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Agribusiness

Policy and institutional reforms to improve horticultural markets in Pakistan

Project Code: ADP/2014/043
Program: Agribusiness
Budget:
A$1,509,022
Research Program Manager: Mr Howard Hall
Project Leader: Jeffrey LaFrance - Monash University
Duration:
JAN 2016
2019
DEC 2019
Project Status: Legally Committed/Active
Map
maps_adp-2014-043
Key partners
Arid Agriculture University Rawalpindi
Center for Chinese Agricultural Policy
Karachi School of Business and Leadership
La Trobe University
Macquarie University
Pakistan Agricultural Coalition
Pakistan Agricultural Research Council
Peking University
Quaid-e-Azam University
Sindh Agricultural University
University of Agriculture Faisalabad
University of Queensland
DOCUMENTS

Overview 

Designing practicable marketing policy reforms to improve producers’ and consumers’ welfare, with particular attention to gender and poverty dimensions. 

Pakistan’s horticulture industry is one of the largest in the world with huge growth potential in both domestic and export markets. 

The country produces about 13.7 million tonnes of fruits and vegetables each year. This contributes to nearly a quarter of national food production and serves as a major source of nutrition for the population. The horticulture industry is dominated by smallholder farmers, with strong participation of women in production and processing. But low productivity, poor quality, high wastage and low exports are keeping the industry from reaching its full potential. 

This ‘demand driven’ research project has emerged out of priorities identified by Pakistani policy-makers and industry representatives, based on the wide consensus that horticultural marketing system inefficiencies are a major impediment. 

There is relatively little rigorous research of existing marketing systems or serious investigation of viable alternatives that offer a robust evidence base for policy reform. This project aims to address that gap.  
 

Expected project outcomes

  • Improved market efficiency leading to smaller marketing margins, higher producer prices, lower consumer prices, better quality, lower wastage and higher exports.
  • Stronger incentives for private and public investments to upgrade productivity, processing and storage, and improve quality.
  • A more resilient horticultural marketing system that can underpin and complement other strategies to improve overall horticultural sector performance to provide higher producer incomes, reduced supply and price volatility, and better nutrition outcomes.