Professional Documents
Culture Documents
TABLE OF CONTENTS
List of Abbreviations .......................................................................................................... 3
List of Figures ..................................................................................................................... 3
List of Tables ...................................................................................................................... 3
List of Charts....................................................................................................................... 4
ABSTRACT ....................................................................................................................... 5
1. INTRODUCTION ........................................................................................................ 5
1.1. General introduction to the issue addressed in essay ............................................... 5
1.2. Rationale .................................................................................................................. 7
1.3. Central question and objectives ............................................................................... 7
1.4. Scope of the essay .................................................................................................... 8
2. LITERATURE REVIEW ............................................................................................ 8
2.1. Introduction to Upgrading in GVC .......................................................................... 8
2.2. Types of upgrading ................................................................................................ 10
2.3. Trajectories of upgrading ....................................................................................... 11
2.4. GVCs for agricultural products .............................................................................. 12
3. CURRENT SITUATION OF VIETNAM COCONUT PRODUCTS GVC .......... 14
3.1. Overview about the Vietnamese Coconut and Coconut Based Products Industry 14
3.1.1. Exporting and exporting value ........................................................................ 14
3.1.2. Main export coconut products ........................................................................ 16
3.1.3. Main market of Exported coconuts ................................................................. 17
3.2. GVC analysis of coconut products ........................................................................ 18
3.2.1. GVC map ........................................................................................................ 18
3.2.2. Key players ..................................................................................................... 19
3.2.3. Linkages in GVC ............................................................................................ 22
3.3. Opportunities of Upgrading in GVC of coconut product industry ........................ 22
3.3.1. Improvement in Regional planning of and processing (Process upgrading) .. 22
3.3.2. Improvement in quality standard (Product upgrading) ................................... 23
3.3.3. Improvement in human resources management (Functional upgrading) ....... 23
3.3.4. Linkages and reposition .................................................................................. 24
3.3.5. Market Research ............................................................................................. 25
3.3.6. Diversification in ranges of products .............................................................. 25
4. CONCLUSION ........................................................................................................... 26
BIBLIOGRAPHY ........................................................................................................... 27
Page 2
List of Abbreviations
-
AFTA
ASEAN
EEC
FAO
FAOSTAT
GDP
GMP
GVC
HACCP
JSC
ISO
MARD
NGO
: Non-governmental Organization
SMEs
UNIDO
USD
: US Dollar
WTO
List of Figures
Figure 1: Michael Porters Value Chain
Figure 2: A typical high-value agricultural value chain
Figure 3: Vietnam coconut products value chain
List of Tables
Table 1: Upgrading trajectory
Table 2: Example of Upgrading Trajectories in High-value Agricultural Value Chains
Table 3: Exporting value of Vietnamese coconut products by types of exported products
from 2007 2011
Page 3
List of Charts
Chart 1: The production of Vietnamese Coconut products Industry from 2007 - 2011
Chart 2: Exporting Value of Vietnamese Coconut products from 2007 - 2011
Chart 3: The number of harvested coconut acreage and coconut productivity in Vietnam from
2007 - 2011
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ABSTRACT
The study examined the GVCs of coconut product industry in Vietnam and opportunities for
upgrading on the basis of natural resources of production, linkages between actors and
economic trend in the concept of globalization. Global value chain (GVC) theory from
previous academic research of Gary Gereffi, Karina Fernandez-Stark, John Humphrey, Carto
Pietrobelli, Robertta Rabellotti, etc. has been used in order to analyze the structure, key
players as well as the types of upgrading of Vietnams coconut product producing industry.
The findings of the research indicated that opportunities for upgrading in GVC can be
conducted through improvements in cultivation methods, quality control by international
certification, technology improvements, human resources training and the like. Due to this,
both SMEs and the whole value chain might increase the productivity and competitiveness in
coconut product sector and ensure the access the international markets.
Key words: global value chain, upgrading, coconut product industry, opportunities for
upgrading, Vietnam
1. INTRODUCTION
1.1. General introduction to the issue addressed in essay
A disputable fact that the agriculture has been increasingly played an important role in
developing dynamic economy generally and gaining higher position of Vietnam in the world
particularly. Due to the reformation called Doi Moi (means change and renewal) in 1986 and
the participation in any regional, bilateral and multilateral trade organizations during the
process of economic integration with global markets such as European Economic
Community (EEC) in 1992, Association of South East Asia Nations (ASEAN), ASEAN Free
Trade Area (AFTA) in 1995, World Trade Organization (WTO) in 2007, etc. Vietnam has
significantly achieved the tremendous growth, especially in agriculture industry. According
to the report of Ministry of Agriculture and Rural Development in 2014, agriculture
accounted for 18.12% of GDP, increasing 2.6% in comparison to 2013. A great deal of
Vietnamese agricultural products have become market leading not only domestically but also
internationally, including rice, coffee, tea leaves, cashew nuts, and the like. Additionally, the
Coconut products have been seemed to be the potentially profitable commodity in the
economic development strategies to 2020 owing to their export value and global market
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demand.
In fact, Coconut fruit has such a wide range of benefits for peoples utilization that there has
been a variety of goods made from it. Furthermore, in terms of biological characteristics and
adaptability in natural environments, it is easily suitable for different types of soil, especially
in tropical climates. In accordance with the annual report of Dong Go Coconut Center in
2011, there are approximately 150,00 hectares of coconut plantation, and Ben Tre province
accounted for 35% in area and over 45% in coconut quantity nationwide. Therefore, Ben Tre
is considered as the largest export place with the most modern industry of manufacturing
coconuts in Vietnam. Actually, Vietnam has formed a value chain for coconut and coconut
based product industry with different stages including cultivation, processor, production,
marketing and export, which is identified as buyer-driven where the importers have
considerable influence on determining the standard of products. Nevertheless, MARD stated
that more than 85% of rural households have participated in the GVC of coconut product
sector until 2007, which leads to the enormous difficulties in control the inputs quality for
the next stages.
In addition, there is a lack of strong linkages between both actors and stages in the value
chain of coconut product industry, not only vertical linkages but also horizontal linkages.
Thus, Vietnamese coconut products have become less competitive than the others exported
from Philippines, Indonesia and India, etc. in global markets during the process of
international integration. In short, the whole GVC needs other coordination forms, pressuring
local producers to conform to certain regulations and meet the changes in customer behavior.
Ingrid Fromm (2007) describe that these SMEs in developing countries are forced to upgrade
under competitive pressures in the markets, otherwise their participation in value chains
cannot be ensured. A variety of research and study of Humphrey 2003; Humphrey and
Schmitz 2000; Pietrobelli and Rabellotti 2004; Gibbon 2003 and the like in many territories
and industries; present evidence of the importance of upgrading to SMEs in GVCs,
particularly in the agro-food industry. Therefore, in order to increase the productivity and
competitiveness for both SMEs and the whole value chain by taking advantage of potential
resources in Vietnam as well as market opportunities given by globalization, upgrading in
Vietnamese coconut and coconut product sector is significantly essential and important.
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1.2. Rationale
As mentioned above, the global markets have become more and more competitive during the
integration through changes in customer behavior and standard system. Moreover, despite of
the importance of agriculture in Vietnams economy, development process in this sector is
quite slow without clear strategy planning. Economic strategies of MARD and Vietnam
Coconut Association until 2020 state that local, regional and national authorities and trading
agents will fully support for development of coconut trees in both quality and quantity.
Therefore, it is extremely important and essential to examine GVCs, and more precisely
opportunities of upgrading in GVC of coconut product industry. This might become a
workable example of shifting the GVC of one individual industry (coconut product industry)
to higher activities with higher income in the whole picture of Vietnams agriculture sector.
Thanks to this, that typical model of upgrading in GVC can be provided for other industries
having the same patterns and conditions with coconut product industry, which is not only
beneficial for improvements in individual GVC of products but also for the long-term and
sustainable developments in agriculture sector.
1.3. Central question and objectives
The paper is conducted in order to answer the set of research questions is as follows:
What is the current situation of coconut and coconut product industry?
Who are key players in the GVC of Vietnams coconut product?
How are the linkages (vertical linkages and horizontal linkages) between all actors at
different stages of the value chain GVC?
How is the value added geographically distributed between Finland and other
countries?
A global value chain framework using identifies relevant participants and frame key
questions, and the objectives of this paper are:
Explanation the current situation of coconut and coconut based product industry.
The structure of coconut product value chain is analyzed based on the GVC theories.
Identification of opportunities of upgrading together with explanation of
disadvantages of actors in different stages of coconut product value chain.
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2. LITERATURE REVIEW
2.1. Introduction to Upgrading in GVC
Actually, a value chain analyses have been carried out since 1960s in order to plan
development strategies for mineral - exporting countries at that time. According to Gereffi
(1999), Kaplinsky and Readman (2011), UNIO (2002), the activities of manufacturing the
finished goods from the inputs and selling them to the market for value added are the simply
main concentration of a value chain. However, the term of Value Chain and its approach on
the point of view of business management became popular when it was used in the book of
Competitive Advantage of Michael Porter in 1985 (Competitive Advantage: Creating and
Sustaining Superior Performance). He described that a value chain is a wide range of
operation activities of a firm in a specific industry such as design, production, marketing,
distribution, or customer care with the purpose of producing a precious product or service to
the end market. Those have been carried out in an individual firm or different firms but in
high global integration, inter-firm networks are responsible for a value chain. The extension
of both framework and concept of a value chain to different firms seems to be useful in
strategic analysis as well as supply chain and distribution network management (Michael
Porter, 1985).
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approach to analyze the international economy as top down view and bottom up view, respectively
(Gary Gereffi and Karina Fernandez-Stark, 2011, p.12). While Gary Gereffi (2005b) states that the
concept for governance in GVCs concentrates on lead firms. Economic upgrading in the GVC can be
understood as the process in which actors in the value chains, regions or countries shift in activities
for higher incomes. In other words, The upgrading process is seen as one in which firms acquires
capacities and once they have been acquired, the firms are able to find foreign buyers wishing to
acquire products embodying these capabilities (John Humphrey, 2004, p.9). Ingrid Fromm (2007)
also describes firms in the value chain might have opportunities to enhance the competitiveness
through making use of technologies and market linkages. According to Gibbon (2003), there are two
steps for analyzing opportunities of upgrading in the GVCs (especially for producers in growing
countries). Initially, the reward structure and the roles should be identified. Next step is to research
the incentives in order to fulfill these roles. The pressing issue of firms high integration into GVCs
by quasi-hierarchical relationships is the dependence. As the fact that the more firms products are
bought by strong global clients, the more dependent they are. This leads to the their specialty in one
activity (e.g. production) but marketing or design. Humphrey (2003) suggests that firms should have a
variety of markets, excellent skills in manufacturing and using knowledge.
2.2. Types of upgrading
John Humphrey (2004) and Ingrid Fromm (2007) has identified that the association of policies,
institutions, strategies, technologies and labor skills by regions, countries has impacted on upgrading
success. Process upgrading, product upgrading, functional upgrading and chain or inter-sectoral
upgrading within GVCs analysis are four categories of upgrading mentioned in this part as follows.
Process upgrading improves the efficiency of production by using modern technology or
transforming the production structure, which results in reducing production cost together with
maximizing productivity due to output increase, e.g. Guatemalan horticulture and handicrafts.
Product upgrading increases higher value added and quality standards of products. Therefore,
the product lines often become more advanced.
Functional upgrading is the entry into new, superior function or high value added level in the
value chain. In order to achieve that, actors might flow qualified information in the entire
value chain or a single lead firm can achieve more productive capacity in different stages.
Inter-sectoral upgrading is the entry into new end markets by applying the competence and
knowledge acquiring or gaining from the production of another product.
Gibbon (2003) concluded that it is difficult to classify upgrading types, even the differences between
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product and process upgrading. Actually, the occurrence of upgrading in GVCs seems popular and
possible but process and product upgrading are more common, while functional upgrading is more
rarely achieved (Carlo Pietrobelli and Roberta Rabellotti, 2004, p. 1). Furthermore, their study about
agricultural products in Latin America has shown that product and process upgrading are potential
opportunities in quasi-hierarchical chains.
Carlo Pietrobelli and Rabellotti Roberta (2004) announced that on the basis of the different structure
of input-output and the nations conventional conditions, there are different patterns of upgrading. In
industries, linear upgrading is acceptable but in countries, knowledge in a stage of the value chain
must be gained to prepare for next stages upgrading.
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Figure 2 has shown that traditionally, high value agricultural product sectors consist of all sizes of
producers, which joined spot market where the highest bidders were most powerful in buying
products due to the demand and supply forces (Fernander-Stark et al., 2012, p.8). In accordance with
Reardon et al., 2009; van der Mer, 2006), basically, individual farmers were responsible for selecting
crop varieties, determining quality level and production processes. However, in the upward trend of
global integration, the complex agro-food system and market linkage systems have gradually been the
replacement of the simple arrangement and traditional markets, respectively. In addition, the national,
regional and international supply chains have become more dominant than local sourcing while
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requirements of standard have to be met for the purpose of getting an entry to the GVCs. Besides, not
only large but also producers must follow the comprehensive instructions on how to cultivate, harvest,
transport, process and store agricultural products from national and global lead firms so as to access
to the markets. That is the reason why these challenges will become the barriers to access high value
agricultural product markets if they do not to upgrade in the GVCs (Lee et al. 2010).
Table 2: Example of Upgrading Trajectories in High-value Agricultural Value Chains
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7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Coconut products
2007
1,128,500
2008
1,162,200
2009
1,201,563
2010
1,272,700
2011
1,312,200
Agriculture products
3,908,518
3,238,262
6,191,894
5,309,902
6,555,535
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trend has reflected the global growing demand for organic food like coconut products and the rapid
expansion of market due to the integration with WTO in the year of 2007. According to Vietnam
Trade Promotion Agency (2012), the price of goods based on coconuts rose dramatically in the first
ten months in 2011, typically, the copra prices reached to 3.070 USD per ton. Furthermore, in
Philippines, the volume of exported coconuts declined nearly 46.2% as a consequence of El Nino
phenomena (Trinh, N.T.P and Thao, P.T., 2011).
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Eported Coconut products
2007
173,085
2008
229,674
2009
220,968
2010
228,755
2011
451,613
Page 15
2007
2008
2009
2010
2011
Area havested
119,300
121,100
121,500
140,300
127,017
Yield
86,748
90,429
92,881
82,837
94,599
96,000
94,000
92,000
90,000
88,000
86,000
84,000
82,000
80,000
78,000
76,000
2007
2008
2009
2010
2011
Fresh Coconuts
44,238
68,720
57,543
47,114
91,419
Coconut Fiber
39,702
40,008
53,718
40,144
68,317
Desiccated Coconut
41,061
68,360
45,909
65,385
119,360
Coconut Candy
19,726
21,211
18,603
16,684
32,060
Coir Rope
8,379
6,685
8,515
10,152
22,591
Shell Charcoal
8,097
10,477
12,112
6,452
6,497
Coconut Jelly
2,780
4,071
2,106
3,330
50,618
Others
9,102
10,142
22,462
39,494
60,751
173,085
229,674
220,968
228,755
451,613
Total
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There are various coconut products as an exported commodity with more than 30 types, from fresh
coconut fruits to manufactured items throughout the state-of-art processing systems. Overall, as can
be seen from Table 3, the exporting value of coconut products increased during the 5-year period
from 2007 to 2011. This number suffered a dramatic rise in the year of 2011 due to the increase of
global prices for coconut products. However, the proportion among the structure of products was not
equal. Fresh coconut fruits, coconut fiber, desiccated coconut and coconut candy are mainly exported,
which accounted for from 75 90% of total exporting value of coconut products in Vietnam,
especially fresh coconuts with exporting value remaining 40 million USD. It can be argued means
that technology system in coconut product manufacturing needs to be improved in order to export
high-value commodity instead of raw materials currently.
2007
2008
2009
2010
2011
145,412
190,751
184,766
182,688
351,355
Europe
9,632
9,437
7,852
15,924
32,110
Africa
9,547
22,240
22,581
28,982
63,623
America
4,235
5,049
3,506
994
2,309
Australia
4,259
2,197
2,263
167
2,216
173,085
229,674
220,968
228,755
451,613
Asia
Total
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respectively). This can be a good market signals for Vietnamese coconut products. In order to
maintain the exporting volume on traditional markets (Asian countries) and expand more in new ones,
the products in coconut industry should be upgraded more and more.
3.2. GVC analysis of coconut products
3.2.1. GVC map
The GVC of coconuts and coconuts based products industry has been formatted on the basis of the
linkage among actors having direct and indirect relationships besides the contribution of supporting
institutions. On the point of view of general global coconut products value chain, there are many
channels with different and diverse roles in the chain. Indeed, Internal players (national components)
will be mainly analyzed, including coconut farmers; collectors/wholesalers, processors, exporters and
importers, fertilizer, seeding and farming equipment suppliers.
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Input supply
Coconut Farmers
(Small scale to large scale)
Production
Wholesale agents/
Trading firms
Domestic
markets
Collection
Processors
(Small to large)
Exporters
(Small to large)
EU importers
European
markets
Australian
importers
importers
African
Australian
markets
African
markets
American
importers
American
markets
Branding,
Retailing &
Buying
Asian
markets
Import &
Distribution
Asian importers
Processing &
Export
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Collectors/ Wholesalers
The intermediaries are divided into two groups including household (small) collectors and wholesale
agents/trading firms. Small-scale dealers often purchase fresh coconut fruits from growers directly
and then resell to large-scale ones, processors or domestic market. These actors have played a
significant role in transportation of raw materials (fresh coconut fruits) from coconut fields to next
stage in the value chain. Although there are two ways of selling coconuts including direct sales (with
small collectors) and off-taken contracts (with trading firms), most Vietnamese coconut farmers
prefer doing business with household dealers due to business customs based on long-term
relationship. Admittedly, this might lead to financial loss of growers when they do not have enough
market information and drive a hard bargain price. Furthermore, excessive handling through
collection by intermediaries can cause inconsistent product quality and source of latent quality defects
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that may not be apparent until arrival at port of destination (Thao et al., 2006). More to the point,
there is not any cooperation or connection between domestic dealers when they operate individually
and separately. Consequently, in recent years, the business expansion of Chinese dealers results in the
intense competitiveness and lack of inputs for domestic processors.
Processors/ Manufacturers
There are thousands of processors of coconut products in Vietnam, mainly in small and medium size.
They often purchase 90% of total number extremely fresh coconut fruits and 10% of peeled coconuts
(preliminarily processed coconuts) from regional intermediates. However, due to rudimentary
manufacturing methods and the majority of manual labors for cutting cost, the classification of
coconuts by quality is made on the basis of sentiment rather than the standard quality control system.
Thanh Vinh Ltd, Mekong Ltd, and Luong Quoi JSC have been leading manufacturers in coconut
industry with the productivity of more than 15,000 tons per year. In order to meet the requirements
and broaden business opportunities in foreign markets, various international standard certificates
consist of ISO 22000, HACCP, GMP, and HALAL, KOSHER & ORGANIC are adopted.
Nevertheless, the process of monitoring and improving the goods quality from the stage of coconut
growers and small dealers are still the pressing issue for producers.
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research conducted by National Research and Development of Agriculture Institution. Besides that,
coconut seeds and saplings should be carefully selected in accordance with the climate conditions and
grounds characteristics such as JVA1, JVA2, PP121. Indeed, the productivity and quality of coconuts
might be consistently outstanding, which contributes to the stability of input supply for industries
based coconuts as well as increase the sustainability of GVC.
Table 5: Expected acreage of coconut plantation for improvement and new cultivation
Unit: hectare
Period
2012 2015
2015 2020
Coconut types
Improvement
New cultivation
Improvement
New cultivation
JVA1
6,300
1,512
8,400
2,381
JVA2
4,950
1,188
6,420
1,81
PP121
3,150
756
3,000
849
Others
600
144
180
54
Total
15,000
3,600
18,000
5,100
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accordance with the in-depth survey of labor productivity and responsibilities of every phase in the
value chain. Moreover, it is extremely essential to organize training courses, to join international
seminars such as Annual Coconut Festivals, Coconut Products Exhibition in Philippines, Canada and
filed trips to modern factories, typical coconut plantation in the largest nations of exported coconut
products for sharing experience among skilled workers in the same enterprises or in different
companies of the same industry of manufacturing coconut products. In addition, the skilled laborers
might be able to given an appropriate length of internship to gain understandings related to the
coconut industry and the whole global value chain. More to the point, Coconut Association by the
province promotes technical and effective cooperation for the purpose of making use of competitive
advantages in each area, saving costs as well as boosting productivity nationwide.
On the basis of the strategies of Ministry of Agriculture and Rural Development, there would be more
than 250 middle and large-sized firms operating in coconut industry by 2020. This might give job
opportunities for greater than 6,000 skilled workers in rural areas with incomes increasing from 15
30%, impacting on poverty reduction effectively and positively.
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other words, increasing in the importance of manufacturers and of cooperation among lead firms
might be beneficial for the productiveness in the GVC of coconut industry.
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4. CONCLUSION
Nowadays, the number of countries concentrating on coconut plantation is rising on the basis of solid
foundation for further economic development and poverty reduction such as Philippines, Indonesia
and India. As the disputable fact is that coconut is one of profitable agricultural commodities, which
has increasingly contributed partly to GDP in Vietnam due to the suitable climate and soil for
cultivation.
In accordance with the results of previous research conducted on global value chain analysis and
upgrading in GVCs, this paper identified the GVC of coconut and coconut based product industry
together with the vertical and horizontal linkages between actors and stages in the value chain. In
general, the GVC of coconut product industry in Vietnam is fulfilled with the participation of local
coconut growers, small collectors/ wholesalers, processors, exporters and international importers. The
interaction among these actors is mainly investigated in order to analyze disadvantages of the GVC as
well as poor coordination. As a consequence, the opportunities for acquiring new skills and
knowledge and upgrading in the value chain of coconut product industry will be suggested.
Vietnams coconut products global value chain can be identified as buyer-driven, where international
importers (Asian, American, Australian, and Africa markets) make decision on the standards for the
products including quality, food safety, level of pesticide and environmental standards, etc.
Additionally, coconut production is mainly dependent on household producers (coconut farmers
operate in from small to micro size of business) while the fragmented link between coconut growers
and exporters are settled by thousands of small-scale collectors and processors. Therefore, in order to
increase the productivity and competitiveness for both SMEs and the whole value chain by taking
advantage of potential resources in Vietnam as well as market opportunities given by globalization,
upgrading in Vietnamese coconut and coconut product sector is significantly essential and important
in the concept of increasing competitive pressures because upgrading entails not only improvements
in products, but also investments in people, know-how, processes, equipment and favorable work
conditions (Ingrid Fromm, 2007).
As suggested by Kaplinsky and Readman (2001), as usual this upgrading trajectory will start with
process upgrading, product upgrading, then moves to functional upgrading and chain upgrading.
Therefore, with coconut product industry, SMEs in the GVC might improve production processes,
e.g. dividing the cultivated land into different categories being suitable for different kinds of coconut
such as JVA1, JVA2, PP121 in accordance with the climate conditions and grounds characteristics.
Page 26
Indeed, the productivity and quality of coconuts might be consistently outstanding, which contributes
to the stability of input supply for industries based coconuts as well as increase the sustainability of
GVC. Similarly, coconuts should be grown and coconut products are produced under formal quality
control system such as GMP, HACCP and ISO 9000 so as to product upgrade and meet the demand
for food safety of global markets and international importers. Besides, the trust relationship and
cooperation among actors including farmers, collectors, processors and exporters are strengthened by
improvements in operation of MARD and Coconut Associations by provinces. Thanks to this,
information can be exchanged smoothly, which is useful for producers and growers quickly comply
with changes in requirements and standards of buyers. In short, upgrading in GVCs generally and in
the value chain of coconut product industry particularly is one of the best ways for SMEs to ensure
the access to global markets as well as shift to higher activities with higher incomes. In reality, the
upgrading process in GVC of coconut product industry has taken place slowly because of
underdevelopment in infrastructure, technology, labor forces, cultivation methods, and especially
awareness of farmers in the economic integration, we strongly believe that all stakeholders in both
agricultural sector and whole the GVC of coconut product industry in Vietnam will put more effort to
change traditional habits of doing business, maintain long-lasting and constant cooperation to move
toward to higher positions in international competitive markets under support from trade policies of
authorities and NGOs.
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