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"While macroeconomic reforms are necessary, firms' investment response is likely to remain limited without an accompanying improvement in public sector performance"--Cover.
The livestock sector accounts for about 17 percent of agricultural value added and 4.3 percent of Ugandan GDP. Among the livestock subsectors, cattle is the most important one, as Uganda has 14.2 million cattle, of which 11.9 million are raised for meat. However, despite the variety of investments for the production and exports of the livestock products put in place by the Ministry of Agriculture, Animal Industry & Fisheries (MAAIF), Ugandan beef exports have decreased over the last years. Consequently, beef export competitiveness and diversification were identified as two of the top agricultural policy reform priorities for the Uganda following consultations with the Uganda Beef Platform Secretariat, which includes members of the Uganda Agribusiness Alliance (UAA), the EU-funded "Developing a market-oriented and environmentally sustainable beef meat industry in Uganda" Project (MOBIP) and of the Beef Policy and Advocacy Taskforce. This technical report looks at the export competitiveness of beef meat, and skins and hides, by analysing export specialization patterns, market diversification and regulatory requirements, among others. It also outlines characteristics of beef-exporting firms in Uganda and the role informal trade plays for this commodity. As a policy tool, it provides a set of conclusions and policy interventions to “beef up” Ugandan exports of fresh beef, frozen beef, and skins and hides, so that these exports become more competitive and attractive for global, inclusive markets.
The study assess the competitiveness of the fruit and vegetable sector and suggests specific recommendations for further development. It also provides insights in market, trade and investment opportunities. A focus is applied to a limited number of crop specific case studies. In Uganda the production of fruit and vegetable is gaining importance. Despite agricultural practices being weak, farmers in Uganda can make a reasonable profit margin from their farm plots. In addition, key performances indicators of Uganda compared with Kenya show that most products for the domestic and regional markets are very competitive in terms of quality, price and yield.
Value chain based approaches offer tremendous scope for market-based improvements in production, productivity, rural economy diversification, and household incomes, but are often covered by literature that is too conceptual or heavily focused on analysis. This has created a gap in the information available to planners, practitioners, and value chain participants. Furthermore, few references are available on how these approaches can be applied specifically to developing agriculture in Africa. 'Building Competitiveness in Africa s Agriculture: A Guide to Value Chain Concepts and Applications' describes practical implementation approaches and illustrates them with scores of real African agribusiness case studies. Using these examples, the 'Guide' presents a range of concepts, analytical tools, and methodologies centered on the value chain that can be used to design, implement, and evaluate agricultural and agribusiness development initiatives. It stresses principles of market focus, collaboration, information sharing, and innovation. The 'Guide' begins by examining core concepts and issues related to value chains. A brief literature review then focuses on five topics of particular relevance to African agricultural value chains. These topics address challenges faced by value chain participants and practitioners that resonate through the many cases described in the book. The core of the book presents methodological tools and approaches that blend important value chain concepts with the topics and with sound business principles. The tools and case studies have been selected for their usefulness in supporting market-driven, private-sector initiatives to improve value chains. The 'Guide' offers 13 implementation approaches, presented within the implementation cycle of a value chain program, followed by descriptions of actual cases. Roughly 60 percent of the examples are from Africa, while the rest come from Europe, Latin America, and Asia. The 'Guide' offers useful guidance to businesspeople, policy makers, representatives of farmer or trade organizations, and others who are engaged in agro-enterprise and agribusiness development. These readers will learn how to use value chain approaches in ways that can contribute to sound operational decisions, improved market linkage, and better results for enterprise and industry development.