FAO
September 7th 2009
Presentation
Jean-Louis DUVAL [FAO consultant]
Michael LARINDE [FAO AGPS]
The basic concept
Using seed as an entry point for
increasing incomes for farmers and
increased food production
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SAWIB Concept
FAO initiative for Global partnership on seed
security
A scheme to explain this holistic approach
Why SAWIB – “Responding to the Food Crisis”?
Why seed and plant varieties could be the
support of this holistic approach
A framework for the organization
A first feedback
Results of the survey regarding developed /
developing countries relationship
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Driving demand for seed by increasing marketing
opportunities to the food industry
Doing this through:
◦ Linking with the international seed companies
◦ Linking with the food industry
= Linking with the International Agri-Food Network
members.
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FAO serving as a facilitator of the initiative.
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In order to establish a sustainable seed supply and
thereby facilitate food security of member countries, the
Plant Production and Protection Division (AGP) started
an initiative termed “Seed Alliance Without Boundaries
(SAWIB)”
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The seed based initiative will cut across crop production
and food industry domains with an holistic approach.
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The objective is to create a forum to bring together
stakeholders from the private and public sector of
developed and developing seed and food industries for
dialog that will facilitate the:
a) transfer of technological and entrepreneurial skills for
sustainable seed production and distribution;
b) linkage of seed sector with farmers or crop producers; and
c) linkage of crop producers to crop-value-addition industries.
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Overall, the initiative will facilitate the creation of seed
industry that is market-driven and ensure sustainable
use of plant genetic resources for food and agriculture.
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The first public-private-sector dialogue under this
initiative took place in February 2009.
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The SAWIB will enhance the synergy of the public-private sectors
and comparative advantages of developed and developing
countries to facilitate access to innovation and products of
biotechnology for the seed industries and effect linkages amongst
crop producers, agricultural inputs producers/suppliers, industrial
consumers of raw agricultural produce and food industries.
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The collaboration will be mutually beneficial as it will help in
exploiting the agro-ecological potentials of developing countries for
off-season seed production of advanced seed industries.
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Overall, the initiative will facilitate the creation of seed industry that
is market-driven in developing countries.
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Scheme of the value chain
An holistic approach
Agro-Food System
Food Security and Market Driven approach through value added supply chain
Milk / Dairy /
Poultry / ...
Super Market
Food Retailers
Export Market
Feed processors
Food processors
Process potato
Tomato past
Dry Onion
Agro-Dealer
Seed + Fert + ...
Varieties
Private
Public
Seed
Stakeholders
Oil crops
Sunflower - Ground nut
B
Apply the concept:
The introduction of high-yielding
varieties of seeds and the
increased use of fertilizers and
irrigation are known collectively
as the Green Revolution
Farmers
Food producers
True To Type
Wheat (bread) & Rice (paddy...)
Seed procurement is part of the contract
Aggregators
(coop)
Maize - Sorghum
Implementation of
production contracts
including specification
demands
C
Micro
finance
+ Seed treatment and crop
protection
A
Raw seeds
Mother seeds
GIPB
SAWIB - June - September 2009
Village-based seed
multiplication, winter
nursery & production
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WHY?
“Responding to the Food Crisis”
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Measures, activities and policies to boost
agricultural production:
◦ The provision of sufficient quantities of inputs, particularly
high-quality seeds and fertilizers, is considered a major
priority for coping with the present food crisis.
◦ However, this should be implemented through a
comprehensive system approach, coupled with a mediumterm strategy to improve the efficiency of the whole
production and marketing chain for inputs, as part of the
development of more efficient agricultural systems.
(1) Responding to the food crisis: synthesis of medium-term measures proposed in inter-agency assessments.
FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS - WORLD FOOD PROGRAMME
Rome, 2009 - This report has been supported with funds from the European Union.
http://www.fao.org/docrep/011/i0769e/i0769e00.HTM
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Programmes for inputs and related crop production services
◦ Private sector participation in seed multiplication and distribution
is minimal, and the policy and legislation framework does not
provide adequate incentives and conditions to foster
development of the seed sector.
◦ Access to commercial fertilizer is also constrained by factors that
include high costs, lack of commercial supply and distribution
outlets, and inadequate participation from the private sector.
◦ For both seeds and fertilizer, insufficient credit facilities and a
lack of integration between farm inputs and outputs are major
limitations.
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Cross-cutting issues
◦ Capacity building: The need for an agro-food system approach
should be more reflected in capacity building programmes,
including not only production, but also processing and
marketing.
◦ Institution building: In addition to the necessary development of
farmers’ organizations, there is also need to increase efforts to
identify and implement innovative institutional mechanisms, such
as public-private partnerships, particularly for the upstream and
downstream sectors.
◦ More attention should be given to the major contribution that
improved rural finance can make to the overall development of
the agro-food sector.
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The need for global approaches and policy coherence:
◦ At the production level, even when the actions proposed focus
on specific inputs such as seeds and fertilizers, it is necessary to
adopt a global agricultural system approach that takes account
of all physical and human factors, and provides the framework
for increased public and private investments in agriculture.
◦ Actions at the production level have to be complemented by
actions at the upstream and downstream levels within an overall
agro-food perspective encompassing the whole value chain.
◦ A variety of initiatives in Africa aim to develop the seed sector,
but coordination and collaboration among actors are very
limited.
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The plant variety is the link of the
value chain
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The mission of seed entrepreneur is the demonstration
of the value of his varieties.
The Variety is the backbone of the value recognition
of supply chains
 It is a major contribution to extension services
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Seed-men and seed-women are the conductor of
the value chain
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Based on the market demand & the food security challenge:
◦ All actors of the value chain will support the use of the plant
variety needed:
◦ The identification of value chain will create added value to be
shared among members
◦ Creation of rural employment along the value chain
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Framework for the organization
and operationalization
“Networking”
Seed Cy
Private Public
Agro
Dealer
Seed
Grower
Food
Processor
Aggregator
Feed
Processor
• Linking the actors of the
Food
Retailer
Farm
Producer
SAWIB
NATIONAL
PLATFORM
Country C
value chain
• Linking seed companies,
agro dealers, processors...
• Private and public
1.
Seeking
for
Expertise
2.
3.
Linkage
Market
&
Sponsorship Development
Seed Cy
Private Public
Agro
Dealer
SAWIB
INTER
NATIONAL
PLATFORM
• Policy and regulation
SAWIB
NATIONAL
PLATFORM
Country A
SAWIB
NATIONAL
PLATFORM
Country B
Food
Processor
Aggregator
Variety
Seed
Grower
association
Feed
Processor
Food
Retailer
Farm
Producer
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Markets studies will high light
appropriate crops and value
chains
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Another model comes from the
experience of off-season
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Services (output – activity - objective)
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Identification & management of different value added chains
Linkage between parties
Identification & linkage of sponsors
Facilitate the relationship between parties
Organization of expert consultations, training sessions, study
tours
◦ Publications; success stories and guidelines, market studies,
statistics
◦ Website
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How
◦ Define organization
◦ Finance & “business model”
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Networking
◦ National, regional & global organizations and companies
◦ Public and private sectors
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Phases
◦ 1. Obtain the collaboration / agreement of:
 “International Agri-Food Network’’ members
 Financing parties
◦ 2. Focus on few easy crops and countries
◦ 3. Further development with other crops
and countries.
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From the Supermarket:
◦ No answer
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From the food-industry
◦ Global brand names: “our processes are protected by
company secret”…
◦ Commodities (rice – oil): “interesting approach”
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From the seed industry
◦ Positive support
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From the fertilizer industry
◦ “The SAWIB approach is in line with our approach”
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From the crop protection industry
◦ “How to contribute to SAWIB success”
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A survey has been realized in 2009 to
measure the situation regarding the
relationship between developed and
developing countries
0. Seed company (Tous)
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Purpose:
Numbers
◦ A view from the seed
industry in the relation
between developed and
developing countries
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AF, 1
AU, 1
BR, 1
CZ, 1
US, 6
DE, 1
1 122 questionnaires sent
66 answers
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VN, 1
Not concerned
Company secret
I will come back
31 forms fulfilled
from 19 countries
DK, 1
FI, 1
TK, 3
FR, 5
SE, 1
PT, 1
PL, 1
NL, 1
IN, 2
LB, 1
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IT, 1
DonnéesSeptember 11th 2009
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Contracting party from
developed country
Open pollinated
1.
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Yes: 14
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Yes: 19
Receiving party from
developing country
Open pollinated
1.
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No: 11
Hybrid
2.
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No: 5
Hybrid
2.
No: 6
Yes: 16
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Yes: 19
No: 2
The exchange seems to be easier for hybrid than OP
The [No] explanation for OP are: “Due to very risk of illegal
propagation, mainly in non UPOV countries but not only,
IP, PVP Laws…”
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Contracting party from
developed country
Yes: 17
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No: 1
Receiving party from
developing country
Yes: 15
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Ag biotech
Biotechnology
Biotechnology, seed technology
under binding agreements
Breeding and biotech capabilities
Breeding methods
Chemistry, crop protection
Germplasm
Lab techniques machinery
Molecular
Seeds
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No: 7
Ag biotech
Biotechnology
Breeding and biotech capabilities
Breeding tissue culture, marker
technology
Breeding tools
Chemistry
Herbicide resistance biotech,
molecular, primers
Molecular
Seeds
Various
Large exchange, same view between contracting and receiving
parties
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Contracting party from
developed country
Yes: 19
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No: 8
Receiving party from
developing country
Yes: 12
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Breeding technology 2
Crop and seed production know
how
field management
field screening
plant breeding
production processes
Quality in production
Seed production 3
technology, expertise, IP
training
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various
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No: 11
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breeding skills
breeding tissue culture, marker
technology
diseases resistance breeding,
healthy oil breeding
Seed production
technology, expertise, IP
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various
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Contracting party from
developed country
Hybrid
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No: 2
Receiving party from
developing country
Hybrid
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Corn, sunflower, vegetables,
flowers
Main limiting factors: IP protection,
know how, climatic adaptation, too
many papers.
OP
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Yes: 4
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Yes: 17 No: 9
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Canola, cotton, cereals, beans,
forage, ornamentals, soybean,
vegetables, flowers
Main limiting factors: IP protection
and climatic adaptation
No: 15
Corn, sunflower, vegetables,
flowers
Main limiting factors: parent lines
protection, to be competitive
OP
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Yes: 8
Yes: 6
No: 16
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Clover, rapeseed, vegetables,
alfalfa, flowers
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Main limiting factors: IP protection,
no demand, not feasible
Easier to exchange germplasm in hybrid than producing “on site”
due to IP protection and …
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Contracting party from
developed country
Yes: 8
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No: 20
Receiving party from
developing country
Yes: 6
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Corn, cotton, sunflower, oilseed,
triticale, vegetables
Limiting factors: costs, movement
of germplasm
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No: 17
Corn, cotton, vegetables, sunflower,
rapeseed, flowers
Limiting factors: costs, movement of
germplasm
Same evaluation from developed and developing countries
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Contracting party from
developed country
Yes: 22
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No: 3
Limiting factors:
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ability to commit a contract,
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cost of seed,
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no sufficient variety protection,

mentality of potential partners
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Receiving party from
developing country
Yes: 20
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No: 2
Limiting factors:

expensive seeds from developed
countries
Highest rank for [Yes] both side but still some limiting factors to
take into account!
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Activity of the companies
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Breeding: Yes: 23 No: 7
Production: Yes: 27 No: 1
Marketing: Yes: 29 No: 0
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Size of the activity
0 to 10 M$:
10 to 50 M$:
50 to 200 M$:
More:
6
11
4
8
Major companies have replied to the survey
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Need to be practical and make impact on the ground within the “projects”
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Each party’s mission is identified and bring their core competencies
focused on each project
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Planning and resources dedicated to success
◦ good clear plan in writing
◦ goals to achieve
◦ stay on track
◦ sort out misunderstanding
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Coordination to have all parties on board on the same targets and in due
time
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Publicity / aids / communication…
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Precise timing for development versus business relationship
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Self sustainability as the ultimate step of the support
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