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
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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
Value chain Analysis: Isabgol 4
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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/
Value chain Analysis: Isabgol 5
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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
Value chain Analysis: Isabgol 6
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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
Value chain Analysis: Isabgol 7
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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
Value chain Analysis: Isabgol 8
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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
Value chain Analysis: Isabgol 9
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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
Value chain Analysis: Isabgol 10
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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
Value chain Analysis: Isabgol 11
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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/
Value chain Analysis: Isabgol 12
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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
Value chain Analysis: Isabgol 13
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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/
Value chain Analysis: Isabgol 14
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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
Value chain Analysis: Isabgol 15
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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
Value chain Analysis: Isabgol 16
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 17
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 18
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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.
Value chain Analysis: Isabgol 19
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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
Value chain Analysis: Isabgol 20
© Grant Thornton India LLP. All rights reserved.
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.)
Value chain Analysis: Isabgol 21
© Grant Thornton India LLP. All rights reserved.
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.
Value chain Analysis: Isabgol 22
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Figure 13: Indicative Pre Intervention Value chain map of Isabgol
Value chain Analysis: Isabgol 23
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 24
© Grant Thornton India LLP. All rights reserved.
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.
Value chain Analysis: Isabgol 25
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 26
© Grant Thornton India LLP. All rights reserved.
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.
Value chain Analysis: Isabgol 27
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 28
© Grant Thornton India LLP. All rights reserved.
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.
Value chain Analysis: Isabgol 29
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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
Value chain Analysis: Isabgol 30
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 31
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 32
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 33
© Grant Thornton India LLP. All rights reserved.
S.No Stake
holder
Roles and
responsibilities
Pre-intervention
constraints Post intervention action Action By
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
Value chain Analysis: Isabgol 34
© Grant Thornton India LLP. All rights reserved.
S.No Stake
holder
Roles and
responsibilities
Pre-intervention
constraints Post intervention action Action By
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
Value chain Analysis: Isabgol 35
© Grant Thornton India LLP. All rights reserved.
S.No Stake
holder
Roles and
responsibilities
Pre-intervention
constraints Post intervention action Action By
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.
Value chain Analysis: Isabgol 36
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 37
© Grant Thornton India LLP. All rights reserved.
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.
Value chain Analysis: Isabgol 38
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 39
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 40
© Grant Thornton India LLP. All rights reserved.
• 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
Value chain Analysis: Isabgol 41
© Grant Thornton India LLP. All rights reserved.
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
Value chain Analysis: Isabgol 42
© Grant Thornton India LLP. All rights reserved.
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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