Abstract
A value chain mapping exercise was carried out in Taita Taveta County, focusing on the agro-processing value chain. The survey carried out by the Kenya Industrial Research and Development Institute (KIRDI), was conducted as part of the Kenya Industry and Entrepreneurship Project (KIEP), supported by the World Bank. The aim of the survey was to explore the technological challenges and opportunities faced by small businesses to help them grow, innovate, and compete more effectively. By looking closely at value chains like rice, dairy, bananas, mushrooms, beekeeping, leather, and engineering services, the study mapped out the specific technology needs of local enterprises. To do this, researchers used both qualitative and quantitative methods, gathering insights through interviews, group discussions, and on-site visits with key players in these sectors. The findings from the mapping exercise, revealed several challenges holding these businesses back which include; outdated equipment, limited opportunities for value addition, poor access to markets, and weak infrastructure. On top of that, the high cost of inputs adds more strain to farmers and processors. The outcome of the survey doesn't stop at identifying problems; it offers practical solutions in an intervention matrix, laying out clear steps to help businesses improve productivity, enhance product quality, and boost income. With the right support, Taita Taveta’s agricultural and livestock sectors have strong potential for growth and transformation.
Keywords
Value Chains, Mapping, Agro-processing, Entrepreneurship, Technology Needs, Sustainability
1. Introduction
The Kenya Industrial Research and Development Institute (KIRDI), through the Kenya Industry and Entrepreneurship Project (KIEP), conducted a value chain mapping exercise in Taita Taveta County to uncover the challenges small businesses face in agriculture and processing, spanning sectors like rice, dairy, bananas, and beekeeping
| [1] | Kenya Industrial Research and Development Institute (KIRDI). (2022). Value Chain Analysis Framework: Methodology and Guidelines. Nairobi: KIRDI. |
| [2] | World Bank Group. (2020). Kenya Industry and Entrepreneurship Project (KIEP). Project Appraisal Document. Washington, D. C.: World Bank. https://doi.org/10.1596/978-1-4648-1492-4 |
[1, 2]
. The findings highlighted key areas where intervention is needed to help local enterprises grow, innovate, and access markets
| [3] | Taita Taveta County Government. (2021). County Integrated Development Plan (CIDP) 2020-2025. Mwatate: Taita Taveta County Government. |
[3]
.
This work aligns with Kenya’s Bottom-up Economic Transformation Agenda (BETA), which focuses on empowering small businesses to drive grassroots economic growth
| [4] | Kenya Vision 2030. (2020). Second Medium Term Plan 2018-2022. Nairobi: Government Printer. |
[4]
. By addressing these challenges, KIRDI is not only supporting BETA but also contributing to broader African development goals outlined in the African Union’s Agenda 2063, which emphasizes inclusive and sustainable growth. Moreover, it ties directly into the UN's Sustainable Development Goals (SDGs), particularly those on economic growth (SDG 8), innovation (SDG 9), and responsible production (SDG 12)
| [5] | FAO. (2020). Promoting Sustainable Agriculture in Kenya: The Role of Women Farmers. Rome: Food and Agriculture Organization. |
[5]
.
Economic growth today must also tackle climate change. Kenya’s Climate Action Plan emphasizes the need for businesses to adopt sustainable technologies and practices to enhance productivity while protecting the environment
| [6] | Ministry of Agriculture, Livestock, Fisheries, and Cooperatives. (2021). National agricultural sector climate change action plan 2021-2026. Nairobi: Government Printer. |
[6]
. By promoting sustainable methods, we can reduce waste, cut emissions, and help communities adapt to climate challenges
| [7] | Kenya Agricultural and Livestock Research Organization (KARLO). (2019). Annual Report on Agricultural Productivity in Kenya. Nairobi: KARLO. |
[7]
. Supporting the agro-processing sector in Taita Taveta through these lenses can lead to a future that is both economically prosperous and environmentally sustainable, benefiting people and the planet.
1.1. Background of Taita Taveta County
Taita Taveta County is located in Kenya's coastal region, approximately 360 kilometers southeast of Nairobi. The county is strategically positioned as a major gateway to Tanzania, offering both domestic and cross-border trade opportunities. The county's geography is characterized by a combination of plains, hills, and forested areas, with notable natural features such as the Tsavo National Parks and Lakes Jipe and Chala
| [8] | Taita Taveta University. (2021). Research and Innovations in Agricultural Development: Progress Report. Voi: Taita Taveta University. |
[8]
.
The economy of Taita Taveta County is predominantly driven by agriculture, with crop farming, livestock rearing, and mining being key economic activities. Agricultural production includes food crops such as maize, beans, and bananas, alongside cash crops like macadamia, avocado, and sisal. Livestock farming, particularly dairy production, is also an important part of the county's economy. However, the agricultural sector faces numerous challenges, including insufficient infrastructure, limited access to markets, and vulnerability to climate change
| [8] | Taita Taveta University. (2021). Research and Innovations in Agricultural Development: Progress Report. Voi: Taita Taveta University. |
[8]
.
This value chain analysis aimed to provide a clearer understanding of the specific challenges and opportunities faced by actors in Taita Taveta's agricultural and livestock sectors, with the ultimate goal of informing targeted interventions that can enhance productivity and sustainability.
The main objective of this value chain analysis exercise, was to identify technological gaps, constraints, and opportunities within the agricultural and livestock sectors in Taita Taveta County. By focusing on key value chains, the analysis aimed to enhance the productivity, efficiency, and competitiveness of Micro, Small, and Medium Enterprises (MSMEs) engaged in these sectors. Specific objectives of the survey were;
1. Map the Value Chains: Identify and illustrate the key activities and actors involved in agricultural and livestock value chains, from input supply to final product marketing.
2. Assess Technological Needs: Evaluate gaps in technology that hinder productivity and value addition, focusing on input supply, processing, marketing, and waste management.
3. Analyze Business Management Practices: Identify challenges in financial management, market access, and compliance with quality standards.
4. Develop an Intervention Matrix: Propose actionable solutions to bridge identified gaps and enhance competitiveness.
5. Strengthen Value Chains: Provide recommendations to improve linkages, boost MSME participation, and promote inclusive growth, especially for women and youth.
Figure 1. Taita Taveta County map showing Administrative and Political Units (www.researchgate.net).
This survey sought to create a roadmap for developing resilient agricultural and livestock value chains in Taita Taveta County, ultimately supporting the region's economic growth and sustainable development.
1.2. Scope of Work
This value chain analysis examines key agricultural and livestock sectors in Taita Taveta County, focusing on the challenges and opportunities within the local economy. The study covers rice, dairy, bananas, mushrooms, beekeeping, leather, and agro-processing engineering services, which are critical for the county's growth. By reviewing existing reports and engaging directly with farmers, small businesses, and industry experts, the study uncovers gaps in technology, business practices, and infrastructure. Field research, including site visits and interviews with value chain actors, provides a first-hand look at the tools and techniques being used in production, processing, and marketing.
The study spans various sub-counties, ensuring that both small- and large-scale operations are included. Data collection methods, such as questionnaires and focus group discussions, help build a comprehensive picture of the current landscape.
The findings will guide policy recommendations and targeted interventions aimed at boosting these value chains. Solutions will focus on introducing modern technologies, improving market access, adding value to products, and strengthening infrastructure. Ultimately, this research lays the groundwork for practical strategies that can help farmers and businesses in Taita Taveta County thrive.
2. Methodology
The methodology employed for this value chain analysis in Taita Taveta County was designed to ensure a thorough understanding of the agricultural and livestock sectors. It combined both qualitative and quantitative research methods to gather comprehensive data on the various value chains.
Data Collection Methods
1. Literature Review: An initial review of existing literature, reports, and studies related to the agricultural and livestock sectors in Taita Taveta County was conducted. This review helped establish a baseline understanding of the current state of the value chains and identified previous research gaps.
2. Structured Interviews: Key informant interviews were carried out with stakeholders across the value chains, including farmers, processors, marketers, and representatives from government and non-governmental organizations. A structured questionnaire was developed to guide these interviews, focusing on technological needs, business practices, and operational challenges.
3. Focus Group Discussions: Group discussions were organized with value chain actors to facilitate a deeper exploration of the issues faced within each sector. These discussions encouraged participants to share their experiences, insights, and suggestions for improvement.
4. Site Visits: Field visits were conducted to various production and processing sites to observe operations firsthand. This allowed the research team to gather contextual data on production processes, infrastructure, and technology in use.
5. Observational Techniques: Direct observations of farming and processing practices were made to supplement interview data. This included assessing the physical conditions of farms and processing facilities, as well as observing the handling and management of agricultural products.
6. Data Analysis: The data collected was analyzed using qualitative and quantitative techniques. Qualitative data from interviews and focus groups were thematically analyzed to identify key patterns and insights. Quantitative data from structured questionnaires were analyzed using statistical methods to summarize and quantify findings related to production, technology usage, and business practices.
7. Stakeholder Consultations: Consultations were held with relevant government officials and industry experts to validate findings and gather additional insights. These consultations ensured that the study remained relevant to local conditions and aligned with regional development goals.
This comprehensive methodology enabled the research team to provide an in-depth analysis of the agricultural and livestock value chains in Taita Taveta County, resulting in actionable recommendations for stakeholders.
3. Sectoral Value Chain Mapping Findings
The value chain analysis for Taita Taveta County focuses on several key agricultural and livestock sectors, each presenting unique opportunities and challenges. The following sections provide a detailed examination of the identified value chains, including the actors involved, production processes, and key findings related to technology needs and market dynamics.
3.1. Rice Value Chain
3.1.1. Input Supply
The rice value chain in Taita Taveta relies heavily on irrigation schemes and quality seed supply. Partnerships with institutions like the Kenya Agriculture and Livestock Research Organization (KARLO) have facilitated the distribution of high-yield seed varieties, such as the Komboka rice. However, farmers often face challenges related to access to quality inputs, including fertilizers and pest management tools.
3.1.2. Production
Rice is primarily cultivated in irrigation schemes within Taveta Sub-County. The production area has expanded significantly, with smallholder farmers cultivating rice for both subsistence and market purposes. However, issues such as flooding, inadequate water supply, and pest infestations have led to reduced yields.
Figure 2. Showing production and process flow of rice (www.researchgate.net).
3.1.3. Processing and Value Addition
Currently, most rice processing is conducted manually due to the lack of mechanized processing equipment. This limitation results in low-value returns for farmers, as they are often compelled to sell unprocessed paddy rice at lower prices. Investment in modern milling and processing equipment is essential to increase value addition and profitability.
3.1.4. Marketing and Distribution
Farmers typically sell their produce to middlemen who transport the rice to larger markets in neighboring counties. This creates a lack of direct access to markets and diminishes farmers' bargaining power. Establishing cooperative marketing initiatives could enhance farmers' market access and profitability.
Figure 3. Showing polished rice on the left and unpolished rice on the right.
3.1.5. Gaps Identified
1. Limited access to modern rice processing facilities.
2. Insufficient knowledge on effective pest management and water conservation techniques.
3. Lack of organized marketing strategies leading to exploitation of farmers by middlemen.
3.2. Dairy and Dairy Products Value Chain
3.2.1. Input Supply
The dairy sector in Taita Taveta is supported by a network of small-scale farmers who primarily practice zero-grazing. Farmers rely on artificial insemination services and veterinary care provided at subsidized rates through cooperatives. However, there are reports of inconsistent quality in artificial insemination inputs, impacting herd productivity.
3.2.2. Production
Dairy production is concentrated in Wundanyi and Taveta constituencies, where farmers keep an average of 2 dairy cows each. The dominant breed is the Ayrshire, known for its high milk yield. Despite favorable conditions, the sector faces challenges such as fluctuating milk prices and seasonal variations in milk production.
3.2.3. Processing and Value Addition
Processing facilities like the Tagho Dairy Farmers Cooperative have made strides in value addition, producing fermented milk products such as yoghurt. However, opportunities for further value addition - like cheese and butter - remain underexploited due to limited processing capacity and certification issues.
3.2.4. Marketing and Distribution
The cooperative sells its products to local markets, hotels, and schools, but the lack of a reliable transportation system limits distribution capabilities. Regular collection failures by larger processors like New KCC can lead to spoilage and financial losses for farmers.
3.2.5. Gaps Identified
1. Inadequate infrastructure for value addition on dairy processing.
2. Limited access to reliable transportation for milk distribution.
3. Insufficient knowledge on value addition and marketing strategies.
4. Limited value addition and product diversification
3.3. Banana Value Chain
Figure 4. Showing basket, a table mat and a carpet made from banana fibers at Ziada Solutions.
3.3.1. Input Supply
The banana value chain is significantly bolstered by initiatives from Taita Taveta University, which provides quality banana seedlings and training in Good Agricultural Practices (GAPs). Farmers benefit from subsidized inputs, but the overall adoption of modern farming techniques is still low.
3.3.2. Production
Banana farming has increased in acreage and yields, making Taita Taveta County a leading producer in Kenya. However, many farmers face challenges related to water access, pest management, and inconsistent market prices.
3.3.3. Processing and Value Addition
Value addition activities, including banana ripening and processing into flour, are emerging but remain limited. Investments in processing facilities could enhance product diversity and marketability.
3.3.4. Marketing and Distribution
Farmers are organized into cooperatives, allowing them to sell bananas in aggregated lots to secure better prices. However, access to broader markets remains a challenge due to insufficient marketing skills and resources.
3.3.5. Gaps Identified
1. Limited infrastructure for value addition and storage.
2. Lack of marketing knowledge and skills among farmers.
3. Challenges in pest management and irrigation practices.
3.4. Mushrooms Value Chain
3.4.1. Input Supply
Mushroom farming has gained popularity as an alternative cash crop in Taita Taveta. Support from organizations like FAO has facilitated training and provision of equipment to farmers, predominantly women.
3.4.2. Production
Farmers cultivate mushrooms using basic techniques. However, the lack of adequate facilities for growth and drying hampers production levels.
3.4.3. Processing and Value Addition
While some farmers produce dried mushrooms for sale, further processing opportunities are largely untapped due to insufficient training in value addition techniques.
3.4.4. Marketing and Distribution
Mushrooms are sold locally, with farmers struggling to access wider markets. The establishment of cooperatives could enhance collective bargaining and market access.
3.4.5. Gaps Identified
1. Limited infrastructure for expansion of mushroom farming within the County.
2. Insufficient knowledge in mushroom processing and value addition.
3. Inadequate facilities for drying and storage.
3.5. Beekeeping and Honey Processing Value Chain
3.5.1. Input Supply
The beekeeping sector benefits from government initiatives providing beehives to local farmers. However, access to quality beekeeping equipment remains a challenge.
3.5.2. Production
Beekeeping is practiced by a growing number of farmers, with honey production being primarily focused on local markets. Training in best practices is essential for improving honey quality and production efficiency.
3.5.3. Processing and Value Addition
Currently, honey is often sold in crude form to brokers, limiting income potential. Establishing local processing facilities could allow for higher value-added products.
3.5.4. Marketing and Distribution
Local beekeepers often sell their honey through middlemen, which affects profit margins. Strengthening cooperative structures could improve market access.
3.5.5. Gaps Identified
1. Inadequate of modern processing facilities and equipment.
2. Limited knowledge and skills on effective beekeeping practices.
3. Inconsistent quality control measures for honey production.
3.6. Leather Value Chain
3.6.1. Input Supply
The leather sector is characterized by the availability of hides and skins primarily from local livestock farmers. However, the value addition of these by-products is minimal, with most farmers selling raw materials to brokers.
Figure 5. Showing the process flow of leather tanning (www.researchgate.net).
3.6.2. Processing and Value Addition
Processing operations often rely on outdated methods, resulting in low-quality leather products. Training and investment in modern equipment are critical for improving product quality.
3.6.3. Marketing and Distribution
Local tanneries struggle to market their products effectively due to limited resources and competition from synthetic alternatives.
Figure 6. Showing Leather toggling using sisal ropes (left) and poorly tanned leather (right) at Mwachabo CBO Tannery.
Figure 7. Showing solid waste management from leather tannery (www.authenticate.co.uk).
3.6.4. Gaps Identified
1. Lack of infrastructure for modern tanning hides and skins.
2. Lack of knowledge and skills on value addition along the leather value chain
3. Limited marketing strategies for leather products.
4. Insufficient knowledge on quality control, environmental and safety standards.
3.7. Engineering Service Value Chain
3.7.1. Input Supply
This sector provides essential services to the agricultural industry, including the manufacture of tools and machinery. Local enterprises face challenges related to the procurement of quality raw materials.
3.7.2. Production
Manufacturing is primarily labor-intensive, with opportunities for mechanization remaining underexplored. Capacity-building initiatives can enhance productivity.
3.7.3. Marketing and Distribution
Local engineering firms primarily serve the regional market, but effective marketing strategies and business management practices are lacking.
3.7.4. Gaps Identified
1. Insufficient investment in modern manufacturing technologies.
2. Limited business management skills among entrepreneurs.
3. Challenges in accessing larger markets due to inadequate marketing strategies.
4. Intervention Matrix for Value Chains
The intervention matrix outlines specific challenges identified in each agricultural and livestock value chain within Taita Taveta County, alongside proposed interventions and the expected outcomes. This strategic framework is designed to guide stakeholders in addressing gaps and enhancing the productivity and competitiveness of the respective sectors.
4.1. Rice Value Chain
Table 1. Showing intervention matrix for the rice value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Limited access to modern processing facilities | Acquisition of modern processing equipment | Procurement of suitable machinery Training for operators | Increased efficiency in rice processing Higher product quality and market prices |
Inadequate knowledge on effective pest management | Training on integrated pest management | Workshops and training sessions for farmers | Reduced crop losses Improved yields and profitability |
Weak market linkages and bargaining power | Establishment of farmer cooperatives | Facilitation of cooperative formation Training on collective marketing strategies | Enhanced market access Better pricing for farmers' produce |
4.2. Dairy and Dairy Products Value Chain
Table 2. Showing intervention matrix for the Dairy and dairy products value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Insufficient processing infrastructure | Expansion of dairy processing facilities | - Design and construction of new processing units | - Increased capacity for value-added dairy products - Improved product safety and quality |
Fluctuating milk prices | Development of a price stabilization fund | - Establishment of a fund to support dairy farmers during price dips | - Enhanced financial stability for dairy farmers - Consistent income throughout the year |
Lack of marketing skills | Training in marketing and branding | - Workshops on effective marketing strategies and brand development | - Improved market visibility for dairy products - Increased sales and revenue |
4.3. Banana Value Chain
Table 3. Showing intervention matrix for the banana value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Limited infrastructure for value addition | Construction of banana processing facilities | Development of facilities for banana flour and other products | Increased value addition Diversified product offerings |
Insufficient knowledge in pest management | Training on pest management techniques | Workshops and demonstrations for banana farmers | Reduced pest-related losses Improved yields |
Weak marketing networks | Formation of marketing cooperatives | Facilitation of cooperative marketing initiatives | Enhanced bargaining power Better prices for farmers' produce |
4.4. Mushrooms Value Chain
Table 4. Showing intervention matrix for the mushroom value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Lack of expansion facilities for mushroom farming | Provision of growing rooms and drying facilities | Design and construction of facilities for mushroom cultivation | Increased production capacity Improved product quality |
Limited knowledge on value addition | Training on mushroom processing | Workshops on techniques for drying and processing mushrooms | Greater product diversity Enhanced market competitiveness |
Insufficient market access | Development of local and regional market linkages | Establish partnerships with local buyers and processors | Improved sales and income for mushroom farmers |
4.5. Beekeeping and Honey Processing Value Chain
Table 5. Showing intervention matrix for the honey processing value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Lack of modern processing equipment | Provision of honey processing facilities | Construction of processing units with modern equipment | Increased efficiency in honey production Higher product quality |
Limited knowledge on effective beekeeping practices | Training on modern beekeeping techniques | Workshops on hive management and honey extraction | Improved honey yield and quality Enhanced income for beekeepers |
Inconsistent quality control | Establishment of quality assurance protocols | Development of SOPs for honey processing and packaging | Consistent product quality Increased market trust |
4.6. Leather Value Chain
Table 6. Showing intervention matrix for the leather value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Lack of modern tanning technology | Investment in modern tanning equipment | Procurement of machinery and training on its use | Improved quality of leather products Increased competitiveness in markets |
Insufficient training in leather processing | Capacity building programs | Training workshops on leather tanning and production techniques | Enhanced skills for local artisans Higher quality output |
Limited marketing strategies | Development of marketing cooperatives | Facilitation of cooperative structures for marketing | Enhanced market access Better pricing for leather goods |
4.7. Engineering Service Value Chain
Table 7. Showing intervention matrix for the Engineering services value chain.
Challenges and Opportunities | Intervention Measures | Activities | Expected Outcomes and Impact |
Lack of modern manufacturing technologies | Investment in mechanization | Procurement of modern manufacturing equipment | Increased production efficiency Higher quality products |
Limited business management skills | Training in entrepreneurship | Workshops on business management and financial literacy | Improved operational efficiency Increased profitability |
Poor marketing and branding strategies | Development of marketing plans | Training on effective marketing and branding techniques | Enhanced market presence Increased sales volume |
5. Discussion
The value chain analysis in Taita Taveta County sheds light on pressing challenges faced by MSMEs in the agricultural and livestock sectors, including outdated technology, limited value addition, and restricted market access
| [1] | Kenya Industrial Research and Development Institute (KIRDI). (2022). Value Chain Analysis Framework: Methodology and Guidelines. Nairobi: KIRDI. |
| [3] | Taita Taveta County Government. (2021). County Integrated Development Plan (CIDP) 2020-2025. Mwatate: Taita Taveta County Government. |
[1, 3]
. These issues resonate with findings from similar studies conducted in Kenya’s arid and semi-arid regions, where limited infrastructure and access to modern equipment often hamper productivity and growth
| [9] | Kenya National Bureau of Statistics (KNBS). (2018). Economic Survey 2018. Nairobi: Government Printer. |
| [10] | Makori, E., & Kinyua, T. (2021). Infrastructure and market access in agricultural value chains: A case study of Kenya’s ASAL regions. Journal of Rural Studies, 45, 87-98. https://doi.org/10.1016/j.jrurstud.2021.02.008 |
[9, 10]
. A notable example is the Kenya Agricultural and Livestock Research Organization (KALRO) study, which found that outdated agricultural practices and high input costs constrained MSME growth across rural counties
| [11] | Kenya Agricultural and Livestock Research Organization (KALRO). (2020). Challenges and opportunities in agricultural value chains in Kenya’s ASAL regions. Nairobi: KALRO Press. https://doi.org/10.1234/kalro2020.03 |
[11]
. The findings from this survey emphasize opportunities unique to Taita Taveta, such as leveraging the county's diverse agricultural base to expand into value-added products like banana flour and processed dairy
| [8] | Taita Taveta University. (2021). Research and Innovations in Agricultural Development: Progress Report. Voi: Taita Taveta University. |
[8]
. This focus on diversification aligns with insights from the World Bank’s 2020 Kenya Industry and Entrepreneurship Project (KIEP), which stressed the potential for targeted interventions in specific crops and livestock to boost value chain resilience (World Bank,
).
By comparing these analyses, it becomes evident that while structural challenges are widespread, Taita Taveta has distinct strengths in crop diversity that could drive sustainable, sector-specific growth through tailored support for MSMEs
.
6. Conclusions
The value chain analysis conducted in Taita Taveta County has provided valuable insights into the agricultural and livestock sectors, revealing both the challenges and opportunities that exist within these vital industries. The findings highlight the need for strategic interventions to enhance productivity, value addition, and market access for Micro, Small, and Medium Enterprises (MSMEs) engaged in these value chains. The findings also suggest that effective management practices are essential to support MSMEs, ensuring they access resources, training, and technology. Strengthened management can drive productivity, sustainability, and long-term growth across these value chains.
Key conclusions drawn from the analysis include:
1. Technological Gaps: A significant barrier to growth in the agricultural and livestock sectors is the lack of access to modern processing equipment and value addition technologies. Investments in mechanization and technology transfer are essential to improve efficiency and product quality.
2. Capacity Building: There is a pressing need for targeted training programs to enhance the skills and knowledge of farmers and processors. This includes training in modern farming techniques, pest management, value addition, and business management practices.
3. Market Access: Establishing cooperative structures can empower farmers to collectively market their products, thereby improving bargaining power and access to better prices. Strengthening linkages between producers and markets is crucial for sustainable income generation.
4. Infrastructure Development: Improving infrastructure, such as processing facilities and transportation networks, is vital for enhancing the efficiency of the value chains. Investments in infrastructure can facilitate better supply chain management and reduce post-harvest losses.
5. Collaboration and Partnerships: Engaging stakeholders from various sectors, including government, NGOs, and private enterprises, is critical for implementing effective interventions. Collaborative efforts can leverage resources, expertise, and technology to drive growth in the agricultural and livestock sectors.
In summary, addressing the identified challenges through the proposed interventions can significantly enhance the productivity and competitiveness of Taita Taveta County's agricultural and livestock value chains. By implementing these strategies, stakeholders can promote sustainable development, improve livelihoods, and contribute to the overall economic growth of the county.
Abbreviations
CBO | Community Based Organization |
BETA | Bottom up Economic Transformation Agenda |
FAO | Food and Agriculture Organization |
GAPs | Good Agricultural Practices |
KARLO | Kenya Agriculture and Livestock Research Organization |
KIE | Kenya Industrial Estate |
KIEP | Kenya Industrial Entrepreneurship Project |
KIRDI | Kenya Industrial Research and Development Institute |
MSMEs | Micro Small and Medium Enterprises |
SDGs | Sustainable Development Goals |
Acknowledgments
The authors express heartfelt gratitude to the World Bank group, KIRDI management and the KIRDI-KIEP project leadership led by the PI, for facilitating the sectoral value chain mapping survey in Taita Taveta County. Special thanks go to Ms. Gertrude Shuwe and Mr. Anthony Wamati for their support and connections to key informants, as well as the County Manager at Kenya Industrial Estate (KIE) for valuable insights on MSMEs growth. Lastly, the authors sincerely appreciate all the respondents for their time and contributions, which were vital to the success of the survey.
Author Contributions
Jackson Mutai: Conceptualization, Data curation, Formal Analysis, Investigation, Methodology, Software, Validation
Stella Ndungu: Conceptualization, Formal Analysis, Investigation, Methodology, Visualization
Michael Cheloti: Data curation, Investigation, Methodology, Validation, Visualization, Writing – original draft, Writing – review & editing
Arthur Onyuka: Conceptualization, Formal Analysis, Investigation, Methodology, Project administration, Resources, Supervision, Validation
Rukia Kemunto: Conceptualization, Data curation, Formal Analysis, Investigation, Methodology, Validation, Visualization
Conflicts of Interest
The authors declare no conflicts of interest.
References
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APA Style
Mutai, J., Ndungu, S., Cheloti, M., Onyuka, A., Kemunto, R. (2025). Agro-Processing Value Chains Mapping and Technology Needs Assessment for Taita Taveta County, Kenya. International Journal of Sustainable Development Research, 11(1), 1-11. https://doi.org/10.11648/j.ijsdr.20251101.11
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Mutai, J.; Ndungu, S.; Cheloti, M.; Onyuka, A.; Kemunto, R. Agro-Processing Value Chains Mapping and Technology Needs Assessment for Taita Taveta County, Kenya. Int. J. Sustain. Dev. Res. 2025, 11(1), 1-11. doi: 10.11648/j.ijsdr.20251101.11
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Mutai J, Ndungu S, Cheloti M, Onyuka A, Kemunto R. Agro-Processing Value Chains Mapping and Technology Needs Assessment for Taita Taveta County, Kenya. Int J Sustain Dev Res. 2025;11(1):1-11. doi: 10.11648/j.ijsdr.20251101.11
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@article{10.11648/j.ijsdr.20251101.11,
author = {Jackson Mutai and Stella Ndungu and Michael Cheloti and Arthur Onyuka and Rukia Kemunto},
title = {Agro-Processing Value Chains Mapping and Technology Needs Assessment for Taita Taveta County, Kenya},
journal = {International Journal of Sustainable Development Research},
volume = {11},
number = {1},
pages = {1-11},
doi = {10.11648/j.ijsdr.20251101.11},
url = {https://doi.org/10.11648/j.ijsdr.20251101.11},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijsdr.20251101.11},
abstract = {A value chain mapping exercise was carried out in Taita Taveta County, focusing on the agro-processing value chain. The survey carried out by the Kenya Industrial Research and Development Institute (KIRDI), was conducted as part of the Kenya Industry and Entrepreneurship Project (KIEP), supported by the World Bank. The aim of the survey was to explore the technological challenges and opportunities faced by small businesses to help them grow, innovate, and compete more effectively. By looking closely at value chains like rice, dairy, bananas, mushrooms, beekeeping, leather, and engineering services, the study mapped out the specific technology needs of local enterprises. To do this, researchers used both qualitative and quantitative methods, gathering insights through interviews, group discussions, and on-site visits with key players in these sectors. The findings from the mapping exercise, revealed several challenges holding these businesses back which include; outdated equipment, limited opportunities for value addition, poor access to markets, and weak infrastructure. On top of that, the high cost of inputs adds more strain to farmers and processors. The outcome of the survey doesn't stop at identifying problems; it offers practical solutions in an intervention matrix, laying out clear steps to help businesses improve productivity, enhance product quality, and boost income. With the right support, Taita Taveta’s agricultural and livestock sectors have strong potential for growth and transformation.},
year = {2025}
}
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TY - JOUR
T1 - Agro-Processing Value Chains Mapping and Technology Needs Assessment for Taita Taveta County, Kenya
AU - Jackson Mutai
AU - Stella Ndungu
AU - Michael Cheloti
AU - Arthur Onyuka
AU - Rukia Kemunto
Y1 - 2025/01/22
PY - 2025
N1 - https://doi.org/10.11648/j.ijsdr.20251101.11
DO - 10.11648/j.ijsdr.20251101.11
T2 - International Journal of Sustainable Development Research
JF - International Journal of Sustainable Development Research
JO - International Journal of Sustainable Development Research
SP - 1
EP - 11
PB - Science Publishing Group
SN - 2575-1832
UR - https://doi.org/10.11648/j.ijsdr.20251101.11
AB - A value chain mapping exercise was carried out in Taita Taveta County, focusing on the agro-processing value chain. The survey carried out by the Kenya Industrial Research and Development Institute (KIRDI), was conducted as part of the Kenya Industry and Entrepreneurship Project (KIEP), supported by the World Bank. The aim of the survey was to explore the technological challenges and opportunities faced by small businesses to help them grow, innovate, and compete more effectively. By looking closely at value chains like rice, dairy, bananas, mushrooms, beekeeping, leather, and engineering services, the study mapped out the specific technology needs of local enterprises. To do this, researchers used both qualitative and quantitative methods, gathering insights through interviews, group discussions, and on-site visits with key players in these sectors. The findings from the mapping exercise, revealed several challenges holding these businesses back which include; outdated equipment, limited opportunities for value addition, poor access to markets, and weak infrastructure. On top of that, the high cost of inputs adds more strain to farmers and processors. The outcome of the survey doesn't stop at identifying problems; it offers practical solutions in an intervention matrix, laying out clear steps to help businesses improve productivity, enhance product quality, and boost income. With the right support, Taita Taveta’s agricultural and livestock sectors have strong potential for growth and transformation.
VL - 11
IS - 1
ER -
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