8/14/2019 FFV Seminar Write Up Final http://slidepdf.com/reader/full/ffv-seminar-write-up-final 1/69 TAMIL NADU AGRICULTURAL UNIVERSITY HORTICULTURAL COLLEGE AND RESEARCH INSTITUTE SEMINAR REPORT on Fresh Fruits & Vegetables Marketing Constrains & Opportunities CHAIRMAN STUDENT Dr. N. Selvaraj Mr. Abid Hussain Professor and Head ID. No.: 06-6290-01 HRS,TNAU,Ooty II M.Sc. (Hort.)- Vegetable Science HC & RI, TNAU, Coimbatore
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roads, transportation and storage facilities for the perishable commodities in the
investment shying sector to the satisfactory status.
MARKETING OF FRESH FRUITS AND VEGTABLES:Marketing plays an important role not only in stimulating production and
consumption, but in accelerating the pace of economic development. The marketing
system plays a dual role in economic development in countries whose resources are
primarily agricultural. Marketing comprises all the operations, and the agencies
conducting them, involved in the movement of farm-produced foods, raw materials and
their derivatives from the farms to the final consumers, and the effects of such operations
on farmers, middlemen and consumers. Agricultural marketing deals with all the
activities, agencies and policies involved in the procurement of farm inputs by the
farmers and the movement of agricultural products from the farms to the consumers. The
agricultural marketing system is a link between the farm and the non-farm sectors. It
involves all the aspects of market structure or system, both functional and institutional,
based on technical and economics considerations, and includes pre and post-harvest
operations, assembling, grading, storage, transportation and distribution. The expansion
in the size of farm output stimulates forward linkages by providing surpluses or food
which requires transportation, storage, processing, packaging and retailing to the
consumers. Increasing demands for money with which to purchase other goods leads to
increasing sensitivity to relative prices on the part of the producers, and specialization in
the cultivation of those crops on which the returns are the greatest, subject to socio-
cultural, ecological and economic constraints. It is the marketing system that transmits
the crucial price signals. The fruit and vegetable marketing in India is highly
decentralized having wide capacities. There has been concern in recent years regarding
the efficiency of marketing of fruits and vegetables, and that this is leading to high andfluctuating consumer prices and only a small share of the consumer rupee reaching the
farmers. It is overviewed by many committees and reports that Indian farmers are good
producers but not good marketer. As early as 1976 National Commission on Agriculture
pointed about the inefficiency in agricultural marketing with particular to fresh
perishables and strongly recommended in following words that “It is not enough to
III Producer - wholesaler cum - commission agent - retailer - consumer 63 to 73
Vegetables
I Producer - wholesale - cum- commission agent - retailer - consumer 51 to 55
Sometimes, agricultural commodities directly pass from producers to consumers. Butin indirect marketing agricultural commodities generally move from producers to
consumers through intermediaries or middlemen. The number of intermediaries may vary
from one to many.
AGENCIES
Producers: Most farmers or producers, perform one or more marketing functions. They
sell the surplus either in the village or in the market. Some farmers, especially the large
ones, assemble the produce of small farmers, transport it to the nearby market, sell it here
and make a profit.
Middlemen: Middlemen are those individuals or business concerns which specialize in
performing the various marketing functions and rendering such services as are involved
in the marketing of goods.
Wholesalers: Wholeselling is the one ion of goods is the wholesale dealers. Wholeselling
is the one that covers activities of all individuals or businessmen, which sell to or
negotiate sales with customers, who buy for resale or industrial use. His position is that of
an intermediary between manufacturer and retailer.
3) To minimize violent price fluctuations occurring as a result of seasonal variations
in supply and demand;
4) To arrange for the supply of such inputs as fertilizers and insecticides so that the
tempo of increased production is maintained;
5) To undertake the procurement and maintenance of buffer stock, and their
distribution, whenever and wherever necessary;
6) To arrange for storage, transportation, packaging and processing;
7) To check hoarding, black-marketing and profiteering.
THE VICIOUS MARKETING CHANNELS:
The channels of marketing is an important aspect of agricultural marketing
affecting the prices paid by consumers and shares of them received by the producer. The shorter the channel, lesser the market costs and cheaper the commodity to the
consumer . When the channel is long with more intermediaries, prices are more and
producer’s share is less. The channel which provides commodities at cheaper price to
consumer and also ensures greater share to producer is considered as the most
efficient channel Several studies have been carried out in India on this topic for different
commodities and in different regions and the results are of mixed nature due to local
socio-economic conditions and infrastructure facilities.
Normally producer’s shares in different commodity groups are as follows:
5. Small production and uneconomic quantities available for marketing
6. Long association with contractors.
7. Price discrimination in the markets.
8. High marketing costs.
Constraints:
1. Non-institutional agencies and undesirable market practices in the markets.
2. Deduction of 2 bunches for every 100 bunches as Profit bunches.
3. Combining two small bunches as one bunch during counting for price fixing.
4. Non-harvest of small size bunches.
5. Delay in payment of balance amount after harvest
6. Violation of contracts i.e. abandoning the harvest if there is slump in prices.7. Non-availability of institutional agency for banana which is highly perishable.
8. Non-availability of any viable storage preservation methods.
9. Non-existing institutional marketing agency like regulated market, co-
op.marketing or producer's association.
Suggestions:
1. Setting up banana based agro-processing industry.
2. Marketing banana through regulated markets.
3. Bringing co-operative marketing as new channel in the existing channels which
will increase producer's share in the consumer's rupee
Jalgaon (Maharashtra):
In the marketing of banana in Jalgaon district three channels were identified.
Channel I Producer-co-operative fruit sale society-commission agent-wholesaler-
retailer– consumer Channel II Producer -Group sale agency commission agent - wholesaler - retailer –
Uzhavar Sandies (Farmers' Market)were established in selected municipal and
panchayat areas of the Tamil Nadu by thestate government. In these markets,farmers enjoy better marketinginfrastructure free of cost and also receiveconsiderably high prices for the productsthan what they use to receive frommiddlemen at village or primary marketsof towns. Farmers are additionally benefited in the form of interaction withother farmers and with departmental personnel. Farmers also get good quality
seeds and other inputs in the market yarditself. The consumers in these markets are benefited by getting fresh vegetables atrelatively lower prices. Farmer’s market /Uzhavar Sandie is an innovative scheme
introduced by the Government of Tamil Nadu, to help the farmers at large. It is thefirst of its kind in whole India. Such amarket was first started in Madurai on
14.10.1999 and the State Government proposes to establish totally 100 farmers
markets in the important centres coveringthe whole State.
Mode of Operation:
The farmer’s market provides the place for the growers of vegetables and fruits to
sell their produce directly to the people without recourse to the middlemen. These
markets are mainly started to establish a direct link between the farmers and the
consumers. There will be no place for the middlemen to the consumers. When the goods
are routed through middlemen, the farmers are not getting remunerative prices for their
produce. Likewise, as the middlemen at wholesale and retail levels add their respective
margins in the sale prices, the goods are sold at higher prices to the consumers. By
eliminating the middlemen, this scheme aims at benefiting both the farmers as well as the
consumers. The market place is established in the important centres to help the farmers
living in and around that centre. Every market has 80 to 100 small shops or sheds. Each
farmer is allotted a shop to sell his produce. The State Government appoints the
marketing Committee to regulate the marketing Centre. The committee will also havefarmers as its representatives. This Committee identifies the farmers and gives them a
permit card. Such farmers alone are being allotted the shops to market their produce. The
farmers need not pay any rent or Commission for selling their goods at the market.
Farmers can transport their produce to the marketing centres free of cost using State
Transport Corporation Buses. The market is open for the public from 7.00 A.M. to 7.00
P.M.daily. As and when the farmers bring their produce to the market, the committee will
fix the prices for the same. The same price will be ruling for that particular commodity
for the whole day. The prices are fixed for different commodities on the basis of previous
day prices of that commodity in the wholesale market.
Benefits to the farmers: In a short period of one month, since farmers’ market came into
existence, it was found that the income of the farmers, who are using the farmers market,
was asked to try its hand in retail vegetable marketing by direct purchasing vegetables
from the farmers, Moving them in specially built vehicles, storing them in air conditionedgodowns and distribute them to the consumers through its retail outlets if 1989afterthe
notorious onion and potato price crisis. Mother Dairy management has opened retail
outlets in almost all important colonies of Delhi for providing vegetables to the
consumers at reasonable prices.
CO-OPERATIVE MARKETING SOCIETY
When producers of agricultural commodities or any other product form a society
with an objective of carrying out marketing of their produce, such society is called as co-
operative marketing society. The need for co-operative marketing arose due to many
defects observed and experienced in the private and open marketing system. Those are
several malpractices prevail in the marketing of agricultural produce. For example,
arbitrary deductions from the produce, manipulation of weights and measures and
cheating the farmers, collusion between the broker and the buyer while fixing the prices,
delay in payment of amounts due to farmers, etc. The result is the farmers are indebted to
trader - moneylender. In such circumstances co-operative marketing society can largely
help the farmers reduce the malpractices and offer honest and correct services.
There exists a chain of intermediaries between the producer and the final consumer. They
include village merchant, itinerant trader, wholesaler, commission agent, pre-harvest
contractor and retailer. They take their own margins for the services, they render. But
these margins are generally exorbitant, making the commodities costly for the consumers
(i) The processing unit should provide seed, insecticides, fertilizers and extension
services to contract farmers at reasonable charges.
(ii) The number of contract farmers should be atleast 25.
(iii) There should be an agreement prior to the period of contract farming for a maximum
period of one year.
(iv) The processing unit should give advance intimation about its contract with farmers to
the Ministry as well as State Nodal Authority (One Month before the contract comes into
operation).
(v) The claim for reimbursement should be recommended by the State Nodal Authority.
THE FRESH (RETAIL) REVOLUTION IN INDIA : Cause of concern or happiness
Organized retailing in Fresh Fruits and Vegetables (FFV) is gaining a lot of
momentum in India with huge investment by leading Indian corporations in this area. Modern
formats of supermarkets such as Reliance Fresh, Choupal Fresh, Food World, etc. promoted
by different companies are emerging very rapidly in small and large towns around the
country. Two of the major players in the supermarket sector in the country are Reliance
Industries and Bharti- Walmart tie up. Other key players include ITC, Food World (JV of
RPG Group of India and Dairy Farm International based in Hong Kong), Spencer, Godrej,
Pantaloon (Big Baazar and Food Baazar), Subhiksha and Aditya Birla Group. From thedevelopment perspective, literature review of the evolution of supermarkets in other
developing countries suggests that these changes have strong implications for the small and
marginal farmers. Experiences of these countries suggest that the development efforts in this
area are based on three grounds: First, farmers associated with the modern value chains earn
higher returns than selling to the traditional markets. Second, the modern supply chains have
specific quality requirements which are easier to meet by the large and medium farmers and
the small farmers tend to get left out of these markets. Third, there are several successful
examples of linking small farmers to these modern value chains with effort from government
agencies, NGOs and development agencies. The concept of organised retail has been
existing in India since early 80s with the existence of players like Mother Dairy and Safal
but it's only in past one year that the fever of retail in FFV has caught up fast. Bargaining
with the vendor to reduce price, moving out early in the morning for the mandi to get
Challenges and Opportunities The present agriculture supply chain has tremendous
amount of inefficiencies at the farm level, the intermediary level and at the marketing and
distribution level.
About 60% of the land is with small and medium farmers. These farmers are not left with
much of bargaining power and hence are left exploited at the hands of intermediaries.
Until recently, the private sector was restricted from directly purchasing agricultural
produce from farmers. The infrastructure of mandis is lacking and the mandis are mired
with inefficiencies. Another inefficiency existent in the structure is the large mark-ups
between the farmers' realization and the final consumers' price. Retail chain outlets
reduce these inefficiencies to a significant level. Efforts are seen from big retail players to
improve the efficiency of the agriculture supply chain helping both, the farmers, on onehand (by having fair prices for their produce) and the customer, on the other hand (by
giving them a fair price and a comfortable shopping experience). Better price for farmers
is the high point of the policy sales pitch of everybody, from the government to retail
chains. There is a great amount of wastage happening post harvest. This wastage is to the
tune of nearly 25-30 percent of the total produce. The reason for this loss is the shortages
of the cold storage facilities and refrigerated transport. Wastage will reduce when the
same company handles the produce from the farm to the fork, as against now, when farm
produce goes through several levels of wholesale and territory traders before reaching the
retailer. Losses would further reduce with investments in cold-storage. Add to this
difficulty of cold storage, the opposition that the retail outlets face is from the small
vendors. The recent protests in three major cities (Ranchi, Bhubaneswar and Lucknow)
against the opening of Reliance fresh are evidence to the opposition that comes from
small vendors. Whether this fear of small vendors is founded in reason or hype will be
discussed in the next section and is there a reason at all for these small vendors to be
afraid of? Effect on Small Players India has an estimated 12 million street vendors in its
cities-the 2004 National Policy for Urban Street Vendors pegs it at 10 million-and
roughly 2.5 per cent of each city's population is engaged in vending on streets. About
one-fourth of these vendors sell vegetables and fruits which brings their number close to
4. Trading terminals all over the country, truly National
5. Payments are guaranteed
6. Quality certification protocol administered by SNX
7. Initially on a handful of crops, finally all F&V items with negative list
8. Improvement in post harvest practices for better shelf life and Quality of Grading,Packing & Overall delivery, match with rapidly raising expectations of quality by
average urbanite
Vision:
One India One Market: A national level transparent equal opportunity e- enabledmarket for all
Mission:
A seamless national electronic market an hour from every F & V farm enabled by
Transparent online trading and a rule based clearing system abd ensuring final settlement
Price discovery only by market forces enabling equal and fair opportunity to all Real time
market information dissemination availble to all Snx would derisk the farmer from price
fluctuations besides also maximising revenues Enable farmer on imrpoved post harvest
practices imrpoving shlef life and product presentation
Promoters:
(i) Mother Dairy: Mother Dairy, Delhi was set up in 1974 under the Operation Flood
Programme. It is now a subsidiary company of National Dairy Development Board
(NDDB). Mother Dairy sources its entire requirement of liquid milk from dairy
cooperatives. Similarly, Mother Dairy sources fruits and vegetables from farmers/
growers associations. It is Mother Dairy's constant endeavor to ensure that milk
UHT Milk, Dhara range of edible oils and the Safal range of fresh fruits & vegetables,
frozen vegetables and fruit juices at a national level, through it's sales and distribution
networks, for marketing food items. In times to come, Mother Dairy shall strive to
become a leading player in the food industry in India.
(ii) National Dairy Development Board: The National Dairy Development Board
(NDDB) was founded in 1965 to replace exploitation with empowerment, tradition withmodernity, stagnation with growth, transforming dairying into an instrument for the
development of India's rural people. In addition, NDDB also promotes other commodity-
based cooperatives, allied industries and veterinary biologicals on an intensive and
nation-wide basis.NDDB’s established dairy cooperative movement and their expertise in
post harvest management including quality control and supply chain management will
give the exchange a leading edge in taking the electronic Horticulture spot market to the
India farmers.
(iii) Multi Commodity Exchange of India Limited: MCX is an independent and de-
mutualised multi commodity exchange. It was inaugurated on November 10, 2003 and
has permanent recognition from the Government of India for facilitating online trading,
clearing and settlement operations for commodities futures market across the country.
Today, MCX features amongst the world's top three bullion exchanges and top four
energy exchanges. MCX offers a wide spectrum of opportunities to a large cross section
of participants including producers/ processors, traders, corporate, regional trading
centre, importers, exporters, co-operatives and industry associations amongst others.
Headquartered in the financial capital of India, Mumbai, MCX is led by an expert
management team with deep domain knowledge of the commodities futures market.
Presently, the average daily turnover of MCX is around USD1.55 bn (Rs.7, 000 crore -
April 2006), with a record peak turnover of USD3.98 bn (Rs.17, 987 crore) on April 20,
1. “India is a land of huge potential... and always will be.”
2. India’s own market for high quality fruit and vegetables is also growing stronglyas its middle-class expands
3. Snail-like progress of the country’s F & V industry: Lack of infrastructure,fragmented production and poor quality standards
4. Along with the desi-corporate houses big-hitters in the global fresh produce tradeare now taking the opportunity to capitalise on India’s vast procurement potential
RANDOM THOUGHTS…….(PRESUMPTIONS)
1. After 5 years, with the most optimistic estimate the organized retailing sector willstill not handle more than 20% of the produce
2. Most of the fresh produce will still be going to fresh market
3. Importance of traditional markets and the efforts to upgrade the traditional marketcannot be ignored
4. Need to avoid dichotomy in the agriculture sector – those selling to modern
chains and others caught up in the low value traditional chains
CONCLUSION: POLICY AND STRATEGIES
Development of agriculture in India needs some critical management inputs
particularly that of supply chain management- collaboration among various stake-holders
along with efficient vertical and horizontal integration. The horticulture sector in
The horticultural development requires a minimum set of basic production
factors, and further requires an optimal crop management and developing a post-harvest
infrastructure; entrepreneurial management and horticultural expertise; logistical
infrastructure; and supporting financial infrastructure. Thus the production strategy
should target not only meeting domestic and export demand of fresh products but also of
the processed products. Improving post harvest operations related to handling, storage,
and marketing of fresh and processed produce. Volumes saved in post harvest losses are
actually the surpluses generated, without additional cost. Horticulture sector needs to be
developed as an organised industry and has to be run collectively by all the stake holders
with farmers as the entrepreneurs. The marketing cost of fruits and vegetables is almost
50 per cent of the total cost of production, thus, there is a need to set up institutionalagencies that can advance credit to farmer and motive them to market the produce
themselves.
Post harvest losses in horticultural crops range from 15-50 per cent. At micro
level these looses increase the marketing cost of the product and at macro level they also
reduce the per capita availability. Thus there is need to develop technologies, methods
and mechanics to reduce these losses. There is need to remove the distortions in the
present supply chain, create more integration between the different links of the supply
chain and reduce these losses. This will result in net gain to producers, consumers and to
the nation. Farmers usually procure inputs from the retail market and end up selling their
produce in the wholesale market. Buying at retail price and selling at wholesale price is
the most uneconomic way of business. Thus the involvement of an institutional structure
in coordinating the demand of individual farmers of the village can reduce the total cost
of inputs to them. The market needs to be demand driven rather than supply driven. The
price of the produce should not be based on the prevailing whole sale price but on the
basis of cost of cultivation of that produce. Farmers should be their own price setters
rather than price followers.
There is also an immediate need to integrate the production, marketing and
processing processes of the produce to get maximum benefits from fruits and vegetables
internet and good telecommunications facilities at the markets. Thus, efforts are needed
in the direction to capitalize on our strengths and remove constrains to meet the goal of
moving towards a horticulture lead agricultural growth in India.
ONLINE /E- MARKETING OF FRUITS & VEGETABLES
OVERVIEW:
Safal National Exchange of India Ltd. (SNX) provides a technology basedcompetitive market place with wide choice to farmers in Marketing of their perishablesand other allied produce in a fair and a transparent manner by using modern IT andimproved Logistic. It is a joint venture between Mother Dairy Foods Processing
Limited(MDFPL)- a wholly owned subsidiary of National Dairy Development Board of India (NDDB), MCX and Financial Technologies Ltd It provides a platform, where seller can sell at the best possible rate, buyers can buy at the most competitive rate and SNXwould provide counter party guarantee in respect of all trades.SNX facilitates provisionof services like quality certification, Warehousing and Logistics and other customized
value added services .Thus SNX offers Power of Exchange technology in combinationwith the F & V Expertise under a single banner, for the good of producer & consumer, inan electronic spot market
9. Empower farmer in price discovery; Growers will have option to conclude pricefor their produce for sale prior to harvest
10. Minimal intermediation- better quality, lower transaction cost11. Narrower price spread: Farmer-Consumer 12. Trading terminals all over the country, truly National13. Payments are guaranteed14. Quality certification protocol administered by SNX15. Initially on a handful of crops, finally all F&V items with negative list
16. Improvement in post harvest practices for better shelf life and Quality of Grading,Packing & Overall delivery, match with rapidly raising expectations of quality byaverage urbanite
VISION:
One India One Market: A national level transparent equal opportunity e- enabledmarket for all
MISSION:
A seamless national electronic market an hour from every F & V farm enabled byTransparent online trading and a rule based clearing system abd ensuring final settlementPrice discovery only by market forces enabling equal and fair opportunity to allReal time market information dissemination availble to all Snx would derisk the farmer from price fluctuations besides also maximising revenues Enable farmer on imrpoved post harvest practices imrpoving shlef life and product presentation
PROMOTERS:
(i) Mother Dairy: Mother Dairy, Delhi was set up in 1974 under the Operation FloodProgramme. It is now a subsidiary company of National Dairy Development Board(NDDB). Mother Dairy sources its entire requirement of liquid milk from dairycooperatives. Similarly, Mother Dairy sources fruits and vegetables from farmers/growers associations. It is Mother Dairy's constant endeavor to ensure that milk producers and farmers regularly and continually receive market prices by offering qualitymilk, milk products and other food products to consumers at competitive prices and;uphold institutional structures that empower milk producers and farmers through processes that are equitable. Mother Dairy markets dairy products like Liquid Milk, IceCreams, Flavoured Milk, Dahi, Lassi, Mishti Doi, Ghee, Butter, Cheese, Dairy Whitener,UHT Milk, Dhara range of edible oils and the Safal range of fresh fruits & vegetables,frozen vegetables and fruit juices at a national level, through it's sales and distribution
networks, for marketing food items. In times to come, Mother Dairy shall strive to become a leading player in the food industry in India. (ii) National Dairy Development Board: The National Dairy Development Board(NDDB) was founded in 1965 to replace exploitation with empowerment, tradition with
modernity, stagnation with growth, transforming dairying into an instrument for thedevelopment of India's rural people. NDDB began its operations with the mission of making dairying a vehicle to a better future for millions of grassroots milk producers. Themission achieved thrust and direction with the launching of ”Operation Flood", a programme extending over 26 years and which used World Bank loan to finance India'semergence as the world's largest milk producing nation. Operation Flood's third phasewas completed in 1996 and has to its credit a number of significant achievements.As onMarch 2006, India’s 1,17,575 village dairy cooperatives federated into 170 milk unionsand 15 federations procured on an average 21.5 million litres of milk every day. 12.4million farmers are presently members of village dairy cooperatives. Since its inception,the Dairy Board has planned and spearheaded India's dairy programmes by placing dairy
development in the hands of milk producers and the professionals they employ to managetheir cooperatives. In addition, NDDB also promotes other commodity-basedcooperatives, allied industries and veterinary biologicals on an intensive and nation-wide basis.NDDB’s established dairy cooperative movement and their expertise in post harvestmanagement including QC and supply chain management will give the exchange aleading edge in taking the electronic Horticulture spot market to the India farmers. (iii) Multi Commodity Exchange of India Limited: MCX is an independent and de-mutualised multi commodity exchange. It was inaugurated on November 10, 2003 by Mr.Mukesh Ambani, Chairman and Managing Director, Reliance Industries Ltd.; and has permanent recognition from the Government of India for facilitating online trading,clearing and settlement operations for commodities futures market across the country.Today, MCX features amongst the world's top three bullion exchanges and top four energy exchanges. MCX offers a wide spectrum of opportunities to a large cross sectionof participants including producers/ processors, traders, corporate, regional tradingcentre, importers, exporters, co-operatives and industry associations amongst others.Headquartered in the financial capital of India, Mumbai, MCX is led by an expertmanagement team with deep domain knowledge of the commodities futures market.Presently, the average daily turnover of MCX is around USD1.55 bn (Rs.7, 000 crore -April 2006), with a record peak turnover of USD3.98 bn (Rs.17, 987 crore) on April 20,2006. In the first calendar quarter of 2006, MCX holds more than 55% market share of the total trading volume of all the domestic commodity exchanges. The exchange has alsoaffected large deliveries in domestic commodities, signifying the efficiency of pricediscovery. Being a nation-wide commodity exchange having state-of-the-artinfrastructure, offering multiple commodities for trading with wide reach and penetration,MCX is well placed to tap the vast potential poised by the commodities market.
(iv) Financial Technologies India Limited: FTIL proven mettle of End-To-Endexchange trading technologies addressing trading/ surveillance/ clearing and settlementoperations help enhance the SNX Trade Life Cycle operations (Pre-Trade, Trade and
Post-Trade). In addition to its technological capabilities, FTIL also brings to SNX itsassociations with technology giants such as Microsoft/ Intel and HP. FTIL has promotedIndia No 1 commodity exchange (Market share more than 62%) world’s 2nd largestexchange in Silver & Natural Gas trading volumes and the world’s 3rd largest exchangein gold trading volumes. MCX also is among the top ten commodity derivatives
exchanges in the world.
BENEFITS:
Direct Benefits to Farmers
6. Transparent pricing mechanism: real time price quote accessible7. Accessibility to National Level Markets: as buyers from all over the nation is
connected in the system8. Price manipulation is restricted to larger extent: since the system allows the
participation at national level there is no room for manipulation by any group of traders. And the Maximum allowable open position imposed at member level willrestrict the volume handled by individual member
9. Distress selling avoided to larger extent: unlike in the existing mechanismwherein farmer sells the produce after brining the produce to market place. In the proposed mechanism farmer will first sell his produce and than delivers at later stage
10. Assured and prompt payment: exchange will take the third party guarantee to allthe trade that takes place on the exchange platform
Indirect Benefits to Farmers
9. Increase in productivity10. Reduction in cost of production11. Reduction in post harvest losses12. Increase in marketable yield13. Increase in quality of the produce produced14. Access to extension services15. Increase in risk taking capabilities of farmers16. Inspire co-operation
Benefits to Traders/Commission agents/Forwarders
5. Traders would get a bigger market, where they can sell huge quantity6. In physical market, they always face the risk of counter party defaults, which will
be totally guaranteed on SNX platform. A settlement guarantee fund would bemaintained for this purpose
7. Since large number of investors from all across the country would be available atSNX platform, they can realize better price for their product
8. They can expand their activities to multiple commodities, because of operationalease, availability of finance and absence of counter party risk under SNX system
Benefits to Exporters/Processors
5. Buy certified quality material through a secured platform6. Avoid hassles relating to procurement of material in physical market7. Looking at the price available at SNX, they can make export commitment and
cover themselves immediately by buying at SNX8. Customized services regarding logistics can be provided
SNX follows the system of price-time priority for order matching. Members placeorders on their Trader Work Stations (TWS) and the orders get matched and executedthrough the order book in the Trading engine. Members have a facility to downloadvarious reports, by connecting FTP, through which they can access the reports such asBhav Copy, Contract Master, Trade Report, Margin Report at the end of trading.Transparent trading mechanism and efficient risk management, combined with effectivesurveillance, enhances the trust among the participants in SNX, for realizing reasonable price for the produce of the farmers and other participants.Risk Management:
Surveillance: The surveillance mechanism at SNX includes the monitoring of pricemovement, volatility, through real-time alerts, etc. Surveillance is also carried out inmonitoring positions, granting limits, investigating, by adopting various techniques.
Exposure Limits: The Surveillance of SNX will fix the trading limits for each Member,depending on the margin available to their credit and monitor their positions online.
Initial Margin (IM): SNX levies initial margin (IM) on open positions of Members andtheir clients for both buy and sell. The percentage of IM varies depending on thecommodity and its volatility. IM is calculated and reduced from the total margin of aMember available with SNX. Exposure is given to Members, based on the balance
amount available with SNX. When the Initial Margin increases, the exposure willautomatically decrease.
Mark-to-Market Margin (MTM): SNX has devised a mechanism of MTM margin to prevent any potential loss due to price volatility, in which case the Members or their clients may commit default. SNX will mark all trades and open positions for the day onclosing price, by which the notional gain or loss is calculated compared to the trade price.Such gain / loss is credited / debited to the respective Member’s account on T+1 day. TheCnS software automatically calculates Mark to Market margins on a daily basis.Special Margin: Special Margin is levied by SNX whenever there is high volatility intrading in a specific commodity / contract. This margin is levied when price reaches a
particular level compared to previous day’s closing price.
Clearing & Settlement: SNX has efficient system of clearing & settlement (CnS) of trades. All open positions at the end of the trading day will be compulsorily settled bydelivery. CnS Dept. will receive the information about physical receipt of commodities atthe Buyer’s place through the concerned Delivery Centre. Thereafter CnS Dept. willrelease the funds pay-out to the Sellers. Settlement of all trades in SNX takes place on theSettlement Price. The members’ positions are computed on a daily basis, depending on
the settlement cycle. The information regarding pay-in and pay-out of funds arising out of settlement of transactions is calculated and transferred electronically to the ClearingBanks, through FTP. MEMBERSHIP CATEGORIES:
SNX offers Three Categories of Membership:(i) Category " A "
The following are eligible to apply in this Category:Growers Association ,Co-Operative Society - (Agri or Consumer) ,SHG (self help group)- promoted by recognized institutions or SNX ,Producer company under Section 581 (a)to (z)(ii) Category " B "
The following are eligible to apply in this Category:State level apex co-operative societies, Marketing Federations, Marketing Boards,Similar bodies set up by the State Governments(iii) Category " C "
Any entity or individual desirous of membership in this category may submit duly filledin Membership Application as per the terms and conditions of the Exchange.
Advantages
Advantages of SNX over existing Market
SAFAL National Exchange of India Ltd (SNX)” an online perishable commodityExchange, prompted by a joint venture of NDDB, Mother Dairy & FTIL-MCX.Headquartered in Bangalore, SNX is led by an expert management team, with deepknowledge of the horticulture markets.With the production estimated at around 140million tonnes, one fourth of the global output, the Indian commodities market offersunparalleled growth opportunities to a large section of the market.SNX has opened itsnational membership, as Trading-cum-Clearing Member (TCM). Membership on SNXoffers benefits in more than one ways for market participants. It has sound technologyinfrastructure through its association with market leaders such as Stratus for FaultTolerant Servers, Financial Technologies (India) Ltd. for Exchange Technologies, and a panel of banks for funds transfer. SNX V/S Existing Market
Number of Buyers and Sellers: From every nook & corner of all producing centres inthe country simultaneously present, Limited to local participantsBargaining Power: Faceless bid, price offer by seller based only on grade with no other inputs such as profile of seller, body language, etc., Small lots by small farmers wouldinvariably be at a discountRight to reject offered price : Absolute right to define price expectation and alsomodify based on the farmer's judgement/need, Virtually not an option to reject as the produce is out in the market, besides pressures of having to return to the same trader nextdayDependence on Local Traders: Minimised as there are options of selling on theexchange through Farmer Association, Perpetual dependence on local traders
Trade system: Has the option to first conclude on the price and later delivers produce atdelivery center, Produce to be physically brought to the market for finding out priceGrades standardization: Standardization with dispute redressal system, Informalstandardization without an effective grievance redressal system for the farmer Price Quotation: Both buyers and seller can quote their price, Seller is the price taker
Effect of supply- Demand balance: Based on demand and supply at national level,Limited to local balance, impact of distant market situations leveraged by middlemenPrice dissemination: Multiple Channel- electronic-instantaneous-all key centres
Limited sources after a lag of a day often, more as data than as adecision tool for the farmer Payment: Immediately after the sale, Varies from 1 week to 1 month
PRODUCTS:
Mango,Banana,Onion,Tomato,Potato,Aplle,Citrus and GrapesFruits
Apple : Royal Delicious, J & K Delicious, Mango: Bangenpalli, Totapari and
Banana : Dwarf CavendishVegetables
Potato : Kufri Bahar , Onion: Nashik Red and Tomato:Hybrids
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