Learning by doing
From the beginning , PROSEMA chose to develop a network of local collectors , in line with its business model to get its supply directly from producers . PROSEMA invested in field agents ( called delegates ) who collaborated with technical services , NGOs , cooperative unions , etc . to collect sesame from the producers to supply PROSEMA . By taking the initiative to support the producers and by organising services such as training , credit for inputs and small equipment , PROSEMA hoped to win the loyalty of the sesame producers . This plan sounded foolproof , but in practice , the results were rather disappointing . Indeed , during the marketing period and despite PROSEMA ’ s effective support , the producers sold a large amount of their sesame on parallel markets . Looking at the situation in greater detail , we discovered that the “ supply leak ” often followed price fluctuations or times when PROSEMA was short of funds to collect the sesame . Another important factor was that PROSEMA ’ s different supply channels were not equally efficient . In particular , the company delegates and the collectors proved to be more efficient compared to NGOs . Thus , during the 2015-2016 marketing period , the four company delegates and the nine collectors aggregated more than 78 % of the total volume of sesame bought by PROSEMA ( 1,450 tonnes out of the 1,850 tonnes ).
Gradually building trust
What is it that made the collectors and delegates more effective ? PROSEMA has always considered them to be autonomous local entrepreneurs , and pays them on the basis of how much sesame they collected . In this relationship , all of the local agents are aware of their responsibilities and they are driven to invest in mobilising the producers . During a reflection workshop on the establishment of a supply network organised by 2SCALE , Soungo Diarra explained : “ I gradually built up my network . When I received inputs from PROSEMA , I distributed them to the producers I trusted . Not everybody proved to be an honest partner , but I discarded the bad players over time and continued my selection process until I had built up a network of loyal producers ”. Reflecting on what Soungo Diarra said , we came to understand why his networks are successful : gradually , confidence was built up on the basis of concrete activities between people who know each other well . Realising this , we encouraged PROSEMA ’ s leaders to once and for all adopt a decentralised model ; and 2SCALE supported training and coaching sessions for sesame producers to organise themselves into cooperatives , the heart of the ABCs , where good relationships of trust can be built between local actors .
The way forward
The path toward greater loyalty calls for a strong producers ’ network of cooperatives built around the collectors and supported by the company delegates . This is why 2SCALE supported this dynamic to be further strengthened by : first , developing a close working relationship between these cooperatives , the input suppliers and financial services , thereby establishing local networks of ABCs ; and secondly , developing balanced contractual business partnerships between PROSEMA and the producers ’ organisations ( in other words , a win-win contract ). A model of such a contract , taking into account the experiences of the past , was established and tested in 2016-2017 . The next challenge in the long journey towards a sustainable sesame business is for PROSEMA , in collaboration with Soungo Diarra and his colleague collectors and delegates , to create the conditions for a fruitful , consistent and efficient dialogue . This process has already been initiated by PROSEMA through the establishment of the Bénè Yiriwali Bulon platform ( translated from the local Bamanan language as : the way to sesame promotion ). We are now working on strengthening this platform as a coordinating body with representatives of the different ABCs together with PROSEMA and other actors supporting the sesame value chain . But before this can happen , the collectors and associated cooperatives need to organise themselves to speak with one voice . To support and drive all of these dynamics , 2SCALE started developing inside PROSEMA a professional service based on the collectors and the delegates . The strength of the collectors and delegates is that they know the local community very well , but they are sometimes isolated and dispersed , so the platform could be a way for more exchange opportunities and capacity strengthening actions for them , but also for the producers and PROSEMA . The dialogue between PROSEMA , embodied by its director Soumaïla , by promoting inclusive development and an organised producers ’ network that supplies sesame to the company , is finally leading to sustainable and well-balanced contractual relationships to the benefit of all the actors , who therefore honour their commitments .
-------------------------------------------------------------------- 12 Promotion du sésame au Mali .
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