Accra, Ghana. 5 - 6 November 2013

Economic analysis of non-livestock productions in agro-pastoral areas

The crop value chain as lateral thinking for the livestock economy in the Sahel

Mainstreaming Livestock Value Chains

Wane A., Touré I., Mballo A. D., Nokho C. I., Konaté A.

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Overview of this contribution

The peanut value chain: financial and economic utility for the agropastoralists

Context of uncertainties = securisation of production system

Crop analysis as lateral thinking for the livestock Economy in the Sahel

Agropastoralists: not the main

beneficiaries of value added

strong social but

weak economic relationships

Crops -

contribution to resilience building

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Sahelian pastoralism: production system and livelihood in the context of risks, uncertainties and opportunities

Climate Risks / Uncertainties

Social Risks / Uncertainties / Opportunities

Economic Risks / Uncertainties / opportunities

Political Risks / Uncertainties / Opportunities

Peanut value chain in Senegalese Sahel: wealth creation but uneven distribution

For agropastoralists: Gini index = 0.6510 per cent of the agropastoralists accumulate 50

per cent of the value added

Influence levels of the different actors (1)

The producers are the most vulnerable in the market: 80 per cent have any influence in the value chain

Influence levels of the different actors (2)

middlemen of Touba, the collectors and some process women: more influential individual

Positions of the different players in the value chain

intermediates from Touba (in yellow) are the most solicited actors and have a dominant role

Capability transfers between the different actors

technical and economic links are very weak (3 per cent) while social links are important

Findings and avenues for future research

Towards crop value chain as one pillar of the resilience building of Sahelian agropastoralists

Intensification of crop-livestock activities to obtain viable and sustainable production systems

- genuine inter-professional actions

- technical, organisational, managerial and management innovation platform

- common rules in the micro sector - co-validation of quality conventions (inputs and final products),- capacity building of stakeholders - development of credit and insurance systems - implementation of market information systems