Value Chain Analysis Isabgol...Value chain analysis: Isabgol 2 Some key weakness in the Isabgol...

RAJASTHAN AGRICULTURAL COMPETITIVENESS PROJECT

Value Chain Analysis

Isabgol

Prepared by:

AGRI BUSINESS PROMOTION FACILITY

Value chain analysis: Isabgol i

Contents

Page

List of Tables iii

List of Figures iv

Executive Summary: Isabgol 1

Chapter-1 Introduction 3

1.1. Global scenario 4

1.2. Indian Scenario 5

1.3. State Scenario 7

1.4. District and cluster scenario: Production 7

1.5. Approach to Value Chain Analysis 9

Chapter 2- Pre Harvest Management 10

2.1. Major Commercial Varieties Grown in Rajasthan 10

2.2. Seasonal Availability Pattern 10

2.3. Land Preparation 10

2.4. Sowing, Planting and Cultivation 11

2.5. Climatic and Soil Requirement 12

2.6. Nutrients Management 12

2.7. Water Management 12

2.8. Weed Management 12

2.9. Pest & Disease Management 12

2.10. Harvesting 14

2.11. Pre Harvest Constraints of farmers 14

Chapter 3- Post Harvest Management 15

3.1. Post-Harvest Losses, Harvesting Care and Post-Harvest Equipment 15

3.2. Grade Specification & Grading at Producer level 17

3.3. Major Storage Disease and Pest and their Control Measure 17

Chapter 4- Cost of production and Net value accruals to producers 18

Chapter 5- Supply Chain of commodity 19

5.1. Seasonal Availability and Price Pattern 19

5.2. Existing pre-intervention value chain 20

5.3. Alternative Systems of Marketing 23

Value chain analysis: Isabgol ii

Chapter-6 Processing Infrastructure availability and Utilization 25

6.1. Processing 25

6.2. Price build up & Marketing Efficiency Analysis 26

6.3. Stakeholder’s Share in Consumer Rupee 26

6.4. Consumer preference Analysis 26

Chapter-7 Existing Institutional support and Infrastructure facility 27

7.1. Support at cultivation stage 27

7.2. Support at Post-harvest, Primary and Secondary Processing Stage 27

Chapter-8 Gap & Constraint Analysis 29

8.1. As Perceived by Producers and others Stakeholders 29

8.2. Swot Analysis of Value chain of Isabgol 30

8.3. PIESTEC 31

Chapter-9 Proposed Interventions& Investments 32

9.1. Value chain constraints and suggested interventions 32

9.2. Envisaged Post-Intervention Value chain map of Isabgol 35

9.3. Conclusion: 39

References 41

Annexure 1: Stakeholders consulted over the study 42

Value chain analysis: Isabgol iii

List of Tables

Table 1: Nutritional Quality of Isabgol Seeds ................................................................................................ 4 Table 2: Fractional Carbohydrates Composition of Isabgol Husk ............................................................. 4 Table 3: Major Importers of Isabgol in the world......................................................................................... 4 Table 4: Major Isabgol producing districts in Rajasthan .............................................................................. 8 Table 5: District Catchment area ..................................................................................................................... 8 Table 6: Consultations of stakeholders for Value chain Analysis of Isabgol ............................................ 9 Table 7: High yielding varieties and their Sources of Availability ............................................................. 10 Table 8: Storage structure of Isabgol Seed and Husk ................................................................................. 16 Table 9: Grade Specification of Isabgol ........................................................................................................ 17 Table 10: Seasonal Availability of Isabgol in Rajasthan .............................................................................. 19 Table 11: Market arrivals and prices of Isabgol in Nagaur Mandi ............................................................ 19 Table 12: List of market fees .......................................................................................................................... 21 Table 13: Short Term and Long Term loans................................................................................................ 27

Value chain analysis: Isabgol iv

List of Figures

Figure 1: Isabgol Flower .................................................................................................................................... 3 Figure 2: India’s Isabgol Husk Export ............................................................................................................ 6 Figure 3: Major Isabgol Markets in the world ................................................................................................ 6 Figure 4: Major Exporters of Isabgol Husk from India ............................................................................... 6 Figure 5: Seasonal Availability Pattern of Isabgol ....................................................................................... 10 Figure 6: Land Preparation and cropping pattern in Isabgol farming ..................................................... 11 Figure 7: Isabgol Plant ..................................................................................................................................... 11 Figure 8: Aphids ................................................................................................................................................ 12 Figure 9: Downy Mildew, Powdery Mildew and rhizoctonia wilt ............................................................ 13 Figure 10: Isabgol Harvesting ......................................................................................................................... 14 Figure 11: Isabgol Packaging as per the market demand ........................................................................... 16 Figure 12: Arrival VS Price in Nagaur Mandi .............................................................................................. 20 Figure 13: Indicative Pre Intervention Value chain map of Isabgol ........................................................ 22 Figure 14: Post Intervention value chain map of Isabgol .......................................................................... 36 Figure 15 FPC Development Approach ....................................................................................................... 37

Value chain analysis: Isabgol 1

Executive Summary: Isabgol

“Plantago ovata” commonly known as ‘Psyllium’ in English and ‘Isabgol’ in Hindi belongs to the

family of Plantaginaceae, is a 10-45 cm short-stemmed annual herb known by different names such

as ashwagolam, aspaghol, aspagol, bazarqutuna, blond Psyllium. Isabgol has high fiber content and

acts like a sponge serving to clean the bowels and is extensively cultivated in many parts of the

globe. It is commercially an important Rabi season crop known for its medicinal properties. Apart

from its husk (The seed coat is known as “husk”) it is also being used in food industry especially in

ice creams, biscuits and candies. The crop is mainly cultivated in the states of Rajasthan, Gujarat,

Haryana and Madhya Pradesh.

Notably, India ranks first in Isabgol production (98%) and is the sole supplier of seeds and husk in

the international market. Among medicinal plants, Isabgol is the first ranked foreign exchange

earner for the country (Rs.30 million annually). It contains a significant amount of proteins and husk

yields colloidal mucilage which are valued for medicinal application and is used in Aryuvedic, unani

and allopathic systems of medicines. USA is the chief importer of Isabgol seeds and husk from

India. The crop has a large export demand in USA and Western Europe and about 90% of the

production is exported to these countries.

Rajasthan is one of the major Isabgol producing states in India after Gujarat. The state ranks first in

terms of area and production in the country. Isabgol thrives well in warm temperate region and

requires cool and dry weather during its crop season hence generally it is sown during winter

months. It grows well in saline soils with poor quality water in western Rajasthan as Rabi crop. The

water requirement is low as compared to traditional crop thus, making it suitable for such areas. It

matures in about 120 days (November to Feb-March). The spikes are harvested when they turn red.

Isabgol products available in the market are used as laxative that is particularly beneficial in

constipation, chronic ailments and dysentery. Seed prices are not governed by any regulations and

are solely dependent upon the farmers. The average price of the seed is around Rs.35 to Rs.55 per

kg. The crop covers 214188 hectares with the production of 113344 ton and average productivity of

529 kg/ha (Vital Agriculture Statistics, 2011-12) in the state.

RI-87, RI-89, AMB-2, GI-1, GI-2, GI 3, MIB-4, HI-34, HI-2, HI-1, HI-5, JI-4 and Niharika are the

major varieties of Isabgol grown in India. Gujarat Isabgol-1, variety yields 800-900 kg of seeds per

hectare.

Some key strengths of Isabgol value chain are: It’s a high value medicinal crop, India is the largest

producer of Isabgol, Rajasthan is the 2nd largest producer and has a high potential for value addition.

Value chain analysis: Isabgol 2

Some key weakness in the Isabgol value chain are: Scanty and erratic rainfall affects production,

Cost of input and labor is very high, harvested seeds need to be kept safe from moisture and non-

availability of major mandi and processing hub in Rajasthan. Eventually, all the seeds reach Gujarat

for further processing.

Some key opportunities in Isabgol value chain are: Support through RACP will help improve crop

productivity management, water management, and post-harvest management along with opening up

opportunities for local value addition. Scope of establishment of FPC and FCSC would help in

increasing the share of farmer over consumer rupee.

Some of the major challenges of the Isabgol value chain are: It’s a high risk crop, the entire crop gets

damaged in case of bad weather, Price volatility hampers the mood of farmers.

Currently, the farmers share in consumer rupee is very low due to the high level of value addition

done in the post-harvest value chain. Thefarmers share is 9%, traders enjoy a share of around 1%

processors 47%, health care companies 225, distributors -8% and retailers 13%.

The pre and post intervention value chain for the commodity may be viewed as follows:

Pre Intervention Value Chain: Isabgol

The pre intervention value chain of Isabgol has essentially three channels. Though farmers sell the

seed either in the local mandi or to the village level traders, eventually, all stock find their way to

Unjha mandi, Gujarat from where they are taken by processors. From here, the channel divides into

three parts. The 1st part is for domestic markets where Pharma/healthcare companies take the

Isabgol either from the processor directly or through distributors and sell it in their branded and

packaged form. The 2nd channel includes both processors and distributors, involved in export

market which is eventually 90% of the total market share of production across the globe. The third

channel is of the animal feed sector, where the animal feed processors take the balance part of the

seed to use as animal feed and further distribute it through their channel after mixing it with other

feed materials.

Post Intervention Value Chain: Isabgol

The indicative post intervention value chain suggests FPC of growers to take up procurement from

farmers and sell the seeds after sorting and grading directly to Unjha mandi or to processors. When

the FPC gains experience and understands the dynamics of the front end of the market, they may

also enter into Isabgol husk making and supply it directly to distributors so that they may earn

higher margins.

Constraints and intervention plan may be considered in context of 3 stages/activities, namely the

production, post-harvest and processing stage. The constraints may be viewed in terms of rains

during harvesting resulting in crop damage and high cost of inputs. These may be addressed through

weather broadcasting service and provisioning of improved quality seeds through FPC and FCSC.

At the post-harvest stage, critical constraints may be viewed in terms of inadequate moisture

prevention and storage facilities and enormous intermediaries in the value chain which can be

corrected through FPCs facilitating service.

At the processing stage there are limited processing units in the State for preparing Isabgol husk and

almost all the seed is sent to Unjha mandi for further trading and processing. Appropriate start-ups

counselling or setup of processing infrastructure may address this issue.

Value chain Analysis: Isabgol 3

© Grant Thornton India LLP. All rights reserved.

Chapter-1 Introduction

Source and Origination

The word Plantago ovata is derived from Latin, Plantago meaning ‘sole of the foot’, and ovata refers

to the shape of the leaves. Psyllium is a Greek origin word, meaning ‘Flea’ regarding to the colour,

shape and size of seeds. Isabgol is derived from Persian word with meaning of ‘horse ear’ because of

boat shape of seeds.

Figure 1: Isabgol Flower

Plantago ovata commonly known as ‘Psyllium’ in English and ‘Isabgol’ in Hindi belongs to the

family of Plantaginaceae, is a 10-45 cm short-stemmed annual herb is known by different names

such as ashwagolam, aspaghol, aspagol, bazarqutuna, blond Psyllium. Isabgol have the best quality

and highest fiber content. It is an exceptional fiber because it acts like a sponge serving to clean the

bowels and is expansively cultivated in many parts of the globe. Shrubby perennial plants with

narrow green leaves put up spikes of small flowers that mature into seedpods.

The species of Isabgol is indigenous to India, Pakistan and introduced it as medicinal plant by

Muslims. Therefore, first time it was brought under cultivation in cities of Pakistan i.e., Lahore and

Multan. Initially the people of Asian countries used it as a remedy for chronic dysentery and other

intestinal problems. India is the largest producer as well as exporter of Isabgol seeds and husk. It is

commercially an important Rabi season crop known for its medicinal properties. Apart from its



husk (The seed coat is known as “husk”) it is also being used in food industry especially in ice

creams, biscuits and candies. The crop is mainly cultivated in the states of Rajasthan, Gujarat,

Haryana and Madhya Pradesh1.

Table 1: Nutritional Quality of Isabgol Seeds2

Protein Fat Energy Total dietary Fibre Insoluble Fiber Soluble Fiber

17.40% 6.70% 4.75 kcal/g 24.60% 19.60% 5%

Table 2: Fractional Carbohydrates Composition of Isabgol Husk3

Rhamnose Arabinose Galactose Glucose Xylose Mannose Arabinoxylan

1.5 21.96 3.76 0.64 56.72 0.40% >60%

1.1. Global scenario

Isabgol is economically an important medicinal plant commonly cultivated in different parts of

India, Pakistan and Iran and some part of Europe. It has been used in Asia and Europe since 16th

century as an herbal medicine for chronic constipation. It has also been used in Chinese and Indian

traditional system of medicines as safe laxative and reduces the risk of developing chronic diarrhoea,

dysentery and other intestinal disorders. The seed husk does not irritate the intestine and has specific

curing properties when mucous membrane is disturbed by inflammatory infections. Moreover, plant

is regarded as a remedy for various ailments in traditional system of medicine in different parts of

the world. Mucilage of the dried seed is used externally as an emollient in different parts of the

world whereas in Iran water extract of dried seeds used externally for inflammation and orally taken

seeds used for indigestion associated with bile secretion abnormalities. In Thailand and Spain, seeds

of this plant used in different ways for the treatment of ailments like cold, diarrhoea and chronic

constipation4.

In developing countries agriculture sector has promising effects on economic growth, because of

medicinal and pharmaceutical application of Isabgol, it has a high value of market demand and in

view of increasing market demand, cultivation of this plant at country level or worldwide is utmost

important for uplifting the economy of a country. The crop has a large export demand in USA and

Western Europe and about 90% of the production is exported to these countries. India is the largest

producer as well as exporter of Isabgol in the world. India provides about 85% of the Isabgol

available in the world market5.

Table 3: Major Importers of Isabgol in the world

Rank Countries

1 USA

2 Germany

3 UK

4 Italy

1 http://www.agrifarming.in/isabgol-cultivation/ 2 https://www.ijsr.net/archive/v4i9/SUB158459.pdf 4 https://www.researchgate.net/publication/283193931_Industrial_Application_Of_Psyllium_An_Overview 5 http://www.srkspices.com/our-products/psyllium-husk/

http://www.agrifarming.in/isabgol-cultivation/

https://www.ijsr.net/archive/v4i9/SUB158459.pdf

https://www.researchgate.net/publication/283193931_Industrial_Application_Of_Psyllium_An_Overview

http://www.srkspices.com/our-products/psyllium-husk/



5 Pakistan

1.2. Indian Scenario

Isabgol is one of the most important medicinal crops grown for its husk. Mucilage yield amounts to

approximately 25% or more (by weight) of the total seed yield. Isabgol seed mucilage is often

referred to as husk or Psyllium husk. The milled seed mucilage is a white fibrous material that is

hydrophilic (water‐ loving). India ranks first in Isabgol production (98%) and the sole supplier of

seeds and husk in the international market. Among medicinal plant, Isabgol is the first ranking

foreign exchange earner for the country (Rs.30 million annually). It contains a significant amount of

proteins and husk yields colloidal mucilage which are valued for medicinal application and used in

aryuvedic, unani and allopathic systems of medicines. It is an annual herb and cultivated in

Rajasthan, Gujarat, Madhya Pradesh & Haryana6.

India is the largest producer and the main supplier of seed and husk to the world market. USA is the

chief importer of Isabgol seeds and husk. The crop has a large export demand in USA and Western

Europe and about 90% of the production is exported to these countries. Also, the growing of this

crop in winter season will not affect the production of succeeding monsoon crop and thus fits well

in the cropping system. The seed husk finds variety of industrial applications. It is the main

constituent of a number of laxative preparations containing sodium bicarbonate and various

flavours used in modern medicine. On account of the remarkable property of mucilage from seed

husk as a thickener, it could be used as such in food industries. It is employed as a basic stabilizer in

ice-creams and as an ingredient of chocolates and other food products. It is also used for sizing

purpose and as a base in cosmetics. The husk has been found to be served as a good binder and

disintegrant in compressed tablets. On treatment with hot caustic soda solution and subsequent, the

seed husk produces jelly which provides a substitute for agar-agar. Isabgol seed gum has been used

to prepare dry dentifrice powder and germicidal lubricating gels. It has also been successfully

employed in composition for petroleum well acidization. Water resistant explosive compositions can

be prepared with Isabgol seed gum alone or in admixture with other gums. When mixed with guar,

seed husk can be used as a cattle feed particularly in cases of lactating animals. The dehusked seed is

around 69% by weight of the total seed crop which is used as a bird-feed.

Earlier, Gujarat used to enjoy an absolute monopoly over Isabgol production, with the crop being

cultivated in Banaskantha, Kutch, Mehsana and Jamnagar districts of the state. Later, as the demand

started shooting up, farmers in Rajasthan – which also has a similar conducive environment and soil

conditions for Isabgol – also took up cultivation of this crop. Presently Gujarat, Rajasthan, Haryana

and Madhya Pradesh are the only states in India involved in Isabgol production, with about 60,000

hectare under Isabgol cultivation in the states of Gujarat and Rajasthan put together. While, over the

years, climatic, pricing and cost vagaries have led to dwindling cultivation in Gujarat, the same in

Rajasthan is striving, with the latter edging out the former in Isabgol production. Over the last five

years, Gujarat’s share in Isabgol production has declined from 35% of the total output in India to

20%, with both Rajasthan and Madhya Pradesh augmenting their output and share India’s total

production of Isabgol is about 1.3 lakh MT. Of this, while Gujarat accounted for about 33,000 MT

in FY2008 its production goes down to 20,000 MT in FY20147.

6 file:///C:/Users/shashank.sondhi/Downloads/706-5999-1-PB%20(3).pdf 7 https://www.thedollarbusiness.com/magazine/isabgol---try-and-digest-this/17417

https://www.thedollarbusiness.com/magazine/isabgol---try-and-digest-this/17417



Figure 2: India’s Isabgol Husk Export

Source: Ministry of Commerce

Volume in thousand MT and Value in $Million

Figure 3: Major Isabgol Markets in the world

Isabgol has a large export demand in USA and Western Europe and about 90% of the production is

exported to these countries. India is the largest producer as well as exporter of Isabgol in the world.

India provides about 85% of the Isabgol available in the world market8.

Figure 4: Major Exporters of Isabgol Husk from India

8 http://www.srkspices.com/our-products/psyllium-husk/

0

5

10

15

20

25

30

35

40

45

0

20

40

60

80

100

120

140

160

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14

India's Isabgol Husk Export

Volume

Value




The local demand for the Isabgol is also increasing day by day. About 20 to 25% of total production

of Husk i.e. 3,000‐ 4,000 MT is consumed in the domestic market. Indian pharmacy companies

Like Dabur, Baidynath, Dr. Reddy are also using Isabgol husk for making various drugs. There are

various local brands having good market size across the country9.

1.3. State Scenario

Rajasthan is one of the main Isabgol producing states of India. The state ranks first in terms of area

and production in the country. The mucilage has medicinal properties and used against constipation,

irritation of digestive track etc. The left over material of seed after husk removal is used as animal

feed. Isabgol thrive well in warm temperate region and requires cool and dry weather during its crop

season hence generally it is sown during winter months. It can be grown well in saline soils with

poor quality water in western Rajasthan as Rabi crop. The water requirement is low as compared to

traditional crop makes it suitable for such areas. It matures in about 120 days (November to Feb-

March). The spikes are harvested when they turn red. The average yield comes to 800-1000 kg/ha.

Isabgol products available in the market are used as laxative that is particularly beneficial in

constipation, chronic ailments and dysentery. Seed prices are not governed by any regulations and

are solely dependent upon the farmers. The average price of the seed is around Rs.35 to Rs.55 per

kg. The crop covers 214188 hectares with the production of 113344 ton and average productivity of

529 kg/ha (Vital Agriculture Statistics, 2011-12) in the state. However, Isabgol cultivation under arid

condition with sandy loam soil is a profitable venture, which is gaining popularity among the

farmers of western Rajasthan10.

1.4. District and cluster scenario: Production

The important Isabgol producing districts of in Rajasthan includes Barmer, Jalore followed by

Nagaur, Chittorgarh and Jaisalmer.

9 http://122.170.3.177:9090/nmce/files/study/isabgul.pdf 10 file:///C:/Users/shashank.sondhi/Downloads/706-5999-1-PB%20(3).pdf

40%

11% 10%

5%

4%

30%

Destination for India's Isabgol Husk Export

USA

Germany

Pakistan

Italy

UK

Others

http://122.170.3.177:9090/nmce/files/study/isabgul.pdf



Table 4: Major Isabgol producing districts in Rajasthan

District Production (MT)

Barmer 38483

Jalore 32567

Nagaur 16712

Chittorgarh 10614

Jaisalmer 7637

Total Production in the catchment Area (2015-16) 37127

Total Production in Rajasthan (2015-16) 117587

Percentage share in the State Production 31.57

Top Producing Districts in the catchment zone Nagaur, Chittorgarh, Jaisalmer

The important Isabgol producing districts in Catchment area includes Nagaur, Chittor followed by

Jaisalmer, Pratapgarh, Jhalawar and Jaisalmer.

Table 5: District Catchment area

District Production (MT)

Nagaur 16712

Chittor 10614

Jaisalmer 7637

Partapgarh 1489

Jhalawar 398

Bikaner 202

Table-5.1: Area, Production and marketable surplus of Isabgol in Valuec ahain Cluster

Cluster Area (Ha) Production (MT) Marketable surplus (MT)

Market value Rs lacs

Ladnun 1190 855 855 897

The estimated area of Isabgol in Ladnun cluster is 1190 Ha in 2016-17 and the estimated production

is 855 MT and the entire production is a marketable surplus for the farmer as he can not process any

portion of this on his own. The Marketable value of this isabgol seeds is Rs 897 lacs



Resource mapping for Isabgol in Value chain cluster:

Cluster Major mandi/s around

cluster

No of FPCs

targeted

Nearby processing facilities

Ladnu Deedwana – 50 km, Nagour –

80 km, Jodhpur – 231 km,

1 Few processors are in Jodhpur.

Major processors are in Unjha,

Gujarat

1.5. Approach to Value Chain Analysis

In order to evaluate the value chain of Isabgol, consultations were held with major stakeholders in

the chain including farmers, Consumers, Processors, traders, supporting public and private service

providers and institutions etc. in various parts of the state. Major Isabgol producing clusters were

considered for survey within Rajasthan.

Table 6: Consultations of stakeholders for Value chain Analysis of Isabgol

Surveyed Markets for the Value Chain Analysis

Within and outside Rajasthan

Farmers from Nagaur and Chittor Cluster (10)

M/s Setia and Company

Mr. Upendra Singh, Assistant (Agriculture department), Nagaur

Mr. Shailendra Singh, Engineer (Agriculture department), Nagaur

Mr. Naresh Kumar, Assistant (Horticulture department), Nagaur

Mr. Nagendra , Office Assistant, Nagaur

Mr. Suresh Kudi, CMS, Nagaur

Mr. Bhavar Ram Jhakad, CO, Nagaur

Mr. Mahendra Tukiya, CO, Nagaur

Mr. Gopi Ram, The Nagaur co-op Marketing Society, Nagaur

Mr. Parasram Rajaram, APMC Mandi trader, Nagaur

Mr. Dayanand Singh, Secretary, Krishi upaj Mandi, Nagaur

Mr. Sughriv Meena, Senior official, Nagaur

Dr. Sewaram kumawat, Sr. Scientist and Head, Nagaur

Dr. MP Verma, Assistant Scientists and Head, Nagaur



Chapter 2- Pre Harvest Management

2.1. Major Commercial Varieties Grown in Rajasthan

RI-87, RI-89, AMB-2, GI-1, GI-2, GI 3, MIB-4, HI-34, HI-2, HI-1, HI-5, JI-4 and Niharika are the

major varieties of Isabgol grown in India. Gujarat Isabgol-1, variety yields 800-900 kg of seeds per

hectare. The new variety 'Gujarat Isabgol-2' has a potential to yield 1,000 kg of seeds per hectare.

Table 7: High yielding varieties and their Sources of Availability

Sr. No

Varieties Seed Yield (kg per hectare)

Source of Availability

1 Gujarat Isabgol 1 ((GI 1) 800-900 MAP unit, Anand Agricultural University, Anand, Gujarat

2 Gujarat Isabgol 2 (GI 2) 900-1000 MAP unit, Anand Agricultural University, Anand, Gujarat.

3 Gujarat Isabgol 3 (GI 3) 1300 Spices Research Station, Jagudan, S.D. Agriculture University, Sardarkhrushi Nagar, Gujarat.

4 Jawahar Isabgol 4 (MIB 4) 1300-1500 MAP unit, College of Horticulture, RVSKVV, Mandsaur, Madhya Pradesh

5 Haryana Isabgol 5 1000-1200 MAP unit, CCS Haryana University of Agriculture, Hisar, Haryana

6 Niharika 1000-1200 CIMAP, Lucknow, Uttar Pradesh

2.2. Seasonal Availability Pattern

Isabgol is a highly environmental sensitive crop. Its cultivation requires cool climate and dry sunny

weather during maturation, even a mild dew, cloudy weather or light showers cause seed shading.

20‐ 25 degree Celsius temperature is required for seed germination, whereas at the time of

maturation it requires 30‐ 35 degree Celsius temperature11. The Ideal time of sowing is in first week of November. The final crop is harvested during the

months of February and March.

Figure 5: Seasonal Availability Pattern of Isabgol

Jan Feb Mar April May June July Aug Sept Oct Nov Dec

Harvesting

Sowing

2.3. Land Preparation

Land should be ploughed and harrowed enough to bring the soil to fine tilth stage; also it must be

free from weeds and clods. It is important to prepare beds so that irrigation activities can be carried

11 http://eagri.tnau.ac.in/eagri50/AGRO301/pdf/lec22.pdf

http://eagri.tnau.ac.in/eagri50/AGRO301/pdf/lec22.pdf



out with ease. About 10-15 tonnes of FYM per hectare is mixed into the soil at the time of last

ploughing and the whole field may be sub divided into small plots (8-12m x 3m) depending upon

the soil type and slope12.

Figure 6: Land Preparation and cropping pattern in Isabgol farming

2.4. Sowing, Planting and Cultivation

Early sowing increases more vegetative growth while late sowing reduces total growth period and

increases risk of seed shattering due to pre-monsoon rains towards maturity. Ideal sowing time for

Isabgol is in first week of November13.

Bold, disease free seeds from previous year’s crop can be used for sowing. The optimum seed rate is

3-4 kg-ha. Higher seed rate may increase severity of downy mildew disease. The seed should be

sown in rows at 15 cm apart14.

Figure 7: Isabgol Plant

12 http://www.agrifarming.in/isabgol-cultivation/ 13 http://krishi.icar.gov.in/PDF/Selected_Tech/horticulture/20-horticulture-Package%20of%20practices%20for%20cultivation%20of%20Isabgol.pdf 14 http://www.agrifarming.in/isabgol-cultivation/


http://krishi.icar.gov.in/PDF/Selected_Tech/horticulture/20-horticulture-Package%20of%20practices%20for%20cultivation%20of%20Isabgol.pdf





2.5. Climatic and Soil Requirement

Isabgol thrives well in warm- temperate regions. It requires cool and dry weather & is sown during

winter months. Sowing during first week of November gives best yields. Early sowing makes the

crop vulnerable to downy mildew disease, whereas late sowing provides lesser period of growth in

winter along with possibility of shattering of seed due to summer rains in April-May. At maturity, if

the weather is humid, its seeds shatter resulting reduction in yield. Heavy dew or even a light shower

will proportionately decrease the yield, at times leading to even total loss of the crop. The

temperature requirement for maximum seed germination is around 20 to 30 degree Celsius.

Isabgol grows well on light sandy to sandy loam soils; soil with poor drainage is not conducive for

good growth of this crop. A sandy-loamy soil having a soil pH from 7 to 8.4 and low moisture

content is ideal for growth of plants and high yield of seeds15. The field is generally irrigated prior to

seeding to achieve ideal soil moisture and to enhance seed soil contact.

2.6. Nutrients Management

Well decomposed farm yard manure (FMY) of 6 to 8 tonnes per 1 acre should be supplemented

during land preparation. Isabgol crop will respond well to in-organic fertilizers like N, P2O5, and

K2O. This crop requires N: P2O5:K2O in the ratio of 20:10:12 kg/acre. When applying Nitrogen,

half dose should be applied at the time of sowing and remaining after 4 weeks of sowing16.

2.7. Water Management

A light irrigation with slow flow is given immediately after sowing. In case of poor germination even

after 6-7 days, a second irrigation should be applied. In sandy loamy soils, 3 irrigations are

recommended generally, first at the time of sowing followed by 2nd and 3rd irrigation at 30 and 70

days after sowing. The last irrigation should coincide with the milk stage of the maximum number

of spikes. The plant can withstand low level of Salinity; hence slightly saline water (EC upto 4 ds/m)

can also be used for irrigation. Increase in salinity level beyond 4 ds/m reduces seed yield17.

2.8. Weed Management

2 to 3 hand weeding’s should be carried out to keep the crop weed free during early vegetative

growth of Isabgol crop. First weeding should be carried out after 3 weeks of sowing seeds in the

field.

2.9. Pest & Disease Management

Aphid is the major insect of isabgol crop. It generally appears 50-60 days after sowing. Application

of neem based formulations is preferred as a control measure. However, two spray of 0.025%

Oxydemeton methyl (Metasystox 25 EC) and subsequent spray at an interval of 15 days are

recommended to effectively control this insect. White grub and termites are some of the other pest

which may damage the crop by cutting off the roots.

Figure 8: Aphids

15 http://www.agrifarming.in/isabgol-cultivation/ 16 http://www.agrifarming.in/isabgol-cultivation/ 17 http://krishi.icar.gov.in



http://krishi.icar.gov.in/



Downy Mildew, Powdery Mildew and rhizoctonia wilt are the major diseases of Isabgol. Adoption

of more than the recommended dose of nitrogen, seed rate and irrigation makes the crop more

susceptible to these diseases.

Figure 9: Downy Mildew, Powdery Mildew and rhizoctonia wilt

The diseases can effectively be controlled by-

a. Downy Mildew- Seed treatment with metalaxyl (Apron SD@ 5g/kg seed) and spraying

Metalaxyl 0.2% (Ridomil MZ) on first occurrence of disease, followed by two sprayings at

12-14 days interval18.

b. Powdery Mildew- The crop is sprayed with 0.2 % of wettable sulphur 2 or 3 times at 2

weeks interval and 0.1% of Bavistin to control mildew immediately after the appearance of

the disease and repeating the same 2 weeks later19.

c. Rhizoctonia wilt- Seed treatment should be done with captan 5 grams/kg of seed followed

by drenching the soil and spraying the plants with 0.2 % captan solution and repeating the

same a week after first application controls the spread of disease.

18 http://krishi.icar.gov.in/PDF/Selected_Tech/horticulture/20-horticulture-Package%20of%20practices%20for%20cultivation%20of%20Isabgol.pdf 19 http://www.agrifarming.in/isabgol-cultivation/






2.10. Harvesting

Blooming begins two months after sowing and the crop becomes ready for harvest in February-

March (110-130 days after sowing). When mature, the crop turn yellowish and the spikes turn

brownish. The seeds are shed when the spikes are pressed even slightly. At the time of harvest, the

atmosphere must be dry and there should be no moisture on the plant, harvesting will lead to

considerable seed shattering. Hence, the crop should be harvested after 10 am20.

Isabgol seeds should be processed through a series of grinding mills to separate the husk. About

30 to 35% husk by weight is thus recovered. On an average 700-1000 kg/hectare land of Isabgol is

achieved depending upon the varieties, climate, soil and crop management practices21.

Figure 10: Isabgol Harvesting

2.11. Pre Harvest Constraints of farmers

The major problems faced by farmers are timely unavailability of certified and improved HVY seed,

high cost of fertilizers and pesticides, high labour cost, custom hiring centres for mechanisation,

suitable prices at the time of harvest, loaning facility and good storage facilities22.

20 http://eagri.tnau.ac.in/eagri50/AGRO301/pdf/lec22.pdf 21 http://www.agrifarming.in/isabgol-cultivation/ 22 file:///C:/Users/shashank.sondhi/Downloads/706-5999-1-PB%20(2).pdf





Chapter 3- Post Harvest Management

Post-harvest Management is the stage of crop production immediately following harvest. The

instant crop is removed from the ground, or separated from its parent plant, it begins to deteriorate.

Post-harvest treatment largely determines final quality, whether a crop is sold for fresh

consumption, or used as an ingredient in a processed food product. It reduces product loss to

spoilage or shrinkage will reduce microbial risks. These include cleaning the product, sorting and

grading, packaging, Storage and Transportation23.

3.1. Post-Harvest Losses, Harvesting Care and Post-Harvest Equipment

Harvesting care

Isabgol harvesting should not be carried out in wet conditions; equipment used should be clean and

well maintained, containers for collection must be free of previously accumulated crop, damaged

and spoiled crop material should be sorted and discarded, harvested material should be collected in

dry sacks, baskets, trailers or hoppers and not on the ground, mechanical damage, high compaction

and storage which promotes composting should be avoided.

Packaging

Isabgol seeds have the longer shelf‐ life. The seeds are dry & can be stored for 8‐ 10 years. The

seeds are kept in simple gunny bags with or without plastic lining. The raw Isabgol is kept in the

simple gunny bags of 75 kg per bag.

Isabgol husk are highly sensitive to environmental parameters. To enhance the shelf life it should

not be exposed to moisture and air and hence packed in plastic coated jute bags. However it can

also be packed in paper bags, synthetic bag, drum packs with plastic coating. Husk cannot be stored

for a longer period as it starts loosing colour and also there is a change in fiber content because of

growth of bacterial mets. Isabgol’s shelf life remains only for 6 months in ordinary and traditional

storage conditions. It is packed in the airtight plastic coated bags in order to prevent it from the

atmospheric humidity. Moreover while storing enough care is taken from pest attack. It is stored on

wooden pallets and is kept at least two feet away from wall in order to prevent it from moisture.

Fumigation on regular interval is done to preserve it for longer period of time.

23 https://www.slideshare.net/subhamdwivedi1/postharvest-management-of-medicinal-and-aromatic-plants

https://www.slideshare.net/subhamdwivedi1/postharvest-management-of-medicinal-and-aromatic-plants



Figure 11: Isabgol Packaging as per the market demand

Post-Harvest Equipment

Harvesting is done generally by cutting at the ground level or uprooting plants when soil is very

loose. Plants should be dried in sun until they are threshed24.

Table 8: Storage structure of Isabgol Seed and Husk

Sr. No Type Volume Plastic coating

1 Jute bag 25 kg 50 kg

1-layer 2-layer

24 http://www.dmapr.org.in/publications/bulletine/Good%20Agricultural%20Practices%20for%20Isabgol.pdf

http://www.dmapr.org.in/publications/bulletine/Good%20Agricultural%20Practices%20for%20Isabgol.pdf



2 Paper bag As per requirement 3- layer

3 Synthetic bag As per requirement As per requirement

4 Drum Packaging 50 kg ………….

5 Jumbo Packaging 950 kg …………

3.2. Grade Specification & Grading at Producer level

Grading is the process of sorting of produce according to the grades or classes. In Isabgol, the

quality factors such as moisture content, Mucilloid content, light extraneous matter, high extraneous

matter and swell volume. The buyers offer the price on the basis of visual inspection of the lot or

available sample considering above mentioned quality factors.

General characteristics of Isabgol are:

Be the dried mature crop grown in Rabi Season;

Should be unpacked as soon as possible on arrival;

Be clean and should be inspected and sieved or winnowed to remove damaged material and

other foreign matter;

Dried Sieves should be kept clean and maintained regularly25.

Be free from rodent pest and diseases;

Table 9: Grade Specification of Isabgol

Properties Grade

85% Pure 95% Pure 98% Pure 99% Pure

Colour Light Brown to Pale Buff

Taste Bland

Odour Faint Distinct

Moisture 12% Max

Mucilloid content 86% min 95% min 98% min 99% min

Light Extraneous Matter 15% max 5 % max 2% max 1% max

Heavy Extraneous Matter 1.1% max 1.1 max 1.1% max 1.1% max

Swell Volume/ gm 35 ml/min 40 ml/min 40 ml/min 50 ml/min

3.3. Major Storage Disease and Pest and their Control Measure

In India, post-harvest losses caused by unscientific storage, insects, rodents, microorganisms etc.,

account for about 10 per cent of total food grains. The major economic loss caused by grain

infesting insects is not always the actual material they consume, but also the amount contaminated

by them and their excreta which make food unfit for human consumption. About 500 species of

insects have been associated with stored grain products. Nearly 100 species of insect pests of stored

products cause economic losses.

25 https://www.slideshare.net/subhamdwivedi1/postharvest-management-of-medicinal-and-aromatic-plants




Chapter 4- Cost of production and Net value accruals to producers

A typical farmer has one ha of Isabgol. The seed rate is 8 kg per ha and seed cost if Rs 150/kg. Thus

seed cost is Rs 1200/ha. The farmer has to give eight irrigations at critical stages the total cost of

which is Rs 8000. Cost of FYM/Fertilizers/weedicides etc is Rs 8000/ha. The cost of harvesting is

around Rs 5000/ha. Cost of transportation is Rs 2000 for 9.5 quintals produced in one ha, to

processor/mandi. Cost of labor for 2-3 weeding is Rs 4000/ha. Total cost per ha is Rs 26200. Total

harvest is 9.5 quintals and the sale price of seed is Rs 10500/qtl. Thus total realization from sales of

Isabgol seeds is Rs 99750 per Ha. Net profit per ha is Rs 69050. Net profit per quintal is Rs 7268

and net cost per quintal is Rs 3231. Gross realization per quintal is Rs 10500.

Sr. No. Particular Amount (in Rs. Per ha)

A. Income (9.5 qtls @ Rs 10500/qtl) 99750

B. Cost of Production

1 Land Preparation Cost 10000

2 Seed Cost(8 kg/ha) 1200

3 Input Cost 8000

4 Irrigation (4 irrigations) 8000

4 Weeding Cost (2 weedings) 4000

5 Harvesting Cost 5000

6 Thrashing cost 1000

7 Packing and Transportation Cost 2000

Total Cost of Production 38200

C. Net Profit per ha 61550

D Cost per quintal 4021

E Net profit per quintal 6479

Isabgol is a quite risky crop and moisture conditions during harvesting stage damages the

productivity as the seed absorbs moisture.



Chapter 5- Supply Chain of commodity

5.1. Seasonal Availability and Price Pattern

5.1.1. Seasonal Availability

Isabgol is planted in Rabi season in states of Rajasthan, Gujarat, Madhya Pradesh and Haryana.

Sowing normally starts in first week of November and continues till last week. Blooming begins two

months after sowing and the crop becomes ready for harvest in February-March. Harvesting starts

from February and continues till March. In Rajasthan and India as whole typically the crop duration

of Isabgol is 110-130 days

Table 10: Seasonal Availability of Isabgol in Rajasthan

Nov Dec Jan Feb March April May June July Aug Sept Oct

Sowing Growth Period Harvesting Peak Period Lean Period

5.1.2. Market Arrivals and Prices of Isabgol in Major markets of Rajasthan

Table 11: Market arrivals and prices of Isabgol in Nagaur Mandi

Months 2014-15 2015-16 2016-17

Arrival/qtl Price Rs/Qtl Arrival/qtl Price Rs/Qtl Arrival/qtl Price Rs/Qtl

April 13761 6000 9767 11000

May 13747 6000 3674 8000

June 7815 6000 1732 8000

July 858 7500 3681 6000 183 10000

Aug 333 9500 3414 6000 262 10000

Sep 197 7500 2273 6500 389 10200

Oct 142 7500 2275 7000 239 8000

Nov 277 7100 830 8900 30 8000

Dec 30 6750 996 7000 66 8000

Jan 0 0 1497 7500 418 10500

Feb 333 6500 231 6000 589 10000

Mar 1581 6750 2557 6000 2771 11000



Figure 12: Arrival VS Price in Nagaur Mandi

The above graph refers, Isabgol production is fluctuating a lot. The major months of arrival in the

market are May, Jun and July. Prices depend upon production and both stock of commodity in

previous year. The prices have shown an increasing trend from Nov 2016.

5.2. Existing pre-intervention value chain

The pre intervention value chain of Isabgol has essentially three channels. Though farmers sell the

seed either in the local mandi or to the village level traders, eventually, all stock find their way to

Unjha mandi, Gujarat from where they are taken by processors. From here, the channel divides into

three parts. The 1st part is for domestic markets where pharma/healthcare companies take the

Isabgol either from the processor directly or through distributors and sell it in their branded and

packaged form. The 2nd channel ends up with export market which is eventually 90% of the total

market share of production. Both the processors and distributors engage in export of Isabgol. The

third channel is basically of the animal feed sector, where the animal feed processors take the

balance part of the seed to use as animal feed. They again distribute it through their channel after

mixing with other feed materials.

Currently, the farmers share in consumer rupee is very low due to the high level of value addition

done in the post harvest value chain. Thefarmers share is 9%, traders enjoy a share of around 1%

processors 47%, health care companies 225, distributors -8% and retailers 13%.

Holding time is around one week for traders and around 30-90 days for processors. In the retail

channel, the holding time would somewhere between 1-30 days.

Post harvest losses are to the tune of 75-80% (in terms of harvest of husk from isabgol. However,

the isabgol leftover after processing is used in the animal feed industry and fetches a prices of

around Rs 2000 per quintal.in certain cases and hence retailers work upon very high margin to make

up losses.

Various support institutions at cultivation stage includes National Horticulture Mission, Dept of

Horticulture-State Government, NGOs, KVKs, ICAR and allied institutions and agri input and

machinery suppliers. At the post harvest stage, the marketing board, FSSAI, APEDA play vital roles

in maintaining a quality and regulatory framework for the market. Financial institutions support all

stake holders upto retailers with different banking and non banking financial products.

0

2000

4000

6000

8000

10000

12000

0

2000

4000

6000

8000

10000

12000

14000

16000

Isabgol Arrival Isabgol Price (Avg.)



Marketing Cost

Marketing costs are the actual expenses incurred in bringing goods and services from the producer

to the consumers. The marketing costs normally include:

Handling charges at local points

Assembling charges

Transport and storage charges

Handling charges by wholesaler and retailer

Market fees, commission charges and taxes on Guar in Rajasthan are described in table below.

Table 12: List of market fees

S. No Particulars Charges (%)

1 Mandi tax 1.6%

2 Commission charge 2%

3 Tax ---

4

Miscellaneous charges (Handling, weighing,

loading, unloading, cleaning etc)

It varies from market to market.

In Bikaner mandi Rs 15 is the loading

and unloading charges per quintal

5 Overall addition to purchase price from farmer 6%

Marketing margin

Total marketing margin is cost involved in moving the guar from producer to consumer and profit

of various market functionaries. Absolute value of the total marketing margin varies from market to

market, channel to channel and time to time. Generally, traders from mandi undertake onward

supply adding 2-6% margin to bulk handlers.



Figure 13: Indicative Pre Intervention Value chain map of Isabgol



5.3. Alternative Systems of Marketing

Isabgol seeds may be marketed as a whole, or the husks may be sold separately. Isabgol husk is

bought by the Pharma and drugs companies. Internationally the main buyers are Procter & Gamble

(USA), Dr. Morepen (USA) and Al Parigo (USA). India exports Isabgol seeds and husk worth more

than `35 million annually. Out of total production, 75% from Gujarat and about 90% from

Rajasthan is exported with nearly 93% of being husk. There are around 70 organisations all over the

country undertaking export of Isabgol husk and seed. Most of the leading exporters/ processors are

based in Sindhpur in Mehsana district and in Palanpur in Banaskantha district of Gujarat. Farmers

from Rajasthan and Madhya Pradesh are also used to sale their produce in Gujarat.

5.3.1. Direct Marketing

Direct marketing is an innovative concept, which involves marketing of produce i.e. Isabgol by the

farmer directly to the consumer without any middlemen. Direct marketing enable producers and

millers and other bulk buyers to economize on transportation cost and improve price realization. It

also provides incentive to large scale marketing companies i.e. millers and exporters to purchase

directly from producing areas. Direct marketing by farmers to the consumers has been experimented

in the country through Apni Mandis in Punjab and Haryana. The concept with certain

improvements has been popularised in Andhra Pradesh through Rythu Bazars. At present, these

markets are being run at the expense of the state exchequer, as a promotional measure, to encourage

marketing by small and marginal producers without the help of the middlemen. In these markets,

mainly fruits and vegetables are marketed along with other commodities at present.

5.3.2. Contract Farming

Contract farming is a system of marketing, where selected crop is grown for marketing by farmers

under a ‘buy-back’ agreement with an agency (entrepreneur or trader or processor or manufacturer).

In the wake of economic liberalization, it has gained momentum as the national and multinational

companies enter into contracts for marketing of agricultural produce. They also provide technical

guidance, capital and input supply to contracted farmers. Contract marketing ensures continuous

supply of quality produce at mutually contracted price to contracting agencies, as well as ensures

timely marketing of the produce. Contract farming is beneficial to both the parties i.e. farmers and

the contracting agencies.

5.3.3. Private market yard26

Market Yards are a long felt need of the farming community of our country as it goes a long way in

ensuring higher remuneration to them through proper weighing, cleaning, grading and better price

realisation of their produce. The farmers look forward to a regulated market yard as a dependable

infrastructure for furtherance of their economic goal. The advantages of a regulated market yard

system are immense and wherever such a system exists, it has been widely appreciated. Today the

farmers consider it as a boon to them where they can confidently sell their produce and get an

appropriate return for the quantity and quality they produce year after year.

Market Yard Requirements

Market yard can be classified into three categories according to the mode of sellers i.e. primary,

secondary and terminal. Sellers of a primary market yard are mainly farmers of the command area; in

26 http://agmarknet.nic.in/amrscheme/YardsNABARD.htm

http://agmarknet.nic.in/amrscheme/YardsNABARD.htm



case of secondary market yard, farmers and traders beyond the command area bring their

commodities for sale and in the terminal market yard mainly the traders bring in their commodities

for marketing.

A primary market yard should be suitably located for easy accessibility and have provisions to sell

produces grown by farmers in the command area and have sundry shops to meet the immediate

requirements of a farmer when he comes there to sell his produce. It should also have facilities for

the traders, commission agents and other market functionaries to facilitate easy trading and smooth

price realisation to the farmers. The facilities should match to the functional requirements of the

commodities to be traded and also to the surrounding locality where the market yard is to function.

Secondary and terminal market yards are located in semi urban and urban areas and the facilities are

planned for the commodities to be traded. Considering all these aspects the requirements of a

market yard are elaborated in the following paragraphs.



Chapter-6 Processing Infrastructure availability and Utilization

6.1. Processing

Husk is the main product of Isabgol. It is the outermost skin of the seed which is removed by

mechanical process. Total recovery of husk is around 25 to 26 % from the seed. The price of husk

depends on its purity and colour. Husk of 100% purity is sold at the highest price which is obtained

after first milling of the seed and further husk is removed in the subsequent milling process where

purity and colour gets diluted. In the market lowest grade is of 85 % purity and highest grade is of

100 % purity are quoted / traded at a definite price variance. Husk production can be estimated

about 18,000‐ 19,000 MT, out of which 14,000‐ 15,000 MT is exported every year. The processing

activities are mainly undertaken in Gujarat. During the processing the millers remove husk from the

Isabgol seeds. This process is called de‐ husking.

The main by-products are:

Lali: Used as cattle feed.

Chito: Used as Pig feed.

Khakho: It is used to prevent ice slipping

Golaisab: Used as cattle feed27.

27 http://122.170.3.177:9090/nmce/files/study/isabgul.pdf




6.2. Price build up & Marketing Efficiency Analysis

The price spread and values accrued to stakeholders across the chain reflects the profit margins

accrued to different stakeholders. Much of the value accruals are accrued to processors and

exporters. Producers’ income is apparently dependent on yield as well as their dependency on the

type of end product. (eg. Isabgol seeds only)

Due to limited infrastructure facilities at the dispersal of various stakeholders, marketing efficiency is

adversely affected.

6.3. Stakeholder’s Share in Consumer Rupee

Activity Value per Quintal (Rs.) Stakeholders share in consumer rupee

Industry/exporters: Sale

through distribution channel after further value addition

Rs.121250 (Includes a gross margin of 15%0

13%

Distributor to retailer Rs 105435 (Including 10% distribution margin)

8%

Pharma company to distributor

Rs 95850 (Including further processing, packaging and marketing cost – gross margin 50%)

22%

Processor to Pharma company : Sale after processing to

industry/exporters (Isabgol husk, 25% harvest)

Rs.69300 per quintal which is Rs. 693 per kg (25% yield of Isabgol husk, rest sold as animal feed)

47%

Large mandi to Processor: 12441 (After adding transportation, storage cost 4% and commission 6%)

1%

Local mandi to Large mandi Trader

Rs.11340 per quintal (Gross value on sale from Mandi incl 2% agent commission, unloading, cleaning, grading, batch formation, waxing, packing, loading)

1%

Farmer to local mandi: Production:

Rs. 10500 per quintal (Gross value on sale to mandi; gross value accrual to producers after cultivation costs is Rs. 8005 per Quintal)

9%

The existence of a long chain of middle men including the APMC and related commission agents,

producers share in consumers’ rupee is adversely affected. This mirrors the need for promotion of

contract farming options eliminating/minimising the role of the APMC. However, the limitations in

contract farming policy & statutes merits correction.

6.4. Consumer preference Analysis

Isabgol seed is being processed into Isabgol husk and finds its way to many Indian families for

senior citizens who end up using Isabgol Husk for constipation. The consumers prefer branded

Isabgol for this type of use. Other uses of Isabgol i.e. for using as a food additive or use in ice

creams is not much known to the Indian consumers.



Chapter-7 Existing Institutional support and Infrastructure facility

7.1. Support at cultivation stage

The institutional credit is vital factor in the agricultural development. Main emphasis was laid on

adequate and timely credit support to the farmers, particularly small and marginal farmers for

adoption of modern technology and improved agricultural practices.

Table 13: Short Term and Long Term loans

Name of Scheme Eligibility Objective/Facilities

1. Crop Loan All Categories of farmers.

• To meet cultivation expenses for various crops as short-term loan. • This loan is extended in the form of direct finance to farmers with a repayment period not exceeding 18 months.

2. Produce Marketing Loan

All Categories of farmers.

• This loan is given to help farmers to store produce on their own to avoid distress sale. • This loan also facilitates immediate renewal of crop loans for next crop. • The repayment period of the loan does not exceed 6 months.

3. Kisan Credit Card Scheme (KCCS)

All Agriculture clients having good track record for the last two years.

• This card provides running account facilities to farmers to meet their production credit and contingency needs. • The scheme follows simplified procedures to enable the farmers to avail the crop loans as and when they need. Minimum credit limit is Rs. 3000/-. Credit limit is based on operational land holding, cropping pattern and scale of finance. • Withdrawals can be made by using easy and convenient withdrawal slips. The Kisan Credit Card is valid for 3 years’ subject to annual review. It also covers personal insurance against death or permanent disability for maximum amount of Rs. 50,000 and Rs. 25,000 respectively.

7.2. Support at Post-harvest, Primary and Secondary Processing Stage

1. Pledge Finance

Micro level studies indicate that distress sale by small farmer’s accounts for about 50 per cent of the

marketable surplus. To meet the immediate financial requirements, the farmers are often compelled



to sell their produce immediately after harvest, when the prices are low. To avoid such distress sale,

Government of India, promoted Pledge Finance through a network of rural godowns and

negotiable warehouse receipt system. Through this scheme, small and marginal farmers can get

immediate financial support to meet their requirements and retain the produce till they get

remunerative price.

According to RBI guidelines, loan/advances up to 75 percent of the value of the produce stored in

the godown can be advanced to farmers against pledge/hypothecation of agricultural produce

including warehouse receipts subject to a ceiling of Rs. 5 lakh per borrower. Such loan shall be for a

period of 6 month, which can be extended up to 12 months based on financing banks commercial

judgement. The commercial/co-operative banks/RRBs provide credit to the farmers for the

produce stored in the godown under this scheme. The banking institutions accept the godown

receipt on its being duly endorsed and delivered to bank for pledge loan against hypothecation of

produce as per RBI guidelines. Farmers are given freedom to take back their produce once the

pledge loan is repaid. Facility of pledge finance is extended to all farmers, whether they are the

borrowing members of Primary Agricultural Credit Societies (PACS) or not and the District Central

Cooperative Banks (DCCBs) directly finance individual farmers on the strength of the pledge.

Benefits:

Increase the retention capacity of the small farmers to avoid distress sale.

Minimises the farmers’ dependence on the commission agents as the pledge finance

provides financial support to them immediately after harvest period.

Participation of the farmers, irrespective of their land holding, helps in increasing the

arrivals in market yards throughout the year.

Gives a sense of security to the farmers even if their produce is not sold out in market yard

immediately.

2. ICAR-Directorate of Medicinal Aromatic Plants Research (ICAR-DMAPR)

ICAR-Directorate of Medicinal Aromatic Plants Research (ICAR-DMAPR) is located on

Ahmedabad-Mumbai rail route. The Indian Council of Agricultural Research established Directorate

of Medicinal & Aromatic Plants Research (formerly it was National Research Centre for Medicinal

& Aromatic Plants) was started on November 24, 1992 in a 20.2 hectare irrigated land at Boriavi in

Anand district of Gujarat.

This farm has 19.18 ha of land of which 4 ha is for residential complex. In about 2 ha land, a herbal

garden with about 200 species of medicinal plants and in about 6 ha, Arboretum with about 110

species of medicinal trees/herbs are being maintained. The remaining area is used for general

cultivation and seed production of medicinal plants.



Chapter-8 Gap & Constraint Analysis

8.1. As Perceived by Producers and others Stakeholders

Producers' case illustration

A typical farmer has 1 ha of Isabgol. The seed rate is 8 kg per ha and seed cost is Rs 150/kg. Thus

seed cost is Rs 1200/ha. The farmer has to give eight irrigations at critical stages the total cost of

which is Rs 8000. Cost of FYM/Fertilizers/weedicides etc is Rs 3500/ha. The cost of harvesting is

around Rs 5000/ha. Cost of transportation is Rs 2000 for 9.5 quintals produced in one ha, to

processor/mandi. Cost of labour is Rs 4000/ha. Total cost per ha is Rs 23700. Total harvest is 9.5

quintals and the sale price of seed is Rs 105/kg. Thus total realization from sales of Isabgol seeds is

Rs 99750 per Ha. Net profit per ha is Rs 76050. Net profit per quintal is Rs 8005 and net cost per

quintal is Rs 2494. Gross realization per quintal is Rs 10500.

Value Chain Constraints as discussed with farmers

Highly weather sensitive crop

Entire crop gets damaged if there is moisture condition during harvesting

Price is highly volatile and depends upon previous years stock

Prices are decided by traders

Storage of the seeds at farmers place is risky as it can attract moisture

Processor case illustration

Giriraj Enterprises has an Isabgol de-husking unit at Unjha, Gujarat. He says, about 90% of Isabgol

production is exported from India. India exported around 32325 MT of Isabgol husk in FY2014-15.

Cost of Production and Value Arrivals:

A sample unit has a capacity of 600 MT per annum and a turnover of 8 Cr. He procures Isabgol

seed @ Rs 11340/quintal from Unjha Mandi after paying Mandi charge and commission. The unit

has an installed capacity of 2 MT per day. The particular unit has an investment of about Rs 0.75 Cr

in building and Rs 60 lakh in Plant and Machinery. Processing cost is Rs 2000 per quintal. Yield of

Isabgol husk is 25% and balance materials are sold to animal feed industry at Rs 30- per kg. The unit

is exporting around 80% of stock to USA and balance stock is being sold to companies like Dabur

India. The sale price of 100% pure Isabgol husk is Rs 690/kg. 25 kg of the harvest values at Rs

17342. Balance 75 kg is sold as animal feed through which he realises a sale of Rs 2250. Total sales

realization form Isabgol husk and feed from 100 kg seeds is Rs 19592. Gross investment is Rs 13340



per qtl of Isabgol seed. Net profit per quintal of seed after processing 25 kg husk and 75 kg feed is

Rs 6252/qtl of seed.

Critical constraints:

Processors are dependent on “Arthiya’s” traders in APMC for supply of inputs.

Processing margins are barely 8-10 percent.

Most units run below sub optimal capacity

Lack of state government encouragement for new entrepreneurs

Processors flow chart-

8.2. Swot Analysis of Value chain of Isabgol

Strength Weakness

Isabgol is a high value medicinal crop

India is the leading producer as well as exporter of Isabgol seed and Husk

The semi-arid weather of Rajasthan is highly suitable for Isabgol cultivation

High potential of value addition

Widely consumed for different gastro-remedies across the world

Has a good demand in India also

90% of the produce from India is exported

Scanty and erratic rainfall

75 per cent area is rain-fed

High cost of inputs, labour

Non availability of community infrastructure

Rajasthan has no major mandi for Isabgol. All stock eventually goes to Unjha mandi, Gujarat

Harvest needs to be kept safe from humidity

Farmers do not apply good agriculture practices

High price volatility in case of bad weather

Farmers’ share is very low over consumer rupee

Opportunities Threats

Extension support through RACP may enhance productivity

Scope of establishing FPC for Isabgol farmers

Scope of establishing primary sorting/grading/storage of seeds by FPC for direct trade with processors

Scope of establishing de-husking unit by FCSC through FPC will increase earning potential for farmers

Scope of entering into contract farming by FPC for member farmers

High risk crop. Slight rain or humidity can damage harvest

Other countries may take up production of the crop

Price volatility may hamper farmers’ motivation to take up the crop

Isabgol seed Cleaning Husking Machine

Husk Isabgol Cake Sieving Machine



8.3. PIESTEC

Political National agricultural policy has given enhanced importance to cultivation of

vegetables viz. potato under the aegis of high value agriculture

Institutional ICAR-DMAPR has major role in development of seeds and Not much of

institutional support is available for farmers in Rajasthan. Seed availability through

Raj seeds is also very limited. Need for FPCs to take over for aggregation and

value addition

Economics Cost of cultivation – Rs 38200/ha, Income per ha – Rs 99750, Net profit per ha –

Rs 61550.

Social It is a cash cop and hence has high significance for the small farmers in the clueser

areas.

Technology • Storage involves prevention of moisture

• Processing involves calliberated de-husking for getting optimum result

• Need to develop low cost de-husking, storage, packaging solutions

• Seed production technology can be

Environment Highly weather sensitive crop. Humid environment during harvesting is risky as it

results in moisture gain and damage of husk.

Competition •The farmers in cluster area and also from Rajasthan face stiff competition from

Gujarat as most of the processing units and large mandi infrastructure are available

in Gujarat. Recently Jodhpur is also starting to become a hub for Isabgol both for

cultivation and processing. Coming to competition from the world, India is thee

only leading country producing this crop and hence demand is all set to rise due to

its medicinal property



Chapter-9 Proposed Interventions& Investments

9.1. Value chain constraints and suggested interventions

The intervention plan of Isabgol may be broadly considered in the context of activities and stakeholders as follows.

S.No Stake

holder

Roles and

responsibilities

Pre-intervention

constraints Post intervention action Action By

Timeline

1

Farmer

Land Preparation

Cultivation of crops

Harvesting of crops

Sell the raw produce

Farmers do not follow

recommended PoP

Seed rate is higher

10 kg/ha (than

recommended 5-6

kg/ha)

Incidences of root rot

if crop grown in same

land for three years

Awareness campaigns for

motivating farmers to use

recommended PoP on soil

testing, land preparation, line

sowing, INM, IPM and seed rate

Crop demonstrations for use of

seeds developed by research

institutions

RACP in partnership

with ATC and local

NGO

On going process

during the project

period.

Limited availability of

seeds through Raj

Seeds

High cost of

insecticides

Non availablity of

nutrient management

solutions at right time

Facilitating formation of FPC

Pooled purchase of agri inputs

through FPC at bulk price and

onward sale to member farmers

at wholesale price keeping

minimum operating margins

Tieup of FPC with ATC for

multiplication of foundation seed

RACP, ABPF,

NGO for FPC

formation and

further operation.

RACP to tieup with

ATC for supporting

technology transfer

of seed

3 months for FPC

formation, share

collection and issue

of business

licenses



S.No Stake

holder

Roles and

responsibilities

Pre-intervention


Timeline

High cost of and

packing to prevent

from moisture

produced by research

institutions through member

farmers of FPC and onward sale

of improved variety seed at a

lower cost

multiplication

through FPC

members

Crop loss if moisture

content during

harvesting is high

Chances of fungal

infection during sun

drying on open field

Subsidized distribution of

tarpaulin sheets

Promotion of solar dryers/

community drying platforms

Promotion of specialized

packing materials

RACP to provision

for the same and

facilitate distribution

to FPC members

with support from

local NGO

3 months from

formation of FPC

High dirt content

/foreign material in

harvested Isabgol

(Usually resulting in

10% lower income

arrival to farmer)

Ensure availability of community

cleaning & Grading facility to

farmers through FCSC established

and maintained by FPC

RACP, SPs with

input from ABPF

team

6 months from

formation of FPC

Lack of market

information related to

price

Price discovery through NCDEX,

eNAM. ABPF, FPC

Subsequent

cropping season

after formation of

FPC

Farmers resort to

immediate sale due to

immediate requirement

of cash

Pledge financing through

FPC/FCSC, Spot/future trading

through e-platforms

ABPF, FPC

Subsequent

cropping season

after formation of

FPC

2

Processors Process the raw

produce

Value addition

Packaging of value

added product

Limited adoption of

direct procurement and

contract farming

Limited processed

product available in the

market which limits the

Setting up alternate channel to sell

directly from PC to processor or

large retail shops.

Large Processor/

Buyer and ABPF,

RACP, FPC,

RSAMB

Subsequent

cropping season

after formation or

6 months

whichever is earlier Awareness seminars for

processors ABPF, RACP, FPC



S.No Stake

holder

Roles and

responsibilities

Pre-intervention


Timeline

marketing potential of

the commodity

Many existing

processors and

budding entrepreneurs

are not aware of

schemes of the GoI

Including CLCSS,

cluster Development

scheme or “Sampada”

for technology

upgrading.

Policy conference, investors meet ABPF

As required and as

per schedule of

RACP

Limited no of

processing units in the

state.

Identify entrepreneurs in the

process chain of Isabgol and hand

hold them

RACP ABPF

Six months from

establishment of

FPC or the next

cropping season

whichever is earlier

3

NGOs Extension services to

farmers

Disseminate RACP

Schemes to the farm

level

Distribution of seeds and

farm kits as per various

schemes

Hand holding support to

the farmers regarding

Lack of skilled

personnel

Poor field-farm level

coordination

Outdated extension

activities

Lower level of

interaction and

adoption of

RACP/govt. schemes

Training of NGO field staff on

market led extension services

Business planning training

Monthly/Fortnightly review

meetings with RACP

Feedback of farmers from

service area

Exposure visits of NGO staff to

successful FPCs

RACP/ ABPF

Within 3 months

from formation of

FPC

4

RACP Establish the feasibility of

sustainably increasing

agricultural productivity

and farmer income

Integrate agriculture

water management and

Lack of clarity on the

form of FPO-

Cooperative or FPC

among field staff

Selections of

capable leaders for

Create basic understanding

among the RACP PMU staff

about concepts of FPC

Clear understanding on

fundamental differences

between FPC & Cooperative

ABPF

RACP PMU Line

staff

NGO

Within the lifetime

of the project as on-

going process



S.No Stake

holder

Roles and

responsibilities

Pre-intervention


Timeline

agricultural technology,

Establish farmer

organizations (FPCs)

and market innovations

in selected locations

the proposed FPO

Low level of

awareness among

the PMU staff and

farmers regarding

the concept of FPC

Poor or no Market

linkages of the value

chain crops in

clusters

Lack of active NGO

staff deployed in the

cluster

Create market linkages by

bringing more big players and

processors to the cluster

Conduct training of the potential

farmer leaders about FPC and

its functioning

Capacity building training of the

NGO staff regarding the

extension services to be

provided to the farmers

Constraints and intervention plan may be considered in context of 3 stages/activities, namely the production, post-harvest and processing stage. The constraints

may be viewed in terms of rains during harvesting resulting in crop damage and high cost of inputs. These may be addressed through weather broadcasting

service and provisioning of improved quality seeds through FPC and FCSC.

At the post-harvest stage, critical constraints may be viewed in terms of inadequate moisture prevention and storage facilities and enormous intermediaries in the

value chain which can be corrected through FPCs facilitator services.

At the processing stage there are limited processing units in the State for preparing Isabgol husk and almost all the seeds are sent to Unjha mandi for further

trading and processing. Appropriate start-up counselling or setup of processing infrastructure may address this issue.

9.2. Envisaged Post-Intervention Value chain map of Isabgol

Proposed post intervention value chain interventions:

The post intervention value chain map for Isabgol may be may be visualised as one with two production distribution or activity-marketing channels. FPC will

replace the role of local commission agents and will directly aggregate the crop from member farmers and undertake sorting, grading and transportation. This

primary processing will be done through FCSC. The activity of sorting/grading will itself insure 12-15% higher margin for the farmers. The high grade produce

will be supplied directly to various mandis Jodhpur and Unjha or directly to large processors. The FPC will continue to graduate in an organic manner trading

mostly in graded Isabgol and later on may setup their own pulping unit if they plan so.



The farmers share may thus increase from existing 24% to 26% over the consumer rupee. Also, the FPC will enjoy a share of 14% in the consumer rupee which

will ultimately come back to the farmers. Hence this is an indirect benefit to the farmers. It is also envisaged that post-harvest losses would also reduce from 25-

30% to 15-205 due to lesser handling time and direct handling by the FPC from the farm gate.

The role of RACP and ABPF would be to facilitate FPC formation, making availability of FPC and FCSC grant. ABPF will then facilitate business planning of

the FPC along with work on market linkages with processors and the FPC for direct supplies. Figure 14: Post Intervention value chain map of Isabgol



9.1.1. Interventions through FPC in the Isabgol value chain crop:

Introduction to FPC Model

Aggregation is the proposed solution of the constraints farmers are facing at present. It is proposed to form Farmers Producers’ Company by bringing farmers together in the form of voluntary groups of about 15 to 20 active farmers and federating 20 to 25 such groups into a Producer Company. These Producer Companies will be functioning on behalf of member farmers and will strive to undertake a range of activities which will result in added value accruals to farmers and value to farmers produce. To form a producer company, producer groups will be mobilized (in some cases, this initiative may have already been completed by NGO’s).

It is envisaged that an elected committee of members of Producers Groups will form a management committee and oversee the performance of an incentivized manager/CEO. The manager will be trained in technical issues of post-harvest management, marketing and in operating a transparent accounting system. The ABPF will support the operation of the Producer Company, and accelerate the cross learning of best practices.

FPC Development Approach

The FPC development approach may be viewed as depicted below:

Figure 15 FPC Development Approach

Following are the steps to be followed for formation of the FPC:

PRI of the MTG: The MTGs will be made aware on the FPC model through PRI and

individual farmers will be motivated to join the FPC as shareholder through respective

MTGs.



Initial discussions with MTG leaders: After PRI is done, initial discussion will be done

with the MTG leaders for further orientation on FPC concept.

Identification of MTG leaders: MTG leaders who show inclination to the concept will be

selected in the executive committee for FPC formation.

Resource mobilization and FPC planning: The executive committee will meet 2-3 times to

plan further activities of FPC viz. crops, strategy for business etc.

Election of BoD and Share collection: 10-12 BoD will be identified along with 2-3 expert

directors one each from Agri, Horti, AH and WS dept. The BoD will decide on share value

and initiate collection of share through MTG leaders.

FPC registration: Following identification of FPC BoD, registration will be done. This

may take 1-2 months as DIN no of BoD has to be generated first. Care should be take that

all elected BoD should have PAN no so that there is no delay in paper formalities for

registrations.

FPC business: Following registration of FPC, ABPF will prepare business plan for the

FPC and facilitate market linkage for input and output.

Setup of processing/ financing – ABPF will further facilitate establishment of processing

unit setup along with feasibility studies and planning business linkage with market players.

Policy and Management

A FPC will function within the overall policy and regulatory framework as per the Producer

Company Act. The management of a FPC will vest with the elected Board from amongst the

members. The provision about constitution of managing committee will be made in the byelaws.

The management of FPCs will be by an elected Board of Directors. Therefore, the representatives

of farmers will actually oversee and manage the affairs of a FPC.

The selection criteria for membership of FPC may be viewed as follows:

1. A member will express his willingness to become a member of MTG.

2. A member will actively participate in all functions and activities of MTG

3. A member will contribute his equity to the FPC

4. A member will bring all or part of his produce to the FPC for sale.

5. A member will purchase all or part of his farm inputs through the FPC.

6. A member will produce and prepare his produce for marketing as per directions of FPC.

7. A member will contribute his share to the Producer Association as upfront payment for

the business development plan of a FPC as needed.

8. A member will contribute his share to the Producer Company towards the reserves of FPC

as needed.

Illustrative list of components of a common facility of a Producer Company (Food Grain)

Godown for storage, drying platforms

2-3 MT per hour grain cleaning, grading, and packing machinery with shed

Additional need based Agricultural Equipment

Computer with internet connectivity for market information

Display Board with Accessories

Auction Hall

Input Suppliers Shops

Toilets

Drinking water & Electricity



Note: Though the illustrative infrastructure proposed is shown in the above tables, the actual infrastructure to be developed will be need based and on participative consultation process.

Typically, start-up may be involved in secondary and tertiary processing activities while FPO’s may be involved in post-harvest and primary processing activity. In many cases, start-up may emerge firm within FPO members.

The success should be evaluated on the parameters as under:

I. PCs operating without financial support by the end of 36 months.

II. The PC operates with a reserve fund to cover short term cash flow deficit and with

potential for reinvestment in various activities

III. The PC has an effective governing structure.

IV. The PC has a transparent accounting system.

V. The PC can function as a working example for other farmer organizations to observe and

learn from.

VI. Contribution towards increasing farmers’/members incomes.

9.3. Conclusion:

Isabgol has been a major crop of economic significance for farmers in semi-arid areas of Rajasthan due to its high income potential. Some major constraints in production stage are in-consistent weather pattern, high cost of seeds and farmers not following PoP. The crop suffers around 15-18% post-harvest loss due to handling at various stages in the value chain. Moisture consition during harvesting increases the risk of crop damage. There is currently scope of further reducing the cost of cultivation through reducing the cost of seeds and improved productivity through good agriculture practices. The post-harvest losses also need to be reduced through proper education of farmers and other handlers in the value chain. Currently, the farmers’ share in the consumer rupee is on higher side as there is very little as the involvement of the farmer is very little in the value chain. Most of the profit is being retained by high end processors. Processing is also out of reach of small companies due to large investment required in plant and machinery. FPC of farmers would be an ideal intervention for evolving the role of farmers from being chain actors to chain partners by doing both backward and forward integration of activities related to Isabgol value chain. At the back end, the FPC would help in reducing cost of cultivation by undertaking bulk purchase of agri input at wholesale price and selling farmers at a price equal to or lower than the retail price. Similarly, in the front end of the value chain, the FPC would undertake direct collection of Isabgol from the farmers and thereby reduce both the wastage and cost of visit to mandi for farmers. The FPC can further undertake primary processing of the grain and supply directly to large processors and other value chain actors.

For this, a strong base has to be facilitated for the FPC by motivating farmers to contribute in terms of equity and business participation with the FPC. The Board and FPC staff has also to be handheld for a period of 2-3 years to train them on all processes of FPC management and business processes.

All stake holders including RACP, NGO, ABPF, Bankers and other support institutions therefore need to work cohesively towards the common goal of facilitating a strong community organization which can run in a sustainable manner after the project period.

Proposed outcome:

• 3% direct benefit due to direct procurement through FPC, 3% benefit through profit accumulated by FPC

• 2-5% price benefit on cost of inputs

• 1% saving on cost of transportation to APMC and associated charges



• Increased competition in input and output market resulting in higher earning potential for farmer

• Increased bargaining power of farmers

• Sustainable operations through community institution and assets through FPC and FCSC



References

1. http://www.agrifarming.in/isabgol-cultivation/ 2. https://www.ijsr.net/archive/v4i9/SUB158459.pdf 3. https://www.researchgate.net/publication/283193931_Industrial_Application_Of_Psyllium_An_Overview 4. http://www.srkspices.com/our-products/psyllium-husk/ 5. https://www.thedollarbusiness.com/magazine/isabgol---try-and-digest-this/17417 6. http://www.srkspices.com/our-products/psyllium-husk/ 7. file:///C:/Users/shashank.sondhi/Downloads/706-5999-1-PB%20(3).pdf 8. http://122.170.3.177:9090/nmce/files/study/isabgul.pdf 9. http://eagri.tnau.ac.in/eagri50/AGRO301/pdf/lec22.pdf 10. http://www.agrifarming.in/isabgol-cultivation/ 11. http://krishi.icar.gov.in 12. http://krishi.icar.gov.in/PDF/Selected_Tech/horticulture/20-horticulture-

Package%20of%20practices%20for%20cultivation%20of%20Isabgol.pdf 13. http://eagri.tnau.ac.in/eagri50/AGRO301/pdf/lec22.pdf 14. https://www.slideshare.net/subhamdwivedi1/postharvest-management-of-medicinal-and-aromatic-plants 15. https://www.slideshare.net/subhamdwivedi1/postharvest-management-of-medicinal-and-aromatic-plants 16. http://agmarknet.nic.in/amrscheme/YardsNABARD.htm 17. http://122.170.3.177:9090/nmce/files/study/isabgul.pdf


https://www.ijsr.net/archive/v4i9/SUB158459.pdf

https://www.researchgate.net/publication/283193931_Industrial_Application_Of_Psyllium_An_Overview


https://www.thedollarbusiness.com/magazine/isabgol---try-and-digest-this/17417





http://krishi.icar.gov.in/






http://agmarknet.nic.in/amrscheme/YardsNABARD.htm




Annexure 1: Stakeholders consulted over the study

Farmers:

5 Farmers in Ladnun cluster

5 Farmers in Chittorgarh cluster

Processors/ Traders:

Morarka organic foods pvt ltd, jaipur, Mr Pankaj saharma, 9414037779

Bhaven Parmer, (Exporter) Jaipur, 9828374114

Giriraj Enterprises, Unjha, Gujrat, 8905021778

Government agencies and other stake holders:

Mr Suresh, DoA, AAO Nagaur, 8955889013

Mr Guman, DC, Nagaur, 6350062537

Mr. Upendra Singh, Assistant (Agriculture department), Nagaur

Mr. Shailendra Singh, Engineer (Agriculture department), Nagaur

Mr. Naresh Kumar, Assistant (Horticulture department), Nagaur

Mr. Nagendra , Office Assistant, Nagaur

Mr. Suresh Kudi, CMS, Nagaur

Mr. Bhavar Ram Jhakad, CO, Nagaur

Mr. Mahendra Tukiya, CO, Nagaur

Mr. Gopi Ram, The Nagaur co-op Marketing Society, Nagaur

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