Professional Documents
Culture Documents
Polytechnic College
November, 2018
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What is your expectation
Your KWLAGE
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Content
Introduction
➢ Meaning
➢ Objectives
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INTRODUCTION
Value Chain has been already practiced in TVET;
as a matter of fact hundreds of value chain are
developed and many technologies transferred to
enterprises.
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SPECIFIC OBJECTIVES
Identify a number of technologies by
comparing the AS IS to benchmark.
Provide information on the conceptual
fundamentals of chain analyses,
highlighting the constraints prioritization
and technology identification.
Identify gaps and technologies for 100%
technology copying and project based
training purposes.
Transfer the identified technologies to the
enterprise to ensure the competitiveness.
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SCOPE OF THE VALUE CHAIN
Addresses all GTP priority Sectors and Sub Sectors,
TVET, Research institutes, Universities, Industries and
those who are working for the development and
competitiveness of micro, small and medium
(manufacturing) enterprise at the sector, subsector and
commodity levels, who lead efforts to implement
value chain analysis in their organizations.
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VALUE CHAIN CONCEPTS
AND DEVELOPMENTAL
APPROACH
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VALUE CHAIN CONCEPTS
Michael Porter (1985)
Value chain is a concept proposed by Michael Porter in his
book "Competitive Advantage" in 1985. In this book, Porter
explains that "Competitive Advantage" is the ability for a
firm/secure/ to put "generic strategy" into practice.
• Born in 1947
. • Harvard
professor
• Wrote book,
Competitive
Advantage
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Gary Gereffi (1990)
The primary focus of global commodity
chain (GCC) analysis is the international
trading system and the increasing economic
integration of international production and
marketing chains. It was developed
primarily to analyze the impact of
globalization on industrial commodity
chains. GCC highlights power relations that
are embedded in value chain analyses
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Cont…
Approche Filière’, translated as Commodity
Chain Analysis, CCA, is applied to the
analysis of existing marketing chains for
primarily agricultural commodities, assessing
how public policies, investments and
institutions affect local production systems.
market.
.
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VALUE CHAIN IN TVET
In TVET the existing value chain development is done
through analyzing the existing activities (As Is) of
enterprises and Benchmarking international standards
as a basis of identifying gaps/ constraints to come up
with technological intervention.
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CATEGORIES OF THE VALUE CHAIN
Sub-
Sector: Sub-Sector: Product:
products:
Yarn …
Industrial Fabric …
Development - Textile & Garment
Shirts …
… …
bag
- Leather shoe
Belt 30
- etc. ...
EXTENDED VALUE CHAIN
Extended value chain
Type of value chain techniques that much more complex than simple value chain that
tend to be many more links in the chain, to mean that comprises of many sectors and
sub sectors within a series of chains to gain a final product/ services.
It should be developed at sector or sub sector level with the involvement of technical
experts from the sectors
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Example:- EXTENDED VALUE CHAIN
LAND
FARM SITE GINNING SPINNING DESIGNING TRANSPORT RETAIL
PREPARATION
PACKAGING
Key
FERTILIZER FERTILIZING
Main Chain
PEST & DISEASE
PESTICIDES CONTROL
Sub Chain
HARVESTING
POST-HARVEST
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Cont…
METAL PRODUCT (AS IS)
Sub Chain
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SIMPLE VALUE CHAIN
This is a type of value chain technique that primarily
focuses on activity analysis of a specific
product/commodity within sub sector. This type of
value chain development technique has the following
characteristics
Describes the full range of activities, which are
required to bring a product or service from the
immediate input.
Prepared by technical experts within a sub sector any
level
Conducted and facilitated by TVET structure at
each level within local economic corridor 34
A Value Chain can be developed for different sub
sectors as product and services
Value Chain for Crop production sub sector; cotton
(e.g. from land preparation to harvesting of the
cotton)
Value Chain for Textile sub sector (e.g. from using
the cotton to produce yarn till fabric)
Value Chain for Garment sub sector (e.g. from using
the fabric to production of shirt and marketing of
shirt)
Value chain for metal and metal engineering sub
sector (e.g. from raw metal to production of steel
door)
Value chain for leather sub sector (e.g. from finished
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IRRIGATION TRANSPORTING
IRRIGATION INFRA LAND PREPARATION
FRESH FRUITS
STRUCTURE WHOLESALE & RETAIL
WEEDING
RAISED BED PREPARATION
FARM TOOLS &
EQUIPMENT
TRELLISING/STICKING
SEED SOWING
FERTILIZERS
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Cont…
LEATHER WALLET
MANPOWER Key
DESIGN
Main Chain
Sub Chain
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Cont …
GUEST ROOM PREPARATION (AS IS)
Sub Chain
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1. What are the steps of value chain
development?
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STEPS OF VALUE CHAIN DEVELOPMENT
2. DATA COLLECTION
Evaluation
GTP
Women Size of
Empowerment Sub Sector
Conserva; on
Importance Employment
VALUE
Poten; al
Impact in
CHAIN GDP
Share
MSE's SELECTION
CRITERIA
Product Share of
a
Diversific ; on Export
Factor Growth
Condi' on Poten' al
Market
Poten; al
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GTP
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SIZE OF SUB SECTOR
Employment
For countries like Ethiopia, unemployment is a critical problem.
The selected value chain will create a considerable amount of
job opportunities and absorb unemployed labor force. Thus,
beyond supplying of quality products a value chain expected to
reduce unemployment.
GDP share
An Economic development of a country is the total sum of GDP
shares for every product/subsector. A product that has a greater
GDP share in an economy is more likely to create jobs and
alleviate poverty. A selected value chain should be those
products/subsectors with a relatively higher share of national
GDP.
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Market share
If a product is not competitive in quality and price on
the market to satisfy customer requirements it no
longer exists in the market. So the value chain we are
in a position to develop should have a sustainable and
significant market share.
Share of Export
The share of export represent the shares of the
product/subsector from the country`s total export of
goods and services. The indicator measures the degree
of importance of a product within the total exports of
country. The export share of a product/subsector is a
determinant factor for a value chain selection.
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GROWTH POTENTIAL
Define as the mathematical probability that a business will
become larger. The growth potential refers to amount of
sales or revenues the organization generates currently and
keeps the future demand and satisfaction. A growth
potential is often the most important selection criteria
because without growth competitiveness a
product/subsector cannot be sustained. A selected value
chain should have the potential to grow parallel to the
customer`s growing demand.
Market potential.
The estimated total sales revenue of all suppliers of a
product in a market during a certain period for both
domestic and export scenario. 46
Factor condition (human, material, knowledge, capital,
infrastructure)
Other condition factors related with human resources, the
accessibility of the materials, knowledge imposed, amount
of capital and infrastructure in producing the product and
services should be considered in selection of value chain
development.
Product diversification.
Enterprise’s expanding opportunities through
additional market potential of an existing product..
Achieved by entering into
additional markets and/or pricing strategies. Often the
product may be improved, altered or changed, or
new marketing activities are developed. A value chain is
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developed for products that have a potential to diversify.
POTENTIAL IMPACT ON MSE, YOUTH
A value chain is developed to support MSEs with identified
etc.
gaps. On the other hand, the developed value chain promotes
the establishment of MSEs by creating jobs, and
strengthening the linkages with large industries. Growth in
industries with high rates of MSE participation and
employment will have an impact in reducing poverty more
than growth in industries with low employment and minimal
MSE participation. A value chain that has positive
contribution to massive MSEs participation and job
opportunity for youth should be selected. 48
CONSERVATION IMPORTANCE
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WOMEN EMPOWERMENT
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DATA COLLECTION
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GATHERING TOOL DEVELOPMENT
In able to collect all the information needed for value chain development, a set of
gathering tools must be developed. A composition of qualitative and quantitative
questions to identify primary and support activities needed to do the mapping of the
AS IS, which define as the existing activities and practices of product/service
providers.
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MAPPING THE VALUE CHAIN
Mapping a chain means creating a visual representation or a flow
diagram of the connections between activities in value chains as
well as other market players. It helps to illustrate and understand
the process by which a product goes through several stages until
it reaches the final customer.
Activity Analysis, The identification of the activities undertaken
by the enterprise that contributed to the delivery of the product or
service. After the identification the survey team will do the
brainstorming with the activities identified which are the Main
Chain and the Sub Chain.
The purpose of mapping the value chain is to translate the
findings of the gathering of data into a Value Chain. The Value
Chain map is a simple tool, which visualizes complex things we
find in reality. 53
Cont…
Mapping of a Value Chain follows a certain
terminology, meaning that
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Cont…
The standard, or a set of standards, used as a point of reference for
evaluating performance or level of quality. Benchmarks may be drawn from a country's
own experience, from the experience of all sectors from the other country.
Benchmarking
The process of comparing own performance parameters with the performance
parameters of businesses or value chains considered the leaders in the field. Parameters
can refer to various aspects. Important benchmark parameters are productivity, cost of
production or product quality. Benchmarking is used to identify gaps in the
performance of the value chain promoted.
Factors consider during selection of benchmarking but not limited;
Productivity(quality, production/yield, cost)
other condition factor(level of technology, skill, employment/ labour intensive,
environment,)
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Examples
Rice Produc on Value Chain(AS IS)
CULTIVATION & PRODUCTION & POST- HARVEST
INPUT PROCESSING MARKETING
PLANTING MANAGEMENT (40% LOSSES)
Sub Chain
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BENCHMARK
Sub Chain
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AS IS
Sub Chain
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BENCHMARK
Sub Chain
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Group Discussion
4. VALUE ANALYSIS
5. IDENTIFICATION OF GAPS/CONSTRAINTS
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VALUE ANALYSIS
Value Analysis is analyzing value of each activities and how it is undertaken in
existing situation(AS IS) with respect benchmark. A value analysis, providing both
qualitative and quantitative background information for activities to be analyzed;
Sources of information for this analysis may include secondary data, published or
unpublished literature, surveys, focus groups, and rapid appraisal. A major goal of
analyzing is to identify any “bottlenecks” in the value chain.
The identification of the factors that the customer’s value in the way of the conduct of
each activity and then work out on the changes that are needed.
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Method of Comparative Analysis
All data and information gathered in Value chain can be
analyzed using a combination of the following methods.
Line Graph
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FOUR PARAMETERS
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Example: FOUR PARAMETERS
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COST AND RETURN ANALYSIS
The following table shows the Cost of production analysis and the
return of investment in rice production, comparing the AS IS versus the
TO BE. Which shows that weeding activities covers 26%(AS IS) of the
cost of production. Therefore weeding appears to be the constraints in
rive value chain.
COMPARATIVE YIELD ANALYSIS-UPLAND
UPLAND AS IS % TO BE % YIELD ANALYSIS AS IS TO BE
1 1ST 2ND 1. Total Production
= 3,500 kilos 6,000.00
CROPPING CROPPING CROPPING
SEEDS 1, 500 5.51 800 800 3.04 2. Less 10% PH losses 210 kilos 6% losses 180.00 3% PH loses
3. Average Yield pe
FERTILIZER 1, 750 6.42 2,200 2,200 8.38 Hectare
PLOWING 4,500 19.83 6,100 6,100 23.24 = 3,290.00 kilos 5,820.00
5. Return of Investment
= 0.11 0.85
AS IS TO BE
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NET INCOME-ONE CROPPING NET INCOME-TWO CROPPING
2,800.00 ETB 44,640.00 ETB
IDENTIFICATION OF GAPS/CONSTRAINTS
Literally a gap is something missing from an activity or a system that prevents it from
being complete or perfect. But in this manual identification of a gap means the
difference between the existing situation (AS IS) and the benchmark (TO BE) with
the concern of technology. Technology is simply a conversion of input into
marketable output.
Constraints/Gaps Analysis of a Value Chain follows a certain terminology, meaning
that
The Main Chain Gap of a Value Chain are written down in the following manner,
using an RED arrow box
The Sub Chain gaps under a certain chain are written down using a YELLOW box
The Critically Mismanaged Approach represents the SUB CHAIN available in the
AS IS and BENCHMARK but still needs a critical attention. It is written using a
GREEN box
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IDENTIFICATION OF CONSTRAINTS/GAPS
➢ technology identification
➢ Technology categorization
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TECHNOLOGY IDENTIFICATION & CATEGORIZATION
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Technology categorization
TECHNOLOGY DESCRIPTION
TECHNOWARE (TOOLS) Includes materials, gadgets, etc. This component
is the object-embodied physical technologies, like tools &
equipment, implements, vehicles.
HUMANWARE (SKILLS) Includes the human knowledge, ability, and
experience. This component is the person-embodied art-
of-doing technologies, like ingenuity, craftsmanship, skills
in performing the task.
INFOWARE (FACTS) Includes organized information, work processes,
design and blueprints, etc. This component is the record-
embodies know-what–why-how-type technologies, like
systematized concepts and technical specifications
(parameters, diagrams, formulae, theories and manuals).
ORGAWARE (SETUPS) Includes the organizational structures, setups,
methods of doing things, etc. This component is the
organization-embodied work-operations-schemes-type
technologies. Like Soil testing Laboratory, Food
75 Processing
Plant
Technology for rice as exam.
VALUE CHAIN TECHNOWARE HUMANWARE INFOWARE ORGAWARE
CULTIVATION Soil Test Kit Prepare land for Seed Quality Seed Center
Improved Iron agriculture crop Manual Soil Analysis
Plough production – FCP Soil Sampling Center
Low Draft Chisel L3 Manual Mechanization
Plough Soil samples and Land Preparation Bureau
Para Plough analyze results – Manual Crop Insurance
Tractor Drawn FCP L3 Seedling Agency
Bed Furrow Maker Establish Nursery- Preparation
Spading Machine FCP L3 Manual
Power tiller Tractor Operation
Rotavator & Maintenance
Spring Tyne Manual
Cultivator
Tractor Drawn
Disc Plough
Tractor Drawn
Disc Harrow
Mini Power Tiller
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VALIDATION
Whenever a value chain analysis is conducted it needs to be
validated. After the full value chain analysis documents are
completed, it should be validated by technical advisory
panel(TAP) at Sector-Industry Leading Body. During
validation the validating body will check and review content
accuracy, completeness and relevance with the criteria listed
in the annex 4. Then, the value chain will be approved for
subsequent works of technology copy & transfer as well as
project-based training. 78
ASSESSMENT & EVALUATION
Assessment and evaluation measures the impact and outcomes of
transferred technologies, which are identified from a value chain
analysis to solve the constraints for industry competitiveness. After the
technological gaps of a sector/institution are complemented by the best
technology from the benchmark, the impact or outcome resulted from
the application of the technology should be measured and known.
Since this kind of measurement indicates the effectiveness of the
technology transfer system, it should be measured with special
attention.
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ROLE OF ACTORS & STAKEHOLDERS
Actors are those who have direct engagement on value chain
development. These are;
Sectors, subsectors and development institutes
Research institutions, Universities,
TVET
Industries, chambers
Stakeholders are those who support the value chain
development. These are;
Input suppliers
professional Association
NGOs
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Donors
ROLE THE ACTORS
A. Sectors subsectors and development institutes
Develop their own sectorial and sub sectorial value chains,
Develop value chains for each product/commodity,
Being cooperative while value chain development,
Intervene in the solution,
create awareness and build capacity on value chain,
generate obligatory rules for the implementation of value
chain,
Validate the developed value chain,
Designing and formulating Value chain Upgrading strategy,
Conduct monitoring and evaluation,
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ROLE OF ACTORS
B. Research institutions and universities
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ROLE OF ACTORS
C. TVET Sector
I. Federal level
create awareness and build capacity on value chain,
Facilitate and work collaboratively with actors in the value chain development,
Generate concepts for the implementation of value chain development.
Intervene in the solution,
Generate obligatory rules for the implementation of value chain,
facilitate the process of validating developed value chain,
support and follow up the value chain development and implementation,
Designing and formulating value chain upgrading strategies,
Conduct Monitoring and evaluation,
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ROLE OF ACTORS
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ROLE OF ACTORS
III. Zonal/district/city offices
create awareness and build capacity on value chain
development,
Identifying local growth corridor for value chain
development,
Involve and work collaboratively with actors in the value
chain development according to their growth corridor,
Implement the validated value chain accordingly,
support and follow up the value chain development and
implementation,
Conduct Monitoring and evaluation,
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ROLE OF ACTORS
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ROLE OF STAKEHOLDERS
provide consulting.
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