AGROINFO - Dự án SMEs cần tuyển dụng các chuyên gia cho những hoạt động của dự án. Xem chi tiết tại các điều khoản tham chiếu sau...

Joining WTO and following market economy, Vietnam is removing entrance barriers of retail and distribution industry to international corporations. This is a huge challenge to SMEs, especially to whom doing agro businesses. In recent years, the government has issued scores of policies aimed at supporting farmers and agricultural sector such as the policy of the collaboration of the “four actors” (State, Peasant, Scientist and Entrepreneur). Despite of early results, these policies haven’t been well-performed enough to take full advantage of entrepreneurship. In other words, the cooperation between farmers and enterprises is well below efficient line. Whenever a difficulty occurs, both the enterprise and the farmers cancel their contract unilaterally and leave the conflict unsolved. There exists a paradox that while the enterprises often complain about the lack of stable source of input materials, the farmers are suffering difficulties of finding market, lack of capital as well as modern technology. One of the solutions for these problems that has been applied successfully in the world, especially in Spain, is setting up various commodity channels to connect enterprises to farmers. However, Vietnam’s present context of small scale and fragmented production has made it difficult to establish such model. Therefore, phase 2 and 3 of the project are planned to collaborate stallholder farmers, farms, manufacturers and entrepreneurs into an organization tightened to each other on the basis of sharing responsibilities and rights following the model of a comprehensive business enterprise. From this role-model, lessons will be drawn from daily and real-life business practices to create the foundation for proposing reasonable policies.

In terms of operation field, the model supports the linkages between production and market for safe agricultural, forest and fishery products and specialties from rural areas.

In terms of business model: according to the plan, this role-model will be likely a holdings that consist of one parent company and one subsidiary, and business partners. In short term, the project will support one center of IPSARD to establish a trading company (subsidiary company) - under the parent company. Its partners include processing companies, Farm Association and Cooperatives (represent the interest of smallholder farmers), etc. The parent company possibly has representative offices in different regions. This company will have a Board of Directors consisting of representatives of centers and the stockholders. This BoD is responsible for general management. The company’s managing director will be hired by the BoD for daily operation manegement. The detailed business model and operation will be built up in the process of establishing enterprises in accordance with existing government regulations.
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