Innovation Opportunities in Plantain Production in Nigeria...Introduction Introduction and Agronomy...

Adeolu B. Ayanwale,Fatunbi A. Oluwole &Mathew Ojo

InnovationOpportunities inPlantain Productionin Nigeria

G U I D E

B O O K2016

1

Adeolu B. Ayanwale,Fatunbi A. Oluwole &Mathew Ojo

InnovationOpportunities inPlantain Productionin Nigeria

G U I D E

B O O K2016

INNOVATION OPPORTUNITIES IN IN NIGERIAPLANTAIN PRODUCTION

2

Citation:Ayanwale A.B, Fatunbi A.O and Ojo M (2016).Innovation Opportunities in Plantain Production inNigeria. Guide Book 1. Forum for Agricultural Researchin Africa (FARA), Accra Ghana

FARA encourages fair use of this material. Propercitation is requested.

Forum for Agricultural Research in Africa12 Anmeda Street, Roman RidgePMB CT 173, Accra, GhanaTel: +233 302 772823 / 302 779421Fax: +233 302 773676Email: [email protected]: www.faraafrica.org

ISBN 978-9988-8519-6-2 (pdf)

Forum for Agricultural Research in Africa12 Anmeda Street, Roman Ridge, PMB CT 173, Accra, GhanaTelephone: +233 302 772823 / 302 779421; Fax: +233 302 773676/ Email: [email protected]

Guide Book

Innovating for Africa's Wellbeing

Contents PAGE


Foreword 4

Acknowledgements 5

C 1HAPTER

IntroductionIntroduction and AgronomyProduction TechniquesImportance and Role of Plantain in the food chainPlantain Production TrendsUses and Nutritional Values of Plantain

6669101114

C 2HAPTER

Production Constraints and Identified Hindrances to Productivity and ProfitabilityProduction ConstraintsResearch ConstraintsDistribution and Marketing of Plantain in Nigeria

1616161818

C 3HAPTER

Innovation OpportunitiesIntroductionPolicy InnovationProduction InnovationMarketing InnovationStandardized measurementPlantain Information SystemTransportation InnovationFinancing InnovationPost-harvest InnovationTimely HarvestingProper HandlingResearch innovation

2020202021222223232427272727

C 4HAPTER

Value chain analysisPlantain Value ChainInput SuppliersProducersItinerant gatherers/AssemblersProcessorsIncome Generation/ProfitabilityValue Addition along Plantain Value Chain

282929293131323333

CHAPTER 5

Summary and Conclusion34

34

References 35

4

In the wake of the current millennium FARA and itsfull constituents began to reflect on the mostappropriate strategy to make Africa agriculture a moreproductive and stable source of livelihood. The keyproblem identified as this stage was the inability totranslate research result into sustainable developmentoutcome and impact. FARA thus develop theIntegrated Agricultural Research for Development(IAR4D) based on the innovation systems approach.The concept embraced systems thinking taking intoconsideration all the related issues to develop asolution to identified problem. The concept isimplemented on an ; itinnovation platform (IP)engages all the need stakeholders along the commod-ity and systems innovation sphere to work together insourcing solution to identified constraints and learnlesson until innovation is generated. The InnovationPlatform also works in a commercial mode to ensurean effective partnership between the public and theprivate sector partners. This concept has been provento be superior when implemented appropriately, itdelivers high productivity from production enterprise,lead to quick income, sustainable use of naturalresources and improved quality of life.

The use of the Innovation platform was mainstreamedinto the CGIAR systems research efforts at its incep-tion and was embraced by the Integrated Systems forthe Humid Tropics tagged “Humidtropics”.Humidtropics program uses the IP as its operationframework in addition to its Research for DevelopmentPlatform. The Humidtropics program embraces thesystems approach to generate sustainable solutionsto agricultural productivity problems through highquality research. It also uses the innovation systemsapproach as a mechanism for generating impact. Theexpected intermediate development outcomes fromthe Humidtropics activities include: Income,

Productivity, Gender, Environment, Innovation capac-ity, Nutrition.

Within the Humidtropics IPs, several commodities areprogramed for interventions and a handful of innova-tions are generated. In order to take these innovationsthat are commodity specific to scale, there is the needto conduct a holistic evaluation and document thetechnological and institutional issues that are manip-ulated to achieve the success. It is assumed that anumber of issues may cut across different social andcultural divides and as such the innovations may bescalable.

Thus this publication contains the compilation ofdifferent innovations generated on the plantaincommodities from various IPs. Its gives a succinctdescription of the commodity, its agronomy, produc-tion techniques, production trends, the role of thecommodity in food chain and other traditional uses.The uses of the commodities and data on nutritionalcontent etc. it also explicate the production process-ing and marketing constraints that could be manipu-lated to ensure increase in productivity and income.The book provides a creative description of differentforms of innovations that can generates socio eco-nomic benefits along the value chain of the commod-ity. The description of the innovation is not limited totechnological, institutional or infrastructural modifica-tion only, but also market, policies, social interactions.The guide book also documented a qualitative andquantitative value chain analysis for the commodityand presents a business plan for the commodity.

It is expected that this document will aid the scalingof specific innovation along the commodity valuechain. The Guidebook is published in series.

FOREWORD

Guide Book

5

The authors of this book wishes to acknowledge thecontributions of the various stakeholders thatcontributed to the generation of knowledgedocumented in the materials. This include thepartners in the Nigeria R4D platforms. The differentstakeholders on the plantain innovation platform.

The authors also wish to acknowledge the donors anddevelopment partners for supporting theHumidtropics program.

ACKNOWLEDGEMENTS


6

Introduction and Agronomy

Plantain belongs to the family Musaceae and thegenus Musa. They are tree-like perennial herbaceousplants 2 to 9m tall, with an underground rhizome orcorn. The principal species are Musa paradisciaea(French plantain). M. acuminate (Gross, Michel andCavendish) and M. corniculata (Horn plantain).Thephysical appearance of plantain is greenish in color(the outer covering pod), it is slightly curve in lengthand when ripped, has dark or yellowish color with darkpatches. When plantain is peeled, the inner fruit isslightly yellowish and cannot be eaten raw except it iscooked or allowed to go through the process ofripening. It can be cooked, roasted, baked or frieddepending on the mode applied for preparation andintended form to be eaten.Nearly all edible plantaincultivar are derived from two wild species, M.acuminate and M. balbisiana (Robinson, 1996). Thesewild species are classified on the basis of theproportion of the genetic constitution contributed byeach parental source (Robinson, 1996).

Plantains are typical climacteric fruits in that theyexhibit a well-defined preclimateric phase afterharvesting during which the fruit remains unripe, thebasal respiration rate is low and ethylene productionis almost undetectable. The respiratory climactericcommences spontaneously and there is a rapid andwell-defined rise in respiratory rate which is closelysynchronized with evolution of ethylene, with chloro-phyll breakdown in the peel and with starch to sugarconversion and tissue softening in the pulp (Marriotand Lancaster, 1983; Ogazi, 1996).The fruit usuallyharvested at it is mature but unripe stage, ripenswithin two to seven days, thus making plantain ahighly perishable crop, particularly in the overripestage (Robinson, 1996). An unripened banana and theplantain have high starch and low sugar levels pluscopious amounts of bitter-tasting latex. Starch isconverted to sugar as the fruit ripens, so that bananascan eventually contain about 25% of total sugars. Asthe banana ripens, the latex is also decomposed.Plantain has the stinging, bitter latex, so the peel isremoved with a knife and the pulp is soaked in saltwater for 5–10 min prior to cooking. Bananas areharvested unripe and green, because they can ripenand spoil very rapidly (Daniells , 2001).et al.

Introduction

CHAPTER 01

2-9m

RIPENING

most plantain cultivationdone with two wild species

Musa acuminate,

Musa balbisiana(Robinson, 1996).

2-7daysAFTERHARVEST

Guide Book6

Plantain tree

7

Plantain is a large herb with pseudo - stems built up fromthe sheath and it originated from Asia. It is grown both inthe tropics and sub tropics with Central America andWest Indies producing most of the crop (Yayock .et al

1988).Musa spp, a plant genus of extraordinary signifi-cance to in terms of cost per hectare, per tonne and perunit of food energy, plantains are the cheapest staplefood to produce (IITA 1990). It serves as a useful crop forsmall scale farmers and co-exists easily with establishedfarming systems (Edeoghon and Okoedo Okojie, 2011).InNigeria, four main types of plantain are available withdistribution strictly based on their bunch characteristics.These are; the horn type, French type, false type and falsehorn type. The false horn type is the most widely distrib-uted because of its ability to tolerate poor soil conditions.The producing states include Ondo, Ogun, Osun, Oyo,Cross-river, Imo and Abia State (Wikipedia, 2007;Robinson, 1996; Ndubizu, 1995).

In Nigeria, good quality banana/plantain is producedmainly during the month of October to February everyyear yet the demand for banana/plantain is all yearround (Adewunmi et al, 2009). As noted byAkinyemiet al (2010), forest soils, good for cocoa,palm and rubber production, are also the main soiltypes in the plantain and banana producing regions ofNigeria. Plantain production is mainly in the Southernstates of Nigeria, which include Akwa-Ibom, CrossRiver, Akwa-Ibom, Imo, Enugu, Rivers, Edo, Delta,Lagos, Ogun, Osun and Oyo states (Ogazi,1996).Maturity standards for plantains are lessprecise than they are for bananas. Severaldifferent external and internal fruit characteristicscan be used to determine plantain maturity.These include fruit diameter, age of the bunch,angularity of the fruit, length of the fruit, and peelcolor (Johnson et al., 1998). The stage of maturityfor harvest depends on the intended marketdestination (Johnson et al., 1998). Locallymarketed plantains can be harvested at a moreadvanced maturity stage compared to export marketfruit. Export market destined fruit should be har-vested the day before or the same day of shipment(Ogazi, 1996). Plantain maturity is related to thediameter of the fingers. This is determined bymeasuring the diameter of the fruit at its mid-pointwith a pair of calipers (Ogazi, 1996).

plantain productionoriginated from Asia.and mostly produced inCentral America andWest Indies

FEBPLANTINGSEASON OCT

AKWA- IBOM

CROSS RIVER,

IMO

ENUGU

RIVERS

EDO

DELTA,

L AGOS

OGUN

OSUN

OYO

F E D E R A L R E P U B L I C O F

N I G E R I A

Plantain Productionin Nigeria


Introduction

8

Bananas and plantains are planted at the onset of the rainy season, whichcoincides with the planting period of several other crops (rice, cassava,maize, etc.) in most of West Africa. Fruits are produced year round in avariety of environments, yet the major harvest comes in the dry season(November to February) when most other starchy staples are unavailable ordifficult to harvest, thus playing a key role in providing food security in foodscare months (Chandler, 1995 in Sharrock. Frison, 1998; Akinyemi et al.,2010). Plantains, like other bananas. require a hot and humid environment.Ideally, the average air temperature should be about 30°C and rainfall atleast 100 mm per month. Rainfall should be well distributed throughoutthe year and dry seasons should be as short as possible. Irrigation is notsuitable nor economically worthwhile for plantains grown by the familyfarmer. but may become necessary when larger fields are cultivated inareas with a long dry season (IITA, 2014). Labor shortages, often caused bycurrent planting and harvesting with other crops, make cultivation of largefarms especially difficult, resulting in delayed planting, weeding, andharvesting and reduced yields (Akinyemi et al.,2010). Despite potentialconstraints posed by labor, plantain cultivation is attractive to farmers dueto relatively lower labor requirements for production compared to cassava,maize, rice and yam (Marriott and Lancaster, 1983 in Kayode et al., 2013;Chandler, 1995 in Sharrock. Frison,1998).

According to IITA (2014), the recommended spacingfor plantain is 3 m between the plantain rows and 2m within the row (in other words. 3 m x 2 m). Analternative is 2.5 m x 2.5 m. If spaced 3 m x 2 m, 1hectare should contain 1667 plants, but with aspacing of 2.5 m x 2.5 m, it should contain 1600plants. Rows should be straight in flat fields to giveplants the maximum amount of sunlight. However, onsloping land, rows should follow the contour lines inorder to soil erosion. In banana and plantain, fruitsdevelop on a single “spike” or raceme, arranged onthe central stalk of the spike in 5-20 clusters or“hands” with each hand containing up to 20 fruits or

“fingers” (Davey et al., 2007). Bananas and plantainsfollow similar growth patterns, requiring about twoand a half to four months after shooting before thefruit becomes ready for harvesting, or a total ofapproximately eight to twelve months after planting.At maturity, the fruit maintains a constant weight fortwo to four days, then the weight starts to decreasewith changes in the peel color from green to yellowand then to black. The maturity of the fruit may bedetermined by the weight of the pulp to peel ratio,brittleness of floral ends and disappearance ofangularity of the fingers (Dzomeku et al., 2011, pg.93).

1 hectare1667plants

months2 -4 AFTER SHOOTING

HARVEST

spike/ raceme

RECOMMENDED FARM SIZESFOR PLANTAIN PRODUCTION

DAYS

1

2-4WEIGHT LOSS DURATION

AFTER HARVEST

GROWTH

30°C

AIR TEMPERATURE

per month.100 mm

RAINFALL

FavorableClimate conditionfor plantain

Nov-Febdry seasonMAJOR HARVEST

3m

2m

1 hectare1600plants

2.5m

2.5m

5-20HANDS

1 hand

20 fingers

2

AFTER PLANTING8-12 monthsroughly

Guide Book

9

Production Techniques

Akinyemi et al (2010), while reviewing plantain production, marketing and research in the last two decadeshighlighted the following plantain production systems practiced in Nigeria:

The Plantain/Cocoa Intercrop: - In thissystem, plantain is planted alongside cocoa(Theobroma cacao), where it serves as nursecrop during the early stages of development.This is common in the Western states ofNigeria and in the Ikom area of Cross Riverstate, where cocoa is an important cash crop.In most instances, plantain productionincreases with expansion of the cocoa planta-tion (Adenikinju, 1983; Wilson, 1986; Bayeri etal., 2004). This system is expected to expandwith the recent cocoa rehabilitation programbeing embarked on by the government.

The Bush Plantain: - This is a complexmixture in which plantains are intercropped.Many field crops such as cassava, egusi melon(Citrullusspp), cocoyam (Colocasiaesculentus)and yams. It is common in the more humidarea of the rainforest belt of the country(Akinyemi and TijaniEniola, 2000; Aiyelaagbeet al., 2001).

The Taungya Farming System:- Plantains(and banana) are grown with forestry species(e.g., Gmelinaarborea, teak (Tectonagrandis),etc.). Here the Musa spp. serve a dual purpose,first as a means of taking care of the trees andsecondly as a means of income before thematurity of the trees. The crops are phasedout once the trees are established. This is

commonly practiced in Ogun, Ondo and Edostates. The prevalence of this system in the last20 years is low, but it accounts for about 10% ofthe total production (Wilson, 1986).

The Compound Production System: -Plantains are grown in various convenientpoints around the compound. The size dependson how much space is available in the com-pound, how many people in the household areinterested in owning mats and the need of thehousehold for numerous other possiblecompound tree crops. Bunch yield is usuallyhigh in this system and could be attributed toapplication of organic matter from householdwastes (Nweke, 1988, Robinson, 1996; Bayeri etal., 2004). This system is more predominant inthe Southeastern part of Nigeria, where mostcompounds are within land limited areas owingto high population pressure (Eboh and Lamechi,1994). This system accounts for 15–25% oftotal production.

Plantation Production: - This is commercialproduction under monoculture. It has rapidlyincreased in the last five years, but themanagement has been poor due to lack oftechnical-know-how of owners and/or supervi-sors. The contribution of this system over theyears cannot be quantified.

1

2

3

4

5


Introduction

10

4

Plantain is a multipurpose crop with great processingpotential, it is the fourth most important food crop inthe world after rice, wheat and maize, and is used asfood, beverages and cooked foods (Phillip, Shittu,Aiyelaagbe&Adedokun, 2009, Nelson, Ploetz&Kepler,2006; Ogazi, 1995). Plantain is an important food andcash crop (Nkendah&Akyeampong, 2003; Nwosu&Lawal,2010) with outstanding and proven medical andindustrial relevance (Faturoti, Madukwe,Tenkouano&Agwu, 2007). This major food staple andcash crop is important in the rural and urban economy,social and cultural life in sub- Saharan Africa (IITA,2009). Plantain has the potential to contribute tostrengthening national food security and decreasingrural poverty (Adejoro et al, 2010).It is one of the mostimportant horticultural crops and is among the tenmost important food security crops that feed the world(USDA, 2012). It has always been an important staplefood for both rural and urban areas (CBN, 2003).

The crop occupies a strategicposition for rapid foodproduction in Nigeria, ranking

third among starchy staples with the country's outputdoubled in the last 20 years. Being a multipurposecrop with great processing potential, plantain is ratedthe fourth most important food crop in the world afterrice, wheat and maize, and is used as food, beveragesand cooked foods (Phillip et al, 2009; Nelson et al,2006; Ogazi, 1995). Nigeria is one of the majorplantain producing and consuming countries in Africa,and is ranked among the 20 most important plantainproducing countries worldwide (FAO, 2011). Thedemand for plantain has increased tremendously inthe last one decade as a number of local processingindustries have emerged which use it industrially formaking bread, cakes, biscuits (Ogazi 1996). Withincreasing urbanization, bananas and plantains arefast becoming more and more important as cash crop,in some cases providing the sole source of income torural population, thereby playing an important role inpoverty alleviation (Frison and Sharrock, 1999).It is aversatile food in the kitchen as well as a raw materialfor many popular delicacies and snacks (Aina et al,2012).3RANKING

STARCHY FOOD IN NIGERIA

MOST IMPORTANTPLANTAIN PRODUCINGCOUNTRIES WORLDWIDE

Importance and Role of Plantain in the food chain

TH

RD

MOST IMPORTANT FOOD CROPIN THE WORLD AFTER RICE,WHEAT AND MAIZE,

NIGERIA RANKED INFIRST

20

Guide Book10

11

Plantain Production Trends

According to Food and Agricultural Organization Statistics(FAOSTAT, 2011), plantain production in West Africa isconsiderably higher than banana production. In 2011, 12.46million metric tons (MT) of plantains were produced,representing 32.0% of worldwide production, compared to2.47 million MT of bananas, representing only 2.3% ofworldwide production. Figure 1 shows the highest-producing individual countries in the region along withproduction for West Africa as a whole with Nigeria comingafter Ghana and Cameroun. Worldwide, seven of the top tenplantain producing countries are in Sub-Saharan Africa,including the West African countries of Ghana, Cameroon,Nigeria, and Côte d'Ivoire (EPAR, 2013). Available traderecords and associated indices showed that Nigeria is oneof the largest producers of plantain in the world (FAO,2006).

plantain production higherthan banana productionin West Africa

12.4632.0%

2.472.3%

IN 2011

WORLDWIDEPRODUCTION,

millionmetric tons

millionmetric tons

WORLDWIDEPRODUCTION,

PLANTAIN

BANANA

According to Akinyemi et al (2010), Plantain productionin Nigeria has witnessed a steady rise for more than 20years, stating that as of 2004, the country produced2.103 million tons harvested from 389,000 ha (FAO,2006). They stressed that this increase, however, has notbeen without some depression in plantain productionwith the country experiencing a great depression in

2.103million tonsharvested in 2004

389,000hectares

increase in production from 1990-2004


Introduction

plantain production between 1987 –1988 and 1990, asituation they adduced to be connected with theoutbreak of diseases like black leaf streak, caused byMycosphaerellafijiensis. They believed that the effortof all stakeholders in combating the disease throughrelease of improved/resistant cultivars might havebeen responsible for the steady rise in production asbetween 1990 and 1994, production increased by 37%.Ten years later, between 1995 and 2004, productionincreased by 0.47 million tons. The overall productionhas doubled in the last twenty years as shown infigures 2 and 3 respectively (FAO, 2006).

12

.

Figure 3:Harvested area for plantain in Nigeria from 1990 to 2004. Source: FAO, 2005

Figure 2 Plantain production trend in Nigeria from 1985 to 2004. Source: FAO, 2006.

DEPRESSION IN PRODUCTIONcaused by the out break ofblack leaf streak

caused by

Mycosphaerellafijiensis

1987,1988,1990

Guide Book

13

According to Akinyemi et al (2010), plantaindistribution in Nigeria is complex as farmers whoseland lies nearer to major roads harvest the crop atthe mature green stage and display it at the roadsideor transport the crop to nearby markets, allowingsmall-scale wholesalers, retailers and consumers topurchase directly. They further stated that in othercases, trade collectors move around farms, collectthe produce from farmers and transport it to thecities where they hand them over to wholesalers,who in turn pass the produce on to retailers orvendors for sale to customers. They noted thatmovement and distribution to major cities and othernon-producing regions is usually performed bywholesalers.

In Nigeria, plantain and banana production isconcentrated in the nation's southern regions, whichcontain fertile forest and laterite soils conducive toplantain and banana growth (see Figure 10 and Figure11). The highest production levels are in the states ofAkwa-Ibom, Anambra, Benue, Cross River, Akwa-Ibom,Imo, Kwara, Enugu, Plateau, Kogi, Rivers, Edo, Delta,Lagos, Ogun, Osun and Oyo (Ekunwe&Ajayi, 2010;Akinyemi et al., 2010). Annual rainfall in these areas isusually above 1,000 mm per year (Akinyemi et al.,2010, p.212). Production in these areas still remainslargely in the hands of small scale farmers who, overthe years, have ingeniously integrated it into variouscropping systems(Akinyemi et al, 2010). Table 1shows the production figures for plantain in Nigeriafrom the year 1999 to 2013, indicating the quantityproduced, yield per hectare, as well as the areaharvested. The table shows that there wasconsiderable increase in terms of quantity producedfrom 1,902 metric tonnes in 1999 up to 2,991 tonnesin the year 2007. However, quantity produced starteddeclining from the year 2008 till 2010. Thisinformation, presents plantain as a crop withenormous potentials that can be further explored inorder to improve its commercialization.

Table 1: Plantain Production figures for plantain in Nigeria 1999 - 2013

Production figure 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Qantity Produced(1000 Tonnes)

1,902 1,969 1,999 2,127 2,263 2,421 2,591 2,785 2,991 2,727 2,700 2,676 2,700 2,800 2,780

Yield/Hectare(Tonnes)

49.4 51.01 48.99 49.93 52.02 55.02 57.96 60.94 63.10 59.03 60.00 59.56 60.00 61.40 61.78

Area Harvested(1000 Hectares

385 386 408 426 436 440 447 457 474 462 450 449 450 456 450

SOURCE: FAOSTAT, 2015


Introduction

14

Plantain and bananas based foods contain most ofthe micro nutrients required by both children andadult for optimum growth and development of thebody. The daily dietary allocations recommended byFAO for children under five years are 14mg of Iron,10mg of Zinc, and 400µg of vitamin A (Latham, 2001).According to Honfo, et al(2007), the daily consump-tion of plantain foods by children provided approxi-mately 0.88mg of iron, 0.26mg of zinc, and 24.55 µgRetinol Activity Equivalent (RAE). Besides, for non-pregnant and non-lactating women, FAO recommendsa daily intake of 48mg of iron, 12mg of zinc and 800µg RAE of vitamin A (Latham, 2001). Following thesealso, Honfo et al (2007) found that the daily consump-tion of plantain derived foods for mothers providedapproximately 1.80mg of iron, 0.6mg of zinc and43.35 µg RAE of vitamin A.

Plantain relatively has more calories weight forweight than that in the table bananas. 100 g plantainholds about 122 calories, while dessert banana hasonly 89 calories. Indeed, they are very reliable sourcesof starch and energy; ensuring food security formillions of inhabitants worldwide. It contains 2.3 g ofdietary fiber per 100 g (6% of DRA per 100 g).Adequate amount of dietary-fiber in the food helpsnormal bowel movements, thereby reducing constipa-

CHILDREN

MOTHERS

Daily Consumption ofPlantain is of great benefitto Mothers and Children

the nutrients obtained from the daily consumption of plantain meets a

satisfactory percentage of the daily dietary allocations recommended

by FAO

Uses and Nutritional Values

of Plantain

0.88mg 0.26mg 24.55 µg

1.80mg 0.6mg 43.35

Table 2:In depth analysis of nutrients: Plantains(Musa species), Nutritive Value per 100 g

Principle Nutrient Value % of RDA

Energy 122 Kcal 6%

Carbohydrates 31.89 g 24.5%

Protein 1.30 g 2%

Total Fat 0.37g 2%

Cholesterol 0 mg 0%

Dietary Fiber 2.30 g 6%

Vitamins

Folates 22 µg 5.5%

Niacin 0.686 mg 4%

Pyridoxine 0.299 mg 23%

Riboflavin 0.054 mg 4%

Thiamin 0.052 mg 4%

Vitamin A 1127 IU 37.5%

Vitamin C 18.4 mg 31%

Vitamin E 0.14 mg 1%

Vitamin K 0.7 µg 1%

Electrolytes

Sodium 4 mg <1%

Potassium 499 mg 10.6%

Minerals

Calcium 3 mg <0.5%

Iron 0.60 mg 7.5%

Magnesium 37 mg 9%

Phosphorus 34 mg 5%

Zinc 0.14 mg 1%

Source: USDA National Nutrient data basea production by Cultivar

IRON

(RAE)

RET

INO

LA

CTIV

ITY

EQU

IVA

LEN

T

IRON

ZINC

ZINC

(RAE)

Guide Book

15

tion problems. Fresh plantain has more vitamin Cthan bananas. 100 g provide 18.4 mg or 31% of dailyrequired levels of this vitamin. Consumption of foodsrich in vitamin-C helps the body develop resistanceagainst infectious agents and scavenge harmfuloxygen-free radicals. However, boiling and cookingdestroys much of this vitamin in plantains.

Plantains carry more vitamin A than bananas. 100 gfresh ripe plantains contain 1127 IU or 37.5% of dailyrequired levels of this vitamin. Besides being apowerful antioxidant, vitamin A plays a vital role inthe visual cycle, maintaining healthy mucus mem-branes, and enhancing skin complexion. As inbananas, they too are rich sources of B-complexvitamins, particularly high in vitamin-B6 (pyridoxine).Pyridoxine is an important B-complex vitamin thathas a beneficial role in the treatment of neuritis,anemia, and to decrease homocystine (one of thecausative factors for coronary artery disease (CHD)

and stroke episodes) levels in the body. In addition,the fruit contains moderate levels of folates, niacin,riboflavin and thiamin. They also provide adequatelevels of minerals such as iron, magnesium, andphosphorous. Magnesium is essential for bonestrengthening and has a cardiac-protective role aswell. Fresh plantains have more potassium thanbananas. 100 g fruit provides 499 mg of potassium(358 mg per 100 g for bananas). Potassium is animportant component of cell and body fluids thathelps control heart rate and blood pressure, counter-ing negative effects of sodium (http://www.nutrition-and-you.com/plantains.html, cited 21/10/15).

According to Okoruwa et al (2014), plantain isimportant in the diet of many Nigeria families. In theurban areas, it is normally eaten in convenient formslike “Dodo” (fried ripe pulp), chip (fried unripe pulp)and as plantain flour (Akinwunmi, 1999). Plantainflour has an advantage over other starchy foods,because it contains protein,mineral and vitamins.Medicinally, it can be used to cure certain ailmentslike sore throats, tonsillitis, diarrhea and vomiting.Other important plantain products documentedincludes: Soymusa, “Sekete” local beer and “Boli”roasted plantain, as well as local processed formknown as “Dodo Ikire”, a local plantain chips pro-cessed from over ripped plantain spiced with hotpepper (Idachaba, 1995; Adetunji and Adesiyan,2008). In addition, plantain is being used in com-pounding livestock feeds as an alternative source ofenergy in some West Africa countries as Cameroonand Ghana (Fomunyam, 1992).

15

Higher Nutritional Advantage over bananas

100gplantainholds

122calories

AGAINST

89 caloriesFOR BANANAS

morevitamin Cthan bananas

18.4mg

morevitamin Athan bananas.

1127 IU

37.5%

more potassium than bananas

499mgpotassium

than bananasmore calories

AGAINST

358 mgFOR BANANAS

31%


Introduction

16

Availability of plantains and bananas can be affected by the problems encountered during their production. In Nigeria according to (Hahn, 1991), most plantains and bananas are produced in the kitchen garden, on areas ranging from 0.5 to 1.8ha. This leads to demand which far outweighs supply in the country. This is because farmers still adhere to the traditional practice of producing their crops at their backyard or where it incidentally grows and they do not have access to improved cultivars of plantain and bananas (Nwaiwu et al 2012). Other problems which militate against the production and marketing of plantains and bananas include, lack of adequate information due to lack of extension services (IITA, 1996).

According to Akinyemi et al (2010), factors limiting production and availability of plantain include:

ProductionConstraints&Identi�iedHindrancestoProductivity&Pro�itability

CHAPTER 02

most farmers still adhere to the traditional

practice of producing plantains and bananas

in their backyard

ProductionConstraints

Land. The type of land tenure system (inheritance) practiced in most plantain producing regions of Nigeria does not give space for expansion. In some cases, where land is hired, its fertility is too low for plantain production and farmers maximize its use by practicing intercropping with crops like cocoyam and cassava (Akinyemi and TijaniEniola, 2000).

Cultural Practices. There has been little or no change in the cultural practices of the crop in the last 20 years. The inadequate knowledge of improved cultural practices of the crop by the farmers, inefficient extension services systems by the government, and skewness of specialization in areas of research are part of the reasons why yield potential of plantain is still low in Nigeria. Farmers still depend solely on rainfall without irrigation. The average national farmer/extension agent ratio which is 2500:1 (NAERLS, 2005) also contributes to a poor movement of research results to end users. According to Tomekpe et al (2011), the demand for plantain is very high in rural and urban markets. Thus plantain is an essential component of food safety, where it is an important source of income for millions of producers and retailers ((Nkendah, R. and

1

2

Guide Book 16

17

Akyeampong, E. 2003). However, they alsonoted that almost all the small producers donot have access yet or do not use theinnovations from research. Therefore, yields arevery low (4–10t/ha/year depending onplantation density) in a context where thepressure of pest and diseases is very high. As aconsequence availability is rather low, and thisfood deficit is likely to worsen in the futuretaking into account the demographicprojections in sub-Saharan Africa. .

Labor. Plantains are planted at the onset of therains. This coincides with the time of plantingof other crops. In most cases, shortage of labormakes cultivation of large farms difficult,resulting in delayed weeding and reduce yield(Akinyemi and Makinde 1999; Akobundu, 1987).Constant high cost of labor is usuallyexperienced in many oil producing states due topreference for higher paying jobs at oilcompanies.

Pests and Diseases. Black leaf streak andbanana weevils (Cosmopolites sordidus) are themajor disease and pest affecting plantainproduction in Nigeria. The appearance of blackleaf streak was noticed in the country in 1986.Most plantains are susceptible to the disease,which causes 30–50% yield reductions (IITA,1989). Observations in plantain producingregions showed that the disease occurred morein distant fields than in home gardens. Bananaweevils cause snapping of fruit bearing plants,which forces farmers to give continuousattention to this pest. Introduction of severalresistant cultivars and better cultural practicesseems to have reduced its occurrence.

Postharvest Handling. High postharvestlosses are among the major problems limitingthe availability of plantain in the country. As aresult of poor handling, postharvest diseasesare commonly seen on fruits sold in the country(Bayeri and Nwachukwu, 2003). The fact thatmost large farms are always located inside theforests, far away from road access, makes theproduce to stay on heaps for several days by theroad side. In the late 1980s, transportation ofthis crop by rail to other non-producing regionswas common, but the absence of a current rail

system and adequate road network to mostfarms now hampers easy distribution to non-producing areas.

Storage. Environmental factors, such astemperature, relative humidity and aircomposition, do affect the shelf-life of plantain.Coupled with inadequate storage systems,insufficient distribution and lack of ripeningtechniques, environmental factors always resultin a large proportion of the produce beingwasted (Olorunda et al., 1978; Chukwu, 1997;Ajayi and Mbah, 2003).

Another problem is inefficient marketing systemas put by Akinwolemiwa, (1975); the sellers offresh produce are a host of disorganized smallenterprise exploiting the situation. Littlethought is given to grading, packaging andpresentation. There is no organized marketingsystem for sale of plantain and bananaproducts. This arises from lack of informationbetween buyers and sellers to facilitatemovement of the product from place to place.There is also a lack of grading and standardweight measurement resulting in erratic pricesetting and movement especially as plantainand banana are delivered to the consumers fromthe villages by middle men (Ngeze, 1994). Someother problems encountered in the marketing ofplantain include inadequate road transportationnetwork especially leading from rural to urbanareas, thus causes post harvest losses whicharises due to delays during transportation.

Also harvesting the fruit at a wrong time maylead to poor quality product being brought tothe plantain or banana industry. Akalumbe et al,(1990) concludes that post harvest losses werefound to constitute a constraint to themarketing system, particularly at the retailslevel of the system. Finally, inadequate researchis another major problem militating againstplantain and banana production. According toNgeze, (1994) research in various aspects ofbanana and plantain husbandry has for a longtime not been given the priority and importanceit deserves, when compared to other main crops,especially those known as cash crops. There isalso low or absence of government funding forresearch.

3

6

4

5


Production Constraints & Identi�iedHindrances to Productivity & Pro�itability

18 Guide Book

Shortage and Skewness of Specialization.There is an overall shortage of experts workingon plantain. Only a few agronomists existamong the plantain researchers in the country.Most scientists prefer to work on short durationcrops that require less space. Research work onplantain in the last 20 years has tilted moretowards socio-economics and post harveststudies.

Funds. Especially for this crop, research fundsare less available (Faturoti et al., 2007). Theiruntimely release makes them ineffective for aseasonal crop like plantain. Often, themonitoring of the little funds available is poorand this may give rise to mismanagement.

Equipment. Most institutions working onplantains do not have adequate equipment forfield and laboratory work. In some cases, thefew available ones are obsolete ornonfunctional.

Research Constraints

Research Focus .Studies carried out in mostinstitutions within the country are mainly forthe sake of publications to meet therequirement for promotion as demanded bythe different institutes. These studies do notmeet the requirement of the farmers, and theresults are not sustainable, even when theylook good. Research for development is highlyneeded within the country.

Harmonization. Stakeholders in plantainproduction and innovation have been workingwithout cohesion, each performing theiractivities independently. Where linkages exist,they are fragile and very weak, and, in mostcases, objectives might be unhealthy(Faturotiet al., 2007).

Research-Farmers Linkage. Many laudableand sound scientific outputs have beenchurned out by research in plantain innovationsystems. However, many of these soundscientific outputs are still sitting on the shelfin many institutions (Faturoti et al., 2007).

1

2

3

4

5

6

Akinyemi et al (2010) noted that plantain distributionis rather complex in Nigeria. In the first place, farmerswhose farms are nearer to major roads harvest thecrop at the mature green stage and display it at theroadside or move them to a nearby market, wheresmall scale wholesalers, retailers and consumers canpurchase directly. On the other hand, trade collectorsmove around farms, collect the produce from farmersand transport it to the cities where they hand themover to wholesalers, who in turn pass it on to retailers/vendors for sale to consumers. Movement/distribution to major cities and other non-producingregions is usually performed by the wholesalers. InNigeria, like most other West African countries,plantain transportation is by road, usually in open orpartially closed vehicles. Fruits are packed in bunchesor hands, and stacked without any form of protection.

Small-scale wholesalers and retailers transport fruitsby bicycles, wheelbarrows, trucks, pick-ups and taxis.Wholesalers used to transport plantain to moredistant markets using trains, lorries and trailers in the1980s but have been only using lorries and trailers inthe last few years. Generally, postharvest distributionand marketing of plantain in the last 20 years has notbeen very efficient, as there are no established qualityand quantity standards for plantain transportationand marketing (Adesope et al., 2004). Studies onplantain marketing have shown that plantain fruitsare subjected to adverse conditions during handlingand transportation. Rough handling, usually leading tosplitting, vibration, abrasion and compression,coupled with late delivery, often affects plantainquality during distribution (Chukwu, 1997).

Distribution and Marketing of Plantain in Nigeria

19INNOVATION OPPORTUNITIES IN IN NIGERIAPLANTAIN PRODUCTION 19

Production Constraints & Identi�iedHindrances to Productivity & Pro�itability

20 Guide Book

Introduction

An innovation can be defined as an innovation is anidea, practice, or object that is perceived as new by anindividual or other unit of adoption (Toborn, 2011).Conventionally, an innovation is associated to a newproduct and service that a set of customers value andwill pay for (Bessant and Tidd 2007). However, today,innovation is permeating all spheres of life. It isdifficult to find a company, an organization or aninstitution which does not have innovation on theagenda. Reflecting this, we will work with a definitionof innovation encompassing innovation of productand services, innovation of processes such asevolutional, organizational, managerial andinstitutional processes which Hotho and Champion(2011) refer to as soft innovations. Rogers (2003)developed a classification scheme describing theperceived attributes of innovations. Five differentattributes were proposed by him: relative advantage;compatibility; complexity; trialability; andobservability

Policy Innovation

Innovation around plantain production in Nigeriashould be geared towards first embarking on anational programme to sensitize and drive home theimportance of cultivating plantain especially in thesouthern part of the country where the environmentsupports plantain cultivation. Over the years, plantainas a crop has not been considered under a nationallycoordinated programme or system and this has madethe production of plantain in Nigeria to be left at thediscretion of individual farmers, cultivating differentvarieties of plantain as demanded by the market intheir localities.

The very first point of call towards developing theproduction of plantain beyond what presently obtainsin Nigeria is the need for a 'Plantain RevolutionInitiative' programme. This programme should betargeted at the youth especially young graduates as atool for tackling food insecurity as well asunemployment. This initiative can be launchednationally and then across all the plantain producingstates of the country where land seminars andtrainings are first carried out to intimate participants

CHAPTER 03

InnovationOpportunities

20

21

on the importance and benefits inherent in plantainproduction and thereafter taught the variousproduction techniques. The programme would thenmake land available to the intending youths tocultivate plantain, integrate them into plantainproducers association and then facilitate themarketing of their produce so as to encouragecontinuous and profitable production.

A national plantain policy, would go a long way inrevolutionizing the way and manner in which plantainis being produced in Nigeria and this would furtherfoster the growth of small and large scale processingoutfits thus contributing in no small measure intackling the menace of unemployment as well as foodinsecurity.

Production Innovation

Presently, there is no generally agreed plantainvariety considered for the industries or processors aswell as for consumers such that farmers can decidewho exactly to direct their production so as to

maximize their income. According to NationalHorticultural Research Institute, Musa productioncountry wide covers 7,720,754 hectares with a totalproduction of 6,320,000 metric tonnes and tonsexported out of this country is considered negligible.Table 2 below shows national production by cultivars.Secondly, the need to separate the various uses ofplantain as a means of determining what particularvarieties meets the need of each user of plantain soas to direct farmers in the cultivation of plantain intheir localities. This is important as there seem to bevarious types of varieties used for the same purposewhich does not meet the requirement of the uses theyare being put into. A preliminary survey shows thatprocessors of plantain have their preferences separatebut since the supply they get are of mixed varieties,they therefore use these mixed varieties for theirprocessing which affects the quality of their products

Furthermore, production innovation for plantain isneeded in the supply of inputs for farmers. This isimportant especially for planting materials (suckers).Farmers usually get planting materials from their ownfarms or from other plantain farmers with littleconcern for proper care to ensure that these plantingmaterials are not already infested by pest or diseases.

Table 2: National Musa production by Cultivar


Innovation Opportunities

22

Thus, a coordinated approach of supplying plantingmaterials to farmers on variety by variety basis ataffordable rate would greatly ensure that productionof plantain is done along variety lines rather thanhaphazardly and also ensures that diseases and pestare not easily transferred at the point of securingplanting materials for production. In other words,there is need to build capacity in the area of inputsupply as well as input usage in other to move awayfrom the present situation where plantain productionis left at the discretion of individual farmers who haveno support in terms of input generally.

In building capacity with respect to inputs, a linkshould be created with agro-input supply outfit that isclosest to these plantain producers who themselveswould have formed an association of plantainproducers. With a facilitating agency (Government orNGOs) an arrangement is brokered between the agro-input supply outfit and the plantain producersassociation for the supply of agrochemicals and otherinputs through the season. The amount due perfarmer is then collected by the association who thenremits same to the agro-input outfit. Thisarrangement ensures that agrochemicals and otherinputs are made available timely and in a coordinatedmanner to farmers who need them. The facilitatingagency stands as a surety to ensure that both partiesadhere to terms of agreement in this case.

Plantain producers association should be trained inthe area of sucker production such that theassociation generates clean suckers for onwarddistribution to their members at the beginning of theplanting period. These suckers would be given to eachmember free at inception in order to encourageproduction. At the end of the season, the associationwill then deduct the cost of suckers supplied to eachfarmer so as to prepare enough suckers for othermembers who may need them. This will go a long wayin discouraging farmers from transferring diseasesfrom one farm to another by sharing disease infestedsuckers among themselves.

Marketing Innovation

In subsistence economy, agricultural marketingmay be of no significance since farmers onlyproduce food for their household to eat leavingvery little or nothing to sell. But as agriculture ismoving into commercial production, agriculturalmarketing becomes very important (Adegeye andDittoh, 1985).Plantain marketing involves the roleof middlemen in passing plantain from the farmsto the markets. Therefore, the roles of marketscannot be over emphasized because productioncenters are fragmented and mostly in small scale.It is faced by a lot of marketing problems andthese problems determine whether production canbe expanded.

Standardized measurement

While marketing ensures that plantain producedgets to the final consumer, one area that requiresinnovation is in the unit of measurement ofplantain which also directly impacts on the price ofplantain. Presently, there is no generally agreedmeasurement for plantain marketing as pricesdepends on the number of fingers per bunch andin some cases, how weighty a bunch is by simply

FARMS MARKETSMIDDLEMEN

Guide Book

23

carrying it without necessarily measuring or weighingit on a scale. Thus, like many other commodities inNigeria, plantain sales require standardization interms of unit of sales. Innovation that will ensurethat plantain is measured and sold per kilogram rightfrom the farm gate to the final consumer will ensurethat plantain is rightly priced and will guarantee alsothat farmers get the right returns for their efforts.

Standardized measurement and pricing of plantain isnot only necessary but also very important intransforming the plantain value chain in Nigeria asthis has the potential of revolutionizing the entireplantain system and drawing a larger attention to itsproduction, marketing as well as processing.

Plantain Information System

Another innovation that will greatly improve plantainmarketing is the creation of a plantain informationsystem. This system will enable the creation ofinformation link between plantain producers, buyers,researchers and processors both small and largescale. Considering the perishable nature of plantain,there is an urgent need to know where there isavailability of plantain as well as buyers so as tofoster timely as well as seamless marketingoperations. Although this system can be made to runon association level with government agencies onlyacting as facilitators, plantain farmers association ineach location is made to also serve as informationhub for that particular location and they are made tocreate a link with other such associations within thestate as well as across states. Thus, plantain growersassociation will provide timely information betweenbuyers and producers so as to engender smooth andtimely sales of produce. This has become verynecessary as preliminary study tends to show thatthere still exist a gap between producers and buyers

which tends to even create artificial scarcity due tolack of information.

In recent years, there have been increase in theprocessing of plantain flour and chips in the country,but the lack of information as to where theseprocessors small and large scale can get supplyappears to be hampering the processing industriesactivities in some ways. These industries would dobetter with access to timely information from theplantain producers association once an informationhub is set up in their localities and thus serve thesebuyers either from within their localities or by liaisingwith other associations to meet the needs of thesame buyers. This would go a long way in developingplantain marketing in Nigeria.

Transportation Innovation

Transportation is a key aspect of marketing activitiesas it helps to solve the location problem ofmarketing. Plantain marketing in Nigeria presently isbeing heavily affected by transportation in terms ofmanner as well as means. There is presently noorganize or specialize approach towardstransportation of plantain as it is with most otherfruity or easily perishable commodities in Nigeria.Many are transported using any available vehicle andthey are packed in such manner as to suggest littleconcern for its easy perishability. Hence, many of thetransported plantain gets crushed and spoilt evenbefore they get to their various destinationsThe innovation around plantain transportation in

producers

buyersresearchers

processors

INFORMATIONSYSTEM



24

Nigeria would start from the plantain policy thrustthat would ensure that plantain can only betransported by specific types of vehicles and under aparticularly specified mode so that the productsquality and freshness is preserved and damagesreduced to the barest minimum. A way of doing thisis to design specialized wooden airy plantain traysthat could be easily fitted into the vehicle meant fortransportation. Then, the plantain fingers could beseparated from the stalk or the stalk size is reducedto the barest minimum size to allow maximumnumber of plantain and thus prevent the pilling of thecommodity on one another. The prototype of thesetrays of plantain boxes should first be constructedand distributed free to each plantain producerassociation by a facilitating agency (government ofNGO's). Thereafter, each association should beencouraged to produce as many as possible forrentage to members whose produce is to betransported at a very affordable rate which would becollected after the sales of the commodity. In order toensure that members transport their produce in thissuggested manner, the association would ensure thatno plantain is loaded and transported out of theirlocality without conforming to the agreed procedure.

While the above suggested approach is only a firststep towards revolutionizing plantain transportationin Nigeria, a further step could be taken inchallenging local fabricators to design and fabricate amuch cheaper carrier which could be attached tosome vehicles and used to transport plantain andbanana as long lasting alternative to the woodentrays or boxes suggested above. In this way, plantaintransportation would become organized and thiswould ensure that the commodity does not get easilydamaged during transportation from the productionarea to the market or major cities and towns.

A major challenge in the transportation of farmproduce from many farms in Nigeria is that of badroads. Many of the roads leading to where thesecommodities are produced are very bad and notmotorable. Thus, plantains in many locations aretransported by head or by hand or using bicycles andmotocycles because many of the roads are bad andnot easily accessible to vehicles. Innovation inlocalities with unmotorable roads would include thedesigning and provision of large cart in producingareas to convey plantain from the farm to a collation

point close to where vehicles can access.While thepermanent solution would be the construction offarm roads, the provision of these large carts would inthe interim enable farmers to convey sizeableamount of farm produce from the farm to preventspoilage on the farm due to unavailable means oftransportation. Again, because government'sassistance is not always available and dependable,plantain farmers association can come together andprovide these carts for members to rent and paymentmade after sales of produce by the members usinglaid down procedures.

Financing Innovation

A major constraint facing plantain in Nigeria isfinancing in the form of inadequate creditfacilities along the plantain value chain (Adeoyeet al, 2013; Folayan and Bifarin, 2011).Presently, there are very few known financialproducts from commercial banks, microfinancebanks and government financial institutions,directed towards analyzing commodity valuechains such as that of plantain, with the aim ofidentifying the areas within the chain thatpresents financing opportunities while ensuringthat market linkages are guaranteed toenhance increased the commercialization ofthe commodity.

In order to surmount the challenge of financein the form of credit, value chain financing asadopted by the World Council of Credit Unions(WOCCU) in 2009, presents an opportunity thatcan be explored for plantain farmers especiallyand other actors within the value chain. Theprocess is a four phase approach as statedbelow:

a major constraint facingplantain production in Nigeriais funding in the form ofcredit

Guide Book

25

PHASE I

Identification and evaluation of plantainvalue chain

Under this design, the financing outfit (creditunions, large processors, Banks, NGOs,Government establishments (e.t.c) first ensuresthat market demand exists for plantain, in thearea and that the producers have the ability tomeet the demand because without adequateproduct demand, both the financial institution andthe producers are at risk of significant loss. Next,analysis of the strengths, weaknesses,opportunities and threats of the plantain valuechain is carried out. Points are then identifiedalong the value chain where providing access tofinance could bring the greatest value to smallproducers and would represent a good investmentfor the financier. At the end of this phase, it uses ascorecard tool to evaluate the value chain andcreate a map of potential financing options.

PHASE II

Facilitation and leveraging of marketlinkages

To help improve efficiency and reduce dependencyon intermediaries, the financing outfit bringstogether all of the plantain value chainparticipants to identify problems, review theirneeds based on the evaluation in phase I andcommit to finding solutions. It gathers productionand financial data at the meeting to designappropriate loan products, and the participantsidentify and contractually agree on qualitystandards, minimum purchase prices for theproducers of plantain and non-financial activitiesthat would improve the value chain's efficiency.The direct connections provide reliable marketinformation to solidify the small producers'business relationships and secure market accessfor years to come. The commitment participantsmake in this phase is an integral part of mitigatingthe financial risk of lending.

25

PHASE III

Designing financial products and evaluationof actor's capacity to pay

In the third phase, the financing outfit analyzespotential cash flows based on information gatheredduring the workshop. It then designs a product thatdirectly reflects the financing needs of the borrowersand the specific characteristics of plantain and valuechain. The financing outfit bases disbursement andrepayment schedules on production cycles and setscompetitive interest rates to cover costs and providea profit margin. It also establishes the policies andprocedures needed to address the risks associatedwith value chain loans, especially those made directlyto producers. It then determines the bestcombination of collateral and signed contracts tocover the loan. Phase III reduces the financial risk ofgranting loans with unrealistic terms and/orinadequate amounts. By basing loans on both theparticipants' real needs and capacity to pay, thefinancing outfit is more likely to increase productivityand guarantee repayment.

PHASE IV

Granting, monitoring and loan collection

The financing outfit disburses loans in cash or invouchers that permit the borrowers to obtaindiscounted inputs such as quality plantain suckers,fertilizers, pesticides, tools, and equipment from theinput supplier and other relevant actors within thevalue chain. Producer associations and technicalassistance providers help monitor production, whichreduces the financial outfit's operational costs andallows them to reduce interest rates on loans. Oncethe buyers receive the products, they channelpayments to the producers or associations via thefinancial outfit. They in turn deducts the full loanpayment of principal plus interest from the saleamount and deposits the remainder into theindividuals' or producer associations' savingsaccounts. Financing is made available to all valuechain participants, such as input suppliers, producers,producer associations, processors and buyers. Thebulk of the loans are made to the small producers andproducer associations who are often the mostvulnerable links in the chain.



26

Figure 3: Conceptual Framework: Plantain Value Chain FinancingESTIMATEDPOST-HARVESTLOSSES , IN NIGERIA

approximately

FOR DEVELOPINGCOUNTRIES35%40%

Guide Book

27

Post-harvest Innovation

Post-harvest losses for plantains have a number ofcauses, including rough handling, harvesting atmaturity just before the fruit ripens, lack of process-ing options, contamination from spoiled fruits, andinadequate storage and transportation (Adeniji et al.,2010; Tchango et al., 2009; Zhang et al., 2005). Roughhandling and transport cause splitting, abrasion, andother types of damage in the plantains. High temper-atures and humidity in West Africa combined withpoor storage options also shorten the shelf life ofplantains, leading to increased rot and waste(Akinyemi et al., 2010). Estimated post-harvest lossesare as high as 40% in Nigeria (Olorunda, 1996 inOdemero, 2013), or approximately 35% for develop-ing countries as a whole (FAO, 1987 in Adeniji et al.,2010).

With the foregoing, innovation as it concerns post-harvesting in plantain therefore would essentiallyrevolve round timely harvesting, proper handling,processing options, storage facilities and transporta-tion.

Timely Harvesting

Plantain growers associations are to be equipped withadequate agronomical practices that will enable lossreduction in plantain through aggressive informationdissemination using the mass media. Many farmershave access to radio even in the remote areas, thus aregularly aired program on plantain and modernagronomical practices would help farmers knowexactly when to harvest their plantain to preventquick ripening and thus reduce losses. Such aprogram could be sponsored by the ministry ofagriculture, NGO's or the plantain innovation plat-forms of various localities in other to help theirmembers reduce post-harvest losses.

Proper Handling

A way to ensure that the importance of properhandling in reducing post-harvest losses is not lost onthe producers is also by proper enlightenment andeducation. In addition to sponsored programs usingthe mass media, producers association can be used as

an additional medium to emphasize proper handlingof plantain post harvesting. Pamphlets with graphicaldescription of how to harvest and handle plantainshould be developed and printed by relevant researchinstitutes and made available to plantain innovationplatforms for onward distribution and training ofplantain growers associations. These pamphletsshould be easy to read and translated into localdialects for easy understanding by the farmers.

Processing options

Processing of plantain presently is done majorly bysmall and medium scale processors with very few largescale players who have to buy fresh plantain fromeither middlemen or directly from farmers. The timelag between when farmers harvest their plantain andwhen they get buyers for their produce is a majordeterminant in post-harvest loses. Most of the lossexperienced by plantain farmers can be greatlyreduced by getting farmers association to integrateforward into processing of plantain beyond producing.Plantain processing equipment can be acquired by theassociation and used to service farmers whoseproduce are near spoilage or are yet to be sold due toglut. Plantain producers who are able to process theirproduce easily would be able to make the most oftheir farm produce and reduce post-harvest loses.Processing fresh plantain also helps to increase theshelf live of plantain and thus helps plantain to bestored longer than in its fresh state.

Research innovation

Innovation as it concerns plantain research would becentered on a bottom-up approach to research.Plantain innovation platforms should first be set up invarious locations where plantain is produced. Theseplatforms then forms the hub from which issues areraised that requires the input of researches which willeventually lead to research in order to proffer solu-tions to issues raised. In order words, the innovationplatforms (IP) should serve as the engine room todrive research as it concerns plantain as the IP bringsall the various stakeholders in the plantain value chainas well as support services together and is thus thebest representation of all the possible players in theplantain economy.



28

Value chain can be defined as the full range ofactivities and participants involved in movingagricultural products from input suppliers to farmers'fields, and ultimately, to consumers (Miller and Jones,2010). Value chain approach presents a good pictureof the process of creating value. Value chain analysishelps in understanding of connection among actors inthe chain and the way trade takes place (Adeoyeet al,2013). An agricultural value chain is considered as aneconomic unit of analysis of a particular commodity orgroup of related commodities that encompasses ameaningful grouping of economic activities that arelinked vertically by market relationships (Getachew,2012). The first step in value chain analysis ismapping of the core processes and activities in thechain (Mmasa and Msuya, 2011).

Plantain Value Chain

According to Adeoye et al (2013), the key processes inPlantain Value Chain are input supplies, Production,Assembling, Processing, Consumption and Export,while the key actors/players are input suppliers,producers, marketers (assemblers, wholesalers andretailers), exporters and consumers. They noted thatsimilar processes were also found by Ouma and Jagwe(2010) in traditional marketing channels for bananaand plantain in Central Africa. They found that thePlantain Map in Central Africa consist a number ofactors which also include input suppliers, producers,rural assemblers, two levels of wholesalers. Theprocesses in the Plantain Value Chain Map can besegmented further into three sectorsnamely:

CHAPTER 04

Value chainanalysis

activities and participantsinvolved in moving

agricultural products frominput suppliers to farmers'

fields, and ultimately, toconsumers

Miller and Jones, 2010

UPSTREAM

MIDSTREAM

Assemblers, Wholesalers, Processors Exporters.

DOWNSTREAM

Retailers Consumers.

DEFINITION

Input supplies production

Guide Book28

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Input Suppliers

The input suppliers are responsible for procuringinputs from manufacturer's representatives andselling to farmers. Examples of such inputs areherbicides, pesticides, fertilizers, and plantainsuckers, farm tools such as cutlasses and hoes.They also render advisory services to the farmerson the method of application of the variousinputs. However, studies shows that with regardsto plantain, input suppliers play the least role inthe chain as inputs utilized by farmers are limitedto basic tools (cutlass, files, hoes and spray-ers),only limited quantities of agrochemicals areused by plantain producers and most farmerssource plantain suckers either from their ownfarms or from other farmers. All these have beennoted to contribute largely to the reducing effectof the influence of input suppliers in the plantainvalue chain in Nigeria.

Producers

Plantain production is undertaken by farmers whoproduce plantain fruits and also manage theirfarms. These farmers can be classified intosubsistence, small scale commercial, medium scalecommercial and large scale commercial (Adeoye etal, 2013). These farmers are majorly small scalefarmers with only very few involved in large scalecommercial plantain farming. Small scale farmersdominate plantain cultivation in Nigeria as con-firmed by Raemaekers (2001) and TRIAS (2012).However, large scale commercial plantain farming isrecently gaining grounds with young educatedfarmers showing interest in plantain cultivation dueto its prospects. Farmers usually inter crop with avariety of crops. Major cropping systems includesole plantain, Plantain and cocoa, Plantain andCocoyam, Plantain and Cassava and Plantain andoil-palm, using rudimentary implements in theirproduction activities.


Study shows that a remarkable peculiarity of plantainvalue chain is the tremendous dominance of theMidstream sector. The midstream sector does notonly influence the downstream sector through priceregime, it has remarkable influence on the upstreamsector through regime of demand and cartel activities.Value addition, volume of trade and geographicalcoverage indices are highest at the midstream sector.The major channels in the plantain subsector in thestudy area included sale of plantain at the farm gateand sales to Market- Arena Assemblers at the localmarket who in turn sell the produce to Insitu andTransit Wholesalers in the market.

Itinerant gatherers/Assemblers

Plantain distribution in Nigeria is complex. Farmers whose land lies nearer to major roads harvest the crop atthe mature green stage and display it at the roadside or transport the crop to nearby markets, allowing small-scale wholesalers, retailers and consumers to purchase directly. In other cases, trade collectors (assemblers)move around farms, collect the produce from farmers and transport it to the cities where they hand them overto wholesalers, who in turn pass the produce on to retailers or vendors for sale to customers. Movement anddistribution to major cities and other non-producing regions is usually performed by wholesalers (Akinyemi etal., 2010).

Value chain analysis

30

According to Adeoyeet al (2013), there are many intermediaries inthe marketing process of plantain in Nigeria. They categorized theassemblers in the plantain value chain into: Farm-Gate Assemblersand Market-Arena assemblers. The Farm-Gate Assemblers collectand bulk Plantain from individual farmers. They stated further thatthese farm gate assemblers handle up to 55% of total marketedplantain, a finding similar to that of Ouma and Jagwe (2010) onBanana Value Chain in Central Africa who found that ruralassemblers play a major role of collecting and bulking banana fromindividual farmers and handle up to 42% of total marketed cookingbanana production in Central Africa. They noted that selling at thefarm gate prevent producers from bargaining for higher pricescompared to when the commodity is taken to markets. The Farmgate assemblers buy at low prices which sometimes may not becommensurate with the efforts and input utilized in the productionprocess.

The Market-Arena Assemblers collate produce from the market andsell to wholesalers. The wholesalers on the other hand werecategorized into two types:In situ wholesalers

Farm-Gate Assemblers

Market-Arena assemblers

TOTAL MARKETEDPLANTAIN,55%

45%

42%Ouma and Jagwe (2010) on BananaValue Chain in Central Africa

Rural Assemblers

TOTAL MARKETEDPLANTAIN,

TOTAL MARKETEDPLANTAIN,

Farmers/Producers

Itinerant Gatherers/ Assemblers(Farm gate and Market arena)

Wholesalers (Insitu and Transit)

Retailers/ Vendors

Processors (Small andlarge scale)

Consumers

Transported toother states or

regions

Guide Book

31

Transit wholesaler

The Insitu wholesalers resell his collections right inthe market while the Transit wholesalers transportshis commodity to the metropolis because ofattendant higher margin. From Transitwholesalers, plantains are then distributed toconsumer through the retailers. The Farm-GateAssemblers, Market-Arena Assembler and Insituwholesalers were noted to collect and market onthe average up to 2 tonnes of plantain per marketday while the transit wholesalers collect andmarket on every five days up to 6-8 tonnes ofplantain in the southwest Nigeria. The retailer sellsin units to individual consumers and ensures thatthe commodity gets to the final consumer.

Women play a significant role in the marketing andsale of plantains in West Africa. In many locationsfemale market supervisors, often known locally as“market queens,” manage every market andregulate the quantity and price, and often, newentrants are not permitted to sell their produce ifthey do not belong to that market (Dzomeku et al.,2011). For smallholders who do not have marketaccess through wholesalers or direct participationon local markets, marketing options are primarilylimited to sale at the farm gate (Akinyemi et al.,2010; Dzomeku et al., 2011). This marketingmethod largely limits sales to local consumptionand, in the absence of village trade collectors orlarger-scale buyers, puts more isolatedsmallholders at a greater disadvantage. Traderswho want to sell their plantains at the ripe stagegenerally induce the ripening process by stockingthem in baskets, drums or other containers coveredwith plastic bags or jute bags to maintain heatamong fruits. These containers are ventilated byremoving the covers after 2 to 4 days (Tchango etal., 1999).

transit wholesalersMARKET IN METROPOLIS

Insitu wholesalersMARKET IN RURAL AREA

Processors

Plantain is processed into different types ofproducts such as plantain chips, plantain flour,plantain balls, and biscuits amongst others. Plantainchips are created by frying slices of unripe or slightlyripe plantain pulp in vegetable oil, and are packagedin plastic or aluminum sachets. Plantain chips arethe most popular plantain products in Nigeria, andare sold either by vendors on the street or by smallcompanies which deliver them to supermarkets(Ekunwe&Ajayi, 2000).Plantains are also made intoflour by peeling the plantains, cutting the pulp intopieces and air drying it, and then grinding the driedpulp in a wooden mortar or corn grinder. Plantainflour can be used to make fufu,bread, biscuits, babyfood, or cakes (Tchango et al., 1999). The quality andcharacteristics of the plantain chips orflour areaffected by the stage of ripeness of the plantains(Yomeni et al., 2004). One advantage of plantains inchip or flour form is a longer shelf life and easiertransportation (Adeniji et al., 2010). The processorbuys directly from Assemblers and from theProducers and they mostly operate on a small scaleusing rudimentary implements in the processingbusiness. Processed Plantain products are widelysold and accepted locally but little has been done oninternational standards and traceability (Adeoye etal, 2013).



32

� I � A � � � �

Income Generation/

Pro�itability

Plantains are an important source of income forsmallholder farmers, partly because of their low laborrequirements for production compared to crops likecassava, rice, maize, and yams (Dzomeku et al., 2007;Lemchi et al., 2004). Ekunwe and Ajayi (2010)interviewed 150 plantain farmers in Edo State,Nigeria about profitability and constraints to plantainproduction. They found that plantain production wasprofitable in the area, with a 37.7% rate of return forthe original investment in planting materials,intercrops, fertilizer, chemicals, and labor. WhileOlumba (2014) interviewed 186 plantain farmers inAnambara state about productivity of improvedplantain technologies and found that the profitmargin was 57.2%, while return per naira outlay was2.3, indicating that for every 1 invested in plantainproduction enterprise, there is a return of 2.3. Inaddition to the income opportunities for farmers,processed plantains provide employment for thevendors who sell them. In Nigeria, roadside womensell the fried plantain dish known as dodo, andplantain chips and other snacks are also sold byvendors (Bifarin&Folayan, 2009).

37.7%

productivityof improved plantaintechnologies

productivity ofTraditional method

FOR INVESTMENT IN PLANTING MATERIALS,

57.2%

PROFIT RETURNS

RETURN PERNAIRA OUTLAY1:2.3

According to interviews by Ekunweand Ajayi (2010), Olumba (2014)

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Figure 5:Value Added Along Plantain Value Chain

Source: Adeoyeet al (2013)

Value Addition along Plantain Value Chain

In their study on Plantain Value Chain Mapping in Southwest Nigeria, Adeoye et al (2013), found the valueadded at producer level to be 33/kg with labour cost constituting the major component and representing51.2%. According to them,different values are also added by the different actors in the Plantain marketingchain. At farm-gate assembling level, value added accumulated to 18/kg, Market-Arena assemblers ( 14/kg),Wholesalers ( 36.5/kg) and Retailers ( 45/kg). They noted that higher value added at Retail level was attributedto the fact that the Retail sells in units leading to higher value being added by the actor. Value added at thelevel of plantain chip processing was estimated at 107.3/kg and plantain flour was estimated at 114.6/kg withaverage value added of 111/kg at processing level.

INNOVATION OPPORTUNITIES IN IN NIGERIAPLANTAIN PRODUCTIONINNOVATION OPPORTUNITIES IN IN NIGERIAPLANTAIN PRODUCTION


34

CHAPTER 05

34

Plantain is a popular and versatile staple crop inNigeria and will continue to be so particularly withthe increasing awareness of its potential in terms ofits ability to contribute to food security as well asemployment through its various processingopportunities. Currently, plantain is graduallybecoming a cash spinning crop especially in thesouthern part of the country thus necessitating theconcern for innovations spanning from production toprocessing so as to maximize the potentials inherentin the crop. While there exists myriads of constraintsthat needs to be tackled in the plantain value chain asit is presently constituted, these constraints howeverpresents opportunities for innovations that willengender the required transformation of plantainproduction from a subsistence approach to a marketoriented one that is able to earn foreign exchangethrough exportation of the crop both as freshplantain as well as in the processed form.

A way of ensuring that plantain production continuesto make relevant contribution to the economy is toensure advocacy at actors levels to promotecooperative activities in order to enjoy theadvantages of easy access to credit, collectivemarketing and economy of scale. The strengtheningof cooperative activities along the plantain valuechain will provide the springboard that will ensurerapid growth in the plantain economy of Nigeria. Asstudies have shown, though there exist farmersassociations, the impact of their existence is yet to befully maximized and inter-relationship among thevarious cooperative societies and farmers association

is still very weak and not properly explored.

With the availability of improved varieties coupledwith intense research activities directed to meet theneeds and requirements of the various end users ofplantain, there exists a huge market for plantainlocally as well as internationally. The various varietiespresent has to be specific to the need of directconsumers as well as industries. This will thus serveas a driving force for farmers to seek improvedplanting materials that will guarantee better yieldand ensure better returns. Lack of improved plantingmaterials remains a major setback for plantainproduction presently.Finally, while there has been a surge in the processingof plantain into chips and flour recently, there is aneed to explore more processing options of highvalue in other to present more processing optionsthat will open up more opportunities for bothproducers as well as processors. The recentinvolvement of young graduates in the farmingbusiness presents a better foundation for the futureproduction of this very important crop as there exist ahuge opportunity for transiting plantain productionfrom its present form of majorly being intercroppedwith other crops into establishment of plantainplantations as it exists in south American countrieslike Bolivia. This should be the focus of thegovernment, research institutes as well as other non-governmental agencies concerned with ensuring foodsecurity and tackling the menace of unemployment ina country like ours with large human resources andhuge expanse of agricultural land.

Summaryand Conclusion

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The Forum for Agricultural Research in Africa (FARA) is theapex continental organization responsible for coordinatingagricultural research for development (AR4D) in Africa soas to increase its efficiency and effectiveness. It serves asthe entry point for agricultural research initiativesdesigned to have a continental reach or a sub-continentalreach spanning more than one sub-region.FARA serves as the technical arm of the African UnionCommission (AUC) on matters concerning agriculturalscience, technology and innovation. It provides acontinental forum for stakeholders in AR4D to shape thevision and agenda for the sector and to mobilize them torespond to key continent-wide development frameworks,notably the Comprehensive Africa Agriculture DevelopmentProgram (CAADP) of the African Union (AU) and the NewPartnership for Africa's Development (NEPAD).FARA's vision:Reduced poverty in Africa as a result of sustainable broad-based agricultural growth and improved livelihoods,particularly of smallholder and pastoral enterprisesFARA's mission:Creation of broad-based improvements in agriculturalproductivity, competitiveness and markets throughstrengthening of the capacity for agricultural innovationacross the continentFARA's value proposition:Strengthening Africa's capacity for innovation andtransformation by visioning its strategic direction,integrating its capacities for change and creating anenabling policy environmentFARA's strategic direction is derived from and aligned withthe Science Agenda for Agriculture in Africa (S3A), which is,in turn, designed to support the realization of the CAADPvision of shared prosperity and improved livelihoods.FARA's programme is organized around three strategicpriorities (SPs), namely:Visioning Africa's agricultural transformation throughforesight, strategic analysis and partnerships to enableAfrica to determine the future of its agriculture, usingproactive approaches to exploit opportunities inagribusiness, trade and markets, taking the best advantage

of emerging sciences, technologies and risk mitigationpractices and approaches, and harnessing the combinedstrengths of public and private stakeholders.Integrating capacities for change by making differentactors aware of each other's capacities and contributions,connecting institutions and matching capacity supply todemand, so as to create consolidated, high-capacity andeffective African agricultural innovation systems that canuse institutional comparative advantages to mutual benefitwhile strengthening individual and institutional capacities.Enabling environment for implementation, initiallythrough evidence-based advocacy, communication andwidespread stakeholder awareness and engagement togenerate enabling policies and institutions, then byensuring the stakeholder support required for thesustainable implementation of program for Africanagricultural innovation.Key to these outcomes is the delivery of three importantresults, which respond to the strategic priorities expressedby FARA's clients. These are:Key Result 1: Stakeholders empowered to determine howthe sector should be transformed and to undertakecollective actions in a gender-sensitive mannerKey Result 2: Strengthened and integrated continentalcapacity that responds to stakeholder demands in agender-sensitive mannerKey Result 3: Enabling environment for increased AR4Dinvestment and implementation of agricultural innovationsystems in a gender-sensitive manner.FARA's development partners are the African DevelopmentBank (AfDB), the Canadian Department of Foreign Affairs,Trade and Development (DFATD), CGIAR, the DanishInternational Development Agency (DANIDA), the UK'sDepartment for International Development (DFID), theEuropean Commission (EC), the governments of theNetherlands and Italy, the Norwegian Agency forDevelopment Cooperation (NORAD), the Australian Agencyfor International Development (AusAiD) and the WorldBank.

About FARA

Innovating for Africa's WellbeingForum for Agricultural Research in Africa12 Anmeda Street, Roman Ridge, PMB CT 173, Accra, GhanaTelephone: +233 302 772823 / 302 779421; Fax: +233 302 773676 / Email: [email protected]

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