HORTICULTURE VALUE CHAIN IN TANZANIA

HORTICULTURE VALUE CHAIN IN TANZANIA
By KOMBA BRIGDA BAPRM 47531

 Horticultural industry has been one of the most dynamic agriculture sub-sectors of the region’s economy over the last 10 years. It is the fastest growing agriculture subsectors and has registered tremendous growth in the past four years. Growth rate is 8-10% per annum (past 3 years) Earning the country more than USD 354 million per annum. Target is USD 1billion.
Employs about 450,000 Tanzanians, majority being women (about 65-70%). The industry largely depend on smallholder farmers, with export of fruits and vegetables alone being 70% dependent on farmers with land holding less than 2halfs.
Horticulture contributes significantly to food security, nutrition improvements and economic growth.Good favorable climate , Vast arable land (44 million per ha.) and fertile soils located at different altitudes/temperatures from temperate to tropical, Stable economy Political will and Competitive labor costs are the comperative advantages of horticulture in Tanzania.
the production areas of the horticulture products are;Southern highlands- Morogoro, Iringa, Mbeya, and Ruvuma Northern corridor- Arusha, Kilimanjaro, Tanga and Manyara regions. Coastal zone: Coast regiona and Zanzibar.
The main products are as follows; Vegetables: high volume: tomatoes, cabbages, onions, carrots, round potatoes, etc ◦ High value- baby corns, baby carrots, green (French) beans, and mangetout, Spices from Zanzibar Fruits: mangoes, oranges, jackfruit, apples, avocadoes, pineapples, passion, bananas, etc.
the main markets for Tanzanian horticulture products are; Local markets – both low and high segments Regional markets – EAC and SADC Produce destined for domestic and EAC regional markets account for about 80-90% of total sector volumes, while exports abroad account for about 10-20%. High value export market to Europe – high value vegetables. Other markets, Middle East.
There are many challenges facing the industry some of them being; Law and unequal capacities in quality management, production techniques, and regulatory services Limited produce quality and safety assurances Poor traceability systems Post harvest losses- in domestic market more than 40% is lost and 10% losses in export sectors. Transport and unreliable electricity supply Inadequate market support infrastructure Financial constraints.
 The role of the Private and Private sector in horticulture development. It is important to note that agriculture revolution will only come about by commercializing and modernizing the sectors. Private sector- central role to play Government- facilitation role thereby formulating and promoting the right policies PP- agree on the common agenda, move together, understand each other, build that mutual trust for win win benefits.