1 2 Paswel Marenya, CIMMYT, Kenya Lovemore Chipindu, CIMMYT, Kenya Leonard Kirui, CIMMYT, Kenya Davaatseren Narmandakh, CIMMYT, Kenya Wycliffe Otieno, CIMMYT, Kenya Joseph R. Kangile, Tanzania Agricultural Research Institute (TARI), Tanzania Emmanuel Mwenda, Tanzania Agricultural Research Institute (TARI), Tanzania Fikiri Stiliwati, Tanzania Agricultural Research Institute (TARI), Tanzania © International Maize and Wheat Improvement Center (CIMMYT), 2025 All rights reserved. The designations employed in the presentation of materials in this publication do not imply the expression of any opinion whatsoever on the part of CIMMYT or its contributory organizations concerning the legal status of any country, territory, city, or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. CIMMYT encourages fair use of this material. Proper citation is requested. CIMMYT is a cutting edge, non-profit, international organization dedicated to solving tomorrow’s problems today. It is entrusted with fostering improved quantity, quality, and dependability of production systems and basic cereals such as maize, wheat, triticale, sorghum, millets, and associated crops through applied agricultural science, particularly in the Global South, through building strong partnerships. This combination enhances the livelihood trajectories and resilience of millions of resource- poor farmers, while working towards a more productive, inclusive, and resilient agrifood system within planetary boundaries. Marenya, P. P., Chipindu, L., Kirui, L., Narmandakh, D., Otieno, W., Kangile, J. R., Mwenda, E., & Stiliwati, F. (2025). Inclusive business models for enterprise growth and job creation: A playbook for scaling legume innovations in Tanzania – Workshop report. Mexico, D.F.: CIMMYT. 3 Acknowledgement The Legumes for Development (LEG4DEV) project is funded by the European Union’s Department of International Partnerships (DG-INTPA) as a Development Smart Innovation through Research in Agriculture (DESIRA) project (Project No: FOOD/2020/418-901). This work was also supported by the Accelerated Varietal Improvement and Seed Delivery of Legumes and Cereals in Africa (AVISA) project, funded by the Gates Foundation. We thank our funders for their commitment to advancing agricultural innovation in Africa. LEG4DEV is led by the University of Galway, with research partners including the International Maize and Wheat Improvement Center (CIMMYT), the International Institute of Tropical Agriculture (IITA), the International Livestock Research Institute (ILRI), the Swedish University of Agricultural Sciences (SLU), Wageningen University & Research (WUR), and the University of Hohenheim. The CIMMYT LEG4DEV team extends sincere appreciation to the Tanzania Agricultural Research Institute (TARI) for supporting the organization of the workshop, and to all stakeholders who participated and generously shared their time and expertise. 4 Table of Contents Acknowledgement ................................................................................................ 3 List of Abbreviations and Acronyms ..................................................................... 6 Executive Summary ............................................................................................... 7 Background ........................................................................................................... 9 Legume production challenges ........................................................................................ 9 Economic importance of legumes: Using common beans and groundnuts as examples ............................................................................................................................ 10 Seed system performance and constraints ................................................................... 11 LEG4DEV project context and objectives ...................................................................... 12 Workshop Rationale and Expected Outcomes ............................................................. 13 Workshop Methodology ..................................................................................... 15 Participant selection and representation ....................................................................... 15 Interactive session design and facilitation approach ................................................... 15 Feedback collection methods (quick online survey, group discussions, breakout sessions to discuss MIA etc) ............................................................................................ 16 Analytical framework for bottleneck identification ....................................................... 16 Consensus building and prioritization processes......................................................... 16 Legume Seed System Bottlenecks ...................................................................... 18 Early Generation Seed Access Constraints .................................................................... 18 Market Linkage Deficiencies ........................................................................................... 18 Private Sector Investment Limitations ............................................................................ 19 Seed Price Affordability Barriers ..................................................................................... 20 Quality Control and Certification Gaps .......................................................................... 20 Profitability Analytics and Business Metrics ....................................................... 22 Four Key Metrics for Seed System Viability .................................................................... 22 1. Ratio of Increase (Yield Potential) ............................................................................ 22 2. Seed Cost to Crop Value Ratio ................................................................................ 22 3. Profitable Seed Cost Threshold ............................................................................... 22 4. Seed Price to Grain Price Ratio ................................................................................ 22 5 What the Metrics Reveal About Legume Seeds ............................................................ 23 Driving Value Chain Growth: Integrative Business Models ................................ 24 Why Standalone Seed Enterprises Struggle ................................................................. 24 The Promise of Integrated Business Models ................................................................. 25 Learning from Successful Models ................................................................................... 26 Making Integration Work in Practice .............................................................................. 26 Integration as Strategy, Not Just Structure .................................................................... 27 Impact Playbook: Scaling New Legume Business Models .................................. 29 Regulatory Framework Improvements ........................................................................... 29 Market Development Interventions ................................................................................ 31 Institutional Capacity Strengthening .............................................................................. 33 Investment Promotion Strategies .................................................................................... 33 Conclusion ........................................................................................................... 35 Annexes ............................................................................................................... 36 Annex 1: Workshop Agenda: Day 1 and Day 2 detailed schedules .......................... 36 Annex 2: Workshop Participants ..................................................................................... 38 References ........................................................................................................... 39 6 List of Abbreviations and Acronyms AECF Africa Enterprise Challenge Fund ARDS Agricultural Routine Data System AVISA Accelerated Varietal Improvement and Seed Delivery of Cereals and Legumes in Africa BAN Business Angel Network CBSP Community-Based Seed Production CGIAR Consultative Group for International Agricultural Research CIAT Centro Internacional de Agricultura Tropical CIMMYT International Maize and Wheat Improvement Center CSA Climate-Smart Agriculture DESIRA Development Smart Innovation through Research in Agriculture EABC East African Business Council EGS Early Generation Seed FAO Food and Agriculture Organization GDP Gross Domestic Product GIZ German Corporation for International Cooperation ICRISAT International Crops Research Institute for the Semi-Arid Tropics IITA International Institute of Tropical Agriculture IJCCSM International Journal of Climate Change Strategies and Management ILRI International Livestock Research Institute INTPA International Partnerships (EU Department) MIA Modular Impact Accelerator MSE Micro and Small Enterprises NARS National Agricultural Research Systems NBS National Bureau of Statistics NGO Non-Governmental Organization OPV Open-Pollinated Varieties PABRA Pan-Africa Bean Research Alliance PPP Public-Private Partnership QDS Quality Declared Seed ROI Return on Investment RUFORUM Regional Universities Forum for Capacity Building in Agriculture SAGCOT Southern Agricultural Growth Corridor of Tanzania SDG Sustainable Development Goals SIRA Smart Innovation through Research in Agriculture (part of DESIRA) SLU Swedish University of Agricultural Sciences TARI Tanzania Agricultural Research Institute TL Tropical Legumes (project) TOSCI Tanzania Official Seed Certification Institute USAID United States Agency for International Development WUR Wageningen University and Research 7 Executive Summary This report presents the deliberations of a multi-stakeholder workshop on inclusive business models for legume seed systems in Tanzania, conducted under the LEG4DEV project. It examines the persistent bottlenecks constraining legume productivity and explores innovative approaches to strengthen seed value chains for smallholder farmers. The analysis highlights critical gaps in early generation seed access, market linkages, private sector investment, and quality control systems that collectively limit the potential of Tanzania's legume sector. Legumes contribute nearly 30% to Tanzania's agricultural GDP and support over 75% of the workforce, with common beans and groundnuts representing key crops producing over 1 million metric tons annually. However, the sector faces significant challenges including reliance on informal seed systems (supplying 90% of farmer needs), limited access to improved varieties, and weak profitability margins that discourage private sector participation. Current seed-to-grain price ratios often exceed recommended thresholds, creating affordability barriers for resource-constrained smallholders. The workshop methodology employed participatory approaches with approximately 65 stakeholders representing government institutions, private seed companies, farmer organizations, and development partners. Using the Impact Accelerator for Seed Systems framework, participants identified five critical bottlenecks: early generation seed access constraints, market linkage deficiencies, private sector investment limitations, seed price affordability barriers, and quality control gaps. The analysis reveals these constraints operate as interconnected systems where problems in one area create cascading effects throughout the value chain. Key findings indicate that successful legume seed enterprises require integrated business models combining horizontal and vertical integration strategies. Community- based seed production shows promise for addressing access constraints while creating rural employment but requires robust technical support and quality assurance mechanisms. Public-private partnerships emerge as essential vehicles for scaling innovations, though they demand clear governance structures and aligned incentive systems to ensure both commercial viability and development impact. The report presents recommendations through an Impact Playbook emphasizing regulatory framework improvements, market development interventions, institutional capacity strengthening, and investment promotion strategies. Evidence from successful initiatives, including the Pan-Africa Bean Research Alliance corridor and 8 export-oriented pigeon pea value chains, demonstrates the potential for scaling legume innovations when supportive policies and coordinated stakeholder engagement are implemented. While current market conditions present profitability challenges, particularly for smallholder farmers, the report suggests that adopting integrated business models, strengthening quality control systems, and developing innovative financing mechanisms could significantly enhance the viability and adoption of improved legume varieties across Tanzania's agricultural landscape. Figure 1:Key trends in legume production in Tanzania and Sub-Saharan Africa Sources: N2Africa (2014); Ndjeunga et al. (2022); AATF (2023 9 1. Background Legumes are vital to Sub-Saharan Africa’s agri-food systems, where they support food security, nutrition, soil fertility, and rural incomes. Yet across the region, their potential is constrained by weak seed systems, limited access to improved varieties, and vulnerability to climate and market shocks. These systemic challenges cascade into national contexts, and in Tanzania they manifest in acute form, with common beans and groundnuts central to livelihoods but hindered by bottlenecks in seed access, affordability, and quality assurance. Strengthening Tanzania’s legume seed systems therefore requires solutions that respond to local realities while aligning with regional strategies to build more inclusive, resilient, and competitive value chains. In Tanzania, where smallholders with farm sizes of 0.9–3.0 hectares dominate rainfed agriculture, the legume sector faces numerous challenges that limit its potential for sustainable growth. Figure 2: Key elements covered in this background section Legume production challenges Tanzania’s legume production is hindered by a range of environmental, economic, and institutional issues, leading to low yields and limited growth. Smallholder farmers, responsible for over 70% agricultural output, struggle with access to quality inputs, stable markets, and suitable technologies, making them vulnerable to climate variability and pests. Key challenges include: • Limited Access to Quality Inputs and Technologies: Smallholders face barriers in obtaining quality seeds, bioinoculants, and fertilizers, which restricts production 10 growth. For example, reliance on rainfed systems without irrigation or drought- tolerant varieties reduces yields, as seen in maize-bean systems on Mount Kilimanjaro’s slopes, where fodder shortages and climate change lower outputs (Mtei et al., 2023). High input costs, combined with unpredictable weather and pests, further depress yields; maize production, often intercropped with legumes, was projected to decline by 4.7% in 2021/2022 due to these issues, with similar effects on legumes (USAID, 2022). • Climate and Environmental Pressures: Climate change significantly impacts production, with declining maize and bean yields in regions like Hai District, Kilimanjaro, due to erratic rainfall and soil degradation. Legumes like groundnuts face pests, diseases, and drought, resulting in low efficiency and persistent poverty among farmers (Daudi et al., 2018). In semi-arid areas, adoption of climate-smart agriculture (CSA) practices, such as maize-legume rotations, remain below 10%, limiting resilience (Kurgat et al., 2020). • Market and Institutional Barriers: Unstable markets and shifting dietary preferences reduce demand, while weak regulations and unreliable payments hinder cash crop integration (Mtei et al., 2023; Wineman et al., 2020). Legumes are often secondary to staple crops, leading to inconsistent production patterns and low adoption of improved practices (Hillocks et al., 2019). Post-harvest losses, driven by poor storage, further reduce profitability (Wilson & Lewis, 2015). • Socio-Economic and Policy Constraints: Smallholders cultivate 85% of food crop land, but high costs, limited extension services, and gender disparities in resource access slow modernization (USAID, 2022; Kurgat et al., 2020). Initiatives like the Southern Agricultural Growth Corridor of Tanzania (SAGCOT) provide subsidies, but progress is slow (USAID, 2022). These issues keep national average yields for common beans at 0.72–1.10 tons/ha, well below the potential of 1.5–3 tons/ha (CIAT, 2017). Addressing these challenges requires coordinated efforts, including policy changes and agroecological practices, to boost legume yields, sustainability, and livelihoods (Mtei et al., 2023). Economic importance of legumes: Using common beans and groundnuts as examples Legumes are a cornerstone of Tanzania’s economy, contributing nearly 30% to agricultural GDP and supporting over 75% of the workforce (USAID, 2022). They ensure food security, generate income, and drive exports, with common beans and groundnuts being key crops due to their high production volumes (over 1 million 11 metric tons annually across 1.5 million hectares) (Hillocks et al., 2019; USAID, 2022). These crops provide economic stability for smallholders through domestic use, regional trade, and value addition. • Common Beans (Phaseolus vulgaris L.): Common beans, occupying 78% of legume farmland, support 5.8 million rural households with a per capita consumption of 19.3 kg/year (Birachi et al., 2020; Katungi et al., 2021). Tanzania produces 1.2 million tons annually, making it Africa’s top bean producer and seventh globally, with 48% exported to countries like Kenya, Uganda, and Rwanda at a 10% annual growth rate (Birachi et al., 2020; Wilson & Lewis, 2015). This trade generates foreign exchange and jobs in processing and marketing, while domestically, beans provide nutrition and income, with improved varieties yielding up to 50% higher returns (Wilson & Lewis, 2015; Katungi et al., 2021). In regions like Mbeya, beans are a major cash crop, though low yields limit profits; intercropping with maize enhances farm income (CIAT, 2017; Rubyogo et al., 2019). Consumer preferences for specific traits, such as color and size, create valuable market segments (Mbiu, 2025). • Groundnuts (Arachis hypogaea L.): Groundnuts, with an annual output of about 700,000 metric tons, make Tanzania East Africa’s second-largest producer after Sudan (USAID, 2022; ICRISAT, 2020). They support household income and food security as a key oilseed and edible oil source, while providing fodder in regions like the Central, Lake, Southern, and Southern Highland zones (Mponela et al., 2023; Tabe-Ojong et al., 2023). Groundnuts offer high returns through domestic sales and limited exports, with efficiency improvements potentially boosting output through better resource use (e.g., land and oxen) (Tabe-Ojong et al., 2023). Market segments include oil processing and confectionery, though limited domestic oil use indicates untapped potential; white and red varieties dominate, with fodder adding value for farmers (ICRISAT, 2020). Low yields due to environmental stress reduce profitability, but scaling could enhance GDP through value chains (Mponela et al., 2023). These legumes diversify diets, reduce import reliance, and support regional trade within the East African Community, driving economic growth (Wilson & Lewis, 2015). Seed system performance and constraints Tanzania’s legume seed systems are largely informal, with over 90% of seeds sourced from farmer-saved stocks, limiting access to improved varieties and contributing to low productivity (Ojiewo et al., 2020; Rubyogo et al., 2022). Formal systems supply only 3– 10% of seed needs, constrained by high costs and poor distribution, though public- private partnerships (PPPs) show potential (Akpo et al., 2020; Kalemera et al., 2022). 12 • Performance overview: Informal systems, supplying 80–90% of legume seeds, rely on local markets and trader networks for varieties like yellow beans, offering wide reach but inconsistent quality (Rubyogo et al., 2022). Formal efforts, supported by programs like Tropical Legumes (TL) and AVISA, have increased certified seed availability through TOSCI certification, with PPPs in groundnut seed production showing profitability (gross margins of 1–3.5 US$/kg despite cost fluctuations) (Akpo et al., 2020; Kalemera et al., 2022). Beans benefit from farmer-led enterprises, while groundnuts gain from multi-stakeholder platforms (Kansiime et al., 2021). Recent policies for vegetatively propagated crops (e.g., QDS category) have extended to legumes, improving certification (Kansiime et al., 2021). • Key constraints: High production costs (up to 100% increases, eroding margins by 18–50%) and low profitability deter private sector investment in seed systems (Akpo et al., 2020; Kalemera et al., 2022). Poor infrastructure, inconsistent seed availability, and gender disparities (e.g., men accessing more expert advice) limit equitable access (Rubyogo et al., 2022). Informal systems risk poor seed quality and slow varietal turnover, while formal systems face regulatory delays and low adoption rates (below 10% for improved legumes) (Ojiewo et al., 2020; Rubyogo et al., 2022). Climate shocks and fertilizer price hikes, as seen in 2023 droughts, further restrict seed use (Rubyogo et al., 2022). Strengthening formal-informal linkages, building capacity, and adopting gender- inclusive approaches, as seen in the Good Seed Initiative, could enhance seed system performance (Ojiewo et al., 2020; Rubyogo et al., 2022). LEG4DEV project context and objectives The LEG4DEV (Legumes for Development) project, funded by the EU’s DeSIRA initiative, addresses legume scaling barriers in sub-Saharan Africa, with Tanzania as a key focus alongside Ethiopia, Malawi, and Zambia. Launched in 2022 and led by the University of Galway with partners like CGIAR centers (IITA, CIMMYT, ILRI), RUFORUM universities, and TARI, LEG4DEV tackles food insecurity, climate vulnerabilities, and low legume productivity in maize- and cassava-based systems (LEG4DEV, 2022; University of Galway, 2023; LEG4DEV, 2024). In Tanzania, it builds on multi-stakeholder workshops (e.g., Dar es Salaam, 2023) to address production challenges like seed access and market instability, aligning with national CSA and agroecological goals (Mhoro et al., 2024; LEG4DEV, 2022; University of Galway, 2023).The project’s main goal is to promote legume-based agroecological intensification in smallholder systems to enhance sustainability in the water-food-energy nexus, improving food security, 13 nutrition, and livelihoods (University of Galway, 2023; LEG4DEV, 2024). Specific objectives in Tanzania include: • Research and innovation: Test and adapt innovations like bioinoculants and climate-smart varieties to overcome technical, institutional, and policy barriers, supporting 13 MSc/PhD projects through RUFORUM (LEG4DEV, 2022; University of Galway, 2023). • Stakeholder collaboration: Engage government, NGOs, farmers, and private sectors to identify barriers and opportunities, as in the 2023 inception workshop, and develop tools like climate-smart legume manuals for extension training (LEG4DEV, 2022; University of Galway, 2023). • Capacity building and sustainability: Train extension officers and farmers on CSA, using tools like Farmer-MBA apps for maize-legume advice, to boost yields, nutrition, and resilience (LEG4DEV, 2024). In Tanzania’s Southern Highlands, it promotes low-cost technologies for beans and groundnuts (LEG4DEV, 2024). LEG4DEV’s collaborative approach ensures context-specific solutions, contributing to SDGs on hunger and climate action, with events like CGIAR Science Week amplifying its impact (University of Galway, 2023). Workshop Rationale and Expected Outcomes The learning workshop was convened in response to persistent structural and economic constraints affecting legume seed systems in sub-Saharan Africa. Unlike staple crops such as maize, legumes remain constrained by fragmented value chains, low private-sector participation, and weak incentives for seed production and adoption. These challenges have long limited the availability and affordability of quality seed, thereby slowing progress toward food security and agricultural transformation. Recent analyses by CIMMYT and NARS economists, including the 2024 reports on The Economics of Seed Use and Production and Pathways to Resilient Dryland Food Systems, provided the analytical foundation for the workshop. These studies highlighted the fragile “vital signs” of legume seed systems; small market size, low adoption rates, aging varieties, and unfavorable seed-to-grain price ratios alongside the weak profitability of early generation seed (EGS) production. These factors collectively underscored the need for innovative approaches to seed system reform. The workshop built on these insights and applied the Impact Accelerator for Seed Systems approach to move from diagnosis to action. Convening key stakeholders, the event served as a collaborative platform to co-design practical solutions, test scalable business models, and develop strategies to strengthen coordination, investment readiness, and policy support. Special attention was given to promoting inclusiveness 14 through micro and small enterprises (MSEs), and to addressing gender and youth gaps in seed entrepreneurship. The workshop successfully delivered three major outcomes. • First, a strategic workshop report and roadmap was developed, capturing evidence-based strategies, diagnostic insights, and steps for accelerating inclusive legume seed enterprises in Tanzania. • Second, participants co-created an enterprise opportunity catalog and investment profiles, documenting high-potential ventures, enterprise models, and investment-readiness criteria. • Third, a policy and implementation action plan was formulated, with recommendations and time-bound actions to enable supportive regulatory frameworks, public-private partnerships, and scalable seed system transformation. Collectively, these outputs provide a strong foundation for advancing inclusive, resilient, and economically viable legume seed systems in Tanzania and across Africa. 15 2. Workshop Methodology The workshop on Inclusive Business Models for Enterprise Growth and Job Creation: A Playbook for Scaling Legume Innovations in Tanzania was co-organized by CIMMYT and the Tanzanian Agricultural Research Institute (TARI) under the LEG4DEV initiative. The event brought together a diverse set of stakeholders to generate practical solutions for strengthening the legume seed business in Tanzania. The methodology adopted emphasized inclusivity, structured participation, and interactive learning to ensure that outcomes were both evidence-based and co-created by participants. Participant selection and representation Participant selection was guided by the March 2023 LEG4DEV Multistakeholder Workshop Report and coordinated by TARI in consultation with CIMMYT. Invitations were extended to all key LEG4DEV stakeholders, including representatives from government institutions, private seed companies, farmer organizations, development partners, and research institutions. Care was taken to ensure balanced representation across sectors, with attention to both public and private actors, as well as gender and youth inclusion. The workshop targeted approximately 65 participants, with an attached list of attendees and organizations provided as an annex to this report. This diverse mix of participants allowed for a holistic dialogue across the legume seed system. Interactive session design and facilitation approach The workshop adopted a hybrid facilitation approach that combined structured facilitation with interactive, participatory methods. Sessions were designed to maximize knowledge exchange by organizing participants into groups where they discussed key issues, presented their findings, and reflected on each other’s perspectives. To reinforce collective learning, participants rather than facilitators were invited to summarize the key discussions and outcomes of the previous day, thereby enhancing ownership of the process. For the Impact Accelerator for Seed Systems component, a visual and interactive technique was employed. Posters with pictographs illustrating the accelerator process were displayed around the venue, and participants rotated in groups to discuss each stage, identify bottlenecks, and connect the framework to the legume seed business context. Each group consolidated its observations and nominated a representative to present findings in plenary. In addition, the workshop strategically incorporated both English and Kiswahili to ensure clarity, inclusivity, and depth of discussion. 16 Approximately 80% of the sessions were conducted in Kiswahili, reflecting the language preferences of many participants and enabling richer contributions. Feedback collection methods (quick online survey, group discussions, breakout sessions to discuss MIA etc) To capture participant perspectives and gauge the relevance of discussions, feedback was collected through multiple methods. Microsoft Forms was used to conduct quick online surveys during and after the workshop, enabling participants to provide immediate reflections on content, facilitation, and outcomes. Complementing this, group discussions and breakout sessions were organized to collect qualitative insights into specific themes, such as bottlenecks in seed delivery models and opportunities for MSE participation. Outputs from these exercises were documented and shared back with participants during the workshop to validate the findings and refine conclusions. Analytical framework for bottleneck identification The identification of systemic bottlenecks was guided by the analytical framework presented in CIMMYT’s 2024 Economics of Seed Use and Production report. This framework emphasizes four “vital signs” of seed system viability: market size, adoption rates, varietal age, and seed-to-grain price ratios. Workshop discussions applied these indicators to the legume seed sector in Tanzania, allowing participants to critically assess economic viability and adoption barriers. In addition, the poor economics of early generation seed (EGS) production were used as an entry point to examine upstream and downstream constraints, from profitability challenges to delivery inefficiencies. The application of this framework enabled participants to identify the structural barriers limiting investment, adoption, and innovation within the legume seed system. Consensus building and prioritization processes Consensus building was an integral part of the methodology to ensure that the outcomes reflected a shared vision among diverse stakeholders. Facilitators employed participatory prioritization tools, where groups ranked identified bottlenecks and proposed solutions according to impact potential, feasibility, and inclusivity. This process helped balance technical, economic, and policy perspectives while ensuring that marginalized voices, including women and youth participants, were heard. The iterative prioritization culminated in a co-designed roadmap that captured agreed- upon strategies, investment opportunities, and policy actions. These processes directly contributed to the workshop’s three major outputs: the Strategic Workshop Report and 17 Roadmap, the Enterprise Opportunity Catalog and Investment Profiles, and the Policy and Implementation Action Plan. 18 3. Legume Seed System Bottlenecks Legume seed systems in sub-Saharan Africa face multiple constraints that limit farmers' access to improved varieties. These bottlenecks occur throughout the seed value chain and often reinforce each other, creating persistent barriers to legume productivity. This section reviews five key constraint areas: early generation seed access, market linkages, private sector investment, seed affordability, and quality control. Evidence from Tanzania and other regional studies reveals how these bottlenecks operate individually and collectively to undermine seed system performance. Early Generation Seed Access Constraints Access to early generation seed (EGS) represents a fundamental bottleneck in legume seed systems. Cramer (2019) identifies significant obstacles in the delivery of climate- smart varieties, noting that limited availability of foundation and certified seed constrains the entire downstream seed multiplication process. The challenge is particularly acute for legume crops, where specialized breeding programs and seed production systems are less developed compared to cereal crops. De Boef et al. (2019) emphasize that early generation seed availability issues create cascading effects throughout the seed system, limiting the ability of both formal and informal seed producers to supply farmers with improved varieties. This constraint is especially problematic in Tanzania and Uganda, where demand for legume seeds often exceeds the available supply of quality foundation seed (Akpo et al., 2020). The limited investment in breeding programs and seed production infrastructure compounds these access constraints, creating persistent gaps in the seed supply chain. Market Linkage Deficiencies Weak market linkages between seed producers, distributors, and farmers create significant inefficiencies in legume seed systems. Sperling et al. (2021) highlight how market connections remain fragmented, particularly in the informal seed business, where information asymmetries and limited coordination mechanisms prevent effective seed distribution. Their analysis of yellow bean markets in Tanzania reveals Early generation seed availability is the foundation of any functional seed system. Without reliable access to quality foundation and certified seed, even the most sophisticated distribution networks cannot serve farmer needs effectively (Cramer, 2019; de Boef et al., 2019; Akpo et al. 2020) 19 substantial gaps between seed producers and end-users, resulting in mismatched supply and demand. Rubyogo et al. (2019) document how market-led approaches can address these linkage deficiencies, noting that successful scaling of legume seeds requires strengthened connections between research institutions, seed companies, and farmer networks. However, many existing systems lack the institutional frameworks necessary to facilitate these connections effectively. The absence of reliable market information systems further exacerbates these deficiencies, preventing stakeholders from making informed decisions about seed production and distribution. Ochieng et al. (2024) demonstrate that enhanced market linkages are critical for improving availability and adoption of new varieties, showing how coordinated approaches between multiple stakeholders can overcome traditional distribution challenges in sorghum, groundnut, and bean systems. Private Sector Investment Limitations Limited private sector engagement represents a critical constraint in legume seed system development. Waithaka et al. (2021) identify insufficient commercial incentives as a primary barrier to private investment in seed production and distribution systems. The relatively small market size for individual legume crops, combined with uncertain profitability margins, discourages private sector participation compared to higher- volume cereal seed markets. Breen et al. (2024) emphasize that scaling options for legume seed systems require increased private sector involvement, but current policy environments and market structures often fail to create attractive investment opportunities. The lack of intellectual property protection for open-pollinated varieties further reduces commercial incentives for private breeding and seed production investments. Hatibu et al. (2022) provide evidence of successful public-private partnerships in groundnut seed production, demonstrating that targeted collaboration can overcome investment limitations. However, such partnerships remain limited in scope and geographic coverage, highlighting the need for broader institutional changes to encourage private sector engagement. Information asymmetries and fragmented market linkages prevent effective coordination between seed producers, distributors, and farmers, resulting in persistent mismatches between seed supply and demand (Sperling et al., 2021; Rubyogo et al., 2019; Ochieng et al., 2024) 20 Seed Price Affordability Barriers High seed prices relative to farmer incomes create significant barriers to improved variety adoption. Shiferaw et al. (2008) demonstrate that seed access constraints, including affordability issues, substantially limit technology adoption even when improved varieties offer clear productivity advantages. Their analysis of pigeonpea varieties in Tanzania shows that price barriers can prevent adoption despite favorable economic returns. Sperling et al. (2021) argue that tailoring seed markets for smallholder farmers requires addressing affordability constraints through innovative pricing mechanisms and targeted subsidies. However, current seed pricing structures often fail to account for smallholder purchasing power and cash flow patterns, particularly during planting seasons when farmer liquidity is typically constrained. The affordability challenge is compounded by the need for annual seed purchases in some legume crops, creating recurring financial burdens for resource-constrained farmers. Quality Control and Certification Gaps Inadequate quality control and certification systems undermine farmer confidence in improved legume seeds and limit market development. David et al. (2002) identify seed quality assurance as a frequently ignored factor in adoption studies, noting that unreliable seed quality can significantly impact farmer willingness to invest in improved varieties. Kansiime et al. (2021) assess sustainability factors in farmer seed production, highlighting critical gaps in quality control mechanisms within decentralized seed systems. Their analysis reveals that while farmer-led seed production can improve access, maintaining consistent quality standards requires strengthened certification processes and technical support systems. The informal seed sector, which supplies a significant portion of legume seeds to smallholder farmers, often operates with minimal quality oversight. Sperling et al. Even when improved legume varieties demonstrate clear productivity advantages, high seed prices relative to farmer incomes can prevent adoption, particularly problematic given smallholders' limited cash flow during planting seasons (Shiferaw et al., 2008; Sperling et al., 2021; Rajendran et al., 2016) 21 (2021) note that this creates risks for farmers who may unknowingly purchase poor- quality seeds, leading to production losses and reduced confidence in improved varieties. Ochieng et al. (2023) emphasize that accelerated variety turnover requires robust quality assurance systems to ensure that new varieties meet performance expectations. However, current certification capacity in many African countries remains insufficient to support expanded legume seed production and distribution. In summary, effective seed system development depends on evidence-based approaches that address constraints in an integrated way. Strengthening early generation seed systems provides the foundation for downstream improvements, while innovative financing can overcome affordability barriers and stimulate private investment. Quality control and certification are needed to build farmer confidence, and supportive policy frameworks can foster sustainable public–private partnerships that align incentives for long-term sector growth. 22 4. Profitability Analytics and Business Metrics Understanding whether legume seed businesses can succeed requires clear metrics that work in real conditions. Recent analysis by Marenya et al. (2024) applies a framework of four measures that reveal both the farmer economics and enterprise viability of seed systems across multiple African countries. Four Key Metrics for Seed System Viability 1. Ratio of Increase (Yield Potential) This measures how much grain is harvested for every kilogram of seed planted. It reveals the biological efficiency of different crops and varieties. Analysis across East and West Africa shows ground nuts typically achieve ratios below 20, while sorghum and millet varieties range from 100 to 450 depending on whether they are hybrids or open-pollinated varieties. Higher ratios suggest better potential returns for farmers investing in seed. 2. Seed Cost to Crop Value Ratio This metric compares what farmers spend on seeds against the total value of their harvest. It answers a simple question: how much of my crop income goes to buying seeds? For legumes, this ratio tends to be less favorable than for maize, with ground nuts consistently showing the highest ratios, often exceeding 0.20, meaning farmers spend more than 20% of their crop value on seed. This makes adoption challenging, particularly when farmers can save their own seed from previous harvests. 3. Profitable Seed Cost Threshold Research dating to Chase (1971) established that seed purchases are economically sensible when they cost no more than 10% of the additional crop value they generate. For smallholder farmers facing higher risks, this threshold drops to 5% or lower. Analysis of legume seed prices against this benchmark reveals a concerning pattern: market prices for groundnut and bean seed often exceed what farmers can profitably afford to pay. This gap explains weak demand and low adoption rates. 4. Seed Price to Grain Price Ratio This ratio shows how many kilograms of grain a farmer must sell to buy one kilogram of seed. When this ratio approaches 1:1 (meaning seed and grain cost the same), farmers have little incentive to purchase certified seed rather than using grain. Across the countries studied, seed-to-grain price ratios vary considerably, with Ethiopia's ratios tending to be lower due to government subsidies, while Tanzania and other countries 23 show ratios of 5:1 to 9:1 for common beans and groundnuts. These high ratios create barriers to adoption, especially for farmers with limited cash. What the Metrics Reveal About Legume Seeds When these four metrics are applied to groundnut and common bean seed systems across Tanzania and neighboring countries, a clear pattern emerges. Standalone legume seed businesses face difficult economics. The combination of low ratios of increase (particularly for groundnut), high seed cost relative to crop value, prices that exceed profitable thresholds, and unfavorable seed-to-grain price ratios creates a challenging environment for both farmers and seed enterprises. These metrics function as vital signs for seed systems. They help diagnose where problems exist and guide interventions. For Tanzania's legume seed sector, the metrics suggest that simply producing more seed or reducing prices slightly will not solve the fundamental challenges. Instead, more comprehensive approaches are needed that address the entire value chain and create new sources of value and revenue for seed enterprises. 24 5. Driving Value Chain Growth: Integrative Business Models Business integration refers to the strategic linking of different business activities, products, or stages of production to create a more cohesive and viable enterprise. In the context of legume seed systems, this means a seed company might produce seeds for multiple legume crops rather than just one, bundle seed sales with fertilizer and agronomic advice, combine seed production with grain trading, or coordinate activities across different stages from breeder seed through to certified seed and farmer sales. Integration has emerged as perhaps the most promising approach to overcoming the persistent profitability challenges that plague legume seed systems. This isn't merely about making businesses bigger or more complex. Rather, it's about creating synergies where the whole becomes greater than the sum of its parts, where profitable activities can sustain essential but less profitable ones, and where risks spread across multiple revenue streams become more manageable. The evidence from successful seed systems across Africa and beyond suggests that integration, in its various forms, transforms economically marginal enterprises into sustainable businesses that can reliably serve farmers while generating returns for investors. Understanding what integration means in practice, why it works, and how to implement it effectively forms the foundation for building stronger legume seed systems in Tanzania. Why Standalone Seed Enterprises Struggle The economics of legume seed production in Tanzania reveal a persistent challenge: most seed businesses cannot survive on their own. Research across multiple African countries shows that standalone seed enterprises, particularly those producing early generation seed, consistently operate at a loss or with margins too thin to sustain growth (Marenya et al., 2024). This isn't simply a matter of poor management or bad luck. The fundamental structure of these businesses creates inherent vulnerabilities. Several factors drive this reality. First, the infrastructure costs for seed production are substantial. Specialized equipment, quality control systems, trained personnel, and proper storage all require significant upfront investment. Yet the market for any single legume crop remains relatively small compared to staples like maize. A seed company investing in groundnut production alone faces high fixed costs spread across limited sales volume (Akpo et al., 2020). Second, the relationship between seed prices and grain prices creates persistent tension. Farmers are understandably reluctant to pay high prices for seed when they can save their own or purchase grain from neighbors at lower cost. This is particularly 25 true for self-pollinating crops like groundnuts and beans, where farmers can recycle seed for several seasons without dramatic yield losses (Sperling et al., 2020). The result is weak demand for certified seed, which further constrains the revenue potential of seed businesses. Third, the disconnection between different stages of the seed value chain adds inefficiencies. In many cases, public research institutions develop varieties, government agencies or NGOs produce breeders and foundation seed, and private companies handle certified seed multiplication and distribution. Each actor operates independently, leading to coordination failures, mismatched supply and demand, and duplicated costs (Opie et al., 2022). The Promise of Integrated Business Models Against this backdrop, integration emerges not as a luxury but as a necessity. The concept is straightforward: rather than operating as isolated businesses, seed enterprises can create value by linking different activities, crops, or stages of production in ways that generate synergies and spread risk. Vertical integration represents one powerful approach. This involves bringing multiple stages of the seed value chain (from early generation seed production through to certified seed and even grain marketing) under coordinated management. The logic is compelling: profitable downstream activities can subsidize less profitable but essential upstream functions (Tripp and Rohrbach, 2001). For example, a company selling certified seeds to farmers might also purchase and market their grain harvest. The margins from grain trading help offset the costs of maintaining foundation seed production, creating a sustainable overall operation even when individual components fail alone. The evidence supports this approach. Case studies from Zambia demonstrate how maize seed companies achieve profitability by integrating early generation seed production (which loses money) with certified seed sales (which are profitable). The integrated business model works even though standalone EGS production would require heavy subsidies (BMGF/USAID, 2016). Similar patterns emerge across different crops and contexts throughout Africa. Horizontal integration offers another pathway. Here, seed companies diversify across multiple crops or bundle seeds with other agricultural inputs and services. A business producing both groundnut and bean seed can share infrastructure, staff, and distribution channels across both crops. This spreads fixed costs and reduces vulnerability to crop-specific market fluctuations (Mastenbroek & Ntare, 2016). Some 26 enterprises go further, bundling seed with fertilizer, pesticides, and agronomic advice as complete input packages. While seed alone might not be profitable enough to justify the business model, the integrated package creates sufficient value and margins to sustain operations. Learning from Successful Models The Michigan dry bean system in the United States illustrates how effective integration can work in practice. Michigan State University develops bean varieties through its breeding program. The Michigan Crop Improvement Association then contracts with private companies to multiply foundation seed. These companies either return the seed to the association or purchase it for further multiplication into certified seed. The association serves as both the certifying body and royalty collection agency. Commercial farms buy certified seed to grow beans for food markets, and the Michigan Bean Commission represents producers and agribusiness partners across the entire chain (Michigan Crop Improvement Association, 2023). This model succeeds because it clearly defines roles while ensuring coordination. Public investment handles the unprofitable breeding and early seed multiplication stages. Private companies focus on what they do best: efficient multiplication and distribution. The institutional infrastructure (certification, quality control, royalty management) operates as a shared service. No single actor tries to do everything, but strong linkages ensure the system functions as a coherent whole. Closer to home, Tanzania's own experience with legume seed production offers lessons. Research on groundnut seed systems in the southern highlands found that grouping farmers into production collectives, combined with targeted subsidies and public-private partnerships, improved both seed availability and quality (Lukurugu et al., 2021). The model recognizes that smallholder farmers cannot individually bear all the risks of seed production, but collectively they can achieve economies of scale. When linked with reliable markets and technical support, these collective approaches create viable enterprises where individual operations would struggle. Making Integration Work in Practice The path from concept to implementation requires careful attention to context and practical realities. Several principles emerge from successful integration efforts. Start with market linkages. Integration works best when driven by clear demand. Before investing in integrated seed production, establish reliable markets for both seed and grain. This might mean securing contracts with development programs, 27 agricultural cooperatives, or processing companies. Market certainty reduces risk and justifies the upfront investments integration requires (Hambloch et al., 2021). Build on existing relationships. Integration doesn't mean creating entirely new organizational structures. Often the most effective approach involves formalizing and strengthening existing informal relationships. If farmers already sell grain to certain traders, those traders might be natural partners for backward integration into seed production. If research stations already work with certain producer groups, those relationships can evolve into more comprehensive partnerships (de Boef et al., 2019). Design for flexibility. Successfully integrated models adapt to local conditions rather than imposing rigid structures. In some contexts, vertical integration through a single company makes sense. In others, a network of independent but coordinated actors (held together by contracts, shared services, and common standards) may work better. The Michigan model succeeds partly because it allows private companies to choose whether to return foundation seed or buy it for further multiplication, providing flexibility while maintaining coordination. Address the policy environment. Integration strategies can only flourish within enabling policy frameworks. Seed certification systems need to accommodate diverse business models, including quality declared seed produced by farmer groups. Regulatory requirements should be proportionate to scale. Smallholder seed producers shouldn't face the same burden as large commercial companies. Tax policies might offer incentives for businesses that integrate seed and grain trading, recognizing the public benefit of stronger seed systems (Donovan et al., 2021). Integration as Strategy, Not Just Structure Business integration in legume seed systems isn't primarily about organizational charts or legal structures. It's about creating coherent value chains where each component strengthens the others. It's about aligning incentives so that actors throughout the system benefit from collective success. And it's about building resilience by diversifying risk and creating multiple revenue streams. The evidence from Tanzania and across Africa shows that standalone legume seed businesses face structural challenges unlikely to resolve through better management or market development alone. Integration (whether vertical, horizontal, or through partnerships) offers a practical pathway to viability. But integration must be thoughtfully designed, locally adapted, and supported by enabling policies to realize its potential. As Tanzania works to strengthen its legume seed systems, the question isn't whether to pursue integration, but how to do so in ways that serve farmers, build sustainable 28 enterprises, and contribute to broader food security and nutrition goals. The models exist, the evidence supports them, and the need is urgent. What remains is committed action to turn strategy into reality. 29 6. Impact Playbook: Scaling New Legume Business Models This section outlines strategies for scaling innovative legume business models in Tanzania, emphasizing inclusive approaches that drive enterprise growth and job creation. Drawing from field observations, such as visits to key markets, and broader initiatives like the Pan-Africa Bean Research Alliance (PABRA), these strategies integrate regulatory, market, institutional, and investment elements. Proper key indicators and data systems are highlighted as transformative tools, enabling evidence-based decision-making, monitoring progress, and adapting models for sustainability. Figure 3: Inclusive business strategies, market development, and investment promotion for smallholder farmers Regulatory Framework Improvements Enhancing regulatory frameworks is essential for creating an enabling environment that supports legume value chains, reduces barriers for smallholder farmers and enterprises, and ensures compliance with international standards. In Tanzania, the government has been actively reforming policies to boost agricultural exports, including legumes like pigeon pea and groundnuts. For instance, during a visit to the Kibaigwa market in Dodoma, a robust groundnut value chain was observed, alongside approximately 100,000 tons of pigeon pea. Local stakeholders reported that about 95% of the pigeon pea is exported to India, with the remainder going to the UAE and other Asian countries (Tanzania Ministry of Agriculture, 2024). Pigeon pea is primarily grown as a cash crop rather than for local 30 consumption, and the Tanzanian government assists farmers in identifying international markets through export facilitation programs. This highlights how regulatory improvements, such as streamlined export certifications and tariff reductions, can amplify market access. Figure 4: Manual Groundnut Grading Note: Manual grading of ground nuts, a labor-intensive yet vital process that provides employment and income for many in the community. Seated on large tarps under the open sky, the women sort and clean groundnuts by hand, ensuring only high-quality produce reaches the market. The activity not only supports household livelihoods but also contributes to the broader agricultural value chain. Visible in the scene are heaps of ground nuts, sacks of graded nuts, and tools such as sieves and baskets, all set against a backdrop of storage facilities, highlighting the organized nature of this grassroots enterprise. Photo credit: Tanzania Agriculture Research Institute 2025. Another practical example involves the PABRA bean corridor, which spans multiple African countries including Tanzania. PABRA collaborates with national governments to harmonize seed regulations, allowing for faster certification and distribution of improved bean varieties (PABRA, 2023). In Tanzania, this has led to the adoption of high-yielding, disease resistant beans, transforming inclusive business models by integrating smallholders into regional trade corridors. For example, the Southern 31 Highlands bean corridor under PABRA has enabled farmer cooperatives to access certified seeds, reducing production risks and increasing yields by up to 50%, thereby fostering enterprise growth and creating jobs in processing and distribution. Key indicators such as export volume growth rates and compliance rates with international phytosanitary standards can transform this playbook. Robust data systems, like Tanzania's Agricultural Routine Data System (ARDS), allow for real-time tracking of regulatory impacts, enabling policymakers to adjust frameworks dynamically (FAO, 2024). This data-driven approach ensures inclusive models prioritize marginalized groups, such as women-led enterprises, leading to equitable job creation. Market Development Interventions Market development interventions focus on building demand, improving value addition, and linking producers to buyers, which are critical for scaling legume innovations and inclusive business models. Building on the Kibaigwa market example, interventions could include government- supported market intelligence platforms that help farmers negotiate better prices for pigeon pea exports and other legumes. Through the facilitation of contracts with Indian buyers, these interventions have stabilized incomes for over 10,000 smallholders in Dodoma, transforming subsistence farming into viable enterprises and generating employment in logistics and export processing. 32 Figure 5: Pigeon Pea Export at Kibaigwa Market A massive pile of 100,000 tons of pigeon pea is prepared for export at Kibaigwa Market in Dodoma, Tanzania. India remains the dominant buyer, importing approximately 95% of Tanzania’s pigeon pea production, while the remaining 5% is shipped to the UAE and other Asian countries. This legume, though not widely consumed locally, is cultivated by Tanzanian smallholder farmers primarily as a cash crop. The image shows a warehouse scene with towering stacks of white sacks filled with pigeon peas, highlighting the scale of agricultural trade in the region. Photo credit: Tanzania Agriculture Research Institute 2025. For other legumes, the PABRA bean corridor exemplifies market development through value chain integration. In Tanzania's northern regions, PABRA has promoted bean processing into products like flour and canned goods, targeting urban markets and exports to neighbouring countries. This has relevance for inclusive models by empowering women and youth cooperatives, who handle 60-70% of post-harvest activities, leading to enterprise growth and job creation in agro-processing hubs. Proper key indicators, such as market penetration rates and value-added export percentages, combined with data systems like the Tanzania National Bureau of Statistics' agricultural surveys, can transform the playbook (NBS, 2024). These tools enable predictive analytics for market trends, allowing stakeholders to scale 33 innovations proactively and ensure inclusive participation, reducing poverty in rural areas. Institutional Capacity Strengthening Strengthening institutions involves building skills, infrastructure, and partnerships among government bodies, NGOs, and private sectors to support legume scaling. In the context of the Kibaigwa market, institutional strengthening has included training programs by the Tanzanian Ministry of Agriculture for farmer groups on quality standards for groundnuts and pigeon pea. This has improved post-harvest handling, reducing losses by 20-30% and enabling better integration into export chains, thus promoting enterprise growth (Tanzania Ministry of Agriculture, 2024). The PABRA bean corridor provides another example, where capacity-building workshops have equipped research institutions like the Tanzania Agricultural Research Institute (TARI) with tools for breeding climate-resilient beans (PABRA, 2023). This transforms inclusive business models by fostering public-private partnerships, such as with seed companies, creating jobs in research, extension services, and farmer training—estimated to benefit over 500,000 households across East Africa, including Tanzania. Key indicators like institutional performance scores and training coverage rates, tracked via data systems such as the World Bank's Agricultural Innovation Systems database, can revolutionize the playbook . These systems facilitate impact assessments, ensuring capacity-building efforts are inclusive and lead to sustainable job creation. Investment Promotion Strategies Investment promotion strategies aim to attract funding for legume innovations, including through incentives, partnerships, and risk-sharing mechanisms. At Kibaigwa market, government incentives like tax breaks for export-oriented enterprises have attracted investments in pigeon pea processing facilities, creating jobs for local youth and scaling production to meet Asian demand. For beans, PABRA's corridor has drawn investments from donors like the Bill & Melinda Gates Foundation, funding infrastructure for bean storage and transport in Tanzania's central regions (PABRA, 2023). This relevance to inclusive models lies in blending impact investing with commercial ventures, enabling small enterprises to access capital and grow, potentially creating thousands of jobs in the value chain. Indicators such as investment inflow volumes and return on investment (ROI) for legume projects, supported by data systems like Tanzania Investment Centre's 34 databases, transform the playbook by providing benchmarks for scalability. This ensures investments are directed toward inclusive models, maximizing enterprise growth and job opportunities. 35 7. Conclusion The workshop confirmed that Tanzania’s legume sector holds significant untapped potential but remains constrained by structural and institutional challenges that undermine both productivity and inclusivity. Key bottlenecks: limited access to EGS, fragmented market linkages, affordability barriers, and weak quality assurance are interdependent and require coordinated, systemwide solutions. Addressing these challenges demands integrated business models that combine horizontal and vertical integration, community-based seed production, and strong public–private partnerships. Policy reforms, investment incentives, and institutional capacity building are equally critical to creating an enabling environment for inclusive enterprise growth. Importantly, scaling legume innovations must prioritize gender and youth inclusion to ensure equitable benefits. Applying the Impact Playbook developed through this workshop will enable stakeholders to drive enterprise expansion, generate rural employment, and strengthen food and nutrition security. Ultimately, a resilient and inclusive legume seed system in Tanzania will contribute not only to national agricultural transformation but also to broader regional and global goals of sustainable development. 36 8. Annexes Annex 1: Workshop Agenda: Day 1 and Day 2 detailed schedules Day/Time Session Key Topics Activities Outputs DAY 1 July 15, 2025 Session 1: Foundations of Dryland Seed Markets 8:00 - 8:30 am Registration Participant check-in, materials distribution, and networking Welcome coffee, name tags, and folder distribution Registered participants 8:30 - 9:30 am Opening session Workshop objectives, agenda overview, participant introductions, legume crops importance Icebreaker introductions, expectation setting TEA/COFFEE 9:30 - 10:00 am 10:00 - 11:00 am 1.1: Market Landscape African seed market Presentation Market landscape understandin g 11:00 - 12:00 am 1.2: System Challenges Seed system bottlenecks, regulatory models, WAVA analysis, and variety age issues Short presentation followed by discussions Challenge identification framework 12:00 - 1:00 pm 1.3: Best Practices Common beans case study LUNCH BREAK 1:00 pm - 2:00 pm Session 2: Profitability Analytics and Business Metrics 2:00 - 3:30 pm 2.1: Farmer Metrics 4 key metrics: ratio of increase, seed cost-to- crop value, profitable threshold, price ratios Excel calculations with real data, farmer decision simulation Profitability calculation skills 3:30 - 5:30 pm 2.2: Parallel Session: Business Metrics Break-even analysis Financial modeling, cost structure analysis Business case templates, integration strategies AFTERNOON COFFEE/TEA 5:30 pm DAY 2 July 16, 2025 Session 3: Business Models and Value Chain Integration 8:00 - 8:30 am Registration Day 2 check-in, recap of Day 1 learnings Welcome coffee, day 1 recap discussion 8:30 - 10:00 am 3.1: Improving farm-level returns Vertical integration types (Consumer engagement, seed and grain market development, On-farm returns versus consumer demands) Integration strategy design workshop Integration blueprints 37 TEA/COFFEE 10:00 - 10:30 am 10:30 - 11:30 pm 3.2: Business integration models • Introducing the Impact Accelerator Model • SME advantages, localized enterprise models, geographic dispersion, multi- crop integration SME business plan development SME business templates 11:30 - 1:00 am 3.3: Decentralizat ion models PPP frameworks, role distribution, and successful examples PPDOPs structure design PPDOPs frameworks LUNCH BREAK 1:00pm - 2:00pm Session 4: Implementation Strategies and Policy Solutions 2:00 - 3:00 pm 4.1: Achieving Market Growth 4-pillar policy framework: agronomic returns, PPPDOPs, integrated enterprises, value chain integration Policy design workshop Policy intervention frameworks 3:00 - 4:00 pm 4.2: Business development strategies Vital signs monitoring, KPIs, and data collection mechanisms M&E systems AFTERNOON COFFEE/TEA 4:00 - 4:15 pm 4:15 - 5:15 pm 4.3: Policy engagement for an enabling environment 12-month action planning, stakeholder engagement, resource requirements, risk mitigation Implementati on plans 5:15 – 5:45pm Conclusion and way forward Feedback, summary of key insights, way forward Interactive session 38 Annex 2: Workshop Participants Organization/Group Location No. TARI Dodoma 26 CIMMYT Nairobi 5 IKUO Sumbawanga 1 Tanzania Pulse Network (TPN) Dar es Salaam 1 DASPA Groups Gairo / Dodoma 2 Wazambe Group Mbeya / Dar es Salaam 1 Zinduka Mbeya 1 Pamoja Tunaweza AMCOS Mafinga Iringa 1 Iringa Cooperative AMCOS Iringa 2 Youth Champions Groups Momba Songwe 2 MVIWATA Morogoro 1 QDS Farmer Representative Mwanza 1 FOJJ Agritech Co. Ltd Babati 1 ALSSEM Arusha 1 TEMNAR Masasi Mtwara 1 Afro Seed Mlowo Songwe 1 ASA Morogoro 1 DALFO, Babati DC Babati 1 DALFO, Nachingwea DC Nachingwea Lindi 1 DALFO, Kilosa DC Kilosa Morogoro 1 DALFO, Kongwa DC Kongwa Dodoma 1 DALFO, Karagwe DC Karagwe Kagera 1 DCT Dodoma 1 Farm Africa Dodoma 2 SAT Morogoro 1 INADES Formation Dodoma 1 Nelson Mandela African Institution of Science and Technology Arusha 1 Seasoning Pallets Dar es Salaam 1 Kibaigwa Flour Supplies Kongwa Dodoma 1 EONIKE Food Products Dar es Salaam 1 NDAKASAGARA Kongwa Dodoma 1 MBAMBA Traders Dodoma 1 AGRIFY Co. Ltd Dar es Salaam 2 IITA Dar es Salaam 1 AGRA Dar es Salaam 1 CIAT Arusha 2 CPB Dodoma 1 TOSCI Morogoro 2 Ministry of Agriculture Dodoma 2 39 References AATF. (2023). AATF repositions: Efforts towards last-mile delivery of agricultural technologies. Annual Report 2023. AATF. https://www.aatf-africa.org/wp- content/uploads/2024/10/AATF-Annual-Report-2023.pdf Akpo, E., Muricho, G., Lukurugu, G. 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