Chapter V, based on the current market and
the production potential. In Chapter VI, after reviewing and endorsing the previous chapters, participating
countries must formulate their own strategic options. Only after this process can PMC be prioritized and
concrete projects formulated.

24

The list of participants is contained in Annex 12.

49

2. Qualitative analysis
Participants were divided into groups to identify all factors (positive and negative) influencing the
performance of the mango value chain. Subsequently, four groups were created with the aim of
identifying the underlying causes and prioritizing their effects in the different countries. The four groups
worked on the following topics:

Production;

Treatment /packaging/processing;

Marketing; and

Factors with an impact on the mango industry and other sectors.

After discussion, out of 98 factors, 37 negative and 11 positive factors were selected. According to the
SWOT analysis, they were classified into internal and external factors. The relevant link to each factor
was then added. Results of this working group are detailed in Annex 9.

Threats and weaknesses

For each link of the value chain, the relevance of negative factors was indicated on a separated
Reporting System for each country. Considering all countries together, the frequency with which a factor
was found was calculated to identify which one has a dominant role in ECOWAS countries. The problem
that was raised the most was number 6, followed by 14, 12, 10 and 28. The five most significant problems
are recapitulated in Table 5. Annex 9 details all the factors.
Table 5 The 5 most significant problems that have an adverse effect on the mango value chain

Score Factor
1

2
3
4
5

14
12
10
28

Description
Inadequate marketing facilities due to a lack of
investment, political will and high cost
Packaging constraint
Absence of dialogue among stakeholders
Low volumes of export
High cost of capital

Type

Category

Freq

Threat

Inadequate logistics

54

Weakness
Weakness
Threat
Threat

High cost (packaging)

Absence of organization
Low volumes
Difficulty to raise funds

39
36
30
30

The fourth stage of the qualitative analysis consisted in combining all factors into cross tables, according
to their category and link. Table 6 summarizes the most important elements. It should be noted that the
processing of fresh mango is classified under the link processing. A total of ten categories were
identified.

50

Five groups of factors dominate (covering 80% of all factors), the first three being the most important,
namely:
1. Lack of know-how;
2. Low volumes / poor quality;
3. Inadequate logistics;
4. High costs of production; and
5. Lack of organization.

Obviously, some factors influence one another. For example, low volumes exported result in high freight
costs, etc. In the marketing link, 266 factors were mentioned (34% of the total). The lack of market and
marketing knowledge prevails, as well as logistical problems.
As for the processing link, 208 factors were listed (27% of the total): most of these factors consist of a
lack of know-how and high costs, especially of the export packaging material for fresh mangoes. The
largest problem is the inadequate volume due to aging orchards, fruit flies and urbanization effects. The
most important cross-cutting problem is the inadequate funds followed by logistic problems.
Table 6 Negative factor matrix according to category and link

Link
Score

Category

1
2

Know-how
Low volume / poor
quality
Logistics
High costs
Organization
Finance
Support
Seasonality
Pack houses
Competition
Total
Share of link

3
4
5
6
7
8
9
10

Mango
production
10
103

Transformation

Marketing

84
17

94
30

31

66
24

81

Crosscutting
7

Total

Pareto

195
150

25%
45%

42

123
97
60
56
35
30
17
10
773
100%

61%
73%
81%
88%
93%
97%
99%
100%

36
15

56
20

10
266
34%

125
16%

30
17
174
23%

208
27%

51

Strengths and opportunities

Participants identified 11 positive factors, out of which four are valid for all ECOWAS countries .The other
seven factors are relevant for the countries concerned (for example, factor 11 is only valid for producers
in coastal countries).

Table 7 Positive factor matrix according to category and link

Score
1
2
3
4

Factor
8
2
7
4
9
5
1
3
6
10
11

Description
Taste of mangoes
Good quality product, relative to Tommy Atkins
Diversity of mango varieties
Existence of a growing market for good quality mangoes
Strong will of organization
Existence of industrial infrastructure
Technical assistance to transformation
Technical assistance to food processing industry
Existence of production potential lands
Governments willingness to support
Period of short transport up to the market

Type
Strength
Strength
Strength
Opportunity
Opportunity
Strength
Strength
Strength
Opportunity
Opportunity
Opportunity

Category
Quality of mango
Quality of mango
Quality of mango
Market demand
Organization
Logistics
Support
Support
Production
Support
Logistics

The main conclusion from this analysis confirms that the region should seize the opportunity to penetrate
the export market, with quality tasteful varieties of mango. The dominant variety is gradually losing its
leadership position. In the next ten years, more and more European consumers will prefer organoleptic
qualities to external qualities, and because of the taste, demand for West African varieties of mango will
increase.

52

3. Quantitative analysis
Generally, value is added to mango at two stages, namely:
1. On the tree; and
2. After harvest.

This chapter analyses these two stages separately. First of all, it is advisable to give a definition of the
value added.

What is the value added?

To define the value added, the workshop agreed on the following formula:
Value added (VA)
Sales price
Variable costs

Fixed costs

Margin
Contribution
Profit
Value added
Or

Profit (before tax)

Price on the invoice denominated in INCOTERMS (e.g. US$ 600/ton C&F Rotterdam)
VC1 + VC2 + VC3 + VC4
VC1 = cost of mango and ingredients
VC2 = cost of transformation of inputs into desired finished products
VC3 = cost of primary and secondary packaging (and tertiary eventually)
VC4 = cost of transportation, losses and damages, commission on the sale,
etc.
FC1 + FC2 + FC3
FC1 = cost of depreciation of goods
FC2 = costs of loans, interests and financial costs
FC3 = overhead costs, salaries, telephone, maintenance and marketing
Sales price variable costs
Margin per ton * volume sold
Contribution fixed costs
(P VC) * q FACULTATIVE BUSINESS
P * q (VC * q + FC) = Income from sale costs

The Cigar Box is used to calculate the value added of various product-market combinations. To make it
easier, five models have been created (see Annex 10):
1. Table 18 Sea freight export profitability of fresh mangoes
2. Table 19 Airfreight export profitability of fresh mangoes
3. Table 20 Sea freight export profitability of pulp of 16 Brix
4. Table 21 Profitability of mango juice with 25% pulp at local market;
5. Table 22 Export profitability of dried mango.

53

4. Value added at the tree stage

The value added during production is the difference between the commercial value of the marketed
mango and costs of production.

Commercial value of marketed mango

The commercial value is obtained by multiplying the quantity sold by the unit price. Table 8 below shows
the marketed volumes (mangoes harvested minus post-harvest losses), market prices for the four
different qualities (top, first, second and third), and the value in Euro. Average price is used for the
purpose of this Table. The following conclusions stand out

Total production amounts to 1.1 million tons (it does not appear in the Table); and post-harvest
losses amount to 320,000 tons (29%). Therefore the quantity of mangoes marketed comes to
769,000 tons;

The marketed mango value at the orchard was around EUR 70 millions in 2010;

Nigeria is the largest producer, Cape Verde and Niger are the smallest;

The average price is EUR 0,09 per kilo;

Prices are the highest in Cape Verde, followed by Sierra Leone and Ghana; and

Prices are the lowest in Guinea, Burkina Faso and Mali.

Table 8 Mango production: quantities, prices and values in ECOWAS countries

CABO VERDE
SIERRA LEONE
GHANA
COTE D IVOIRE
SENEGAL
GAMBIA
TOGO
ECOWAS
NIGER
NIGERIA
BENIN
MALI
GUINEA
BURKINA FASO

Quantity in
ton
3,600
5,280
6,300
48,000
42,000
10,000
6,200
768,922
3,150
516,840
7,800
45,500
18,252
56,000

Top
0.89
0.36
0.51
0.23
0.38
0.16
0.15
0.48
0.44
0.60
0.15
0.14
0.24
0.23

Prices in Euro/kg
First Second
0.74
0.59
0.36
0.27
0.41
0.20
0.23
0.15
0.31
0.15
0.16
0.12
0.15
0.11
0.28
0.08
0.17
0.07
0.48
0.07
0.12
0.08
0.11
0.05
0.04
0.05
0.09
0.04

Third
0.52
0.13
0.13
0.09
0.06
0.07
0.04
0.06
0.06
0.05
0.04
0.02
0.03
0.03

Average
0.62
0.27
0.24
0.16
0.15
0.12
0.11
0.09
0.08
0.08
0.08
0.06
0.05
0.05

Value in
1000
2,248
1,439
1,489
7,585
6,439
1,189
687
69,290
254
41,280
587
2,632
939
2,522

54

Costs of production
During the workshop, it was not possible to collect detailed data regarding inputs, pesticides, water for
irrigation, fuel for tractors and labour used during harvesting. Inputs are quite different, between mangoes
cultivated in wild plantations and those cultivated in private plantations like in Nigeria, Gambia and
Ghana. Therefore, mango production costs are not calculated but rather estimated, using data from FAO
and the workshop. Figures are shown in Table 9 below:
Table 9 Estimation of variable cost of mango production
Input
Fertilizers
Pesticides
Irrigation
Harvest and transportation
Variable cost per tree
Fruits harvested per tree

Average weight of fruit (kg)

Harvest per tree (kg)
Variable cost per ton harvested
post-harvest losses
Variable cost per marketed ton

10%
20%
20%
50%
100%
500
0.300
150

Amount
EUR 0,11
EUR 0.22
EUR 0.22
EUR 0.56
EUR 1.12

EUR 7.50
29%
EUR 10.50

As the density of plantation varies enormously, depending on the type of holding (plantation or wild
orchards), the cost per hectare does not constitute a criterion. It is better to calculate the cost per tree.
However, the result is obviously a very approximate figure.

Value added of production

The average selling price within ECOWAS was EUR 0,09 per kilo, and the average variable cost was
EUR 0,01 per kilo. Therefore, the value added was about EUR 0,08 per kilo, or EUR 79,50 per ton
marketed. About 770,000 tons were marketed in 2010, which represents a value added of EUR 61
million.

55

5. Value added after harvest

Seven product-market combinations were identified, each of them with characteristics peculiar to its value
chain. The link diagram is shown below:
Production

Collection

Processing/
Transformation

Transportation

Sale

1. Top quality
2. First quality
3.
4. Second quality

harvesting teams
harvesting teams
farmer
farmer

air
maritime
maritime
truck

top of-the-range
middle range
export market
local market

5.
6. Third quality
7.

farmer
farmer

Packaging for export

Packaging for export
Drying for export
Bulk packaging for local
market
Drying for local market
Transformation into pulp
Manufacturing of juice

truck

local market

truck

local market

Seven major value chains were developed for niche products, such as organic mango, fair trade mango,
etc. The export market was divided into a sub-regional market and a European market. 67 PMCs were
identified. As we can see in Table 10, the presence of PMCs in the different countries varies largely:

Ghana, Burkina Faso, Mali, Senegal and Nigeria have the most diversified mango sectors (7-9
PMCs);

Ivory Coast, Gambia and Guinea come next (4-6 PMCs); and

Benin, Cape Verde, Niger, Sierra Leone and Togo have the most undeveloped mango sector (1-3
PMCs).

Hereunder is the list of PMCs in descending order:

1. Mangoes for local market (all 13 countries);

2. Juice production for the local market (9 countries);
3. Export of first quality mango by sea freight (8 countries);
4. Export of fresh mango by airfreight (4 countries);
5. Regional export of fresh mango (4 countries);
6. Pulp production (4 countries ); and
7. All other PMCs exist in only three countries or less.

Out of 67 PMCs identified, 18 profitability analyses were made (see Table 10 below, coloured in orange).

56

Table 10 Occurrence of product-market combinations

Product
1a First Fresh

1b First Dried

2a Second Fresh
2b Second. Dried

3a Third Pulp

3b Third Juice

Market

PMC Benin

Airfreigh exportt

Cape
Verde

Cote
d'Ivoire

Gambia

Ghana Guinea

Mali

Niger

Nigeria

Seafreight export 2

Organic / FT

Local

Sub-regional

Export

Organic/ FT
Sub-regional

7
8

9
10

Export

11

Sub-regional
Local

12
13

Local

14

Sub-regional

15

Export

16

Local

17

Sub-regional
Export

18
19

Togo

Tota
l
4

8
3

1
1

Sierra
Leone

1
1

Sub-regional

Senega
l1
1

1
1

Local

TOTAL MANGO INDUSTRY

1
1
0

Burkin
a Faso

1
1

4
0

1
1

2
1

1
1
1

1
2

1
1

4
2

0
1

1
3

1
4

3
1

1
6

13

67

Existing PMC
Existing PMC
Non-existant PMC

Table 11 Profitability analysis of 18 mango product-market combinations

VC4 =

Nbr
1
2
3
4
5
6
7
8a
8b
9
10
11a
11b
12
13
14
15
16
17
18

Country
Burkina
Burkina
Benin
Nigeria
Gambia
Ghana
Cote d'Ivoire
Mali, Bamako
Mali, Sikasso
Senegal
Burkina
Mali
Mali
Senegal
Togo
Niger
Nigeria
Mali
Mali
Mali

Product
Dried mango
Dried mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Mango Juice
Mango Pulp
Mango Pulp

Market
EU Bio
EU Fair trade
Air EU
Air EU
EU
EU
EU
EU
EU
EU
EU Fair trade
Gabon
Morocco
Morocco
Local
Local
Local
Local
EU
Regional

Nbr
1
2
3
4
5
6
7
8a
8b
9
10
11a
11b
12
13
14
15
16
17
18

Country
Burkina
Burkina
Benin
Nigeria
Gambia
Ghana
Cote d'Ivoire
Mali, Bamako
Mali, Sikasso
Senegal
Burkina
Mali
Mali
Senegal
Togo
Niger
Nigeria
Mali
Mali
Mali

Product
Dried mango
Dried mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Fresh mango
Mango Juice
Mango Pulp
Mango Pulp

Market
EU Bio
EU Fair trade
Air EU
Air EU
EU
EU
EU
EU
EU
EU
EU Fair trade
Gabon
Morocco
Morocco
local
local
local
local
EU
Regional

P(C&F)
5805
7405
1440
3125
714
875
875
875
875
1375
1050
1900
800
1112
229
687
1905
1600
800
550

VC1 =
transport
cost of
VC2 =
VC3 =
cost, losses,
mango, processin packing
sales
delivered g cost
cost
commission VC1-3
916
1855
536
799 3,307
916
2008
536
811 3,460
122
12
92
737
226
952
45
489
733 1,486
160
14
82
145
256
416
15
82
213
513
275
15
142
302
432
267
8
165
322
440
244
9
165
348
418
420
11
146
495
577
221
13
148
362
382
267
8
165
368
440
267
8
153
133
428
420
11
143
141
574
160
8
23
26
191
382
8
23
40
413
952
45
60
57 1,057
396
56
360
208
812
157
24
236
399
417
157
24
236
40
417

VC1 %
22%
21%
13%
43%
40%
32%
37%
35%
57%
39%
30%
33%
74%
84%
85%
48%
59%
39%
19%
34%

VC2 %
45%
47%
1%
2%
3%
1%
2%
1%
2%
1%
2%
1%
4%
2%
4%
1%
2%
5%
3%
5%

VC3 %
13%
13%
10%
22%
20%
22%
19%
22%
11%
14%
20%
20%
11%
5%
5%
27%
20%
35%
29%
52%

VC4 %
19%
19%
77%
33%
36%
45%
41%
42%
29%
46%
49%
46%
12%
9%
5%
24%
20%
20%
49%
9%

VC per
ton
4,106
4,271
963
2,219
401
726
734
762
766
1,072
745
808
561
715
217
453
1,114
1,020
816
457

Margin
per ton
2,615
4,050
477
907
313
149
141
113
109
303
305
1,092
239
397
12
234
791
580
-16
93

VC % Margin %
71%
45%
58%
55%
67%
33%
71%
29%
56%
44%
88%
12%
84%
16%
87%
13%
83%
17%
78%
22%
71%
29%
43%
57%
95%
5%
66%
34%
58%
42%
70%
30%
64%
36%
64%
36%
102%
-2%
83%
17%

FC per
ton
709
709
101
255
102
89
65
204
75
104
102
204
204
104
18
18
255
85
72
72

TC per Profit per

ton
ton
3,899
1,906
4,064
3,341
1,064
376
2,474
652
503
211
815
60
799
76
966
-91
841
34
1,176
199
847
203
1,012
888
765
35
819
293
235
-6
471
216
1,369
536
1,105
495
888
-88
529
21

Volume
sold in
ton
70
30
120
250
1920
2000
1500
1219
1100
384
870
109
120
250
125
200
120
1000
2000
2000

FC %
12%
10%
7%
8%
14%
9%
7%
23%
10%
8%
10%
11%
8%
3%
13%
26%
9%
5%
9%
13%

TC %
Profit %
67%
33%
55%
45%
74%
26%
79%
21%
70%
30%
96%
4%
91%
9%
110%
-10%
93%
7%
86%
14%
81%
19%
53%
47%
103%
-3%
69%
31%
72%
28%
96%
4%
74%
26%
69%
31%
111%
-11%
96%
4%

Capacity
utilization
%
35%
35%
5%
54%
20%
12%
25%
14%
85%
9%
40%
14%
14%
9%
25%
25%
54%
70%
80%
80%

VALUE
ADDED
133,000
100,000
45,000
163,000
405,000
120,000
114,000
-111,000
37,000
76,000
177,000
97,000
4,000
73,000
-1,000
43,000
64,000
495,000
-176,000
42,000

57

Table 10 shows the indicative results (18 PMCs out of 67 PMCs identified). To simplify the reading, data
is distributed according to product (dry mango, fresh mango, pulp and juice), and according to market (EU
plane, EU ship, sub-regional market, and local market).

Margin columns (%), profitability (profit %) and capacity utilization (%) have three levels of alert:

Green means OK, continue the business;

Orange means be careful, little price fluctuations may jeopardize your business; and

Red means danger, change or stop business.

A number of conclusions can be drawn from this Table:

a) The export of dry mango from Burkina Faso makes it possible to gain excellent margins,
especially in the fair trade segment where prices are very high. Nevertheless, volumes are low,
limiting the value added of this product/market combination.

b) The export of fresh mango from Mali to the EU is more expensive (around EUR 30 more per ton)
compared to exports from Ghana and Ivory Coast selling at the same price (EUR 875 per ton
C&F Rotterdam). In Mali, margins are very low (12-13%). The combined effect of reduced
margins, high variable costs, and very low capacity utilization, causes the business to suffer
losses (according to the Plaza in Bamako).

Variable costs in Gambia are the lowest, resulting in a strong competitiveness. Gambia
charges the lowest sales prices (EUR 714 per ton), however, it showed the highest margin
for fresh mango (EUR 313 per ton, or 44%).

Senegal had the highest variable costs in the region. The comparative advantage granted by
less expensive transport expenses (VC4) is lost because of high commissions.

Exports from Mali to other parts of Africa (Morocco, Gabon) are more profitable than exports
to the EU.

c) Trade margins in the local mango market in Togo are too low, leading to losses in spite of the fact
that Togo has the lowest costs in this segment.

The reverse is true for neighbouring countries - Niger and Nigeria. The price of mango is very
high, especially in some areas of Nigeria. This is an opportunity to seize.

d) Mango pulp exports from Mali to the EU show negative margins, because variable costs exceed
the selling price as the VC4 (EUR 399 per ton) is too high.

Pulp export at regional level is not at all profitable either (4% profits).

e) Juice production from local pulp, however, is very profitable and this activity should be enhanced.
It should be noted that to guarantee the availability of mango juice throughout the year, the raw
material should also be available throughout the year. This can only be possible when mango

58

pulp is produced in large quantities during the peak season. Juice production thus goes together
with pulp production.

The analysis of 18 PMCs, out of the 67 identified, shows that there is a potential profitability in all PMCs,
apart from the export of pulp, which can only be used in the local market. Markets exist and the potential
raw materials exist. The actual profitability depends on the strengths and weaknesses of mango value
chains in each individual country.

59

CHAPTER IV.

STRENGTHS AND WEAKNESSES OF THE MANGO VALUE

CHAIN

There is no unique formula to develop a value chain, since ways can be used to obtain the same strategic
results. It is essential that value be created in all the links of the chain; it is the key to creating sustainable
value. It is commonly accepted that in a free market system where competition is fierce, five conditions
must be fulfilled for a value chain to become a flourishing value chain, which can contribute to the
development of a country or a region. These five criteria are summarized as follows:

1. The capacity to deliver quality affordable at a competitive cost price;

2. Availability of raw materials in adequate quantities;
3. An adequate diversification to make the most

of these four qualities: top, first, second and

industrial;
4. Reliable logistics; and
5. Competent management.

To summarize the analysis of the value chain in the previous chapter and in a bid to evaluate the
strengths and weaknesses of the mango value chain in each of the countries within the ECOWAS region,
we assigned scores to each of these five criteria to each country. Table 12 explains how the scores were
assigned and the final position of each country.

60

1. Strengths
For the purpose of comparison, scores from Brazil and Thailand also appear on Table 12. Like all other
major exporting countries (Peru, Mexico and India), Brazil obtained a 100% score for these criteria. A
100% score is the starting point to confront international competition. After achieving the 100% score, real
competition opens for excellence and timeliness.
Table 12 Strength of the mango value chain in the ECOWAS region in 2010
Competitive
cost price
3
2
1
2
1
2
2
1
3
3
2
2
1
1.9
38%
C
3
3

Gambia
Code d'Ivoire
Senegal
Burkina Faso
Ghana
Mali
Guinee
Nigeria
Benin
Togo
Sierra Leone
Niger
Cabo Verde
ECOWAS
ECOWAS %
RANK
Brazil
Thailand
Scoring
table

Sufficient
volumes
3
3
2
2
2
2
2
1
1
1
1
1
1
1.7
34%
C
3
2

Industrial
diversification
2
2
3
3
3
3
2
3
1
1
1
1
1
2.0
40%
C
3
3

1 = higher VC1 +
VC2 + VC3

1 = insufficient
volumes

2 = average VC1
+ VC2 + VC3

2 = sufficient, but 2 = 4-6 PMC's

not all right
varieties
3 = sufficient
3 = >7 PMC's
volumes of right
varieties

3 = low er VC1 +
VC2 + VC3

1 = <3 PMC's

Reliable
logistics
3
2
2
1
2
1
2
1
2
2
2
1
2
1.8
35%
C
3
2

Competent SCORE SCORE

management
%
1
12
80%
2
11
73%
2
10
67%
2
10
67%
2
10
67%
2
10
67%
1
9
60%
2
8
53%
1
8
53%
1
8
53%
1
7
47%
1
6
40%
1
6
40%
1.5
8.8
59%
29%
C
3
15
100%
3
13
87%

RANK
A
A
A
A
A
A
B
B
B
B
C
C
C
B

A+
A

1 = not reliable,
high VC4

1 = rare

A+ = 100%
A = over 65%

2 = reliable, high
VC4

2 = available, but
not in all fields

B = over 50%

3 = reliable,
average VC4

3 = abundant in all
fields

C = below 50%

Conclusions

As a region, ECOWAS obtained a score of 59% and will be classified at the international
level as category B country, while Brazil and Thailand are clearly in category A.

Within the ECOWAS region, six countries can be classified as category A countries. They
have the strongest value chains with Gambia and Ivory Coast as the front-runners. Senegal,
Burkina, Ghana and Mali all have a score of 67%.

Guinea, Nigeria, Benin and Togo are in category B, with scores between 50 and 65%.

Sierra Leone, Niger and Cap Verde have the weakest value chains and are part of category
C. This does not mean that all links of the chain show a poor performance. For instance, Cap
Verde has the best mango yield per hectare in the world. Nevertheless, volumes are low and
mangoes are therefore expensive.

61

2. Weaknesses
Table 12 also shows the source of the weaknesses:

The score does not exceed 50% for any of the criteria. Thus, for all criteria, the region as a whole
is classified in category C.

The greatest weakness is the shortcoming in the management of agronomy, industrial processing
of mango and marketing. This corresponds to the results of the Bamako workshop (see Table 6
Negative factors matrix according to category and link). ECOWAS score is 29% and it is thus a
priority area for interventions.

Another constraint of category B and C countries is the availability of adequate quantities of good
variety. Losses before and after harvest are quite high because of Anthracnose, fruit flies and
poor techniques adopted. ECOWAS priority interventions should be to reduce these losses.

Category A countries are already following the rules but they will need to increase the volumes of
the best varieties to get ahead of the competition. Beyond these measures against losses,
ECOWAS intervention targeting the cultivation of good varieties in farms seems desirable.

Another constraint, which weighs heavily on the development of the sector, is the adequate
availability of reliable transport facilities and at competitive prices. Once the volumes increase,
the market will react with many and less expensive means of transport. For the time being, the
improvement and expansion of the regional railway network seem to be a priority for ECOWAS.
Higher volumes can be achieved, if exporters group themselves in countries and at regional level.

The EXW cost price of mango has three components: VC1, the cost of mango delivered (price of
mango at the orchard + transportation expenses up to the factory or pack house); VC2, the cost
of processing and VC3, the cost of packaging. Gambia boasts of the lowest EXW price (EUR 252
/ton) in the region. Mali, Burkina and Ivory Coast have high prices for packaging materials (VC3)
and their EXW cost price is around EUR 400 per ton. In Senegal and Ghana, mangoes are
relatively expensive (VC1) and the EXW cost price amounts to EUR 550 per ton. Interventions at
the level of ECOWAS to remedy high cost prices should be adapted to take into account the
situation in each country of the region.

Nigeria, Ghana, Senegal, Burkina Faso and Mali have the most diversified sectors with over
seven product/market combinations operational, while the other countries have only three or less.
This criterion should be carefully interpreted as it does not take into account actual volumes
processed; it is simply the existence of the PMC. In fact, only 7% of marketed mango is
processed. ECOWAS interventions should encourage entrepreneurs to invest in the processing
of fruits.

62

CHAPTER V.

PROPOSED OBJECTIVES IN TERMS OF CAUSE AND IMPACT

1. Summary of the analysis and conclusions

In ECOWAS countries, losses reach between 40% and 50% of total mango produced (1.5 million tons),
and the remainder (740,000 tons) is marketed. Approximately 40,000 tons of fresh mangoes are exported
(5.4%). A major share (650,000 tons accounting for 88%) is consumed in the local/regional market, and
about 50,000 tons are transformed (6.8%).

Export of fresh mango

a)

ECOWAS exports about 40,000 tons of first quality mango each year. Over 80% of the mangoes are
exported to the EU and about 17% of the mangoes are intended for countries of the region. The rest
goes to Northern Africa, Middle East and other countries in the world.

b) Mango is no longer an exclusive tropical fruit. It has become a common commodity and like any other
commodity, it should face the competition created by other fruits. In the European market, at the
structural level, the price fell from EUR 3-5 per kilo early this century and is sold today at EUR 0.70 EUR 2.00 per kilo.
c) Per capita consumption in the EU is still very modest (one mango per person per annum representing
0.14% of all fruits consumed). For some years now, however, this figure has increased by 5% per
annum (except in 2009 due to the crisis).
d) The external quality characteristics are still more significant than the organoleptic qualities, but this
will change when mangoes are consumed more regularly.
e) There are niche markets for sliced fresh and pre-packaged mango (air transport); organic and fairtrade mango (dried mango as well).
f)

Even as mango is a commodity, volumes are relatively low. Imports to the EU fluctuate between
10,000 to 15,000 tons per month and consequently, mango trade does not benefit from economies of
scale in the logistic domain, as it is the case for banana. West African supply comes from a large
number of small producers. As long as a more competitive environment is not created for current
players, and ECOWAS does not put in place a more efficient system, transport expenses are going to
be a challenge. Current players need adequate services provided by public bodies.

g) Over 150 countries export mango, and thus competition is gradually becoming fiercer. Prices, time of
harvest and quality certification are important criteria for supermarkets. Moreover, players should
have an adequate working capital since supermarkets abuse their bargaining powers to impose
payment periods ranging from 120 to 180 days.
h) The window of opportunity for ECOWAS mangoes in the European market is well known. ECOWAS
supply is considerable between April and June. Buyers in supermarkets anticipate this and take
advantage of it to cause a drop in prices. When the volume of supply reduces, the price rises again.
Senegal benefits because sells its mangoes in June/July when prices start rising.

63

i)

GLOBALGAP is an important certification.

25

In principle, it is not compulsory to have this certification

but in practice, more and more traders supplying supermarkets become aware of its importance as
selection criteria.
j)

Transportation periods are a very important factor. The lifespan of mango is two or three weeks
following harvest. After 21 days, quality loss is significant and results in immediate financial losses.
Adequate availability of reefers is indispensable to boost mango trade.

k) Control of cost price is important to increase profitability and competitiveness. More significant
volumes will lead to economies of scale and will improve transport services and other industries, such
as the packaging/processing industry.
l)

The following measures should be gradually taken so as to benefit from economies of scale in the
mango value chain:

Joint harvesting;

Joint packaging;

Joint transportation;

Joint sale, and

Joint marketing under a label.

Fresh mango for the local market

Consumers in West Africa are increasing their demand regarding quality, and they have a higher
purchasing power. Current consumption stands at 650,000 tons and could exceed 1 million tons in the
next ten years. The price of mango intended for the local market can rise from 20 to 50%. This is an
opportunity to add value to the regional market, but this requires considerable marketing efforts. For
example, it would be necessary to use electric billboards to promote mangoes in major towns where there
is a niche market comprising expatriates and returnees who demand quality products. It is also important
to have uniformity in the quality of fresh mangoes for the regional market and adopt quality standards at
the regional level, for example in terms of packaging and labelling.

Mango processing
Stakeholders in the value chain stressed the importance of focusing on mango processing as there is
growing demand for mango by-products. Currently, barely 7% of marketed mango is processed. An
outstanding value chain of farm commodities uses over 90% of raw materials. For this to be done, it is
necessary that third quality mango (which is edible but which cannot be consumed fresh) be processed
into pulp, nectar, juice, chutney or bars and sweets. Given that mango is a seasonal fruit, industrialists
should be able to process the fruits harvested early or very late in the year. The mango processing
industry should be able to manage 500,000 tons so as to use all the qualities of mango. In this regard,
125 new factories, distributed in all the countries, will be required.

25

http://www.globalgap.org

64

2. ECOWAS Mango strategy

Background
ECOWAS has over 280 million inhabitants. Mango is cultivated for the most part in the southern Guinea
savannah, a region of 540,000 km, which stretches from Senegal and Gambia in the west up to Nigeria
in the east. Ten percent of ECOWAS population (30 million inhabitants) lives in rural areas, and around 2
million earn their living from the mango value chain. The key reason for the existence of ECOWAS is
poverty reduction, and the strategy should target this goal. A second area of ECOWAS development is
the strengthening of the economy by increasing production, export incomes and job creation. The mango
strategy should also target this goal.

Definition of impact
To achieve a utilization rate of 90% of available mango, the strategy should target the creation of value
added for mangoes of top and first quality in the fresh mango export market, the second quality (middleof-the-range) in the local market and the third quality for the processing industry. The expected impacts of
the strategy are:

IMPACT 1:

Increase the value added of mango production in the ECOWAS region from EUR 61
million in 2010 to EUR 183 million in 2020 (Growth: 12% per annum). Contribution to
poverty reduction. If there is agreement on the assumption of a self-sustained growth of
mango production of 3% per annum, the cumulative effect of the strategy will be EUR
410 million. This will be of benefit to 2 million families. In other words, each of these
families will earn EUR 205 over a period of ten years.

IMPACT 2:

Increase the value added of marketed mango in the ECOWAS region from EUR 53
million in 2010 to EUR 141 million by 2020 (Growth: 10% per annum). Contribution to the
economy. If there is agreement on the assumption of a self-sustained growth of 3% per
annum in the sector, the cumulative effect of the strategy will be EUR 284 million.

65

Figure 11 Cumulated impact of the mango

strategy

350

350
300
250

300
250
200
150
100

50

Million Euro

75
16
7.5
183

5.1

Farm VA

Top and First quality VA

Second quality VA

Third quality VA

VAF autonome
VAPH autonome

Note:

In 2010
In 2020
Cumulative

VA
Cultivation
(Autonomo
us)
61
79
711

VA
Cultivation
strategy
0
104
410

VA
Cultivation
Total
61
183
1121

20
20

18
20

16
20

20

2020

20

2010

14

50
0

61

12

40

20

200
150
100
50
-

10

Value added in million Euro

Figure 10 Value added in 2010 and 2020

VAF Strategie
VAPH Strategie

VAF=value added farm;

VAPH=value added in the post harvest

VA
Postharvest
autonomo
us
53
69
617

VA
Postharvest
strategy
0
72
284

VA After
harvest
Total
53
141
902

VA
strategy
Total
-176
694

Table 13 Production targets and value added targets

2010

Indicator
1. Top quality
2. First quality
3. Second quality
4. Third quality
Commercial mango
4a. Post-harvest losses
Harvested mango
4b. Pre-harvest losses
5. Production
IMPACT 1: Value of
harvested mango
IMPACT 2: Value added
after harvest

Farm
ProducValue
tion (*1000 Added
ton)
(*1 Mio)
4
1.8
37
9.6
653
46.2
75
3.6
769
317
1086
250
1336

2020
Post
Post
harvest
Farm
harvest
Value
ProducValue
Value
Added Growth in tion (*1000 Added
Added
(*1 Mio) % per year
ton)
(*1 Mio) (*1 Mio)
0.6
7%
8
4.2
1.4
4.4
12%
120
33.6
14.4
40.2
5%
1050
105.0
75.0
7.5
21%
500
40.0
50.0
9%
1678
-18%
45
1723
-15%
50
3%
1773

61

12%
53

10%

183
141

66

Definition of goals
Definitions at the level of goals were formulated for the impact to be achieved. Goals 1 and 2 contribute to
increase value added at the production stage. Goals 3, 4 and 5 contribute to the creation of the value
added of the first quality (P3), second quality (P4) and third quality of mangoes (P5).

Goal 1: Increase mango production from 1.34 million tons in 2010 to 1.77 million tons by 2020 (growth
+2,9% per annum);
Goal 2: Reduce losses before and after harvest from 570,000 tons (45% of production) in 2010 to less
than 100,000 tons (6% of production) before 2020 (reduction: -16% per annum);
Goal 3: Increase the volume of the first quality of mangoes exported from 40,000 tons in 2010 to 13,0000
tons by 2020 (growth:+12% par an);
Goal 4: Increase the volume of mangoes of the second quality sold in the local market from 650,000 tons
in 2010 to 1,050,000 tons by 2020 (growth: +5% per annum);
Goal 5: Increase the volume of the industrial category used for processing from 75,000 tons (7% of
harvest) in 2010 to 500,000 tons (20% of harvest) by 2020 (growth: +21% per annum).

Interventions proposed
To achieve the five goals, nine areas of intervention were identified. Each intervention was developed to
contribute directly to the achievement of the five goals (see Figure 12 for a relational diagram). First, a
detailed description is provided of each intervention proposed. Then the nine paragraphs that follow give
the details of each intervention as well as a provisional action plan.

INTERVENTION 1: Expansion of commercial mango orchards

Contributes to goal 1.

20 commercial nurseries established on 400 ha;

20,000 ha of new varieties of high commercial value mangoes planted in commercial orchards;
and

400,000 tons of mangoes produced in the commercial orchards/plantations.

INTERVENTION 2: Intensification of disease management and control

Contributes to goals 1 and 2.
o

Reduction of pre-harvest losses resulting from diseases; and

Reduce pre-harvest losses from 250,000 tons in 2010 to 50,000 tons by 2020.

Reduction of the utilization rate of mangoes intended for export:

o

Reduce infestation rate resulting from fruit flies and on mangoes exported to the EU from
8% in 2010 to 1% in 2020; and

Reduce the infestation rate resulting from anthracnose among mangoes exported to the
EU from 6% in 2010 to 0.5% in 2020.

67

INTERVENTION 3: Improvement of post-harvest techniques and practices

Contributes to goals 2 and 3.

Reduction of post-harvest losses from 317,000 tons in 2010 to 45,000 tons maximum by 2020;

Lifespan longer in terms of number of days (physical quality of mango improved); and

Reduction of losses linked to maritime transport.

INTERVENTION 4: Extension of GLOBALGAP

Contributes to goals 1 and 3.

Increased access to EU markets;

Greater percentage of mangoes intended for export comply GLOBALGAP standards; and

Increase in volumes exported, income and markets shares.

INTERVENTION 5: Integration of regional transport

Contribute to goals 1, 2, 3, 4, and 5.

Reduction of the duration of door-to-door transportation of fresh mangoes to the EU from 18 to 21

days in 2010 to 15-17 days in 2017; that is a 15% reduction; and

Reduction of the cost of door-to-door transportation within ECOWAS: for the average cost of
maritime transportation to EU, reduction from EUR 350 per ton in 2010 to EUR 250 per in 2015
(30% lesser).

INTERVENTION 6: Facilitate access to European and new markets

Contributes to goal 3.

Increased sensitization on West African mangoes among consumers of European markets and
new markets;

Better recognition of the ECOWAS label (region of origin) in the new markets and the EU; and

Increased export volumes with higher revenues and greater market share.

INTERVENTION 7: Introduction of a common ECOWAS label (region of origin)

Contributes to goal 3.

Greater access to the European market

Greater percentage of mangoes intended for export comply with the standards of the ECOWAS
label; and

Increased volumes for export accompanied by higher incomes and more significant market
shares.

INTERVENTION 8: Increase mango processing capacity

Contributes to goal 5.

500,000 tons of industrial quality mangoes processed; and

A value added in the order of 5 million (profit before tax) generated.

68

INTERVENTION 9: Build capacity; develop knowledge and innovation in the development of the
mango value chain
Contributes to goals 3, 4 and 5.

A strong public-private regional organization which provides, in liaison with ECOWAS and
development partners, support to clusters and facilitate public-private synergies to boost shared
prosperity.

Supply and value chains controlled and strengthened: fresh mango, (plane and ship), fresh
mango intended for national and regional market, dried mango and pulp.

Producers associations in the farming environment mainly) are organized and supervised.

Figure 12 Mango strategy targets tree

VA post
harvest
+160%

VA on
Tree
+200%

Production
+ 30%

Expand
commercia
l orchards

Intensify
fight
against
diseases

Losses
- 80%

Improve
post
harvest
techniques

Expand
GLOBAL
GAP

Exports
+ 225%

Integrate
regional
transport

Facilitate
access to
markets

Processing
+ 560%

Local
market
+ 60%

Introduce
common
ECOWAS
label

Increase
processing
capacity

Capacitybuilding
and knowhow

69

3. Results of the regional validation workshop and strategic orientations

26

During the regional validation workshop , which was held in Lom, Togo, stakeholders in the value chain
classified in order of priority, the nine intervention areas proposed in the strategic orientation document.

27

According to the new classification, five intervention areas or strategic axes emerged as priorities for
participants, namely:

1. Intensification of disease management and control;

2. Expansion of mango commercial orchards;
3. Increase agro-industrial processing capacity;
4. Improve post harvest techniques and practices; and
5. Quality, certification, labelling and capacity building.

The issue of transport integration was considered by participants as a regional intervention area to be
addressed at the level of ECOWAS. Particularly, the following crosscutting issues need to be tackled in
regional policies:

1. Access to finance;
2. Integration of regional transport; and
3. Establishment of public-private platforms for value chain stakeholders.

For each of the five intervention areas, participants worked in groups to identify the main constraints at
the regional level and proposed activities/interventions to be implemented to deal with these issues.

28

Table 14 below provides a summary of major constraints identified by participants in each area of
intervention, initiatives/programmes available or required to deal with these problems and the necessary
resources to implement these activities.

26

The list of participants at the Lom workshop is attached as Annex 12.

See Annex 8 for the prioritization of the nine intervention areas by country.
28
Group 1 (Intensification of disease management and control) leading country Ghana with Nigeria and Gambia;
Group 2 (Expansion of mango commercial orchards) leading country Mali with Benin, Burkina Faso, Niger, Guinea
and Senegal; Group 3 (Increase mango processing capacity) leading country Ivory Coast with Cape Verde,
Gambia, Togo, Benin and Niger; Group 4 (Improvement of post-harvest techniques and practices) leading country
Nigeria with Ghana; and Group 5 (Quality, certification, labeling, capacity building) leading country Senegal with
Guinea and Mali.
27

70

Table 14 Major constraints and initiatives in each intervention areas

Group/Intervention

Constraints

1.

Intensification of
disease control

Lack of qualified
personnel with a
deep understanding
of mango;
High cost of inputs
and chemicals;
Timely application of
chemical products
and other
interventions;
Limited number of
extension officers

Activities / Interventions
Available:

Initiatives on major
products like cocoa;

Research;

Agriculture and
Horticulture
universities and
colleges
Required:

Development of
mango spraying
programmes

Training of extension
officers and farmers

Development of a
policy to recruit
extension officers;

Establishment of a
centre of excellence
on mango;

Establishment of a
mango initiative;

Local production of
pesticides and inputs;

Subsidies on inputs

2.

Expansion of
commercial mango
orchards

Access to land;
Ageing orchards;
Inappropriate
maintenance
techniques and
inadequate
phytosanitary
coverage
(infestation);
Heterogeneous
varieties;
Small size of
orchards;
High fixed costs;
Maintenance and
phytosanitary
coverage

Resources required

Financial resources
Vehicles / equipment
Human Resource

Conduct advocacy;
Promote the adoption
of appropriate laws;
Enforce laws and
regulations
Provide incentives
(investment code,
taxation);
Establish new
orchards;
Replace plants with
new varieties;
Grafting;
Maintain orchards
using modern
techniques
(fertilization, irrigation,
pruning);
Ensure phytosanitary
coverage of orchards
using appropriate
techniques, taking into
account the
environment (control
pests and diseases
etc.);
Develop homogenous
plantations of valued
varieties on the
markets;
Promote the
development of
industrial orchards
through appropriate
measures;
Encourage the

71

Group/Intervention

Constraints

Activities / Interventions

3.

Increase agroindustrial processing

capacity

4.

Improve post-harvest
techniques

Limited means of
projecting
production;
Available tools are
rudimentary in some
countries;
Inputs are not
always available
(Packaging);
Poor knowledge
about world and
regional demand for
mango by-products;
Over sizing of
existing equipment;
High costs of factors
(energy, water, M.O,
package) compared
to competitors;
Availability and
difficulty in accessing
funding (weak
promotion policies
by governments,
lack of knowledge on
the value chain
among banks) ;
Poor knowledge
about standards and
certification of
mango by-products
Seasonality of
mango production;
Weak policy on
research and spread
of innovation and
extension of
techniques and
technologies;
Inadequate trade
information on
markets.
Lack of appropriate
technologies and
high cost
Inadequate health
coverage ;
Lack of pack houses
with cold storage
facilities;
Insufficient chemical
products;
Lack of knowledge
and skills in postharvest handling;
Inappropriate
transport;

Resources required

regrouping of
producers;
Provide incentives for
investments;
Set up a pest control
programme (regional
and national)

Identify elements for

the differentiation of
mango by-products;
Conduct market
research of each of
these products and
conditions for
accessing these
markets;
Conduct research on
the competitiveness of
each product;
Select a product to be
developed and
marketed;
Select a model of
processing to be
spread; (small or big
units);
Establish a facility to
monitor information
and technological
innovation on the
market.

Available :

Research Institutes;
colleges/universities of
technology, and a
polytechnic incubation
centre;

Ministry of Science
and Technology

Foreign appropriate
technologies.

Human and financial

resources

Required :

Innovations of
institutions must be
developed and

72

Group/Intervention

Constraints

Poor state of roads

Activities / Interventions

5.

Quality, Certification,
labelling & capacity
building

Prevalence of fruit
flies and other
diseases
(anthracnose)
Compliance with
standards and
calibration

commercialized;
Promote the
development of local
technologies;
Subsidize the cost of
agricultural equipment
and machinery;
Construction of pack
houses with cold
storage facilities;
Construction of access
roads;
Training.
Establish an
information system on
the use of approved
phytosanitary
products;
Development of a
system for the supply
of certified planting
material;
Use and dissemination
of technical tools and
guides like the Mango
Export Guide
produced in Senegal
Carry out a mapping of
stakeholders in the
industry and develop
thematic activities;
Set up a quality
clusters;
Capitalize on tracking
tools (geographical
location of organic
mango producers,
etc.) and
dissemination of these
tools;
Sensitization of
farmers on quality
assurance concepts
and control of
residues in export
mangoes
Design and promote a
label West Africa
Mango. In this regard,
capitalize on gains
made on the label
from Senegal

Resources required

Organize training
sessions on mango
cutting techniques for
farmers and/or farm
workers.

73

This document together with the five strategic axes will be used by ECOWAS countries as reference
document for drawing up their projects forms on the mango value chain. Particularly, four countries in the
region, namely Ghana, Mali, Nigeria, Ivory Coast, will work as pilot countries on mapping the current state
of the mango industry in their respective countries to prepare project forms to develop the value chain.

Each of these projects will be developed around intervention areas identified in the strategic orientation
document. More specifically, the project to be developed by Ghana will focus on controlling diseases; the
project by Mali will deal with the expansion of commercial orchards; the Nigeria project will address the
agro-industrial processing capacity; and the Ivory Coast project will deal with improving post-harvest
techniques. The project forms will be presented during the ECOWAS Export Actors Forum in November
2011.

74

Intervention 1:

Expansion of mango commercial orchards

Problem
About 95% of the total production in ECOWAS countries comes from wild orchards. Modern plantations,
(using modern irrigation; pruning and harvesting techniques; and fertilizers), produce homogenous fruits
of better quality. It is a real asset, which makes it possible to achieve economies of scale, reduce costs,
and obtain better returns. According to participants of the Bamako workshop, West Africa does not lack
know-how in the area of agronomy. However, it is absolutely essential to mobilize it to ensure better
remuneration. Ghana and Ivory Coast took measures to help entrepreneurs who wish to exploit sizeable
orchards (over 50 ha) to raise funds. This requires long-term capital, since the trees only bear fruits after
three to five year. In addition, it is important to choose the best combination of varieties. There is,
therefore, the need for commercial nurseries, which do not exist for the time being.

Partners to be identified in each country include:

Producers, groupings of producers, exporters, financial institutions, and faculties of agriculture, etc.

Tasks/Activities

Identify commercial orchards/ plantations in each country;

Facilitate meetings/discussions between all players concerned;

Choose a portfolio of varieties likely to be marketed, making sure to include varieties that can be
harvested at different moments of the year;

Obtain information from commercial nurseries located worldwide (for instance in the Philippines);

Evaluate experience;

Develop model commercial nurseries and orchards with technical specifications and on infrastructure,
volumes required, management required and profit forecasts;

Identify investors and financial institutions;

Facilitate meetings between all players concerned to analyze models;

Arouse interest and invite investors to develop business plans to obtain funding;

Start plantations, training on the spot; and

Capitalize on success stories, technical documents and other tools.

Performance indicators

20 commercial nurseries established on 400 ha;

20,000 ha of new varieties of high commercial value mangoes planted in the commercial
orchards; and

400,000 tons of mangoes produced in the commercial orchards/plantations.

75

Intervention 2:

Intensification of disease management and control

Problem
The fight against diseases was one of the key factors identified during the workshop. It is obvious that
diseases weigh heavily on the mango value chain due pests (including anthracnose and fruit flies); which
cause considerable losses and deteriorate the quality of mango. Producing disease-free mangoes is a
real challenge and requires intense dialogue between farmers, and deeper knowledge. Support services,
which would enable farmers to produce good quality mangoes that are not affected by disease or pests,
are necessary.

Partners to be identified in each ECOWAS country include:

Farmers, farmers associations, support services, research institutes, COLEACP, and Hub Rural.

Tasks/Activities

Identify best practices common in West Africa and other countries facing the same production-related
problems;

Facilitate exchange of views between all players concerned and capitalize on success stories,
studies, technical documents and other tools;

Improve skills and knowledge of farmers through training;

Provide technical know-how in the management of orchards, pest control including preventive and
curative measures;

Provide farmers disease detection services at modest prices;

Develop efficient monitoring systems, for instance, farmers can be trained to alert on any sign of
disease or pest; and

Provide farmers with support and supervisory services in the area of orchard management and pest
control.

Performance Indicators

Reduction of pre-harvest losses resulting from diseases;

Reduce pre-harvest losses from 250,000 tons in 2010 to 50,000 tons by 2020;

Reduction of the utilization rate of mangoes intended for export:

o

Reduce infestation rate resulting from fruit flies and on mangoes exported to the EU from 8%
in 2010 to 1% in 2020;

Reduce the infestation rate resulting from anthracnose of mangoes exported to the EU from
6% in 2010 to 0.5% in 2020.

76

Intervention 3:

Improvement of post-harvest techniques and practices

Problem
The management of the cold chain storage is an important component in post-harvest operations.
Presently, unsuited practices at many stages of the logistic chain cause quality deterioration and
considerable losses for the players involved. If fruits are stored at the right temperature and the cold chain
is not disrupted while reducing handling time, gains in terms of quality, lifespan and delivery periods will
be enormous and will make it possible to reduce costs for all players concerned. Recommended postharvest techniques include:

Harvest at the right moment of maturity to guarantee a good quality and optimal lifespan;

Optimization of handling practices during harvest;

HWT, lustring, brushing, sorting;

Packaging; and

Pre-refrigeration, cooling, cold storage and transportation up to the market.

The current lifespan of mango is two to three weeks (from harvest to deterioration). As a result, exports to
the EU rely on air transportation. In countries such as Thailand and the Philippines, which export
mangoes to distant foreign markets, research has been carried out on techniques to extend the lifespan
of mango up to 30-35 days. As each variety is different with respect to maturation and preservation, Africa
should conduct research to optimize storage and maturation techniques of local varieties in the cold
chain.

Partners to be identified in each country include:

Producers, exporters, transporters, forwarding agents, airlines, and cold chain experts.

Tasks/activities

Study initiatives taken by other countries to extend the lifespan of mangoes;

Access to maritime transport best practices of mangoes in other countries;

Establish links with support agencies;

Set up a task force;

Calculate costs and advantages for all players concerned;

Transfer of technology (extension of lifespan, other sophisticated techniques etc.);

Make test deliveries;

Follow up of test deliveries and/or improvements;

Training of players involved in the different stages of the post-harvest chain; and

Quality control and monitoring of results.

77

Performance indicators

Reduction of post-harvest losses from 317,000 tons in 2010 to 45,000 tons at the most by 2020;

Increase the mango lifespan in terms of the number of days (physical quality of improved mango);
and

Reduction of losses linked to maritime transportation.

78

Intervention 4:

Extension of GLOBALGAP

Problem
With the intensification of competition in the international food market, food quality and security have
become crucial to create a lasting competitive advantage. Developing countries are aware that it is a
significant non-tariff barrier, which limits their access to the export market. To have greater access to the
international market, particularly the European market and other developed countries, West African
mangoes should comply with recognized international standards.

GLOBALGAP is the most important standard, which guarantees access to the European market for fresh
mango. GLOBALGAP standards are accepted and used as selection criteria by most European
supermarkets. GLOBALGAP require that farmers comply with these standards as it is part of their
diligence system to fight against food risks. GLOBALGAP makes it possible to control the supply chain
and ensure food quality and security. To comply with GLOBALGAP, the use of chemicals should comply
with European rules regarding MRL and traceability. It is therefore a guarantee against high levels of
residue and it is possible to trace the origin of the product at any time. Even if GLOBALGAP is an
aggressive approach driven by the private sector without State intervention, this certification has become
an important selection criterion and an essential access condition for European supermarkets.
Nevertheless, it is an expensive procedure due to the costs of certification and training. It is impossible for
small-scale producers to get involved in this certification: they should therefore organize themselves in
associations.

Partners to be identified in each country include:

Farmers, farmers associations, exporters, consultants in certification, COLEACP, laboratories, and
certification bodies.

Tasks/ activities

Promote positive experiences and lessons learned by exporters from Mali, Ghana, and The Gambia;

Develop models illustrating the benefits for all the players concerned;

Facilitate meetings between all the players concerned;

Promote grouping and design group quality management;

Provide technical know-how on GLOBALGAP standards;

Help in designing documents for training and promotion of the standard;

Transfer of knowledge on the GLOBALGAP certification;

Facilitate the improvement of facilities near the orchards and plantations; and

Help in establishing an efficient control and monitoring system as non-compliance with standards by
a single producer can result in the cancellation of the certification of all the others.

79

Performance indicators (to be estimated)

Number of orchards certified in terms hectares (ha);

Increased access to EU markets;

A greater percentage of mangoes intended for export complying to the GLOBALGAP standards; and

Increase in volumes exported, income, and market shares.

80

Intervention 5:

Integration of regional transport

Problem
The limited lifespan of mango is a major constraint for marketing; the management of the cold chain is
necessary to guarantee quality. Door-to-door transportation in 40 foot reefers is the only option for export
to distant countries. Transportation time is 18 to 21 days, and is expensive (EUR 350 per ton from
Mali/Burkina to Rotterdam). Participants stated that reefers were not available in sufficient number, which
increased transportation time causing damage and losses. Landlocked countries such as Niger, Burkina
Faso and Mali depend on corridors in coastal countries. Apart from the high costs caused by long
distances (bad roads), there are problems at borders with countries, which increases transportation time.

Efforts have been made in the region by organizations such as the West African Economic and Monetary
Union (UEMOA) and ECOWAS to facilitate trade. UEMOA seeks to develop transportation infrastructure
between member countries to facilitate movement of persons, goods and economic integration. For
instance, the transportation infrastructure programme has three components, which target the following
objectives:

Road and railway infrastructure;

Information systems for network control and detection of irregular practices;

Facilitation of road transportation between countries; and

Facilitation of port procedures.

UEMOAs efforts include a programme to simplify, harmonize and optimize administrative and transit
procedures; to improve competitiveness in regional ports; a pilot programme to control the operations of
the corridor through observation of delays and traffic jam; and to improve border procedures by building
checkpoints at both sides of the border. Similar programmes have been developed or are being
developed by ECOWAS. A good example of integration is the establishment of a multimodal platform at
Ferkessedougou in the north of Ivory Coast. The Bamako-Ferk-Abidjan rail/road corridor is 1,177 km
long. It comprises a railway line of 608 km and a road network of 569 km. The corridor stretches over 135
km in Ivory Coast and 479 km in Mali. A railway line from Ferk in Abidjan is managed by SITARAIL;
according to the concession agreement between the countries there is no railway line between Ferk and
Bamako. Therefore, goods are forwarded through road transportation. If regional agreements on
transportation are implement as it should be, the price and transportation time will drop, thus boosting
regional and international trade.

Partners to be identified in each country include:

Ministries of transport, transporters, forwarding agents, airlines, and exporters.

81

Tasks/activities

Study the case of the multimodal platform in Ferk;

Identify other corridors and multimodal platforms in the region;

Identify upstream and downstream volumes of freight for reefers;

Identify potential partners;

Identify links to support agencies; and

Setting up a task force to develop infrastructure projects.

Performance indicators

Door-to-door period of transportation is shortened; reducing the period of transportation of fresh

mangoes intended for the EU by an average of 18 to 21 days in 2010 to 15-17 days in 2017 (15%
reduction)

Cost of door-to-door transportation within the ECOWAS region is reduced, with the average cost of
maritime transportation to the EU is reduced from 350 per ton in 2010 to 250 per ton in 2015 (30%
less).

82

Intervention 6:

Facilitate access to the European and new markets

Problem
As there are few relations with the intermediaries of trade on alternative markets, the ECOWAS mango
value chain has developed strong dependency on the European market, which creates significant risks.
Against a backdrop of increased international competition, it is not enough to keep the existing market
shares. West African players should identify and develop other markets outside the EU, particularly
regional markets in North Africa (Maghreb), South Africa, where harvest is opposite; the Middle East
market should also be explored, especially for dried mango.

Partners to be identified in each country include:

Farmers, farmers associations, transformation players, and exporters.
Foreign buyers and new buyers should also be identified.

Tasks/ activities

Conduct preference tests to have a better understanding of the requirements of consumers (or
analyze existing information on the preference for varieties from West Africa);

Access to best practices on the development of the EU market for fresh fruit;

Link up players in one sector and concerted efforts at national levels;

Facilitate ties between foreign buyers in the EU and new markets with ECOWAS exporters through
exhibition at specialized fairs (for instance, Anuga, Food Logistica);

Facilitate negotiation at the point of sale and technical advice;

Facilitate comments on specialized fairs;

Develop the demand for lasting systems between stakeholders (Bio, Fairtrade);

Advice on promotion campaigns of ECOWAS products;

Sensitize exporters on the long term advantages of the customer-based approach;

Strengthen communication with buyers including requirements on environmental and social

standards, labelling, grading, etc.; and

Conduct monitoring and evaluation.

Performance indicators (to be estimated)

Increased sensitization on West African mangoes among consumers in European markets and new
markets of emerging countries;

Better recognition of the ECOWAS label (region of origin) in the new markets and the EU; and

Increased exports volumes accompanied by higher incomes and more significant market shares.

83

Intervention 7:

Introduction of a common ECOWAS label (region of origin)

Problem
Currently, suppliers who buy from different African exporters use selection criteria based on their buyers.
While buyers from supermarkets in the EU and other countries become more powerful, West African
suppliers remain small and isolated. By using a common label, these suppliers can increase their
bargaining power. Once GLOBALGAP is implemented, it will not be not difficult to create a common
ECOWAS label; there is the need for a private and non-compulsory standard. To supply mangoes under
a common ECOWAS label, quality categories should be harmonized. In the case of Australia, the
harmonization of mango supply through a common classification, has enabled the country to have access
to non-traditional markets. Other examples of the food-processing industry are found in the case of
Parma Ham, Dutch tomatoes, Bordeaux wine and the Fairtrade Label Organization (FLO). While
GLOBALGAP is an expensive approach, the introduction of a common label (following the introduction of
GLOBALGAP) is relatively less expensive. However, small-scale farmers cannot achieve it without
organizing themselves into associations.

Partners to be identified in each country include:

Exporters, marketing agencies, and buyers from the EU.

Tasks/ Activities

Study success stories from other countries concerning the launch a fruits/vegetables label certifying
the region of origin;

Develop cooperation models showing advantages for all the players concerned;

Facilitate meetings between the players concerned;

Strengthen the group in order to design the associations quality management system;

Provide technical know-how on ECOWAS quality standards;

Help in the design and development of documents for training and promotion;

Transfer knowledge regarding the ECOWAS label; and

Help in the establishment of efficient control and monitoring as non-compliance with standards by a
single exporter may tarnish the image of the group.

Performance indicators (to be estimated)

Greater access to the European market;

Greater percentage of mangoes intended for export comply with the standards of the ECOWAS
label; and

Increased exports volumes accompanied by higher incomes and more significant market shares.

84

Intervention 8:

Increase mango processing capacity

Problem
40% to 50% of the mangoes produced are lost in the ECOWAS region. This is one of the complaints
often repeated even on the Internet. During the workshop, it was estimated that pre-harvest losses
amounted to 19% and post-harvest losses stood at 26%. Interventions 2 and 6 aim to reduce these
losses and increase the volume of mangoes (target: 400,000 tons of additional mango by 2020). All of
these mangoes cannot neither be exported nor consumed while fresh in the local market. They can be
processed into slices, juice, nectar, chutneys, bars and sweets.

At present, it is estimated that, processing involves 50,000 tons including 70% in Nigeria, 10% in Ghana
and 20% in other ECOWAS countries. More factories will be needed to process the 500,000 tons
anticipated by 2020. To be profitable, a medium sized factory should be able to process about 4,000 tons
of mango per season. This means that in ten years, 125 new factories will be needed within the
ECOWAS region. This will require investments of approximately of EUR 255 million for the material,
buildings and working capital. There will also be the need for 125 entrepreneurs, at least 500 certified and
specialized technicians in the mango value chain and 500 technicians. The value added of a ton of
processed mango ranges between EUR 50 to EUR 150 per ton, depending on the product. With an
average of EUR 100 per ton, EUR 50 million could be generated. Participants identified difficulties in
financing (high interest rates, very short credit term, etc.) and absence of know-how in management and
processing techniques, as the major constraints. These problems must be resolved for processing
capacity to increase.

The following partners should be identified in each country:

Investors, processors, financial institutions, human resources development agencies and faculties of
agronomy.

Tasks /Activities

Identify food-processing industrialists in each country;

Develop alternative mango processing factories with technical and architectural specifications,
volumes and management necessary as well as profit forecasts;

Identify investors, financial institutes and training institutes;

Facilitate meetings between players concerned to discuss model-processing factories;

Attract and invite investors to draft business plans to obtain funds (action and debt);

Build factories and train on the spot; and

Start processing activities.

Performance indicators

500,000 tons of industrial quality mango processed; and

Value added approximately of EUR 50 million (profit before tax) is created.

85

Intervention 9:

Build capacity, developing knowledge and innovation for the

development of the mango value chain

Problem
The lack of know-how in the stages of the mango value chains, especially in processing and marketing
(see Table 5), is one of the greatest obstacles for the development of the value chain. The fundamental
problem is the absence of sound education for technical specialists, for instance:

To achieve intervention 8,125 entrepreneurs, at least 500 certified technicians specialized in

mango processing, and 500 specialized technicians /mechanics specialized in the maintenance
of advanced fruit and vegetable processing machines will be needed.

To increase the export of fresh mango from 40,000 tons to 130,000 tons in 2020, at least 50
entrepreneurs, 100 processing specialists, 100 technicians/mechanics specialized in the
maintenance of selection machines and cold rooms, and 200 specialists in fruit marketing.

Moreover, it is important to set up a regional structure to enhance economic integration in the ECOWAS
region.

The follower partners should be identified in each country:

Ministries of Industry, Trade, Regional Integration; Faculties of Agronomy; Human Resources
Development Agencies; food processing companies; associations of consultants; management training
centres; trade support and promotion agencies and organizations.

Tasks/Activities

Build the capacity of the regional public/private organization, ECOWAS-TEN;

Set-up an open electronic knowledge and innovation exchange and sharing system between players
and countries of the ECOWAS region;

Identify food-processing training institutions in each country;

Identify fruits and vegetable exporters in each country;

Identify food-processing industrialists in each country;

Facilitate meeting/discussions between players of the value chain concerned and various value
chains;

Identify the specific support to be provided to value chains;

Develop services relevant to the specific needs of the value chains to develop their competitiveness
and facilitate public/private synergies;

Develop partnerships (and investments) between economic operators of the region involved in the
mango value chain;

Evaluate experience and share experience feedback via the electronic system set up;

Identify budgets and financial institutions to set up adapted funding tools and/or complementary
funding;

86

Prepare investment proposals at regional and international level;

Facilitate meetings between all players concerned to analyze plans and budgets;

Attract partners; and

Ensure facilitation.

Performance indicators

Organization of 6 strategic regional meetings for the development of the value chain by 2020;

Managerial capacity building for 125 entrepreneurs (strategy, management and export technique);

50 processing companies set up in the region by the ECOWAS-TEN network; and

Assistance to 100 companies of the value chain to strengthen their export competitiveness including
30 companies belonging to female entrepreneurs.

87

88

ANNEXES

89

ANNEX 1 - ECOWAS EXPECT Initiative and TEN

1. Operational framework
The Exports Promotion and Enterprise Competitiveness for Trade (EXPECT) initiative is an
implementation support mechanism established by ECOWAS to facilitate dialogue between private sector
and public sector, including financial and technical support institutions, with the ultimate goal of:

Reinforcing the competitiveness of priority value chains with high export potential for the region;
and

Empowering actors operating in those value chains with the appropriate capacities and skills for a
better performance on regional and global markets.

EXPECT activities include:

Developing regional value chain strategies for exports;

Building appropriate enterprise skills and knowledge; and

Establishing sustainable competence based networks and Public-Private Partnership (PPP)

Platforms for value chain actors empowerment.

ECOWAS Commission made financial commitments of around US$ 2.8 million as cost-sharing
contribution to EXPECT implementation over the period 2011-2013 adding up to PACT II funding.
The EXPECT initiative is carried by a structure composed by:

The Trade and Enterprise Experts Network (TEN): with a coordinating team (President, VicePresident, Secretary General) which relies on the Technical Permanent Secretariat ( PTS) in
Cotonou to plan and monitor activities as well as mobilize regional experts through 15 focal
points

29

in the ECOWAS member countries,

An Export Actors Platform (EAP ) led by a Consultative Group, with a TEN coordination team
as executive secretariat, and comprising private and public sector actors and functioning as a
council for policy and strategic orientation; and

The EXPECT support facility, a unit put in place by the ECOWAS Commission to channel
partners support to TEN/EAP activities and ensure their linkage with ECOWAS strategic
orientations and programme implementation requirements.

Figure 13 below summarizes the operational framework that was adopted by ECOWAS.

29

A TEN focal point comprises of a National Counselor ensuring the institutional anchorage to public institutions
driving the trade development policy of the country, and a Facilitator ensuring the link with the private sector
enterprises and support service providers to the trade sector.

90

Figure 13 ECOWAS operational framework

ECOWAS COMMISSION

Export Actors Platform (EAP)

(Private and Public Consultative
Platform ECOWAS)

PARTNERS

TEN

REGIONAL

(Interdepartmental Monitoring Committee & EXPECT support facility)

Regional Experts Network

(TEN)
NATIONAL

- Clusters of Expertise and knowledge sharing

- Enterprise support services for trade development
- Governance and PPP platforms

National Platforms & TEN Focal points

(Government, Associations, Public & Private sector)

2. Priority Intervention Sectors and Strategic Partnerships

The following priority intervention sectors were identified by ECOWAS using market analysis tools
developed by ITC in consultation with the private sector:

Mango

Shea

Cashew

Sesame

Palm oil

Rice

Through EXPECT, ECOWAS has established strategic partnerships for the development of high export
potential value chains with the following:

ITC: to build coordination capacity (through a Regional Technical Advisor to ECOWAS), and to
develop the mango value chain, including aspects such as market analysis, regional strategy for
exports, promotion and trade information in order to improve the competitiveness of companies
and the mango sector.

USAID West Africa Trade Hub: for technical collaboration with the Africa Cashew Alliance
(ACA) and Global Shea Alliance (GSA) in order to benefit from exchange of experience with
these alliances of actors of cashew and shea value chains and create operational and financial
synergies.

SIFCA Group: for the development of the palm oil value chain.

The 2011 work plan for ECOWAS TEN is as follows:

Launch the mango regional strategy at country level and translate priority areas of the strategy
into implementation projects directly involving value chain actors;

91

Improve SMEs competitiveness through product certification/labels in selected value chains; and

Organize the first Export Actors Forum to discuss priority thematic issues concerning export value
chains development and competitiveness.

3. Role of TEN in the implementation of EXPECT

The first priority of TEN is to improve its operational capacity to service exporting SMEs, and support the
establishment of national private public sector platforms in order to execute their mandate and ensure
effective private-public collaboration and participation. ECOWAS TENs objective is to play a pivotal role
between the public sector (ECOWAS, donors and other partners), and the private sector for the
implementation of strategic partnerships. This would involve creating new partnership platforms, or
reinforcing existing regional platforms and linking them with those available in ECOWAS countries as well
as representing their interests and priorities at a higher level.

In the short- to medium-term, ECOWAS TEN will require some support from ITC as well as of other
donors/partners, to build the capacity of national focal points to mobilize public private platforms involving
and representing all actors of the value chain, and to identify as well as promote projects/activities so as
to contribute to the competitiveness of exports. By using this approach, TEN/EAP will be able to
effectively represent the interests and priorities of the private sector, and facilitate a dialogue with policy
makers at national and regional levels for implementation of appropriate development strategies. In line
with the above, the role of TEN/EAP in the implementation of EXPECT will be to focus on the following
areas:

Strengthening the regional export actors platform and its associated national platforms;

Building regional technical capacity through the organization of knowledge clusters on mango,
cashew, shea, palm oil, sesame and rice value chains and validate regional value chain
development strategies;

Building SMEs competitiveness in selected value chains by identifying suitable projects and
engaging a first batch of SMEs in the export incubator;

Mobilizing appropriate resources and partnerships for export competitiveness, by formalizing

partnerships with lead partners and concretizing public-private sponsorships for EXPECT; and

Promoting EXPECT priority value chains through specific trade information systems and trade
analysis and targeted communication tools.

92

ANNEX 2 STRATEGY DEVELOPMENT PROCESS

Strategy development process

Participatory Regional
Strategy Workshop

ECOWAS TEN
meetings
Step 3:

Step 1:
Work plan, roles
and methodology
agreed

Agree on market
priorities
Agree on
crosscutting country
issues

Step 2:
Identification of key
private sector reps
and stakeholders

Profitability Analysis

Preparatory INPUTS
Define Scope

Set regional priorities

Step 1:

Step 2

Define response
activities

ECOWAS

Strategy core
team

Step 3:

Validate action
plan and Strategy
draft by TEN
TEAM AND
FOCAL POINTS
Implementing
framework agreed

ECOWAS TEN
Strategy Drafting
Step 4

Participatory
Regional
VALIDATION

Discussion on
Implementation
framework

Priorities validated
and work plan
established with imp
partners

Drafting of
Strategy Paper

VALIDATION by
COUNTRIES

Circulation of
document for
comments

Launch and adoption

Export Actors Forum

Step 5:
Strategy Team

Strategy Team

Regional Bodies

Regional Associations

Lead Institutions

Country Value
Chain reps

Strategy team

Partners

National Gov

Country Value Chain reps

Donors and imp

partners

Capacity building Strategy Team

93

ANNEX 3 MANGO VALUE CHAIN

1.

Value chain in each country

1.1

Production

1.2

Mango tree (mangifera indica L) / general information

Production area

Mango varieties

Typology of mango orchards (traditional, improved, and modern orchards )

Maintenance work on modern plantations

Production period

Phytosanitary protection

Harvesting, collection and packaging

Harvest

Collection and evacuation

Packaging

1.3

Processing

2.

Organization of the industry in each country

2.1

Operators involved in production

2.2

Producers Growers

Seedling producers

Intermediary organization (of producers)

Operators involved in the collection and processing of productions

Collections

Processing units/ industrial

Intermediary organization of processors

2.3

Marketing operators export

2.4

Inter-professional organizations

2.5

Support structures for the industry, especially input suppliers, financial institutions, transporters

2.6

Institutions (State)

2.7

Projects and programmes financed by donors (+NGO +State and Private Sector)

94

ANNEX 4 COMMON DEFECTS IN MANGOES

Figure 14 Pictures of common defects in fresh mangoes

95

96

Figure 15 Grading of mangoes

97

ANNEX 5 AGROECOLOGICAL MAPS

Figure 16 Mango production map

Figure 17 Road and Rail Map

98

ANNEX 6 CASE STUDY: WOMENS ROLE IN THE MANGO VALUE CHAIN IN GHANA
AND MALI
The case study is based on a series of stakeholder interviews and site visits carried out by ITC between
11 and 23 April 2011 in Ghana (Greater Accra and Northern Region) and Mali (Bamako and Sikasso) in
response to a request from the regional workshop.
The overall aims of the field research were to collect concrete information on the roles, constraints and
opportunities facing women in the export mango value chains in both countries; collect available good
practice examples; and test and further develop the preliminary hypotheses on potential gender impacts
of the proposed interventions. Interviews were conducted with:
a) Women mango growers and staff members of two mango smallholder associations (Ghana);
b) A group of female pisteurs who supply mango exporters in the Bamako area (Mali);
c) Representatives of one commercial (large-scale) mango plantation (in Ghana);
d) Members of two groups of small-scale women mango processors (Mali);
e) Directors and managers of four mango exporting companies/pack houses (1 Ghana, 3 Mali) and
a group of women and men workers at one of the pack houses;
f)

Managers and women workers at one large-scale commercial mango processing unit (Ghana)
and the director of one medium-sized commercial mango processing unit (Mali);

g) Representatives from five key donor/development programmes working in the export mango
sector (three in Ghana, two in Mali);
h) Representatives from three key public sector organizations involved in the export mango sector
(two in Ghana, one in Mali).

A gender-sensitive analysis of the mango value chain in Ghana

As in most parts of sub-Saharan Africa, women in Ghana suffer unequal access to key productive
resources and inputs, as well as facing other underlying socio-economic constraints. These restrictions
fundamentally influence the way that women engage (or do not engage) in the export mango sector.
The most relevant factors that influence womens engagement in the mango sector are:

Land ownership: land tenure in Ghana is largely ruled by customary law, which generally
favours men, with womens access to land often restricted. In contrast to men, women do not
generally own the land on which they work, which means that they have less security of tenure. If
women do own land, they tend to have smaller landholdings than men;

30

30

However, it is important to note that there are strong regional disparities regarding womens access to land,
reflecting the differing land tenure systems of different ethnic groups: the percentage of female landholders ranges
from 2%in the north to 50% in the Ashanti region (Social Institutions and Gender Index (SIGI) 2011a).

99

Education/Literacy rates: literacy rates of women in Ghana remain low in absolute terms, and
female literacy rates are considerably lower than those of men: in 2000, 74.2% of women in rural
areas were illiterate, compared to 44.9% of men;

31

Domestic responsibilities: A recent study of cocoa-growing rural communities in Ghana

showed that domestic responsibilities such as cooking, fetching domestic water, house cleaning
and washing children are almost exclusively done by women, or in their absence girls;

Access to credit and finance: womens access to bank loans through formal channels is more
limited than that of men: weak access to land limits their ability to provide collateral, and many
women are intimidated by the male dominance at banks (90% of staff at rural banks are men).
The majority of female farmers therefore derive their capital from informal sources, including
loans from husbands or relatives, moneylenders, informal financial system operators and rural
micro-finance schemes. However, loans taken out by women are typically small.

Access to extension services: Ghanaian smallholders access to agricultural extension services

is generally low: for example, one survey found that only 13 percent of farmers surveyed named
the government extension services as their main source of advice on cocoa production
techniques (despite cocoa being Ghanas main export crop). Women have even lower access to
extension services than men and consider lack of extension services and training as key
production constraints.

The export mango value chain in Ghana presents the following characteristics:

Relatively short chain, with power concentrated at the top: at the higher levels of the chain,
i.e., exporting and processing, there are only a small number of actors involved: these are
relatively large commercial companies. Mangoes are exported as fresh fruit, semi-processed and
processed products;

Production - mixture of smallholder and plantation: the main regions of production are
Greater Accra, Eastern Region, Volta Region and Northern Region (Ghana National Chamber of
Commerce and Industry (GNCCI) 2011);

Exporters/processors buy direct from smallholders: although women dominate in the

trading/marketing of mangoes and other agricultural products in local markets, female informal
traders are not involved in the export sector (West Africa Fair Fruits (WAFF) 2011);

There is some degree of vertical integration, with at least two companies (Integrated Tamale
Fruit Company and Farm Management Services Limited) involved in production as well as
packing/processing and export (GNCCI 2011 and Integrated Tamale Fruit Company (ITFC)
2011);

31

Agyare-Kwabi, P. (2009): Gender mainstreaming into the CNFA, BMGF-funded cocoa project in Ghana. Gender
assessment report, first draft. Primary school enrolment rates are now similar for girls and boys (African Development
Fund (ADF) 2008). However, gender disparity in enrolment rates persist at secondary and tertiary levels. Girls only
constitute a third (33%) of pupils at Senior Secondary School level (Committee on the Elimination of Discrimination
Against Women (CEDAW) 2005) and women only accounted for just over a third (34.67%) of national total enrolment
at public universities and under a third (30.4%) of enrolments at polytechnics (ADF 2008).

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There are very few women-owned mango-processing operations in the export chain:
according to interviewees, there are no small-scale women processors or cooperatives of women
processors selling processed mango into the export market, and there is only one female-owned
medium-scale processed mango export company (WAFF 2011 and Technoserve 2011).

The diagram below summarize the roles where women are found in the export mango value chain in
Ghana and the estimated number of women to be found in each role.

Smallholders involved in export mango production in Ghana can be categorized into two types:

Autonomous smallholder producer associations with no guaranteed market, which sell

mainly to local markets, with a small amount to exporters;

32

and

Outgrower schemes/groups, set up with support from a commercial company - either a

commercial grower and/or exporter. The group and/or individual members of the scheme have
contracts to supply the parent company with an agreed amount of produce. Outgrowers often
receive financial and technical support from the parent company.

33

In terms of womens participation in the smallholder sector, they are involved in three different ways:

34

as smallholder producers:

womens mango farms tend to be smaller than mens (2-3 acres is

typical); often the husband is actually doing the farming; women who are actually engaged in
mango farming are very active within producer groups and regularly participate in training
activities;

as unpaid family labour on male-owned smallholdings: slashing/weeding when the mango

trees are young; managing/organizing hired workers; harvesting and carrying the mangoes from
the farm; and

as paid labourers on smallholder farms, during the harvest period: carrying the fruit from the
farm, and washing and grading of the fruit.

35

According to interviewees, the most important constraint that prevents women from becoming mango
smallholders is the high level of investment required, combined with the lack of income in the first few

32

For example, mango producer groups supported by the USAID TIPCEE project sell the majority of their mangoes
to local markets, but Blue Skies (WAFF 2011) purchase some of their produce. The majority of smallholders in the
export chain fall into this category.
33
Currently, the only operational mango outgrower scheme in Ghana is the Organic Mango Outgrowers Association
(OMOA) attached the Integrated Tamale Fruit Company. However, several other outgrower schemes are under
development (GNCCI 2011).
34
Indicative figures of the proportion of women mango smallholders: in Volta Region and Brong Ahafo supported by
the USAID TIPCEE project, approximately 2 (2%) out of every 100 farmers are women (WAFF 2011); in the mango
producers groups that Technoserve supports in Brong Ahafo, typically about 10 (4%) out of the 250 group members
are women. However, some groups do have a higher percentage of women growers: for example, one group they
work with has 30-40 women members (i.e., 12-16% of group membership) (Technoserve 2011). In the Yilo Krobo
Mango Farmers Association, there are 20 women farmer members, of which 15 are active. Women members
represent about 10% of total group membership (Yilo Krobo 2011). OMOA 149 (12%) out of 1,200 member
outgrowers are women (OMOA 2011). Volta Mango Growers Association (VOMAGA) according to a secondary
source, the majority of farmer members are women. However, this information was not verified with the association
(GNCCI 2011).
35
Apart from pruning, workers are paid the same daily wage rate typically 5 New Ghana Cedis per day, regardless
of the task they are performing, so there is little gender difference in pay (Technoserve 2011).

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years after farm establishment. Other reported factors discouraging women from becoming mango
smallholders included: a) the nature of work involved in mango cultivation, since some of the work
involved, in particular digging holes and pruning, requires considerable physical strength and is
challenging for women to perform; b) cultural attitudes, for example many men and women believe that
mango cultivation is unsuitable for women, regardless of whether women are physically capable of doing
the work; and c) lack of secure access to land, which often is a requirement for membership in out grower
schemes.
Despite such constraints, many interviewees believed that it was important and feasible to support more
women to get into mango production, since they are interested and capable of mango cultivation. Given
the long time scale involved, mango farms can potentially be an important form of investment for the
future, allowing women to pay for their childrens education in future years. However, they need
assistance with raising the capital up front.

36

Commercial plantations currently offer few employment opportunities for women.

37

This is partly due to

the nature of the work (e.g., pruning, requires considerable physical strength, and probably also partly
due to prevailing cultural attitudes which perceive tree crop cultivation as a mans job). Adoption of
equal opportunities policies and practices, including efforts to challenge cultural attitudes to gender roles,
may help improve job opportunities for women.
With regard to the processing sector, apart from the only female owner of Ebenut Food (dried mango),
women make up the majority of the workforce in processing units.

38

The key constraint faced by women in the processing sector is the seasonality of employment: 70% of
women workers are temporary/seasonal staff, working for about 10 months of the year, provided that
there are no problems with the supply. Given the high proportion of female workers in the sector, mangoprocessing units clearly present significant job opportunities for women: where equal opportunities
practices are in place, the sector can provide significant opportunities for women to improve their incomes
and livelihoods.
Women make up the majority of the workforce also in fresh mango pack houses/exporting companies.
Again, the seasonality of employment is a potential constraint, given that mangoes are only harvested 4-6
months per year. However, most of the fresh mango export companies in Ghana are also involved in
packing/exporting other fruit (e.g., pineapples, bananas, papaya), which means that employment
opportunities are not necessarily limited to the mango season.
36

The ITFC/OMOA model of outgrower scheme is one promising approach to consider, since the company prefinances input costs and farmers do not have to start paying back the loan until they start to harvest. The proportion
of female members in OMOA is higher than for most mango producer groups in the other main mango producing
regions in the south of the country, and this is in spite of the fact that women in the Northern Region have
considerably poorer land rights and access compared to the southern regions
37
There are a handful of commercial mango plantations in Ghana, including the Integrated Tamale Fruit Company,
Bomarts, Kingdom, Tacks Farms, Evelyn Farms and Farm Management Services Limited (GNCCI 2011; WAFF
2011). In addition, the government, via the Export Development and Investment Fund (EDIF), is supporting the
development of 8,100 hectares of new plantations under the National Mango Plantation Project over the next 10
years (GNCCI 2011). Only one commercial mango nursery was identified (ITFC 2011).
38
For example, 753 (51%) out of 1,474 workers at Blue Skies are women, and 102 (91%) out of 112 workers in
ITFCs mango drying operations are women. There is marked horizontal occupational segregation by gender (i.e.,
men and women tend to be employed to do different tasks), but no difference in the wage levels.

102

103

A gender-sensitive analysis of the mango value chain in Mali

As in most parts of sub-Saharan Africa, women in Mali suffer unequal access to key productive resources
and inputs, as well as facing other underlying socio-economic constraints. In general, womens rights are
very limited in Mali, and the Civil Code grants men sole authority over their households. The most
relevant factors that influence womens engagement in the mango sector are:

Land ownership: legally, women and men have the same access to land and the government
has launched several publicly funded agricultural development projects that in principle allow
women to access land on the same basis as men. However, many obstacles prevent women
from exercising their rights. According to tradition, women are entitled only to the less fertile land,
and access rights tend to be on a usufruct rather than ownership basis. Moreover, while most
women have access to some land, they generally have far fewer and smaller plots than men;

Education/Literacy rates: despite considerable national efforts to improve literacy, womens

literacy rates remain very low in Mali;

39

40

Domestic responsibilities: strong patriarchal gender roles persist in Mali, with women and girls
expected to take primary or sole responsibility for domestic work, which are very time-consuming;

Access to credit and finance: despite very low incomes and weak collateral, womens access to
credit is relatively good due to investments in micro-credit schemes. Malian women now have
access to hundreds of associations that offer mutual credit, independently managed village
savings schemes and short-term loans; women comprise nearly half of the beneficiaries of these
credit institutions. However, women face cultural and legal restrictions in setting up businesses:
the Malian Civil Code stipulates that a woman cannot embark on a commercial business without
her husbands agreement;

Access to agriculture extension services.

41

Key characteristics of the export mango value chain in Mali include:

Relatively long chain, with numerous actors at all levels in the chain: there are a large
number of small-to-medium sized companies at all levels of the chain, including numerous fresh
mango exporters and a large number of mango processors. The Malian chain remains largely
disorganized, with most exporters and processors relying on basic, un-modernized facilities;

The vast majority of production is from smallholder farms, although there are a couple of
larger orchards/plantations in the Sikasso area. Approximately 15,000 smallholders are estimated
to be involved in mango production for the export market, with more than 90% of orchards less
than 5 hectares in size. No mango outgrower schemes were identified. The main zones of

39

For example, one study showed that while 82% of women surveyed in Mali-Sud had their own plots, womens plots
only amounted to 4% of total parcels in the area (World Bank 1995).
40
In 1993/4, 95% of women in rural areas and 80% of women in urban areas remained illiterate.
41
One study showed that, in 1993, only 10% of participants in crop-related agricultural extension activities were
women, although it did indicate that female participation was improving due to changes in extension methods. Less
than 5% of extension staff was women (World Bank 1995).

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production are Sikasso and Bamako Koulikou, with the Sikasso zone accounting for
approximately 80% of the countrys mango production;

Presence of pisteurs: unlike in Ghana, exporters and larger processors mostly buy mangoes
from intermediaries called pisteurs;

Multiple mango processing units, including many small-scale women processors;

Little vertical integration: apart from the Ivorian exporters buying from the Sikasso area who
had their own pisteurs, all identified enterprises operated at only one level in the chain, i.e.,
production, processing, trading or packing/export;

Key differences between the Sikasso and Bamako zones: unlike Bamako, which relies
primarily on Malian exporters, Sikasso exports much of its mangoes via Ivorian and Burkinabe as
well as Malian exporters. Moreover, whereas in Bamako pisteurs are generally small-scale,
independent and mostly female, pisteurs in the export chain in Sikasso is larger-scale, mostly
male and often dependent on or employed by individual exporters.

The diagram below summarize the roles where women are found in the export mango value chain in Mali
and the estimated number of women to be found in each role.

The vast majority of mango growers are men; women represent less than 1% of mango smallholders. The
few women mango farmers that exist tend to be farming only because the husband has died.

42

In terms of womens participation in the smallholder sector, they are involved as:

unpaid family labour on male-owned smallholdings: in immature orchards, wives are often
given usufruct rights to grow annual food crops such as cassava, sweet potatoes and market
vegetables; they are centrally involved in harvesting; and

paid labourers on smallholder farms, during the peak season.

Despite the very small proportion of women currently involved in mango production and womens very
limited access to land, it would be important and feasible to support more women to become mango
farmers, by supporting existing womens co-operatives (e.g., co-operatives of women mango processors
or pisteurs) to purchase a joint farm that they could manage as a co-operative enterprise.
Pisteurs as independent operators are peculiar to Mali: in other countries, their role tends to be performed
by the growers themselves and by exporters. Apparently in Mali most exporters do not have the financial
means to bring these roles in-house, so they rely on independent intermediaries instead. The participation
of women as pisteurs is quite different in Bamako than in Sikasso. The majority of pisteurs operating in
43

the Bamako area are women

because they were traditionally responsible for harvesting and taking

mangoes (alongside other agricultural produce) for sale in local markets. Because these women traders

42

Indicative figures of the proportion of women mango smallholders: of 1,700 mango smallholders IICEM has worked
with, only 10 (<1%) were women (IICEM 2011). Of the 97 smallholders from whom Kene Yiriden buys mangoes,
none (0%) are women (Kene Yiriden 2011).
43
Indicative figures of the proportion of women pisteurs in Bamako area: 80 out of 120 pisteurs IICEM has worked
with in Bamako are women; Yiri Degnouma, an association of pisteurs in Bamako, has 84 women members and only
a few men.

105

already had/have good relationships with the growers, mango exporters rely on them to identify suppliers
and handle purchasing arrangements. Thus, although the women pisteurs are small-scale operators,
dealing with only 200-300 kilograms of fruit per consignment, they are relatively powerful players in the
chain: exporters depend on them for supply, yet there are multiple exporters so pisteurs can choose to
sell to other exporters, including exporters in Ivory Coast or Burkina Faso. In contrast, most of the
pisteurs operating in Sikasso are men because, traditionally, the zone exports much of its produce to
Ivory Coast, and the Ivorian exporters send their own pisteurs to Sikasso, who are mostly men. In
general, compared to their counterparts in the Bamako area, pisteurs operating in the Sikasso zone are
larger scale and more professional, dealing with perhaps 8-10 tons of mangoes per consignment.
Nevertheless, women pisteurs do operate in Sikasso: for example, Kene Yiriden, a medium-scale mango
drying company based in Sikasso, buys its mangoes from 10 women pisteurs.
Women pisteurs currently face two key constraints: a) difficulty in raising sufficient start-up funds to
purchase operating equipment - crates, knives, access to transport and advance funds to pay for the
purchase of the fruit from the farmers; and b) high reject rates (i.e. out of 300 crates pisteurs delivered to
an exporter, up to 100 crates may get rejected).
Increased and improved provision of training on harvest and post-harvest handling techniques, coupled
with financial assistance for purchase of improved equipment, could help women pisteurs overcome
these constraints in the short-term. However, in the longer-term, the role for such independent, informal
intermediaries shall be clearly identified in order to avoid that any efforts to upgrade/modernize the export
mango value chain in Mali squeeze out small-scale female pisteurs altogether.

The mango export-processing sector in Mali comprises:

A large number of small-scale mango processing enterprises, mostly run by women, which sell in
local markets, with a proportion for export;

A handful of medium-scale enterprises producing and exporting dried mango, including at least
two such operations in Sikasso; and

A handful of large-scale processing operations set up with support from donor/government

programmes.

Women dominate the production of dried mango because, compared to fresh mangoes, it is possible to
deal in smaller quantities: since the dried product can be stored for a longer period, women can
accumulate small quantities over time and then export them together as a larger batch. Moreover,
compared to other processed food products, processed mango appears to be an important export product
for these women: for example, mango was the number one product exported by members of the Rseau
Africain des Femmes Actives Entrepreneuses et Leaders (RAFAEL), a network of women processors in
Bamako who produce a range of processed fruits and cereals for export.
Women are also well represented as workers in mango processing units because they handle the fruit
more carefully.
Female entrepreneurs face a range of constraints in the mango processing sector, such as: poorer
access to education and finance compared to men; difficulty in finding markets; poor access to equipment
and materials required to carry out mango processing, due to the high price and very limited supply,

106

particularly in the Sikasso area; short supply of packaging materials; difficulty in finding labour in rural
areas; and lack of a local (Malian) certification body and standards for organic production.
The key constraint identified for women workers in processing units is the seasonality of employment and
income. The processing units can only provide employment during the mango season, which only lasts
for about four months per year (April-July).
An expansion of the export-processing sector would create substantial entrepreneurial and employment
opportunities for women, given that drying/processing is traditionally a female domain. Also, there is
significant potential to expand the mango processing, as opposed to fresh fruit export sector in Mali, given
the significant market demand (in particular for mango pulp), and a good supply of raw material resulting
from high reject rates in the fresh export chain and the possibility of using a greater number of mango
varieties compared to the fresh export sector.
The fresh mango export sector in Mali is characterized by a large number of relatively small-scale, low
tech exporting/packing companies.

44

There appears to be a marked difference between sea freight and

airfreight operations in terms of the proportion of women employed.

45

In air and sea freight operations,

women are mainly employed to the do sorting, grading and washing of the fruit.
The key constraint preventing more women from becoming mango exporters (entrepreneurs) is the
amount of initial investment required to set up the business.
With respect to women workers, the two main constraints are: 1) limited opportunities for promotion;

46

and 2) the seasonality of the job.

It is therefore important that efforts be made to improve womens access to better paid, permanent
positions and to diversify into other products to extend the season of operation at the packing sheds.

44

The exact number of exporters is not known, but available information suggests there are between 50-100
exporters. Only one female-owned mango exporting company has been operating on any significant level
(Multichem) since 1995.
45
In facilities packing for sea freight, the majority (60% - 90%) of workers are women; whereas, in facilities packing
for airfreight, the situation appears to be reversed: the majority of workers are men.
46
For example, at Plaza, out of over 70 employees in total of whom approximately two-thirds are women, there are
no women managers at present. At the Ets Yaffa airfreight-packing shed, all three managerial positions are held by
men.

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108

ANNEX 7 REGIONAL INTEGRATION AND INTERNATIONAL TRADE

1. The regional integration process in West Africa
The two main actors of regional integration in West Africa are ECOWAS and the West African Economic
and Monetary Union (WAEMU), which was founded by eight ECOWAS members (Benin, Burkina Faso,
Ivory Coast, Guinea-Bissau, Mali, Niger, Senegal and Togo).
The WAEMU is a customs union, which provides for the free movement of persons, goods, services and
capital and the right of establishment and residence of workers as well as for a common external tariff
47

(CET) and a common trade policy.

In order to advance the regional integration process, ECOWAS members have adopted the WAEMUs
CET and have harmonized their rules of origins with those of the WAEMU. According to the ECOWAS
Trade Liberalization Scheme (ETLS, see paragraph below)

48

, unprocessed local and handicraft products

are in free circulation within the Community, as well as originating manufactured goods supported by a
certificate of origin in a common format. However, major tariff and non-tariff barriers continue to hinder
intra-community trade: between two thirds and one-half of trade between ECOWAS member countries
does not circulate duty free, despite being eligible.
In 2008, ECOWAS members decided to establish a new tariff band at 35% to be applied to a list of
"sensitive" goods - food products - in order to protect agriculture against competition from imports.
ECOWAS has also undertaken several initiatives to facilitate regional integration, such as the
establishment of an Interstate Road Transit regime, the abolition of the visa requirement for travel
between all the countries of the sub-region together with the creation of a single passport, and the
West African Power Pool initiative to expand trade in electricity among the 15 member countries.

49

ECOWAS and WAEMU share a common agricultural policy that is expected to serve as a global
framework for the formulation of the national agricultural policies of members. In the case of ECOWAS,
the common agricultural policy (ECOWAP) has the following objectives: food security for the people of the
region; reducing food dependence and achieving food sovereignty; involving producers in markets;
creating jobs with guaranteed incomes in order to improve living conditions and services in rural areas;
intensifying production systems in a sustainable manner; reducing the vulnerability of West African
economies by limiting factors of instability and regional insecurity; adopting appropriate funding
mechanisms. ECOWAS members are expected to coordinate their national agricultural policies with
ECOWAP.
In this context, the mango strategy has also been developed in coherence with the ECOWAP.
ECOWAS is also one of the Regional Economic Communities (RECs) that contributes to the economic
integration projects of the African Union.

47
48
49

This consists of four bands: 0%, 5%, 10% and 20%.

www.etls.ecowas.int
Source : WTO Trade Policy Review, Benin, Burkina Faso and Mali, October 2010

109

The ECOWAS Trade Liberalization Scheme (ETLS)

The regional integration process is shaping up along the lines of the ECOWAS Trade Liberalization
Scheme (ETLS), which sets the framework for the ECOWAS Free Trade Area.
The basic aims of the ETLS are outlined in the ECOWAS Treaty

50

and further elaborated in a series of

protocols and decisions that ECOWAS member States must subsequently promulgate in the form of
domestic laws and regulations. The objective of the ETLS is to establish a Customs Union among all
member States aimed at the total elimination of customs duties and taxes of equivalent effect, removal of
non-tariff barriers and the establishment of a Common Customs External Tariff to protect goods produced
in member States.

51

During the meeting of the EAP Consultative Group, which took place on 10 March 2011 in Accra, Ghana,
participants from the private sector requested that a position paper be produced on behalf of the EAP on
the impact of the ETLS on mango industry in ECOWAS.

52

The position paper presents the views of mango exporters on:

The impact of the ETLS, as currently implemented, for the mango value chain at regional level;

The challenges related to mango intra-trade;

Which trade policy or regulatory measures would help reduce or remove the obstacles to the
development of the mango regional value chain or which measures would strengthen its
competitiveness.

The position paper identifies the following problems related to the ECOWAS mango industry and the
ETLS (quoted by priority, 10= very important):
1. Border post inspections (9/10): too much paper work increases time and costs;
2. ETLS not known (9/10): lack of knowledge paves the way for corruption;
3. Corruption by police/customs/other national agencies (8/10): too many procedures/stops bring
unpredictable costs;
4. Infrastructure (public and private) (8/10): inadequate road/port routes increase logistics costs; and
5. Non-application of the Preferred Trade Scheme (7/10): potential not being realized, which
increases logistics costs.

50

Article 3 of the ECOWAS Treaty envisages the creation of a common market with the following characteristics:
trade liberalization through the elimination among Member States, of customs duties levied on imports and exports
as well as the removal of tariff and non tariff barriers in order to establish a free trade area in the sub-region;
establishment of a Common External Tariff (CET) and a common trade policy vis--vis third countries; removal,
among Member States, of obstacles to free movement of persons, goods, services and capital and to the rights of
residence and establishment. The trade liberalization scheme adopted by ECOWAS is a primary instrument for the
attainment of these objectives.
51
http://www.etls.ecowas.int/
52
The ITC and ECOWAS Commission commissioned the preparation of two position papers, one on mango and the
other on palm oil, in order to stimulate the dialogue and the public-private engagement on how to improve the
competitiveness of the two regional value chains. These position papers form part of the EXPECT Initiative.

110

Therefore, the position paper suggests the following key recommendations to be implemented in order to
maximize the positive effects of the ETLS and reduce costs and burdens on the regional mango value
chain:
1. Knowledge and communication on ETLS and INTERSTATE ROAD TRANSIT SCHEME;
2. Full implementation of ETLS (focus on harmonization);
3. An end to national measures/exceptions and seasonal bans;
4. Faster Customs Clearance (for duty free goods, agricultural goods etc); express lane;
5. Mechanism for reporting non tariff barriers (hotlines, dispute settlement);
6. Establishment of a regional body to represent the interest of the mango industry within
ECOWAS (engagement and dialogue);
7. Development of the brand name ECOWAS
8. Full implementation of the ISRT;
9. Control of corruption;
10. Access to finance/capital;
11. Improvement to the investment climate; and
12. Improvement to infrastructure.

The recommendations indicated by the position paper are consistent and complement the interventions
proposed by the regional strategy, such as intervention 5 on the integration of regional transportation and
intervention 7 on the creation of a regional ECOWAS label. All these recommendations, together with the
strategys objectives, if implemented will definitely contribute to the development of the regional mango
value chain and to the improvement of livelihoods of people within the ECOWAS region.

The private sector is committed to monitoring this position paper while advocating at the regional and
national level for progress in all aspects of the action plan and recommendations presented. The private
sector will meet every six months for updates on progress, achievements and developments. The position
paper will be used as a background document during a dedicated session of the first ECOWAS Export
Actor Forum 2011, when policy makers and private sector representatives will address the issues.
Ultimately, this meeting will lead to an action-oriented road map to be implemented by the policy makers
of the region.

111

2. Preferential trade relationships

ECOWAS and WAEMU are leading negotiations of the Economic Partnership Agreement (EPA) with the
European Union.

53

The West African region is the main EU trade partner in ACP (40% of all EU-ACP trade); the EU is also
ECOWAS main trade partner (32% of trade), with 80% of total exports to the EU coming from Ivory
Coast, Ghana and Nigeria.

54

The negotiations of EPAs are aimed at creating WTO-compatible preferential trade agreements that
progressively remove barriers to trade and enhance cooperation in all trade-related areas.
In West Africa, interim EPAs were concluded by Ivory Coast and Ghana, two of the four non-LDCs in the
region.

The remaining non-LDCs, Nigeria and Cape Verde, decided not to initial an interim agreement
with the EU. Nigerias exports to the EU are covered by the standard Generalized System of
Preferences (GSP), whereas Cape Verde, which graduated from the status of LDC in January
2008, will be able to export to the EU under the Everything but Arms (EBA) regime for a
transition period ending in January 2012. The EBA also applies to the rest of LDCs in the region
(Benin, Burkina Faso, Gambia, Guinea, Guinea Bissau, Liberia, Mali, Mauritania, Niger, Senegal,
Sierra Leone and Togo).

The interim EPAs with Ivory Coast and Ghana cover:

55

duty and quota-free EU market access;

gradual liberalization (removal of duties and quotas) over 15 years for 81% of EU imports to Ivory
Coast and 80% to Ghana;

safeguard provisions enabling both countries to protect fragile economic sectors by re-introducing
quotas or duties;

agreement to foster cross-border trade within the region; and

EU support to help local companies become more competitive and meet EU import standards.

The EPA with Ivory Coast is not yet entered into force due to delays in the ratification procedures.

56

The actual trade regime in place between the EU and Ivory Coast and Ghana, respectively, is contained
in Council Regulation (EC) No 1528/2007 of 20 December 2007, which provides provisional

53

For the purpose of such negotiation, ECOWAS members plus Mauritania composes the West Africa group.
http://ec.europa.eu/trade/wider-agenda/development/economic-partnerships/negotiations-and-agreements/#westafrica
55
The Stepping Stone Economic Partnership Agreement with Ivory Coast was signed in November 2008 and the
Agreement establishing a Stepping Stone Economic Partnership Agreement with Ghana was initialled in December
2007. The difference between initialling and signing an agreement is that, in the first case the negotiating parties
indicate a political commitment to the agreement, however, only when agreements are 'signed' they become legally
binding (but still have to be ratified).
56
Official text of the Stepping Stone EU-Ivory Coast EPA:
http://eurlex.europa.eu/JOIndex.do?year=2009&serie=L&textfield2=59&Submit=Search&_submit=Search&ihmlang=e
n
54

112

arrangements for products originating in those ACP States that have initialled an EPA with the EU.

57

The

EC Regulation will remain in place until the EPA with Ivory Coast enters into force and the EPA with
Ghana is signed and ratified.
According to EC Regulation 1528/2007, as of 1 January 2008 all imports (except arms and ammunition)
from Ivory Coast and Ghana shall be granted duty-quota-free access in the EU.

58

The programme of

trade liberalization from Ivory Coast and Ghana on EU imports is deferred to the entry into force of the
EPAs.
The EU plans to conclude a comprehensive EPA with the West Africa region as a whole, which in
principle would replace the interim agreements concluded individually by the countries in the region. The
full comprehensive EPA will focus on:

strengthening regional integration;

prioritizing development and enhancing the regions development programme (PAPED);

enhancing competitiveness (e.g. capacity-building for West African companies and exporters);

integrity of agricultural sector;

alternative funding for net transitional and tax offsetting costs; and

inclusion of a regional list for sensitive West African products.

59

The deadlock in the West Africa EPA negotiations is due to persistent divergences between the parties.
West Africas common position includes the preservation of independent resources of regional
organizations through levies, a maximum of 70% market opening over a period of 20-25 years and
additional financial resources from the EU for the financing of the EPA Development Programme.
Preferences granted by the EU to West African States have been eroded by the extension of preferential
tariffs to ECOWAS main competitors in the EU market.
The EU represents the main trading partner for ECOWAS: its total demand for (fresh) mango amounted
to 300,000 tons in 2007-09 and the net import volume into the EU is expected to grow 2.5% per year until
2014 (FAO data).

60

Developing countries accounted for 84% of mango imports by the EU. The origins are

diverse as the supply of mangos is seasonal. Imports from Brazil and South Africa have decreased,
whereas imports from Peru increased. Other important suppliers are Pakistan, India and Israel (see chart
page 27).
Whereas export of mango from ECOWAS enjoy free entry into the EU market (tariff is 0% for all countries
under different trade regimes according to their status, i.e. GSP, EBA, and EPAs), the same treatment
applies to competitors countries which also enjoy duty-free access either at MFN level or under
preferential trade agreements.

57

EC Regulation 1258/2007:
http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:2007:348:0001:0154:EN:PDF
58
Transitional provisions are applied to rice and sugar.
59
http://ec.europa.eu/trade/wider-agenda/development/economic-partnerships/negotiations-and-agreements/#_westafrica
60
CBI Market Survey: The EU Market for Mango (2009). http://www.cbi.eu/

113

The Mango strategy will improve competitiveness of ECOWAS countries in the EU market by increasing
the production of mango from 1.34 million tons in 2010 to 1.77 million tons by 2020 and by increase the
volume of first grade mango used for export from 40,000 tons in 2010 to 130,000 tons by 2020. Also,
through interventions 4 (expansion of GLOBALGAP) and 6 (facilitate access to EU and new markets), it
will increase export volumes, revenues and market shares of ECOWAS mango as well as awareness of
West African mangoes in EU and new markets.
However, consumption of mango in the EU is still among the lowest levels in the world: the average
consumption worldwide is 3.42 kg per person per year, with the highest level in Asia, followed by Latin
America, Africa, Australia, which represent new market opportunities for ECOWAS countries.

ECOWAS countries are also beneficiaries of the GSP offered by the United States (US), as developing
countries, and of the African Growth and Opportunity Act (AGOA), which enhances market access
opportunities into the US for (currently) 41 Sub-Saharan African countries.

61

In 2009, US imports under GSP from ECOWAS countries amounted to US$ 16 million and imports of
duty-free items added under AGOA to US$ 297 thousand. In comparison, US Exports to ECOWAS
countries were valued at US$ 987 million.
valued at US$ 1.3 billion.

63

62

In the same year, total imports of mango by the US were

Although mango is not in the list of products of the AGOA (unlike dates, figs,

pineapples and avocados which fall in the same HS chapter), ECOWAS countries can export it at zero
tariff to the US under the GSP.

Trade cooperation with China is also important in the region. In the framework of the Forum on ChinaAfrica Cooperation,

64

several initiatives have been undertaken with different countries.

At the regional level, the ECOWAS Commission and China signed a Memorandum of Understanding for
the Promotion of International Trade in 2008, which envisages cooperation and encourages the inflow of
investments into agro-industries, including the development of plantations together with the related
downstream processing plants.

65

Since 2005, China has also adopted a tariff-free treatment to some

61

Ivory Coast is not included in the AGOA.

Source : http://www.agoa.info/?view=country_info&country=ec#
63
ITC Data, MacMap.
64
All ECOWAS countries are members of the Forum, except Burkina Faso and Gambia.
http://www.fmprc.gov.cn/zflt/eng/
65
Another Memorandum of Understanding (MoU) was signed between China and Nigeria, but applies to ECOWAS
countries as a region. The MoU provides for specific agro-industrial projects. More specifically, the following
interventions have been agreed: the development and management of commercial farms such as nucleus
estates/food crops (cassava and rice), cocoa and oil palm plantations and the related downstream processing plants;
the establishment of a network of purchasing outlets to buy agricultural commodities from outgrowers and local
producers; the establishment and operation of downstream processing or semi-processing plants; the establishment
of facilities for storage, including refrigerated warehouses; the establishment of warehouses and outlets to distribute
processed or semi-processed agricultural commodities within ECOWAS and China; the establishment of facilities for
the export of processed or semi-processed agricultural commodities to China through long-term off-take agreements;
the establishment of facilities for generation of power from renewable energy source to support field operations if the
operations are located outside the national power grid; the application of bio-fuels technology as well as the
development, on a turnkey basis, infrastructural projects, including the new international airport, roads and water
projects as well as the Independent Power Projects on power generation and transmission.
62

114

66

goods exported by African LDCs , however, these do not include mango, which faces a tariff of 15%
(80% for Liberia) upon importation into China by West Africa countries.

67

In light of the existence of tariff preferences and their further extension (or erosion) to a larger number of
countries at multilateral level or trough preferential agreements, the improvement of market access
conditions shall be accompanied by interventions aimed at improving the supply-side capacity of
ECOWAS countries. The elimination or reduction of supply-side and exports constraints is a core element
of the mango strategy and of its innovative approach, which is based on the direct participation and
decision-making process by the stakeholders in the mango sector.

In this context, it is important that ECOWAS countries pursue the following objectives:

advancing regional integration process to facilitate intra-Community trade;

concluding negotiation of a regional comprehensive EPA with the EU so as to have a unique

trade regime in place instead of different market access provisions for each country of the region
under different trade regimes (EPA; EBA; GSP, etc.);

take advantage of (or push for) development provisions in the EPA that could help ECOWAS
countries to protect fragile economic sectors and at the same time improve the competitiveness
of the private sector;

make sure that different stakeholders (national parliaments, private sector and civil society) are
involved in, or informed of EPA negotiations; and

where preferential market access conditions exist, use partnerships with trading countries to
reduce/eliminate non-tariff barriers (i.e. sanitary standards, technical regulations, etc.).

66

For West Africa, these are Benin, Cape Verde, Guinea, Guinea-Bissau, Liberia, Mali, Niger, Sierra Leone and
Togo.
67
ITC Data, MacMap.

115

ANNEX 8 FIVE PRIORITY INTERVENTION AREAS

During the regional validation workshop held in Lom, actors of the mango value chain divided into group
on country basis classified in order of priority the nine intervention areas proposed in the strategic
orientation document. The priorities are indicated in the table below. The priorities indicated for each
country were later combined to have a new classification at regional level, leading to five strategic axes.

Senegal

Togo

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

10

Ivory
Coast

Cap

10

Verde

10

Faso

Nigeria

Improvement in post-harvest
techniques and practices

Niger

3.

Mali

Intensification of disease control

Guinea

2.

Ghana

Expansion of mango orchards

Gambia

1.

Burkina

INTERVENTIONS
AT THE REGIONAL

Benin

Priority per country (10= very important; 0 = not important)

4.

Extension of GLOBALGAP

5.

Integration of regional transport

6.

Facilitate the penetration of

European and new markets

10

10

Introduction of a common ECOWAS

label (region of origin)

10

10

10

Increase agro-industrial processing

capacity

10

10

10

10

10

10

10

10

10

10

7.

8.

9.

Strengthen existing training

institutes and develop the knowhow

OTHER INTERVENTIONS/OBJECTIVES :

Access to financing
Interprofessional Organizations
X

116

ANNEX 9 ANALYSIS OF FACTORS

Table 15 Classification of factors
1
NE
1

2
Question
Lack of trade information

2
3
4

Internal

4
SWOT
Negative

Weakness

Lack of trade policy

Market access difficulties

Internal
Internal

Negative
Negative

Weakness
Weakness

Lack of diversification of
products
Poor knowledge of markets

Internal

Negative

Weakness

Internal

Negative

Weakness

Lack of marketing infrastructure

due to lack of investment,
political will and high cost
Language barrier

External

Negative

Threat

External

Negative

Weakness

Seasonal nature of the product

Irregularity of the product quality
Low level of volumes exported
Lack of ships specialized in the
transportation of fresh products
(reefer and refrigeration)
Lack of consultation with
stakeholders
Lack of health risk control

External
External
External
External

Negative
Negative
Negative
Negative

Weakness
Weakness
Weakness
Threat

External

Negative

Weakness

Lack of organization

Internal

Negative

Weakness

14
15
16
17
18
19
20
21
22

Packaging constraint
High cost of inputs
Organizational constraint
Lack of institutional support
Lack of raw materials
High cost of energy
Foreign competition
Logistic constraints
Infestation of farms by fruit flies
(red. of qlty and rejects)

Internal
Internal
Internal
Internal
Internal
External
External
External
Internal

Negative
Negative
Negative
Negative
Negative
Negative
Negative
Negative
Negative

Weakness
Weakness
Weakness
Weakness
Weakness
Weakness
Threat
Threat
Threat

Lack of know how

(processing)
High cost (packaging)
High cost (fertilizer)
Lack of organization
Lack of support
Low volumes
High cost (energy)
Strong competition
Inadequate logistics
Low volumes/
Low quality

23

Small size and heterogeneous

nature of orchards
High cost of production
Climate change
(Impoverishment of soils, low
rainfall, decline in production )
Growing urbanization to the
detriment of plantations
(decline in production)
Aging orchards (decline in
production, quality and increase
of pests)
High cost of capital
Lack of guarantees
Tenure of capital
Lack of good roads
Lack of pack houses
Lack of reefers
Lack of bankable projects

Internal

Negative

Weakness

Low volumes

Internal
External

Negative
Negative

Weakness
Threat

High cost (agriculture)

Low volumes

External

Negative

Threat

Low volumes

External

Negative

Weakness

Low volumes

External
External
External
External
External
External
Internal

Negative
Negative
Negative
Negative
Negative
Negative
Negative

Threat
Threat
Threat
Threat
Weakness
Threat
Weakness

Financing difficulties
Financing difficulties
Financing difficulties
Inadequate logistics
Lack of pack houses
Inadequate logistics (referees)
Lack of know-how
(management)

5
6

7
8
9
10
11

12
13

24
25

26

27

28
29
30
31
32
33
34

6
Category
Lack of know-how
(Marketing)
Lack of policy support
Lack of know-how
(Marketing)
Lack of know-how
(processing)
Lack of know how
(marketing)
Inadequate logistics

Lack of know how

(Marketing)
Seasonality
Decline in mango quality
Low volumes
Inadequate logistics
(reefers)

117

1
NE
35
36
37

1
2
3
4
5
6
7
8
9
10
11

2
Question
Inadequate management
capacity
Lack of necessary information
- Production
Lack of necessary information
- Processing
Technical assistance for
processing
Good quality product
Technical assistance for
processing
Availability of a potential market
Availability of industrial
infrastructure
Availability of potential lands for
production
Diversity of mango varieties
Taste quality of mangoes
Strong organization
Government support
Good transit period to
destination market

3
Internal

4
SWOT
Negative

6
Category
Lack of know-how
(management)
Lack of know how
(production)
Lack of know-how
(processing)

Weakness

Internal

Negative

Weakness

Internal

Negative

Weakness

Internal

Positive

Strength

Support

Internal
Internal

Positive
Positive

Strength
Strength

Mango quality
Support

External
External

Positive
Positive

Opportunity
Strength

Market demand
Packaging sheds

Internal

Positive

Opportunity

Lands

Internal
Internal
External
External
External

Positive
Positive
Positive
Positive
Positive

Strength
Strength
Strength
Strength
Opportunity

Mango quality
Mango quality
Organization
Support
Logistics

118

Table 16 Importance of individual factors

Rank

Question

Description

Type

Category

Frequency

Threat

Inadequate logistics

54

2
3

14
12

Weakness
Weakness

High cost (packaging)

Lack of organization

39
36

4
5
6
7

10
28

Lack of marketing
infrastructure due to lack of
investment, political will and
high cost
Packaging constraint
Lack of consultation of
stakeholders
Low export volumes
High cost of capital
Logistics constraints
Lack of trade information

Threat
Threat
Threat
Weakness

Low volume
Financing difficulties

30
30
29
29

22

Threat

9
10

19
35
9

High cost (energy)

Lack of know-how
(management)
Low quality of mangoes

27
26

11
12

13
3

14
15

16
5

Organizational constraints
Misreading of markets

Weakness
Weakness

16
17

17
4

Weakness
Weakness

18
19
20
21

15
32
18
7

22

11

23

Lack of support
Lack of diversification of
products
High cost of inputs
Lack of packaging sheds
Lack of raw materials
Existence of language
barrier
Lack of ships specialized in
the transportation of fresh
fruits (reefer and fridge)
Lack of trade policy

Lack of know how

(marketing)
Lack of know-how
(Marketing)
Lack of organization
Lack of know-how
(Marketing)
Lack of support
Lack of know-how
(marketing)
High cost(fertilizer)
Lack of packaging sheds
Low volumes
Lack of know-how
(marketing)
Inadequate logistics
(reefers)

26

13

Infestation of orchards by
fruit flies (reduction in qlty,
prod, and mango rejects)
High cost of energy
Inadequate management
capacity
Irregularity of product
quality
Absence of health risk
control
Difficult access to markets

Inadequate logistics
Lack of know how
(Marketing)
Low volume / Low quality

Weakness

Lack of policy support

15

24

27

Threat

Low volumes

15

25
26
27
28

24
29
31
37

Weakness
Threat
Threat
Weakness

23

Threat

High cost (agriculture)

Financing difficulties
Inadequate logistics
Lack of know how
(processing)
Low volumes

13
13
13
13

29

30
31

30
25

Threat
Threat

Financing difficulties
Low volumes

13
12

32

33

Ageing of orchards ( decline

in production, quality and
increase in pests)
High cost of production
Lack of guarantees
Lack of good roads
Lack of necessary
information - Processing
Small size and
heterogeneous nature of
orchards
Tenure of capital
Climate change
(Impoverishment of lands,
decline in rainfall and
production )
Lack of reefers

Threat

12

33
34

20
36

Foreign competition
Lack of information required

Threat
Weakness

Inadequate logistics
(reefers)
Strong competition
Lack of know-how

21
1

Weakness
Weakness
Weakness
Weakness
Weakness

Weakness
Weakness
Threat
Weakness
Threat

28

26

25
24
24
20
19
18
17
17
16
15

13

10
10

119

35

26

36

34

- Production
Growing urbanization to the
detriment of orchards
(decline in production)
Lack of bankable projects

Threat

Weakness

(production)
Low volumes

Lack of know-how
(management)

120

Table 17 Frequency of factors per category and link

Category
Know-how

Description of the issue

Lack of trade information
Inadequate management information
Absence of health risk control
Market access difficulties
Poor knowledge of markets
Lack of diversification of products
Existence of language barrier
Lack of information required - Processing
Lack of information required - Production
Lack of bankable projects

Total know-how

Produ
ction

Packaging constraints
High cost of energy
High cost of inputs
High cost of production

Total high cost

Organization
Lack of consultation with stakeholders
Organizational constraints
Total Organization
Finance
High cost of capital
Lack of guarantees
Tenure of capital
Total finance
Support
Total support
Seasonality
Packaging
sheds
Competition
Grand Total

19
16
13
10
84

94

7
7

30

Grand
Total
29
26
26
25
24
19
16
13
10
7
195
30

28
26

28
26
17

17
15
13

15
13

12

12

9
103

17

30

9
150

29

54
29

54

15

42

15
13
12
123

30
13
13

39
27
18
13
97
36
24
60
30
13
13

13
12
81
39
27
18
13
31

66
36
24
24

36

56
20

Lack of institutional support

Lack of trade policy
Seasonal nature of the product

Cross
cutting

25
24

Low volume
Low quality

High Cost

Mark
eting
29

26
26

10

Low export volumes

Infestation of orchards by fruit flies (decline in qlty,
prod, and rejects)
Irregularity of the quality of the product
Lack of raw materials
Aging orchards (reduction of production, decline of
quality , increase of pests)
Small size and heterogeneous nature of orchards
Climate change (Impoverishment of lands, decline in
rainfall and production)
Growing urbanization to the detriment of orchards
(decline in production)
Total low volume/low quality
Lack of trade infrastructure due to lack of
Logistics
investment, political will and high cost
Logistics constraints
Lack of ships specialized in the transportation of
fresh products (reefers and refrigeration)
Lack of good roads
Lack of reefers
Total logistics

Proce
ssing

15
15

20

30

Lack of packaging sheds

Foreign competition

17
174

208

10
266

125

56
20
15
35
30
17
10
773

121

ANNEX 10 PROFITABILITY ANALYSIS

Table 18 Profitability of fresh mango exports by sea
CIGAR BOX 1 Fresh mangoes, packaged in cartons of 4 kg, 5120 cartons per sea container (20.5 ton)
USD
per ton
Price (C&F Rotterdam)
1,125 100% Turnover
Sea freight
181 16%
Total costs
Profit before tax
Freight within the country
225 20%
P (EXW)
720 64%
Profit %
Price (Mangoes, delivered)
Processing ratio
Cost of raw materials
Other ingredients
VC1

267
1.00
267 47%
0 0%
267 47%

Cost of production per hour

Volume or production per hour
VC2

74
1.00
74 13%

Cost of packaging (cellophane + carton)

Number of packages per ton
VC3

0.80
250
200 35%

Loss of finished product

VC

October 2010
USD
per year
1,583,398
1,318,770
264,628
17%

Investment value
Depreciation %
FC1

50,000
6.7%
3,333 4%

Loans
Interest rates, financial charges
FC2

20,000
5.0%
1,000 1%

Number of FTE employed

Permanent salaries, social contributions
Other fixed expenses
FC3

5
62,400 81%
10,000 13%
72,400 94%
76,733 100%
90.0%

5.0%
568 100%

FC
FC
FC % attributed to the product
FC (attributed to the product)

Gross margin
Gross margin %

152
21%

Volume sold in kg
Contribution

VC

568 95%

Break even volume

Raw materials purchased

FC / q
TC / q
Profit / q
Note: figures in

69,060
2,200
333,688
455
2,200

31 5%
Input capacity per hour in KG
Working hours per day
Production season in days
120
Max. input capacity per year in kg
Capacity utilization
blue are assumptions; figures in pink are calculated in another sheet; figure in black are formulas.
599 100%

1.0
22
120
2,640
83.3%

Table 19 Profitability of fresh mango exports by air

CIGAR BOX 1 Fresh mangoes packaged in cartons of 5kg, 500 cartons per air container (2.5 tons)
USD
per ton
Price (C&F Rotterdam)
2,075 100% Turn over
Airfreight
1,187 57%
Total cost
Profit before tax
Freight within the country
60 3%
P (EXW)
828 40%
Profit %
Price (Delivered mangoes)
Processing ratio
Cost of raw materials
Other ingredients
VC1

330
1.00
330 59%
0 0%
330 59%

Cost of production per hour

Volume of production per hour
VC2

74
1.00
74 13%

Cost of packaging (cellophane + carton)

Number of packages per ton
VC3

0.60
250
150 27%

Loss of finished product

VC

1.0%
560 100%

Investment value
Depreciation %
FC1

50,000
6.7%
3,333 4%

Debt
Interest rates, financial charges
FC2

20,000
5.0%
1,000 1%

Number of FTE employed

Permanent salaries, social contributions
Other fixed charges
FC3

5
62,400 81%
10,000 13%
72,400 94%

FC
FC
FC % attributed to the product
FC (attributed to the product)

76,733 100%
10.0%

220
59,061

Gross margin
Gross margin %

268
32%

Volume sold in kg
Contribution

VC

560 94%

Break even volume

Raw materials purchased

FC / q

7,673

29
220

35 6%

TC / q

Input capacity per hour in kg

Working hours per day
Production season in days
234
Max input capacity per year in kg
Capacity utilization %
pink are calculated on another sheet; figures in black are formulas.
594 100%

Profit / q
Note: Figures inn blue

October 2010
USD
per year
182,160
130,772
51,388
28%

are assumption; figures in

1.0
22
120
2,640
8.3%

122

Table 20 Profitability of mango pulp exports of 16 brix by ship

CIGAR BOX 1 Mango pulp, (16 bx) packaged in aseptic sacs in drums of 210 kg
USD
per ton
Price (C&F Rotterdam)
800 100% Turnover
Sea freight
176 22%
Total costs
Profit before tax
Freight within the country
219 27%
P (EXW)
405 51%
Profit %
Price (delivered mangoes)
Processing ration
Cost of raw materials
Other ingredients
VC1

104
2.00
208 44%
5 1%
213 45%

Cost of production per hour

Volume of production per hour
VC2

30
1.25
24 5%

Cost of packaging (aseptic sac, drum, label)

Number of drums per ton
VC3

52
4.5
236 49%

Loss of finished products

VC

1.0%
478 100%

FC
FC
FC % attributed to the product
FC (attributed to the product)

Gross margin
Gross margin %

-74
-18%

Q Volume sold in kg
Contribution

VC

478 89%

FC / q

Investment value
Depreciation %
FC1

840,000
6.7%
56,000 39%

Debts
Interest rate, financial charges
FC2

336,000
12.0%
40,320 28%

Number of FTE employed

Permanent salaries, social contributions
Other fixed charges
FC3

Break-even volume
Raw materials purchased

30
18,750 13%
30,000 21%
48,750 34%
145,070 100%
100.0%
145,070

2,500
184,180
1,969
5,000

58 11%

TC / q

Input capacity per hour in KG

Working hours per day
Production season in days
-132
Max. Input capacity per year in kg
Capacity utilization %
are calculated on another sheet; figure in black are formulas.

1.25
22
100
2,750
90.9%

536 100%

Profit / q
Note: Figure in

October 2010
USD
per year
1,011,905
1,341,155
-329,250
-33%

blue

Are assumption; figures in

pink

Table 21 Profitability of mango juice 25% pulp on the local market

CIGAR BOX 1 Mango juice (25% pulp), packaged in 200 ml sachets, 25 per sac (5kg)
USD
per ton
Price (delivered in Bamako)
1,600 100% Turnover
Freight within the country
286 18%
Total costs
Profit before tax
Sales commission, 33%
397 25%
P (EXW)
917 57%
Profit %
Price (mango pulp)
Processing ratio
Cost of raw materials
Other ingredients
VC1

536
0.25
134 19%
150 21%
284 40%

Cost of production per hour

Volume of production per hour
VC2

30
0.54
56 8%

Value of investment
Depreciation %
FC1

384,000
6.7%
25,600 30%

Debts
Interest rates, financial charges
FC2

153,600
12.0%
18,432 22%

Number of FTE employed

Permanent salaries, social contributions
Other fixed expenses
FC3

5
11,250 13%
30,000 35%
41,250 48%
85,282 100%
100.0%

Cost of packaging (sachets, sac)

Number of drums per ton
VC3

1.8
200.0
360 51%

Loss of finished products

VC

1.0%
707 100%

FC
FC
FC % attributed to the product
FC (attributed to the product

Gross margin
Gross margin %

211
23%

Volume q sold in kg
Contribution

VC

707 97%

Break-even volume
Raw materials used

FC / q

85,282
4,000
842,502
405
1,000

40% Of pulp produced

21 3%

TC / q

Input capacity per hour in KG

Working hours per day
Production season in days
189
Max. input capacity per year in kg
Capacity utilization %
pink are calculated in another sheet ; figures in
black are formulas.
728 100%

Profit / q
Note: Figures in blue

October 2010
USD
per year
3,669,173
2,911,953
757,220
21%

are assumptions; figures in

0.54
22
360
4,277
93.5%

123

Table 22 - Profitability of dried mango exports

CIGAR BOX 1 - CABINET DRIED ORGANIC MANGO SLICES in bag of 100g, 50 per carton box (5 kg)
USD
per ton
Price (C&F Le Havre)
10,000 100% Total Revenue
Commission 5%
500 5%
Total Cost
Transport
224 2%
Profit Before Tax
Price (EXW Bobodioulasso)
9,276 93%
Profit %
Return on Investment %
Price (Raw Mango, delivered factory)
Processing ratio
Raw Material cost
Other ingredients
VC1

200
15.0
3,000 70%
0%
3,000 70%

Production cost per batch per cabinet

Production volume (ton per batch)
VC2

35
0.050
700 16%

Cost of packing bag, label, box)

Number of boxes per ton
VC3

2.95
200
590 14%

USD
per year
55,102
46,687
8,416
15%
13%

Asset value
Depreciation %
FC1

64,000
10.0%
6,400 30%

Debt (40% of Asset value)

Interest rate
FC2

25,600
24.0%
6,144 29%

Number of FTE employed

Salaries staff incl. social taxes
Other overhead, repairs, maintenance
FC3

VC

4,290 100%

FC
FC % attributed to product
FC (attributed to product)

Gross margin
Gross margin %

4,986
54%

Volume sold q (ton)

Contribution

FC / q

3,570 45%

Break even volume (sales)

Break even volume (raw material)

TC / q

7,860 100%

8.00
4,160 20%
4,500 21%
8,660 41%
21,204 100%
100.0%
21,204
5.9
29,620
4.3
64

Output capacity per batch in ton

0.050
Drying time per batch in days
0.75
Profit / q
1,417
Length of harvesting season in days
120
Max. output capacity per year
7.9
Capacity utilization %
75.0%
Note: figures in blue are assumptions; figures in pink are calculated in another sheet; figures in black are formulas

124

ANNEX 11 MANGO PRODUCTION INFORMATION IN ECOWAS COUNTRIES

Table 23 Value of mango production in ECOWAS countries
2

BENIN

produc-tion quantit 2010

8,662,000
%
en tonnes

655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
BURKINA FASO

1%
2%
51%
6%
40%
100%
2

130
260
6,630
780
5,200
13,000
3

produc-tion quantit 2010

15,234,000
%
en tonnes
655
1 top qualit superieure 1%
400
2 premire qualit
8%
6,400
3 deuxime qualit
56%
44,800
4 troisime qualit
6%
4,400
5 pertes
30%
24,000
5 total
100%
80,000
2
3
CABO VERDE
produc-tion quantit 2010
500,000
%
en tonnes

655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
COTE D IVOIRE

20,591,000
655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
GAMBIA
1,660,000
40.6
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
GHANA

7%
18%
28%
27%
20%
100%
2

315
810
1,260
1,215
900
4,500
3

produc-tion quantit 2010

%
en tonnes
0%
12%
60%
8%
20%
100%
2

60
7,140
36,000
4,800
12,000
60,000
3

produc-tion quantit 2010

%
en tonnes
1%
7%
60%
13%
20%
100%
2

63
875
7,500
1,563
2,500
12,500
3

produc-tion quantit 2010

23,351,000
%
en tonnes

1.96
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
GUINEE

9100
1
2
3
4
5
6

2%
15%
63%
10%
10%
100%
2

140
1,050
4,410
700
700
7,000
3

produc-tion quantit 2010

9,833,000
%
en tonnes
top qualit
premire qualit
deuxime qualit
troisime qualit
pertes
total

0%
5%
58%
7%
30%
100%

52
1,300
15,080
1,820
7,748
26,000

9
prix du
march
EUR/kg
0.15
0.12
0.08
0.04
0.05
8
prix du
march
EUR/kg
0.23
0.09
0.04
0.03
0.03
8
prix du
march
EUR/kg
0.89
0.74
0.59
0.52
0.50
8
prix du
march
EUR/kg
0.23
0.23
0.15
0.09
0.13
8
prix du
march
EUR/kg
0.16
0.16
0.12
0.07
0.10
8
prix du
march
EUR/kg
0.51
0.41
0.20
0.13
0.21
8
prix du
march
EUR/kg
0.24
0.04
0.05
0.03
0.04

valeur en
EUR *1000
20
32
506
30
587
valeur en
EUR *1000
92
586
1,710
134
2,522
valeur en
EUR *1000
279
597
744
627
2,248
valeur en
EUR *1000
14
1,635
5,496
440
7,585

valeur en
EUR *1000
10
140
924
115
1,189
valeur en
EUR *1000
71
429
900
89
1,489
valeur en
EUR *1000
13
48
829
50
939

valeur %
4%
23%
68%
5%
0%
100%
7

655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
NIGER

14,704,000
655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
NIGERIA

210
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
SENEGAL

0%
22%
72%
6%
0%
100%
7

12,211,000
655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
SIERRA LEONE

valeur %

5,560,000

valeur %

1%
12%
78%
10%
0%
100%
7

5600
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
TOGO

490
4,200
37,800
2,800
24,500
70,000
3

produc-tion quantit 2010

%
en tonnes
0%
5%
55%
3%
37%
100%
2

5
250
2,750
150
1,850
5,000
3

0.3%
2%
62%
7%
29%
100.0%
2

2,190
10,950
452,600
51,100
213,160
730,000
3

produc-tion quantit 2010

%
en tonnes
1%
5%
56%
8%
30%
100%
2

300
3,000
33,600
4,800
18,000
60,000
3

produc-tion quantit 2010

%
en tonnes
0%
5%
60%
1%
34%
100%
2

400
4,800
80
2,720
8,000
3

produc-tion quantit 2010

6,459,000
%
en tonnes

valeur %
5%
29%
60%
6%
0%
100%
7

655
1 top qualit
2 premire qualit
3 deuxime qualit
4 troisime qualit
5 pertes
6 total
ECOWAS

valeur %

282,683,000

1%
5%
88%
5%
0%
100%

0.7%
6%
54%
4%
35%
100%
2

produc-tion quantit 2010

151,212,000
%
en tonnes

valeur %
12%
27%
33%
28%
0%
100%
7

produc-tion quantit 2010

12,706,000
%
en tonnes

valeur %
3%
5%
86%
5%
0%
100%
7

MALI

1
2
3
4
5
6

top qualit
premire qualit
deuxime qualit
troisime qualit
pertes
total

0%
2%
56%
4%
38%
100.0%
2

200
5,600
400
3,800
10,000
3

produc-tion quantit 2010

%
en tonnes
0.4%
3.4%
60%
7%
29%
100%

4,145
36,835
652,830
74,608
317,078
1,086,000

9
prix du
march
EUR/kg
0.14
0.11
0.05
0.02
0.04
8
prix du
march
EUR/kg
0.44
0.17
0.07
0.06
0.05
8
prix du
march
EUR/kg
0.60
0.48
0.07
0.05
0.06
8
prix du
march
EUR/kg
0.38
0.31
0.15
0.06
0.11
8
prix du
march
EUR/kg
0.36
0.36
0.27
0.13
0.18
8
prix du
march
EUR/kg
0.15
0.15
0.11
0.04
0.07
8
prix du
march
EUR/kg
0.48
0.28
0.08
0.06
0.06

valeur en
EUR *1000

valeur
%

67
481
2,020
64
2,632
valeur en
EUR *1000
2
44
199
9
254
valeur en
EUR *1000
1,304
5,214
32,329
2,433
41,280
valeur en
EUR *1000
115
916
5,130
278
6,439

valeur en
EUR *1000
143
1,286
11
1,439
valeur en
EUR *1000
31
641
15
687
valeur en
EUR *1000
1,986
10,295
52,713
4,296
69,290

3%
18%
77%
2%
0%
100%
7
valeur
%
1%
17%
79%
3%
0%
100%
7
valeur
%
3%
13%
78%
6%
0%
100%
7
valeur
%
2%
14%
80%
4%
0%
100%
7
valeur
%
0%
10%
89%
1%
0%
100%
7
valeur
%
0%
4%
93%
2%
0%
100%
7
valeur
%
3%
15%
76%
6%
0%
100%

125

Table 24 Mango production information in Benin

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas

Area1
zou
min

2 Production volume of mango in ton (min max)

700

General state of the plantations / production

5 Production problems encountered

1,250

Cost
Cost
Cost
Cost
Cost
Cost
Cost

300

465

Area5
borgou
max

350

min

420

Area6
Atlantique
max

600

min

950

max

450

520

max

min

max

min

max

min

max

min

max

50

80

60

70

40

90

40

70

60

100

gouvrneur

% of area

kent

% of area

camerounise

% of area

gourv

50%

gourv

45%

gourv

45%

Kent
35%
gouvrneur
25%
amelie
10%
camero
30%
500 producteurs au
total / production pour
2009 est de 6000t
environs

cameroun
50%
Kent
5%
gouv
15%
Amelie
30%
problemes lis aux
maladies de la mangue /
Absence de fonds de
roulement / Faible appui
technique pour le respect
difficultes d'acces aux difficult d'acces aux
credits adapts au
quipements de pointe
mcanisme et au
pour la transformation
cycle de production

start

finish

start

finish

mai

July

mai

July

start

finish

start

finish

dec

fev

dec

fev

Name

km

Name

km

zou
couffo

150 colline
80 mono

gouver
Keith
Amelie
camerounise

50% camern
10% amelie
15% kent
25%

Faible formation technique

de production et de
qualit / Manque de
ressources financires
pour l'entretien des
plantations
start

finish

May

july

start

finish

dec

fev

Name

km

200 borgou
60 atlantique

15% camern
10% amelie
20% kent

Faible appui aux

centres de
recherches pour la
lutte contre les
maladies de la
mangue
start

finish

start
Name

15% camern
10% amelie
20% kent

Faible organisation
des acteurs par
chaine de valeur:
producteurs
,tranformateurs,expor
tateurs
start

finish

finish

start

km

Name

450 atacora
50 littoral

15%
10%
20%

start

finish

finish

start

finish

km

Name

km

600 donga
10

550 alibori

400

Volume ton Comments

750
300
0
950

jan

11
12
13
14
15
17
18

min

min

2
5
0
20

Market price per kg mango in the capital

- High
Medium season
- Low season

860

Area4
alibori
max

80

Number

10

500

min

max

7 Harvest season 2: Main Season

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

Area3
donga
max

50

6 Harvest season 1: Main Season

8 Distance to consumer markets / sea port / airport

min

min

3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

Area2
colline
max

feb

100
125
150

mar

100
125
150

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

100
80
575
150,000
150,000
700
10%

apr

100
125
150

may

100
125
150

jun

jul

50
60
70

50
60
70

aug

50
60
70

sep

oct

80
90
80

nov

80
90
80

dec

80
90
80

80
90
80

100
125
150

Comments:

24%

Table 25 Mango production information in Burkina Faso

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

min

max

10,000
min

min

Area3
Lippens
max

20,000

10,000

max

min

min

20,000
max

Area4
Kent

max

10,000
min

min

20,000
max

10,000

Area5
Keith
max

20,000

min

max

min

5,000

Area6
Springfield
max

10,000

min

max

min

5,000

150

20

150

20

150

20

150

20

150

20

150

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

20% Lippens
20% Springfield

10%
5%

Production problems encountered

antracnose pendant la saison des pluies, recoltes prcoce dues la pauvret des producteurs, fluctuation des prix aux producteurs,

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

Avril

Mai

Juin

Juillet

Mai

Juin

Avril

Mai

Juin

Juillet

Juin

Juillet

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

Name

km

Name

km

Name

km

Name

km

Name

km

Name

km

Ouagadougou
Bobo
Niamey
Orodara
Europe
Number

10
65
3
5
jan

Market price per kg mango in the capital

10

Cost
Cost
Cost
Cost
Cost
Cost
Cost

- High
Medium season
- Low season

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

max

20

General state of the plantations / production

7 Harvest season 2: Main Season

max

10,000

min

Keith
10% Autres
5%
Amelie
30% Amelie
30%
pauvrt des sols, vieillesse des plantes et phenomne des changesments climatiques, attaque parasitaires

6 Harvest season 1: Main Season

11
12
13
14
15
17
18

Area2
Brooks

Name

Kent
Brooks

4 Mango varieties planted (max four)

Area1
Amelie(Greffe)

500
100
1000
10
5000

500
100
1000
10
5000

Ouagadougou
Bobo
Niamey
Orodara
Europe

500
100
1000
10
5000

Ouagadougou
Bobo
Niamey
Orodara
Europe

500
100
1000
10
5000

Ouagadougou
Bobo
Niamey
Orodara
Europe

500
100
1000
10
5000

Ouagadougou
Bobo
Niamey
Orodara
Europe

500
100
1000
10
5000

Volume ton Comments

3000
600
10000
20000
feb

500
500
500

Ouagadougou
Bobo
Niamey
Orodara
Europe

mar

500
500
500

apr

500
500
500

113
80
625
40,000

15%

may

300
300
300

200
200
200

jun

jul

200
200
200

aug

200
200
200

300
300
300

sep

500
500
500

oct

nov

500
500
500

500
500
500

dec

500
500
500

Comments:

27%

126

Table 26 Mango production information in Ivory Coast

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

General state of the plantations / production

5

Production problems encountered (3)

Area 1
SAVANE (1)
max

100,000

120,000

min

7 Harvest season 2: Main Season

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
Number of processors of mango PULP
Number of processors of mango JUICE

11
12
13
14
15
16
17

Area 3

max

2,000

min

Area 4
max

Area 5

min

max

min

Area 6
max

min

max

2,500

max

min

100

150 cfa

100 cfa

150 cfa

Name

% of area

Name

% of area

max

min

max

min

max

min

max

min

max

Name

% of area

Name

% of area

Name

% of area

Name

% of area

kent
73% kent
73%
keit
10% keit
10%
palmer
5% palmer
5%
amelie
10% amelie
10%
zill
2% zill
2%
plus de 15000 ha de plantations pour 5000 exploitants et 6 coopratives - verger en rajeunissement

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

Name

km

Name

km

Name

km

Name

km

Name

km

Name

km

Europe
Europe

7000 (10 jrs)

6000 (10jours)

Number

Volume ton Comments

100 ?
1?
1?
1
jan

Market price per kg mango in the capital

min

infestations parasitaires - mouches de fruits, cochenille farineuse, anthracnose, vergers vieillissants, absence de financement, absence d'units
de transformation
finish
start
finish
start
finish
start
finish
start
finish
start
finish
mars
juillet
mars
juillet

6 Harvest season 1: Main Season

10

Area 2
DENGUELE (2)

min

Nouvelle SAFCO COTIVANA : Producteur de tranches surgeles, jus et concentr de mangue

transformation base sur les carts de triage des exportateurs de fruits frais
130
feb

- High (3)
neant
Medium season
- Low season

mar

neant
neant
neant

Cost of electricity for households (per kWh)

Cost of electricity for industry (per kWh)
Cost of electricity diesel (per liter)
Cost of skilled labor (per month, including social taxes)
Cost of transport (10 ton truck per 100 km)
Cost of a carton box (30 x 40 x 20 cm)
Cost of credit (min max %)

apr

100
100
100

75
97
615
180,000
70,000
350
10%

may

150
150
150

jun

150
150
150

jul

aug

150 neant
150 neant
150 neant

sep

neant
neant
neant

oct

neant
neant
neant

neant
neant
neant

nov

neant
neant
neant

dec

neant
neant
neant

Comments:les valeurs en rouge du volet Q1 du tableau correspondent

15%

Table 27 Mango production information in Gambia

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

Area1
Western Division

Area2
Lower River Div.

min

max

Area3
North Bank Div.

Area4

Area5

Area6

min

max

min

max

min

max

min

max

min

min

max

min

max

min

max

min

max

min

max

min

max
max

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

To be made available

Haden

50% Kent

20% Keitt

20% Maya

10% Jur

4 Mango varieties planted (max four)

General state of the plantations / production

5 Production problems encountered

6 Harvest season 1: Main Season

7 Harvest season 2: Main Season

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

Good
Please note the 2
commercial farms are
internationally certified

Fair

Fair

- Freight
- Fertilizer cost
- Electricity cost
- Out-grower challenges

- Transportation
- Fertilizer cost
- Out-grower challenges

- Transportation
- Fertilizer cost
- Out-grower challenges

finish

start

finish

start

April

start

July

April

July

April

July

start

finish

start

finish

start

finish

N/A

N/A

N/A

N/A

N/A

N/A

Name

km

Name

km

Name

km

Seaport
Airport

Number

Market price per kg mango in the capital

- High
Medium season
- Low season

11
12
13
14
15
16
17

Cost
Cost
Cost
Cost
Cost
Cost
Cost

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

Volume ton

2
0
0
0
jan

10

35 Seaport
10 Airport

finish

70 Seaport
40 Airport

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

Name

km

Name

km

Name

km

oct

nov

dec

20
35

Comments

Radville Farms Limited & Gambia Horticultral Enterprises (GHE)

Blueskies Ltd sells tons of mango to Ghana for processing
feb

mar

apr

D10/kg

6.18 Postpaid Meter

7.65 Postpaid Meter
33.00
$100-$200/ton Depending on items
18%

30%

may

D10/kg

jun

D5/kg

jul

aug

sep

D3/kg

D10/kg

D10/kg

Comments: There are 2 types of tariffs in The Gambia - Prepaid and Postpaid tariffs.
Prepaid tariffs are flat tariffs at D6.18, D7.20, and D7.65 for Domestic, Agriculture/Area
Councils/Govt/, and Industries, respectively.
Postpaid tariffs are levied on consumption ranges as follows:
0-40kWh (D1.92); 41-600kWh (D6.18); 601-1000kWh (D6.65); >1000kWh (D7.20) for
Domestic consumption.
Agriculture D7.20 irrespective of cons; Industries 7.65 irrespective of cons.

127

Table 28 Mango production information in Ghana

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

General state of the plantations / production

Area1
Somanya
max

2,000

10,600

min

max

Production problems encountered

6 Harvest season 1: Main Season

7 Harvest season 2: Main Season

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

1,000
min

max

min

max

4,000
max

Area4
Kintampo

min

Area5
wenchi

max

min

max

min

max

min

max

min

max

min

max

80p

50p

80p

9,400

80p

50p

80p

50p

80p

50p

80p

50p

Name

% of area

Name

% of area

Name

% of area

Name

keitt
kent

80% keitt
20% kent

Generally good
because of
interventions from
various bodies like

80% keitt
20% kent

ADVANCE
ETC

EDIF,
TIPCEE,
MIDA

Antracnosis and fruit Antracnosis and fruit flies

flies during major
during major season
season

start

80% keitt
20% kent

Generally good because of Generally good because

interventions from various of interventions from
bodies like
various bodies like

ADVANC EDIF,
E ETC
TIPCEE,
MIDA

Area6
Tamale

min

% of area

ADVANCE
ETC

% of area Name

80% keitt
20% kent

Generally good
because of
interventions from
various bodies like
EDIF,
TIPCEE,
MIDA

Generally good
because of
interventions from
various bodies like

ADVANC EDIF,
E ETC
TIPCEE,
MIDA

Antracnosis and fruit flies fruit flies during major

during major season
season

% of area

80% keitt
20% kent

80%
20%

Generally good because of

interventions from various
bodies like

ADVANC EDIF, TIPCEE, ADVANCE

E ETC
MIDA
ETC

fruit flies during

major season

fruit flies during major season

finish

start

finish

start

finish

start

finish

start

finish

start

finish

may

July

may

July

may

July

may

July

may

July

may

July

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

December

February

December

February

Name

km

Name

km

Name

km

Name

km

Name

km

December February
km

Tema
Accra

Number

40 Tema
55 Accra

jan

35 Tema
45 Accra

200 Tema
210 Accra
Kumasi

450 Kumasi
432 Tema
180 Accra

152 Kumasi
440 Tema
422 Accra

378
610
592

Volume ton Comments

9
5,500
6 INSIG
1 INSIG
6
feb

10

Market price per kg mango in the capital

- High
GHC 1-1.2 GHC 1-1.2
Medium season
- Low season

11
12
13
14
15
17
18

Cost
Cost
Cost
Cost
Cost
Cost
Cost

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

Area3
Kpando
max

50 p

Name

8 Distance to consumer markets / sea port / airport

min

Name

EDIF,
TIPCEE,
MIDA

Area2
Dodowa

min

Notably, Yilo Krobo Mango farmers association, Bassam, Dangme-West Manfo Farmers Association
Ebunut is known in this segment of the value chain
Sunripe company limited
Notably, Blue Skies, Sunripe
mar

apr

jun

jul

aug

sep

oct

nov

1.4 GHC 1-1.2

dec

GHC 1.4
GHC 1.3

GHC 1.6

9.5-17p
1
100
350
US$ 1
13%

may

GHC 1.4

GHC 1.6

GHC 1.6

GHC 1.6

Comments:

35%

128

Table 29 Mango production information in Guinea

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

General state of the plantations / production

Production problems encountered

6 Harvest season 1: Main Season

Area1
Guine Maritime
min

max

5,000

Area2
Haute Guine
min

10,000

Commentaires TH

Area4

Area5

Area6

max

10,000

16,000

min

max

min

max

1100

1500

1100

2500

Name

% of area

Name

% of area

surestim
ok

Keitt
70%
Palmer
15%
Kent
10%
Smith
5%
Manguiers trs gs
avec une production
trs faible

Keitt
75%
Palmer
15%
Kent
5%
Amelie
5%
Existence de vergers
notamment Mandiana
et Kankan majorit
Keitt

OK
OK
OK
OK
OK

OK
OK
OK
OK

Anthracnose dominante
ds le dbut des
grandes pluies
(gnralement mois de
mai). Prsence de la
mouche des fuits

Prsence d'anthracnose Exact, antracnose reste

et une dominance de la stable, mouche est un trs
mouche des fruits
srieux parasite
depuis quelques
annes

start

finish

start

finish

start

finish

avril

juin

mai

juillet

ok

ok

Name

km

Name

km

start

finish

start

jul

aug

sep

finish

start

oct

nov

finish

7 Harvest season 2: Main Season

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

Kindia
Tliml

135 Kankan
250 Mandiana
Siguiri

Number

Volume ton

2
0
2
2
jan

10

Market price per kg, in Eur mango in the EUROPE - High

Medium season
- Low season

11
12
13
14
15
17

Cost
Cost
Cost
Cost
Cost
Cost

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)

18 Cost of credit (min max %)

ok
OK
OK

Comments

1100 2009 Sipef Guine = 380 tonnes, 2010 = 1000 tonnes.

0
2000 ??
200 ??
feb

4.2
3.2
1.8

650
ok
750 peu de fruits
800

mar

5.5
3.5
1.8

apr

5.5
3.5
2

voir Yaya
voir Yaya
GNF 6500
voir Yaya
Usine port : GNF 1,6 MIO Frigo
Eur 0,43/unit

may

5.5
3.5
2

jun

5.5
3.5
2

5.5
3.5
2

4
3.2
2

4
3.2
2

4
3.2
2

4
3.2
2

dec

4
3.2
2

5.5
3.5
2

Comments: une baisse significative des exportations de mangues depuis une dizaine d'annes.
Le verger Guinen est peu ou pas entretenu mais le matriel vgtal agricole existe!!. Malgr les
exportations et rcoltes sur les mmes zones, peu de paysans plantent ou surgreffent les
varits commerciales. Les supports la production et l'exportation de produits agricoles
doivent se consolider: intrants locaux coteux, et inexistants, rgimes (fiscalit) des exportateurs
et producteurs favoriser (exonration sur la TVA, energie dtaxe etc...). Mise en place active
d'une cellule technique pour dynamiser les producteurs exportateurs. Fonder une association
professionnelle de producteurs/exportateurs qui communiquera et travaillera de concert avec la
cellule technique et les autorits de tutelle. Monter des dossiers de soutien la production, et
la diversification des ressources pour lutter contre la pauvret. Lutte contre la mouche des fruits
par pigeage doit devenir LA PRIORITE trs court terme pour viter la disparition totale des
petits producteurs et des exportations. Mettre en place en parallle un ou plusieurs vergers 'en
culture intensive' afin de promouvoir le potentiel de la spculation. Le but final tant de dvelopper
l'origine sur les marchs de consommation, en quantit et en qualit, en cherchant rallonger la
priode de prodction et d'exportation: promouvoir d'urgence les exportations de mangues de la
rgion de Kankan et Mandiana en favorisant l'appelation "origine Guine".

Min 15% max 35%

129

Table 30 Mango production information in Mali

Q1 Production information (per area in 2009)

SIKASSO

Names of the principal mango growing areas

Production volume of mango in ton en millier (min max)

Price range of raw mango for farmer per kg in 2009 CFA

Production problems encountered

Bamako/Koulikoro

max

min

120
min

70

80
% of area

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

50

min

65

75

Name

% of area

KENT
15%
KEIIT
15%
AMELIE
20%
VALENCIA
2%
Veillisssement des vergres,
Trop de vaits fibreuses,
mouche de fruit, vergers
htrognes, petites tailles
des vergers

max

35

40

Name

% of area

KENT
10%
KEITT
10%
AMELIE
13%
VALENCIA
2%
Mouche des fruits, petites
tailles des vergers,faible
pourcentage de varits
exportables, vergers non
entretenus
Faible rendement, nuisbles,
absence de bonnes pratiques
agricoles

start

f inish

f inish

start

f inish

Mars

Juin

Avril

Mi Jjuillet

Avril

Juin

Name

km

Name

km

Name

km

Port d'Abidjan
Aroport Bamako
Ouagadougou

Distance to consumer markets / sea port / airport

max

30

max

Faible rendement, vergers

Faible rendement, vergers
htrognes (plusieurs vaits
hetrognnes, nuisibles
dans le mme verger, parfois
sur le mme hectare),
organismes nuisibles (mouche
de fruit, cohenille farineuse),
malformation des fruits.

Harvest season 2: Main Season

Number

900 port Abidjan

350 Port Dakar
200

1200 Bamako
1000 Nouakchot
Dakar

250
650
700

Volume ton

Environ 20
Environ 35

5.717
9
1 test
6 march local

jan

10

Market price per kg mango in the capital

- High
Medium season
- Low season

11
12
13
14
15
16
17

Cost
Cost
Cost
Cost
Cost
Cost
Cost

of
of
of
of
of
of
of

80

min

Name

min

60

max

KITA

max

140

KENT
20%
Mango varieties planted (max four) Varits exportables KEITT
20%
AMELIE
22%
BROOKS
5%
General state of the plantations / production
Faible densit, veillissement
des vergers, beaucoup de
varits non exportables

min

f eb

may

jun

jul

aug

electricity for households (per kWh)

electricity for industry (per kWh)
electricity diesel (per liter)
skilled labor (per month, including social taxes)
transport (10 ton truck per 100 km)
a carton box (30 x 40 x 20 cm)
credit (min max %)

106 FCFA
Comments: Le cot du transport d'un conteneur de 2 pieds
104 FCFA
est de 7,000 euros de Bamako/Port Europeen (Anvers,
590 FCFA
Marseille) reparti: Bmako/Pprt africain: 4,300 euros et Port
A prciser au cours
africain/Port
de l'ateleir
Eupeen : 1800 2000 euros, Ajouter divers frais,
Voir commentaires
400 FCFA
douze - 15

Table 31 Mango production information in Nigeria

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

General state of the plantations / production

Area1
Sebore Farms
min

max

15,000

7 Harvest season 2: Main Season

min

2100

3000

Name

% of area

Kent
Tommy
Keith
Maya
High yield

40%
50%
35%
30%

start

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

11
12
13
14
15
16
17

Market price per kg mango in the capital - High

Medium season
- Low season
Cost
Cost
Cost
Cost
Cost
Cost
Cost

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

min

20,000

Area4

max

5,000
min

max

21000

3000

2600

3000

Name

% of area

Name

% of area

Admiral'a
50%
Admiral'a
60%
Admiral'a
25%
Admiral'a
30%
Young trees, reasonable
harvest

Admiral'a
Admiral'a
Admiral'a
Admiral'a

Antrancosis during rainy

season

Harvested at good time

finish

start

finish

start

finish

July

April

July

May

August

finish

start

finish

start

finish

km

Lagos
Holland

Name

December November
km

750 Yola
Yola

Air

Number

October

Name

Area6

min

max

min

max

min

min

max

min

max

min

max
max

Name

% of area

Name

% of area

Name

% of area

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

Name

km

Name

km

Name

km

jul

aug

sep

oct

nov

dec

60%
60%
40%
45%

start

September October

Area5

9,000

max

April

December
km

65 Abuja
65 Abuja

700
700

Volume ton Comments

5
0
2
2
jan

10

Area3
Barck Farms

max

10,000

max

Name

8 Distance to consumer markets / sea port / airport

min

25,000

min

5 Production problems encountered

6 Harvest season 1: Main Season

Area2
Mayo-Belwa

1500
0
1400
900
feb

mar

apr

4500
400
280
250
15,000
6,500
1,000
20%

may

3400

3400

5000

5100

jun

3600

3600

3700
3700

3700
3700

4000
3800

Comments:

30%

130

Table 32 Mango production information in Senegal

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)

Area1
Niayes

General state of the plantations / production

5 Production problems encountered

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE
Market price per kg mango in the capital - High
Medium season
- Low season

11
12
13
14
15
16
17

Cost
Cost
Cost
Cost
Cost
Cost
Cost

Area5

Area6

40000

5000

20000

min

max

min

max

min

max

min

max

min

max

min

max

min

max

min

max

min

max

100

300

50

150

100

200

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

KENT
KEITH
autres variets

50% KENT
20% KEITH
30% autres variets

30 KENT
50 KEITH
20 autres variets

30
10
60

plantation industrielle plantations traditionnelles, debut de plantation

et traditionnellle
gros arbres et vieux arbres moderne et plantation
traditionnelle
manque d eau et
mouches des fruits

start

finish

manque d eau et mouche manque d eau et mouche

des fruits et aussi
des fruits et enclavement
enclavement tres fort
tres fort

start

finish

start

finish

start

finish

start

finish

juin

aout

mai

juillet

mai

juil

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

serpt

octo

Name

km

Name

km

Name

km

Name

km

Name

km

Name

km

jul

aug

sep

oct

nov

dec

DAKAR

40 DAKAR

Number

start

finish

400 DAKAR

150

Volume ton Comments

25
6400 principalement dans la zone des niayes
2
Quelques industries
0
quelques industries
importe de la pulpe d inde
jan

10

Area4

10000

6 Harvest season 1: Main Season

7 Harvest season 2: Main Season

Area3
Fimela

60000

3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

Area2
Casamance

20000

feb

mar

apr

may

jun

700
400
300

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

VAR
VAR
VAR
VAR
10,000
394
7,5%-17%

cost of transport 10fcfa le kg; prix du cartons 394 fcfa le carton de 4kg

Table 33 Mango production information in Sierra Leone

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas

Area1
Kabala
min

2 Production volume of mango in ton (min max)

4,000

3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

General state of the plantations / production

5 Production problems encountered

6 Harvest season 1: Main Season

Area2
Port Loko
max

6,000

min

4,000

Area3
Kambia

max

min

6,000

Area4
Makeni

max

4,000

5,000

Area5
Magburaka

Area6
Moyamba

min

max

min

max

min

3,000

4,000

3,000

4,000

2,000

max

3,000

min

max

min

max

min

max

min

max

min

max

min

max

1000

2000

1000

2000

1000

2000

500

1000

500

1000

500

1000

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

common
laberu
big sheri
shiptone
High yield due to soil
fertility

common
laberu
big sheri
shiptone
Tall trees affects yield
grown in the yield

common
laberu
big sheri
shiptone
Tall trees grown in the
whild

common
laberu
shiptone

common
laberu
big sheri

common
big sheri

Tall trees grown in

the whild

Tall trees grown in

the whild

Tall trees grown in

the whild

Early harvesting
Black pod affect
product

Early harvesting, black

peds affect product

Early harvesting poor

transport network

Early harvesting poor Early harvesting poor Early harvesting poor

transport network
transport network
transport network

finish

start

finish

start

finish

start

finish

start

finish

start

finish

March

sept

march

sept

april

august

april

Dec

april

dec

may

sept

start

finish

start

finish

start

finish

start

finish

start

finish

start

finish

Aug

dec

Aug

Dec

July

sept

July

Sept

July

Sept

June

Oct

Name

km

Name

km

Name

km

Name

km

Name

km

Name

km

may

jun

jul

aug

sep

oct

nov

dec

7 Harvest season 2: Main Season

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

Number

jan

10

Market price per kg mango in the capital

- High
Medium season
- Low season

11
12
13
14
15
16
17

Cost
Cost
Cost
Cost
Cost
Cost
Cost

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
Le
of skilled labor (per month, including social taxes) Le
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

Volume ton Comments

0
1
0
1
feb

mar

2500

apr

2500

2000

2000

1500

1500
3000

3000

2500

2500

Comments:
4,125
400,000
Negotiable
-

131

Table 34 Mango production information in Togo

Q1 Production information (per area in 2009)
1 Names of the principal mango growing areas
2 Production volume of mango in ton (min max)
3 Price range of raw mango for farmer per kg in 2009

4 Mango varieties planted (max four)

General state of the plantations / production

5 Production problems encountered

6 Harvest season 1: Main Season

7 Harvest season 2: Main Season

Area1
Centre
min

Area2
Plateaux
max

12,000

min

21,000

Area3
Kara
max

9,000

min

15,000

Area4
Maritime
max

7,000

min

14,000

7,000

Area5
Savanes

max

14,000

min

6,000

Area6

max

max

min

max

min

max

min

max

min

max

2000

3500

2500

3500

2000

3500

2500

3500

2500

3500

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Name

% of area

Valancia (Pustolet)
Palmer
Kent
Gouverner
Very old trees, but
reasonable harvests

Valancia (Pustolet)
Palmer
Kent
Gouverner

Many insects destroy Problems of exporters

mangoes
(leading sometimes on
antracnosis during rains)

Valancia (Pustolet)
Palmer
Kent
Gouverner

finish

start

finish

start

finish

start

finish

start

finish

Juillet

Avril

Juillet

Mars

Juin

Avril

Juillet

Avril

Juillet

start

finish

start

finish

start

finish

start

finish

start

finish

Octobre

Dcembre,

Novembre

Janvier

Name

km

Name

km

may

jun

km

Name

% of area

start

finish

start

finish

Name

km

nov

dec

Problems of low price in problems depending Early harvesting,

oll over the country during on the worst
because of poverty;
the harvest
seasons which are
people need cash
not stable

start

Name

max

Valancia (Pustolet)
Palmer
Kent
Gouverner

Avril

Octobre Dcembre

max

min

11,000

min

Valancia (Pustolet)
50%
Palmer
25%
Kent
15%
Gouverner
10%
Low yieds because of
poorly drained soils

min

Octobre Dcembre Octobre Novembre

Name

km

jul

aug

Name

km

sep

oct

8 Distance to consumer markets / sea port / airport

Q2 Post harvest information (in 2009)

Number of exporters of FRESH mango
Number of processors of DRIED mango
9
Number of processors of mango PULP
Number of processors of mango JUICE

Number

13
0

Market price per kg mango in the capital

- High
Medium season
- Low season

11
12
13
14
15
16
17

Cost
Cost
Cost
Cost
Cost
Cost
Cost

of electricity for households (per kWh)

of electricity for industry (per kWh)
of electricity diesel (per liter)
of skilled labor (per month, including social taxes)
of transport (10 ton truck per 100 km)
of a carton box (30 x 40 x 20 cm)
of credit (min max %)

13000 00

10
jan

10

Volume ton Comments

feb

mar

apr

150

150

150

150
150

200

200

200

80

14%

150

150
150

Comments:

18%

132

ANNEX 12 LIST OF PARTICIPANTS

ATELIER SUR LA STRATGIE RGIONALE DE LA CHAINE DE VALEUR DELA FILIRE
MANGUE
REGIONAL STRATEGY WORKSHOP ON MANGO VALUE CHAIN
Bamako, Mali u10 au 12 novembre 2010
Bamako, Mali 10 to 12 November 2010
Pays/
Country

Benin

Fonction/
Status

Gouvernement/
Secteur Prive
Government/
Private Sector

Gbian Eric

ECOWAS-TEN
(Secrtaire Gnral)

Facilitateur

Kpatinde
Florent

Administrateur de
Commerce
Facilitateur
ECOWAS-TEN

Ahouanse
Coffi

Prsident Directeur

Barry
Boureima

Ingnieur
Statisticien

Gouvernement

Dioma
Etienne
Christian

Biochimiste

Secteur Priv

Jose Agnelo
Sanches

Consultant

Secteur Priv

Claude
Konate

Responsable
Production

Secteur Priv

Kone Ladio

Directeur InfoEconomique,
Etudes et
Dveloppement
Sectoriels

Secteur Priv

Yocoli
Konan
Eugene

Ingnieur agronome
Responsable
Technique

Secteur Priv

Ben Roberts

Director ,Business
and Export
Development

Parastatal
(quasi govt.)

M Amour
Sey

Farm Manager

Noms/
Names

Gouvernement

Secteur Priv

Burkina Faso

Cape Verde

Ivory Coast

The Gambia
Private Sector

Addresses
Ministre du Commerce - Cotonou
TEL: +229-90915127
E-MAIL: egbian_ci@yahoo.fr
Ministre du Commerce
Agence Bninoise de Promotion
des Echanges commerciaux
(ABEPEC)
TEL: + 229 97 38 42 53 //
94 88 31 14
EMAIL: fkpatinde@yahoo.fr
Agriculture Bnin Dveloppement
(ABD)
TEL: + 229 95 56 64 39 //
+229 66 04 40 74
EMAIL: agropasto2007@yahoo.fr
ONAC
01BP 389 Ouagadougou 01
TEL: +226-70846839
E-MAIL: barryboureima@yahoo.fr
Association Professionnelle de la
Mangue du Burkina (APROMAB)
TEL: + 226 70 26 15 74
EMAIL: diomachrist@hotmail.com
CGE-Consultants
Cap Vert
TEL: + 238 261 88 38
EMAIL: agnelsanch@yahoo.com
Nouvelle SAFCO COTINAVA
TEL: + 225 23 97 96 39
EMAIL:
claude.konate@cotivana.com
Chambre de Commerce &
Industrie de la Ivory Coast
01BP1399 Abidjan 01
TEL: +22520309714/
20331600/
07575062
E-MAIL: kladio@chamco-ci.org /
soropa2003@yahoo.fr
OCAB/ABIDJAN
1908 Abidjan 16
TEL: + 225 20 25 18 72
EMAIL: ocabst1@aviso.ci
GIEPA
TEL: + 220 996 29 03
EMAIL: broberts@giepa.com
Radville Farms LTD
The Gambia
TEL: + 220 776 60 314
EMAIL: radvilleopera@gamtel.gm

133

Pays/
Country

Ghana

Guinee

Fonction/
Status

Gouvernement/
Secteur Prive
Government/
Private Sector

Abena Otu

Managing
Consultant/Director

Private Sector

Abdallah
Zakhari B. K.

Head, Services
Dept. and ETLS
Desk, GEPC

Government

Saaka
Ahmed

Export Development
and Promotion
Officer

Government

Mamadou
Conde

Directeur Gnral
du CAFEX,
Point Focal
ECOWAS-TEN

Secteur Priv

Mohamed
Sidibe

Coordinateur
National du
Cadre Intgr
Conseil National
ECOWAS-TEN

Yaya Malle

Prsident de la
FENATRA

Secteur Priv

Diakite
Moussa

Prsident PLAZA

Secteur Priv

Noms/
Names

Moussa
Diarra

Gouvernement

Secteur Public

Tjoube
Traore

Assistante
Administrative

Secteur Priv

Traore Aliou

Secrtaire
Administratif
PLAZA

Secteur Priv

Mali

Sessouma
Salif

Secteur Priv

Soualika
Boire

Chef de Cellule,
Suivi
Environnemental

Toure
Aissata

Directrice

Moussa
Haidara

EXPERT TEN
Consultant du
PRMN/MIIC

Amadou
Niane

Directeur

Gouvernement

Secteur Priv

Gouvernement

Secteur Priv

Addresses
EDC CONSULT Ltd
TEL: + 233 02 43 826 926
EMAIL: edcconsult@yahoo.co.uk
Ghana Export Promotion Council
Tudu Accra
TEL: +233244614226/
208442093
E-MAIL: banda3uk@yahoo.co.uk
EDIF
TEL: + 233 244 250 653
EMAIL: saakaahmed@yahoo.fr
Institution de Promotion des
Exportations
B.P. 1125
Ministre du Commerce
Conakry Guine
TEL: + 224 683 640 80 /
642 030 58
EMAIL:
conde_mamadou@yahoo.fr
Projet Cadre Intgre
TEL: +223 76 36 03 82
EMAIL:
mohamed.sidibe@cadreintegre.or
g
Fdration Nationale des
Transformateurs du Mali
(FENATRA)
TEL: +223 667 343 78 // 764 827
15
EMAIL: nakoverger@yahoo.fr
PLAZA
TEL: + 223 76 31 91 14
EMAIL: scomsilvail@yahoo.fr
APROFA
TEL: + 223 762 71 919
EMAIL: moussadiarra@yahoo.fr
ASIDIM
TEL: + 223 760 632 65
EMAIL: traortjoub@yahoo.fr
PLAZA
B.P. 3098
TEL: + 223 669 868 17
EMAIL:alioutraore2004@yahoo.fr
SDV MALI
TEL: + 223 76 36 64 87
EMAIL:
salif.sessouma@ballore.com
OPV
TEL:+ 223 66 75 00 33
EMAIL: sboire07@yahoo.fr
MULTICHEM
TEL: + 223 667 500 33 //
760 413 55
EMAIL:multichem2000@yahoo.fr
TEL: + 223 667 210 56
EMAI :
haidara_moussa@yahoo.fr
FRUITEX Export Fruits et
Lgumes
TEL: +223 667 442 03
EMAIL: fruitex@laposte.net

134

Pays/
Country

Noms/
Names
Bazily Salif
Sissoko

Fonction/
Status
Journaliste

Mohamed M.
Kaba
Mamadou
Kouyate

Prsident

Dveloppement
Rural

Secteur Priv

Ba Amadou

Secteur Priv

Secteur Priv

Malamine
Camara

Gouvernement

Mody Keita

Secteur Priv

Youssouf
Ndiaye

Secteur Priv

Issoufi
Halasi Maiga

Gouvernement

Abiba Diallo

Gouvernement

Mamouna
Traore

Gouvernement

Samba
Mamadou
Diakite

Agriculteur

Secteur Priv

Maliki
Barhouni

Directeur Gnral

Secteur Priv

Mani
Chabou

Chef de
Dpartement
Promotion des
Echanges

Secteur Priv

Niger

Issoufi Maiga

Nigeria

Secteur Priv
Secteur Priv

Yaya Meme

Salf Toure

Gouvernement/
Secteur Prive
Government/
Private Sector

Abdulazeez
Waliyu

Gouvernement

Mango Exporter

Private

Addresses
LE MONDE DUNIYA
TEL:
MAM COCKTAIL
TEL: + 223 66 73 46 61
EMAIL: nam_cocktail@yahoo.fr
ONG ASIDIM
TEL: +223 763 650 57
EMAIL: madjekou@yahoo.fr
Fdration Nationale des
Transformateurs du Mali
(FENATRA)
TEL: + 223 667 343 78
EMAIL: nakoverger@yahoo.fr
CCD
TEL: + 223 667 442 21
EMAIL: salftoure@yahoo.fr
COMAFRUITS
TEL: + 223 765 79 561
EMAIL: balassn76@yahoo.fr
DNCC
TEL: +223 79 15 10 70
EMAIL: melmelca@yahoo.fr
AGAM
TEL: + 223 667 335 67
EMAIL: modykeita@yahoo.fr
SDV MALI
TEL: +223 667 53 090
EMAIL: youssoufndiaye@bollore.com
Projet Cadre Intgr
TEL: + 223 76 13 03 32
EMAIL:
issoufi.maiga@cadreintegr.org
Projet Cadre Intgr
TEL: + 223 73 39 26 06
EMAIL: nenejohe2008@yahoo.fr
Projet Cadre Intgr
TEL: + 223 63 15 76 50
EMAIL: mtraore06@yahoo.fr
KYMITEX-MALI
TEL: + 223 76 10 11 39
EMAIL:
sambamamadoudiakite@yahoo.fr
Socit de Collecte de Production
et de commercialisation des
Produits agro-pastoraux
(SOCOPAP-SA)
TEL: +227 969 743 40 // +
224 905 57 19 15
EMAIL: barhounie@yahoo.fr
Chambre de Commerce,
dIndustrie et dArtisanat du Niger
(CCIAN)
TEL: + 227 969 781 56// + 227 20
73 22 10
EMAIL: manichab@yahoo.fr
PROJET CADRE INTEGRE
TEL: +223 76 13 03 32
EMAIL:
issoufi.maiga@cadreintegre.org
SEBORE FARM
TEL: + 234 806 510 88 23

135

Pays/
Country

Noms/
Names

Fonction/
Status

Gouvernement/
Secteur Prive
Government/
Private Sector

Emmanuel
Adeyemi

Chairman

Nanakaan
Saave

Assistant Director/
Focal Point

Government

Ngane
Cheikh

Prsident

Secteur Priv

Faly Badji

Prsident,
Secrtaire Gnral

Secteur Priv

Magatte
Ndoye

Coordinateur des
Projets et
Programmes

Karim Sy

Facilitateur

Henry
Kamara

Director of Export
Development

Amoussou
Edmond

Facilitateur
ECOWAS-TEN

Issifou
Aboulaye

Prsident des
producteurs

Secteur Priv

Peter
Oluonye

PPO Investment &

Promotions Service
- Private Sector
Department

Organisation
Internationale

Kwawu Ami

Secrtaire bilingue

Organisation
internationale

Private

Sngal

Sierra Leone

Gouvernement/
Secteur Priv

Government

Gouvernement

Togo

ECOWAS/
CEDEAO

Hernan
Manson
Olivier Van
Lieshout
Franck
Bonzemba
ITC
ECOWAS

Conseiller
Consultant
Administrateur

Organisation
internationale
Organisation
internationale
Organisation
internationale

Philippe
Tokpanou

Regional Technical
Adviser ITC PACT II

Organisation
internationale

Belsuk
Tapgun

Programme
Assistant
ITC PACT II

Organisation
internationale

Addresses
EMAIL: mudynyako@yahoo.co.uk
FUMMAN
TEL: + 234803 314 75 09
EMAIL: eoadeyemi@fumman.com
Nigerian Export Promotion Council
Agric Bank Bldg
Upper Presidential Road,
Independence Layout
Enugu, Nigeria
TEL: +2348077669088
E-MAIL: nsaave20@yahoo.co.uk
ONAPES/CFAHS
TEL: +221 776 40 441
EMAIL: cheikhngane@yahoo.fr
SEPAS/CFAHS
TEL: +221 776 440 441
EMAIL: badifaly@yahoo.fr
Ministre du Commerce
Building Administratif
TEL: +221 33 823 28 64/77 64
30 720
EMAILmagatendoye@gmail.com
TEL: + 221 338 27 38 31
EMAIL: ksy@jokkolabs.net
Sierra Leone Investment & Export
Promotion Agency, OAU Drive,
Tower Hill, Freetown
TEL: +232-76761757
E-MAIL: hykamara@sliepa.org
Agence Nationale pour lEmploi
(ANPE)
TEL: + 228 904 13 20
EMAIL:camoussou@hotmail.com
RESEAU MANGUE
TEL: + 228995 02 55
EMAIL:
issifou_aboulaye@yahoo.fr
ECOWAS COMISSION
101 Yakubu Gowon Crescent
Asokoro District, Abuja - Nigeria
TEL: + 234 802 314 06 24
EMAIL: investds@yahoo.com
101 Yakubu Gowon Crescent
Asokoro District, Abuja - Nigeria
TEL: + 234 805 366 36 96
EMAIL
mercykaam2757@yahoo.fr
EMAIL: manson@intracen.org
EMAIL: acc@home.nl
TEL: + 41 22 730 03 30
EMAIL: bonzemba@intracen.org
ECOWAS Commission
TEL: + 234 706 707 55 71
EMAIL: ptokpanou@hotmail.fr //
tokpanou@intracen.org
ECOWAS Commission
101, Yakubu Gowon Crescent
TEL: + 234 803 947 67 74
EMAIL: tapgun@intracen.org

136

ATELIER DE VALIDATION DU DOCUMENT DORIENTATION STRATEGIQUE SUR LA

CHAINE DE VALEUR MANGUE EN AFRIQUE DE LOUEST

REGIONAL WORKSHOP FOR THE VALIDATION OF THE STRATEGIC ORIENTATION

DOCUMENT FOR THE MANGO VALUE CHAIN IN WEST AFRICA
Lom, Togo du 18 au 19 aout 2011
Lom, Togo 18 and 19 August 2011
Pays/
Country

Noms/
Names

Fonction/
Status

Gouvernement/
Secteur Prive
Government/
Private Sector

Kpatinde
Florent

Administrateur de
Commerce
Facilitateur
ECOWAS-TEN

Ahouanse
Coffi

Prsident Directeur

Barry
Boureima

Ingnieur
Statisticien
ECOWAS-TEN

Dioma
Etienne
Christian

Biochimiste

Secteur Priv

Jose Agnelo
Sanches

Consultant

Secteur Priv

Kone Ladio

Directeur Projets
ECOWAS-TEN
(Huile de Palme et
Mangue)

Secteur Priv

Seydou
Toure

Consultant
Comptitivit

Secteur Priv

Ben Roberts

Director ,Business
and Export
Development/
ECOWAS-TEN

Parastatal
(quasi govt.)

Gouvernement

Benin

Secteur Priv

Gouvernement

Burkina Faso

Cape Verde

Ivory Coast

The Gambia
M Amour
Sey

Farm Manager

Private Sector

Abena Otu

Managing Director/
ECOWAS-TEN

Private Sector

Davies
Korboe

CEO/Chairman

Private Sector

Ghana

Addresses
Ministre du Commerce
Agence Bninoise de Promotion
des Echanges commerciaux
(ABEPEC)
TEL: + 229 97 38 42 53 //
94 88 31 19
EMAIL: fkpatinde@yahoo.fr
Agriculture Bnin Dveloppement
(ABD)
TEL: + 229 95 56 64 39 //
+229 66 04 40 74
EMAIL: agropasto2007@yahoo.fr
ONAC
01BP 389 Ouagadougou 01
TEL : +226-70846839
E-MAIL : barryboureima@yahoo.fr
Association Professionnelle de la
Mangue du Burkina (APROMAB)
TEL : + 226 70 26 15 74
EMAIL : diomachrist@hotmail.com
CGE-Consultants
Cap Vert
TEL : + 238 261 88 38
EMAIL : agnelsanch@yahoo.com
Chambre de Commerce &
Industrie de la Ivory Coast
01BP1399 Abidjan 01
TEL: +22520309714/
20331600/
07575062
E-MAIL: kladio@chamco-ci.org /
soropa2003@yahoo.fr
Dgbstp-ci.com
00 225 20338894
00 225 07 686006
saidsanga@yahoo.fr
GIEPA
TEL: + 220 996 29 03
EMAIL: broberts@giepa.com
Radville Farms LTD
The Gambia
TEL: + 220 776 60 314
EMAIL: radvilleopera@gamtel.gm
EDC CONSULT Ltd
TEL: + 233 02 43 826 926
EMAIL: edcconsult@yahoo.co.uk
Farmer Davies
PO Box SA 32 Somanya, Ghana

137

Pays/
Country

Noms/
Names

Fonction/
Status

Gouvernement/
Secteur Prive
Government/
Private Sector

EMAIL: davieskorboe@yahoo.com
EDIF
TEL: + 233 244 250 653
EMAIL: saakaahmed@yahoo.fr
Institution de Promotion des
Exportations
B.P. 1125
Ministre du Commerce
Conakry Guine
TEL: + 224 683 640 80 /
642 030 58
EMAIL:
conde_mamadou@yahoo.fr

Saaka
Ahmed

Export Development
and Promotion
Officer

Mamadou
Conde

Directeur Gnral
du CAFEX,
Facilitateur
ECOWAS-TEN

M. Bah
Ousmane

Directeur
Commerce
Extrieur &
Comptitivit, Point
Focal ECOWASTEN

Mohamed
Sidibe

Coordinateur
National du
Cadre Intgr
Conseil National
ECOWAS-TEN

Moussa
Haidara
Doudou

Conseiller au
Conseil National du
Patronat du Mali

Secteur Priv

Maliki
Barhouni

Directeur Gnral

Secteur Priv

Mani
Chabou

Chef de
Dpartement
Promotion des
Echanges

Secteur Priv

Emmanuel
Adeyemi

Chairman

Private sector

FUMMAN
TEL: + 234803 314 75 09
EMAIL: eoadeyemi@fumman.com
Nigerian Export Promotion Council
Agric Bank Bldg
Upper Presidential Road,
Independence Layout
Enugu, Nigria
TEL: +2348077669088
E-MAIL: nsaave20@yahoo.co.uk

Government

Gouvernement

Guinee

Mali

Gouvernement

Ministre du Commerce, Guinea

Cornaky
TEL : (224)64347169
EMAIL : ousmanebah13@yahoo.fr

Gouvernement

Projet Cadre Intgre

TEL: +223 76 36 03 82
EMAIL:
mohamed.sidibe@cadreintegre.or
g

Niger

Nigeria

Sngal

Addresses

Nanakaan
Saave

Assistant Director/
Focal Point
ECOWAS-TEN

Gouvernement

Faly Badji

Prsident,
Secrtaire Gnral

Secteur Priv

CNPM
TEL: + 223 667 210 56
EMAI :
haidara_moussa@yahoo.fr
Socit de Collecte de Production
et de commercialisation des
Produits agro-pastoraux
(SOCOPAP-SA)
TEL: +227 969 743 40 // +
224 905 57 19 15
EMAIL: barhounie@yahoo.fr
Chambre de Commerce,
dIndustrie et dArtisanat du Niger
(CCIAN)
TEL: + 227 969 781 56// + 227 20
73 22 10
EMAIL: manichab@yahoo.fr

SEPAS/CFAHS
TEL: +221 776 440 441
EMAIL: badifaly@yahoo.fr

138

Pays/
Country

Togo

ECOWAS
COMMISSION

ECOWAS TEN

ITC

Noms/
Names

Fonction/
Status

Gouvernement/
Secteur Prive
Government/
Private Sector

Magatte
Ndoye

Coordinateur des
Projets et
Programmes, Point
Focal ECOWASTEN

David
Ivanovic

Animateur de la
Plateforme CoopHorti

Amoussou
Edmond

Facilitateur
ECOWAS-TEN

Gouvernement

Abe Talime

Directeur & Point

Focal CIR/Togo,
ECOWAS TEN

Gouvernement

Issifou
Aboulaye

Prsident des
producteurs

Secteur Priv

Alain Traore

PPO- Products
Chains & Markets

Organisation
internationale

Gouvernement

Hub Rural

Addresses

Ministre du Commerce
Building Administratif
TEL: +221 33 823 28 64/77 64
30 720
EMAILmagatendoye@gmail.com

davidi@hubrural.org

Agence Nationale pour lEmploi

(ANPE)
TEL: + 228 904 13 20
EMAIL:camoussou@hotmail.com
Ministre du Commerce
BP 383 Togo
Tel : (228) 22212784
EMAIL : abtalime@yahoo.fr
RESEAU MANGUE
TEL: + 228995 02 55
EMAIL:
issifou_aboulaye@yahoo.fr
101 Yakubu Gowon Crescent
Asokoro District, Abuja Nigeria
TEL: (234) 803 2596 402
EMAIL: syalaintraore@yahoo.fr

Serge
Bombo

Prsident

ECOWAS TEN

27 bp 378 Abidjan 27, Ivory Coast

Tel : (225) 0110 4860
(225) 07090352
EMAIL : degny2000@yahoo.fr

Eric Gbian

Secrtaire General

ECOWAS TEN

06BP : 949 COTONOU

TEL : (229)96968500
EMAIL :egbian_ci@yahoo.fr

Republic House Annex,

Tudu Accra
banda3uk@yahoo.uk.co

Abdallah Z.
Banda

Vice President

Esther Kassi

Assistante

ECOWAS TEN

kesther@yahoo.fr
TEL: (225) 07090352

Biaou
Kolouwol
Richard

Assistant

ECOWAS TEN

biaourichard@yahoo.fr
TEL: (229)95453829
(229) 99710796

Philippe
Tokpanou

Regional Technical
Adviser ITC PACT II

Organisation
internationale

Roberta

International

Organisation

Ghana Export
Promotion Council

TEL: + 234 706 707 55 71

EMAIL: ptokpanou@hotmail.fr //
tokpanou@intracen.org
lascari@intracen.org

139

Pays/
Country

Noms/
Names
Lascari

Frederine
Copy

Belsuk
Tapgun
Micaela
Maftei
Ariste
Claude

Fonction/
Status
Consultant, Export
strategy
Programme Officer,
Fresh Fruits &
Vegetables
Division of Market
Development
Sector
Competitiveness
Programme
Assistant
ITC PACT II
Consultant
Consultant

Gouvernement/
Secteur Prive
Government/
Private Sector
internationale

Addresses

Organisation
internationale

copy@intracen.org

Organisation
internationale

ECOWAS Commission
101, Yakubu Gowon Crescent
TEL: + 234 803 947 67 74
EMAIL: tapgun@intracen.org

Organisation
internationale
Organisation
internationale

maxmaftei@yahoo.co.uk
claudeariste@yahoo.fr

140