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DISCLAIMER

The authors views expressed in this publication do not necessarily reflect the views of the United States Agency for

International Development or the United States Government.

ECUADOR LOCAL BUSINESS DEVELOPMENT

PROGRAM (PRODEL) Cooperative Agreement #518-A-00-08-00002-00

Fiscal Year 2010 1st Quarter Progress Report

January 31, 2010

Submitted by: Submitted to: Sarah Mattingly, Hugo Ramos, USAID/Ecuador FIELD-Support LWA, AED Steve Beard, Program Manager, ACDI/VOCA

ACRONYM LIST AACRI Río Intag Small Coffee Producer’s Association

AAPPSME Agro-artisan Association of Producers of Dry Medicinal Plants of Ecuador

AED Academy for Educational Development

ANECAFÉ National Association of Coffee Exporters

APECAEL Specialty Coffee Association of Loja

APECAM Specialty Coffee Association of Small Growers of Marcabeli-Balsas

APECAP Association of Ecological Producers of Palanda - Chinchipe

APEOSAE Organic Farming Exporter’s Association

APEOSAE Small Organic Farming Exporter’s Association

APROCA Atacames Cacao Producers Association

APROCAM Association of Cocoa Producers of Muisne

APROCASH Shushufindi Cacao Producers Association

ASOGUABO Association of Small Banana Producers of Guabo

BCS Bio Control Systems

BCS ÖKO Bio Control Systems Garantie

C&D Conservation & Development

CABP Certification of Agricultural Best Practices

CAF Andean Development Corporation

CEDEIN Indigenous Development Center

CFN National Financial Corporation

CONFITECA Ecuadorian Candy Company

CORPEI The Ecuadorian Export and Investments Corporation

DCA Development Credit Authority

ECOCACAO Cacao Small Producer’s Association of Esmeraldas

ECOLAC The Technical University of Loja Dairy Factory

El SALINERITO The Salinas Salesian Family Foundation

EPF Enterprise Partnership Fund

ESCOFFEE Specialty Coffees of Ecuador

ETIMOS Organization of Finance and Credit

EUROAGRO The International Agricultural Production Fair

FEDECADE National Federation of Cacao Growers of Ecuador

FIELD-Support Financial Integration, Economic Leveraging, Broad Based Dissemination and Support

FISPDICA Foundation of Social Initiative for the Development of the Atacames Canton

FLO Fairtrade Labelling Organizations International

FODEMI Microenterprise Development Fund

FONCAFE National Coffee Fund

FY Fiscal Year

GOE Government of Ecuador

GRUPPO SALINAS Salinas Salesian Family Foundation

HOJA VERDE Trading Company Of Flowers And Cholcolate In Ecuador

ICAM Italian Chocolate Company

ICS Internal Control Systems

INAEXPO Agricultural Export Industry

INAGROFA Freund Arroyo Industrial Agriculture Company

INCOP National Institute of Public Purchases in Ecuador

INIAP Ecuadorian Institute for Agricultural Production

IPM Integrated Pest Management

IRS Internal Revenue Service

ISO Quality Management System

JUGO FACIL Leenrike Frozen Food

KALLARI Chocolate Company in Ecuador

LWA Leader with Associates

MAGAP Ministry of Agriculture, Livestock & Fisheries

MCPEC The Ministry for Coordination of the Production, Employment, and Competitiveness

M&R Monitoring and Evaluation

ME&R Monitoring, Evaluation and Reporting System

MIPRO Ecuadorian Ministry of Production

NAAT-E Association of Social Participation Nucleo Self of Technical Assistance of Esmeraldas

PESTELI “Market Analysis”, Political, Economic, Social, technologic ecological, legislative, and industry

PFI Potential for Inclusion

PROCAP High Altitude Coffee Growers Association of Puyango

PRODEL Ecuador Local Business Development Program

PRONACA National Food Processing - Ecuador

RA Rainforest Alliance

RAS Sustainable Agriculture Standard

RFN Rural Financial Network

RTC Cooperative Transactional Network

SALINERO Cacao Producer Company – Salinas Group

SCAA The Specialty Coffee Association of America

SME Small and Medium Enterprises

SNV Netherlands Development Organization

TRIARI S.A. The Coffee and Cocoa Industry Company

UNOCACE Union of Cacao Farmer Organizations of Ecuador

UROCAL Coastal Region Union of Farmer Organizations

USAID United States Agency for International Development

WOCCU World Council of Credit Unions

TABLE OF CONTENTS PROGRAM OVERVIEW ................................................................................................................................................................. 6

EXECUTIVE SUMMARY ................................................................................................................................................................. 8

1. PROMOTE ANCHOR FIRM AND VALUE CHAIN COMPETITIVENESS ..................................................................................... 9

2. STRENGTHEN VERTICAL AND HORIZONTAL LINKAGES ..................................... ERROR! BOOKMARK NOT DEFINED.1

3. FOSTER THE PROVISION OF FINANCIAL SERVICES ............................................................................................................ 27

4. EXPAND AND TRANSFER THE VALUE CHAIN MODEL ........................................................................................................ 32

5. PULLING IN LOCAL SERVICE PROVIDERS ........................................................................................................................... 33

6. MONITORING AND EVALUATION ...................................................................................................................................... 34

7. SUBCONTRACTS AND GRANTS .......................................................................................................................................... 36

8. CERTIFICATION OF AGRICULTURAL BEST PRACTICES (CABP) ............................................................................................ 37

9. MANAGEMENT .................................................................................................................................................................. 44

ANNEX 1 – LESSONS LEARNED AND GUIDELINES FOR FUTURE ACTIVITIES FROM PRODEL PHASE I, FY 2009 .......................... 45

ANNEX 2 – PRODEL FY 2009 ACHIEVEMENTS TO DECEMBER 31, 2009 ..................................................................................... 48

ANNEX 3 – ANCHOR FIRM EVALUATION MATRIX ...................................................................................................................... 49

ANNEX 4 – ANCHOR FIRM SELECTION SCORES FOR PHASE I FIRMS .......................................................................................... 52

ANNEX 5 – SUBSECTOR EVALUATION MATRIX ......................................................................................................................... 53

ANNEX 6 - PRODEL I ANCHOR FIRM EVALUATION MATRIX SUMMARIES ................................................................................. 54

ANNEX 7 - NEW ANCHOR FIRM EVALUATION MATRIX .................................................................................................... 63

ANNEX 8 - ANALYSIS OF PROJECT EXPENSES BY GEOGRAPHICAL AREA .................................................................................... 66

LIST OF TABLES Table 1: PRODEL Program Indicators .........................................................................................................................7

Table 2: Selection of New Anchor Firms.................................................................................................................. 12

Table 3: Value Chain Competitiveness Strengthening Activities During the 1st Quarter of FY 2010 ..................... 16

Table 4: Strengthening Activities and Results for Value Chain Veritical & Horizontal Linkages ............................. 23

Table 5: PRODEL II Key Indicator Achievements ..................................................................................................... 35

Table 6: Certification Activities for Anchor Firms in the First Quarter of FY 2010 .................................................. 39

Table 7: CABP Key Progress Indicators and Targets ................................................................................................ 42

Table 8: Achievements to December 31, 2009 for PRODEL 1 Indicators ................................................................ 48

LIST OF GRAPHS

Graph 1: Anchor Firm and Subsector Positioning Graph ........................................................................................ 11

Graph 2: PRODEL Strategic Orientation Approach ……………………………………………………………………………………………. 21

Graph 3: PRODEL Strategic Orientation Tool ……………………………………………………………………………………………………. 22

Graph 4: Total loan amount percentage by source of financing………………………………………………………………………. 28

Graph 5: Percentage of the loan amount by financial institution……………………………………………………………………… 29

PRODEL QUARTERLY REPORT – October 1, 2009 through December 31, 2009 6

PROGRAM OVERVIEW PRODEL, an associate award under USAID’s FIELD-Support Leader with Associates (LWA),

aims to increase income and employment for families along the northern and southern

border areas of Ecuador by supporting the expansion of private enterprises that will rapidly

generate income and employment, and by strengthening local private producer groups and

associations. Managed by the Academy for Educational Development (AED) and

implemented by ACDI/VOCA in the field, PRODEL provides demand-driven assistance

packages (technical assistance, targeted training and small grants) to stimulate and facilitate

increased investments in strategically-selected agribusiness and non-agricultural anchor

firms and their networks of suppliers and ancillary firms with a commitment to the growth

of their businesses and the potential to generate significant increases in income and

employment.

In support of the above objectives, PRODEL has created the Enterprise Partnership Fund to

provide technical and co-financing assistance to lead or “anchor” firms, tailored to their

specific needs. The assistance packages include a combination of market development,

financing, accounting, management assistance and skills training depending on the specific

challenges facing each anchor firm. PRODEL collaborates with banks, finance companies and

microfinance institutions to facilitate the provision of additional credit to participating

anchor firms and producer groups.

AED and ACDI/VOCA received a modification to the level of effort for PRODEL in September

2009 extending the program to September 30, 2012 and increasing the number of

participating anchor firms by 34 firms.

The second phase of PRODEL is implemented through five key areas:

Promote Anchor Firm and Value Chain Competitiveness

Upgrading Vertical and Horizontal Linkages

Foster the Provision of Financial Services

Expand and Transfer the Value Chain Model

Pulling in Local Service Providers


In the new phase of the program, PRODEL will monitor its progress against the following

targets.

Table 1: PRODEL Program Indicators

INDICATOR Fiscal Year 2010

Fiscal Year 2011

Fiscal Year 2012

Life of Project

Number of urban and rural anchor firms 10 12 12 34

Number of beneficiary families 4,000 4,800 4,800 13,600

Number of hectares of new and improved licit crops 2,800 3,400 3,400 9,600

Number of full time employees 2,000 2,400 2,400 6,800

Increase in family (household) income 25% 25% 25% 75%

Increase in sales of producer groups to the anchor firm 25% 25% 25% 75%

Number of technicians trained from NGOs and the GOE 80 100 120 300


EXECUTIVE SUMMARY This report covers activities undertaken and results achieved during the first quarter of the

Fiscal Year (FY) 2010 (October 1–December 31, 2009). The indicators for PRODEL goals and

objectives are being reported on a cumulative annual basis. PRODEL’s main achievements

during this quarter include the following:

The first phase of PRODEL ended September 30, 2009 and the team met or exceeded

all but the anchor firm sales target that will be reported as of the end of the 2nd

quarter of FY 2010.

The Certification of Agricultural Best Practices component of PRODEL was completed

as of December 31, 2009 and met or exceeded all of its established targets.

To close out the first phase of the program, the PRODEL team hosted an event in the

Quito Marriott to disseminate achievements. Attended by an estimated total of 280

public and private sector representatives, the event featured stands from the 20 first

phase anchor firms and testimonials from five of the program beneficiaries. The

event attracted media coverage and the PRODEL team distributed a book entitled

“Supporting Efforts and Harvesting Development” to attendees. A video highlighting

PRODEL’s work during the course of the past 20 months was presented and

attendees were invited to hors d’oeuvres made with ingredients from the six product

sectors chosen for the first phase of the program.

The second phase of PRODEL began during this past quarter and the current

program contract runs through September 30, 2012.

The PRODEL team conducted Rapid Value Chain Assessments of PRODEL I sub-

sectors to include, coffee, cacao, dairy products, medicinal plants and aromatic

herbs, processed fruits, and grains. The assessment suggested that the coffee,

cacao, processed fruits, and grains subsectors should be retained for the second

phase of the program.

The PRODEL team profiled anchor firms considered for participation in the second

phase of the program. Ten firms were presented to USAID: three in cacao, three in

coffee, two in fruits, one in grains, and one in fish & seafood.

AED in coordination with the PRODEL team in Ecuador conducted Rapid End Market

Assessments of PRODEL I sub-sectors to include, coffee, cacao, dairy products,

medicinal plants and aromatic herbs, processed fruits and grains to USAID.


1. PROMOTE ANCHOR FIRM AND VALUE

CHAIN COMPETITIVENESS

The prodel team launched a new phase of the program this past quarter and within the promotion of the anchor firm value chain competitiveness component began by selecting subsectors and anchor firms. This component describes the activities to maximize the potential for marketing opportunities for PRODEL anchor firms and their linked producers.

1.1 Achievements during the Quarter

During the 1st quarter of FY 2010, the PRODEL team developed new and improved

quantitative measurement tools to improve the process for the selection of subsectors and

anchor firms for the second phase of the program. These tools will not only serve the

program by providing quantitative measurements and parameters for comparison in the

process to select potential subsectors and anchor firms on behalf of the the PRODEL team,

but they will also be useful for regularly measuring PRODEL and anchor firm program

progress.

The goal for the number of anchor firms and their producer groups for the second phase of

PRODEL is 34 for the period ending September 30, 2012. The goal for this past quarter was

to select a minimum of 10 anchor firms as of December 31, 2009 to begin program

implementation.

A. Anchor Firm Selection

To select anchor firms for participation in the program, the team uses an evaluation matrix

that measures the level of market development, the firm’s management capacity, the

degree of small-scale producer inclusiveness, and access to support services. The score

obtained through the matrix is used in conjunction with other tools developed for PRODEL

that include positioning and strategic orientation tools to select the anchor firms for the

program. Using this matrix, the PRODEL team evaluated each of the PRODEL I firms in an

effort to assess their status after their participation in Phase I of PRODEL.

In phase II the PRODEL team agreed to move forward in its partnership with five of the

PRODEL I anchor firms. To identify these, the team undertook a thorough assessment of

these firms in terms of their: (1) achievement of results under PRODEL I; (2) capacity and

leadership to expand outreach to new producer and value chain groups; (3) The anchor firm

business growth capacity; (4) Market development capacity. The latest version of the

anchor firm evaluation matrix is found in Annex 3. As a result of higher qualification scores

through the evaluation matrix and other factors taken into account described in table 2, the

following anchor firms from the first phase of the program were selected for participation in


the second phase of PRODEL: FAPECAFES, Jugo Facil, Gruppo Salinas, Cereales Andinos and

COFINA (see Annex 6).

The matrix was also used to evaluate potential new anchor firms, five of which have been

pre-selected and are as follows: Cafecom, San Carlos, Deprodemar, Tropicano, and Café

Minerva (see Annex 7).

The firms were ranked in the following positioning graph that forms the basis for selecting

the five anchor firms from Phase I of PRODEL for inclusion in the second phase.


ESCOFFEE

GRUPPO SALINAS

FAPECAFESASOGUABOCAFÉ VÉLEZ

SKS

MONDEL

APROCA

COFINA

AACRI

ECOLAC

AAPROCASH

C ANDINOSINAGROFA

AROMA AMAZÓNICO

AAPPSME

JUGO FÁCILGALLETTI

1.50

2.50

3.50

1.00 2.00 3.00 4.00

Sub

sect

or

Eva

lua

tio

n

Anchor Firm Evaluation

Anchor Firm and Subsector Evaluation

ESCOFFEE GRUPPO SALINAS FAPECAFES ASOGUABO CAFÉ VÉLEZ SKS MONDEL

APROCA COFINA AACRI ECOLAC AAPROCASH CEREALES ANDINOS INAGROFA

AROMA AMAZÓNICO SOL DE ORIENTE AAPPSME JUGO FÁCIL GALLETTI

Reject even with high PFI

Consider anchor firms >1.5 and higher PFI Select anchor firms according to PFI

Consider anchor firms >1.5 and higher PFI

I

III IV

II

Graph 1: Anchor Firm and Subsector Positioning Graph

PRODEL QUARTERLY REPORT – October 1, 2009 through December 31, 2009

12

From this graph 1, the following PRODEL I firms, located in quadrant I, displayed the

greatest Potential for Inclusion (PFI) and therefore were selected for the second phase of

the program: Gruppo Salinas, FAPECAFES, Jugo Fácil, COFINA, and Cereales Andinos.

Positioning in the graph determines the priorities for selection, for example, a firm with a

high PFI within quadrant II could be considered as a potential anchor firm. This is not the

case with firms in quadrants III and IV, due to the fact that they belong to subsectors with

less competitive potential. The five firms selected for phase II occur in quadrant I of the

graph where both the anchor firm and subsector interaction is optimal. This quadrant

indicates high levels of competitiveness on behalf of the selected anchor firms and points to

a greater potential for PRODEL project intervention sustainability.

The PRODEL team has identified groups of producers and potential anchor firms within the

subsectors found to have the most potential for the program to include increased

competitiveness and potential to support large numbers of producers. The table below lists

the firms and producer groups identified so far that are currently undergoing the evaluation

and selection process. These firms and producer groups are located within the targeted

northern and southern border regions of Ecuador as well as falling into the subsector

categories selected for the second phase of PRODEL.

Table 2: Selection of New Anchor Firms

ZONE FIRM SUBSECTOR

Amazon San Carlos

Cacao

Amazon Caoni Cacao

Amazon República Del Cacao Cacao

Amazon HOJA VERDE Cacao

Amazon CONFITECA Cacao

Amazon KALLARI Cacao

Amazon Cocoamarket Cacao

Amazon Asociación Fortaleza del Valle Cacao

Amazon National Federation of Cacao Growers of Ecuador - FEDECADE Cacao

Amazon OSELLA S.A. Cacao

Amazon Triairi S.A. Cacao

Amazon Union of Cacao Farmer Organizations of Ecuador "UNOCACE" Cacao

Northern Phytotech Plant material

Northern LA VERDE Grains

Northern GRAMOLINO Grains


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Northern RANDIMPACK Grains

Northern SUMAKLIFE Grains

Northern COPROVICH/ERPE Grains

Northern INAEXPO Processed vegetables

Northern IncaFood S.A Grains

Northern Indigenous Development Center CEDEIN Processed vegetables

Northern Expoarom Cia. Ltda. Processed vegetables

Northern Jambi Kiwa Processed vegetables

Northern Cultivos Orgánicos del Ecuador S.A. Processed vegetables

Northern Euroagro S.A. Processed vegetables

Northern Grupo Agromilenio, Equibusiness Cía Ltda. Processed vegetables

Northern FEPP CAMARI Grains

Southern CAFECOM Coffee

Southern CAFÉ MINERVA Coffee

Southern FINO DE AROMA Coffee Cacao

Southern EL CAFE Coffee

Southern GARDELA Coffee

Southern ORGANIC COFFEE Coffee

Southern BONCAFE Coffee

Southern FRYDECO Cacao

Southern FEDECADE Cacao

Southern UROCAL Cacao

Southern PRONACA Grains

Southern WAYNE Grains

Southern KAVE CAFÉ ECUATORIANA S.A. Coffee

Southern Indigenous Development Center CEDEIN. Coffee

Southern Frutos Del Pacífico Sur S.A. Processed fruits

Southern FRUTPASOUTH S.A. Processed fruits

Southern CORPAP Grains

Southern FEPROCAZH Cacao

Esmeraldas DEPRODEMAR Fish & seafood

Esmeraldas TROPICANO Processed fruits

Esmeraldas CHOCONO Cacao

Esmeraldas ECUACOCOA Cacao

Esmeraldas TULICORP Cacao

Esmeraldas CHOCOLATECA Cacao

Esmeraldas FFMD Cacao

Esmeraldas PALFRUIT Processed fruits

Esmeraldas EMPCOPAC/UNIVERSAL SEA FOOD Fish & seafood

Esmeraldas Naturalmente Rico Frozen Tropic Processed fruits

Esmeraldas Facundo Processed fruits

Esmeraldas Profruit Processed fruits


14

Esmeraldas AGROFACILE Processed fruits

Esmeraldas Guayas Processed fruits

Esmeraldas Sunny Processed fruits

Esmeraldas Exporganic S.A. Processed fruits

Esmeraldas FLP Latinoamerican Perishables del Ecuador S.A. Processed fruits

Esmeraldas Agricola Oficial Agroficial S.A. Processed fruits

Esmeraldas Amerifoods S.A. Processed fruits

Esmeraldas Compañía Agrícola Industrial Ecuaplantation S.A. Processed fruits

Esmeraldas Romero Kotre Agrícola Ganadera Processed fruits

Esmeraldas UROCAL - Regional Union of Farmer Organizations of the Coast Cacao

Esmeraldas Solipesca Fish and seafood

Esmeraldas INPROMAR Fish and seafood

B. Anchor Firm Business Planning

To increase the relevance of business planning activities for the anchor firms and ensure

appropriateness for the firms’ varying levels of sophistication, the PRODEL team worked to

improve and adapt its planning and analysis initiatives during this past quarter. The PRODEL

business planning process serves to identify the various critical success factors to achieve

sustainable competitive advantages for participating anchor firms and producer groups.

The methodology used includes workshops conducted with anchor firm and producer

stakeholders during which potential program capacity interventions are determined.

Limitations to greater value chain competitiveness are identified through a participatory

process during these workshops. In addition, ways to improve market demand through

increased raw material quality and quantity levels are considered in the discussion. From

the limitations and opportunities analyzed, activities are defined to be included in an

investment plan that forms the basis for the Enterprise Partnership Fund for each

participating value chain. Software has been developed to facilitate the sustainability of the

business planning process.

C. Subsector Evaluations

Based on the strategic subsectors defined by the Ecuadorian Ministry for the Coordination

of Productivity, Employment and Competitiveness (MCPEC) and the competitiveness of

each potential subsector within the provinces located in the PRODEL area of influence, the


15

PRODEL team developed a methodology that evaluates subsector competitive potential

with the goal of focusing program resources on enhancing the competitiveness of those

products that demonstrate the greatest potential for achieving PRODEL objectives. The

PRODEL technical team assessed the subsectors targeted in Phase I. In addition, a team of

consultants conducted assessments of potential new subsectors: processed vegetables, bio-

fuels, tourism, handicrafts, pork meat production, fish & seafood, agro-forestry products,

and processed fruits. Conclusions drawn from the assessments of the existing PRODEL

phase I subsectors suggest cacao, coffee, processed fruits and grains should be included in

Phase II. New subsector assessments are to be completed by next quarter.

The methodology used for PRODEL subsector evaluation included the following elements:

Primary and secondary information gathering

End market analysis

Quantitative subsector evaluation (subsector evaluation matrix)

Value chain analysis

Conclusions and recommendations

To support the new subsector evaluation and analysis process, ACDI/VOCA value chain

specialist Hannah Schiff traveled to Ecuador to provide guidance to the assessment team on

the value chain data collection and analysis.

The PRODEL team developed the subsector evaluation matrix and provided guidance to the

consultants on its use to ensure an accurate evaluation of subsector competitiveness. The

subsector evaluation matrix covers items related to the program context, the competitive

environment, and potential impact for small producers targeted by PRODEL. It includes a

PESTELI market analysis, that takes political, economic, social, technological, ecological,

legislative, and industry factors into consideration. A portion of the supporting information

used to assess these criteria was extracted from secondary sources, and additional primary

information was collected through surveys and focus groups conducted by the consultants

and PRODEL technical personnel directly with the targeted producers representing each

subsector. The latest version of the subsector evaluation matrix is presented in Annex 5.


16

Below is a summary of PRODEL I anchor firm and producer group activities during the

period from October-December 2009.

Table 3: Value Chain Competitivesness Strengthening Activities during the Quarter

COMPANY

STRENGTHENING ACTIVITIES AND RESULTS

Café Galletti - Café Galletti delivered 20,000 coffee bags to El Colmenar organization for sale under the El Colmenar label creating a stronger relationship between the anchor firm its producers - BCS organically certified 92 members of the El Colmenar group through the PRODEL CABP project

Mondel - Mondel redefined its business focus to concentrate on those products that provide greater profit margins and possess a greater level of acceptance in the marketplace. They also eliminated the catering component of their business due to comparatively low profit yields - Mondel redesigned the product portfolio according to product margin contributions - Mondel established new credit and collection policies that have reduced the period for accounts receivable from 135 to 90 days - Defined a company quality policy as part of the ISO 9001-2008 Quality Management System - Mondel implemented a modified incentive program to motivate sales department personnel. - Obtained a US$63,000 loan from CFN for the purchase of a delivery truck - Closed the catering business unit in order to improve efficiency - Conducted publicity and product tasting campaigns - Conducted food handling training for plant staff

Gruppo Salinas - Gruppo Salinas sold 149.5 MT of domestic organic and FLO cacao, for a total of US$471,614 - Due to negotiations with ICAM (Italy) that resulted from the PRODEL supported business tour, the firm met and surpassed sales projections - Gruppo Salinas began to pay back the loan from ETIMOS. By 2010, the company will have paid the capital plus interest that served as working capital to fulfill the agreement with ICAM - Currently negotiating with customers in Chile and the U.S. to sell chocolate and cocoa paste

AACRI Rio Intag - AACRI Rio Intag began implementing the market study for the 2009-2012 period

Cereales Andinos - Cereles Andinos earned contracts for government food programs - Participated in small producer inclusive fairs organized by INCOP

Aroma Amazónico - Aroma Amazónico hired Ricardo Cordero as manager. Mr. Cordero completed the PRODEL sponsored course at the Monterrey Institute


17

COMPANY

STRENGTHENING ACTIVITIES AND RESULTS

of Technology

COFINA - COFINA progressed with the construction of the semi-processed cacao product plant

AAPROCASH - AAPROCASH sold CCN-51 cacao to Rainforest Alliance customers that had been separated from the National Arriba cacao variety. This is an example of best cacao post-harvest practices

AAPPSME - AAPPSME introduced sales wagons to promote products - Conducted an Horchata Lojana advertising campaign - Obtained a health certificate for the horchata (herbs) with honey product

ESCOFFEE - ESCOFFEE achieved organic certification with the Control Union Company - Initiated contacts necessary for Fair Trade Certification - ESCOFFEE is currently negotiating a loan from CORPEI for US$1 million to build and equip its Coffee Research Center which will support product development, quality assurance, and commercialization efforts

FAPECAFES - FAPECAFES continued to improve the producer database and in the process of uploading the database to the website - implemented requirements to access fair trade and organic certification to include the verification of microlot traceability to increase access to export markets


18

ESCOFFEE General Manager, Miguel Rendon

and Olmedo Canton Coffee Producer

Association Manager, Angelino Abad win first

place at the Golden Cup 2009 Specialty Coffee

award ceremony.

D. Selected Activities Value Chain Mapping

The PRODEL team worked with an intern from the Central University of Ecuador, Andrea

Villareal, to prepare maps for PRODEL I anchor firms and analyze the value chains. Villareal

presented the value chain maps according to subsectors using Autocad. The value chains

are superimposed as transparent images, illustrating product flow, the stakeholders,

channels of distribution, as well as a comparison of PRODEL participating value chains. The

maps also include information on pricing, production, acreage, and volumes.

Contest for the Best Ecuadorian Coffee, Golden Cup 2009

PRODEL co-hosted the Golden Cup competition on

October 1-23 at the Loja Technical University

laboratory. Participants included producers,

exporters, importers, domestic and international

roasters, and nationally and internationally

renowned tasters. The event tested 35 samples,

18 of which scored 80 points or higher.

International specialty coffee taste-testing judges

selected ten finalists. First prize was awared to the

Olmedo Canton of specialty coffee producers, a

group linked to the ESCOFFEE anchor firm for

PRODEL.

In an effort to take advantage of the large number of participating specialty coffee

producers from throughout the coffee growing regions of Ecuador in attendance at the

Golden Cup competition, PRODEL organized simultaneous events on topics related to coffee

productivity, quality, harvest, post-harvest, and commercialization. Participants agreed to

hold the next Golden Cup competition in the island province of Galapagos.

Anchor firms and PRODEL representatives engaged in additional events and activities during

this past quarter to include the following:


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Coordination meetings with CORPEI regarding participation in the 2010 annual SCAA

conference in Anaheim, California

Coordination meetings with MCPEC to explore options for leveraged funds to benefit

participating PRODEL anchor firms and producer groups. A total of seven profiles

were submitted for consideration. MCPEC is interested in providing support in the

areas of import substitution, product improvements, development of innovations,

export promotion and small producer linkages

Coordination meetings with representatives from USAID, Universitas Equatorialis,

and the PRODEL program in order to achieve leverage with public sector institutions

to provide continuity to the process of anchor firm strengthening

Participation in the “Business Opportunities with Colombia” seminar organized by

the Quito Chamber of Commerce and CORPEI

Participation in the Export Strategy Seminar for SMEs focusing on the European

Union market

PRODEL representatives served as presenters in the seminar on “Strengthening

Competitiveness through Agricultural Extension” sponsored by Sun Mountain in

Quito

1.2 Challenges Encountered and Alternatives Employed

There is a significant lack of information available to investigate competitive

subsectors for the border regions of Ecuador. Ecuadorian ministries such as MCPEC

are currently implementing studies to determine the most competitive subsectors

for the country but this information will only become available in the future. As a

result, the PRODEL team has relied on primary research methods to determine the

most viable subsectors for the program. The InterAmerican Bank has conducted

extensive investigations of subsectors in Ecuador to include a study in Loja that

determined that coffee, tourism, and knowledge management were the three most

competitive sectors in this region of Ecuador; however, there is no real articulation

among these various studies with cooperating agency actors that are implementing

projects in the field. As a result, some studies have indicated that specific

subsectors that have been found to lack competitiveness by the PRODEL team, have

been targeted for development by the Ecuadorian government and others.

The PRODEL team must investigate a number of anchor firm and producer groups in

an effort to select value chains that meet the criteria for the program. Many of

these anchor firms and producer groups are difficult to identify for the program due

to a lack of organizational skills and limited business management experience. The


20

PRODEL team is working to forge relationships between anchor firms and producer

groups in an environment where farmers have had little direct contact with buyers

and are not organized to the level where they are able to provide consistent quality

and volumes of product for the market. PRODEL seeks to link anchor firms to

producers that are willing to adopt productivity and quality standards valued by the

marketplace that result in increased competitiveness and greater income levels for

program participants.

1.3 Activities Planned for Next Quarter

Organize workshops for the selected anchor firms that focus on program

orientation, strategic analysis, and business and financial planning. These workshops

will form the basis for formulating an Enterprise Partnership Fund investment plan

primarily targeted to producer groups linked to participating anchor firms.

Continue to research and select new anchor firms. The goal is to select five

additional anchor firms to the 10 previously selected, by March 31, 2010.

Coordinate with CORPEI and other public and private sector entities to select new

firms, negotiate co-financing agreements, and foster participation in local and

international trade fairs.

Continue negotiations for co-financing of PRODEL activities with MCPEC.

Provide anchor firms with strategic business management, key performance

indicator, and competitiveness feedback.

Business planning workshops will be conducted with eight of the 10 anchor firms

selected for the second phase of PRODEL to date.


21

2. STRENGTHEN VERTICAL AND HORIZONTAL LINKAGES

2.1 Achievements During the Quarter

A. Strategic Orientation

The PRODEL team has developed quantitative methodologies for value chain-focused

strategic planning and orientation based on the premise that what you cannot measure

cannot be improved. As a result, the team has developed quantitative assessment

approaches for value chain strategic orientation. The team has named this approach Value

added, Inclusion and Productivity (VIP). Taken from the anchor firm evaluation matrix

found in Annex 3, a score for each of the axes is plotted on a graph similar to the one

immediately below, allowing for periodic measurement throughout the PRODEL

implementation period.

The green (inner) diamond in the graph below represents the current state of the

relationship among anchor firms and other stakeholders in the value chain, and the red

(outer) diamond is the target that the PRODEL team seeks to achieve. This provides a visual

0

0.5

1

1.5

2

2.5

3

3.5

Market

Anchor Firms

Producers

Support Services

PRODEL Strategic orientation

Current situation Desired situation

TransformationDifferentiation

VIP

Inclusive

Productive

Value added

Graph 2: PRODEL Strategic Orientation Approach


22

representation of the gap between the current and desired anchor firm situation helping to

define strategic planning objectives. The quantitative evaluation for each one of the axes in

this graph to include Market, Support Services, Anchor Firms and Producers represents a

systemic approach to evaluation of the relation between the anchor firm and additional

value chain representatives. Viewing the graph from the bottom to the horizontal axis,

productivity represents the principal element that ensures economic sustainability for

development of producers that we are considering for the program. The red line in the

graph represents the quantitative targeted interaction between support services and

anchor firms resulting in PRODEL activities that generate greater numbers of participating

producers and higher productivity levels in the value chains. It is here that the opportunity

for firms to develop vertical linkages and achieve differentiation through social

responsibility is incorporated. From the horizontal axes of support services and anchor

firms towards the top of the graph represented by the market, activities are related to

product differentiation, transformation and value added strategies.

The various strategic planning stages for the value chain projects implemented through the

PRODEL EPF will be articulated with this VIP approach that takes the following into

consideration: program strategies, tactics, goals, objectives, and overall tasks. This approach

0

0.5

1

1.5

2

2.5

3

3.5

Market

Anchor Firms

Producers

Support Services

PRODEL Strategic orientation

Current situation Desired situation

Graph 3: PRODEL Strategic Orientation Tool


23

promotes a win-win situation for all stakeholders by promoting exports, improving

productivity, fostering producer/anchor firm linkages and adding value to products, and

future recognition will be awarded to the value chains that make progress as VIP

companies.

In the PRODEL Strategic Orientation graph 3 above the vertical and horizontal parallel lines

illustrate the gap between the current and the desired program impact. For example, the

blue (inner) diamond defines the current situation and the red (outer) diamond in the graph

represents the desired situation. The intersection of the lines defines the interaction

between one axis and another, illustrated by the yellow triangles in the graph. Interactions

occur between firm and market, firm and producers, support services and producers, and

support services and the market. This tool has helped to define overall strategic objectives

going forward for PRODEL II. This tool is aligned with the VIP approach described in graph 2

above where strategic objectives are met through the implementation of PRODEL activities

undertaken through this approach. The achievement of the objectives in this strategic

orientation tool will work to reduce the gap between the current situation depicted by the

green (inner) and the red (outer) diamonds in the VIP approach. These objectives will help

to improve relationships among the various actors in the value.

B. Strengthening Activities to Improve Producer Linkages within the Value Chain

During this past quarter, the PRODEL team has made significant progress in strengthening

the producer skills, product quality, linkages with firms, and competitiveness. The table

below lists capacity-building activities and their subsequent results of anchor firms from the

first phase of PRODEL. This table will be completed for the anchor firms from the second

phase of the program starting with the 2nd quarter FY 2010 report.

Table 4: Strengthening Activities and Results for Value Chain Vertical and Horizontal Linkages

Company

Strengthening Activities and Results

GRUPPO SALINAS - Coordinated a new BCS certification inspection for FISPDICA and NAAT-E - Gruppo Salinas provided technical assistance to FISPDICA - Gruppo Salinas held meetings with FISPDICA to encourage organizational improvements

AACRI RIO INTAG - AACRI Rio Intag initiated the Rainforest Alliance certification process, the issuance of which is still pending - Included 70.48 hectares of coffee in the certification process


24

Company


- Trained four certification technicians

MONDEL - Mondel increased the intensity of workshops and farmer field schools - PRODEL funded trainings that improved milk production, both in quantity and quality - Farmers are applying concepts learned in PRODEL trainings - Implemented quality control to ensure first-rate raw material - Held two meetings with the mayor of Mira, Fausto Ruiz, who confirmed his offer to help reinforce the goat milk project among participating communities - Mondel distributed 50 filters for milk containers provided through PRODEL to the Chauchin, Gruta de Fatima, and Frailejon communities. This equipment will guarantee high milk quality - The price of milk paid by Mondel to small farmers has risen to US$0.35, as compared to the US$0.25 per liter minimum established by Ecuadorian law. Payment is based on quality, depending on best practices followed in the communities - The Chauchin community milk producers received a Lactoscam, an essential piece of laboratory equipment for measuring milk quality parameters - Mondel continued the process to formally organize small dairy farmer associations - The Aso-Mira Association and the El Abejon community connected to the Mondel anchor firm purchased 90 additional breeding stock animals with a loan from the National Development Bank in order to specialize in goat milk production

CAFÉ GALLETTI - In the areas of San Antonio de Las Aradas and El Colmenar in the province of Loja, the PRODEL CABP team supported the implementation of the certification audit recommendations which directly benefited 88 farmers with 229.7 hectares of organic coffee - Café Galletti conducted quality control training workshops

AROMA AMAZÓNICO - Aroma Amazónico conducted 500 internal certification inspections as a result of CABP project intervention, which were presented to BCS - Aroma Amazónico held workshops for internal inspectors, both for organic and Rainforest Alliance certification

SOL DE ORIENTE - Sol de Oriente continued to deliver plastic for solar dryers and robusta coffee seedlings to farmers

COFINA - COFINA continued providing technical assistance to farmers for storage and nurseries - COFINA investigated and established connections with producer associations for the purchase of cacao in the Loreto Canton in Orellana Province - COFINA conducted a total of 536 internal certification inspections facilitated by CABP - COFINA held workshops for internal Rainforest Alliance inspectors coordinated through the CABP project

AAPROCASH - AAPROCASH incorporated 246 families on 647 hectares, 321 of which achieved organic certification - AAPROCASH held workshops for internal auditors for organic and Rainforest Alliance certification as promoted through CABP

ECOLAC - ECOLAC delivered fertilizers to dairy farmers to improve feed production - ECOLAC held training workshops for a group of 40 dairy farmers

ESCOFFEE - ESCOFFEE began distributing coffee seedlings in the Chaguarpamba and Olmedo Cantons of Loja Province - ESCOFFEE and its linked coffee growers association, Olmedo won first prize in the


25

Company


2009 Golden Cup Specialty Coffee contest - ESCOFFEE coordinated technical assistance for the implementation of the internal control system as a basis for its certification in the Olmedo Canton - ESCOFFEE held a formal training for Rainforest Alliance and organic certification inspectors

FAPECAFES - FAPECAFES organized four workshops on efficient micro-organism management for pest and disease control - FAPECAFES participated in the CABP regional workshop on Integrated Pest Management - FAPECAFES organized two events on quality management for warehouse staff and member organizations - FAPECAFES organized accounting and administrative training for technical teams, FAPECAFES leaders, and grassroots organizations

ASOGUABO - ASOGUABO continued with producer training events in order to improve productivity, especially for the Orito (miniature banana) crop conversion farm

C. Horizontal Linkages

During the quarter, PRODEL anchor firms established connections to develop horizontal

linkages along value chains. Some of the initiatives are described below:

Mondel signed a cooperative agreement with the Salinas Salesian Family Foundation

and Gruppo Salinas to process goat cheese. The Mondel/Gruppo Salinas horizontal

linkage was forged during the Monterrey Institute of Technology strategic business

management training funded through PRODEL. This six month course allowed

management from the two companies the opportunity to learn of complementary

strengths and assisted in the process to gain a level of trust and mutual

understanding that has resulted in the signing of this agreement between the two

firms.

In an effort to increase exports and improve the presentation of Mondel primary

cheese products to include blue, brie, monte caprino, and its Christmas products,

Mondel contacted the Ecuatoriana de Chocolates anchor firm to explore options to

share packaging suppliers.

The AACRI Rio Intag Association carried out research trials for its pest and disease

control laboratory to support its efforts to negotiate sales agreements with

FAPECAFES, ASOGUABO, APROCA, and Aroma Amazónico. The technology

developed through the biocatalyzation pest and disease control laboratory in ACCRI


26

Rio Intag will improve productivity levels for PRODEL anchor firms and others in an

effort to increase competitiveness among Ecuadorian agricultural producers.


The majority of agricultural producers do not belong to formal organizations and

therefore lack access to markets that rely on consistent quality and volume

standards. PRODEL seeks to promote the strengthening of existing agriculture based

associations to meet this challenge.


The PRODEL technical team will invite targeted producers and anchor firm

representatives to participate in focus groups and workshops to investigate

potential horizontal and vertical linkages between value chain actors.

Events to train trainers through the farmer field school methodology in areas of

technical assistance promoted by PRODEL will be conducted during this next

quarter.

Activities related to productivity improvements such as clonal nurseries, select

vegetable materials, and best practices for pest and disease control for producer

groups and their linked anchor firms will be implemented during the second quarter

of FY 2010.

Vertical and horizontal linkage activities will be funded through the EPF for anchor

firms and their producers that participated in the first phase of PRODEL.


27

3. FOSTER THE PROVISION OF FINANCIAL SERVICES


During the 1st quarter of FY 2010, the PRODEL financial services team continued to facilitate

Phase I anchor firms and producer group access to credit and financing alternatives.

Additionally, the PRODEL financial specialist defined the main strategies and specific

activities to be employed during the second phase of the program. The financial services

team supported Phase I anchor firms during the 1st quarter of FY 2010 through the

following activities:

The financial services team calculated indicators using anchor firm monthly financial

statements (balance sheet and income statements). Based on this analysis, the

financial services specialist made recommendations to firms on how to improve

their indicators and accounting systems. This activity helps to strengthen anchor

firm administrative and financial capacities to improve their business

competitiveness and their purchasing power from PRODEL participating small

producers. These financial sector capacity building activities also improve anchor

firm and producer access to financial products and services.

Ensured the anchor firms were included on the Ecuadorian Internal Revenue Service

white list, in an effort to avoid any tax-related problems. The white list reflects the

current fiscal condition of Ecuadorian companies and keeps track of tax payments to

the government. If a firm is absent from this list, the financial services team

immediately notifies the firm. Fewer and fewer firms are included on this list as a

result of this follow up by the PRODEL financial specialist. Due to requests from the

PRODEL Ecuadorian counterpart, Plan Ecuador, the PRODEL financial specialist has

made an effort to monitor this list on a monthy basis.

Conducted rapid financial assessments of all the PRODEL I anchor firms for the rapid

value chain assessments of PRODEL I value chains sent to USAID on December 31,

2009. The PRODEL team found that PRODEL I anchor firms had improved their

financial management practices and increasingly based their business decision

making processes on reliable financial information that is now generated as a result

of PRODEL intervention.

As of December 31, 2009, the financing obtained by PRODEL anchor firms totaled

US$ 4,275,390, a 1.5% increase over the comparable figure for September 2009. Of


28

the various sources, the National Financial Corporation, Root Capital, Amaznor, and

Oikocredit provided the bulk of the financing. The PRODEL team coordinated

financial sector contacts for anchor firms, worked to improve internal anchor firm

financial department processes, and facilitated the construction of busineses plans

that assisted in obtaining financing for anchor firms. The graph below illustrates the

percentage of total funds provided by each source from March 2008 to December

2009.

Graph 4: Total loan amount percentage by source of financing

The support provided to micro-entrepreneurs during the period from October-December

2009 focused on strengthening relationships with financial institutions, particularly the

National Development Bank (Banco Nacional de Fomento). This bank has expressed interest

in considering PRODEL participating producers as loan recipients due to the value chain

connections forged during the period of program implementation and has plans to

implement credit programs that facilitate credit access to small farmers with an emphasis

on risk management and the value chain approach. In addition, PRODEL coordinated direct

contacts between participating producers and credit officials from the National

Development Bank for loan consideration.


29

Of the 7,123 producers participating in the first phase of PRODEL, 1,865 have received loans

since March 2008. The producers received a total of US$8,417,818, or an average of

US$4,513 per operation. The mode for these loans was US$5,000, the median US$3,000,

and the standard deviation US$6,217.

A total of 70 financial institutions, including banks, savings and loan cooperatives, and

financial companies provided the 1,865 loans and 41 of these financial institutions are

regulated by the Ecuadorian Bank and Insurance Superintendent. The remaining 29 are

non-regulated. Regulated financial institutions provided the majority of the loan capital

(US$7,524,529). The following graph illustrates the percentage provided by each institution.

The most prominent was the National Development Bank, which supplied 54% of all funds,

Banco Pichincha through CREDIFE accounted for 11%, and Banco de Guayaquil, and Jardin

Azuayo Credit and Loan Cooperative both supplied 4%. In comparison, financial institutions

not regulated by the Ecuadorian Bank and Insurance Superintendent provided US$893,289

in micro-credit. This indicates a clear preference to work with regulated credit agencies in

the future through PRODEL.

Graph 5: Percentage of the loan amount by financial institution

48%

10%

4%

4%

3%

3%

3%

1%1%

13%

11%

Percentage of the loan amount by financial institution

BCO NACIONAL DE FOMENTO

PICHINCHA-CREDIFE

BCO DE GUAYAQUIL

COOP. JARDIN AZUAYO

COOP. CODESARROLLO

COOPMEGO

COOP. TULCÁN

CFN

BCO DE LOJA

OTRAS IFIS REGULADAS

IFIS NO REGULADAS


30

During the past quarter, the PRODEL financial team established the guidelines for the

Financial Services Component for the second phase of the program. Additionally, the

financial team initiated efforts to increase the presence of financial institutions in PRODEL

areas of influence through increased banking technology such as handheld banking devices

and automatic tellers, the establishment of neighborhood banks and more credit officials,

as well as to improve access to financial services for the different stakeholders along the

value chain with an emphasis on agricultural producers. The PRODEL financial team

engaged in the following activities for the period October – December 2009:

Continued dialogue with the National Development Bank regarding the

implementation of a pilot value chain financing program, which will be based on

ACDI/VOCA methodology. This pilot program is scheduled to commence in March

2010 and once tested, implemented in additional Ecuadorian financial institutions.

Conducted an exploratory meeting with CREDIFE of Banco Pichincha, a USAID

Development Credit Authority (DCA) authorized financial institution. CREDIFE

representatives expressed interest in implementing a pilot program to test the

methodology.

Developed a Value Chain-Focused Credit Manual for Ecuadorian financial

institutions, which will serve as the basis for Phase II financial sector pilot programs.

Conducted a meeting with the Rural Financial Network (RFN) that focused on three

objectives: promote the program and the value chain finance methodologies;

identify activities that could be implemented collaboratively, such as mapping the

organizations that offer financial services in border provinces; and establish a

database of international organizations that provide financing or capital to micro-

enterprise and agricultural sectors. As a result of this meeting, the PRODEL team is

exploring the possibility of signing a cooperative agreement with the RFN. Due to

the fact that the RFN represents the microfinance sector in Ecuador, this agreement

provides the program with a greater level of influence at the macro and meso-levels.

The PRODEL Financial Services Specialist contacted WOCCU’s1 Ecuadorian affiliate,

Cooperative Transactional Network (RTC in Spanish) who expressed interest in

1 World Council of Credit Unions


31

collaborating with the PRODEL program in promoting financial services, such as

savings, transfers, and the use of technology.

SNV is interested to implement joint activities with PRODEL in the area of value

chain finance. The PRODEL team met with SNV members and presented the financial

literacy program that the PRODEL team plans to initiate in its second phase. SNV has

expressed interest in acting as a partner to create effective financial literacy

programs in Ecuador.

PRODEL technical staff members participated in the National Finance Corporation’s

(CFN), “Financing Alternatives in Times of Crisis” seminar that provided an

opportunity to interact with CFN officials and strengthen the relationships

established during Phase I. CFN, who offers a credit guarantee fund targeted to

small and micro-enterprises established in conjunction with the Andean

Development Corporation, could be a key player within the agriculture finance

sector during the second phase of PRODEL.


The minimal access on behalf of agricultural sector producers to financial services

constitutes the main challenge faced by the financial services component of PRODEL

during this past quarter and throughout the program to date. This lack of access for

producers is due to failed attempts in the past to provide credit in Ecuador

increasing risks and costs, in addition to the lack of programs to educate farmers in

sustainable credit practices. The PRODEL team has arranged several meetings this

past quarter with financial sector representatives from The Transactional Network

Cooperative (RTC), the National Development Bank (BNF), the National Financial

Corporation (CFN) and the National Financial Network (RFR) in an effort to raise the

level of interest in Ecuador to loan to agriculture producers.


Organize a Seminar on Value Chain-Focused Financing, an event to stimulate the

interest on behalf of public sector institutions related to the financial sector, as well

as Ecuadorian ministries such as MIPRO, MAGAP, and MCPEP. Private financial

institutions, such as banks and savings and loan cooperatives will also be invited.


32

Develop the methodologies and materials necessary for the financial literacy

program, test the program on a pilot basis, and make necessary adjustments in

preparation of the final version to be implemented.

Complete the mapping of financial service organizations located in the border

provinces of Ecuador, and build a database of national and international entities that

support the micro-enterprise sector, particularly the agricultural sector.

Planned the following activities: mapping organizations that offer financial services

in the border provinces of Ecuador; developing content, materials, and art for the

financial literacy program; and improving the PRODEL value chain finance

methodology. The PRODEL team developed terms of reference for all the activities

to be used to hire consultants or as the basis for cooperative agreements with

partner organizations.

4. EXPAND AND TRANSFER THE VALUE CHAIN MODEL

The expansion and transfer of the value chain model building on experiences gleaned from

the first phase of PRODEL constitutes a key element of the second phase of the program.

PRODEL team members will conduct trainings and workshops with Ecuadorian public and

private sector counterpart organizations on best practices in the facilitation of value chain

activities that involve small producers. The training events will be implemented directly by

the PRODEL technical team and financed through the program. Every effort will be made to

seek co-investments for these trainings that directly benefit representatives from the

participating entities.

4.1 Achievements during the Quarter A number of planning meetings have been held with the following Government of

Ecuador organizations and ministries to include, Plan Ecuador, The Production

Ministry (MIPRO), The Ministry for Coordination of the Production, Employment,

and Competitiveness (MCPEC) and the Pichincha Provincial Council.

4.2 Challenges Encountered and Alternatives Employed Strengthening horizontal and vertical linkages throughout value chains involves

educating stakeholders on their role in the value chain and the merits of taking an

industry-based approach to increasing firm-level competitiveness. The emphasis on


33

the market and the creation of the demand to pull products rather then a push

strategy from the producers is a deviation from the status quo and as such, the team

has found resistance to these changes. The PRODEL team is working with Ecuadorian

governmental ministries and agencies such as MCPEC, MIPRO, MAGAP and Plan

Ecuador to promote the value chain development model through workshops and

presentations that focus on value chain methodologies for economic development

in Ecuador. The goal is to encourage public and private sector entities that work in

economic development to incorporate best practices for small businesses that

include value chain methodologies for economic growth within their overall strategic

planning processes.


The Pichincha Provincial Council is currently implementing organic farms throughout

the Province and has plans to coordinate a subsequent expansion to additional

Ecuadorian Provinces. This Council has expressed an interest to receive instruction

in the short term from PRODEL technical team members through trainings and

farmer field schools that cover the concepts of value chains, competitiveness,

strategic analysis, best agricultural practices and business planning.

5. PULLING IN LOCAL SERVICE PROVIDERS


Services procured through the Enterprise Partnership Funds were almost exclusively

from local service providers in Ecuador. Services were in the following areas: sub-

sector analysis, events and publications, business development software, and

technical assistance in certification.

In order to organize the large number of potential providers for the second phase of

the program, the PRODEL team has compiled a database of local providers.



34

The PRODEL team hired eight local consultants to study potential subsectors for

Phase II. Locating experienced, high-quality consultants that were available on short

notice proved to be a challenge. While the work was completed on time, a

significant amount of follow up time on the part of PRODEL staff was required to

ensure quality products. For the future, we plan to reach out to consultants who are

associated with universities, as they provided the highest quality subsector analyses.


Publish an announcement to recruit highly qualified consultants to expand the cadre

of providers in the PRODEL database on which the program and its beneficiary

partners can draw.

Organize, streamline, and update the existing database.

Offer Phase II anchor firms access to the updated database in an effort to support

and stimulate procurement processes.

6. MONITORING AND EVALUATION


The Monitoring and Evaluation System has been designed and the formats

generated for the second phase of PRODEL. The system includes a causal model that

describes program activities, products, outcomes, effects and impacts. The M&E

team has also prepared the format for the PRODEL quarterly targets and includes a

clear description of the indicators and the data collection tools. A set of M&E tools

has been designed that will allow the team to gather the necessary information

necessary for reporting purposes.

Because this is the first quarter of the second phase, there are no results to report

for this quarter. The table below details the key indicators that PRODEL will report

on in subsequent quarters.


35

Table 5: PRODEL II Key Indicator Achievements

Indicator Baseline

Life Of

Project

Targets

Target To

1st Qtr Fy

2010

Progress To 1st

Qtr Fy 2010

% Of Target

Achieved

Number of Urban and

Rural Anchor Firms 34 10 10*

Number of families

beneficiaries 13,600 0

Number of new or

improved hectares of licit

crops

9,600 0

Number of new full time

equivalent jobs 6,800 0

Increase in family income

from targeted sectors 75% 0

Increase in Farmer

Group’s sales to Anchor

Firms

75% 0

GOE/NGO Technicians

Trained 300 0

*These anchor firms have been selected by the PRODEL team as of December 31, 2009

To facilitate data processing, the documentation of field experiences, and to

maximize the use of information coming from the field, PRODEL began using the Qlik

View software program.

The PRODEL team began gathering baseline data for the first 10 anchor firms

selected for the program.

6.2 Challenges Encountered and Alternatives Employed The relationship between the new anchor firms for the second phase of PRODEL and

their producer groups has been primarily commercial in nature to date. Through


36

PRODEL facilitated technical assistance, information for the key indicators of the

program will be gathered more readily; nevertheless, the type of data required for

PRODEL M&E reporting purposes exists on a very minimal basis in the field in

Ecuador and requires a substantial amount of beneficiary training and education to

acquire. Many companies in Ecuador have not worked with large numbers of

producers in the past and they are not accustomed to gathering information from

these individuals necessary for business management purposes.


Establish the baseline for the first 10 anchor firms.

Hold a training workshop with the technical anchor firm staff responsible for recording data.

Begin gathering information from producers for monitoring and evaluation reporting purposes.

7. SUBCONTRACTS AND GRANTS


The PRODEL subcontract and grants department focused on the following activities during

the 1st quarter of FY 2010:

Conducted final grants and subcontracts program evaluation visits to PRODEL phase

I anchor firms.

Supported the activities and acquisitions required by the CABP component of

PRODEL.

Hired consultants to conduct subsector analyses of potential value chains for

PRODEL Phase II.

Contracted with local providers who organized the “Borders of Peace – Supporting

Efforts and Harvesting Development” event held on October 29, 2009, edited its

promotional video, and designed the publication depicting PRODEL phase I results.

Closed out the process for the granting of US$2,287,559 through the Enterprise

Partnership Fund for the first phase of PRODEL with the 20 participating anchor


37

firms and their producer groups in adherence with established USAID standards,

protocols, and procedures.

7.2 Challenges Encountered and Alternatives Employed In the first phase of the Program, the process of issuing the grants from the EPF was

a complex and tedious process which resulted in delays in implementation. In an

effort to improve the process for Phase II, ACDI/VOCA’s Senior Director of Awards

and Compliance, Paula Wood, visited the PRODEL offices in Quito in November of

2009 to explore ways to streamline procedures for PRODEL subcontracting and grant

making processes. As a result of this visit, the sub-contracts and grants specialist

updated templates to improve efficiency levels in processing the Enterprise

Partnership Fund awards and related activities to be sub-contracted.


Train PRODEL local business development advisors on the mechanisms, procedures,

and requirements that anchor firms must adhere to in order to be eligible for the

Enterprise Partnership Fund.

Conduct a workshop with the selected anchor firms and producer groups to train

them on the rules and protocols required to access the PRODEL Enterprise

Partnership Fund. Topics will include overall guidelines and objectives for the

program, grant management and administration, specific USAID subcontract and

grant policies and procedures, and forms used for the subcontract and grant

process.

Coordinate visits to anchor firms to facilitate the process of gathering data and

completing forms. During this stage, priority will be given to reviewing the grant

application forms, verifying budgets and counterpart contributions, articulating

goals and strategies, and analyzing management performance indicators.

Sign EPF grant agreements with first 10 anchor firms and begin implementation of

their proposed programs.


38

8. CERTIFICATION OF AGRICULTURAL BEST PRACTICES (CABP)

The Certification of Agricultural Best Practices component of PRODEL was completed as of

December 31, 2009 and met or exceeded all of its established targets. The plans are to

continue with certification activities during PRODEL II with follow up to CABP activities

performed by the PRODEL technical team members.

The Certification of Agricultural Best Practices (CABP) team worked with producer groups

linked to the following six anchor firms that participated in the first phase of PRODEL:

Gruppo Salinas, SKS, COFINA, AAPROCASH, Aroma Amazónico, and APROCA. The

participating producer groups implemented a certification Internal Control System (ICS)

with the assistance of consultants hired by CABP. The number of producers involved in

implementing the ICS exceeded the established targets (see Table 7). Additionally, the

CABP team implemented the ICS with the ACRIM, APEOSAE, and APECAEL coffee producer

groups linked to FAPECAFES in the provinces of Loja and Zamora Chinchipe, as well as with

Café Vélez technical staff in the Cariamanga Canton, where two new associations have

implemented the process.

The CABP team conducted training workshops to train internal auditors in the two

certification standards targeted by the program (Organic and Rainforest Alliance). These

internal auditors began conducting audits of their producer groups, which were also

evaluated by local certification agencies such as BCS (Bio Control Systems) and C&D

(Conservation & Development). The results obtained exceeded expectations as illustrated in

Table 7 below. BCS ÖKO Garantie conducted 12 visits to CABP-designated groups to

evaluate their ICS and grant certification to those producer groups that met necessary

standards. In December 2009, Aroma Amazónico, Gruppo Salinas (FISPDICA/NAAT-E), and

FAPECAFES (PROCAP, APECAP, APECAM) fulfilled the standards for organic certification and

in January 2010, FAPECAFES (ACRIM, APEOSAE), APROCA, San Carlos, ECOCACAO, APEOSAE,

and AACRI Rio Intag will receive organic certification as well.

Conservation & Development (C & D) conducted audits of four groups of producer

organizations as suggested by the CABP team; two of these groups, AAPROCASH and AACRI

Rio Intag, passed the audit and are currently in the process of receiving their certificate to

be issued by the Sustainable Agriculture Network. The producer groups associated with the

SKS and FAPECAFES anchor firms still need to make improvements to their ICS with regard

to Sustainable Agriculture Standards. They are considered to be in process of certification,

as a result. At the request of APEOSAE, the PRODEL team will hold a repeat ICS evaluation

visit in April of 2010.


39

Table 6: Certification Activities for Anchor Firms in the First Quarter of FY 2010

Anchor Firm Certification Activity

1 AACRI Rio Intag - AACRI Rio Intag provided the necessary materials for the micro-organism product application trials, conducted on five plots of land. - The AACRI Rio Intag Association passed its external audit for Sustainable Agriculture Network standards. - AACRI Rio Intag incorporated 70.48 hectares into its ICS to comply with Rainforest Alliance certification standards.

2 FAPECAFES - With support from the CABP team, the FAPECAFES technical team surpassed its goals for the reforestation program. - The firm established a total of 80 family nurseries that currently contain 54,950 native species forest plants. - The CABP team estimates that plants from the CABP nurseries will be sufficient for 1,374 hectares of coffee plantations. - C & D conducted an external audit of APEOSAE to determine its compliance with Rainforest Alliance certification standards. The association did not meet the minimum requirements for certification. APEOSAE staff must comply with the auditor’s requirement by April 2010. - A total of 109 new producers, belonging to the PROCAP, APECAP, and APECAM associations have joined the FAPECAFES ICS for organic certification (228.25 hectares). The CABP component funded 50% of the cost for this activity. - Another 839 coffee producers obtained organic re-certification for the 2009-2010 period. The CABP component funded 50% of the cost. - The ACRIM association linked to the FAPECAFES anchor firm passed the organic certification inspection. - The ACRIM association will comply with the steps required to obtain organic certification for 258 additional hectares by 2010. - The APECAEL association, a new coffee supplier to FAPECAFES, has participated indirectly in CABP activities. The association’s technical team participated in the internal auditing workshops on Organic and RAS certifications and is currently implementing the standards. The association has requested an inspection for mid-2010. - The FAPECAFES team conducted four rapid wildlife inventories in the APEOSAE area of influence covering Zamora Chinchipe and Morona Santiago Provinces. The workshops, which utilized the Farmers Field School methodology, took place in Nagaritza, Centinela del Condor, El Pangui, and Gualaquiza (Morona Santiago).

3 Café Vélez - The CABP team, in coordination with Café Vélez field technicians, began the implementation of certification standards with two new producer associations in the Cariamanga Canton of Loja Province. BCS ÖKO Garantie staff pre-inspected the Cariamanga Association and the El Laurel Association, which resulted in action plans for both associations. These associations have requested subsequent evaluations for mid-2010.

4 Café Galletti - Representatives from the El Colmenar Association, in conjunction with the FUNDATIERRA NGO and the CABP team, assisted El Airo Association to obtain organic certification. - BCS ÖKO Garantie pre-inspected El Airo Association.


40

Anchor Firm Certification Activity

- El Airo has 422 producers and is currently establishing an ICS. - The El Airo association has initiated the certification process and is preparing for an organic certification evaluation in mid-2010.

5

APROCA - As required, the APROCA ICS incorporated 120 additional producers. Of these 120, 26 were organic. The remaining 94 are still in transition after the BCS ÖKO Garantie inspections revealed agro-chemical use. - APROCA staff has committed to the necessary follow-up to ensure the success of the demonstrative plots to which the microbiological products from the AACRI Rio Intag biocatalyzation laboratory are to be transferred. - The CABP reforestation program in APROCA produced a total of 4,000 native plant species to be established on 175 hectares of plantations in the Muisne and Atacames Cantons of Esmeraldas Province. - In October 2009, the firm held two rapid wildlife inventory workshops for 50 participants from the Muisne and Rio Verde Cantons during which a list of birds and mammals that exist on participant plantations was developed.

6 SKS - SKS held a rapid wildlife inventory workshop in the ECOCACAO area of influence. - The CABP team obtained the management plan for the ECOCACAO area of influence where the Galeras-San Francisco peninsula is a significant social and environmental conservation zone. - ECOCACAO was approved for organic certification.

7 AROMA AMAZÓNICO

- The contract for updating Aroma Amazónico’s ICS concluded with 411 new producers incorporated into the organic certification process.

8 COFINA - The contract for updating the San Carlos cacao association (linked to the COFINA anchor firm) ICS, exceeded expectations. San Carlos technical staff and producers participated actively and consistently in obtaining their ICS for organic certification. - In addition to the 200 internal audits established through the San Carlos ICS contract with CABP, an additional 384 internal audits were conducted.

9 AAPROCASH - The AAPROCASH Association ICS passed both Organic and RAS certification programs. - The process for issuing their certifications will conclude in January 2010.


41


BCS ÖKO Garantie Certification Company delivered 12 inspection reports for CABP

participating anchor firms and their producer groups. Four firms (520 producers)

received their organic certificates this quarter; five groups (1,539 producers) will

receive their certificates next quarter; and three producer groups did not meet the

minimal requirements. All three are following inspector’s recommendations and

expect to be certified by mid-2010.

BCS ÖKO Garantie delivered 1,500 copies of the Organic ICS Implementation

Manual, which consists of material developed by the BCS technical team and revised

by the PRODEL/CABP technical team. The manual was delivered to organic

producers that are beneficiaries of the CABP component.

PRODEL CABP sub-contractor Conservation and Development (C&D) conducted four

producer group certification evaluations that demonstrated results from seven pre-

audit assessments. C&D approved AAPROCASH and AACRI Rio Intag (a total of 331

producers) and producers linked to these two anchor firms will obtain their

certifications in the next quarter. ECOCACAO and APEOSAE did not pass their audits

due to substandard internal plans and control systems. They are currently

implementing recommendations from the audit and will be reevaluated in mid-

2010.

C&D delivered 1,500 copies of its Working Plan Calendar to CABP beneficiaries. The

document provides implementation and follow-up instruction pertaining to

Sustainable Agriculture Network standards.

The CABP team conducted three Integrated Pest Management (IPM) two-day

workshops in Esmeraldas, Loja, and Lago Agrio for anchor firms, local NGOs, and

public sector representatives. The workshops addressed current IPM strategies,

including on-site microbiological production.

The CABP Reforestation Program successfully planted native species forest plants on

673.75 hectares. A reforestation plan is scheduled for the establishment of

additional nurseries capable of reforesting 1,110 hectares. A total of 66,550 native

tree species were planted or are in the process of being planted as a result of

donations from local government agencies and private companies.


42

The CABP consultant contract for a feasibility study in the field with coffee, cacao,

and banana of AACRI Rio Intag’s micro-organism pest and disease control products

was completed this past quarter. Due to time limitations, experiments focused on

short-term goals related to physiological changes in plants. A total of five plots were

established: one in Esmeraldas Province (Atacames), two in Loja Province

(Vilcabamba), one in El Oro Province (El Guabo), and another in Sucumbios Province

(Shushufindi).

Anchor firms conducted rapid assessment wildlife inventory workshops attended by

producer groups from Esmeraldas Province (APROCA, ECOCACAO), Zamora

Chinchipe Province (APEOSAE), Sucumbios Province (AAPROCASH), and Orellana

Province (San Carlos).

Table 7: CABP Key Progress Indicators and Targets

Indicator

Life Of Project Target

Base Line Cumulative Progress To Dec. 31, 2009

Number of hectares for which the

certification process has been initiated

(combined cacao and coffee) 1,500 0

3,432.5

Number of hectares certified (combined

cacao and coffee) 500 0 1,276.5

Number of families with an increase in

their economic benefits 250 0 355

Number of families that will indirectly

benefit from this component 1,500 0 1,618

Number of rapid wildlife inventories (conducted by producers as part of certification process)

10 0 10

Number of certified hectares with management plans in place

500 0 500


43

Number of reforested hectares with native species shade coverage

500 0 673.75

8.2 Challenges Encountered and Alternatives Employed Beneficiary producer groups have a limited knowledge of environmental issues,

resulting in environmentally damaging farming practices. Training programs on

more beneficial on-farm practices that reach rural areas could be successful in

articulating the affects of poor environmental practices. PRODEL experience

indicates that producers readily accept new ideas for environmental preservation

and protection measures, especially when linked to the potential direct affect on

global issues such as climate change and global warming.

8.3 CABP Lessons Learned Due to continual change in ICS processes necessary to obtain certification (Organic,

Fair Trade, Rainforest Alliance, and GlobalGAP), the PRODEL team recommends

ongoing anchor firm and producer group monitoring of required certification

activities. Generally, such processes take a minimum of three years to implement

with producer groups depending on the product-specific market requirements.

The use of beneficial microorganisms to combat pests and improve crop nutrition

must be expanded. Due to positive results to date in pest and disease control for

cacao, coffee, and banana through microorganisms cultivated in the laboratory

located at the AACRI Rio Intag anchor firm factory, this technology is transferable to

additional producer associations in an effort to achieve organic certification. The

Runa Yuyai quinoa producer association linked to the Cereales Andinos anchor firms

for the program has purchased microorganisms from the AACRI Rio Intag laboratory

for pest control use on their farms in Imbabura Province. Other institutions that

have expressed interest include Endesa Botrosa, and the Pichincha Provincial

Council. This involves research to obtain local microorganisms, training of

beneficiaries, and access to laboratory products. A campaign to publicize this

methodology is essential for encouraging clean farming alternatives.

All field activities completed with farmers, whether large or small, should be

accompanied by reforestation and environmental recovery campaigns, especially

targeted at defending bodies of water and rejuvenating surrounding plant life. Such


44

efforts are crucial for maintaining humidity and rainfall levels in different agricultural

regions. This works to preserve the biodiversity and is valued by certain international

markets that are searching for products such as coffee and cacao that adhere to

these principles. In addition, due to the mountainous topography in central

Ecuador, reforestation and agroforesty systems help to protect soils and

environmental conditions necessary for the sustainability of these crops.

Implementing certification processes for producer groups effectively increases

prices, provides them with tools to negotiate with customers, and opens up

domestic and international market niches.

9. MANAGEMENT


Local business development adviser for the southern region, Fernando Jaramillo,

was replaced by José Jiménez. Jiménez has experience in economic development

work at the local level in Loja and in the Dominican Republic. In addition, the local

business development adviser for the northern region was replaced by Carlos

Mayanquer who has a background in financial administration and technology

management focused on field based economic and business enterprise development

as well as strengthening of producer associations at the local level.

9.2 Challenges Encountered and Alternatives Employed Rolling power outages in Ecuador caused the PRODEL office to operate without

electricity for multiple hours each day. This has affected the PRODEL work rhythm, but the the team has made every effort to work within these constraints, including completing their computer work around the scheduled black outs, holding meetings out of the office during blackout periods, modifying office hours to coordinate with the hours without electricity. While this came at a time when the team was responsible for a number of program deliverables, every effort was made to meet the established deadlines.


45

ANNEX 1 – ANNUAL REPORT -- LESSONS LEARNED AND

GUIDELINES FOR FUTURE ACTIVITIES FROM PRODEL PHASE I, FY

2009

Lesson 1: Joint participation in the design and formulation of a Business Plan

The process of preparing a business plan for anchor firms must be participatory and comprehensive, with significant and active presence of value chain stakeholders from the anchor firm backwards to include, producers and suppliers. This will allow producers to actively participate during program planning and implementation, based on their own realities, needs, and commitments. PRODEL team members have worked to facilitate the business planning process but direct participation in this process on behalf of anchor firm representatives and producers helps to ensure a more sustainable process. This hands on involvement in the PRODEL business planning process on behalf of beneficiaries has resulted in loans for their businesses and improved management skills that heighten competitiveness in the marketplace. This business planning process will be streamlined in the second phase of PRODEL to create greater levels of efficiency for Enterprise Partnership Fund (EPF) implementation during this phase of the program. Upon completion of business planning, inputs for the EPF should be ready to proceed with this investment aspect of the program.

Lesson 2: Achieving leverage

In order to improve the results and impact of the program, it is necessary to establish complementary alliances to develop projects of mutual interest. The Provincial Council of Sucumbios is a good example of collaborative work. Specialized personnel from this council can provide technical assistance and resources to purchase tools, but cannot finance the additional activities required by the anchor firm. This is where PRODEL comes in to facilitate the economic growth process through pinpoint financing to help firms to access markets and improve productivity. These alliances between PRODEL and important local actors result in important synergies.

Lesson 3: Firms must have a spokesperson

Experience has shown that the best results have been accomplished with those anchor firms who assigned a person to be directly responsible for the PRODEL project for each value chain.

Lesson 4: Influencing the technical staff selection process within anchor firms and producer groups


46

Given the employment crisis in Ecuador, many have felt the pressure to help relatives, friends and/or acquaintances by finding them permanent, good paying employment. Anchor firm leaders are required to hire technical experts in the field. PRODEL should be involved in the staff selection process for anchor firms in order to guarantee the involvement of qualified individuals. In conclusion, the anchor firm project staff for the PRODEL grant must be recruited jointly between PRODEL and the anchor firm and the individuals selected should function as full time anchor firm personnel, guaranteeing sustainability for program and anchor firm objectives.

Lesson 5: Influence the long-term programs of Local Governments

Although significant investments were made and results produced in the improvement of the business climate within municipalities during PRODEL I, not enough follow up has taken place since its completion on September 30, 2009, resulting in a potential loss of sustainability. Municipal governments should adopt a more long range and strategic planning process that will remain in place beyond specific project funding and the term limits of elected officials.

Lesson 6: Vertical linkages have been strengthened through PRODEL activities

Improving linkages within anchor firm supply chains has led to increased trust and recognition of interdependence among producers, anchor firms and intermediaries during the past year of PRODEL. As a result, a number of anchor firms have started offering financing and embedded services to their providers, leading to stronger, more capable businesses for both the producers and the anchor firms. In the next phase of the program, the plan is to finance participation of anchor firm and producer group representatives in Strategic Business Management courses offered through institutions such as the Monterrey Technological Institute. This course increases knowledge that serves to strengthen vertical linkages between anchor firms and their markets and anchor firms and their producer groups.

Lesson 7: Market-oriented program is important to sustainability

A number of PRODEL-supported anchor firms have participated in development projects in the past. The general consensus among anchor firm CEOs is that these projects were well intentioned but focused heavily on providing direct services and goods to farmers or private firms with limited co-investment or attention to the market system. Anchor firm representatives consistently pointed to PRODEL’s market-driven approach and see co-investment as a more sustainable model. Direct contact with potential buyers and brokers in the international marketplace has been established as a core goal for the second phase of PRODEL. A list of potential trade fairs provided by the Ecuadorian Export and Investment Corporation (CORPEI) in the PRODEL annual work plan will be targeted by the PRODEL team during the second phase of the program.


47

Lesson 8: Value chain financing concepts must be shared with Ecuadorian financial institutions

Due to the lack of financial institutions willing to provide credit for agriculture in Ecuador, financing in this sector remains limited. Contributing factors include the asymmetry of information, the degree of informality in the agriculture sector, and the lack of low risk financing products. The National Development Bank, an important stakeholder due to its extensive network of offices and experience in this sector, provided most of the financing during the first phase of PRODEL. The scope of the financial component will broaden in phase II of PRODEL to include additional Ecuadorian public and private institutions that have the capacity to provide credit to the agricultural sector. The focus will be on a financing through the value chain, an approach that has seen increasing success in the financial sector in the region and around the world.

Lesson 9: A financial literacy program is needed in Ecuador

Farmers’ limited financial literacy knowledge creates barriers to their ability to manage their finances and access credit. It prevents farmers from applying for loans and when they do, they tend to request excessive amounts that are beyond their capacity for repayment, thus worsening their situation. In turn, this keeps financial institutions from granting loans, further restricting farmer access to credit. In response to this, PRODEL will spearhead a financial literacy program for agricultural sector producers and stakeholders in an effort to increase access to financial products in Ecuador in Phase II of the program.

Lesson 10: Farmer Field School methodology is applicable as a training tool for producers and other PRODEL stakeholders

The PRODEL team provided technical assistance during PRODEL phase I through the farmer field school methodology, which strengthened the linkages between suppliers and firms. The use of this methodology resulted in a high percentage of farmers that adopted new technologies to increase quality and productivity. The PRODEL team recommends utilizing this versatile farmer field school tool in phase II of PRODEL to train trainers in the area of value chain financing in addition to the areas of quality and productivity covered during the first phase.


48

ANNEX 2 – ANNUAL REPORT -- PRODEL FY 2009 ACHIEVEMENTS TO

DECEMBER 31, 2009

Table 8: Achievements to December 31, 2009 for PRODEL I Indicators

Indicator Baseline

(1)

Life Of

Project

Targets

Cumulati

ve

Progress

To Sep

2008

Fy09

Progress

Cumulative

Progress

To Sep.

2009

% Of

Fy09

Target

Achieved

Number of families

linked to anchor

firms receiving

PRODEL assistance

2,295 8,000 2,750 6,339 9,089 113%

Hectares of licit crops

cultivated by

producer families

supplying PRODEL

anchor firms

2,296 4,000 2,800 10,309 13,109 327%

Number of new full

time equivalent jobs

for producers linked

with PRODEL

anchor firms

1,032 4,000 2,008 6,282 8,290 207%

Increase in anchor

firms sales ($) 43,025,058 51,762,500(2) 43,025,058 44,305,245(3) 44,305,245(3) 86%

Number of small and

medium enterprises

(anchor firms)

assisted by the

PRODEL program

0 20 10 10 20 100%

Number of

Municipalities

assisted and that

contributed to

improve the business

0 10 4 8 12 120%


49

environment

(1) The PRODEL team has also worked with the families included in the baseline. (2) December 31, 2009 target according to Ecuadorian Fiscal Year.

(3) December 31, 2008 progress according to Ecuadorian Fiscal Year. The new information for the increase in anchor firm sales figure to December 31, 2009 will be available as of April 30, 2010 which corresponds to the date that the Ecuadorian Business

Superintendent requires the information.


50

1 Gestión de Mercado 100% 5.00

1.1 Promedio de crecimiento en ventas de los últimos cinco añosValores inferiores al 1,00% = -5 ; 1,01% - 4,00% = 1 ; 4,01% -

8,00% = 2 ; 8,01% - 12,00% = 3 ; 12,01% - 15,00% = 4 ; más de 15%5

1.2Crecimiento promedio proyectado para los próximos cinco

años

No posee información = 0; Valores inferiores al 1,00% = -5 ;

1,01% - 4,00% = 1 ; 4,01% - 8,00% = 2 ; 8,01% - 12,00% = 3 ; 10% 5

1.3 Maneja información de mercadoNinguna = 0 ; Estudio de mercado actualizado (desde año 2008)

= 3 ; Plan de Marketing actualizado (desde año 2008) = 5 10% 5

1.4 Cobertura geográfica de las ventasCantonal = 1 ; Provincial = 2 ; Regional = 3 ; Nacional / Exporta

indirectamente = 4 ; Exporta directamente = 520% 5

1.5 Actividades de comunicación realizadas el periodo anterior (año 2008)Ninguna = 0 ; Actividades de comunicación realizadas = 1 ;

Actividades + presupuesto = 2 ; Actividades + presupuesto + 15% 5

1.6 Concentración del 80% de ventas en clientes 1 a 2 clientes = 0 ; 3 a 4 = 1 ; 5 a 6 = 3 ; más de 6 = 5 15% 5

1.7 Concentración del 80% de ventas en productos1 a 2 productos = 0 ; 3 a 4 = 1 ; 5 a 6 = 3 ; 7 a 15 = 5; 16 a 20 = -

1; 21 a 30 = - 2; más de 31 = - 315% 5

2 Vínculo e impacto con productores 100% 5.00

2.1Relación actual con pequeños productores en las zonas de

influencia de PRODEL

NO = 0 ; 1 - 50 = 1; 51 - 149 = 2 ; 150 - 299 = 4 ; MÁS DE 300

= 520% 5

2.2 Nivel de involucramiento actual con los productoresNinguno = 0 ; Relación comercial (compra) = 1 ; Provee insumos

= 2 ; Provee asistencia técnica = 3 ; Participó certificación = 4 ; 20% 5

2.3Cantidad de hectáreas sembradas en la actualidad por los

productores que tienen relación con la empresa y se

NO = 0 ; 1-75 = 1 ; 76 - 150 = 2 ; 151 - 225 = 4 ; MÁS DE 225 =

510% 5

2.4Cantidad de hectáreas sembradas y certificadas en la actualidad

por los productores que tienen relación con la empresa y se

NO = 0 ; 1-75 = 1 ; 76 - 150 = 2 ; 151 - 225 = 4 ; MÁS DE 225 =

510% 5

2.5Estructura jurídica y/o nivel de asociatividad de pequeños

productores proveedores actuales de la empresa

No están asociados formalmente = 0 ; Están organizados pero no

formalizados = 3 ; Están formalizados = 5 5% 5

2.6Volumen de compra a pequeños productores en las zonas de

influencia de PRODEL dentro del total de compras

Menos del 5% = 0 ; 6% - 10% = 1 ; 11% - 15% = 2 ; = 16% -

20% = 4 ; más del 20% = 515% 5

2.7Potencial para incrementar el número de pequeños

productores en las zonas de influencia de PRODEL

NO = 0 ; 1- 50 = 1 ; 51 - 149 = 2 ; 150 - 299 = 4 ; MÁS DE 300

= 510% 5

2.8Potencial para incrementar el número de hectáreas en las

zonas de influencia de PRODEL

NO = 0 ; 1-75 = 1 ; 76 - 150 = 2 ; 151 - 225 = 4 ; MÁS DE 225 =

510% 5

3 Gestión / Posicionamiento de la empresa 100% 5.00

3.1 Gestión Financiera 100% 5.00

3.1.1Genera información financiera de forma periódica (balance

general y estado de resultados)

Diaria = 5 ; Semanal = 3 ; Quincenal = 2 ; Mensual = 1; Superior

a un mes = 0 ; No tiene = -520% 5

3.1.2Promedio de la rentabilidad sobre activos de los dos últimos

periodos

Valores negativos o iguales a cero = -5 ; 1% - 5% = 1 ; 6% - 10%

= 2 ; 11% -15% = 3 ; 16% - 20% = 4 ; más de 20% = 5 25%5

3.1.3 Promedio de prueba ácida de los dos últimos periodosAsignar 5 puntos si se encuentra entre 10% al 15%, 3 puntos si

esta entre 5% y 10% ó entre 15% y 20%; Otros valores calificar 20%5

3.1.4Nivel de apalancamiento (Pasivos / Patrimonio) del último

periodo

Asignar 5 puntos si su valor es menor al 50% ; 3 puntos si se

encuentra entre 50% y 100%; 1 punto si se encuentra entre 100% 20%5

3.1.5 Estado actual en lista blanca del SRI SI = 5 ; NO = -515%

5

3.2 Gestión Operativa 100% 5.00

3.2.1 Eficiencia (Gastos operativos / Total ventas) año 2008Menos de 8% = 5 ; entre 9% y 12% = 4 ; entre 13% y 16% = 3 ;

entre 17% y 20% = 2 ; entre 21% y 24% = 1 ; más de 25% = 025% 5

3.2.2 Certificaciones (BPM , ISO , etc)Sin certificación = 0 ; 1 Certificación = 1 ; 2 certificaciones = 3 ;

más de 2 certificaciones = 515% 5

3.2.3 Actividades de mejoramiento continuoNo tiene = 0 ; Manual de procesos = 1 ; Actividades de

planificación y Manual de procesos = 2 ; Actividades de 15% 5

3.2.4 Herramientas de gestión para alineamientoPlan Estratégico (PE) = 1; PE + POA = 2; PE + POA +

Sistemas de Información (SI) = 4; PE + POA + SI + BSC = 520% 5

3.2.5 Nivel de tecnificación propio o tercerizadoArtesanal = 1 ; Semi Tecnificado = 2 ; Tecnificado = 3; Ultima

tecnología = 525% 5

3.3 Gestión Interna 100% 5.00

CalificaciónCriterios de Selección Criterios de segundo nivelPeso criterios de

segundo nivel

ANNEX 3 – ANCHOR FIRM EVALUATION MATRIX


51

3.3 Gestión Interna 100% 5.00

3.3.1 Años de funcionamiento Menos de 3 años = 0 ; 3 - 5 = 3 ; más de 5 años = 5 5% 5

3.3.2 Estructura organizacional administrativaJefatura operativa: decisiones y operaciones centralizadas en una o

dos personas = 0; Esquema organizacional definido: 20% 5

3.3.3 Nivel de competencias Menos del 5% del personal tiene formación universitaria = 1 ; 6%-

10% = 2 ; 11% - 15% = 3 ; 15% - 20% = 4 ; más del 20% = 520% 5

3.3.4 Investigación y desarrolloEventualmente realiza I&D = 0; Realiza periódicamente (al

menos anual) actividades de I&D = 2; I&D es parte de su 15% 5

3.3.5 InnovaciónHa logrado la empresa diferenciación en calidad por innovación

en Tecnología = 1, Tecnología + Procesos = 3; Tecnología + 25% 5

3.3.6 Normativa internaNo posee reglamentos y normativas internas = 0; Posee

reglamentos y normativas internas = 3 ; Se utiliza dentro de las 15% 5

3.4 Competitividad 100% 5.00

3.4.1 Ventaja Competitiva sostenibleCapacidad o recurso es Valioso (V) = 1; V + Diferente (D) = 2;

V + D + Caro de Imitar (C) = 4; V + D + C + Insustituible = 5 25% 5

3.4.2 Utiliza herramientas informáticas para su gestiónNo = 0 ; Software contable no integrado con producción y ventas

= 1 ; software contable integrado con producción y ventas = 2 ; 20% 5

3.4.3 La empresa tiene una página web propiaNo = 0 ; Informativa únicamente = 1 ; Informativa y correo

electrónico = 2 ; informativa + correo electrónico + permite 10% 5

3.4.4 Maneja un sistema de servicio al cliente y/o post ventaNo = 0; Personalizado = 3; CRM = 5

20% 5

3.4.5 La empresa tiene un sistema de gestión para el talento humanoNo = 0 ; Tiene organigrama = 1 ; Organigrama + manual de

funciones = 2 ; Organigrama + manual de funciones + 25% 5

3.5 Disponibilidad de recursos 100% 5.00

3.5.1Número de fuentes de financiamiento abiertas que posee en la

actualidad No = 0 ; 1 a 3 = 3 ; más de 3 = 550% 5

3.5.2Ciclo financiero del negocio = Rotación de inventarios +

Periodo promedio de cobro - Periodo promedio de pago Menos de 30 días = 5 ; 30 - 45 = 3 ; 46 - 90 = 1 ; más de 90 = -550% 5

3.6 Producto 100% 5.00

3.6.1Productos poseen registro sanitario y demás requsitos para ser

expendido. No = 0 ; Cumple en un 50% = 3 ; Cumple al 100% = 530% 5

3.6.2Estado de procesamiento del principal producto dentro de las

ventasMateria prima = 1 ; Semi elaborado = 3 ; Procesado = 5 30% 5

3.6.3El principal producto que vende la empresa posee algún tipo

de certificación. SI = 5 ; NO = 025% 5

3.6.4 Cómo calificaría el posicionamiento de la marca?No está posicionada = 0 ; Posicionada en un 25% = 1 ;

Posicionada en un 50% =2 ; Posicionada en un 75% = 4 ; 15% 5

4 Referencias Profesionales 100% 5.00

4.1Referencias por parte de los productores / Para el caso de

empresas actuales, existe involucramiento con los

NO = 0 ; Malas = -5 ; Buenas = 1 ; Muy Buenas = 3 ;

Excelentes = 535% 5

4.2Referencias por parte de los clientes / Para el caso de

empresas actuales cumple con envío de información y


Excelentes = 530% 5

4.3Referencias por parte de la comunidad o el entorno / Para el

caso de empresas actuales cumple con las metas previstas?


Excelentes = 535% 5

5 Acceso a servicios de apoyo 100% 5.00

5.1 Acceso de actores a servicios financierosNo tiene acceso = 0 ; 25% de Productores= 1 ; 50% de

Productores=2 ; 75% de Productores tienen fácil acceso = 4 ; 35% 5

5.2 Acceso de actores a Asistencia TécnicaNo tiene acceso = 0 ; 25% de Productores= 1 ; 50% de


5.3 Acceso de actores a otros servicios de apoyoNo tiene acceso = 0 ; 25% de Productores= 1 ; 50% de


5.00 CALIFICACIÓN FINAL


52

ANNEX 4: ANCHOR FIRM SELECTION SCORES FOR PHASE I FIRMS

Firm Firm Evaluation Subsector evaluation Potential for inclusion (PFI)

ESCOFFEE 3.70 2.97 200

GRUPPO SALINAS 3.61 3.00 400

FAPECAFES 3.48 2.97 500

ASOGUABO 3.29 2.94 200

CAFÉ VÉLEZ 3.37 2.97 250

SKS 3.24 3.00 300

MONDEL 3.18 1.96 400

APROCA 2.78 3.00 10

COFINA 2.98 3.00 500

AACRI 2.92 2.97 10

ECOLAC 2.93 1.96 20

AAPROCASH 2.42 3.00 100

CEREALES ANDINOS 2.62 3.09 250

INAGROFA 2.17 3.09 197

AROMA AMAZÓNICO 2.04 3.00 10

SOL DE ORIENTE 2.17 2.97 10

AAPPSME 2.12 2.31 100

JUGO FÁCIL 3.01 2.94 300

GALLETTI 2.15 2.97 200

Firms and subsectors positioning matrix considering the potential for inclusion (PFI)


53

ANNEX 5 – SUBSECTOR EVALUATION MATRIX

Nombre de la Cadena

Materias primas

Productos terminados

1 Contexto del programa 10% 5.00

1.1El subsector se encuentra dentro de los 10 sectores estratégicos definidos por el Estado

ecuatoriano y/o definidos como prioritarios por el MAGAP.50% 5.00

1.2 Cuáles son las necesidades de agua del producto primario del subsector? 25% 5.00

1.3Cuál es el impacto del cambio climático y las condiciones meteorológicas en la producción del

subsector?25% 5.00

2 Entorno competitivo 15% 5.00

2.1 Grado de concentración (a nivel de transformación y/o de comercialización) 15% 5.00

2.2 Amenazas de nuevos participantes 15% 5.00

2.3 Sinergias entre los actores 20% 5.00

2.4 Amenazas de sustitutos 15% 5.00

2.5 Entorno: Clima de negocios, factores climáticos, ubicación geográfica 15% 5.00

2.6 Infraestructura pública 20% 5.00

3 Factores de mercado 15% 5.00

3.1 Participación en canasta básica - consumo doméstico 20% 5.00

3.2 Participación en exportaciones agropecuarias 25% 5.00

3.3 Crecimiento del PIB del sector en los últimos cinco años 25% 5.00

3.4 Crecimiento de la demanda a nivel internacional 30% 5.00

4 Factores tecnológicos 15% 5.00

4.1 Alcance de la innovación 30% 5.00

4.2 Velocidad de cambio (adaptabilidad) 20% 5.00

4.3 Diversidad de productos y/o uso final 20% 5.00

4.4 Nivel de valor agregado del producto final en el Ecuador 30% 5.00

5 Factores financieros y económicos 15% 5.00

5.1 Rentabilidad promedio sobre inversión del productor 30% 5.00

5.2 Disponibilidad de insumos 20% 5.00

5.3 Margen comercial de los productores / margen comercial empresas procesadoras 20% 5.00

5.4 Acceso a crédito de los actores 30% 5.00

6 Factores políticos 5% 5.00

6.1 Incentivos a la cadena (producción, comercialización, etc) 50% 5.00

6.2 Regulaciones y legislación 50% 5.00

7 Impacto 15% 5.00

7.1 Población ocupada en el producto/cadena de valor vs la PEA 10% 5.00

7.2 Indicador de generación de empleo por hectárea 30% 5.00

7.3 Ingreso promedio mensual del productor / canasta básica 20% 5.00

7.4 Hectáreas cultivadas en la actualidad vs Total hectáreas cultivables del país 20% 5.00

7.5 Potencial de la cadena para la inserción en el mercado de pequeños productores 20% 5.00

8 Transversales 5% 5.00

8.1 Género 25% 5.00

8.2 Recursos naturales 25% 5.00

8.3 Nutrición 20% 5.00

8.4 Democracia 30% 5.00

9 Liderazgo en la industria 5% 5.00

9.1 Voluntad para invertir 50% 5.00

9.2 Compromiso para participación de los pequeños productores en la cadena 50% 5.00

5.00 CALIFICACIÓN FINAL

Criterios de SelecciónPeso de

Criterio

Peso criterios

de segundo

nivel

Calificación


54


55

ANNEX 6 – PRODEL I ANCHOR FIRM EVALUATION MATRIX SUMMARIES

Nombre de la empresa Comercializadora Aroma Amazónico Aromazónico Cia. Ltda.

RUC 1792143535001

Figura Jurídica Cia. Limitada. Comercializadora

Cadena de valor Cacao

Organización con o sin fines de lucro Con fines de lucro

Dirección de la empresa Av. El Progreso 1006 y 10 de Agosto, Nueva Loja

Teléfono de la empresa (06) 2835106

Fax de la empresa (06) 2835106

Dirección de correo electrónico de la persona de contacto [email protected]

Dirección de la página web www.aromaamazonico.com

1 Gestión de Mercado 0.65

2 Vínculo e impacto con productores 3.80

3 Gestión / Posicionamiento de la empresa 1.49

3.1 Gestión Financiera (0.30)

3.2 Gestión Operativa 0.95

3.3 Gestión Interna 2.60

3.4 Competitividad 1.65

3.5 Disponibilidad de recursos 4.00

3.6 Producto 3.20

4 Referencias Profesionales 3.60

2.31

Calificación

CALIFICACIÓN FINAL

Criterios de Selección Criterios de segundo nivel

Nombre de la empresa AAPROCASH

RUC 2191706385001

Figura Jurídica Asociación Artesanal



Dirección de la empresa Av. de la Policía y Rocafuerte, esq., Shushufindi

Teléfono de la empresa 06 2839085

Fax de la empresa 06 2839085


Dirección de la página web No tiene No tiene




3.1 Gestión Financiera 2.20





3.6 Producto 1.95


2.70

Calificación

CALIFICACIÓN FINAL



56

Nombre de la empresa

RUC 0991280855001

Figura Jurídica Sociedad Anónima



Dirección de la empresa

Teléfono de la empresa (593 4) 2513420

Fax de la empresa (593 4) 2513649

Dirección de correo electrónico de la persona de contacto [email protected]; [email protected]

Dirección de la página web www.cofinacocoa.com









3.6 Producto 3.35


3.15

COFINA Chocolates Finos Nacionales S.A.

Calificación

CALIFICACIÓN FINAL


Km 11 vía Durán - Tambo (300 m pasando peaje)


RUC

Figura Jurídica

Cadena de valor

Organización con o sin fines de lucro


Teléfono de la empresa

Fax de la empresa

Dirección de correo electrónico de la persona de contacto

Dirección de la página web









3.6 Producto 1.95


2.31

http://www.piladorasoldeoriente.com/

Con fines de lucro

CALIFICACIÓN FINAL

Vía a Quito km 2 1/2, Nueva Loja

06 2831181

06 2831181

[email protected]


Piladora Sol de Oriente

Café robusta

Calificación

0908637259001

Persona natural (nombre comercial)


57


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Jaime Roldós y 10 de Agosto / cabecera de La Joya de Los Sachas

Teléfono de la empresa (06) 2899290 / 088074836


Dirección de correo electrónico de la persona de contacto Reny Corella [[email protected]]

Dirección de la página web http://productoressancarlos.com/ec









3.6 Producto 3.65


3.12

ASOCIACIÓN DE PRODUCTORES DE CACAO SAN CARLOS

Cacao

Calificación

2290312399001

Asociación Legalizada ante el MAGAP

Con fines de lucro

CALIFICACIÓN FINAL



RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Apuela, calle 20 de Julio

Teléfono de la empresa (593-6) 2648489

Fax de la empresa (593-6) 2648489


Dirección de la página web www.aacri.com









3.6 Producto 3.65


3.03

AACRI

Café

Calificación

1090110019001

Asociación

Con fines de lucro

CALIFICACIÓN FINAL



58


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Panamericana Norte Km 14








3.1 Gestión Financiera (0.30)





3.6 Producto 3.15


2.33

INAGROFA

Quinua

Calificación

1790972852001

Sociedad Civil y Comercial

Con fines de lucro

CALIFICACIÓN FINAL



RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Calderón, Psje Sta. Fe 145 y Duchicela




Dirección de la página web www.cerealesandinos.com









3.6 Producto 3.15


2.70

CEREALES ANDINOS

Quinua

Calificación

1792043786001

Cía. Ltda.

Con fines de lucro

CALIFICACIÓN FINAL



59


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Ulpiano Becerra Lote 4




Dirección de la página web www.cafegalleti.com








3.5 Disponibilidad de recursos (1.00)

3.6 Producto 4.55


2.20

CAFÉ GALLETI

Café

Calificación

1001597960001

Empresa Artesanal Productora de Alimentos

Con fines de lucro

CALIFICACIÓN FINAL



RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Km 2.5 Sangolquí - Amaguaña


Fax de la empresa







3.2 Gestión Operativa 1.85 3.3 Gestión Interna 4.55 3.4 Competitividad 2.50 3.5 Disponibilidad de recursos 4.00 3.6 Producto 3.15 4 Referencias Profesionales 5.00

3.21

MONDEL

Lácteos

Calificación

1791394836001

Sociedad Anónima

Con fines de lucro

CALIFICACIÓN FINAL



60


RUC 1191705862001

Figura Jurídica

Cadena de valor Hierbas aromáticas y medicinales



Teléfono de la empresa 2572338

Fax de la empresa 2572338


Dirección de la página web http://www.horchata-lojana.com/









3.6 Producto 2.55


2.24

Oficinas Loja: José Antonio Eguiguren entre Ramón Pinto y Lauro Guerrero Planta: Chuquiribamba, Barrio

Calificación

CALIFICACIÓN FINAL


Asociación de productores/as de plantas secas medicinales del Ecuador AAPPSME

Ministerio de Industrias y Competitividad MIC, acuerdo ministerial No 01 - 198


RUC 0790101006001

Figura Jurídica Asociación inscrita en el MAGAP

Cadena de valor Frutas (Banano)



Teléfono de la empresa 07-2950088 y 07-2951046

Fax de la empresa 07-2950088 ext. 227


Dirección de la página web www.asoguabo.com.ec









3.6 Producto 3.35


3.50

Asociación de Pequeños Productores Bananeros "El Guabo"

Calificación

CALIFICACIÓN FINAL


Gran Colombia 23-21 y Av. Del Ejercito, El Guabo


61

Nombre de la empresa Café Vélez

RUC 1706891023001

Figura Jurídica

Cadena de valor Café



Teléfono de la empresa 593 9 9828685 / 593 99679349



Dirección de la página web www.cafevelez.com









3.6 Producto 3.15


2.94

Calificación

CALIFICACIÓN FINAL


Persona natural: José Nicolás Vélez Mantilla

Hacienda Piscingallí - San Andrés - Conocoto (Oficina: Reina Victoria N26-49 y La Pinta, Quito)


RUC 1190068729001

Figura Jurídica

Cadena de valor Lácteos

Organización con o sin fines de lucro Sin fines de lucro

Dirección de la empresa San Cayetano Alto

Teléfono de la empresa 07 2570 000

Fax de la empresa 07 2570 000


Dirección de la página web www.utpl.edu.ec









3.6 Producto 3.30


2.93

UNIVERSIDAD TECNICA PARTICULAR DE LOJA

Calificación

CALIFICACIÓN FINAL


DERECHO PRIVADO SIN FINES DE LUCRO


RUC 1191708772001

Figura Jurídica

Cadena de valor Café



Teléfono de la empresa (593) 7 2583478

Fax de la empresa (593) 7 2588403


Dirección de la página web www.fapecafes.org.ec









3.6 Producto 3.20


3.71

Federación Regional de Asociaciones de Pequeños Cafetaleros Ecológicos del Sur del Ecuador - FAPECAFES

Calificación

Federación Resolución Ministerial del Ministerio de Comercio Exterior, Industrialización y Pesca – MICIP Nro.

CALIFICACIÓN FINAL


Av. Santiago de las Montañas 06-60, 2do. Piso, P.O.BOX: L-11-01-23 LOJA


62


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Araujo E6-171 y Batodano




Dirección de la página web www.jugofacil.com.ec









3.6 Producto 3.30


3.11

LEENRIKE FROZEN FOOD - JUGO FACIL

FRUTAS

Calificación

1707255053001

EMPRESA PRIVADA

CON FINES DE LUCRO

CALIFICACIÓN FINAL



RUC

Figura Jurídica Asociacion

Cadena de valor CACAO

Organización con o sin fines de lucro Sin fines de lucro

Dirección de la empresa Km 1 1/2 via Atacames - La Union




Dirección de la página web www.aprocaecuador.com

1 Gestion de mercado 1.20








3.6 Producto 3.80


3.09

Criterios de segundo nivel

ASOCIACION DE PRODUCTORES DE CACAO DEL CANTON ATACAMES

Calificación

891717342001

CALIFICACIÓN FINAL

Criterios de Selección


63


RUC

Figura Jurídica CORPORACION


Organización con o sin fines de lucro SIN FINES DE LUCRO

Dirección de la empresa TIBOSPUNGO S/N Y LOS INCAS - SALINAS - GUARANDA - BOLIVAR




Dirección de la página web www.salinerito.com









3.6 Producto 2.10


3.76

CORPORACION GRUPPO SALINAS

Calificación

291505511001

CALIFICACIÓN FINAL



RUC

Figura Jurídica EMPRESA PRIVADA


Organización con o sin fines de lucro CON FINES DE LUCRO

Dirección de la empresa JULIO ZALDUMBIDE 398 Y AV. LA CORUÑA




Dirección de la página web www.pacarichocolate.com









3.6 Producto 3.80


3.39

SKS FARMS

Calificación

1791995112001

CALIFICACIÓN FINAL



64

ANNEX 7- NEW ANCHOR FIRM EVALUATION MATRIX


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Km 10,5 vía a Daule, Guayaquil

Teléfono de la empresa 04 6005730 al 35


Dirección de correo electrónico de la persona de contacto

[email protected]

[email protected]

[email protected]

Dirección de la página web www.cafecom-sa.com









3.6 Producto 3.00


3.01

CAFECOM S. A.

Café

Calificación

0991342060001

Sociedad Anónima

Con fines de lucro

CALIFICACIÓN FINAL



RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Jaime Roldós y 10 de Agosto / cabecera de La Joya de Los Sachas

Teléfono de la empresa (06) 2899290 / 088074836


Dirección de correo electrónico de la persona de contacto Reny Corella [[email protected]]

Dirección de la página web http://productoressancarlos.com/ec

1 Gestión de Mercado 30% 100% 2.15

2 Vínculo e impacto con productores 30% 100% 4.70

3 Gestión / Posicionamiento de la empresa 35% 100% 2.34

3.1 Gestión Financiera 30% 100% 0.30

3.2 Gestión Operativa 15% 100% 2.25

3.3 Gestión Interna 15% 100% 3.75

3.4 Competitividad 20% 100% 2.40

3.5 Disponibilidad de recursos 10% 100% 5.00

3.6 Producto 10% 100% 3.65

4 Referencias Profesionales 5% 100% 5.00

3.12

ASOCIACIÓN DE PRODUCTORES DE CACAO SAN CARLOS

Cacao

Calificación

2290312399001

Asociación Legalizada ante el MAGAP

Con fines de lucro

CALIFICACIÓN FINAL

Criterios de Selección Peso CriterioCriterios de segundo nivelPeso criterios de

segundo nivel


65


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Av. Mariscal Sucre N 70-158 y Machala

Teléfono de la empresa (5932) 2498771 – 2493834 - 091682135



Dirección de la página web www.tropicanoproducts.com.ec

1 Gestión de Mercado 30% 100% 3.30

2 Vínculo e impacto con productores 30% 100% 2.45

3 Gestión / Posicionamiento de la empresa 35% 100% 3.82

3.1 Gestión Financiera 30% 100% 3.35

3.2 Gestión Operativa 15% 100% 3.30

3.3 Gestión Interna 15% 100% 5.00

3.4 Competitividad 20% 100% 4.35

3.5 Disponibilidad de recursos 10% 100% 2.00

3.6 Producto 10% 100% 5.00

4 Referencias Profesionales 5% 100% 3.60

3.24

ENFP TROPICANO PRODUCTS S.A.

Frutas procesadas

Calificación

1792082897001

Sociedad Anónima

Con fines de lucro

CALIFICACIÓN FINAL

Criterios de Selección Peso CriterioCriterios de segundo nivelPeso criterios de

segundo nivel


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresaLOS RIOS S/N ENTRE BATALLON MONTUFAR Y PANAMA - CIUDAD DE

ESMERALDAS

Teléfono de la empresa 593-6-2451878

Fax de la empresa 593-6-2727035


Dirección de la página web NO









3.6 Producto 4.55


3.31

DEPRODEMAR CIA LTDA

PESCA

Calificación

891710887001

COMPAÑÍA LIMITADA

CON FINES DE LUCRO

CALIFICACIÓN FINAL



66


RUC

Figura Jurídica

Cadena de valor


Dirección de la empresa Panam. Sur Km 11 1/2 Quito

Teléfono de la empresa 2690 758 - 60


Dirección de correo electrónico de la persona de [email protected]

[email protected]

Dirección de la página web www.productosminerva.com






3.3 Gestión Interna 4.50 3.4 Competitividad 3.80


3.6 Producto 3.75


2.13

PRODUCTOS MINERVA CIA. LTDA.

Café

Calificación

1790014800001

Cía. Ltda.

Con fines de lucro

CALIFICACIÓN FINAL


ANNEX 8. ANALYSIS OF PROJECT EXPENSES BY GEOGRAPHICAL AREA

PROVINCE Imbabura Carchi Esmeraldas Orellana Napo Sucumbíos El Oro Loja Zamora

Chinchipe

Expenses by Province

$385,030 $504,328 $733,719 $300,004 $112,973 $640,505 $278,359 $716,540 $273,049

ZONE SIERRA NORTE

ESMERALDAS AMAZONIA SOUTH

Expenses by Zone

$889,358 $733,719 $1,053,482 $1,267,948

TOTAL 3,944,507

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