Federal TVET Agency

Industry Extension &

Technology Transfer
Directorate

Value Chain Development

What is your expectation

• from the training

 Content
• Introduction
• Objectives of value chain development
• Scope of the value chain development
• Value chain Concepts and development approach
• Benefits/ Importance of value chain development
• Steps of value chain development
• Role of actors and stallholders
Discussion on Value chain
 Meaning
 Objectives
 INTRODUCTION
• The growing integration of the global economy has provided the
opportunity for substantial economic and income growth. The fact that
globalization in this new era has also come to include the production of
agricultural products and manufactured components linked and coordinated
on a global scale has opened significant opportunities for developing
countries.
• 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. TVET through Technology Accumulation and Transfer
(TeCAT), recently experienced a tremendous resurgence of interest in
promoting value chains as a way to identify technology, add value, diversify
economies, and contribute to Micro, Small and Medium Enterprise in all
sectors.
 Cont…
• Even though value chain development practiced so far, it is not
standardized and developed without the involvement of the sectors and
generally assumed to be responsibility of TVET more specifically the
trainers.
• Furthermore lack of clarity about the concepts and methods relating to
value chains, there was a challenge that sooner or later the benefits of
the value chain approach were overshadowed by unmet expectations.
• The Guide is particularly designed to give emphasis on principles and
methodologies of how value chain is developed and further expected to
provide into value chain selection, mapping, value analysis for
activities, identification of gaps by comparing the existing situation (As
Is) approaches with benchmark (To Be) and provide technological
solutions for the gaps in line with GTP priority sectors.
• And finally, this manual also encompasses monitoring and evaluation
checklist to measure performance of any developed value chain in gap
and solution identification in relation to the standard.
 OBJECTIVE
GENERAL OBJECTIVE
• The overall objective of this manual is to guide how to develop a
competitive and well-organized value chain analysis in order to
identify viable technologies to bring a sustainable development in
all enterprises over the country.
SPECIFIC OBJECTIVES
The specific objective of this manual address how to:
• 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.
 SCOPE OF THE VALUE CHAIN
This manual 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.
Discussion

 Approach
Importance
VALUE CHAIN CONCEPTS
AND DEVELOPMENTAL
APPROACH
 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 to put "generic strategy" into practice.
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.

 
 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.
 
Hopkins and Wallerstein 1986
A commodity chain is defined as ‘a network of labour and
production processes whose end result is a finished commodity.
 Cont…
A number of concepts and theories are available in related

with value chain, different literatures made by different

authors define it in their own different ways. But if we are

going to analyze the literature about value chain, we will

come up with the understanding that value chain is sequence

of activities that an enterprise operating in a specific sector

and sub sector performs in order to deliver a valuable product

or service to the market.

.
 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.
• The Interventions covers the project-based training
and 100% technology Copying conducted by the
TVET and later on expected to be transferred and
disseminated to the Enterprises.
 GENERAL PRINCIPLES
Value chain contains at least the following general principles. Value chain should be:
• Coincided with GTP priority sectors

• Developed cooperatively with different sectors, sub-sectors and with different expertise at
the product and services levels.

• Supported and coordinated with TVET and governmental and non-governmental

concerned organizations.

• Development focuses on technology identification in order to ensure MSE’s

competitiveness.

• Mapped with actual AS IS value chain and Benchmarked with international best
practices.

• Upgraded based on the latest trends of technologies.

• Validated, Documented and reported to concern organization

VALUE CHAIN DEVELOPMENT APPROACH
Generally we use value chain development approach as technology
identification and in the view of the following advantages;
• Helps to find out a number of technologies from one developed value
chain at a time;
• Since value chain should developed with the involvement of
stakeholders it helps to acquire feasible and viable technologies
• Value chain development is a better way to gain
practicable technologies.
• The identified technologies surely increase the productivity of
enterprises, the reason that technologies are tested and productive in
the benchmarked.
• Benchmark shows the gaps how far the existing situation, so that this
approach facilitates technology copying.
• The technologies identified through this approach helps to create
employment opportunity and income for those who are engaged in
technology copy and multiply.
 BENEFITS/ IMPORTANCE
There are sets of reasons why value chain analysis is important in
this era of rapid globalization. They are the following:
• Simple and better way to identify gaps and technologies.
• Increases efficiency and systemic competitiveness of local
enterprise
• Primary targets involvement between local sector and sub sector
• Reduces production costs and improves profitability
• Improves customer satisfaction by providing quality product and
services
• Allows all actors and stakeholder to get broader picture of the
performance of the sub-sector
• It denotes where or at which stage value is added and how much
insight into why the firm does or does not have added value; A way
to identify opportunities to improve added value;
CATEGORIES OF THE VALUE CHAIN
• In value chain categorization first we have to consider the GTP
priority sectors those are the broadest distinction between
activities in an economy: e.g. Agriculture, industry. A value
chain can be developed in extended (value chains developed at
sub sector level or across sectors) or in a simple manner (value
chain developed at product/services level). For the purpose of
this manual we select both the value chain development
techniques that prepared at sub sector (All economic activities
involved in a specific product group or service: e.g. Metal
Product, Textiles value chain) and product/services levels
(Specific e.g. Tomato value chain, Bed Preparation value
Illustration about Value chain Categories
Sector: Sub-Sector: Products:
… Sub-products:
…
- Animal production … …
Agriculture
… …
… …
Corn for animal
Cotton feeding
Wheat Corn for
- Crop production
Corn humans
… …
- etc.

Sector: Sub-Sector: Product: Sub-products:

Yarn …
Industrial Fabric …
Development - Textile & Garment
Shirts …
… …
bag
- Leather shoe
Belt
- 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.

The extended value chain development has the following characteristics

• It should be developed at sector or sub sector level with the
involvement of technical experts from the sectors
• Address all gaps in a sub sector or beyond
• conducted and facilitated by TVET sector at federal and regional level
example, EXTENDED VALUE CHAIN
Cont…
 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
A Value Chain can be developed for different sub sectors as product and services
• a Value Chain for Crop production sub sector; cotton (e.g. from land preparation to
harvesting of the cotton)
• a Value Chain for Textile sub sector (e.g. from using the cotton to produce yarn till
fabric)
• a Value Chain for Garment sub sector (e.g. from using the fabric to production of
shirt and marketing of shirt)
• a value chain for metal and metal engineering sub sector (e.g. from raw metal to
production of steel door)
• a value chain for leather sub sector (e.g. from finished leather to production of
leather bag)
Example: SIMPLE VALUE CHAIN
Cont…
Cont …
STEPS OF VALUE CHAIN DEVELOPMENT
PREPARATORY 1. VALUE CHAIN SELECTION

2. DATA COLLECTION
VALUE CHAIN 3. VALUE CHAIN MAPPING
DEVELOPMENT 4. VALUE ANALYSIS
AND
5. GAP IDENTIFICATION
PHASE

SOLUTION
6. PRIORITIZING CONSTRAINTS

7. TECHNOLOGY IDENTIFICATION &

CATEGORIZATION
CONCLUDING 8. VALIDATION

9. ASSESSMENT AND EVALUATION

ValueInput
Chain Workflow
Steps Results Responsibilities
GTP Different Actors agreed on
Identified Sector/Sub-Sector/Industry (1) Value Chain Selection joint plan Data about activities,
actors, constraints, etc.
Detailed data about sector, Techno based data Sector & Sub-
Manual: Data (2) Data Gathering Phase sub-sector or industry to be Human based data sector
Gathering Template able to develop value chain Orga based data representatives
Info based data with support

Value Chain description and analysis

Input from TVET
Manual:
* how to develop VC (1) Value Chain AS IS Value Chains incl.
(3) Value Chain Mapping
* Selection criteria for activities, actors, enablers,
benchmark (2) Benchmark Value Chain stakeholders, data
TO BE
(4) Value Chain Analysis Analyses done according to
• Yield, Quality, Cost, Time
• Cost and Return Analysis
As Is against the benchmark
Set of criteria (5) Gap identification & = Gap Techno based Gap
Prioritization of the gaps Human based Gap
Orga based Gap
Designed Technology to close Info based Gap
(6) Technology gap
to Value Cain Identification and 100% Copy Team (=
Selection categorization department within TVET)
Designed Technology to close
gap
Project Based Training
(7a) Transfer to 100%
Intervention

Trained human resources, e.g. Team (= department

Copy team Lead trainers and/or TVET within TVET)
(7b) Project based trainers are trained to produce
Training technology Lead Trainers and/or
TVET Trainers and/or
Multiplyer MSE are trained Extension Agents
and know how to use or
(8) Assessment & produce technology
Evaluation
Conclusion

MSE is able to use technology

Target reached? and reach intended targets
SELECTION OF VALUE CHAIN
GTP
 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.
 
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.
 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.

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 developed for products that have a potential to diversify.
POTENTIAL IMPACT ON MSE, YOUTH etc.

A value chain is developed to support MSEs with identified

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.
CONSERVATION IMPORTANCE
A production of environment friendly product and services, business
operation with the utmost consideration of the environment and
natural resources that aims to identify the most significant positive
and negative impacts of the value chain on the environment and vice
versa. To remain in business and be profitable in the longer term, the
value chains in which we develop need to be all-encompassing and
green. Focusing on economic development alone brings
environmental damage, and therefore the selected value chain will
have no/less harm on the environment that enhances the quality of
growth.
WOMEN EMPOWERMENT
• Women's empowerment, referring to
the empowerment of women in our present society,
has become a significant topic of discussion in
regards to development. Equal rights for men and
women as a basic human right is given great
considerations. The value chain that we are going to
select should consider gender equal opportunity
 DATA COLLECTION
Planning And Preparation
After the selection of the value chain to develop the following are
considered in planning and preparation stage;
• Background; Review of the past and existing status (facts and
figures) of the product
• Survey Area. Specific location to be visited in order to acquire the
existing situation (AS IS) for value chain development.
• Survey Period. Specific Date and a number of days covered during
the field visit
• Target Respondents. Specific number, name of producer/ service
provider within the target survey area.
• Study Team. A group composed of different technical expertise
related with the sector or subsector of the value chain analysis to
be conducted.
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.
A variety of tools (questionnaires, interviews, literature reviews,
observations etc.) are used to assist in the data gathering process. Each
type of tool provides alternative means to illustrate, explain and specify
exactly what must be delivered to meet the intended goals. The gathering
tool should be covered the name of the product and services selected, the
background and information of the selected enterprise, the inputs or
initial resources to start an enterprise, the main chain or the sequence of
the main process and also the sub chain or the activities supporting the
main chain. The tool also includes the statement of the real problems and
solutions existing within the enterprise and finally the interventions
given by the governmental and non-governmental organizations.
 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.
 Cont…
• Mapping of a Value Chain follows a certain
terminology, meaning that
• The Main Chain is a major activities of work flow in
a chain that are written down using a BLUE arrow
box
• The Sub Chain is a sub/support activities of work
flow in a chain that are written down using a
WHITE arrow box
 Cont…
• AS IS: is the actual or existing sequence of
activities to deliver a product or services to the
market by an enterprise.
• TO BE: represents the benchmark or the standard,
or a set of standards, used as a point of 
reference for evaluating performance or level
of quality.
 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,)
Examples
BENCHMARK(TO BE)
AS IS
BENCHMARK
AS IS
BENCHMARK
Group Discussion

4. VALUE ANALYSIS

5. IDENTIFICATION OF GAPS/CONSTRAINTS
 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.
 Method of Comparative Analysis

All data and information gathered in Value chain can be

analyzed using a combination of the following methods.

• Four Parameters (Yield, Quality, Cost, Time)

• Line Graph

• Cost and Return Analysis

FOUR PARAMETERS
The process of analyzing the Value chain activities is according
to the four parameters (Yield, Quality, Cost and Time) to identify
the Gaps between AS IS compared to the Benchmark. The four
parameters defined as flows:
• Yield – refers to level or number of output acquired
• Quality – refers to the level of standard applied
• Cost – refers to the amount of money allotted in a specific
activities
• Time – refers to the specific duration, time limitation in
performing the activities
Example: FOUR PARAMETERS
LINE GRAPH
The following chart shows an analysis of the rice yield using the
line graph. This is just to show the trend of the yield of the rice.
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.
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
 IDENTIFICATION OF CONSTRAINTS/GAPS
Rice Production Value Chain (Constraints/Gap)
CULTIVATION & PRODUCTION & POST- HARVEST
INPUT PROCESSING MARKETING
PLANTING MANAGEMENT (40% LOSSES)

CAPITAL INJERA, TELA

PESTICIDE SOIL TESTING GROWTH MONITORING THRESHING MAKING
soil test kit on time(mechanical, 2 WHOLESALE
FARM SITE FERTILIZER ha/day)5hp local market/export
RICE
(Adequate IRRIGATION & DRAINAGE
CROPPING FARINACEOUS
Irrigation) soil CALENDAR Dishes
moisture required DRYING RETAIL
for upland, IRRIGATION & DRAINAGE ,mechanical if rainy BEVERAGE 35-40 birr/kg,
LAND SOAKING
lowland-5cm season ,sun Production Display
drying(concrete) Management with
WEEDING price and variety tag
TOOLS & (once) (Proper Plowing has great affects on BAKING & PASTRY
EQUIPMENT weeding, spray 1day/ha,2hp, manual-1 Production
LAND STORAGE
PREPARATION day/ha 15hp, water prevent weeds to grow 12-14%
MANPOWER Mechanized MC)wooden/plastic Key
pallettes
INSECT & PEST CONTROL
Main Chain
SEEDS
SEEDLING MILLING
(inbred, HARVESTING
hybrid)lowland/u
PREPARATION
(67 qu/ha lowland)2 crop/yr upland,2-3 crop
In house,mobile miller,no Main Chain Gap
(Seed Soaking- broken grain,rice bran
pland /yr lowland,Harvester -
24h,incubation period-
Harvester/thresher(grains output) 3ha/day
taken by farmer Sub Chain
varieties,regular 36 h) 40kg/ha
PACKAGING
changing,
(moisture
Sacks,plastic,brandname, Sub Chain Gap
TRANSPLANTING labels
content 12-14 % Wet direct-Broadcast- Critically mismanaged
MC)pure,90- 100kg/ha Dry Direct- TRANSPORTING approach
100% GP, 120- 100kg/ha,20mm depth (tractor-
10-15 hp, 1day/ha
140 days trailer,jeepney,cart)
PRIORITIZING THE TECHNOLOGY GAPS/CONSTRAINTS
NO PARAMETERS
1 Marketability
Attractiveness to potential buyers of the product and services
2 Profitability
Able to yield a profit or financial gain
3 Capability and Usefulness
Able to be used for a practical purpose or in several ways
4 Functionality
The quality of being suited to serve a purpose well
5 Import Substitution
Able to replace the product imported from outside of the country
6 Feasibility
State or degree of being easily or conveniently done within MSE’s level
7 Adaptability
Able to adjust into a local condition
8 Potential Impact to the MSE
Able to strengthen the linkages with Micro Small and Medium Enterprises
9 Woman Empowerment
Able to offer equal rights to men and women
10 Employment
Ability to utilize available manpower including persons with disability and can reduce the
unemployment rate in the country
Group Discussion

7. Technology identification & categorization

TECHNOLOGY IDENTIFICATION & CATEGORIZATION

Technology identification is the process of identifying technologies

from the benchmark. If the technology in the benchmark is
somehow complicated and sophisticated with respect to the
country`s potential and focus, it is possible to look for other
additional alternative technologies (equivalent technology from
other best practices) without compromising the quality and
efficiency.

Categorization of technology: The process of segregating identified

technologies according to four categories of technologies namely
Techno ware, Human ware, Info ware and Orga ware.
 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 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 Center
Plough production – FCP L3 Soil Sampling Mechanization
Low Draft Chisel Soil samples and Manual Bureau
Plough analyze results – Land Preparation Crop Insurance
Para Plough FCP L3 Manual Agency
Tractor Drawn Bed Establish Nursery- Seedling
Furrow Maker FCP L3 Preparation Manual
Spading Machine Tractor Operation &
Power tiller Maintenance
Rotavator Manual
Spring Tyne
Cultivator
Tractor Drawn Disc
Plough
Tractor Drawn Disc
Harrow
Mini Power Tiller

PLANTING Seedling tray Transplant seedling Transplanting

Transplanter – FCP L2 Manual
LINKAGES BETWEEN SECTORS
 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.
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.
The assessment and evaluation is done based on the guideline
specifically prepared for measuring the outcome of technology transfer
on hundred percent technology copy manuals.
Group Discussion

1. Who are the Actors

2. Who are Stakeholders

3. What are their responsibilities

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
• 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,
 ROLE OF ACTORS
B. Research institutions and universities
• Being cooperative while value chain development,
• create awareness and build capacity on value chain,
• Intervene in the solution,
• generate obligatory rules for the implementation of value
chain,
• conduct Monitoring and evaluation
 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,
ROLE OF ACTORS
II. Regional 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,
• Generate obligatory rules for the implementation of value chain,
• facilitate the process of validating developed value chain,
• carry out value chain development at a cluster level according to
growth corridor,
• Implement the validated value chain accordingly,
• support and follow up the value chain development and
implementation,
• Designing and formulating value chain upgrading strategies,
• Conduct Monitoring and evaluation,
 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,
 ROLE OF ACTORS
IV. TVET institutes/
Dean, Industry Extension Vice Dean:
• create awareness and build capacity on value chain development,
• Identifying local growth corridor for value chain development with
local actors,
• Involve and work collaboratively with actors in the value chain
development,
• Facilitate technology copy & transfer implementation from validated
value chain,
Trainers
• Trainers can participate on value chain development as technical
expert, if and only if their expertise skill is desirable.
• need to have a clear understanding on value chain development, and
implication on technology copy & transfer as well as project based
training,
 ROLE OF ACTORS
D. Industries(from large to micro level)
• Being cooperative while value chain development,
• Intervene in the solution,
• support all actors and stakeholder to get broader picture of the
performance of the industry,
• Indicates where or at which stage value is added and how
much,
 ROLE OF STAKEHOLDERS
• provide consulting.

• technical support on value chain development,

• support in financing the value chain development,
• share international experiences on value chain development,
THANK YOU VERY MUCH!!!