Pot in Pot Aggregation
Harvinder Singh Sodhi
Sushant Kumar
Shruti Gopal Nayak
Introduction
Innovative Farmer Group is a farmer’s organization that operates in Punjab, India in the areas
surrounding Ludhiana (
Exhibit VIII). By July 2010, this organization was producing a range of vegetables and fruits and
selling them directly to local mandis, wholesale markets and organized retail units. Their mission
is to control the entire supply chain of their produce. To fulfill this mission and give the
organization a competitive edge, the company is currently looking at different ways and
techniques of agricultural supply chain. It currently faces competition from a lot of small
organized and unorganized groups, which are operating in the same region.
Relevance of the case
This case demonstrates the benefits of aggregation that were utilized by a group of farmers to
setup a small company, ‘Innovative Farmer Group’ (now Quality Veg Produce). They used
collaborative power to introduce new cheaper technologies that helped them improve their
productivity, increase shelf life of crop and improve collective bargaining power. Today, Quality
Veg Produce has better quality of produce due to aggregation and is planning to export their
produce and gain better margins. The technology used by Quality Veg Produce (QVP) is similar
to the award winning Pot-in-Pot refrigeration technique developed by Mohammed Bah Abba of
Nigeria. Quality Veg Produce has in this process made a scalable version of Pot-in-Pot
refrigeration that is giving them an advantage over high quantity of produce. The case discusses
background, techniques, supply chain, marketing and financial aspects of QVP.
This case can be used to learn about the power of aggregation and study the model invented and
executed by Innovative Farmer Group.
1
Background
Mr. Davinder Singh and Mr. Meharban Singh are two farmers who had started vegetable farming
in the year of 2007. Davinder is an H.S.C. pass and had spent a year doing Bachelors in Arts
from Malwa College. In 2008, Davinder Singh comes from a farmer’s family which has 15 acres.
Davinder experimented by growing chilies in one acre of his family land. With this experiment,
Davinder made a profit of around 65,000. Sensing the demand and the opportunity in vegetables
he then experimented by growing tomatoes on his farm. This time he made a profit of almost `
1, 10,000. Till March 2008, Davinder was selling his produce in the local mandis of Ludhiana,
Jalandhar and Chandigarh. Davinder met Meharban during this period in the local mandi of
Samrala, a small town near Ludhiana and since both were growing tomatoes, they thought that if
they collaborate, they could get better discounts on fertilizer, seeds, pesticides and other
agricultural input items. They agreed on this idea and decided to approach likeminded people.
They formed Innovative Farmer Group Pvt. Ltd in mid 2008 with 7 farmers (with at least one
acre of land) for growing vegetables. They subsequently held their first meeting on 12th
September, 2008 where they decided that they could substantially increase their negotiating
power if they can get more people to join their group. Their ideas reaped benefits as later;
Innovative Farmer Group became an organization with 135 farmers by December 2008. Their
organization could manage prices lower than the market price and in some cases also got
agricultural inputs at prices lower than those offered by dealers. Their combined group was into
horticulture and floriculture with the aim of producing during off season to get competitive
advantage and with a focus on exporting their produce. Davinder and Meharban although started
this novel idea and created Innovative Farmer Group, they could not reap any special benefits or
advantages for the initiative they had taken since all benefits where mutual and collective interest
was in sharing the benefits equally.
Innovative Farmer Group Pvt. Ltd did well to achieve better bargaining and negotiating power
throughout 2008 and 2009. In mid 2010 however things began to change as a few farmers
expressed their desire to have a separate unit that only dealt with vegetables since the inputs for
horticulture and floriculture were disparate and offered little advantages to them in terms of scale
economies. The group split into two in August 2010 where a new cooperative society of about 40
farmers called Quality Veg Produce was formed. Davinder and Meharban joined Quality Veg
Produce due to their interest in vegetables market.
2
Industry
Paddy and wheat yield in Punjab have reached the point where only a marginal increase in level
of production per acre is possible. Serious repercussions are being felt in form of resource
depletion, soil degradation, nutrient deficiency and fall in ground water table. The intensive
paddy-wheat rotation has led to multiplication of insects/pests and diseases and intensive use of
energy are some of the other consequences of paddy-wheat rotation faced by the agricultural
sector. Diversification in both the production and consumption caused the farmers in Punjab to
diversify.
The climatic conditions in Punjab are adverse for growing of vegetables. The weather lies in the
“extreme” regions with temperatures varying from 0-50 degree Celsius. However the favorable
soil conditions, knowledge about agriculture, hard work and innovation by the farmers have
catapulted Punjab among the top vegetable producing states in the country. With an annual
production of 3500000 MT Punjab has witnessed a growth of more than 39 % in the past four
years (India Stat, 2010). This growth is mainly possible due to assured irrigation and
technological advantages, the state enjoys in the domain of agriculture. Techniques like Net
farming, Poly houses, Drip irrigation, Low Tunnel Technology, Bio dynamic cropping etc. have
also added in making vegetable farming sustainable in Punjab. The district of Ludhiana accounts
for the highest yield in the region of Punjab. Employment of the latest techniques in vegetable
farming has played a major factor in this regard. The interaction with government agencies,
especially the services offered by Punjab Agriculture University (PAU) has greatly benefitted the
vegetable producers in the region. (Exhibit VI)
The industry in Punjab is in its nascent stage and is majorly run by a wide nexus of middlemen
commonly referred as ‘aadtis’. However organized farming is beginning to prosper. The
intervention of some of the biggest names in the corporate world like Walmart, Reliance,
Syngenta, Monsanto etc. has bought the concepts of economies of size and scale to the doorsteps
of farmers in Punjab. This in turn has led to a host of policy changes. Changes in rules by the
government have made it possible for the farmers in Punjab to opt for direct selling mechanisms
in some commodities.
3
Products
Quality Veg Produce, previously Innovative Farmer Group, are producing eight types of
vegetables and selling them through their own channels. The important factors in producing the
vegetables are shelf life of the vegetable, harvesting techniques and seasons in which these crops
are grown. The lowest shelf life is of Lady’s finger (Okra), Capsicum, Brinjal, Bottle gourd and
Bitter gourd (Refer to Exhibit I
Product manufacturing processes followed by Quality Veg Produce
Nursery
Field Bed
Preperation
Soil
Fertilizing
Transplantation
Moisture
Conditioning
Post
Harvesting
Aspects
Harvesting
Top Dress
Fertilizing
Plant
Protection
Dispatch
4
Exhibit II). Their shelf life varies between seven to ten days and it becomes important for the
farmers to make sure it reaches the market in time to get a good price for these vegetables.
Presently the harvesting is being done manually with the help of locally available labor, which is
sufficient to meet the need of small farms. It hasn’t been possible to exploit scale economies
since the farms although collectively operating, have small scattered lands.
Quality Veg Produce is using drip irrigation since its inception, which has offered them a lot of
advantages in terms of their productivity. Drip irrigation or trickle or micro-irrigation as it is
known is a method to save water and fertilizer use by allowing water to drip slowly to the plant
roots, either on the soil surface or directly on the root, through valves, pipes, emitters etc. In
2007, the Punjab Government introduced a subsidy of upto 75% for farmers switching to drip
irrigation (HighBeam). It has been experimentally established that the use of drip irrigation leads
to increase not only in productivity of crop but also saves water and electricity costs (Thai
Indian, 2008).
Transportation
Quality Veg Produce is currently using road transport to supply its vegetables to the local
markets. It enjoys sharing of truck load since the farmers aggregate their produce and send to
local markets. This sharing results in lower costs of transport per farmer since the acreage per
farmer is small resulting in small produce. The close relationship with transporters and
aggregation allows QVP to get transport service quickly and lower cost, which is directly
translated into higher margins.
As QVP is expanding, there is a need to optimize the cost of transportation and also the need to
search for other modes of transport. Moreover, since they are planning on exporting their
produce (mainly to UK) they plan to explore cheaper and quicker means of air transport.
Depending on freight, rail may be the best and least expensive mode of transportation. Rail
freight and interstate trucking companies each offer advantages. Shipping freight by rail may be
less expensive if the freight is near a rail head at both the point of pickup and delivery point. The
5
attraction for using railways as a mode of transport for future expansion comes from the recent
reduction of service charges for e-tickets and freight charges as announced by the current railway
minister Mamata Banerjee in Feb, 2010 (Affairs, 2010).
Currently QVP is using road transport for reaching their markets. Due to the innovative pre
cooling techniques used by them, it is possible to have sufficient delay in transport. In future as
competition rises from competing groups, it would be important to reduce delay in
transportation.
Lead Time and Pre-cooling
Pre-cooling of the produce soon after their harvest is one of the important components of the
cold chain, which ultimately affects the shelf life of the produce. The main purpose of precooling is to immediately remove the field heat from the produce. Pre-cooling not only removes
the field heat but also reduces rate of respiration, rate of ripening, production of ethylene,
moisture loss and spread of decay.
Pre-cooling methods followed in the Industry
In the variety of pre-cooling methods, room cooling, forced air-cooling and hydro-cooling
methods are used for a wide range of commodities. Some commodities can be cooled by several
methods, but most commodities respond best to one or two cooling methods. Most uses are
concerned with the time to “complete cooling”, which usually means the time to reach a desired
temperature before transfer to storage or transport. Seven-eight cooling may be defined as the
time required in cooling the product, 7/8 of the way from its initial pulp temperature to the
temperature of the cooling medium.
Room cooling
It is low cost and slow method of cooling which requires no additional equipment for precooling. In this method, the produce is simply loaded into a cool room and cool air is allowed to
circulate among the cartons, sacks, bins or bulk load. This method is most suitable for less
perishable commodities such as potatoes, onion, apples and citrus fruits.
Forced-air cooling:
6
Forced air-cooling is mostly used for wide range of horticultural produce. This is the fastest
method of pre-cooling and takes 1/4 to 1/10 of the time needed for room cooling. Forced aircooling pulls or pushes air through the vents/holes in storage containers. In this method uniform
cooling of the produce can be achieved if the stacks of pallet bins are properly aligned. This is
the most widely adapted cooling method for small-scale operations.
Hydro-cooling
The use of cold water is an old and effective cooling method used for quickly cooling a wide
range of fruits and vegetables in bins or in bulk before packaging. For packed commodities it is
less used because of difficulty in the movement of water through the containers and because of
high cost involved in water tolerant containers. Shower and immersion type are the two broad
types of hydro-cooling methods followed by farmers. In the shower type of hydro cooler, cold
water is pumped to an overhead perforated pan which produces a shower over the produce which
may be in bins or boxes or loose on a conveyer belt passing beneath. In the hydro cooler type,
the produce is brought in contact with cold water by using a conveyor (flume type) or by
lowering bins/boxes in a tank of water which is continuously cooled by mechanical refrigeration
system.
Vacuum cooling
Vacuum cooling takes place by water evaporation from the product at very low air pressure. In
this method, air is pumped out from a larger steel chamber in which the produce is loaded for
pre-cooling. Removal of air results in the reduction of pressure of the atmosphere around the
produce which further lowers the boiling temperature of its water. As pressure falls, the water
boils quickly removing heat from the produce.
Package-icing
In some commodities, crushed or flaked ice is packed along with produce for fast cooling.
However, as the ice in contact with the produce melts, the cooling rate slows considerably. The
ice keeps a high relative humidity around the product. Package ice may be finely crushed ice,
flake ice or slurry of ice and water called liquid ice. Liquid icing distributes the ice throughout
the container, achieving better contact with the product.
Pot-in-Pot
7
The pot-in-pot refrigerator, (also known as a Zeer ‫ ال زي ر‬in Arabic), is a refrigeration device
which keeps food cool without electricity by using evaporative cooling. It is constructed by
placing a clay pot within a larger clay pot with wet sand in between the pots and a wet cloth on
top. The device cools as the water evaporates, allowing food stored in the inner pot to be kept
fresh for much longer in a hot, dry climate. It must be placed in a dry, ventilated space for the
water to evaporate effectively towards the outside. Evaporative coolers tend to perform poorly or
not at all in climates with high ambient humidity. Mohammed Bah Abba of Nigeria patented the
device (originally conceptualized by him) in 1995 and was awarded a Rolex Laureate ( (Rolex
Awards) in 2000 for developing the “pot-in-pot preservation/cooling system”.
Mobah Rural Horizons
Mobah Rural Horizons is a Rural Development and Consulting Organization that designs,
invents, and disseminates appropriate technologies for poor rural areas. The project is a fresh
foods preservation system that uses two clay pots. This system requires no electricity supply to
preserve and prolong the storage life of perishable fresh food items. (techawards.org)
For people who live in hot climates with little electricity, food spoils quickly. Produce spoils
within three days without refrigeration, forcing farmers to rush their crops to the market and sell
them at undervalued prices. This has a lot of consequences to the farmers, and their families,
because it affects their life and leads to a decrease in income in poor rural areas. For Kano City,
which is around 60 miles from many farmers, the fresh produce that is grown rots along the way,
causing farmers to earn smaller profits and provide for fewer people.
History of Pot-in-Pot Refrigeration
Refrigeration is a method for storing foods around the world, but places in Africa like Kano City
do not have the resources to support a stable supply of electricity to make refrigerators a viable
option. As a result, Mohammed's desert refrigerator allows produce to stay fresh for weeks, so
less food is wasted, and farmers are able to increase their profits so that they can continue to
provide for their communities. Mohammed sells around 30,000 coolers a year to farmers and
other people who want to preserve food for their families and communities.
Pot-in-Pot Aggregation
8
Pot-in-Pot aggregation is a concept that uses the patented technology of Pot-in-Pot refrigeration
at the distribution level, to keep the produce longer with adequate moisture content so as to fetch
the farmer a higher price, while lowering the cost of pre-cooling (Exhibit IV) The Pot-in-Pot
aggregation model combines the benefits of a modified version of Pot-in-Pot technology and a
superior distribution model that maximizes returns for the farmer. The suitability of this model is
particularly applicable for reducing the cost of production, which involves pre-cooling and
improving the time to market.
Innovative Farmer group is using a bigger method, an extended version of pot-in-pot
refrigeration, where they store their produce in a water sprinkled wire mesh containing pebbles
on the surfaces. The wire mesh holds the pebbles together and 5 such sets of wire meshes form a
closed cubicle that stores the produce. Water sprinkled on this cubicle slowly evaporates from
the surfaces of pebbles held together by the mesh that keeps the produce at lower temperature
and reasonably moist.
The advantages of this technology are clearly demonstrated by an experiment performed by
SEED that compares the temperature inside and outside of the pot (Seed) (Exhibit V)
Marketing
Quality Veg Produce is distributing their produce to organized retail, local mandis and wholesale
markets. In organized retail they are mainly selling tomatoes and cucumber to Field Fresh
(Bharti), which constitutes about 5-10% of their total produce. Presently Quality Veg Produce
(QVP) controls the whole distribution channel due the competitive advantage they enjoy due to
superior storing practices and collaborative agricultural input gathering mechanisms.
Another important factor in the marketing of crops is deciding on the crop to produce. This is
collectively decided by analyzing the market conditions, weather, and market prices prevailing in
the region. QVP recently decided to sow colored capsicum (yellow) to cater to the increased
demand due to the CWG in New Delhi. Overall since the planned crop is catering to the demand
of the market as well as fetching better prices, Innovative Farmer Group (Now QVP) has never
faced problems in clearing the produce. Moreover, their superior and cheaper practices ensure
that the marketing functions headed by Sikander Singh Tiwana easily cater to the market’s
needs. The major role of Mr. Tiwana in the organization is to search for new opportunities for
9
QVP. QVP is currently in talks to export their produce and Mr. Tiwana is actively looking into
legal and marketing functions to make this possible.
Financials
The cost of production includes the costs for agricultural inputs. Crops like Brinjal and Okra
have very high costs of agricultural inputs. The amount varies in the range of ` 40000 -` 60000,
majority of which is spent on insecticides and pesticides (Refer Error! Reference source not
found.).
Fixed Assets
The major fixed assets are land. The land of farmers in QVP is valued at `200000- `400000 per
acre. The land Thus with an average land holding of 5 acres the total asset value for each farmer
comes out to be Rs1, 000,000.
Cash
The average cash in hand is in the range of ` 200000- ` 500000 per annum. This cash in hand is
the cash that is obtained after the sale of vegetables after a particular season/interval. The season
can range from 3 months to a period of 6 months, depending upon the demand conditions. Most
of the sales are cash transactions that help the organization in maintaining sufficient liquidity.
Organizational Structure
Quality Veg Produce is following a flat hierarchy with equal stake of all farmers. This structure
is an apt frame because the benefits of aggregation are equally shared by all farmers. This
organization started with a group of farmers conceptualizing the collaborative model, but owing
to the nature of collaboration the system gave no special incentives for their initiative. The model
works on personal relationships of farmers and their common objective. Innovative Farmer
Group split due to the mismatch in objectives. The various functions such as finance, marketing,
legal and supply chain are collectively handled with individuals within the organization with
superior skills in these areas taking the initiative. A decision that impacts the organization is
collectively decided in a meeting with all the members of the organization. Innovative Farmer
Group (Now QVP) has grown at a healthy pace due to this flexibility and individual initiatives.
10
Research and University Linkages
Quality Veg Produce has tie-up with Punjab Agricultural University (PAU), which helps it get
information on the latest farming practices and technologies. Punjab Agricultural University
(Ludhiana) is an important resource since it is located close to the farms of QVP and QVP has
maintained close relations with the professors and researchers at PAU. PAU organizes fairs
(Kisan Mela) where industry, government of Punjab and the horticulture department at PAU
collaborate for helping and informing the farmers.
The State Agricultural universities are
responsible for sending the complete report of Kisan Mela after successfully organizing the fair.
Kisan mela is organized twice every year by State/Central Agricultural Universities, one each in
Kharif and Rabi season in agriculturally backward areas. Organization of this type of mela
encourages new technologies in farming and educates farmers about these technologies.
Government of India grants funds to all State/ Central Agricultural Universities to conduct Kisan
Mela in agriculturally backward areas to acquaint the farmers of the region about new
discoveries in the field of farming.
Kisan ghosti’s are also arranged along with Kisan mela; provide the platform for healthy
interaction between farmers and scientists about new skills and technologies in the field of
agriculture. (Festivals of India)
Impact and Outreach
The scope of Quality Veg Produce is limited by the region currently. (Exhibit VIII) Moreover,
the processes in place are ad hoc and not well documented. But this model can have a great
impact on the current region of operation i.e. Punjab. Other small farmers can use this model to
improve their distribution, resource inputs and productivity. In the long term if many such small
enterprises come up, this can give a boost to the agricultural industry by improvements in
technology. This in turn would increase competition hence foster quick innovation and
competitive pricing.
The Pot-in-Pot aggregation systems and similar techniques need the water to evaporate. In highly
humid conditions or in areas where there is water scarcity, these techniques would not be very
effective. Punjab has high irrigated area, which makes the use of water cooled techniques
possible and effective. The outreach of this model is a function of the technology used, which is
11
heavily dependent on water and the type of crop grown. In areas where there is scarcity of water,
this model can be modified to suit the overall aggregation structure. The modification of this
model would imply a different storing and cooling technique.
Replicability
The structure of the organization is its key factor in its success. The techniques used by Quality
Veg Produce (Previously Innovative Farmer Group) are easily available and information on
implementing these techniques is readily supplied by state agriculture universities. Hence the
main strength of QVP is the coherence and trust between farmers. This trust has been formed due
to mutually coherent goals and consistent success. Consistent success has also been dependent on
the trust shown by all farmers on deciding the vegetable to produce and the selling price. People
like Davinder Singh, Meherban Singh and Mr. Tiwana make it possible because of their self less
initiatives to make the organization a success. These people are putting in extra resources and are
devoting extra time to keep the organization growing and sustaining itself.
The replicability of this model has three important factors
1. Initiators
2. Mutual trust
3. Coherent objectives
The lack of coherent objective was the reason behind the splitting of innovative farmer group. As
it became clear that a coherent objective was necessary for the organizations success, its founder
members moved to form another group.
Replicability of this model although seems easy but will take time since there is a steep learning
curve to follow for the imitators. Moreover, this learning curve has to be supplemented by trust
and initiators to complete a successful aggregation.
Sustainability
The sustenance of this model depends on the commitment of the initiator and the follow up of
other farmers. The future sustenance and growth also would depend on nurturing the leadership
capabilities of other farmers. This would build the human resource capital of Quality Veg
12
Produce and further enhance the decision making capabilities and flexibility within the
organization.
Conclusions and Recommendation
Quality Veg Produce has successfully executed an aggregation model that takes into account the
climatic conditions, market conditions and future growth opportunities. Innovative Farmer Group
broke in to two separate entities due to lack of common goal. If Quality Veg Produce wants to
grow further they will have to set up a proper documented framework, for the sharing of roles
and responsibilities. The lack of this was evident in Innovative Farmer Group as it split into two
entities. The current model is suitable for small groups and is useful for individual farmers with
small land holdings to increase bargaining power, use better agricultural methods and reach the
retailer.
Pot-in-Pot aggregation is a unique concept that can be used by other farmers to aggregate their
produce and store it for longer periods. This technique is being implemented at a larger level
using cheaper and flexible systems by QVP. Moreover, constant interaction with state
agricultural universities is helping QVP get the latest information on better practices. This
aggregation model combines the benefits of aggregating power, defined roles, better bargaining
power, research linkages and combined transport to create a holistic self sustaining system. It
also allows QVP to have tie-ups with big companies like Field Fresh (Bharti), Reliance etc.
(Exhibit VII)
The problems still being faced by Quality Veg Produce are related to Public Policies and Crop
Insurance. Public policy issues are related to the generalization of the policies that do not take in
account the regional disparities. Quality Veg Produce also does not enjoy the benefits of crop
insurance.
Overall QVP has a successful and scalable model that can be currently implemented by other
small land owners but in order to develop the organization in Long Term, QVP will have to
define the roles and responsibilities and set a clear organizational framework.
13
Appendix
Exhibit I
Product manufacturing processes followed by Quality Veg Produce
Nursery
Field Bed
Preperation
Soil
Fertilizing
Transplantation
Moisture
Conditioning
Post
Harvesting
Aspects
Harvesting
Top Dress
Fertilizing
Plant
Protection
Dispatch
14
Exhibit II
List of vegetables produced by Quality Veg Produce, their shelf life, harvesting techniques,
new techniques and seasons.
Vegetables produced by Quality Veg Produce (as on 31st August, 2010)
Vegetable
Capsicum
Shelf
Harvesting
Latest
Season
life
Techniques
Techniques
10
Manually
Drip
Days
picked
Irrigation, Net suited
16-30oC temperature
is best
house
Lady
Finger 7-
Manually
10Days
(Okra)
Bottle
gourd 7-
and
Bitter 10Days
Drip
February-March
Irrigation
Manually
Drip
February-March,
June-July,
Irrigation
November-December(under
net
house to save the vegetable from
gourd
frost)
Cucumber
2weeks
Manually
Drip
February-March
Irrigation, Net
house
Brinjal
7-9
Manually
Days
Tomato
2-
Drip
Long and warm season is required
Irrigation
Manually
3Weeks
Drip
October-November
Irrigation, Net
house
Green Chilies
2Weeks Manually
Drip
15-35oC temperature is optimum
Irrigation
Onion
3-8
Harvester
is Drip
Months
used at large Irrigation
Mild
temperature
conditions
required
scale
15
Exhibit III
Table showing the per acre cost of production for the vegetables produced by Quality Veg
Produce
Per Acre cost in `
Cost of Production per Season (inclusive of all
costs)
Tomato
100000
Capsicum
60000
Cucumber
40000
Brinjal
100000
Okra
80000
Onions
30000
Bottle Gourd
50000
Green Chilies
35000
Exhibit IV
Figure showing the pot-in-pot cooler system (Abba)
16
Exhibit V
Table showing the results of an experiment by SEED, comparing the temperatures inside
the Pot-in-Pot refrigerator and the temperature outside at various time intervals (Seed)
Time after setting up the
Temperature inside the pot
Air temperature outside the
Pot-in-Pot Refrigerator
(degrees Celsius)
pot (degrees Celsius)
15 minutes
23.7
23.8
20 minutes
23.6
24.0
30 minutes
23.2
23.8
40 minutes
21.7
24.7
1 hour
21.0
24.8
1 hour 15 minutes
20.4
25.0
1 hour 30 minutes
20.1
24.7
1 hour 40 minutes
19.9
24.7
2 hours 30 minutes
19.5
24.0
2 hours 40 minutes
19.4
24.4
13 hours
19.4
25.0
Exhibit VI
Table showing sales figures of Quality Veg Produce for the month of August 2010.
Vegetable
Sales(`)
Bottle Gourd
90000
Cucumber
187000
Tomato
187500
Green Chilies
100000
Brinjal
141750
Capsicum
210000
Okra
170000
Onions
80000
17
Exhibit VII
Figure showing marketing channels of Quality Channel Produce.
Producer
Wholesaler
Retailer
Consumer
18
Exhibit VIII
Figure showing the regions of operation of Quality Veg Produce
References
19
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